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News & Events
For the Media
Clarkson University Financial Priorities & 2009-2010 Charges
The following letter was sent March 13 by Clarkson University President Tony Collins to Clarkson families:
March 12, 2009
Dear Clarkson Family,
As I wrote to you in December, instability in the global economy presents numerous challenges for all of us to face. I am writing again today to provide information about University charges for the upcoming 2009-10 academic year as well as a straightforward context about Clarkson's financial priorities in order to maintain our core values. We remain committed to ensuring that every current Clarkson student can complete his or her degree program and to the principle that we deliver the academic rigor that prepares students for positions of leadership in the global economy.
Establishing tuition and fees is always a very deliberative process as we know the significance of investments families make in a son or daughters education, and even more so this year, given the national economic circumstances and the complex scenarios which we evaluated before moving forward. Like most academic institutions, tuition and fees, net of financial aid, only cover a part of the cost of a Clarkson education. The rest of the instructional costs are covered by income from our endowment as well as annual gifts to the University from friends aligned to our mission and from alumni who used their education as a stepping point into rewarding careers and wish to prioritize Clarkson in their personal philanthropy. While we are pleased that private gifts to the University have remained steady, income from the endowment has fallen sharply.
Throughout the fall semester, we took additional steps to protect the endowment, which is underpinning more than $42 million in financial aid for students this year. The endowment is solidly positioned for the long-term; however, Clarkson's short-term investment returns and earnings from the endowment have been significantly reduced as viable revenue streams for the University in the 2009-10 academic year.
As part of its budget plan for 2009-10, Clarkson's Board of Trustees has approved an increase in the published University charges of 5.78% to $44,028. Simultaneously, the Board has reserved substantial operating funds to provide additional financial aid targeted for those students whose financial circumstances have changed or who may be negatively impacted in the coming months ahead. We also have significantly increased our University work-study program and eligibility for all students who seek a campus job while attending school. We will be expanding options to gain professional experience in these work-study roles to further advance practical skills and resume credentials while providing direct income back to students.
This years tuition and fee decisions are modeled to give all students, to the extent possible, an opportunity to complete the degree they chose to pursue at Clarkson when they enrolled and to not cut the quality of academic instruction and extracurricular experiences that employers trust our students receive from our institution. When the financial aid and work-study funds are considered, the average overall increase to attend Clarkson will be under 3.9%. Clarkson's comprehensive cost of education remains lower than most of the peer institutions where our admission applications overlap each year.
In employee meetings across campus earlier this week and with the Board of Trustees, I shared my personal intention to not accept a salary increase this year. Faculty and staff understand that all wages will be frozen at their current levels and any earned increases deferred until January 2010 with the express intent that these savings go toward student aid. Across the institution, administrators are reprioritizing projects and thinking creatively about how to make changes that respond effectively to the current economic climate while maintaining the values that differentiate the Clarkson experience. For example, we are reorganizing a group of staff into a Student Success Center aimed at increasing the success rates of students who face problems from academic to emotional concerns.
In order to continue construction on projects that add to the quality of education and student life on campus as well as stimulate employment in our regional economy, we are leveraging private gifts and state-funded programs. These donor-driven activities are separate from our instruction and education costs.
The break down of the overall cost of attendance on the bill will be an undergraduate tuition cost of $32,220; room charges changed an average of 5.4% and meal plan options by an average of 4% (see http://www.clarkson.edu/residencelife/halls/rates. html for the cost of each room and meal plan option). The Student Activity Fee set by the Clarkson University Student Association will remain at $250 per semester.
You have made the right choice in selecting Clarkson and pursuing an education immersed in the world realities of bringing discovery, engineering innovation and enterprise together. The best testimony to the quality of a Clarkson education remains the enthusiasm with which employers pursue our students and the acceptance of our students into the top graduate programs of their choice nationwide. Demand remains high for our graduates despite the difficult national economy and they continue to rise in international influence as one in six is already a CEO or senior executive of a company.
As always, my wife, Karen, and I look forward to meeting you on campus whenever possible and absolutely want to greet your entire family when it comes time for the commencement exercises that will celebrate your student's academic accomplishment and readiness for a rewarding career.
Anthony G. Collins President


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Steve Jobs defied convention, and perhaps the law
If Steve Jobs were alive today, should he be in jail?
That's the provocative question being debated in antitrust circles in the wake of revelations that Jobs, the co-founder of Apple who is deeply revered in Silicon Valley, was the driving force in a conspiracy to prevent competitors from poaching employees. Jobs seems never to have read, or may have chosen to ignore, the first paragraph of the US Sherman Antitrust Act.
Every "conspiracy, in restraint of trade or commerce" is illegal, the act says. "Every person who shall make any contract or engage in any combination or conspiracy hereby declared to be illegal shall be deemed guilty of a felony, and, on conviction thereof, shall be punished by fine" or "by imprisonment not exceeding three years, or by both said punishments."
Jobs "was a walking antitrust violation," said Herbert Hovenkamp, a professor at the University of Iowa College of Law and an expert in antitrust law. "I'm simply astounded by the risks he seemed willing to take."
The anti-poaching pact was hardly Jobs' only post-mortem brush with the law. His behaviour was at the centre of an e-book price-fixing conspiracy with major publishers. After a lengthy trial, a US federal judge ruled last year that "Apple played a central role in facilitating and executing that conspiracy." (Apple has appealed the decision. The publishers all settled the case.)
Jobs also figured prominently in the options backdating scandal that rocked Silicon Valley eight years ago. Thousands of options were backdated at both Apple and computer animation studio Pixar, where Jobs was also chief executive, to increase the value of option grants to senior employees. An investigation by Apple's lawyers cleared Jobs of wrongdoing, saying he didn't understand the accounting implications. But it concluded that he "was aware or recommended the selection of some favourable grant dates." Jobs himself received options on 7.5 million shares, which were backdated to immediately bolster their value by more than $US20 million. Apple admitted that the minutes of the October board meeting where the grant was supposedly approved were fabricated, that no such meeting had occurred and that the options were actually granted in December.
Five executives of other companies went to prison for backdating options, but Jobs was never charged. (Other Apple executives eventually settled US Securities and Exchange Commission charges and left the company. The commission did praise Apple itself for its "swift, extensive and extraordinary cooperation".)
Despite the strict language of the Sherman Act, the US Justice Department tends to file criminal antitrust charges only in the most egregious cases, and by that standard, Jobs would probably never have been charged. Still, Jobs' conduct is a reminder that the difference between genius and potentially criminal behaviour can be a fine line. Jobs "always believed that the rules that applied to ordinary people didn't apply to him," Walter Isaacson, author of the best-selling biography Steve Jobs, told me this week. "That was Steve's genius but also his oddness. He believed he could bend the laws of physics and distort reality. That allowed him to do some amazing things, but also led him to push the envelope."
Hovenkamp characterised both the e-book agreements and the anti-poaching pact as "blatant restraints of trade". Jobs, he said, "was so casual about it, so bold. Didn't he have lawyers advising him? You see this kind of behaviour sometimes in small, private or family-run companies, but almost never in large public companies like Apple."
Apple declined to comment. Jobs was certainly brazen. Testimony in the e-books case suggested that Jobs was eager, even frantic, to have an e-book agreement in place in time for his announcement of Apple's latest product, the iPad. There's no indication that any lawyers put the brakes on. (On the contrary, the chief architect of the scheme inside Apple was a lawyer.) In an email to James Murdoch, then an executive at News Corp, which owned publisher HarperCollins, Jobs offered what amounted to a case in price fixing: "Our proposal does set the upper limit for e-book retail pricing based on the hardcover price of each book" and urged HarperCollins to "throw in with Apple".
HarperCollins did, along with other major publishers. Judge Denise L. Cote of US District Court for the Southern District of New York ruled that "Apple is liable here for facilitating and encouraging the publisher defendants' collective, illegal restraint of trade," adding: "Through their conspiracy, they forced Amazon (and other resellers) to relinquish retail pricing authority and then they raised retail e-book prices. Those higher prices were not the result of regular market forces but of a scheme in which Apple was a full participant."
Why were no criminal charges filed? The Justice Department's antitrust division chief, William J. Baer, recently noted that the department had filed 339 criminal antitrust cases since President Barack Obama took office, many of them on charges of price-fixing. The issue is, of course, moot with Jobs, who died in 2011. But his co-conspirators in the publishing industry may have benefited from the relative novelty of e-books. "There's a traditional reluctance to go for criminal liability over novel practices," Hovenkamp said. "There was probably some thinking that with e-books, the technology was so new, and it was disruptive. It's tough to prove mens rea," or criminal state of mind.
The rules just didn't apply to him.Walter Isaacson on Steve Jobs
And there may have been political constraints, too. Although consumers were the beneficiaries of the case (and prices of e-books have dropped since the case was settled), publishers and their allies, including many authors, warned that the perverse result was to solidify Amazon's dominance.
The anti-poaching case may be taking a bigger toll on Jobs' reputation, especially since he seemed so cavalier about people's jobs. Jobs was again injudicious in his emails to competitors. In 2007, he threatened Palm with patent litigation unless Palm agreed not to recruit Apple employees, even though Palm's then-CEO, Edward Colligan, told him that such a plan was "likely illegal".
That same year, Jobs wrote to Eric Schmidt, CEO of Google at the time, "I would be extremely pleased if Google would stop doing this," referring to its efforts to recruit an Apple engineer. Schmidt forwarded the email, adding his own indiscreet comment: "I believe we have a policy of no recruiting from Apple and this is a direct inbound request. Can you get this stopped and let me know why this is happening? I will need to send a response back to Apple quickly so please let me know as soon as you can."
When Jobs learned that the Google recruiter who contacted the Apple employee would be "fired within the hour" he responded with a smiley face.
"How could anyone have approved that?" Hovenkamp asked. "Any competent antitrust counsel would know that's illegal. And they had to know they'd get caught eventually."
Apple, Google and other technology companies reached an agreement with the US Justice Department over the no-poaching practice in 2010, and agreed not to engage in any agreement or activity to reduce or prevent competition for employees. Last week, Apple and other technology companies settled a related class-action lawsuit, agreeing to pay $US324 million.
Again, the Justice Department chose not to bring criminal charges against some of Silicon Valley's most prominent executives. The Justice Department said it did not comment on decisions not to file charges.
Both the e-book and anti-poaching cases "look suspiciously like a lot of other cases that resulted in criminal charges," Hovenkamp said. "But there's always the factor of prosecutorial discretion."
There's no way of knowing whether Jobs, had he lived and been healthy, would have faced charges, especially since he was a recidivist. Given Jobs' immense popularity, prosecutors might not have wanted to risk a trial, Hovenkamp noted. Jobs probably came closest to being prosecuted in the backdating scandal, but by then he was known to have pancreatic cancer.
But why would Jobs even have tried to skirt the law, given how much was at stake? Isaacson said he couldn't comment on specific cases, but noted that "over and over, people referred to his reality distortion field." Isaacson added, "The rules just didn't apply to him, whether he was getting a licence plate that let him use handicapped parking or building products that people said weren't possible. Most of the time he was right, and he got away with it."
Brian Lam, a technology reporter and founder of The Wirecutter website, said Jobs' seeming indifference to the law wasn't unusual in Silicon Valley, and hadn't blemished Jobs' reputation there. "Look at Bill Gates," he said. "He was arrested for speeding and driving without a licence. And Microsoft had its problems with antitrust law. It's just a characteristic of young tech entrepreneurs to look at the rules and question them. You can't get into this game without a healthy distaste for the status quo."
But even as Jobs was doing his best to snuff out competition, he publicly revelled in it, Isaacson said. "The paradox is, Steve Jobs was totally energised by competition. His famous 1984 ad was about destroying IBM. He later felt the same about Microsoft Windows and did the PC versus Mac ads. And in his last few years, he was obsessed with Google Android. Yes, he tried to block them in court with lawsuits. But also he competed by getting totally energised and whipping his troops into a frenzy to build better products – and announcing that all of his competitors' products sucked."
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subset: commoncrawl


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Your article states that the goal is to reduce uric acid levels quickly. Previous articles that I have read from Podiatry Management indicate that reducing the uric acid level too quick can precipitate continued gout flares. Also, is it safe to state to patients that diet plays a small role in precipitating a gout attack since your article states that exogenous factors account for only 10%?
Please advise.


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#RSL Tweets of the Day (@RealSaltLake)
Wednesday #RSL gameday v NE at 5p MT, watch on http://MLSsoccer.com ... Also, first *BLIZZARD* warning in Tucson in 11 years
Its official, put pen to paper and now part of the RSL family! #blessed#RealSaltLake
#RSL fans follow @jeffcassar he promises to tweet more often and more better. Plus there may be some good tweets between he &@JasonKreis
I remember this sign, and 5 years later it is still as true as it was then.@KyleBeckerman pic.twitter.com/Rx22cBxw
Jonathan Tannenwald @thegoalkeeper
Garth Lagerwey makes deals for RSL in a bar.... in Indianapolis, lest you get any ideas: http://is.gd/MLoGU3
ESPN 700: Jeff Cassar on "The Bill and Hans Show"
MLSsoccer.com: ExtraTime Radio – Feb. 19
Real Salt Lake News & Notes
RealSaltLake.com: Real Salt Lake signs FW Devon Sandoval
RealSaltLake.com: RSL in Tucson: RSL takes on New England Wednesday night
RealSaltLake.com: RSL in Tucson: Borchers starts ball work
RealSaltLake.com: RSL in Tucson: Sandoval signs
MLSsoccer.com: Unorthodox deal for Plata gives RSL depth in striker corps
For the Fans, By the Fans
RSL Soapbox: Draft pick Sandoval signs contract with RSL
Keepin' it Real: RSL signs FW Devon Sandoval
Keepin' it Real: RSL roundup: RSL still dealing? Plata details
MLS, Other News & Notes
MLSsoccer.com: Sounders acquire Shalrie Joseph in deal with Chivas USA
MLSsoccer.com: Not so fast on potential Saviola move, says Sounders GM
MLSsoccer.com: Whitecaps pip Euro clubs for latest Honduran rising star
MLSsoccer.com: Dynamo confirm Scottish winger is back on their radar
MLSsoccer.com: SKC not rushing Bieler, says Vermes: "He's getting better"
MLSsoccer.com: American Exports: Castillo stars in Tijuana's historic Libertadores win
Goal.com: Sounders acquire Shalrie Joseph from Chivas USA
Soccer By Ives: MLS ticker: Whitecaps sign Leveron, Dynamo deal Watson to Dallas
SI.com: US players tackle cup competitions; Americans Abroad


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DELTONA, Fla. - It's now been more than a month since a Deltona mother and her two kids disappeared.
The Volusia County Sheriff's Office tells Local 6 they are still conducting targeted searches every day looking for the bodies of Yessenia Suarez and her two children, Thalia Otto, 9, and Michael Otto, 8.
A sheriff's spokesman says the searches are being conducted based on information they already have or any new tips that come in.
Suarez's husband, Luis Toledo, remains locked up in the Volusia County Jail.
Investigators say he admitted to killing his wife, but says someone else killed the children.
Investigators say Toledo refuses to tell them or Suarez's family what he did with his wife's body or where her children may be.
The family has not been seen or heard from since October 23.
On October 22, Toledo allegedly attacked Suarez at her workplace in Lake Mary.
Lake Mary police called Toledo that night and told him he would be charged with battery. According to a police report, Toledo then started arguing with the officer and hung up the phone.
The next day, his family disappeared.
Anyone with information on this case, is asked to contact the Volusia County Sheriff's Office immediately.
Copyright 2013 by ClickOrlando.com. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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The claimed improvement in the 0-60 sprint is almost a half second quicker from the original 4.8 seconds. How BMW achieved this is unknown as the power figures have not changed. Additionally, this may just be a change on paper to reflect that the original quote was conservative. BMW may be feigning an increase in performance simply by bringing the claimed number closer to the real world number. If the output is the same is it simply software mapping that accounts for this? More juice to the electric motor at certain rev ranges? Regardless, BMW's claim is an improvement to 4.4 seconds.
Efficiency is also up. The original claims was 3.76 liters/100 kilometers (75.1 mpg imp). It is now 2.1 litres/100 km (134.5 mpg imp). C02 emissions are down to 49 g/km from 99 g/km. That is a major improvement and BMW does not state in their press release how they achieved this. Curb weight is 3273.8 pounds and the drag coefficient a sleek 0.26.
Quicker and cleaner? That sounds amazing but BMW how did you do it?
Munich. With the completion of the development work and final preparations for production at the BMW Group plant in Leipzig, the launch of the BMW i8 approaches its peak. Delivery of the first customer cars will start in June 2014, beginning with the main European markets.
Beforehand, special public events will be held in various regions all over the world to meet the enormous interest in the BMW i8. For this purpose BMW i agents will be equipped with separate demonstration vehicles. The start of series production of customer vehicles will commence in April. Customers have already been able to place pre-orders for the BMW i8 in all major markets since autumn 2013.
However, demand for the BMW i8 is already exceeding the planned production volume during ramp-up.
Further improvements to the BMW i8 specifications
In parallel to the completion of the statutory type approval the BMW engineers were also able to achieve a further improvement of key driving performance and fuel consumption data. Thanks to its novel powertrain concept BMW eDrive in plug-in hybrid configuration, the i8 combines a 0100 km/h (62 mph) sprint time of 4.4 seconds with an EU test cycle average fuel consumption of 2.1 litres/100 km (134.5 mpg imp) and CO2 emissions of 49 g/km. The related electricity consumption was measured at 11.9 kWh per 100 km .
Every-day fuel economy substantially better than all conventional sports car concepts
Although the results achieved in the EU test cycle allow for quick comparisons with other vehicles and despite their relevance for a favorable taxation in many countries, the BMW i8 engineers hat a particular focus on low fuel consumption in real life.
As a result the BMW i8 shows extraordinary efficiency not only in standardized testing procedures, but also in the practice of everyday traffic:
In typical everyday commuting, with the battery fully charged at the beginning, the BMW i8 can return a fuel consumption below 5 litres/100 km (more than 56 mpg imp) around town. If the commute includes extra-urban or motorway driving less than 7 litres (more than 40 mpg imp) are achievable.. Even in longer-distance operation at higher speeds, drivers can keep their average fuel consumption below 8 litres/100 km (more than 35 mpg imp). Overall, the fuel consumption of the plug-in hybrid model therefore works out around 50 per cent better than that of conventionally powered sports car models.
Worlds first production car with laser light.
Introduction of the optional BMW laser headlights is scheduled for autumn 2014, when the BMW i8 will become the worlds first production car to offer this innovative lighting technology. BMW laser headlights are around 30 per cent more energy-efficient than the BMW i8s standard LED headlights and provide considerably more powerful road illumination, with a range of up to 600 metres. Highly concentrated beams of light from high-performance laser diodes act on a fluorescent phosphor material inside the headlight, which projects a sharply focused beam of light onto the road. The laser headlights produce a light similar to natural daylight and are therefore always easy on the eye.
BMW eDrive: Sports car powertrain of the future.
The BMW i8s plug-in hybrid system comprises a 170 kW/231 hp, 320 Nm (236 lb-ft) three-cylinder petrol engine with BMW TwinPower Turbo technology and a 96 kW/131 hp, 250 Nm (184 lb-ft) hybrid synchronous electric motor. The BMW eDrive system also includes a lithium-ion high-voltage battery (with a usable capacity of 5,2 kWh) and intelligent energy management that uses the combined output of 266 kW/362 hp to provide breathtaking performance and maximum efficiency, while always taking into account the driving situation and driver requirements. The excellent balance between driving pleasure and fuel economy is aided by a low vehicle weight of 1,485 kg (DIN kerb weight) and an unusually good drag coefficient (Cd) for a sports car of 0.26.
In zero-emission all-electric mode, the BMW i8 has a top speed of 120 km/h (75 mph) and a range of 37 kilometres (23 miles) within the EU test cycle. Depending on whether the plug-in hybrid sports cars lithium-ion battery is recharged at a household power socket or BMW i Wallbox, or at a public charging station, charging times range from less than two up to three hours. In Sport mode the BMW i8 offers mid-range acceleration from 80 to 120 km/h (50 to 75 mph) in 2.6 seconds. The electronically governed top speed is 250 km/h (155 mph).


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Retired Kingston school district administrator Anna Brett will serve as Zena Elementary School's interim principal for the four months before it closes for good in June.
Brett, a former Chambers Elementary School principal and Kingston High School educator, will start at Zena on March 1, the day after current Principal Therese Higgins retires.
The Board of Education on Wednesday appointed Brett to lead Zena through June 30, when the Woodstock school will close along with Anna Devine Elementary School in Rifton and Sophie Finn Elementary School in Kingston as part of district Superintendent Paul Padalino's reconfiguration plan.
Brett will be paid $600 per day as principal, pending state approval of a temporary waiver of a cap on how much a retired public employees can earn while drawing a pension.
According to her resume, Brett was the principal at Chambers from 1997 to 2008.
She spent the entire prior portion of her career in education at Kingston High School, serving as an assistant principal from 1988 to 1997, dean of students from 1984 to 1988 and a health teacher in grades 10 through 12 from 1973 to 1984.
Jill Aberle, president of the Zena school's Parent Teacher Association, was a student at the high school when Brett worked there. She described her former dean of students as a "phenomenal" educator and a "very straight-arrow kind of person."
Aberle expressed concern that Brett's appointment does not allow her to overlap with Higgins, but Padalino later told the school board that the administration is working on bringing Brett into the school sooner.
"There are several things we need to bring Ms. Brett in (earlier) to have her up to speed with Race to the Top initiatives, not to mention getting to know the faculty and staff," Padalino said.
Padalino said Brett will be responsible for final evaluations of staff, a procedure that has changed under the state's new teacher evaluation system.
The Board of Education accepted Higgins' retirement in October. Higgins has said the timing of her retirement was due to her plans to care for a sick relative.
Higgins became Zena's principal in the summer of 2007, succeeding Gale Aidala. Previously, she served as an assistant principal at the Kingston district's M. Clifford Miller Middle School in Lake Katrine for four years and as a middle-level educator in Rockland County and at private schools.


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Woman suffered serious injuries in shooting; mother asks why
The mother of a woman who was shot by her significant other in Bertha on Friday said her family is only left with questions as to why the shooter acted the way he did.
"We have no hard feelings against his family. We loved Eric. I don't want people to feel that we're bitter," said Rose Templin, the mother of Angela Templin, who was shot by Eric Steven Grewe on Friday. "I just don't understand it, what caused it."
Grewe, 39, used a shotgun to injure his significant other, 31-year-old Angela Rose Templin, in Bertha Friday, shortly before killing himself with the weapon, said Peter Mikkelson, Todd County sheriff.
Templin was transported by Bertha Ambulance to Tri-County Hospital in Wadena and later airlifted to the Hennepin County Medical Center in Minneapolis, according to a report from the Sheriff's Office.
Templin suffered serious injuries, said Christine Hill, media relations specialist for Hennepin County Medical Center. According to Templin's CaringBridge site, the gun, which was fired at point-blank range, left a large hole in her pelvic bone. There was also damage to her bladder that was repaired.
"She's just resting," Rose said, adding that Angela has been able to talk. "All she says is, 'Who does stuff like this?'"
Rose also said she feels Grewe's family is wondering why the shooting took place.
"They're hurting just as much as we are," Rose said.
Eagle Bend Police Department assisted in the incident, which is currently under investigation by the Todd County Sheriff's Office and the Minnesota Bureau of Criminal Apprehension.


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"That issue is going to drive, in my opinion, almost every other monetary issue," incoming House Speaker Davy Carter, R-Cabot, told reporters last week.
Medicaid is the biggest issue facing members of the 89th General Assembly, who gather Monday. For the first time in 138 years, Republicans will control the state House and Senate. It's also the last regular legislative session for Gov. Mike Beebe, a Democrat who is barred by term limits from seeking re-election next year.
The most immediate question legislators face is how to fill a projected $138 million shortfall in Arkansas' Medicaid budget. State Human Services officials have blamed the shortfall partly on the program's growing costs and a reduction in the federal matching rate tied to the state's per-capita income.
The shortfall comes even after Beebe proposed $90 million in additional general revenue and $140 million from the state surplus to help the program.
To cover the deficit, DHS officials have proposed a series of cuts that include removing thousands of seniors from nursing home care, eliminating an insurance program for low-income workers, cutting reimbursements to providers and eliminating non-emergency dental care for adults.
Whether those cuts are necessary is up in the air. Carter and incoming Senate President Michael Lamoureux last week said they believe that the cuts can be avoided by using the remainder of the state's expected $300 million surplus and growth in revenues in next year's budget.
"My personal opinion is, 'No, the cuts to Medicaid are not going to happen,'" said Lamoureux, R-Russellville.
Beebe has said he's open talking with Carter and Lamoureux about whether to use more of the state's surplus, but said he's reluctant to rely on more one-time money for ongoing programs in Medicaid. He also noted that the more money that's used for Medicaid, the less would be available for economic development, construction projects and other items normally funded with the state surplus.
"Can we do some more? Of course you always can," Beebe said. "But you make trade-offs when you do that."
Legislators are grappling with the Medicaid shortfall while they're also weighing whether to expand its rolls by 250,000 people. Beebe is urging the Legislature to support expanding the program's eligibility under the federal health care law, but to do so will require a three-fourths vote in the House and Senate.
The health care law calls for the federal government to pay the full tab for the Medicaid expansion when it begins in 2014. After three years, states must pay a gradually increasing share that tops out at 10 percent of the cost. The U.S. Supreme Court in June upheld the health care law, but justices said the federal government could not take away states' existing federal Medicaid dollars if they refused to expand.
Beebe and state health officials have argued the expansion would help the state by cutting down the costs Arkansas hospitals face for uncompensated care. He's also noted that other states will take advantage of the expansion even if Arkansas doesn't.
"We're going to be paying for this Medicaid expansion, whether we take it or not," Beebe said.
Republicans in general have opposed the Medicaid expansion, especially after an election where many GOP candidates ran on a pledge to oppose the new federal health care law at the state level. But Lamoureux and Carter have left open the possibility of a compromise that would allow for expansion in exchange for changes to the program that Republicans believe would save money, such as drug testing and co-pays for some on Medicaid.
The federal government's directive to states that they can't opt for a partial expansion that would add fewer people to the rolls than the law envisioned while still receiving full federal funding has hurt that hope for a compromise, Lamoureux said.
"Hopefully, we could meet in the middle somewhere, where there's some degree of expansion that covers the people that maybe the Democratic members want to see covered in the bottom half of the total eligible pool and couple that with the conservative reforms that others wanted," Lamoureux said. "When you say it's all or nothing, you really take away that ability to have a negotiation."
The Medicaid debate could also determine how much room the state has for tax cuts, with Republicans pushing for more in reductions than Beebe has originally proposed. Beebe proposed reducing the state's grocery tax from 1.5 percent to 0.125 percent. The tax cut would be triggered if the state's obligations in several areas, including court-mandated desegregation payments to three school districts, decrease by $35 million over six months.
Carter has said House members are interested in cuts to the state's income taxes, while Lamoureux said interest in the Senate is more geared toward cutting the sales tax manufacturers pay for energy and other reductions aimed at helping businesses. They say the first step will be determining how much, if anything, the state can afford in cuts.
"I think there's still room to have that debate," Carter said.


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Survivor Ups the Stakes with a Ferocious Ladyfight
Danielle, Amanda, and Colby all kicked back at Robert Louis Stevenson's house, where Amanda and Danielle got catty over a hidden clue. Colby obviously didn't consider this an A-list girlfight, as he's too busy watching tv to notice.
Meanwhile, the famous author whose house they're disgracing is either rolling in his grave or popping a sweet posthumous boner, cuz hey, it's two ladies fighting!


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Posted 6 years ago
(2 items)
hello fellow mid-century modern design lovers :)
This walnut dresser is one of my favorite pieces - the way the drawers are cut is just beautiful - love the lines. And yet I have yet to identify the manufacturer. Can anyone help? Thank you!


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Mercy Regional Medical Center on Friday announced it is purchasing Durango Family Medicine, one of the oldest family practices in the Four Corners.
The sale is scheduled to close Aug. 1.
Primary care is the foundation of health in our community, Mercy CEO Kirk Dignum said in a statement. We are pleased to welcome these talented providers to Mercy and to expand the breadth and depth of primary care services.
Physicians Patrick Kearney, Steve Lavengood, Joe Murphy and Martin Pirnat, nurse practitioner Bobbi Rakita and clinic staff members will become Mercy employees.
The clinics new name will be Mercy Family Medicine. Everyone from newborns to senior citizens will be treated. But prenatal care and obstetrics will be phased out.


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South African freedom fighter to address gay marriage at UF Law
Albie Sachs, retired Justice of the Constitutional Court of South Africa and life-long freedom fighter in the struggle against apartheid, will speak about gay marriage at the University of Florida Levin College of Law, Tuesday, March 26 – the same day the U.S. Supreme Court will hear arguments in a case challenging California's ban on gay marriage.
"Gay Marriage and the Promise of Equality" will be at noon in the Chesterfield Smith Ceremonial Classroom, HOL 180, with a book signing immediately following. The talk is free and open to the public. Parking restrictions in the green areas at the law school will be lifted for the event.
Sachs' career as a human rights activist started in his student days at the University of Cape Town, when he took part in the Defiance of Unjust Laws Campaign. He devoted his law practice to defending people charged under racist statutes and repressive security laws. Many faced the death sentence. He himself was raided by the security police, subjected to banning orders restricting his movement and eventually placed in solitary confinement without trial for two prolonged spells of detention. In 1988, Sachs was the victim of a car bomb attack carried out by South African security agents, losing an arm and the sight of one eye.
During the 1980s and early 1990s Sachs was centrally involved in drafting the African National Congress' proposed constitution for a new democratic South Africa. As a member of the Constitutional Committee and the national executive of the ANC he took an active part in the negotiations which led to South Africa becoming a constitutional democracy. He was appointed by President Nelson Mandela in 1994 to serve on the newly established Constitutional Court, and in 2005 he authored the court's landmark decision requiring legal recognition of gay marriage in South Africa.
"We're absolutely thrilled to have Albie Sachs speak at UF," said UF Law Senior Legal Skills Professor Joseph Jackson. "He's a remarkable person and a major player in the constitutional transformation of South Africa, who has helped that country heal the divisions of the past."
Sachs' talk is co-sponsored by UF Law's Center on Children and Families and UF's Center for African Studies.
Sachs will also be giving a talk at the Center for African Studies at 4 p.m. titled, "Combating Corruption: Kenya's Efforts to Judge its Judges." Visit the African Studies website for complete details, http://web.africa.ufl.edu/.


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All quotes tagged Indie
(18 quotes found)
"If you'd be wealthy, think of saving, more than of getting: The Indies have not made Spain rich, because her Outgoes equal her Incomes."
"The team the West Indies picked was fairly light on with their batting and we knew that if we made some early in-roads that we might be able to go through them reasonably quickly."
"Like in the Packer era, West Indies cricket at its very best has been undervalued and its players underpaid. Like Packer, Stanford is a visionary putting money where his mouth is."
"If the riches of the Indies, or the crowns of all the kingdom of Europe, were laid at my feet in exchange for my love of reading, I would spurn them all."
"There are all sorts of genres thriving on new digital radio stations and niche fan bases. Some indies don't care about the charts but achieve substantial sales through these new avenues."
"We have requested the West Indies board to drop one Test from the itinerary as India already has played surplus Test matches there."
"I was hoping to get picked on the West Indies senior team but I'm not sure what is that outcome. I'm going to England pretty soon on a contract to play up there or [I am hoping] to play in the 'A' team if I get selected later on in the year."
"If Australia had to go into the (West Indies) series without anything in the interim they would have still had the doubts raised by their loss to England hanging over them."
"We have included two new spinners as part of our buildup for next year's World Cup in the West Indies."
"Jamaica is a very experienced side. They have a few West Indies players. It is going to be a very competitive game. We are looking forward to the challenge, and we are looking for an outright win."


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I'm getting more and more scared for our country and our society. The attitudes and behaviors which were once marginalized are now becoming mainstream, tearing apart the fabric of families and the well-being of individuals.
You may remember my comments about Jennifer Aniston's movie "The Switch," which focused on parenthood via donor insemination. Well, she had a bit of a tussle with Bill O'Reilly, who said in August that Aniston's comments on women's ability to become mothers without men were "destructive to our society."
He was right.
What is this feminist, liberal rush to eliminate dads from the life of children? We already know the promiscuity of little girls and the sociopathic behavior of little boys in families without a dad. The agenda of "I am woman, hear me roar" is louder than the factual necessity of a dad in the lives of children? How could that happen?
FoxNews.com reported that Melissa Singer "always knew she didn't want to get married. It wasn't that she didn't like men or relationships; she just never felt the desire for constant partnership. What she did want, however was a child." The New York City woman is quoted as saying: "Motherhood was the thing I wanted to do most in the world. I wanted to have a child. I wanted to be able to pass along the traditions that my family had. I wanted to be able to give my parents a grandchild."
So she went to the local sperm bank. Her child is now 14, and doesn't have a daddy, because mommy was (in my opinion) too controlling and narcissistic to marry for the sake of the child.
Eric Blyth, a professor of social work in a British university told LifeScience that "I could never really see that there was such a big difference certainly from the child's point of view between adoption and donor conception, in terms of children knowing where they come from."
Good Lord, is he kidding? An adoption to a two-parent, "mom and dad" family has the same impact that the knowledge that there really is no dad – just sperm from a laboratory?? On what planet does he think this could possibly be true?
This does point out, however, that agenda trumps facts more and more these days.
Through the lens of Hollywood, we're mainstreaming behavior which hurts children and society, while positioning that behavior as equal to or even superior to traditional attitudes. We have movies about confusion as to whose sperm donation did the deed; we have movies about two women with one sperm donor, and the humor and warmth that comes from that situation – all in the service of redefining the family as whatever you wish it to be.
We also have several television programs depicting multiple-wife situations as a reasonable alternative to the intimacy and commitment between a man and a woman in the covenant of marriage.
Basically, ours is becoming a free-for-all society where folks can have what they want….at the expense of children.
I've been warning about this for three decades, only to be met with indictments of being "hateful" to the adults in these situation.
I do not hate.
I suffer the children.


text: This is the accessible text file for GAO report number GAO-10-706T entitled 'Defense Acquisitions: Observations on Weapon Program Performance and Acquisition Reforms' which was released on May 19, 2010. This text file was formatted by the U.S. Government Accountability Office (GAO) to be accessible to users with visual impairments, as part of a longer term project to improve GAO products' accessibility. Every attempt has been made to maintain the structural and data integrity of the original printed product. Accessibility features, such as text descriptions of tables, consecutively numbered footnotes placed at the end of the file, and the text of agency comment letters, are provided but may not exactly duplicate the presentation or format of the printed version. The portable document format (PDF) file is an exact electronic replica of the printed version. We welcome your feedback. Please E-mail your comments regarding the contents or accessibility features of this document to firstname.lastname@example.com. This is a work of the U.S. government and is not subject to copyright protection in the United States. It may be reproduced and distributed in its entirety without further permission from GAO. Because this work may contain copyrighted images or other material, permission from the copyright holder may be necessary if you wish to reproduce this material separately. Testimony: Before the Subcommittee on National Security and Foreign Affairs, Committee on Oversight and Government Reform, House of Representatives: United States Government Accountability Office: GAO: For Release on Delivery: Expected at 10:00 a.m. EDT: Wednesday, May 19, 2010: Defense Acquisitions: Observations on Weapon Program Performance and Acquisition Reforms: Statement of Michael J. Sullivan: Director, Acquisition and Sourcing Management: GAO-10-706T: GAO Highlights: Highlights of GAO-10-706T, a testimony to Subcommittee on National Security and Foreign Affairs, Committee on Oversight and Government Reform, House of Representatives. Why GAO Did This Study: The past two years have seen the Congress and DOD take meaningful steps towards addressing long-standing weapon acquisition issues—an area that has been on GAO's high risk list since 1990. This testimony focuses on the progress DOD has made in improving the planning and execution of its weapon acquisition programs and the potential for recent acquisition reforms to improve program outcomes. The testimony includes observations about (1) DOD's efforts to manage its portfolio of major defense acquisition programs, (2) the knowledge attained at key junctures of a subset of 42 weapon programs from the 2009 portfolio, (3) other factors that can affect program execution, and (4) DOD's implementation of recent acquisition reforms. The testimony is based on the results of our annual assessment of weapon programs. To conduct the assessment, GAO analyzed data on the composition of DOD's portfolio of major defense acquisition programs. GAO also collected data from program offices on technology, design, and manufacturing knowledge, as well as on other factors that can affect program execution. GAO has made numerous recommendations on weapon system acquisition in prior work but is not making any new recommendations in this testimony. What GAO Found: While DOD still faces significant challenges in managing its weapon system programs, the current acquisition reform environment provides an opportunity to leverage the lessons of the past and manage risks differently. This environment is shaped by significant acquisition reform legislation, constructive changes in DOD's acquisition policy, and initiatives by the administration, including making difficult decisions to terminate or trim numerous weapon systems. To sustain momentum and make the most of this opportunity, it will be essential that decisions to approve and fund acquisitions be consistent with the reforms and policies aimed at getting better outcomes. DOD has started to reprioritize and rebalance its weapon system investments. In 2009, the Secretary of Defense proposed canceling or significantly curtailing weapon programs with a projected cost of at least $126 billion that he characterized as too costly or no longer relevant for current operations, while increasing funding for others that he assessed as higher priorities. Congress supported several of the recommended terminations. DOD plans to replace several of the canceled programs in fiscal years 2010 and 2011, hopefully with new, knowledge-based acquisition strategies, because the warfighter need remains. The most significant of these will be the effort to restructure the Army's terminated Future Combat System program. At the same time, however, DOD's portfolio of major defense acquisition programs continues to grow. Between December 2007 and July 2009, the number of major defense acquisition programs grew from 96 to 102 programs. GAO has previously reported that DOD should continue to work to balance its weapon system portfolio with available funding, which includes reducing the number or size of weapon system programs, or both, and assessing the affordability of new programs and capabilities in the context of overall defense spending. At the program level, our recent observations present a mixed picture of DOD's adherence to a knowledge-based acquisition approach, which is a key for improving acquisition outcomes. For 42 programs GAO assessed in depth in 2010, there has been continued improvement in the technology, design, and manufacturing knowledge programs had at key points in the acquisition process. However, most programs are still proceeding with less knowledge than best practices suggest, putting them at higher risk for cost growth and schedule delays. A majority of programs have also experienced requirements changes, software development challenges, or workforce issues, or a combination, which can affect program stability and execution. DOD has begun to implement a revised acquisition policy and congressional reforms that address many of these areas. For example, eight programs we examined in the technology development phase plan to test competitive prototypes before starting system development and seven programs plan to hold early systems engineering reviews. If DOD consistently applies this policy, the number of programs adhering to a knowledge-based acquisition should increase and the outcomes for DOD programs should improve. View [hyperlink, http://www.gao.gov/products/GAO-10-706T] or key components. For more information, contact Michael J. Sullivan at (202) 512-4841 or firstname.lastname@example.com. [End of section] Mr. Chairman and Members of the Subcommittee: I am pleased to be here today to discuss the Department of Defense's (DOD) management of its acquisition of major weapons systems--an area that has been a part of GAO's high-risk list since 1990--and the potential for recent acquisition reforms to improve program outcomes. While DOD still faces significant challenges in managing its weapon system programs, the past two years have seen DOD and the Congress take meaningful steps towards addressing long-standing weapon acquisition issues. DOD made major revisions to its acquisition policies to place more emphasis on acquiring knowledge about requirements, technology, and design before programs start--thus putting them in a better position to field capabilities on-time and at the estimated cost. Congress strengthened DOD's acquisition policies and processes by passing the Weapon Systems Acquisition Reform Act of 2009,[Footnote 1] which includes provisions to ensure programs are based on realistic cost estimates and to terminate programs that experience high levels of cost growth. The House Armed Services Committee Panel on Defense Acquisition Reform issued its final report and made recommendations on areas, such as assessing the performance of the defense acquisition system, that were incorporated into the proposed Implementing Management for Performance and Related Reforms to Obtain Value in Every Acquisition (IMPROVE) Act of 2010.[Footnote 2] In addition, DOD has started to reprioritize and rebalance its weapon system investments. In DOD's fiscal year 2010 and 2011 budget requests, the Secretary of Defense proposed ending all or part of at least a half dozen major defense acquisition programs that were over cost, behind schedule, or no longer suited to meet the warfighters' current needs. Congress's support for several of the recommended terminations signaled a willingness to make difficult choices on individual weapon systems and DOD's weapon system investments as a whole. While DOD's acquisition policies and process may be headed in the right direction, fiscal pressures continue to build. Notwithstanding the federal government's long-term fiscal challenges, the Pentagon faces its own near-term and long-term fiscal pressures as it attempts to balance competing demands, including ongoing operations in Afghanistan and Iraq, initiatives to grow and modernize the force, and increasing personnel and health care costs. While DOD's fiscal year 2010 budget request started the process of reprioritizing acquisition dollars to meet warfighters' most pressing needs, the department must still address the overall affordability of its weapon system investments. DOD should continue to work to balance its weapon system portfolio with available funding, which includes reducing the number or size of weapon system programs, or both, and assessing the affordability of new programs and capabilities in the context of overall defense spending. My statement focuses on the progress DOD has made in improving the planning and execution of its weapon acquisition programs and the potential for recent acquisition reforms to improve program outcomes. It includes observations about (1) DOD's efforts to manage its portfolio of major defense acquisition programs,[Footnote 3] (2) the knowledge attained at key junctures of a subset of 42 weapon programs from the 2009 portfolio, (3) other factors that can affect program execution, and (4) DOD's implementation of recent acquisition reforms. The testimony is based on the results of our recently issued annual assessment of weapon programs.[Footnote 4] To conduct the assessment, GAO analyzed data on the composition of DOD's portfolio of major defense acquisition programs. GAO also collected data from program offices on technology, design, and manufacturing knowledge, as well as on other factors that can affect program execution. That work was conducted in accordance with generally accepted government auditing standards. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives. Observations on DOD's 2009 Major Defense Acquisition Program Portfolio: In our 2010 assessment of weapon programs, we made several observations concerning DOD's management of its major defense acquisition portfolio. First, in DOD's fiscal year 2010 budget, the Secretary of Defense proposed canceling or significantly curtailing programs with projected total costs of at least $126 billion that he characterized as too costly or no longer relevant for current operations, while increasing funding for others that he assessed as higher priorities. Congress supported several of the recommended terminations (see table 1). Table 1: Secretary of Defense's Fiscal Year 2010 Budget Recommendations: Recommended termination: System: VH-71 Presidential Helicopter; Total estimated cost: $13; Secretary's comments: Plan to develop options for a new program; Congressional action: Conferees recommended $100 million for technology capture that DOD has budgeted for the VH-71 program. System: Combat Search and Rescue Helicopter; Total estimated cost (dollars in billions): Unspecified; Secretary's comments: Plan to reexamine requirements; Congressional action: Did not authorize appropriations for the program. System: Next-Generation Bomber; Total estimated cost: Unspecified; Secretary's comments: Will not initiate new development program without better understanding of the requirement and technology; Congressional action: Supported development of a Next-Generation Bomber Aircraft, but did not authorize appropriations. System: Future Combat System-Manned Ground Vehicles; Total estimated cost: $87 billion; Secretary's comments: Plan to reevaluate requirements, technology, and approach before relaunching and recompeting program; Congressional action: Directed Army to develop, test, and field an operationally effective and affordable next generation ground combat vehicle. Conferees recommended rescission of $26 million in existing funding. System: Transformational Satellite; Total estimated cost: $26 billion; Secretary's comments: Plan to buy two more AEHF satellites as alternative; Congressional action: Did not authorize appropriations for the program. System: Ballistic Missile Defense-Multiple Kill Vehicle; Total estimated cost: Unspecified; Secretary's comments: Plan to reexamine requirements; no mention of new program; Congressional action: Did not authorize appropriations for the program. Recommended end of production: System: C-17; Total estimated cost: Unspecified; Secretary's comments: Recommended ending production at 205 aircraft; Congressional action: Conferees recommended $2.5 billion for the procurement of 10 C-17 aircraft, associated spares, support equipment, and training equipment. System: DDG-1000; Total estimated cost: Unspecified; Secretary's comments: Recommended ending production at 3 ships; Congressional action: Did not fund additional ships. Appropriated $1.4 billion for completion of third DDG-1000. System: F-22; Total estimated cost: Unspecified; Secretary's comments: Recommended ending production at 187 aircraft; Congressional action: Did not fund additional aircraft. Conferees recommended rescission of $383 million in existing funding. Total; Total estimated cost: $126 billion. Source: GAO analysis of Secretary's April 2009 statement on fiscal year 2010 budget and fiscal year 2010 DOD authorization and appropriations acts. [End of table] Second, DOD plans to replace several of the canceled programs in fiscal years 2010 and 2011, hopefully with new, knowledge-based acquisition strategies, because the warfighter need remains. The most significant of these new programs will be the effort to restructure the Army's Future Combat System program into several smaller, integrated programs. Third, DOD's portfolio of major defense acquisition programs grew to 102 programs in 2009--a net increase of 6 since December 2007. Eighteen programs with an estimated cost of over $72 billion entered the portfolio.[Footnote 5] Not all of these programs entering the portfolio are new starts. For instance, the Airborne Signals Intelligence Payload, and the Reaper Unmanned Aircraft System are two programs that began as acquisition category II programs,[Footnote 6] but their total research and development or procurement costs now exceed the threshold for major defense acquisition programs. Twelve programs with an estimated cost of $48 billion, including over $7 billion in cost growth, left the portfolio. [Footnote 7] These programs left the portfolio for a variety of reasons, including program restructure, termination, or completion. When the Future Combat System is added to the programs leaving the portfolio, the total cost of these programs increases to $179 billion, including over $47 billion in cost growth. Our 2010 assessment did not include an analysis of the cost and schedule performance of DOD's major defense acquisition program portfolio as a whole. In recent years, this analysis showed that the cumulative cost growth on DOD programs had reached $300 billion (in fiscal year 2010 dollars) and the average delay in delivering initial capabilities was 22 months. DOD did not issue timely or complete Selected Acquisition Reports for its major defense acquisition programs in fiscal year 2009 for the second consecutive presidential transition, which precluded an analysis of the performance of DOD's portfolio. We will resume our portfolio analysis in next year's assessment. Observations from Our Assessment of Knowledge Attained by Key Junctures in the Acquisition Process: At the program level, our recent observations present a mixed picture of DOD's adherence to a knowledge-based acquisition approach, which is key for improving acquisition outcomes. In our 2010 assessment of weapon programs, we assessed the knowledge attained by key junctures in the acquisition process for 42 individual weapon programs in DOD's 2009 portfolio. While program knowledge is increasing, as in the past, none of the 42 programs we assessed have attained or are on track to attain all of the requisite amounts of technology, design, and production knowledge by each of the key junctures in the acquisition process.[Footnote 8] However, if DOD consistently implements its December 2008 policy revisions on new and ongoing programs, then DOD's performance in these areas, as well as its cost and schedule outcomes, should improve. Our analysis allows us to make five observations about DOD's management of technology, design, and manufacturing risks and its use of testing and early systems engineering to reduce these risks. * Newer programs are beginning with higher levels of technology maturity, but they are not taking other steps, such as holding early systems engineering reviews, to ensure there is a match between requirements and resources. Achieving a high level of technology maturity by the start of system development is an important indicator of whether a match between the warfighter's requirements and the available resources--knowledge, time, and money--has been made.[Footnote 9] Since 2006, there has been a significant increase in the percentage of technologies demonstrated in a relevant or realistic environment by the start of system development. This increase coincided with a change in statute. In 2006, the National Defense Authorization Act included a provision requiring all major defense acquisition programs seeking milestone B approval--entry into system development--to get a certification stating the program's technologies have been demonstrated in a relevant environment.[Footnote 10] While only one of the six programs that entered system development since 2006 and provided data had fully mature critical technologies--that is, demonstrated in a realistic environment, according to our criteria--all the programs had critical technologies that had been at least demonstrated in a relevant environment. Overall, only 4 of the 29 programs in our assessment that provided data on technical maturity at development start did so with fully mature critical technologies. While the technology levels of DOD programs entering system development have increased, these programs are still not regularly conducting early systems engineering reviews, which help ensure there is a match between requirements and resources. We have previously reported that before starting development, programs should hold systems engineering events, such as the preliminary design review, to ensure that requirements are defined and feasible and that the proposed design can meet those requirements within cost, schedule, and other system constraints. We have also found that programs conducting these events prior to development start experienced less research and development cost growth and shorter delays in the delivery of initial operational capabilities than programs that conducted these reviews after development start.[Footnote 11] Almost all nonship programs (37 of 40 that provided data) in our latest assessment have held at least one of three key systems engineering reviews (system requirements review, system functional review, and preliminary design review). However, only 1 of 37 programs that held a preliminary design review did so before the start of system development. The remaining programs held the review, on average, 30 months after development start. The Weapon Systems Acquisition Reform Act of 2009 established a statutory requirement for programs to conduct a preliminary design review before milestone B, so we expect improvements in this area.[Footnote 12] * Programs that have held critical design reviews in recent years reported higher levels of design knowledge; however, few programs are demonstrating that the design is capable of meeting performance requirements by testing an integrated prototype. Knowing a product's design is stable before system demonstration reduces the risk of costly design changes occurring during the manufacturing of production--representative prototypes--when investments in acquisitions become more significant. The overall design knowledge that programs have demonstrated at their critical design reviews has increased since 2003. Programs in our assessment that held a critical design review between 2006 and 2009 had, on average, almost 70 percent of their design drawings releasable at the time of the review, which is a consistent upward trend since 2003. However, most designs are still not stable at this point. Of the 28 programs in our latest assessment that have held a system-level critical design review, only 8 reported having a stable design. Only 2 of the 5 programs that held a critical design review in 2009 had a stable design at that point. The 5 programs reported that, on average, 83 percent of the total expected drawings were releasable. While the design knowledge of DOD programs at the system-level critical design review has increased since 2003, these programs are still not regularly demonstrating that these designs can meet performance requirements by testing integrated prototypes before the critical design review--a best practice. None of the 5 programs in our latest assessment that held their critical design review in 2009 and planned to test a prototype did so before the review. Of the 33 programs that reported that they either had tested or were going to test an early system prototype and provided a critical design review date, only 4 did so before their critical design review.[Footnote 13] The Weapon Systems Acquisition Reform Act of 2009 requires that DOD policy ensure that the acquisition strategy for each major defense acquisition program provides for competitive prototypes before milestone B approval, unless a waiver is properly granted.[Footnote 14] This requirement should increase the percentage of programs demonstrating that the system's design works as intended before the critical design review. * Some programs are taking steps to bring critical manufacturing processes into control, however many programs still rely on "after the fact" metrics. Capturing critical manufacturing knowledge before entering production helps ensure that a weapon system will work as intended and can be manufactured efficiently to meet cost, schedule, and quality targets. Identifying key product characteristics and the associated critical manufacturing processes is a key initial step to ensuring production elements are stable and in control. Seven programs in our latest assessment have identified their critical manufacturing processes, including four of the programs that entered production in 2009. Three of those seven programs reported that their critical manufacturing processes were in control.[Footnote 15] It is generally less costly--in terms of time and money--to eliminate product variation by controlling manufacturing processes than to perform extensive inspection after a product is built. However, many DOD programs rely on inspecting produced components instead of using statistical process control data in order to assess the maturity of their production processes. For example, 12 programs in our assessment reported tracking defects in delivered units, nonconformances, or scrap/rework as a way to measure production process maturity. The use of "after the fact" metrics is a reactive approach towards managing manufacturing quality as opposed to a prevention-based approach. * Programs are still not regularly testing production representative prototypes before committing to production. We have previously reported that in addition to demonstrating that the system can be built efficiently, production and postproduction costs are minimized when a fully integrated, capable prototype is demonstrated to show that the system will work as intended and in a reliable manner. The benefits of testing are maximized when the tests are completed prior to a production decision because making design changes after production begins can be both costly and inefficient. However, of the 32 programs in our assessment that could have tested a prototype before production, only 17 either tested or expect to test a fully configured, integrated, production-representative prototype before holding their production decision. In December 2008, DOD changed its policy to require programs to test production-representative articles before entering production. * More programs are using reliability growth curves before beginning production. Reliability growth testing provides visibility over how reliability is improving and uncovers design problems so fixes can be incorporated before production begins. According to DOD's acquisition policy, a major defense acquisition program may not proceed beyond low- rate initial production until it has demonstrated acceptable reliability. Over half--22 of 40 programs that responded to our questionnaire--reported that they use a reliability growth curve, with 18 of these programs reporting they are currently meeting their established goals. In addition, 12 of 19 programs that expect to hold their production decision in 2010 and beyond reported using reliability growth curves and most stated they are currently meeting their goals. This practice should help these programs begin production with a reliable product design. Observations on Other Factors That Can Affect Program Execution: Our 2010 assessment of weapon programs also included three observations on other areas related to DOD's management of its weapons programs, including requirements, software management, and program office staffing. We have previously identified requirements changes and increases in software lines of code as sources of program instability that can contribute to cost growth and schedule delays. We have also reported that workforce challenges can hinder program execution and negatively affect program management and oversight. * A majority of programs changed key systems requirements after development start. Of the 42 programs in our 2010 assessment that reported tracking requirements changes, 23 programs reported having had at least one change (addition, reduction, enhancement, or deferment) to a key performance parameter--a top-level requirement-- since development start. Further, nine programs experienced at least one change to a key system attribute--a lower level, but still a crucial requirement of the system. Eight programs reported major effects on the program as a result of these requirements changes, such as not meeting acquisition program baseline cost, schedule, and performance thresholds. DOD's revised December 2008 acquisition policy attempts to reduce potentially disruptive requirements changes by requiring programs to hold annual configuration steering board meetings to ensure that significant technical changes are not approved without considering their effect on cost and schedule. * Many programs are at risk for cost growth and schedule delays because of software development issues. Seventeen of the 28 programs in our 2010 assessment that reported data on software lines of code estimated that the number of lines of code required for the system to function has grown or will grow by 25 percent or more--a predictor of future cost and schedule growth. Overall, the average growth or expected growth in lines of code for the 28 programs was about 92 percent. In addition to measuring growth in software lines of code, we have previously reported that collecting earned value management data for software development and tracking and containing software defects in phase are good management practices. Overall, 30 programs in our assessment reported collecting earned value management data to help manage software development. Thirty-two programs in our latest assessment also reported collecting some type of software defect data. For the 22 programs that responded a more specific question about defect correction, on average, only 69 percent of the defects were corrected in the phase of software development in which they occurred. Capturing software defects in phase is important because discovering defects out of phase can cause expensive rework later in programs. * Programs' reliance on nongovernment personnel continues to increase in order to make up for shortfalls in government personnel and capabilities. In recent years, Congress and DOD have taken steps to ensure the acquisition workforce has the capacity, personnel, and skills needed to properly perform its mission; however, programs continue to struggle to fill all staff positions authorized. Only 19 of the 50 programs in our 2010 assessment that responded to our questions on staffing were able to fill all the positions they had been authorized. A commonly cited reason for not being able to fill positions was difficulty finding qualified candidates. As a result of staff shortfalls, program offices reported that program management and oversight has been degraded, contracting activities have been delayed, and program management costs have increased as contractors are used to fill the gap. Overall, 43 programs or 86 percent of those providing data reported utilizing support contractors to make up for shortfalls in government personnel and capabilities. In addition, for the first time since we began reporting on program office staffing in 2008, programs reported having more nongovernment than government staff working in program offices (see table 2). The greatest numbers of support contractors are in engineering and technical positions, but their participation has increased in all areas, from program management and contracting to administrative support and other business functions. Table 2: Program Office Composition for 50 DOD Programs: Percentage of staff: Military: Program management: 28%; Engineering and technical: 7%; Contracting: 6%; Other business functions: 3%; Administrative support: 2%; Other: 5%; Total: 8%. Civilian government: Program management: 40%; Engineering and technical: 41%; Contracting: 74%; Other business functions: 45%; Administrative support: 18%; Other: 24%; Total: 40%. Total government: Program management: 67%; Engineering and technical: 47%; Contracting: 80%; Other business functions: 48%; Administrative support: 20%; Other: 29%; Total: 49%. Support contractors: Program management: 32%; Engineering and technical: 43%; Contracting: 20%; Other business functions: 50%; Administrative support: 78%; Other: 70%; Total: 45%. Other nongovernment[A]: Program management: 0%; Engineering and technical: 9%; Contracting: 0%; Other business functions: 3%; Administrative support: 2%; Other: 1%; Total: 6%. Total nongovernment: Program management: 33%; Engineering and technical: 53%; Contracting: 20%; Other business functions: 52%; Administrative support: 80%; Other: 71%; Total: 51%. Source: GAO analysis of DOD data. Notes: Totals may not add due to rounding. [A] Other nongovernment includes federally funded research and development centers, universities, and affiliates. [End of table] Observations about DOD's Implementation of Acquisition Reforms: DOD has begun to incorporate acquisition reforms into the acquisition strategies for new programs. Both DOD's December 2008 acquisition policy revisions and the Weapon Systems Acquisition Reform Act of 2009 require programs to invest more time and resources in the front end of the acquisition process--refining concepts through early systems engineering, developing technologies, and building prototypes before starting system development. In addition, DOD policy requires establishment of configuration steering boards that meet annually to review all program requirements changes as well as to make recommendations on proposed descoping options that could help keep a program within its established cost and schedule targets. These steps could provide a foundation for establishing sound, knowledge-based business cases for individual weapon programs and are consistent with many of our past recommendations; however, if reform is to succeed and weapon program outcomes are to improve, they must continue to be reinforced in practice through decisions on individual programs. Our analysis of the programs in our 2010 assessment allowed us to make two observations about the extent to which DOD is implementing recent acquisition reforms: * Most of the ten programs in our 2010 assessment that had not yet entered system development reported having acquisitions strategies consistent with both DOD's revised acquisition policy and the provisions of the Weapon Systems Acquisition Reform Act of 2009. Specifically, 8 programs in our assessment planned to develop competitive prototypes before milestone B.[Footnote 16] In addition, 7 programs have already scheduled a preliminary design review before milestone B.[Footnote 17] * Only a few programs reported holding configuration steering boards to review requirements changes, significant technical changes, or de- scoping options in 2009. Seven programs in our assessment reported holding configuration steering boards in 2009. Under DOD's revised acquisition policy, ongoing acquisition category I and IA programs in development are required to conduct annual configuration steering boards to review requirements changes and significant technical configuration changes that have the potential to result in cost and schedule effects on the program. In addition, the program manager is expected to present de-scoping options to the board that could reduce program costs or moderate requirements. None of the programs reported that the boards that were held approved requirements changes or significant technical changes. One program--the P-8A Poseidon-- reported that it presented de-scoping options to decrease cost and schedule risk on the program and had those options approved. Concluding Observations on the Challenges to Achieving Lasting Reform: I would like to offer a few thoughts about other factors that should be considered so that we make the most out of today's opportunity for meaningful change. First, I think it is useful to think of the processes that affect weapon system outcomes (requirements, funding, and acquisition) as being in a state of equilibrium. Poor outcomes-- delays, cost growth, and reduced quantities--have been persistent for decades. If we think of these processes as merely "broken", then some targeted repairs should fix them. I think the challenge is greater than that. If we think of these processes as being in equilibrium, where their inefficiencies are implicitly accepted as the cost of doing business, then the challenge for getting better outcomes is greater. Seen in this light, it will take considerable and sustained effort to change the incentives and inertia that reinforce the status quo. Second, while actions taken and proposed by DOD and Congress are constructive and will serve to improve acquisition outcomes, one has to ask the question why extraordinary actions are needed to force practices that should occur normally. The answer to this question will shed light on the cultural or environmental forces that operate against sound management practices. For reforms to work, they will have to address these forces as well. For example, there have been a number of changes to make cost estimates more rigorous and realistic, but do these address all of the reasons why estimates are not already realistic? Clearly, more independence, methodological rigor, and better information about risk areas like technology will make estimates more realistic. On the other hand, realism is compromised as the competition for funding encourages programs to appear affordable. Also, when program sponsors present a program as more than a weapon system, but rather as essential to new fighting concepts, pressures exist to accept less than rigorous cost estimates. Reform must recognize and counteract these pressures as well. Third, decisions on individual systems must reinforce good practices. Programs that have pursued risky and unexecutable acquisition strategies have succeeded in winning approval and funding. If reform is to succeed, then programs that present realistic strategies and resource estimates must succeed in winning approval and funding. Those programs that continue past practices of pushing unexecutable strategies must be denied funding before they begin. This will require sustained leadership from the Secretary of Defense, the Under Secretary of Defense for Acquisition, Technology and Logistics, and the military services, and the cooperation and support of Congress. Fourth, consideration should be given to setting some limits on what is a reasonable length of time for developing a system. For example, if a program has to complete development within 5 or 6 years, this could serve as a basis to constrain requirements and exotic programs. It would also serve to get capability in the hands of the warfighter sooner. Fifth, the institutional resources we have must match the outcomes we desire. For example, if more work must be done to reduce technical risk before development start--milestone B--DOD needs to have the organizational, people, and financial resources to do so. Once a program is approved for development, program offices and testing organizations must have the workforce with the requisite skills to manage and oversee the effort. Contracting instruments must be used that match the needs of the acquisition and protect the government's interests. Finally, DOD must be judicious and consistent in how it relies on contractors. Mr. Chairman, this completes my prepared statement. I would be happy to respond to any questions you or other Members of the Subcommittee may have at this time. Contacts and Acknowledgments: For further information about this statement, please contact Michael J. Sullivan (202) 512-4841 or firstname.lastname@example.com. Contact points for our Offices of Congressional Relations and Public Affairs may be found on the last page of this statement. Individuals who made key contributions to this statement include Ronald E. Schwenn, Assistant Director, Kristine R. Hassinger, Carol T. Mebane, and Kenneth E. Patton. [End of section] Footnotes: [1] Pub. L. No. 111-23. [2] H.R. 5013, 111th Cong. (as received from the House and referred to the S. Comm. on Armed Serv., Apr. 29, 2010). [3] Major defense acquisition programs (MDAP) are those identified by DOD that require eventual total research, development, test and evaluation (RDT&E), including all planned increments, expenditures of more than $365 million or procurement expenditures, including all planned increments , of more than $2.19 billion in fiscal year 2000 constant dollars. [4] GAO, Defense Acquisitions: Assessments of Selected Weapon Programs, [hyperlink, http://www.gao.gov/products/GAO-10-388SP], Washington, D.C.: March 30, 2010. [5] Cost data was only available for 13 of the 18 newly designated major defense acquisition programs. [6] An acquisition category II program is defined as a program that does not meet the criteria for an acquisition category I program and is estimated to require eventual total RDT&E expenditures of more than $140 million or procurement expenditures of more than $660 million in fiscal year 2000 constant dollars. [7] The estimated cost for these 12 programs is based on DOD's December 2007 Selected Acquisition Reports. Cost growth was calculated from the programs' first cost estimate. [8] Not all programs provided information for every knowledge point or had reached all of the knowledge points--development start, design review, and production start. [9] The start of system development, as used here, indicates the point at which significant financial commitment is made to design, integrate, and demonstrate that the product will meet the user's requirements and can be manufactured on time, with high quality, and at a cost that provides an acceptable return on investment. Under the revised Department of Defense Instruction 5000.02, Operation of the Defense Acquisition System (Dec. 8, 2008), system development is now called engineering and manufacturing development. Engineering and manufacturing development follows materiel solution analysis and technology development. For shipbuilding programs, this point occurs when a program awards a detailed design and construction contract. [10] A major defense acquisition program may not receive milestone B approval until the milestone decision authority certifies that the technology in the program has been demonstrated in a relevant environment. National Defense Authorization Act for Fiscal Year 2006, Pub. L. No. 109-163, § 801 (codified at 10 U.S.C. § 2366b (a)(3)(D)). [11] GAO, Defense Acquisitions: Assessments of Selected Weapon Programs, [hyperlink, http://www.gao.gov/products/GAO-09-326SP], Washington, D.C.: March 30, 2009. [12] Under the Weapon Systems Acquisition Reform Act of 2009, a major defense acquisition program may not receive milestone B approval until the program has held a preliminary design review and the milestone decision authority has conducted a formal post-preliminary design review assessment and certified on the basis of such assessment that the program demonstrates a high likelihood of accomplishing its intended mission. Pub. L. No. 111-23, § 205(a)(3) (codified as amended at 10 U.S.C. § 2366b(a)(2)). [13] One program that held a critical design review in 2009 did not plan to test an early systems prototype. [14] Pub. L. No. 111-23, § 203. [15] DOD policy states that the knowledge required for a major defense acquisition program to proceed beyond low-rate initial production shall include demonstrated control of the manufacturing process and acceptable reliability, the collection of statistical process control data, and demonstrated control and capability of critical processes. Department of Defense Instruction 5000.02, Operation of the Defense Acquisition System, enclosure 2, paragraph 7.c.(2) (Dec. 8, 2008). We did not specifically assess compliance with this requirement. [16] The Weapon Systems Acquisition Reform Act of 2009 requires that DOD policy ensure that the acquisition strategy for each major defense acquisition program provides for competitive prototypes before milestone B approval, unless a waiver is properly granted. Pub. L. No. 111-23, § 203(a). [17] The Weapon Systems Acquisition Reform Act of 2009 establishes a statutory requirement that a major defense acquisition program may not receive milestone B approval until the milestone decision authority has received a preliminary design review, conducted a formal post- preliminary design review assessment, and certified on the basis of such assessment that the program demonstrates a high likelihood of accomplishing its intended mission. Pub. L. No. 111-23, § 205(a)(3) (codified as amended at 10 U.S.C. § 2366b(a)(2)). [End of section] GAO's Mission: The Government Accountability Office, the audit, evaluation and investigative arm of Congress, exists to support Congress in meeting its constitutional responsibilities and to help improve the performance and accountability of the federal government for the American people. GAO examines the use of public funds; evaluates federal programs and policies; and provides analyses, recommendations, and other assistance to help Congress make informed oversight, policy, and funding decisions. GAO's commitment to good government is reflected in its core values of accountability, integrity, and reliability. Obtaining Copies of GAO Reports and Testimony: The fastest and easiest way to obtain copies of GAO documents at no cost is through GAO's Web site [hyperlink, http://www.gao.gov]. Each weekday, GAO posts newly released reports, testimony, and correspondence on its Web site. 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SNOW HILL — A state corridor vision plan for Route 589 and a county-drafted set of design guidelines both received unanimous approval from the Worcester County Planning Commission last Thursday.
The commission got a chance to discuss the state's Route 589 vision plan during the meeting. The vision is only in its earliest stages, but was sound enough to receive a favorable recommendation from all members of the commission.
"I find it consistent with the [Worcester County] comprehensive plan," said Commissioner Wayne Hartman.
Improvements to Route 589 have been in the planning stages for years, with completion of the project not forecasted until 2030. Landscaping, stormwater management, hiking and biking trails are all expected alterations to the five-mile stretch of corridor.
Because a lot can change in two decades, some on the commission were hesitant to adopt the vision. Commission Chair Jeanne Lynch wondered why there was such a rush to adopt the plan right now.
"My biggest concern is obviously the timing as well," said Commissioner Mike Diffendal.
Because of the lengthy timeframe, and the unpredictability associated with growth in the area, adopting the vision runs the risk of interfering with development along the corridor. However, the commission felt that the alternative path of giving development free reign and then trimming down as needed would be more costly and inconvenient.
"It's a tough issue and we're just going to have to deal with it," said Commissioner Brooks Clayville.
Commissioner Marlene Ott stated that it would be a good idea to "get something in place."
Hartman felt the same.
"It's good we have this vision from the state," he said. "I think having this vision will be a real asset to us as a planning commission."
The assembly unanimously agreed to give the plan a favorable recommendation, which will be passed along to the Worcester County Commissioners, who have the final say on whether the vision is accepted.
The other item on the planning commission agenda was a set of guidelines and standards for commercial use.
The guidelines are meant to classify architectural areas in the county into general categories, while still leaving wiggle room for developers looking to build unique designs.
Director of Development Review and Permitting Ed Tudor explained that his office was not trying to "draw too close or too fine a line around things."
Lynch was satisfied with what she saw.
"Most applicants will at least have an idea where to go," she remarked after reviewing the guidelines.
The main purpose of the standards, explained Deputy Director of Development Review and Permitting Phyllis Wimbrow, is to make it easy to spot when a proposed building obviously clashes with its neighbors.
"It mirrors the way most of us feel about the county," said Lynch.
Tudor reiterated that the standards are only a basic template and should not be viewed as a final judgment.
"There are plenty of examples of blends of style out there," he said.
Lynch commented on the fact that it was "the first time anyone has really dealt with [commercial use standards] in depth" and that the plan will be "worth its weight in gold."
"It gives us a sense of place," she said.
Like the vision plan, the guidelines also received a unanimous favorable recommendation.