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1969 Kaiser M715 - M7.3Posted in Features on January 20, 2014
"My goal was to build an expedition vehicle. I had been shopping for a truck to design and build for sustained off-road travel," says Kevin Mackie of Milpitas, California. The story of how he ended up buying and building this '69 Kaiser M715 began with a chance find.
"Approximately eight years ago I opened a small auto business servicing Honda automobiles. My neighbor was kind of a military nut and had a bunch of old army vehicles stored around the complex. The M715 had been shrink-wrapped, and I had no idea what it was. After a big storm in 2010, the covers had been torn off, exposing it. Some friends and I walked over to check it out, looking all through it (thinking it was my neighbors—it wasn't), when the owner came out upset that strangers were looking at his vehicle. We introduced ourselves, apologized, and started talking. We found out he may be willing to sell it. I made a very low offer and he accepted- with the condition that I buy it to use it," Mackie says.
"The truck had been there for almost 15 years, untouched. It was very complete and after a brake master cylinder and some fresh gas it was drivable. I actually commuted with it, driving on back roads and side streets for about three months," he goes on to say.
However, with no power steering or power brakes and a top speed of only about 40 mph, Mackie says, "the need for change was due." His best friend and co-builder of the rig, Randy Ellis, convinced his father to donate an '89 Ford F-350 ex-US Forest Service truck to the cause. "The diesel engine and strong axles were a great concept for the build. Researching forums, this exact swap appeared to be a myth that was frequently talked about, but possibly never done," Mackie says. He notes that, "From then on, the build was on."
As with any build, there were complications that Mackie had to deal with along the way. Further, this wasn't a build with an unlimited budget and Mackie had to use his resources wisely. With that said, one of the most devastating (and costly) issues arose due to a broken chain. During mock-up, a chain broke while using a forklift to set the engine and transmission. This resulted in a broken-in-half transmission and a smashed transfer case. Mackie says, "One thousand four hundred dollars later we continued on."
Over the next few months, Mackie spent every evening running wires, hoses, lines, and the like. He says there was a lot of trial and error (what he calls "research and development") to make everything work. Finally, near the end of 2011, the truck was up and running and after about three months of "sorting bugs," he says he had a good running, reliable vehicle. The truck's maiden voyage was to the 2012 Easter Jeep Safari in Moab, Utah.
And that is where we ran into Mackie and his heavily modified M715. It was still under construction, but we saw the truck in action on the trail and its performance is as strong as the vehicle is unique.
At A Glance
Vehicle: 1969 Kaiser M715
Owner: Kevin Mackie
Stomping grounds: Milpitas, California
Build time: Two years
Engine: Ford 7.3L IDI V-8 turbodiesel, Banks Sidewinder turbo, Banks up-pipe
Transmission: ZF S 5-42 5-spd manual
Transfer case(s): BorgWarner 1356
Low range ratio(s): 2.72:1
Crawl ratio(s): 63.8:1
Front axle/differential: High-pinion Dana 60, Warn Premium manual hubs/Sierra Gear & Axle 4.10 gears, Eaton Detroit Locker
Rear axle/differential: Ford 10¼, TSM disc brake conversion/Sierra Gear & Axle 4.10 gears, factory limited slip
Front: Factory leaf springs in a spring-over configuration, Pro Comp ES3000 shocks
Rear: Factory leaf springs, shackle flip, Pro Comp ES3000 shocks
Steering: Custom GM power steering pump, Toyota pitman arm and steering box, PSC Motorsports hydraulic-assist steering system, customized steering shaft with Borgeson U-joints, PSC cooler, high-mount steering arm
Tires: 40x13.50R20 LT Pro Comp Xterrain
Wheels: 20x9 ATX Series Artillery, Teflon coated
Armor: Interior rollcage, bed rollcage, custom rock rails
Cool stuff: Blackout lights, soft top, easy-to-access Hi-Lift jack and spare tire


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JACKSON, Mississippi (Reuters) - A Mississippi woman convicted of murdering her husband was granted at least a brief reprieve on Thursday but could still become the first female prisoner executed in the state in 70 years.
Mississippi Attorney General Jim Hood had asked the state Supreme Court to set the execution of Michelle Byrom, 57, for Thursday night for the fatal shooting of her husband, Edward Byrom Sr. in 1999.
But the court denied Hood's motion to carry out the execution, giving her attorneys hope the court will take up their motion to seek permission to file additional appeals.
Byrom says she suffered years of physical, sexual and emotional abuse by her husband and was hospitalized with pneumonia the day he died in what prosecutors alleged was a murder-for-hire scheme to collect insurance money.
Defense attorneys hope the court will consider evidence that Byrom's son was responsible for the murder.
"It appears they are looking deeply into the issues raised," said Jackson defense attorney David Voisin, who is consulting with Byrom's legal team on her case. "We are cautiously optimistic at this point."
It is relatively rare for women to be executed in the United States. In February, a Texas woman became the 14th female inmate put to death in the country since the U.S. Supreme Court reinstated the death penalty in 1976, compared to about 1,400 men executed in that time.
Byrom is one of two women out of 50 inmates on death row in Mississippi, according to the state's Department of Corrections.
Prosecutors said Byrom hired her son's friend, Joey Gillis, to shoot her husband. They argued her son's only role was to secure the weapon and dispose of it.
Michelle Byrom confessed to the crime. But she now says she was just trying to protect her son, Edward Byrom Jr., who testified against her in exchange for a lesser charge.
The jury that found Michelle Byrom guilty never heard from a state-appointed forensic psychologist who told the judge before trial that the son had admitted to the murder, according to Voisin. The judge also withheld that evidence from Byrom's defense attorneys at the time, Voisin said.
Barred from the trial, too, were two letters the son wrote to his mother describing how he killed his father after finally snapping from years of abuse.
"I walked about two steps in the door, and screamed, and shut my eyes, (and) when I heard him move, I started firing," one letter read.
The judge did not allow the letters to be presented to jurors because defense attorneys failed to share them with the prosecution before the trial, Voisin said.
Gillis pleaded guilty to conspiracy and accessory after the fact to capital murder. Michelle Byrom's son pleaded guilty to conspiracy to commit capital murder, accessory before the fact to grand larceny and accessory before the fact to burglary.
Both men are now free after serving prison time.
In a statement, Hood said he was following state law by seeking an execution date after a death-row inmate exhausts all state and federal remedies.
Editing by Colleen Jenkins, Stephen Powell and Tom Brown

subset: commoncrawl


text:
Nanoelectronic Modeling Lecture 08: Introduction to Bandstructure Engineering II
Licensed according to this deed.
Published on
This presentation provides a brief overview of the concepts of bandstructure engineering and its potential applications to light detectors, light emitters, and electron transport devices. Critical questions of the origin of bandstructure and its dependence on local atom arrangements are raised to create awareness of the need of atomistic materials and device models at the nanometer scale.
Cite this work
Researchers should cite this work as follows:
Università di Pisa, Pisa, Italy


text:
Muzi Blaz3 - Feel Like A Heavy [K-Town Records Submitted]
Muzi Blaz3 is a K-Town Records artist from the westside of Chicago & the video was shot & directed by @ant_sturd84 who is also a part of the K-Town Records family. You can download Muzi mixtape "Big Bandz Theory" on datpiff.com
http://www.datpiff.com/Muzi-Blaz3-The-Big-Bandz-Theory-mixtape.326205.html (Download)
http://www.twitter.com/MuziBlaz3 (Follow)
http://www.twitter.com/K_TownRecords (Follow)
Please click the "Report" button below if the video on this page is not working properly.
Comments will only be displayed by verified emails. No Spamming or Racism.


text:
SECURITIES AND EXCHANGE COMMISSION v. DEAN W. ROWELL, Civil Action No. 1:01CV00041 (PLF), USDC, DDC, (filed January 9, 2001)
On January 9, the Commission filed a complaint in the United States District Court for the District of Columbia against Dean W. Rowell (Rowell). The Commission alleged that with respect to his beneficial ownership of the equity securities of Standard Energy Corp. (Standard Energy), Rowell violated Sections 13(d) and 16(a) of the Securities Exchange Act of 1934 (Exchange Act), and Rules 13d-1, 13d-2, 16a-2 and 16a-3 and former Rule 16a-1 thereunder, by (1) failing to timely file a Schedule 13D and thirty-one amendments thereto, and by (2) failing to timely file seventy-nine Forms 3, 4 and 5 reporting his beneficial ownership of, and transactions with respect to, the equity securities of Standard Energy. The total value of the transactions at issue for Rowell is approximately $5.28 million. The Commission requested the court to impose a civil penalty on Rowell, pursuant to Section 21(d)(3) of the Exchange Act. Without admitting or denying the allegations in the complaint, Rowell consented to the entry of a final judgment imposing a civil penalty of $10,000.
In a related matter, the Commission issued an administrative Order pursuant to Section 21C of the Exchange Act, finding that Rowell violated the provisions of the Exchange Act as set forth above. Without admitting or denying the allegations in the Commission's Order, Rowell consented to the entry of the Order requiring him to cease and desist from committing or causing any violations or future violations of those currently effective Exchange Act provisions.


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Listed below are frequently asked questions. Scroll down to find your question and click it to see the answer. If you still have unanswered questions, please call the Oregon Tech Online toll free number at 1.866.497.0008.
Oregon Tech offers bachelor's degree completion programs in several allied health
fields, a full degree program in Information Technology, as well as several
minors. View the list of Online Programs Oregon Tech offers.
An official transfer evaluation will be completed as part of the application process. Once you are admitted, an advising session will be set up with you to go through the evaluation and answer any questions you might have.
For more information, view Advising and Registration.
The academic calendar at Oregon Tech follows a quarter schedule. There are three,
ten-week terms during the academic year. Summer term is eight weeks in length. View the Academic Calendar.
When applying for admission to an online program, do not use the general application form found on the Admissions page. That form is used for students attending on-campus classes. Note that the Admissions Application Forms webpage has a link labeled "Distance Education Application" which will lead you to the correct location to apply for online programs which is described below.
To apply for admission to an online program, it is best if you go directly to Online Admission (if you're applying for a graduate program though, please read the note at the bottom of this answer block). The forms listed on the Online website are designed to be sent directly to the Online Office to expedite your admission process. On the Online admission webpage, you'll see a couple of documents.
The application deadline for each term is three weeks prior to the first day of the term to assure your application can be processed in time. To see the current year application deadline, look at the Online application page. The deadline does NOT apply to the Non-Degree Application.
Graduate programs: If you're applying for admission into an online graduate program, you will need to follow a different process. Please click here to go to the graduate programs admission page.
All Oregon Tech programs follow the same Academic Calendar.
You register for classes by logging into your Web for Student account. Remember to use your student ID number (918 number) for your User ID. Your default PIN is your birthdate (mmddyy). If you have changed your Web for Student PIN, you should use that password. Listed here are instructions for logging into your Web for Student account for the first time.
Students wanting to enroll in DHE 100, MIT 103, or REE 201 can find registration information here (look in the area on the side of the webpage under the Inside heading. There is a separate link for each class).
Once you are admitted, a transfer evaluation will be prepared and the sequence of classes will be discussed during your advising session with an Online advisor. You will be contacted by the advisor to arrange this session.
For non-admitted students, please contact the Online Office toll free at 866.497.0008, 541.885.1676, or by email at email@example.com
Most students begin by taking one class. This allows students to determine how much time is required to complete a course. Since our degree completion programs are designed for working professionals, career and personal commitments will determine the load a student can handle successfully.
However, if you are applying for financial aid, you need to be enrolled in at least six credit hours per term. You would need to take two or more classes per term to meet that requirement.
Online classes are available on the first day of the term, and students are expected to access any online class they are registered in on that day.
See the Online Tuition and Fees information.
You can pay your bill online or by mail. To view information about paying your bill, click here.
Note the payment and refund deadlines. Note that Oregon Tech will NOT send you a hard copy bill in the mail. The bill will be sent to your Oregon Tech email account only. Please check your Oregon Tech email account regularly.
Online students may be eligible for financial aid. Students who want to
receive financial aid must be fully admitted to Oregon Tech and must be enrolled in at
least six credit hours per term. For more information, contact the Financial Aid Office at firstname.lastname@example.com or 541.885.1280.
Most online courses require books and/or additional materials. These may be
ordered online from Oregon Tech's bookstore.
Book listings for the next term are usually available three weeks before the
term starts. Be sure you order your books as soon as possible in order to have
your books arrive by the first day of the term.
On the bookstore page:
Online classes are generally taught so you don't have to be at your computer at a given time. Your instructors will provide a structured learning experience with deadlines to help you keep on track, but will offer you a range of times in which to complete your assignments.
Some of our online classes may take advantage of our web conferencing program called Zoom to schedule live help or office hours. Your instructor will attempt to choose times that will allow everyone who wishes to attend these optional sessions to participate. Your instructor may record the web conference sessions for those who cannot attend at the assigned time.
Students should call the toll free number (866.497.0008) to be transferred to the correct person to ask initial
advising questions. Referrals to program directors will be made as needed.
Your classes will be offered through a program called Blackboard. You will log into the TECHweb portal to access Blackboard
When you log into your class, you
will find instructions, syllabus, course content, email and discussion tools,
and any exams, activities, or assignments your instructor has set up for the
course. Our online courses are not self-paced; they include structure and
deadlines to keep you on track. Some courses require a proctor for test taking.
Each course usually includes a separate textbook, which you can purchase online
at the The Tech Nest.
To see how an Oregon Tech online class looks, click the attachment labeled "Example of online class" on this page.
You may drop your courses by using Web for Student through the fifth day of the term. After the fifth day of the
term, you may fax a signed request to Oregon Tech Online at 541.885.1139, or send an
email to email@example.com from your Oregon Tech email account
requesting to drop a class. See the link labeled "How to Drop a Class" on Getting Started for screenshots on how to drop a class.
Check Web for Student to find the last day to drop. The date is listed in the Check Your Registration
menu under the Student Registration link.
NOTE: Never assume you will be automatically dropped from a course
for any reason. It is your responsibility to drop a course.
Refund Policies
Once you are registered in courses, you are fully responsible for the tuition
and fees. To receive a 100% refund, you must drop your courses by the 12th calendar day of the term (Second Friday of the term) at 5:00 p.m. Pacific Time. After that Friday
at 5:00 p.m. you will receive a partial refund according to the Oregon Tech refund
schedule. For more information, see Payment Information.
Students enrolling in DHE 100 or MIT 103 are referred to as being
Pre-Dental or Pre-MIT students. Staff in the Online Office will
register students in the appropriate class. Students wishing to take these
classes must complete the Online Non-Degree application.
Students who are receiving financial aid will need to be sure to coordinate
financial aid with any other schools they may be attending concurrently by
filling out a consortium agreement. Visit the Cashier's Office page for online payment information, or you may also view
refund information here.
More details on DHE 100
More details on MIT 103
All students will have the following accounts:
Links to all of these accounts are listed in TECHweb. Open the Oregon Tech main page (http://www.oit.edu)
and click "Login" in the top right corner of the page to log into TECHweb.
For information on what name and password to use for each of these accounts,
see "What is my login name and password" link on this FAQ list (the page you're viewing now).
TECHweb allows you to log into your other Oregon Tech accounts in
one location including Oregon Tech Email, Blackboard, Web for Student and CASHNet.
It also pulls some information from the main Oregon Tech website into one convenient
location and includes some information that you'll only see in TECHweb.
You can get to your TECHweb account either by going to the Oregon Tech website and
clicking the Login link in the top right corner; or you can go directly to TECHweb by typing techweb.oit.edu in a browser
window. Your username and password are the same ones you use for your Oregon Tech email or Blackboard account. See the "What is my login name and password?" section in this list of FAQs for more information.
Note that the directions throughout the Online webpages may show you
how to access programs directly. If you prefer, you can log into TECHweb and
access the programs from there instead. One of the benefits of logging in
through TECHweb is that it automatically logs you into your Oregon Tech email and
Blackboard accounts. If
you ever have problems accessing a program through TECHweb, you should use the
direct addresses that are listed throughout the Online webpages
Your student ID number, which starts with 918, is listed on your admissions
letter or in an email from Oregon Tech Online.
Your student ID number is used to log into Web for Student and CASHNet. Keep
this number handy or memorize it as you will use it frequently.
If you have questions regarding your ID and PIN, please contact the Online department using the toll
free number (866.497.0008).
Blackboard and Oregon Tech email
Web for Student account and CASHNet
Web for Student is a program you use to register for classes, check your final grades, and view your student records. See "What is my login name and password" in this FAQ for more information on how to log into your Web for Student account.
For Blackboard or general computer issues, you should contact the ITS HelpDesk first.
Call the ITS help desk at 541.885.1470 or email them at email@example.com. They are available Monday
through Thursday from 7:30am to 9:00pm Pacific Time. On Friday, they are
available from 7:30am to 5:00pm Pacific Time. On Saturday and Sunday, they are
open from 10:00am to 4:00pm Pacific Time. During the breaks between terms and during all of summer term, they
are only open on Monday through Friday from 8:00am to 5:00pm.
The ITS HelpDesk staff can help you with logging into Blackboard or
logging into your email account and can reset your password if you have
forgotten it. They can provide some basic troubleshooting for you. One common
issue you may encounter is a pop up box warning you about the security
certificate being invalid or does not match the name of the site. If you see
this box, please click the Yes button to continue.
If you need help with using the tools in Blackboard, or if the ITS HelpDesk has not been successful in helping you, then please call the Oregon Tech Online Office at 866.497.0008. The tech support staff in the Online Office
work Monday through Friday from 8:00am to 5:00pm Pacific Time.
You can also find some answers to your Blackboard questions in the Blackboard Learn section.
A Mac computer will work with Blackboard. If you use a Mac, we have found that you should install the Mozilla Firefox browser and use it if Safari doesn't work well with Blackboard. Firefox can be downloaded for free from www.mozilla.org. The Online technical staff and the ITS HelpDesk are more familiar with non-Mac computers. If you use a Mac, you will want to find a local expert to help with any issues we can't resolve for you.
Please call the Online department toll free at 866.497.0008 . We can offer
suggestions on where you can take classes online, which are not available
through Oregon Tech. It is a good idea to get pre-approval from Oregon Tech Online before signing up
for any non-Oregon Tech classes to be sure the class that you're taking will be accepted
for credit at Oregon Tech. Some classes may have the same number such as SPE 111 but
not actually be the same class you need to take to complete your Oregon Tech degree.
If you do not see the degree you are interested in, check out Online Degree Programs: Online degrees from WorldWideLearn.com. Note that clicking on
this link will close the Oregon Tech website and open a new website.


text:
|Click Here to Login
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Brian Matiash necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 66 diseños de 6 diseñadores freelance.
Brian Matiash Photography - http://www.brianmatiash.com
I am a photographer who specializes in HDR imaging to provide my photos more depth and a powerful viewing experience for my audience. I am in the process of making a push to commercially extend my work and services and am hoping to find a logo that I can brand my website and PhotoBlog with.
I love photographing in urban environments, especially around new and sleek architecture and city elements. I strive to set my work apart by using unorthodox composition and processing. My goal is to have viewers be able to identify my work without having to be explicitly told that I was the photographer.
In case you are unfamiliar with HDR imaging, let me give a brief explanation. High Dynamic Range imaging is a processing technique where a photographer takes several images of the exact scene at different exposure levels. Software is then used to combine these exposures into one image containing all of the dynamic range (the detail from the darkest part of the image to the lightest part). This often leaves you with an exceptionally detailed and hyper-realistic version of the original image.
To get a sense of the sort of photography that I do, please visit:
Brian Matiash PhotoBlog - http://brianmatiash.com/blog
Brian Matiash Photography - http://brianmatiash.com/b/portfolio
There are several target audiences that I wish to attract with my new logo:
1. Commercial Property Owners & Stakeholders - These can be Restaurateurs, Hotel Owners, Interior Designers, Office Real Estate Firms who are looking to license my images to decorate their spaces.
2. Real Estate Agents/Realtors - My particular brand of photography can provide Real Estate Agents with much higher quality and depth to the images of the properties that they are attempting to sell. Excellent, quality, and representative photos of For-Sale Properties is a crucial factor in the sale of a house and I want to be the premier photographer for local Realtors, especially those who are selling Luxury Properties.
3. Overall Photo Community - I have worked very hard to establish myself as a major player in the HDR Photo Community and I wish to have my logo further enforce this.
4. One-off Customers - I get a lot of one-off customers who visit my Blog or Portfolio and wish to purchase prints of my images. I would like the logo to show these customers that they are buying from a photographer who has a unique and consistent vision.
I am a big fan of contemporary design that suits the type of photographic eye that I have. I am not a fan of stuffy or overt branding. I don't want to cram my logo into the viewers' eyes. I want it to convey a professional experience when dealing with me. I want it to show my target audience that I know what I am doing and that they are in good, experienced hands.
I am not opposed to an icon of sorts but I really don't want it to be totally obvious - like a camera and my name around it. I am not opposed to sort of a camera profile or elements of one. Perhaps a combination of some sort of Urban Facade combined with a camera element.
I am not a fan of Serif fonts.
I am not 100% decided on whether to use color or B&W. I say this because I am not sure which color to use. If you do attempt a color mock up, I would recommend sticking with neutral/subtle earth tones. If you go to my blog (http://brianmatiash.com/blog), you can get an idea of the color schemes that I like. I'd like the logo to be on a transparent layer so that it will display seamlessly wherever I use it.
I am attaching the current logo that I use, designed by me. The design elements of the font are applicable but feel free to spread your wings here. I am not tied to any particular font but it would be nice to maintain some observable consistency across the Blog and Portfolio site.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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Bursitis is inflammation of a bursa. A bursa is a closed, fluid-filled sac that works as a cushion and gliding surface to reduce friction between tissues of the body. The major bursae (this is the plural of bursa) are located next to the tendons near the large joints, such as in the shoulders, elbows, hips, and knees.
Bursitis is usually a temporary condition. It may limit motion, but generally does not cause deformity.
Bursitis can happen in any bursa in the body, but there are some common types of bursitis, including:
The most common causes of bursitis are injury or overuse. Infection may also cause it.
Bursitis is also associated with other problems. These include arthritis, gout, tendonitis, diabetes, and thyroid disease.
The following are the most common symptoms of bursitis. However, each person may experience symptoms differently.
Chronic bursitis may involve repeated attacks of pain, swelling, and tenderness. These may lead to the deterioration of muscles and a limited range of motion in the affected joint.
The symptoms of bursitis may resemble other medical conditions or problems. Always see a healthcare provider for a diagnosis.
In addition to a complete medical history and physical exam, diagnostic tests for bursitis may include:
The treatment of any bursitis depends on whether or not it involves infection.
Try the following measures to prevent bursitis:
Call your healthcare provider if you have any of the following:


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Used Dell EqualLogic PS6100 Series SAN
At Express Computer Systems we specialize in quality tested refurbished networking hardware. All used Dell EqualLogic PS6100 series SAN storage arrays come with a 1-year over night parts replacement warranty and are rigorously tested on-site in our state-of-the-art hardware engineering lab by certified technicians. The highest quality of refurbishing, technical testing, and certification is guaranteed. You can rest assured that your equipment will arrive in excellent, ready to use, working condition.. guaranteed!
With an extensive inventory of used Dell EqualLogic iSCSI SAN storage hardware you'll find several different configuration options available for the PS6100 series SAN storage arrays. We also stock replacement disk drives and controllers for the EqualLogic PS6100 series arrays.
Please refer to our Quick Reference Guide and Price List for additional information on our entire line of used Dell EqualLogic storage arrays and upgrades. Here you will find up-to-date pricing, product comparisons, replacement part numbers, drive size and type, capacity info, network connectivity, configuration information and more.
As a leading provider of aftermarket Dell EqualLogic networking hardware we strive to bring you the highest quality refurbished Dell EqualLogic storage solutions at the absolute lowest price possible. In addition to lease and purchase options, we offer solutions to help you finance your purchase. Contact us for more product information and pricing on our entire line of Dell EqualLogic upgrades by calling (800) 327-0730 or click the live support icon at the bottom of this page and one of our Dell EqualLogic specialists will be happy to assist you.


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Kirchliche Mennoniten
1957 Article
Kirchen-Gemeinden, Kirchliche Mennoniten, Kirchliche are terms used occasionally among Mennonites from Russia. The origin of the term Kirchen-Gemeinden can be traced back to the early history of the Mennonites in Russia when there were two Gemeinden (communities) in existence in each settlement. The civil and the ecclesiastical communities were integral parts of solid Mennonite settlements. In order to distinguish between the civil community or Gemeinde and the ecclesiastical body or Gemeinde, the distinction between Gemeinde as a civil organization and the Kirchen-Gemeinde came into usage. One can find this distinction in early records and writings pertaining to the Mennonites of Russia.
A different meaning and connotation was given to this term by members of the Mennonite Brethren Church after 1860, when they began to refer to the members of the Mennonite Church of Russia as Kirchliche and their congregations as Kirchen-Gemeinden. The above-mentioned term was taken over and given new meaning. Among those using the term it implied that those to whom this name was given were meeting for worship in a "church building" (Kirche), while the Mennonite Brethren met originally in private homes and later in a Versammlungshaus (meetinghouse), which was not spoken of as a church. Among those using the term, it may have—it still does—implied many other things in which the new Mennonite Brethren movement differed from the traditional Mennonite Church. This distinction can be compared with the terms in use among Pennsylvania-German Mennonites when they spoke of "old" Mennonites and "new" Mennonites.
Although the term Kirchen-Gemeinden or Kirchliche became obsolete among the Mennonites of the United States who use the English language, in the 1950s it was still being used among the Mennonite Brethren in Canada and South America and occasionally also by other Mennonite groups. Not only was there no justification for the use of this name in the Americas, but there was also none in Russia, with the possible exception of the time when a confusion between the ecclesiastical body and the civil organization in Mennonite communities could take place. Kirchliche Mennoniten are simply "Mennonites" and the Kirchen Gemeinden are just Mennonite churches or congregations and should be referred to in these terms. No confusion is possible with other Mennonite groups of Russian background since they all added a distinguishing name to their traditional name "Mennonite" (Mennonite Brethren, Evangelical Mennonite Brethren, etc.). -- Cornelius Krahn
1990 Article
Kirchliche Mennoniten, a term that once referred to all Russian Mennonites, except for the small group of breakaway Brethren, in 1987 referred to Mennonites in the Soviet Union. In English this name is sometimes translated as "Mennonites" or "Mennonite Church" in contradistinction to "Mennonite Brethren," in Latin America and elsewhere, or even as "Church Mennonites." The latter is an uncommon and theologically awkward construction, but is the best translation of "Tserkovnyi mennonity," the official designation for them in the Soviet Union. Still another designation in some Soviet atheistic literature is "Old" Mennonites in contrast to the "New" Mennonites, i.e., the Mennonite Brethren movement that began in the 1860s.
Now representing a fusion of former Flemish and Frisian elements and no longer showing distinctions between Mennonites from various of the Russian Mennonite colonies--since virtually all Kirchliche Mennonites lived in new regions far from the old colonies—the distinctive features of the Kirchliche can be attributed to memories of the common experience in colony life. Noticeable is the stronger role for the elder (as bishop) when compared to the Mennonite Brethren practice in the Soviet Union, and also more concern for a common pattern of worship. Along with other free churches, they shared a common experience of religious persecution, spiritual revival after World War II, and sustained restrictions on access to religious literature or education. As a result, their theological emphases have become identical to those of other Soviet evangelicals; although they remain separate for cultural reasons and because of a different mode of baptism.
Practicing baptism of adult believers by pouring, the Kirchliche continue to be discriminated against by immersionist Mennonite Brethren and Baptists. This includes denying them communion rights, even though the leadership of the All-Union Council of Evangelical Christians Baptists (AUCECB) issued a directive to its member churches in 1964 urging fraternal relations. Several Kirchliche congregations registered with this government-approved council decided in the 1970s and 1980s to perform baptism by immersion so that their young people would be recognized by neighboring Baptist and Mennonite Brethren congregations, thus avoiding complications in case of intermarriage.
An effort to form a union of Kirchliche congregations in 1957 was blocked by the authorities, who imprisoned the leaders. After the mid-1980s, elders and ministers of congregations in Kirgizia (now Kyrgyzstan) and Kazakhstan met informally each month to share concerns. The first Kirchliche Mennonite congregation to be registered was Novosibirsk (1967). Others were gradually moving through stages of unofficial acknowledgement of their existence, to registration as a filial group of a Baptist church, to full registration as an individual local Mennonite "society." Leaders submitted to the government a constitution, based on the confession of faith used in the Russian Mennonite colonies, but minus the nonresistance clause which would have resulted in outright and immediate rejection of their application. They have borne the brunt of the stigma from the Mennonite Self-Defense league (Selbstschutz), which operated during the Russian Revolution and Civil War.
Of the approximately 12,000 to 15,000 Kirchliche Mennonites in the Soviet Union in 1988, about 2,800 can be accounted for in the following registered congregations:
In Kirgizia Soviet Socialist Republic (SSR): Tokmak, Elder Johann D. Schellenberg, 230 members; Krasnaia Rechka, Peter K. Braun, minister, 100 members; Romanovka, Abram P. Abrams, minister, 90 members; Stantsia Ivanovka, not registered, Dietrich Penner minister, 20 members.
In Kazakh SSR: Alma Ata, leadership in flux, 145 members; Dzhambul, Elder Viktor Schmidt, 135 members; Politotdel, Elder Peter Klassen, 60 members; Karaganda, Elder Julius Siebert, 375 members; Martuk, Elder Jakob Peters, 143 members. Elsewhere in Central Asia: Dushanbe, Tadzhikistan, 20 persons led by Peters; Kumsangir, Tadzhikistan, Elder Franz Pauls, 80 members; Dzhetisai, Uzbekistan, Dietrich Neufeld minister, 40 members.
In Western Siberia: Novosibirsk, Elder Bernhard Sawadsky (deceased May 1988), Jakob Wiebe minister, 180 members; Neudachino, Novosibirskaia Oblast, Gerhard Neufeld minister, 100 members; Grishovka, Altai, Abram Isaak, minister, 30 members; Nikolaifeld (5 villages near Omsk), Abram Adrian minister, 200 members; Protassovo, Altai, Heinrich Dyck, minister, 50 members; Tomsk, Derksen, minister, 30 members.
In Orenburg region: Chortitza No. 1, Andrei J. Rempel, minister, 100 members; Petrovka No. 2, Ivan A. Balmann, minister, 104 members; Kantserovka No. 3, Jakov J. Dik, minister, 23 members; Zhdanovka Nos. 5 and 8, Peter P. Bartel, minister, 120 members; Nikolaevka No. 6, B. B. Rempel, minister, 60 members; Feodorovka No. 7, Andrei (Heinrich) J. Wiebe, minister, 50 members; Dolinovka No. 9, recognized for meeting, 20 members; Kitchkas No. 12, Elder Dietrich Ivanovich Thiessen, 96 members; Pretoria No. 14, 35 persons meeting; Sol' Iletsk, Ivan A. Friesen, minister, 51 members; Stepanovka (Perevolozhski r-on), Ivan I. Martens, minister, 96 members.
Since immigration to Germany was resumed in February 1987 (Umsiedler), there was a marked attrition of leaders and stalwart members that put the ongoing viability of the Kirchliche Mennonites in doubt. Changes under the new Perestroika policy of the late 1980s seem too uncertain for this ethnic and religious minority, and the pull of family members in Germany was strong.
People of Kirchliche origin established churches in Brazil and Paraguay following emigration in 1929 and after World War II. These Kirchliche conferences developed close ties to the General Conference Mennonites of North America, in which other Kirchliche Mennonites had become a major force, especially in Canada. Umsiedler from Kirchliche backgrounds have usually joined existing Mennonite churches in Germany, but at least 3 formed congregations independently. All churches with significant Umsiedler contingents formed the Arbeitsgemeinschaft zur geistliche Betreuung der Urnsiedler Mennoniten (AGUM) in 1978, and had almost become a distinct conference by 1988. -- Walter W. Sawatsky
Hege, Christian and Christian Neff. Mennonitisches Lexikon, 4 vols. Frankfurt & Weierhof: Hege; Karlsruhe: Schneider, 1913-1967: v. II, 500.
Kraybill, Paul N., ed. Mennonite World Handbook. Lombard, IL: Mennonite World Conference, 1978: 310.
Mennonite World Handbook Supplement. Strasbourg, France, and Lombard, IL: Mennonite World Conference, 1984: 126.
|Cornelius Krahn
|Walter W. Sawatsky
|Date Published
Cite This Article
MLA style
Krahn, Cornelius and Walter W. Sawatsky. "Kirchliche Mennoniten." Global Anabaptist Mennonite Encyclopedia Online. 1987. Web. 21 Apr 2019. http://gameo.org/index.php?title=Kirchliche_Mennoniten&oldid=144242.
APA style
Krahn, Cornelius and Walter W. Sawatsky. (1987). Kirchliche Mennoniten. Global Anabaptist Mennonite Encyclopedia Online. Retrieved 21 April 2019, from http://gameo.org/index.php?title=Kirchliche_Mennoniten&oldid=144242.
Adapted by permission of Herald Press, Harrisonburg, Virginia, from Mennonite Encyclopedia, Vol. 3, pp. 179-180; vol. 5, pp. 492-493. All rights reserved.
©1996-2019 by the Global Anabaptist Mennonite Encyclopedia Online. All rights reserved.


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From antique porcelain to modern designer furniture: The Museum für Kunst und Gewerbe (MKG) is one of the most important European art and design museums. The exceptional and diverse collection offers visitors a unique perspective of 4000 years of creativity in Europe and beyond – the collection includes beautiful Islamic and Asian artefacts as well.
The MKG boasts an impressive permanent collection of more than 500,000 objects, from crafts to designer furniture, and from graphic art to photography. The museum offers a fresh perspective on design and highlights the artistic element in everyday objects – even those that were not intended as art. Admire antique keyboard instruments such as harpsichords and spinets, beautifully decorated oriental carpets and a Japanese tea house, including the tea ritual. The museum also hosts very popular temporary exhibits.
Beautifully decorated Etruscan vases and a silver folding mirror from Sicily are just a few examples of the collection of antique art with more than 5500 objects from the Near East, Egypt, Greece and Rome. Some objects are 4000 years old. Visitors can marvel at jewellery from the Bronze Age and amulets and sarcophagi from ancient Egypt. The exhibit also gives a lot of information about ancient civilisations. For example, learn more about the drinking culture of women in Ancient Greece.
What is the beauty in an electric tea pot, a sofa bed or an MP3 player? The exhibit about design places everyday objects on a pedestal and presents them as art. This is one of the most famous collections of the MKG: explore 200 years of design history. See the development of design – from industrialisation, mass production and art deco to exclusive contemporary showpieces. And of course this exhibit is a never ending story as there is always room for new innovative designs.
The collection of Islamic art contains valuable objects such as two 16th-century manuscripts - one decorated with gold leaf and silver, and the other a collection of poems by Sultan Süleyman the Great. Also interesting is the display of 14th-century mosaic tiles from Uzbekistan which once adorned the mausoleum of ruler Bayan Qulï. The highlight of the collection is the royal carpet from Persia, today's Iran: half of this 16th-century masterpiece was thought to be lost until it was found by the MKG. In 2011 it was added to the other half in the collection.


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There are two events in our own backyard this week that are sure to draw tourists. And we all know how much we rely on tourism in the Lowcountry to supplement our local coffers.
First, the Players Amateur quietly kicked off Monday and Tuesday at Bluffton's Berkeley Hall with practice rounds. The real action gets under way Thursday.
One change this year is the venue. The tournament is being played at Berkeley instead of Belfair Plantation for the first time since its inception in 2000.
We're glad the tournament didn't leave Bluffton or Beaufort County.
The Heritage Classic Foundation operates the Players Am and did what it did for the RBC heritage: Found a bright future with Berkeley Hall and a long-term arrangement with the club, according to our story in Sunday's Bluffton Today and comments from Steve Wilmot, RBC Heritage tournament director.
It probably helps to have a couple of Bluffton residents who are members at Berkeley Hall to have founded the tournament. Duke Delcher and Tom McKnight should be commended for their involvement. And other members who put up money to help host the tournament.
We are sure Berkeley is up to the task.
Adrian Morris, general manager, said the Players Am is probably the most high-profile event the club has ever done.
The winner gets an automatic exemption into the RBC Heritage in the spring at Harbour Town Golf Links. Not a bad carrot to have to entice players to compete.
The Players Am is no walk in the park. It attracts a lot of the top collegiate golers and gives them a glimpse of the area with Harbour Town just down the road.
Morris and Wilmot know how to market a tournament and a course.
Tying Berkeley Hall, Bluffton and Harbour Town together for future PGA Tour players is a win-win.
We are ready for some golf. And we are betting that the players, organizers and fans are too.
If golf isn't exactly your sport, you need not go any further than Beaufort for the 2012 Beaufort Water Festival that starts Friday and runs for 10 days.
The scene of the festival is historic downtown Beaufort and its waterfront park.
People from all over apparently flock to the event. This is the 57th year for the festival. Beaufort has long been a tourist favorite because of its downtown along the waterfront.
Come Friday you'll see visitors and water festival attendees from all over.
We expect this year to be yet another success story for the festival. We do hope organizers and city leaders consider finding a way to track the economic impact of such an event.
The economic impact was hard to pin down as organizers, the Beaufort chamber or the mayor could not provide any cost analysis except to say they expect between 50,000 and 60,000 people to attend.
It seems logical to us that after all these years someone associated with the festival would be able to give a dollar figure in terms of benefits and what it means to the local economy. That would be a huge selling point for future festivals and to continue to market and promote it.
Organizers are quick to point out that the festival would not be possible without the volunteers and sponsors. But isn't that the case with each and every festival held in the country.
Festival organizers and city leaders should put an economic assessment of the 10-day event on its to-do list after this year's festival wraps. This added information would go a long way in giving the event even more credibility and add a little more meat to the bone.
In the meantime, enjoy the water festival and its continued success.


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The time for revitalizing the inner city is now. The solutions won't come from social programs but from the private sector -- from entrepreneurs who are prepared to tap the economic and entrepreneurial potential of our nation's inner cities
Jobs, investment, and businesses in our inner cities will materialize only as they have elsewhere -- as the result of private, for-profit initiatives and investment based on economic self-interest and true competitive advantage. If our aim is to create a healthy, sustainable economic base in the inner city with the employment, role models, and wealth that come with such a base, then our task is clear. It is to identify the unique existing and potential competitive advantages of inner cities that will sustain profitable companies, capable not only of serving the local community but also of "exporting" beyond it. Unless we start with the premise that inner-city businesses must be genuinely profitable and capable of competing on a regional, national, and even international scale, inner-city economies will forever be out of the economic mainstream.
Past attempts at inner-city revitalization have failed because they ignored those basic economic principles. They sought to meet highly visible social needs -- poverty, homelessness, and hunger -- with programs such as income assistance, housing subsidies, and food stamps, while they ignored the need to build viable inner-city businesses. The revitalization didn't take root because without economically viable companies the only growth social programs promote is their own.
Today is the right time for a dramatic reversal of inner-city decline. Inner cities harbor untapped economic and entrepreneurial potential. Inner-city residents and other citizens are tired of failed government programs and are ready to try a different tack. Government officials at all levels say they are ready to innovate. The private sector, if allowed to focus on enterprise building, is poised to help.
Toward a New Model
We need a new model to guide inner-city economic development. Its dimensions must be economic and social. It must draw its energy from the private sector, not from government or social-services agencies. It must address companies directly instead of trying to stimulate economic development through expensive investments in housing and community infrastructure. The model must incorporate the idea of creating profitable inner-city businesses instead of presuming the need for continuing public subsidies or incentives. It must attempt to integrate inner cities with regional and national economies and not view them as islands apart. The goal should be to create regional, national, and international companies, not just local small businesses.
The model I propose rests on the proposition that inner cities provide unique potential competitive advantages that companies can leverage in order to turn a profit. We need to focus on identifying those competitive advantages and on encouraging the formation and growth of companies that can exploit them. If companies are to put down roots in the inner city, they must be motivated by profits.
The Advantages of Inner Cities
Location plays an important part in determining the ultimate success or failure of a business. Many people assume that the chief advantages of inner-city locations are low-cost real estate and available labor. But those two attributes are illusory. Real estate and labor costs are often higher in the inner city than they are in surrounding suburbs and certainly higher than in low-cost countries such as Mexico and Korea.
To understand the competitive advantages of inner-city locations, we need to see the inner city within the context of a broader regional economy. Every location -- whether it be a nation, state, or region -- has a set of unique local conditions that underpin the ability of companies based there to compete in a particular field. The competitive advantage of a location does not normally arise in isolated companies but in clusters of companies -- companies in the same industry or companies that are otherwise linked together through customer, supplier, or other relationships. Unusual or sophisticated local demand is one important reason why clusters form as companies gain insight into customers' needs. The clusters represent critical masses of skill, information, relationships, and infrastructure in a particular field.
I initially described the theory of location and regional clusters in my book The Competitive Advantage of Nations. I applied that theory to relatively large geographic areas of nations and states. But the theory is just as relevant to smaller areas such as the inner city.
The potential competitive advantages of inner cities lie in four areas: strategic location, local market demand, integration with regional clusters, and human resources. Those potential advantages have been recognized before, but no one in the private or public sectors has ever made a systematic effort to develop and harness them.
Strategic location. Inner cities occupy what should be economically valuable locations. They sit near congested high-rent business centers and astride transportation and communications nodes. Inner-city locations thus offer potential advantages for businesses that benefit from proximity to downtown business districts, logistical infrastructure, entertainment and tourist destinations, and concentrations of companies. Strategic location creates opportunities for relocating warehousing, data processing, food preparation, and other activities that benefit from downtown proximity away from more expensive downtown headquarters (or other company locations).
For example, Boston's fresh produce and food-processing cluster derives a critical competitive advantage from its inner-city location in Newmarket Square. Containing such businesses as flower wholesalers, seafood importers, meat processors, bakeries, and food distributors, the cluster is in close proximity to downtown; its location permits rapid deliveries and gives downtown buyers a convenient location for purchasing. The location has excellent access to highway, sea, and air transport, which gives businesses a particular advantage in the importing and distribution of seafood. The location is also within walking distance of a supply of able employees from inner-city neighborhoods. That combination of factors has led to a dense concentration of processors, caterers, truckers, wholesalers, distributors, and other suppliers, which together form a vibrant cluster.
Some observers argue that advances in transportation and communication have eliminated the competitive importance of location. However, the growth of concepts such as just-in-time delivery, superior customer service, and product-development relationships between customer and supplier continue to make location a critical business factor. Take, for example, Atlanta's Matrix Exhibits. With 30 employees and $2.2 million in sales, the company assembles, supplies, and delivers trade-show exhibits. Because Matrix is based in the inner city, only a six-minute drive from the Georgia World Congress Center, it can respond faster than its suburban competitors to exhibitors' frequent last-minute requests.
In Boston, proximity-sensitive businesses -- food processing and distribution, printing and publishing, commercial laundry, and other support services -- have remained in the inner city, notwithstanding attendant difficulties. (See table, page 9.) Likewise, in Los Angeles many of those and other businesses -- toy and electronics importing and distribution, for instance -- are location sensitive. Such businesses have emerged and remained in the inner city despite government policies that erode the area's locational value. That persistence suggests that the potential to expand the base of location-sensitive businesses in inner cities is significant.
Local market demand. The second potential competitive advantage of the inner city lies in the unmet demands of its own population. Even though average incomes are relatively low in inner cities, high population density creates substantial purchasing power and a large market. Total family income in Boston's inner city, for instance, is an estimated $3.4 billion, not an insignificant market. Although average household incomes are 21% lower than in the rest of Boston, spending power per acre is comparable. In some cases it is higher than in the surrounding suburbs.
Inner-city markets are not only large but young and rapidly growing, in part because of immigration and relatively high birthrates. Their largely minority consumers, as some established companies have already realized, represent a major growth market. Chicago's historic retailer, Goldblatt's Department Stores, for example, found new life after bankruptcy, with a strategy built on inner-city stores. In 1981 the company closed all but six of its stores. Focusing on cash-and-carry items, Goldblatt's has re- emerged as a competitive retailer, now with 14, mostly inner-city, stores.
The principal inner-city business opportunity springs, however, not from the size of the market but from its character. People in largely lower-income ethnic and minority communities have distinctive needs and tastes, which demand tailored products and services. But most companies design products and services for white middle-class consumers and businesses. Hence, their product configurations, retail concepts, entertainment, and personal and business services don't fit inner-city customers' needs. Microsegmentation lags in the inner city, but it represents a substantial opportunity.
Companies and entrepreneurs based in the inner city are uniquely positioned to understand and address the needs of consumers and businesses in their own and other similar markets. Many of the largest and most enduringly successful minority-owned (although not necessarily inner-city-based) companies have drawn their advantages from targeting those buyers in fields such as food products (Parks Sausage, Brooks Sausages); beauty care (Soft Sheen, Pro-Line, Dudley, Luster Products, Johnson Products); and media (Essence Communications, Earl G. Graves Inc., Johnson Publishing, Black Entertainment Television). Other examples include Cacique, a Latino-owned cheese manufacturer that has become a leader in the Mexican cheese market in the United States. Miami-based, Latino-owned CareFlorida Inc. has rapidly grown its health-maintenance organization by tailoring its marketing to Latino customers. Universal Casket, in Cassopolis, Mich., has grown to $3 million in annual sales by marketing to African American-owned funeral homes.
A focus on satisfying ethnic needs does not necessarily limit the growth and potential of minority businesses. Instead, a focused strategy can provide a competitive advantage over large established manufacturing-company players like Procter & Gamble, Safeway, and Levi Strauss, and a base from which to expand into other market segments. Inner-city-based firms can sell not only in their own communities but to similar communities nationally and even internationally, creating the opportunity for large multiunit companies. The rapid progress of Americas' Food Basket, a Cuban-owned supermarket based in Boston's inner city, suggests the potential for growth in retailing concepts that cater to local ethnic demand. In just its second year of operation, the company is profitable on annual sales of $8 million. Americas' Food Basket has developed a product mix that satisfies local demand better than mainstream supermarkets do. And unlike nearby mom-and-pop stores, Americas' Food Basket has developed a partnership with a leading national wholesaler, which helps it make its selection, prices, and services better than those of its smaller competitors. In San Antonio, Handy Andy Supermarkets focuses on the Latino market. The company has 23 stores in Texas and projected sales of more than $400 million for 1994.
The creation of retailing concepts tailored to inner-city consumers in such areas as food, clothing, toys, books, and restaurants in turn breeds opportunities to manufacture products for that market. For example, specialized supermarkets boost the demand for established ethnic-food producers and distributors like Goya Foods, a supplier of Latino foods, with annual sales greater than $450 million. Inner-city companies can also specialize as distributors for products targeted at inner-city consumers or provide professional services such as advertising and market research to outside companies seeking to serve inner-city markets.
An even more exciting opportunity presents itself when we realize that the needs and tastes of inner-city buyers represent trends that often cross ethnic and socioeconomic strata. For example, products, such as Parks Sausage, originally tailored to the tastes of African American consumers have entered the mainstream.
To capitalize on that large market opportunity, the new breed of inner-city businesses cannot be small high-cost companies. They must quickly build themselves into efficient, high-quality businesses that use the latest in technology, marketing, and professional management techniques.
Integration with regional clusters. A third potential competitive advantage of the inner city is a company's ability to leverage access to nearby regional business clusters. Boston's inner city, for example, is next-door to clusters of world-class financial-services and health-care providers. While inner-city companies are currently isolated from the regional economy, those unique regional clusters represent promising opportunities for economic growth. They create opportunities for new or growing companies to provide services and production inputs as well as the opportunity to sell downstream products and services. Proximity to Detroit's large cluster of automotive companies, for example, enabled $103-million Mexican Industries, a 1,000-person inner-city manufacturer of armrests, headrests, and air bags, to become a respected supplier by forging close relationships to General Motors, Ford, and Chrysler.
The inner city's proximity to regional clusters also offers employment opportunities to appropriately trained residents. Those jobs are usually far more practical and accessible than jobs in distant suburbs. With training and other work-force development programs tailored to cluster needs, both the regional firms and the inner city benefit.
Human resources. The fourth potential competitive advantage of the inner city lies in its human resources. Inner-city workers are often more motivated and loyal in businesses that suffer high turnover. For instance, a bakery in the heart of Boston's inner city supplies decorated cakes to supermarkets. It attracts and retains residents from the area at $7 to $8 an hour (plus contributions to pensions and health insurance), and its labor pool is one factor that has allowed the company to thrive. Those entry-level, hourly jobs represent a starting point in building a sustainable inner-city economy.
Furthermore, research reveals a substantial capacity for entrepreneurship in inner cities. However, most legitimate inner-city entrepreneurship is now invested in the provision of social services, for which there is strong local demand. Boston's inner city, for example, hosts a remarkable number of social-services providers as well as social, fraternal, and religious organizations. Behind the creation of those organizations is a cadre of minority entrepreneurs who have responded to the local demand for social services and to funding opportunities provided by government, foundations, and private-sector sponsors. The challenge is to redirect some of that entrepreneurial talent toward the building of for-profit businesses and wealth creation.
Another potential human-resource advantage of the inner city is the growing pool of highly trained and experienced minority managers available today. About 4,000 African American and almost 2,000 Hispanic students graduated from M.B.A. programs last year, compared with just a handful two decades ago. More and more minority M.B.A.s are gaining work experience in highly regarded companies. To date, few of those talented people have started or acquired businesses at all, much less businesses in the inner city. But many of them have developed the skills, network, capital base, and confidence that will allow them to join or found entrepreneurial companies. In addition, many young people still attending or just leaving business school are attracted to entrepreneurship and to community involvement. They are eager to apply their talent and training to economic development. A new pool of founders and managers of inner-city businesses, then, is poised for action.
The businesses that are present and that remain in inner cities invariably draw on one or more of the four competitive advantages described above. That suggests that substantial numbers of new inner-city jobs could be created if public policies were to shift from providing subsidies to businesses and welfare to residents to developing and reinforcing the economic advantages of the inner city.
Overcoming Inner-City Disadvantages
The economic potential of the inner city will be realized when companies leverage the competitive advantages and when the disadvantages are confronted directly. Most of the disadvantages of locating businesses in the inner city can be eliminated, moderated, or overcome.
Land. A large percentage of companies moving out of the inner city would stay but can't for lack of space. Inner cities lack adequate parcels of land for construction and expansion. For instance, Rebuild L.A. estimates that only 9 of 200 vacant or underutilized lots in South Central Los Angeles are larger than one acre. Wal-Mart requires four to six acres to build a new store. Even when land is available in the inner city, it's often broken into small, unusable lots. The development of Jeffery Plaza, a shopping center on Chicago's South Side, required eight years and substantial government involvement to assemble 21 contiguous parcels. Even after they're assembled, inner-city sites often require expensive demolition and environmental cleanup. Private developers and banks tend to avoid sites with even a hint of environmental problems, because of punitive liability laws.
Building costs. The price of building in the inner city is significantly higher than the price of building in the suburbs because of complex logistics, restrictive zoning and architectural codes, permits, inspections, community group negotiation, and government-required union contracts and minority set-asides. Equally if not more damaging to inner-city development is the uncertainty that regulations create for potential investors. Developers in Boston, Los Angeles, and Chicago all expressed frustration at the three-to-five-year regulatory process required to obtain the necessary approvals to expand, build, or improve their facilities. Cities need to dismantle regulatory and bureaucratic mazes if they hope to compete with suburban locations.
Other nonwage costs. Many inner cities have high costs for utilities, workers' compensation, health care, property insurance, unemployment and liability insurance, real estate and other taxes, Occupational Safety and Health Act compliance, neighborhood hiring requirements, and "linkage" payments. One manufacturing company in Boston's inner city operates a comparable plant in upstate New York. The Boston plant's expenses are 50% higher for family medical insurance, 55% higher for workers' compensation, 67% higher for electricity, 166% higher for unemployment insurance, and 340% higher for water.
Because they have a greater proportion of residents dependent on welfare, Medicaid, and other social programs than the suburbs do, many inner cities must spend more and thus charge higher taxes. But the costs cities incur are often exacerbated by the same factors that drive up building costs: entrenched unions and inefficient bureaucracies.
Security. Crime is a real deterrent to doing business in the inner city, but the perception of crime is greater than the reality. Crime against property raises costs. For example, the Shops at Church Square, an inner-city strip shopping center in Cleveland, spends $2 per square foot more than a comparable suburban center because it has a full-time security guard, more lighting, and continuous cleaning. Its overall costs are thus raised by more than 20%. Crime against employees and customers discourages people from working in and visiting inner-city establishments and restricts their hours of operation.
Infrastructure. The competitive-advantage model rests on the locational value of the inner city. Thus, good transportation infrastructure is critical to the development of "exporting" businesses as well as the integration of inner-city business with regional clusters. Although the need is obvious, the infrastructure of the inner city has fallen into dismal disrepair. The capacity of highways and the location of on and off ramps, the inner city's access to rail and airport facilities, and the road and communication links to downtown from the inner city are often inadequate.
Employee skills. Many inner-city residents are not work-force ready and lack the skills to work in all but the most unskilled occupations. With large pools of lower-wage labor available across the globe, many inner-city residents need more than just basic skills. They need skills appropriate to the particular occupations and industries located in or near their communities.
Management skills. Many managers of inner-city companies, like managers of small businesses everywhere, lack formal managerial training, especially in the areas of strategy development, market segmentation, information technology, process design, and cost control. Unfortunately, the quality of the government-sponsored programs that teach those skills is uneven, and entrepreneurs are hard-pressed to find time to attend them.
Access to capital. Poor access to debt and equity capital is a formidable barrier to entrepreneurship and company growth in inner-city areas. Banks and other sources of debt financing are perceived as unfairly withholding capital because of bias, redlining, or poor understanding of inner-city companies. While those problems must be addressed, they are exacerbated by two other conditions. First, relatively few inner-city businesses meet investors' and lenders' underwriting standards. Capital will flow to inner-city companies once viable, competitive businesses are in place. Second, banks find small-business lending only marginally profitable because transaction costs are high relative to amounts lent.
The federal government has made several efforts to address the dearth of debt capital available to inner-city companies. The Community Reinvestment Act (CRA), intended to overcome bias in lending, has forced banks to pay more attention to inner-city areas. Additionally, the Specialized Small Business Investment Company (SSBIC) program of the U.S. Small Business Administration targets smaller enterprises for equity investments. While those efforts help, some of their underlying assumptions are questionable. Far more debt capital is earmarked for business lending in the inner city than has actually been lent. Quasi-government institutions are more risk averse than commercial banks out of fear of losing public money and being accused of mismanagement. The proliferation of special financing sources also leads to fragmentation, duplicates overhead, confuses borrowers, and discourages the development of high-quality, private-sector expertise in minority and inner-city business financing.
Equity capital is all but absent in inner cities. Entrepreneurs usually lack personal or family savings and networks of individuals to draw on for capital. Institutional equity investors have virtually ignored inner-city business opportunities.
Attitudes. Attitude issues exist on at least three levels. First, the private sector has a checkered track record in inner cities, resulting from its disinvestment, redlining, worker exploitation, and environmental pollution. That history has contributed to a general antibusiness attitude within inner-city communities, especially toward companies that are not owned by minorities or local residents. While understandable, that attitude constitutes a significant barrier to current and future economic development. Locally owned or minority-owned businesses are more likely to hire locally, but the hard truth is that inner cities do not have the human or financial capital to revitalize themselves without outside participation. In neighborhoods where the attitude is "development will be on our terms or not at all," the result has been little or no development. Inner cities must welcome outside investors -- as long as the businesses they support provide decent jobs for local residents, do not pollute, and are good citizens.
A second attitude problem is the tendency of community leaders to view business as a means of directly meeting social needs. For example, businesses interested in locating in Boston's inner city have been driven away by demands that they give community-based organizations control over their hiring and training, build playgrounds, and fund scholarships. Businesses exist primarily to earn profits for their owners. They are not, nor should they be, social-services providers. Such demands on business only serve to drive jobs and investment to more welcoming locations.
Instead of intimidating potential inner-city investors with their demands, community-based organizations and their leaders can work to improve the business climate in the inner city. They might, for instance, create referral networks to help companies screen potential employees, help educate the community to the needs of business, and facilitate commercial site development.
Lastly, inner-city companies themselves often harbor unhealthy attitudes to the extent that they have come to rely on subsidies and the absence of real competition to remain viable. Minority preference programs can breed complacency and undercut efforts to improve quality, reduce costs, and sell beyond the captive market. Changing those attitudes will require the replacement of subsidies that only preserve uneconomic businesses with mutually profitable business-to-business relationships. If minority purchasing preferences are useful in getting some inner-city businesses started, the terms of the preference must require those businesses to win a meaningful amount of nonmandate business within a reasonable period of time. Larger established companies should be mentoring smaller companies during this period to increase the probability of success. If the new companies can't succeed, they should be allowed to fail.
Changing Responsibilities and Roles: The Private Sector
Building on the competitive advantages of the inner city while overcoming its competitive disadvantages will require the commitment and involvement of government, business, and the nonprofit sector. All three will have to abandon old ideas and practices to address the inner-city challenge from an economic perspective -- and the private sector must take the lead, motivated not by charity but by economic self-interest.
Entrepreneurs, managers, and investors, because they alone have profit-oriented motives and incentives, will seek out the best opportunities for creating wealth. The business community, however, must rethink its strategy and adopt new attitudes to succeed in the inner city. Most private-sector initiatives today -- contributions to inner-city social-service agencies or participation in preferential contracting programs -- are fueled by charitable motives. However well intended, they do not contribute much to building a sustainable inner-city economic base. The private sector will contribute more when it focuses on what it does best: creating wealth and building competitive businesses.
Six goals should guide private-sector initiatives:
1. Create and expand business activity in the inner city. The most important contribution a company can make in the inner city is simply to do business there. Inner cities hold untapped potential for building profitable businesses if companies seek out and seize the opportunities that build on the area's true advantages. Retailers, franchisers, and financial-services companies have immediate opportunities. Franchisers represent an especially attractive model for inner-city entrepreneurship because they provide a tested business concept, training, and support.
Controversy has surrounded the efforts of mainstream retailers -- ranging from supermarket chains to Wal-Mart to Walgreens -- to locate in inner cites. Many argue that outside firms do not benefit the inner city because they damage local merchants and siphon profits away from the community. Such arguments reflect the old failed model. Some small percentage of sales do leave the community, but the wages paid to inner-city residents and the lower cost of living that efficient businesses bring to inner-city residents more than compensate for the loss. And while some local merchants may suffer, the large retailers will generate additional foot traffic for new and existing locally owned businesses.
2. Tailor operating practices to meet inner-city needs. Successful inner-city businesses have learned to tailor their products, services, and operating practices to the local market. Goldblatt's, for example, understands that its customers buy to meet immediate needs, and it has matched its merchandising to customers' buying habits. Unlike suburban retailers, which stock a large selection of winter coats in the fall, Goldblatt's shows its winter coats in the winter. One way companies improve their understanding of the inner-city market is to build relationships in the community and hire locally. Neighborhood employees build loyalty from neighborhood customers and help stores customize their product offerings.
3. Deal with disadvantages creatively. Government is not the only group responsible for minimizing the disadvantages of doing business in the inner city. Some companies have pioneered creative tactics for dealing with, for instance, security issues. MetroTech, a back-office-operations complex in Brooklyn, serves financial firms in the nearby Wall Street area. While MetroTech is located in a high-poverty and -crime area, its developers created an 18-acre campus that could support 4 million to 8 million square feet of office space. Thus, they spread security costs among a large number of businesses, and tenants collectively pay only 33 cents a square foot for 24-hour security service. Furthermore, in such a large business complex, the perception of security, just as important as the reality, is also enhanced.
Transportation improvements added to the perception of security at MetroTech, especially for customers and employees who travel to and from the site. MetroTech enlisted the city governmen


text: hi all, i want to start my thesis on the issues of cluster memory management. i am interested in working on "Network RAM" and "DSM". i went through few papers and i realised that at some point we always required "network ram". i also feel that if we try to have severless ram ( or ram without any central controller) we can have better life. Also i am pretty confused about network ram, is it a seperate thing or its a layer beneath "DSM". can anybody clear my doubt and give me some ideas about where to start looking for some work. thanks all for the support, anand ------------------------------------------------- This mail sent through IMP: http://horde.org/imp/


text:
Florence, Ala. - At approximately 10:00 a.m. Monday morning, the Coker College Golf Team will tee off in the first of three rounds at the 2009 Southeast Regional Golf Tournament at the Robert Trent Jones of the Shoals Fighting Joe Course in Florence, Alabama. Coker is looking to make their way back to the NCAA Division II National Championship for the first time since 2006.
The Cobras are part the 20-team Super Regional comprised of teams from the Southeast and South Regional tournaments, hosted by the University of North Alabama. Last year Coker finished just short of a National Championship bid, placing fifth in the regional tournament.
A total of eighty teams and 32 individuals were selected to participate in the four super regionals, in which two regions will meet and conduct regional tournaments. The regional tournaments will be paired as follows:
Atlantic and East, South and Southeast, Midwest and South Central and Central and West
The top five teams and the top two individuals not with a team from each regional (regardless of region) will advance to the finals The finals will be hosted by Western Washington University.
Coker is competing in what is considered the toughest region in the nation. A team from either the South or Southeast Region has won the last 15 straight Division II championships and 24 of the last 25.
The Cobras are fresh off a second place finish in the 2009 Conference Carolinas Tournament and have only placed below fifth in one of 10 tournaments this entire year.
Fans can follow all the regional action live via the internet with Golfstat Live Scoring, simply visit www.golfstat.com and click on the Southeast/South Regional.
Teams competing in each regional are as follows:
Southeast Region:
1. Columbus State
3. Clayton State [Peach Belt Conference]
4. South Carolina-Aiken
5. Lander
6. Coker
7. Barton [Conference Carolinas]
8. Newberry [South Atlantic Conference]
9. Belmont Abbey
10. Armstrong Atlantic
1. Jordan Walor, North Carolina-Pembroke 2. Chase Carroll, Tusculum 3. Scott Woodard, Mount Olive 4. Adam Sheriff, Anderson (South Carolina)
South Region:
1. Nova Southeastern [Sunshine State Conference]
2. Florida Southern
3. Lynn
4. Barry
5. North Alabama [Gulf South Conference]
6. West Florida
7. Valdosta State
8. Arkansas Tech
9. Rollins
10. Florida Tech
1. Cole Cisbani, St. Leo 2. Brandon Hartzell, Delta State 3. Ryan Chitwood, West Georgia 4. Mark McGuire, St. Leo


text:
Boulder County commissioners on Thursday denied a skydiving company's application to continue using a 5.6-acre parcel on a Gunbarrel-area farm as a landing zone for parachutists.
Thursday's unanimous decision by Commissioners Cindy Domenico, Deb Gardner and Elise Jones means that the Boulder Municipal Airport-based Independent Skydive Co. will have to cease using the landing zone about a quarter mile south of the intersection of North 79th Street and Mineral Road. The site is part of a larger 36-acre area on Charles-Rodgers property at 5980 N. 79th.
Independent Skydive Co. owner Jeremy Divan, who's been using the property as a landing zone since September 2011, said after the meeting that it's his understanding that he'll have to stop using it immediately.
Divan predicted it may take six or more months to find another suitable landing zone for his businesses' skydiving clients and customers, and to try to get Boulder County's permission for converting that site to an "outdoor recreation use," if it's in an unincorporated area in this county.
County commissioners emphasized that their decision wasn't based on complaints and concerns brought by skydiving operations critics -- including critics of Mile-Hi Skydiving, based at Longmont's Vance Brand Municipal Airport, as well as Divan's Independent Skydive -- about the noise and flight patterns of the planes carrying the parachutists. Those are issues regulated by agencies such as the Federal Aviation Administration and the airports themselves, and not by the county, commissioners insisted.
Said Gardner: "We really don't have any jurisdiction over the air space."
Instead, commissioners endorsed its Land Use Department's recommendation: that the county deny Independent Skydive's application because neither the 5.6 acre landing site nor the larger 36-acre area in which it's located are big enough to prevent parachutists from landing on adjacent and nearby properties.
Land Use staffer Steven Williams wrote in a memo to the commissioners that the department couldn't conclude "that the proposed property can sufficiently accommodate the proposed use and may rely on the use of adjacent properties to receive errant skydivers or to retrieve associated equipment." The memo said the county staff doesn't believe "it is reasonable to expect adjacent property owners to ... bear this direct of an impact" when landings occur off-site.
The 15 people who testified at the Board of County Commissioners' Thursday hearing on Independent Skydive's application included supporters as well as critics of the company's proposal to continue using the farmland for landings.
Marc Horan, who said he works at Boulder Municipal Airport, said the plane Divan uses to carry skydivers is one of only 167 aircraft based at the airport, and "eliminating his operation is not going to eliminate the noise" of planes arriving or departing from that facility.
Horan also asked why the county would want "to eliminate the fun for thousands of people" who enjoy skydiving or want to try it.
But Longmont resident Wayne Wolfe described what he said is the continuous noise from Mile-Hi's skydiving aircraft -- planes he said sometimes pass over his neighborhood every 15 minutes -- a situation Wolfe said "shouldn't be allowed in the quality of life in Boulder County."
Commissioner Jones encouraged Divan to check out other possible land-zone locations that wouldn't raise the land-use concerns that the North 79th Street area did, "and see if you can get to 'yes' on another site."
John Fryar can be reached at 303-684-5211 or firstname.lastname@example.com.


text:
SIA Product Round Up, Day Two
It's day two and our eyes are about bleeding from product overload. So much to see, so little time. Here's what caught our eyes today.
Want more 2013 gear? Click the link for the SIA product round up from day one snowboarding.transworld.net/1000169246/featuresobf/sia-product-round-up-day-one/
Or here: business.transworld.net/85147/features/sia-kicks-off-in-denver/
Or here: snowboarding.transworld.net/1000168757/featuresobf/fresh-goods-from-the-front-line/


text:
Catel.MVVM library which contains the MVVM framework available in Catel. This MVVM framework solves actual
real-life development problems when using MVVM for professional applications written in any XAML language
such as WPF, Silverlight, Windows Phone and WinRT.
This is a prerelease version of Catel.MVVM.
There is a newer version of this package available.
See the version list below for details.
See the version list below for details.
Install-Package Catel.MVVM -Version 220.127.116.112111521-beta
dotnet add package Catel.MVVM --version 22.214.171.1242111521-beta
paket add Catel.MVVM --version 220.127.116.112111521-beta
The NuGet Team does not provide support for this client. Please contact its maintainers for support.
- Catel.Core (>= 22.214.171.1242111521-beta)


text:
Red Lion Hotels Opens Franchise in Oakland, CA
SPOKANE, Wash., Feb. 17, 2011 // PRNewswire // -- Red Lion Hotels Corporation (NYSE: RLH) announced today that the Red Lion Hotel Oakland International Airport in Northern California has officially converted to the brand.
"The sheer power of joining a known brand has already helped our property gain exposure," said Rao R. Yalamanchili, who owns the hotel along with Srinivas Yalamanchili. "When we were considering moving from an independent hotel to a brand, we ultimately selected Red Lion Hotels because the company is also an owner of hotels and understands what it is like to be in the operator's role."
"This property is a strong addition to the Red Lion Hotels footprint," said Rich Carlson, Vice President of Lodging Development for Red Lion Hotels Corporation. "Growing Red Lion's presence in the Bay Area is essential to growing the brand throughout California."
The Red Lion Hotel Oakland International Airport, 150 Hegenberger Road, is a full service property with 189 rooms and more than 4,400 sq ft of meeting space with a continuous shuttle just minutes from the airport.
"We are already receiving reservations through the Red Lion system," said Sanjiv Patel, General Manager of the Red Lion Hotel Oakland International Airport. "We were pleased to have welcomed our first Red Lion guests this week."
About Red Lion Hotels Corporation:
Red Lion Hotels Corporation is a hospitality and leisure company primarily engaged in the ownership, operation and franchising of midscale full, select and limited service hotels under its Red Lion® brand. As of September 30, 2010, the RLH hotel network was comprised of 43 hotels located in eight states and one Canadian province, with 8,384 rooms and 419,987 square feet of meeting space. The company also owns and operates an entertainment and event ticket distribution business. For more information, please visit the company's website at www.redlion.com.
SOURCE Red Lion Hotels Corporation


text:
Software objects are the de facto programming paradigm for engineering intelligence into modern computer systems. Objects' labyrinth of inheritance, polymorphism, and encapsulated data, intermeshed with ifs, whiles, and for loops, are the basis for flying airplanes, producing health diagnoses, and surfing the Web. Sometimes we escape this rigid paradigm and place the program intelligence elsewhere, such as databases and files. In most cases, knowledge solutions are a hybrid of approaches. Each method has its advantages and disadvantages. An alternative approachgraphsoffers a contrast to these traditional holders of programming intelligence. Graphs have improved significantly with the coming of the Semantic Web, where graphs are a key tenet. In this article, we introduce graphs through a comparison with objects. This approach illustrates some key advantages while stirring up a little controversy. Some would say we should start with comparing graphs to databases and other similar approaches, but this would constrain graphs to a more traditional role. Graphs, as you will see, can help in all areas of knowledge management, including Web 2.0 and beyond.
What do we mean by "programming intelligence" and what are its key attributes? Programming intelligence is not of the sentient, human kind. We mean the intelligence that represents sequences, relationships, algorithms, and the like. As the developer, you must constantly choose between the trade-offs of the various methods, such as programming steps themselves, databases, and files. Here are some key concepts to consider:
- Expressiveness. Represent the degree of complexity captured by the chosen method. Complexity includes types of facts such as numbers and strings, relationships such as inheritance, containership, aggregation, peer, and constraints such as less than 10.
- Integration. This drives the useful expansion of knowledge. Impedance mismatches caused by a different syntax and/or different semantics force you to create cumbersome translation routines or just not integrate at all.
- Resource Use. Programming complex knowledge runs within hardware and hardware has real-world constraints. Resources consist of network bandwidth, processor cycles, memory locations, and/or disk locations. The approach must balance the knowledge requirements with the available resources.
- Scalability. The approach must be able to expand and contract in several dimensions such as size, complexity, and performance.
- Interrogation. The ability to ask the right question and receive the right answer significantly increases the value of the programming intelligence. This extends to answering ad-hoc questions not originally planned.
- Flexibility. Escaping the speciousness of the waterfall process, modern development processes, especially complex, intelligence-based systems, must absorb change throughout many incremental, interactive deployments.
- Integrity. The intelligence must maintain its consistency and correctness. This is especially important as an application moves data around. If there is minimal integrity, many programming steps are repeated to ensure that a float remains a float, a string remains a string, a specific integer never exceeds 100, and so on.
How does Web 2.0 impact these attributes? Web 2.0 represents three significant trends: scale, change, and integration. Web 2.0 has evolved the emphasis on systemsthey must scale rapidly, quickly adapt to new possibilities, and easily integrate with others. Thus to be Web 2.0 enabled, you must carefully consider how your development choices incorporate these Web 2.0 trends. Additionally, the intelligence of your program becomes even more of a key assetyou no longer must do everything from moving data bits to a fancy GUI. If you can incorporate the trends into your solution, many Web 2.0 possibilities are already there for your integration. You can then focus on what you do bestyour smarts.
Now let's examine some code examples that highlight the differences between objects and graphs. The complete code example is available online at SemWebCentral (www.SemWebCentral.org) and from DDJ; see www.ddj.com/code/. We selected a well-understood and completely original programming applicationthe digital marketplace. We also introduce changes as we build out the application. Two complete solutions are presented: object based and graph based. We start with the object based.
The code highlights five major aspects, such as how to:
- Represent knowledge
- Create instances of knowledge
- Integrate knowledge
- Interrogate knowledge
- Change the representation
The better the representation, the better the semantics, but it must be able to work efficiently within the real-world constraints.


text:
It is India's future that keeps Mr. Kapil Sibal, India's Human Resource Development (HRD) Minister, awake. Last week, the World Bank hosted Mr. Kapil Sibal who spoke to a 120 strong crowd about "India and the World – Lessons Learnt and Contributions Towards the Global Knowledge Economy. " During the lively discussion chaired by World Bank's Tamar Manuelyan Atinc (Human Development Network Vice President) and moderated by Michal Rutkowski (South Asia Human Development Director. Mr. Sibal highlighted how India can contribute to the global knowledge economy.
Mr. Sibal, a well known Indian politician, is famous for his effort in enacting the Right of Children to Free and Compulsory Education (RTE) Act, which provides every child between 6-14 years free and compulsory education. With so many challenging issues to be solved for education in India, I was impressed with what Mr. Sibal has implemented so far as well as his grand vision for leading the country to achieve continued growth and prosperity.
While he spoke about several topics ranging from teachers' quality, comprehensive continuous evaluation (new student assessment framework), and national vocational education qualifications framework, two things caught my attention. The first was a $35 tablet PC, Akash, meaning "Sky" that he showed the audience. The ministry plans to provide these innovative and affordable devices to students deprived of internet access, in an effort to enhance access and connectivity in education. The tablet PC is one of the tools that the HRD ministry wishes to leverage to achieve one of their goals -universal access to quality secondary education by 2020. India's investment in basic education over the past decade through the Sarva Shiksha Abhiyan (SSA) program has achieved an enrollment rate that is close to 100% (net enrolment ratio of primary level education was 98% in 2009-10). However, the quality of education remains a challenge although efforts are being made to address these issues. I hope that Akash will not only be a gadget to attract attention, but can also serve as a platform to help solve these issues in an innovative way.
Second, Mr. Sibal emphasized the importance of higher education. In order to generate wealth, ideas, innovation, and new services in the country, universities play a key role through developing industry-university relationships and conducting research. As a part of the higher education reform, Mr. Sibal plans to increase the number of accredited institutions and open up education to the private sector, collaborate with foreign universities, and offer dual degree programs to increase the educational options for students. I believe that this will spur more competition among universities and enhance the quality of education in the future.
Listening to Mr. Sibal's speech motivated me to contribute my best as part of the World Bank's education team. When I participated in the joint review mission for SSA this summer, I saw how his vision has been implemented on the ground. For example, each state is taking innovative actions to improve the quality of education and involving communities in overseeing what is happening in schools. One thing I noticed was the need for states to communicate more effectively among another and implement best practices. This will allow Mr. Sibal's vision of universal education and building a knowledge economy to be implemented quickly and successfully.
It was very fulfilling to hear Mr. Sibal's vision for India's future as an emerging leader in the global knowledge economy; as a result, I can sleep better at night.
This blog glosses over the
Thank you for the comment, Ulrich
Knowledge Economy
Sudershan, it is good to hear from
I applaud Mr. Kabil Sibal and
Rachel, thank you for the comprehensive comment.
About India, so take care of world bank money, its for poor ppls
Siddiq, Thank you for the comment.
Saori, thanks for the great
Nice !
tablet problems
Hi Saori,
Hi Saori,
Allow me to be the contrarian.
"Right of Children to Free and Compulsory Education (RTE) Act" sounds great on paper. India has 28 million children between the age of 6 and 14 working - many in abominable conditions in coal mines.
What did Kapil's agency do for them when they were in power for 10 years? Did the numbers go down?
I am surprised that he is still gloating about "Aakash" which was another Government boondoggle. It was a spectacular failure - the device is of poor quality ,low battery life and just too complicated to be used by poor villagers who never saw a computer in their lives. It was a blue baby, but hey anyone can declare "Mission Accomplished".
India has all the laws that a civilized nation needs, but we have so many corrupt Govt. officials that those laws are never enforced and the worst impacted are the poor. Instead of going to school, the poor kid works in a coal mine with bare hands all day, earning pennies for his illicit labor. We do have the laws, but the Mining companies pay the officials to look the other way. Kapil Sibal was one of those politicians who defended the corrupt and blamed the media for making up corruption scandals, so I have zero respect for him.
" Sarva Shiksha Abhiyan (SSA) program has achieved an enrollment rate that is close to 100% (net enrolment ratio of primary level education was 98% in 2009-10). "
There are lies, damned lies, and statistics! If you visit India, you will see more than 2% of school age kids picking rags, begging, cleaning in restaurants..


text:
Twins Snap 10-Game Skid with 3-2 Win over Tigers
DETROIT (AP) - Joe Mauer homered and had three hits, helping the Minnesota Twins snap a 10-game losing streak with a 3-2 victory over the Detroit Tigers on Saturday.
Mauer had already earned the ire of Detroit fans when he broke up Anibal Sanchez's no-hit bid in the ninth inning Friday night. He was booed when came to bat in the first inning Saturday - then booed some more after his solo homer to right field.
The Twins scored three runs in the first, and that was enough. P.J. Walters (1-0) went six innings, allowing two runs and eight hits.
Four relievers finished, with Glen Perkins pitching the ninth for his ninth save in 10 chances.
Detroit's Doug Fister (5-2) allowed three runs and eight hits in seven innings.