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South African Journal of Science
On-line version ISSN 1996-7489
Print version ISSN 0038-2353
S. Afr. j. sci. vol.106 n.7-8 Pretoria Jul./Aug. 2010
A review of performance standards to monitor, evaluate and assess the impact of technology transfer offices
Sibongile Gumbi
Smart Innovation, Johannesburg, South Africa
The conversion of scientific discoveries to new products and processes and their launch onto the market can be a lengthy process. Similarly, it takes many years before the impact of scientific research on society and the economy is realised and a further length of time before its performance can be measured. Higher education and research institutions, and their governments, often make significant investments into intellectual property management and technology transfer activities through legislative and policy development, human resource development, financial allocation and infrastructure improvement. Since returns on such investments are not immediately apparent, it is important to establish a means by which the impact of their efforts can be determined. In this paper, I examined the measures and indicators that could be developed by institutions and their stakeholders in order to monitor, evaluate and determine the impact of research output and outcomes on the market.
Keywords: higher education and research institutions; impact assessment; intellectual property; monitoring and evaluation; performance measurement; research and development; technology transfer
What's the use of running fast if you're not on the right road? - Old German Proverb1
South African higher education and research institutions are growing to appreciate the value of intellectual property (IP), which is evident in the establishment of in-house IP management and technology transfer offices (TTOs) to manage the various aspects related to IP and its transfer from the research environment to the market. The capacity to manage IP varies considerably across institutions; the Council for Scientific and Industrial Research, the Medical Research Council and the Universities of Cape Town, Pretoria, the North-West, Stellenbosch and the Witwatersrand all having relatively well-established and resourced TTOs,2,3,4 while, at the other end of the spectrum, some institutions may have a single person who, in addition to other responsibilities, is expected to oversee the institution's entire IP management portfolio and its transfer to the market. As the level of awareness, experience and knowledge of IP and all its facets increases, TTOs are using more sophisticated methods to manage and transfer IP to the market, as is evident from the structures and policies being implemented for these activities. Furthermore, institutions are developing the capacity and capability to effectively exploit existing and newly generated IP.3
Figure 1 is an illustration of IP value as a function of the strategic use of IP.5 As indicated in the figure, the most basic function is to create and maintain IP, which is now standard practice at the more research-intensive institutions in South Africa. On observation, the majority of local institutions operate between level 0 and level 2 of the illustration. As institutions graduate from the start-up phase, gaining more transactional experience and know-how, and as increasing resources are deployed to IP management and technology transfer activities, it becomes necessary to monitor and evaluate the performance of TTOs.
Several stakeholders have an interest in TTO operations. Scientists require reasonable turnaround times, good coordination, effective IP management and successful technology transfer of their ideas to the market. Institutional leaders are under increasing pressure to justify their spending on IP protection, human resources, training and technology transfer activities and would therefore want to evaluate the effectiveness and efficiency of TTOs. Government, on the other hand, is concerned with the contribution of science and technology to the application of various socio-economic solutions that result in the betterment of people's lives.
I have thus structured this paper in two parts: Part 1 discusses the importance of a monitoring and evaluation (M&E) system and the value that institutions could derive from implementing such a system, while Part 2 deals with common indicators to assess the performance of TTOs.
Definitions relating to monitoring, evaluation and impact assessment
An undefined M&E and impact assessment system is open to varying interpretations and, as a result, variable outcomes can be anticipated. For the purposes of this paper, the terms 'monitoring', 'evaluation' and 'impact' shall have the meanings set out below.
'Monitoring'6 involves data recording, analysis, reporting and information storage. It is the continuous assessment of TTO activities against (predetermined?) expected deliverables. The outcome of monitoring should be a set of corrective actions at the operational level.
'Evaluation',6 on the other hand, is a periodic assessment that involves the analysis of data generated during monitoring, as well as information gathered from other sources. The recommendations generated from the evaluation process are used to affirm or modify objectives, resources and processes.
'Impact'6 is the intended and unintended effects of a given intervention on target beneficiaries. The resulting impact can include economic, sociocultural, environmental and institutional effects and can affect production. Depending on the result of the impact, behaviour, practice and/or circumstances could change.
Why is M&E and impact assessment important?
Monitoring is a valuable management tool that can be used to improve technology transfer initiatives by identifying aspects that are working according to plan and yielding positive results, while also identifying those initiatives that require mid-course corrections.6 Competence is required to develop relevant indicators for implemented initiatives and required interventions. At the same time, capacity is necessary for information collection, analysis, verification and reporting. Developing structures to carry out all of these activities requires management commitment, resources and time allocation. However, without appropriate robust incentives, whether monetary or non-monetary, institutions are unlikely to focus on the development of M&E systems.
Besides reporting on institutional performance, a good M&E system assists with decision-making, planning, strategy and policy development. Through self-monitoring and benchmarking, monitoring can help to increase the effectiveness of staff performance, identify staff development needs and facilitate the establishment of management standards, with the aim of improving working practices and efficiencies by identifying system, process and practice problems and opportunities. Furthermore, effective evaluations enable institutions to remedy problems timeously, thus managing risk. M&E systems offer accountability for resources invested.
Selecting an evaluation system
An effective M&E system needs to have a structured set of indicators, as well as a clear and simple approach to assessing the impact on beneficiaries. There needs to be provision for collecting data and managing records that enables the information to remain accessible. Systems for gathering, analysing and reporting information need to be sustainable and, for this, resources and capacity are required. When choosing an M&E system, institutions need to determine6:
What should be measured?
For whom it should be measured?
For what purpose it should be measured, that is, what is the intended use of the results?
How it should be measured?
How the data will be collected and stored?
When, and in what form, is the information needed?
Who will collect, analyse and present the information?
The above issues will influence the type of evaluation chosen and, therefore, the time and resources allocated to this exercise.
Characteristics of a good evaluation system
South Africa needs to build a community of practice from which to learn, against which to benchmark and with which to monitor TTOs. Performance evaluation systems need to be balanced by ensuring that they are not driven solely by quantitative data, but also by an evaluation of qualitative information. Data should be used to ask questions and stimulate debate, but should not be the end in itself. For instance, poor results do not necessarily mean poor execution or negative impact, but could be a result of challenges that need to be addressed. Good performance evaluation systems should be transparent to ensure credibility; they must be simple for easy adoption and implementation, as well as cost-effective. These systems provide a valuable tool for management and continuous improvement; however, their use is valuable only for as long as the measures are a good approximation of reality and only to the extent that individuals have not tried to adjust the performance results.
Requirements of the Intellectual Property Rights Act of 2008
The South African national research and development strategy7 (R&D strategy) refers to the need to develop a
clear approach to intellectual property that arises from publicly financed research, enhance national capacity to manage intellectual property (especially intellectual property derived from publicly financed research) and strengthen the initiatives for the commercialisation of intellectual property.7
According to the R&D strategy,
there is an urgent need for the creation of a proper framework and enabling legislation for the management of intellectual property arising from publicly financed research. This [legislation] will define the 'playing field' for publicly financed research and research that is undertaken in parastatal institutions.7
The Intellectual Property Rights from Publicly Financed Research and Development Act (IPR Act) was enacted in December 2008.8 The objective of this Act is to make provision that intellectual property emanating from publicly financed research and development is identified, protected, utilised and commercialised for the benefit (whether social, economic, military, or any other) of the people of South Africa. The purpose of this Act is, therefore, to inter alia:
Provide for a more effective use of IP emanating from publicly financed research and development.
Establish the National Intellectual Property Management Office and the Intellectual Property Fund.
Provide for the establishment of institutional TTOs and other related matters.
In order to fulfil the above requirements, higher education and research institutions will be expected to establish M&E systems to track their IP management and technology transfer activities, as they will have to report to the National IP Management Office. Data collection and reporting is only half the work, because analysis of the reported data is necessary to identify trends and assess actual performance against predetermined targets or external benchmarks.
Functions of a TTO
A typical TTO is responsible for a wide range of activities that include,9 (1) vetting contracts for IP-related clauses and ensuring that they comply with the institution's policy and guidelines for IP management, (2) creating awareness of the importance of IP and the need for proper IP management within the research community, (3) implementing policies and processes to identify, protect, evaluate, commercialise and realise value from IP and technology for the benefit of society and industry, (4) ensuring that institutional research practices and operational activities are in line with IP management policies and guidelines, (5) ensuring that contracts are executed and monitored closely and that, overall, the IP portfolio is managed efficiently, (6) providing the research community with access to the relevant expertise and advisory services that are required, (7) facilitating the transfer of technologies to the market and society through licensing, donating or selling and (8) keeping up with current IP and technology transfer management trends and practices in the field. Furthermore, TTOs are often expected to regularly scan the market for commercialisation opportunities, infringement of the institution's IP, as well as developments by competitors and so on.
Relationship between the TTO and other organisational units
The TTO cannot operate in isolation of other administrative functions in an institution. For instance, a close working relationship is required between the IP management and research contract units to ensure that research agreements are in compliance with current IP management guidelines. The finance office often plays a role with regard to the financial aspects of a transaction, such as when to issue royalty payment invoices and providing information about when revenues will flow into the institution and the amounts of royalty and milestone payments expected. Furthermore, institutions need to budget for IP protection and technology transfer activities, such as market research analyses, business plan development and IP valuations. Human resource managers should play a role in ensuring that employee contracts are in line with institutional policies on IP ownership and in handling conflict of interest matters, disciplinary action and, in general, the rights of employees vis-à-vis the IP policy. Institutional leadership is interested in monitoring key performance, meeting targets and realising value from the investment in IP management and technology transfer activities. To this end, an M&E system needs to identify co-dependencies between the TTO and other units within an institution, to assign accountability to the appropriate group and, where necessary, provide appropriate weighting to the contributions of the various players.
Developing evaluation indicators
Evaluation approaches and indicators will differ according to the business model used by the TTO. Indicators used to measure a cost, as opposed to a profit centre, will be different and, as such, the model used to establish the TTO may differ from one institution to another, taking the form of9:
an in-house TTO
an independent company, wholly owned by the institution
a function within a larger portfolio, such as the grants and contract research management office
an external function, which is outsourced to a consulting or professional company
a combination of the above.
Measures used to evaluate the performance of a TTO may be influenced by the operational model of the office and can be both quantitative and qualitative. Measures of performance comprise an evaluation of input measures, such as research expenditure, which is linked to the output of the TTO in the form of patents, licences, start-ups and so on. Measures of internal process efficiencies and performance would then be considered, followed by measures of the productivity of the research community in generating new IP and inventions. Measuring process efficiencies, whereby the speed with which cases received are cleared and the volume decreased, is a less developed area of IP management evaluation.
Inputs are resources required to initiate a programme of activity (e.g. people, funds and equipment), while activities are the actions required to achieve a given objective.1 Certain IP management activities may take several years, for example, an application for an international patent may take a number of years to be granted. In such cases, it is sensible to develop in-process measures linked to the stages of the application process. Thus, as each examination stage is reached, the office is acknowledged for its accomplishment.
At the other end, one finds the immediate outputs, which are the observable products of the programme, such as the number of patents granted and licence agreements signed, as well as the outcomes - the long-term results of what a programme or process sets out to achieve. While an output could be the actual granting of a patent, an outcome would be the patenting success, based on the increased number of international patents granted or the extent to which a patent is successfully commercialised.
It is essential that performance measures promote appropriate behaviour among TTO staff and within the research community. Moreover, the objective of the implemented measures should support the institution's IP policy and strategy. For instance, if the objective is to increase the number of patents granted at the institution annually, it would be counter-productive if the measure used to reward researchers is limited solely to scholarly publications, to the exclusion of patents. Therefore, an institution needs to consider the drivers of research output, in relation to the use of incentive models, in order to assess how organisational behaviour can be managed.
Mary Sue Coleman, President of the University of Michigan, summarises the ultimate role of most institutions as follows:
Many people are often confused about why we are interested in technology commercialisation, in nurturing start-up companies, and in facilitating more patents and licence agreements. It's not about the promise of future revenues that might be generated from this activity. It is not about the money. Technology transfer must serve our core mission: sharing ideas and innovations in the service of society's well being.10
It is therefore important for decision-makers not to focus solely on the potential monetary gains, but to look at the broader role of institutions in respect of knowledge transfer. Knowledge-sharing enables further research, leading to the development of new and improved processes, products and services. By facilitating this transfer, TTOs are instrumental in promoting innovation that ultimately benefits the public. TTOs provide a service to the academic community by creating, supporting and maintaining research partnerships with industry, as well as by promoting economic development and ensuring a fair compensation for institutional IP.11 In essence, the role of the TTO is to expand the traditional knowledge that is generated and the publication-driven mission of the institution, to ensure that R&D results achieve at least one of the following outcomes:
income generation for the institution
service provision for the benefit of the research community
economic development in relation to industry partnerships
an increase in contract research and collaboration opportunities with industry and other institutions owing to perceived institutional strength
jobs created through new start-up companies.
Challenges of applying the M&E system to IP management and technology transfer activities
The IP management and technology transfer environment presents its own unique set of challenges in terms of monitoring, evaluation and impact assessment. Firstly, there are long time lags associated with the different IP management and technology transfer processes. These raise the question of whether or not researchers should be rewarded for milestone achievements and what these milestone achievements should be.
Secondly, TTO managers often have limited direct control over certain activities, because the completion of these activities may be dependent on other collaborative or research partners. In addition, certain activities do not take place by design and are not always subject to pre-determined schedules. Under such circumstances, it is not easy to determine the contribution of the TTO.
Thirdly, institutions need to develop the appropriate capacity to develop M&E systems and processes, the expertise to carry out M&E functions correctly, the financial resources to support M&E activities, and representation throughout the institution in order to implement a robust M&E and impact assessment system.
Fourthly, it is not always possible to link cause and effect in the context of IP management, due to diverse external factors that influence management and technology transfer processes, for example, institutional and national policies and legislation that facilitate the transfer of knowledge and technologies to the market, thus contributing to the transfer outcomes and impact achieved.
Fifthly, it is a continual challenge to implement an M&E and impact assessment system that satisfies the needs of, and is relevant to, the wider group of IP stakeholders. The government or investors (both local and international) often want to be informed of the outcome and impact of the interventions they have funded and thus require, as a part of the funding conditions, that institutions implement an M&E assessment and reporting framework that reveals such outcomes and impacts when they occur. The results of a technology programme and its implementation thus impact:
the organisation conducting the research
the client or the organisation funding the work
industry and society
the country and region to which the technology has been transferred.
Finally, M&E frameworks need to adequately address data quality and evaluation methodology shortfalls that exist with all assessment methods.12 The assessment methods used need to be appropriate and aligned with the objectives of the TTO being assessed. Qualitative assessment methods are generally more complex because they are subjective and focus on descriptions to describe symbols or experiences, which means that they are difficult to validate and, therefore, they can compromise credibility.
Understanding performance measures
This section is intended to assist TTOs with designing performance measures. As mentioned in Part 1, dynamics, such as legislation, national and institutional policies and strategies, have a bearing on the performance measures used. Broad performance measures include the different forms of technology and knowledge transfer within a research institution; or they could focus exclusively on IP and technology transfer activities. Figure 2 provides an illustration of a typical performance assessment cycle.1 Planning processes should be inclusive to ensure that users are familiar with the assessment tools that will be used to determine performance. An understanding of the targets, goals and standards against which performance will be evaluated will ensure that assessment outcomes are not disputed or rejected. While performance targets should have a degree of flexibility, they should also be realistic, with certain actions being implemented in response to performance results. In this way, M&E becomes a continuous activity of the TTO.
Elements of M&E and impact assessment
To implement an M&E and impact assessment system successfully, the following elements are necessary1:
Leadership support and commitment
M&E and impact assessments will not be properly done unless institutional leaders demonstrate a sustained level of support by committing resources to an assessment system, as well as by calling for assessments to be carried out and advocating their importance to the organisation.
A desire and culture for accountability
Institutions must be held accountable for the use of public funds. To this end, M&E and impact assessments should form an integral part of the research process and should not be viewed as an onerous responsibility in the daily research activities, but rather as one that fosters a culture of accountability.
A conceptual framework
It is important to realise that M&E and impact assessment is a process and not an event. Therefore, such a process must be structured in a way that all parties understand what is required of them and how they can use the outputs to benefit the institution.
Strategic alignment
An assessment framework must be linked to the goals and objectives of the TTO, which, in turn, are linked to the objectives of the overall research programme and, ultimately, the institution. Therefore, assessment indicators should generate a report that will enable evaluators to determine how well a given intervention is achieving strategic objectives.
Commitment to excellence
It is important that assessment processes and procedures are of the highest quality so as not to compromise the credibility of results; this requires a sustained commitment to excellence by all parties involved in these processes.
Knowledgeable and trained staff
Staff involved in M&E must be knowledgeable in M&E processes. They need to be trained to ensure that procedures are carried out correctly and that information transfer is effective.
Effective internal and external communication
In order for stakeholders to buy into a new M&E system, the benefits of, and the need for, such a system must be communicated to all relevant stakeholders through a well-prepared awareness campaign.
A reward-oriented culture
Using a punitive approach to ensure adherence to policies and procedures is less effective than encouraging and promoting innovation and performance through an incentive-based reward system.
Integrated data-processing systems
Integration of the data-processing systems used in M&E and impact assessment helps to ensure that those involved in M&E are able to carry out, record and report on any progress made in an efficient and effective manner.
Reasonable timeframes and adequate resources
It needs to be realised that assessments of any nature take time and require resources to perform; quality output can only come from quality input, particularly in terms of time and resources, and so these elements must remain integral to M&E and impact assessments.
Commitment to acting on recommendations
The purpose of any assessment is to determine whether a given intervention has the potential to succeed. If the recommendations of an assessment are not going to be considered at all, then the exercise and resources will have been for nought.
The practical use of M&E and impact assessments
An example of a well-established M&E process is the AUTM licensing survey. Each year, the Association of University Technology Managers (AUTM) conducts a survey of technology licensing and related activities among American and Canadian academic, non-profit technology investment firms. The purpose of the survey is to demonstrate how technology transfer professionals assist researchers in bringing new products and services to market for the benefit of society and the economy.10 The survey assesses the following components, (1) the level of research expenditure, (2) new products introduced to the market, (3) the number of start-up companies launched, (4) the number of disclosures received by organisations, (5) the number of licences and options signed and patents issued and (6) the number of start-up companies still in operation. Similar surveys have been established in South Africa, the United Kingdom, Australia and Switzerland.13,14
The use of quantitative indicators is common when determining the performance of a TTO. Other approaches that have been used in this area include:
peer review by an expert panel of assessors
economic methods such as ratio and cost benefit analyses
customer and beneficiary surveys
case studies that provide qualitative information.
Table 1 provides a summary of common M&E methods and their strengths and weaknesses.15,16
IP management and technology transfer measures IP management indicators
The number of invention disclosures registered: An invention disclosure is the point where a researcher begins to share information on a potential discovery with a TTO, which, effectively, is the start of the technology transfer process. Typically, an invention disclosure will entail an evaluation of the technology, which will possibly lead to its protection and commercialisation. Measuring the number of disclosures is particularly important in situations where IP protection is not possible, or a decision is made not to protect the invention. Furthermore, this could indicate the extent of awareness of IP within an institution. In addition to counting the number of patents, the number of disclosures will reveal serial inventors and creators of IP. A well-structured invention disclosure process will not only capture patentable inventions, but non-patentable discoveries as well and can be used to track the participation of researchers in the technology transfer process. It is also useful to monitor performance by tracking the number of disclosures that are not only converted to patent applications or patents, but also those that are 'converted' into successful technology transfer opportunities and ultimately applied in industry and society.
The number of provisional patent applications: This measure could be a proxy for future patenting potential. A provisional patent application allows for patent filing without any formal patent claim, oath or declaration, or any information disclosure (prior art) statement. This measure provides the means to establish an early, effective filing date in a non-provisional patent application and allows the term 'patent pending' to be applied.
The number of South African patent applications granted: The South African patent registration office does not subject patent applications to substantive examination in respect of novelty, inventiveness or utility and, therefore, the weighting placed on this measure needs to be contextualised. Institutions interested in promoting a culture of registering and protecting IP may want to use this measure to encourage and educate the research community. Once researchers are familiar with the processes and practices of IP protection, institutions may decide to apply measures that hold greater value, such as patents granted by examining countries.
The number of international patents, trademarks, registered designs and plant-breeders' rights granted: These are universal measures used as an indication of the productivity of the private and public sector research environment.
The number of Patent Cooperation Treaty applications submitted: Given that it may take 18 months or longer from the earliest priority date to publication of a patent application, it is often useful to include in-process measures that will enable evaluators to track progress and identify problem areas well in advance. Measuring the number of Patent Cooperation Treaty (PCT) applications thus enables evaluators to track the number of patent applications and assess how many of these are eventually granted.
The number of international preliminary reports on patentability issued by the International Bureau: The objective of the international preliminary reports on patentability is to formulate a preliminary and non-binding opinion on the patentability of an invention. The report is issued after a search and analysis of the claims covering the invention and provides a preliminary opinion on the novelty, non-obviousness and industrial applicability of the invention. A positive response could be considered an early indicator for patentability; however, a considerable number of negative reports must be investigated, as this could suggest a problem with the quality of the specifications or claim drafting of the PCT applications submitted. A negative response could also provide a basis for the amendment of claims to remove the objections by the examiners.
The number of publications, conference papers and the like that are accepted: Traditionally, TTOs are not responsible for tracking the number of publications published, even though they fall within the broader sphere of knowledge output. Publications are an important output measure, especially for academic institutions, and their inclusion in a measuring framework is an important element in assessing transfer of knowledge to society and increases the scope of IP measures.17,18,19,20 This calculation, though, is quite complex, with weightings assigned to different types of publication. For example, an entire book will receive a different weighting in relation to a book chapter or a journal paper. Generally, only peer-reviewed publications or a paper published in the approved list of journals are considered.
Patent citations: These are references to prior technology, either in the form of patent applications, patents or other scientific literature, which the current patent builds upon or uses.21 Patent citations are increasingly used as a measure of patent quality and innovation performance. When filing a patent in the United States of America, it is a legal requirement for applicants to supply a complete list of prior articles and, so rather than run the risk of having their patent revoked, applicants quote every reference, even if it is only remotely related to what is being patented.22 For this reason, the US Patent and Trademark Office has significantly more patent citations than any other patenting office, including the European Patent Office. While, patent citations are used to indicate the relative strength of a patent, this measure does not take into account the fact that citations originate from patents of different qualities.
Technology transfer and commercialisation indicators
Financial indicators: The amount of money generated by a TTO is a common indicator of commercialisation performance. This is income obtained from royalty payments or other licence fees (e.g. upfront and milestone payments), sale of intellectual property, research contracts secured as a result of a licensing agreement or linked to existing IP within the institution. This is an output measure used to determine investment into research, development and commercialisation. It also provides an indication of the value of the technology in the market and the level of success with respect to knowledge flow. When assessing financial indicators, the following factors need to be taken into account:
Revenues received as a result of IP-induced research contracts; there is a correlation between the quality and quantity of an institution's knowledge output and the funding it receives in the form of sponsored research.23 A strong IP portfolio in a given domain will attract the attention and interest of industry and other researchers. At the same time, it is also important to note that the conditions placed on sponsored research can influence the institution's ability to patent and publish knowledge generated through such contracts. Such conditions may limit patenting opportunities and therefore influence performance results.
Revenues received from the sale, licensing and/or assignment of IP rights.
The source/s of revenue, because, in certain cases, revenues from highly regarded sources raise the profile of the institution and can be a sign that the quality of research and innovation is of a high calibre.
Non-financial indicators: The actual outputs and outcomes of technology transfer activities are equally important and should be reviewed regularly. The non-financial indicators selected to measure productivity in terms of knowledge and technology transfer should be in line with the general strategies and policies set by the institution. If licensing is of strategic importance to an institution, one would ensure that a count of the number of licenses signed in a given period is included in the performance review of that TTO. Therefore, a pragmatic approach is needed when selecting outputs and outcomes to be included in an M&E system, taking into account the following:
The number of new licences, assignments, donations and options signed; each indicator in this group is a measure on its own and could be divided according to the number of signed and non-income yielding agreements.
The number of new start-up companies (new companies) and spin-out companies (those formed from an existing parent company).
The number of new products, processes or services introduced into the market for both industrial and social good applications.
The number of technology transfer opportunities under negotiation.
The deal flow or stream of technology transfer projects, which provide an indication of the size, sector, complexity and quantity of projects managed by the TTO. An analysis of this information should reveal which resource and capacity issues need attention.
The number of new collaboration programmes and contract research opportunities as a result of IP generated by the institution.
Internal processes: It is not often that institutions use measures of internal process performance in M&E systems. The main reason for this is that internal performance measurement is the least developed area in IP management. Thus said, institutions are beginning to take notice of aspects of internal performance measurement and, in an informal way, estimate how well or badly the TTO is doing in some of the following areas:
The case elimination9 process requires that a well-resourced TTO should demonstrate efficiency in terms of eliminating the number of projects or negotiations to which it is attending. A stage-gate process can be applied where unpromising cases can be abandoned early in the technology transfer process in favour of more promising opportunities, before the office wastes critical resources or incurs excessive costs. This approach enables evaluators to assess the number of cases that pass and fail the technology transfer process.
Measuring the number of iterations with respect to drafting and reviewing of contracts and key documentation considers the number of revisions required for documents and the time spent on each revision. However, the value of this measure, in terms of efficiency, is questionable due to the complexities of each case being assessed.
Assessing case load queue times refers to an evaluation of the number of projects a TTO is handling at a given point in time. The turnaround time of documents submitted to the TTO is important in order to identify blockages in the process, capacity problems and inefficiencies.
Indicators that measure process efficiency focus mainly on managing disclosed technologies and IP and thus can be challenging to implement, unless the TTO has an effective administration system for processing large volumes of documents. Where multiple people are involved in reviewing and processing information, a system is required that allows each participant to register their input and be held accountable for their component of the work.
Institutions need to determine the relevance of the various indicators for their own particular use. They can then substitute, add or discard indicators accordingly.24 In this regard, benchmarking can be most useful in cases where institutions use common indicators. However, benchmarking needs to be approached with caution because one of its common shortcomings is when institutions assume that there are pre-existing benchmarks for everything they wish to measure. It is therefore necessary to investigate and verify the measures being benchmarked. The greatest advantage of a benchmarking exercise is that it gives an institution a reference on the possibilities available in respect to IP management and technology transfer performance. In addition, benchmarking assists leaders in assessing exactly how much improvement is required to achieve superior performance.
Monitoring and evaluation tools
There is a wide selection of software packages available on the market for collecting, analysing and reporting on IP management and technology transfer performance results.25,26 An IP management database should enable users to manage the entire IP and technology transfer value chain. This includes managing projects, IP, contracts and technology transfer. As a result of implementing an information management system, agreements, invention disclosures and patent prosecutions can be managed more effectively. Furthermore, contact with researchers is more efficient because information can be shared easily and automated invoicing capabilities improve revenue collection. Finally, data can be stored in a secure environment and reports on performance and progress can be produced at the press of a button. These tools ensure efficient and effective tracking and monitoring of IP management and technology transfer processes and improve productivity and overall management.
Assessing the impact of technology transfer
Impact studies assess the extent of use, or application of, a technology and knowledge by targeted beneficiaries. Ideally, institutions should be involved in constant monitoring of technology transfer activities. Thus said, it is important to perform assessments at key stages of the transfer processes, with the type and timing of the assessment depending on the purpose of the study.6 A survey, whether formal or informal, is a convenient way of assessing impact; however, before embarking on a survey, evaluators should agree on the definition of technology and knowledge transfer. Possible parameters here include:
The use of a new technology as a product, process, service, et cetera.
Widespread diffusion of a new technology, such that it is accessible and available to a large number of beneficiaries
Application of the technology, whether at a test site or in actual practice.
In developing an impact assessment survey, it is important to define the nature of the technology and changes that are to be analysed. It is also essential to identify the audience for the assessment. The resources, capacity, geographical spread and available time will determine the design, size and intensity of the survey, thus, during the planning phase, evaluators should determine how and what type of impact will be measured. The greatest challenge when assessing impact is to demonstrate a link between changes in society and industry and the technology and knowledge transfer intervention. In the long term, evaluators should work towards building quality into the performance system and process. As such, key steps in developing an impact assessment plan are to:
Identify the need or problem.
Define the objectives for the assessment.
Develop the impact measures.
Analyse and interpret the results.
Report on findings and develop policy or strategic options.27
Case studies, as an impact assessment method, provide an opportunity to 'tell the story' and, in so doing, communicate qualitative information, in addition to the quantitative facts and figures. Qualitative and in-depth case studies can thus be used to share economic achievements and entrepreneurial successes on technical and scientific innovations.28 Well-crafted case studies add the human element to technology transfer activities and demonstrate commitment to making an impact. An example of the use of case studies is the AUTM Better World Project, which shares inspiring stories behind the innovations that have changed the way we live. The initiative draws from years of case studies and news from AUTM members.29
Social impact assessments
There is increasing interest in social impact assessments as stand-alone studies. Social impact assessments measure the impact of technology and knowledge on people and their quality of life. The International Association for Impact Assessment (IAIA) defines social impact as follows:
Social impact assessment should not be understood only as the task of predicting social impacts in an assessment process. It includes the processes of analysing, monitoring and managing the intended and unintended social consequences, both positive and negative of planned interventions (policies, plans, projects) and any social change processes invoked by those interventions. Its primary purpose is to bring about a more sustainable and equitable biophysical and human environment.30
Useful guides on social impact assessment have been developed by the IAIA and other institutions, such as the World Bank, the Asian Development Bank, the African Development Bank and the European Commission.31,32,33,34
M&E and impact assessment are complex activities that need to be planned and implemented well to benefit an institution, its members and stakeholders. When M&E and impact assessment processes, procedures and systems have been well established, they can be highly effective in assisting institutions to perform more efficiently and make better decisions. No single best practice exists in this regard; however, as institutions develop their IP management and technology transfer capacities to the next level, they need to engage in M&E and impact assessment practices to ensure that they are achieving the desired objectives for investment in an area that, in itself, is complex, multidimensional and characterised by long-term activity.
1. US Department of Energy, Office of Policy and Office of Human Resource and Administration. Guidelines for performance measurement [document on the Internet]. c1996 [2009 Sep 16]. Available from: http://www.directives.doe.gov/pdfs/doe/doetext/neword/120/g1201-5.pdf [ Links ]
2. Tektique [homepage on the Internet]. c2010 [2010 Feb 8]. Available from: http://www.tektique.co.za/aboutus.aspx [ Links ]
3. Sibanda M. Framing a national policy and legislation for managing IPR resulting from publicly financed research and development [document on the Internet]. c2009 [2010 Feb 8]. Available from: http://www.wipo.int/edocs/mdocs/tk/en/wipo_ip_lss3_08/wipo_ip_lss3_08_www_114635-main1.pdf [ Links ]
4. Sibanda M. The economics of intellectual property in South Africa. Publication No. 1013(E). Geneva: World Intellectual Property Organization, 2009; p. 113-145. [ Links ]
5. Otsuyama H. Patent valuation and intellectual assets management. In: Samejima M, editor. Patent strategy handbook. Tokyo: Chuokeizai-sha, 2003; p. 175. [ Links ]
6. Jayasekeram PA. Monitoring, evaluation and impact assessment. Paper presented at: Planning, monitoring, evaluation and impact assessment of R&D investment in agriculture workshop; 2006 Oct 16-27; Alemaya University, Ethiopia. [ Links ]
7. Department of Science and Technology. South Africa's national research and development strategy [document on the Internet]. c2002 [2009 Sep 11]. Available from: http://www.dst.gov.za/publications-policies/strategies-reports/strategies-reports [ Links ]
8. Intellectual Property Rights from Publicly Financed Research and Development Act No. 51 of 2008, South Africa [statute on the Internet]. c2008 [2010 Feb 07]. Available from: http://www.naci.org.za/pdfs/workshops/julNBAC/Act%20No.%2051%20of%202008%20-%20Intellectual%20Property%20Rights%20from%20Publicly%20Financed%20Research.pdf [ Links ]
9. Auril/Universities UK. Managing intellectual property, the guide: A guide to strategic decision-making in universities [document on the Internet]. c2002 [2009 Sep 17]. Available from: http://www.ipo.gov.uk/managingipguide.pdf [ Links ]
10. Association of University Technology Managers (AUTM), USA. AUTM US licensing survey, FY 2004 survey summary [document on the Internet]. c2005 [2009 Sep 17]. Available from: http://www.autm.net/AM/Template.cfm?Section=Licensing_Surveys_AUTM&Template=/TaggedPage/TaggedPageDisplay.cfm&TPLID=6&ContentID=2409 [ Links ]
11. Louis C. Measuring the impact of University of California technology transfer: Aligning metrics with goals [document on the Internet]. c2009 [2009 Sep 10]. Available from: http://www.aplu.org/NetCommunity/Document.Doc?id=1739 [ Links ]
12. Jordan G, Malone E. Performance assessment [document on the Internet]. c2006 [2009 Sep 18]. Available from: http://www.au.af.mil/au/awc/awcgate/doe/benchmark/ch06.pdf [ Links ]
13. Hoffman C, Cullen K, Croft K, Stevens A. Benchmarking technology transfer metrics from different countries [document on the Internet]. c2008 [2009 Sep 20]. Available from: http://www.autm.net/AM/Template.cfm?Section=Licensing_Surveys_Affilated_Organizations&Template=/CM/ContentDisplay.cfm&ContentID=2152 [ Links ]
14. Gardner F, Fong A, Huang R. Measuring the impact of knowledge transfer from public research organizations: A comparison of metrics used around the world [document on the Internet]. C2007 [2009 Sep 20]. Available from: http://www.triumf.info/public/repository/ttb/ttr20070603.pdf [ Links ]
15. International Service for National Agricultural Research (ISNAR). Monitoring, evaluation, and impact assessment of R&D investments in agriculture. The Hague: ISNAR; 2003. [ Links ]
16. Capron H, Pottelsberghe de la Potterie B. Public support to R&D programmes: An integrated assessment scheme [document on the Internet]. c1997 [2009 Sep 18]. Available from: http://www.oecd.org/dataoecd/34/37/1907902.pdf [ Links ]
17. Department of Education. Policy procedure for measurement of research output of public higher education institutions [document on the Internet]. c2003 [2010 Jan 18]. Available from: http://docs.google.com/viewer?a=v&q=cache:dm5kN_j1ZqwJ:www.education.gov.za/Documents/policies/
PolicyMeasurementResearch.pdf+Publications+as+a+measure+for+the+quality+of+research+output&hl=en&gl=za&sig=AHIEtbQCp43OSNOFmOw2tj3aUz706uaSyA [ Links ]
18. Charlton BG, Andras P. Oxford University's research performance - Publication and citation metrics 1975-2004 [homepage on the Internet]. c2006 [2010 Jan 18]. Available from: http://www.hedweb.com/bgcharlton/oxmagarts.html [ Links ]
19. Heale JP, Shapiro D, Egri CP. The determinants of research output in academic biomedical laboratories. Int J Biotechnol. 2004;6:134-154. [ Links ]
20. Hall B. Patents as indicators [document on the Internet]. c2004 [2009 Sep 11]. Available from: http://www.wipo.int/meetings/en/2004/statistics_workshop/presentations/statistics_workshop_hall.pdf [ Links ]
21. Boaden RJ, Cilliers JJ. Quality and the research assessment exercise: Just one aspect of performance. Qual Assur Educ. 2001;9:5-13. [ Links ]
22. Michel J, Bettels B. Patent citation analysis: A closer look at the basic input data from patents search reports. Scientometrics. 2001;51:185-201. [ Links ]
23. National Science Foundation, Division of Science Resources Statistics. Survey of federal science and engineering support to universities, colleges and non-profit institutions [document on the Internet]. c2009 [2009 Sep 17]. Available from: http://www.nsf.gov/statistics/nsf09315/pdf/nsf09315.pdf [ Links ]
24. Muir A. The technology transfer system. New York: Latham Book Publishing, 1997; p. 154-168. [ Links ]
25. Federal Laboratory Consortium Mid-Atlantic Region. Technology transfer electronic tools [document on the Internet]. c2007 [2009 Sep 20]. Available from: http://www.flcmidatlantic.org/pdf/2007/tt_electronic_tools.pdf [ Links ]
26. Intellectual Property Software Resources [homepage on the Internet]. c2010 [2010 Jan 18]. Available from: http://www.ipmenu.com/ipsoftware.htm [ Links ]
27. European Union. Common approach to impact [document on the Internet]. c2005 [2009 Dec 8]. Available from: http://ec.europa.eu/governance/impact/docs/key_docs/sec_2005_0791_en.pdf [ Links ]
28. Jarret JE. Impact assessment of the advanced technology program [document on the Internet]. c2005 [2009 Sep 20]. Available from: http://www.ic2.org/publications/bbr_atpi_exsum.pdf [ Links ]
29. AUTM. Better world report part one - Building a stronger economy: Profiles of 25 companies rooted in academic research [homepage on the Internet]. c2009 [2009 Sep 17]. Available from: http://www.betterworldproject.org [ Links ]
30. International Association for Impact Assessment. Social impact assessment: International principles [document on the Internet]. c2003 [2009 Sep 16]. Available from: http://www.iaia.org/modx/assets/files/SP2.pdf [ Links ]
31. The World Bank. A user's guide to poverty and social impact [document on the Internet]. c2003 [2010 April 16]. Available from: http://www.iaia.org/modx/assets/files/SP2.pdf [ Links ]
32. The Asian Development Bank. Handbook on poverty and social analysis [document on the Internet]. c2001 [2010 April 16]. Available from: http://www.adb.org/Documents/Handbooks/Poverty_Social/Section3.pdf [ Links ]
33. African Development Bank. Integrated environmental and social impact assessment guidelines [document on the Internet]. c2001 [2010 April 16]. Available from: http://www.afdb.org/fileadmin/uploads/afdb/Documents/Policy-documents/Integrated%20Environmental%20and%20Social%20Impact%20Assesment%20Guidelines.pdf [ Links ]
34. The European Commission. Guidance for assessing social impacts within the commission impact assessment system [document on the Internet]. c2009 [2009 Dec 8]. Available from: http://www.siteresources.worldbank.org/INTPSIA/Resources/490023-1121114603600/12685_PSIAUsersGuide_Complete.pdf [ Links ]
Correspondence to:
Sibongile Gumbi
Postal address: Smart Innovation
PO Box 781226
Sandton 2146, South Africa
email: firstname.lastname@example.com
Received: 08 Oct. 2009
Accepted: 19 Apr. 2010
Published: 06 Aug. 2010
This article is available at: http://www.sajs.co.za


text:
Hello, I'm fairly shy and tend to lurk and I also don't like talking but I can't seem to quench my interest in spagyrics since hearing about it in a random comment on some YouTube video and since I have been trying to learn a bit about it.Tthis is one of a few forums I've found. Hoping this will be or bring an enlightening experience.
Thanking all of you now for the wealth of information in this forum.

subset: commoncrawl


text:
- About us
- Blogs
- Funding/Donations
- Challenges
- Chapters
- Papers
- Projects
- Code of Conduct
- Google SoC
- Recent posts
- Security Workshops
A common assumption within the network and security community is that Network Address Translation (NAT) and filtering devices such as routers and firewalls provide protection from direct inbound attack and control. Networked systems behind devices of this type are usually assigned private (non-routable) IP addresses and may be screened from arbitrary inbound connections which prevent attackers from initiating connections to these presumed 'protected' network assets. To bypass this perimeter defense, attackers have depended on malware to infect the host systems and initiate an outbound connection to a command and control system, perhaps becoming part of a botnet to wait for and then execute commands. The Honeynet Project is studying a different technique that is becoming increasingly widespread in the criminal community. Criminals are leveraging systems behind these security devices as reverse tunnel proxies and are able to perpetrate criminal activities that include sending spam email, attacking web applications, or even targeting internal private network assets.
In this paper we will detail: the basic operational concept of how these reverse tunnel proxies work, one such control protocol in use, the advantages to the criminal community, a detailed example and its similarities to legacy SOCKS protocols, and how this activity can be further identified including mitigation strategies.


text:
Send the photo page of your valid passport to email@example.com
To receive a student visa you must provide Financial Certification that proves you have access to the necessary funding to pay for your first year of university. This is also called the "I-20 amount". Financial Certification may include an official letter from a bank or a bank statement, as well as an affidavit of support if the bank account belongs to anyone besides you or your immediate family. The documents from the bank must be less than 90 days old.
To determine an approximate I-20 amount, add $2,000 for books and personal expenses to the cost of your program's tuition and room & board. Undergraduate students should subtract from this amount any scholarship that has been awarded.
You will receive your official I-20 Amount upon receipt of your acceptance letter.
For tuition information, visit our Tuition and Calendar page.
If English is not your native language, you must provide official scores of TOEFL, IELTS or another suitable test. If you score below 79/6.5 on the ibTOEFL/IELTS, you will be considered for conditional admission and enrolled in our Pathway Program.
Minimum language proficiency levels that required for admission to our programs are found here. Saint Michael's accepts results from the TOEFL, IELTS, Pearsons, and other English assessment tests. The code for sending TOEFL results to Saint Michael's College is 3757.
Students who have completed upper-level English of an IB Program, their English-language A-levels, or have spent a minimum of two years in a US high-school may be exempt from having to provide TOEFL/IELTS results. Contact email@example.com for more information.
Applicants to the Intensive English Program (IEP) are not required to submit English-Language Test Scores.
We require an official copy of secondary school transcripts from undergraduate applicants. Transfer students--those who have completed one or more semesters at university--must provide university transcripts as well.
The writing sample helps us to evaluate your writing ability and become acquainted with you in ways different than from test scores and grades. It is your opportunity to share with us your interests, values, and creativity as well as to demonstrate your ability to express yourself in writing.
From a teacher, counselor, professor or other adult person who knows you in an academic environment should complete a recommendation for you. They may use the form provided within the Application, or they may write their own letter as long as it includes their full name, title, place of work, and contact information. Download the Reference Form.
Because Saint Michael's College is a residential university, on-campus housing is not available for undergraduate students older than 23. Limited on-campus housing for post-graduate students of any age is available on a first-come, first-served basis.


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'Tabloid' medicine chest used by Teddy Roosevelt in 1909, London, England, 1900-1909
What is more dangerous, a lion or a mosquito? If you went big game hunting in Africa a hundred years ago you took plenty of guns and ammunition, but also a good supply of quinine. The drug had long been essential for travellers braving malaria-infested parts of the world and this medicine chest was particularly well stocked. It was taken to Africa by former US President Theodore 'Teddy' Roosevelt and his expedition in 1909. How do we know they encountered malaria? The chest originally contained six bottles of plain and 'sugar coated' quinine tablets, an anti-malarial drug used to treat established infections. Four bottles remain but only two have any contents left, suggesting the expedition got through the rest. Another bottle of pills bears the curious name 'Livingstone Rouser', based on an original recipe developed by the missionary and explorer David Livingstone sixty years earlier. By combining quinine with laxatives such as rhubarb, Livingstone found that the drug helped to 'rouse' his body against the fever. It probably just relieved the main side effect of quinine – constipation. With malarial mosquitoes tackled, how did the lions fare? Roosevelt and his companions were meant to be on a scientific collecting expedition for the Smithsonian Institute, but they hunted on a grand scale. He'd spared the life of a bear during a trip in 1902, sparking the soft toy trend we know as the teddy bear. But among the thousands of animals killed on this trip were several white rhinos – rare even then – one of which Roosevelt shot as it slept.
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Glossary: medicine chest
Small chests fitted for bottles and intended to hold medical supplies; of a type made in the 18th and early 19th centuries.
Glossary: malaria
Parasitic disease transmitted by certain kinds of mosquito. Malaria is characterized by fever and enlargement of the spleen. Each year, there are approximately 515 million cases of malaria, killing between one and three million people.


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Cytorex Biosciences, Inc. is a privately held Florida-based Biopharma company with US patented technology to treat cancer using an approach that has never been taken before in drug development: the use of Inorganic Acids as actives.
Our lead compound is called Cytoreg® . We also have other compounds in the pipeline under development for different disease indications such as Skin Cancer, MS, Diabetes, and High Blood Pressure among others.
Cytoreg® is a combination of 4 inorganic acids and 2 organic acids in water, where The Fluoride (F- ion) of hydrofluoric acid is the active agent.
Cytoreg® will target and destroy cancer cells without affecting normal cells, hence becoming a very effective and safe product to administer to human cancer patients, since its has a very low toxicity profile.
The first indication for Cytoreg® is Glioblastoma Multiforme, a malignant brain tumor with a very low cure rate. Cytoreg® will cross the blood brain barrier due to its very low molecular weight.
For More Information Please call us at 954-465-9580/954-573-4006 or email us at firstname.lastname@example.com
©2015. Cytorex International, Inc.
Cytorex® and Cytoreg® are Registered Trademarks of Cytorex International, Inc. and Cytorex Biosciences, Inc.


text:
Development of a machine vision system for automated structural assembly
National Aeronautics and Space Administration, Office of Management, Scientific and Technical Information Program, 1992 - Computers - 27 pages
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5 pages matching pose estimation algorithm in this book
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absolute position error actively illuminated angle ASAL Automated Structural Assembly background beam splitter camera and light camera lens candidate target blobs candidate triangles CCD camera Center centroids commercially available digital image processing eliminate end-effector fingers gray level guidance system guide the arm homogeneous transformation IEEE image processing hardware Joint receptacle target Langley Research Center light assembly light source machine vision system measured range model ratios NASA optical axis optical bench test parameters perspective projection pinhole camera model pixels in diameter PiXx plot shows pose estimation algorithm primary leg Processed image processor radians range value reflective efficiency region of interest remaining blobs retroreflective robot end-effector rotation sensor shown in figure shown in sketch sketch F slope Structural Assembly Laboratory strut installation target model target mounted taught points telerobotic three-dimensional space triangle with vertices truss assembly value of pixels vertices at blobs video camera video signal X-axis


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• The Schedule
Saturday, March 31, 2012
UC Santa Barbara (13-22) vs. Long Beach State (12-18), 12 & 2 pm
All-time series record vs. 49ers: 29-72-1
Last time vs. Long Beach State: L, 3-2 (May 1, 2011)
Live Stats
Sunday, April 1, 2012
UC Santa Barbara vs. Long Beach State, 12 pm
• This Week in Gaucho Softball
UC Santa Barbara will open Big West Conference action this weekend as it plays host to Long Beach State for a three-game series on Saturday and Sunday at Campus Diamond. The 49ers were tied with Pacific in the league's preseason coaches poll for first place while the Gauchos were predicted to finish fourth. UCSB carries an overall record of 13-22 into this weekend's play.
• Home Cookin'
The Gauchos have posted a 7-4 record on their home diamond this season. UCSB's last home game was last Saturday when it hosted No. 16 UCLA. The Gauchos battled through a seesaw game with the Bruins before coming up short, 10-6.
• Taking On The Best
The Gauchos have played 11 games against teams in the ESPN.com/USA Softball and NFCA Top-25 polls and have played another four games against teams that were receiving votes at the time of the contest. UCSB has gone 2-9 in these contests.
• Mak Attack
Sophomore McKenzie Kane has extended her current hitting streak to a career-best 13 games. The streak marks the longest by a Gaucho since 2009 when current assistant coach Christine Ramos went 14 straight games with a hit. Kane leads the team with her .341 batting average, which ranks eighth in the Big West, and 16 runs scored. Her .388 on-base percentage is also tops on the team and she ranks sixth in the conference in hits (31).
• Speedy Soria
Junior Jessica Soria continues to lead UCSB in hits (35), which ranks third among Big West players. She is also tops on the team and in the league in stolen bases, going 16-for-19 in her attempts. Her 16 stolen bases tie her for ninth on the UCSB single season top-10 list. Soria leads the Gauchos with nine multiple-hit games this season and is second on the squad with her .299 batting average.
• Shelby's Strikeouts
Freshman Shelby Wisdom ranks as one of the Big West's top-two pitchers in innings pitched (124.2), batters struck out (118), batters struck out looking (35), and wins (8). The freshman has posted a 3.37 ERA and an 8-10 record. Her 118 strikeouts already rank as the most in a single season by a Gauchos since the 2007 season when Jennifer Davis had 216. Wisdom posted her second career shutout on Monday against Sacramento State, she struck out 10 batters in the win, marking her fourth game with double-digit K's this season.
• Turning Up the AC
Sophomore hurler Andriana Collins has posted a 4.17 ERA this season with a 5-12 record. Across her last three appearances she has tallied a 1.91 ERA while allowing just four earned runs on nine total hits.
• The Galicinao File
Now in her fifth season at the helm of the UCSB softball program, head coach Brie Galicinao has coached the Gauchos to a 111-134 record for a .453 winning percentage, the second best since the softball program went Division I in 1982.
• Gauchos On The Rise
For the season, just one Gaucho – McKenzie Kane – is batting over .300, but the Gauchos have heated up at the plate as of late. Across the last six games, six players are batting over .300 with Lainey DePompa leading the way with her .438 hitting and .688 slugging. UCSB has also hit a quarter of its home runs (4-of-12) in the last half dozen games.
• Lainey And The Long Ball
Speaking of Lainey DePompa, the senior put together three-consecutive games with multiple hits (San Jose State, UCLA, and Sacramento State) and then stretched her season-best hitting streak to four games with a single in the second game with the Hornets. She hit her fourth home run of the season against No. 16 UCLA. She leads the team in round trips.
• Moving On Up
Junior Keilani Jennings is making her mark in the UCSB career record book. She is tied for eighth in doubles (26), tied for seventh in home runs (17) and needs two more RBI (68) to crack the top-10.
• A. Tay Is A-Okay
Senior Allison Taylor has been having a great month. Prior to the March 9 game against San Jose State, she had only one hit in 18 at-bats. Since that game, she has tallied at least one hit in 10 of the last 13 games, including five multiple-hit showings. Additionally, she has tallied 11 RBI and four doubles in that time span.
• Prepare Yourself To Stay A While
UCSB and Long Beach State have had some pretty contentious series in the past several years. Last season, the 49ers swept the series with the Gauchos, but it took seven extra innings to do so. The first game went the standard seven, but game two went 13 innings and game three stretched into eight. The 2010 series, which UCSB swept, saw game three stretch into 10 innings. In the last five series between the two teams, eight of the 15 games have been decided by just one run.
• Next Up: Trumping The Titans
Following this weekend's conference-opening series, UCSB will hit the road to face Cal State Fullerton (12-16) in a Big West series. The games will be played on Friday and Saturday due to the Easter holiday. The series opens with a doubleheader at 4 p.m. on Friday and will conclude with a single game on Saturday at noon.


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As the owner of a test prep company focusing on graduate and professional school, I love it when people go to grad school because it helps my business. But graduate school is a huge decision - and some people choose it for the wrong reasons.
These days, a master's degree can easily cost over $200,000 in tuition and lost wages. It might be worth it in certain situations, but not always.
If you're thinking of applying to grad school, don't make the mistake of going for any of these reasons:
1. To avoid a bad economy
Bad news, guys - the economy isn't going to get massively better any time soon. People who followed this strategy in 2009 are graduating into just as bad of an economy today, with a wallet $50,000 lighter.
If you can predict economic trends that well, put that $50k into the market instead. And by the way, no matter how bad the economy is, there are jobs for top performers.
2. To learn unique secrets of your profession
Remember in Good Will Hunting when Matt Damon claims he can get a Harvard education for a few bucks in library late fees? That's not far from the truth. Grad school adds a credential to your resume and helps you meet others in your field. It also helps you structure a plan of study. But if you really want to learn accounting and you have the motivation, you can teach yourself the same principles from a book or an internship.
That's not to say you won't learn anything in grad school - just that there are much cheaper ways to gain certain skills if that's your goal. (And if you won't take the time to learn something unless someone hands you a due date, grad school is not the help you need anyhow).
3. As a last-minute decision
This happens more often than you would believe. Most schools have application deadlines from December through February for the next academic year. That means you'll need to start planning in the summer or fall the year before.
Taking the GRE, researching schools and completing personal essays are enormous time commitments. Doing these things poorly just means you have a worse chance of admission and financial aid. If you are just now deciding you might like to go to school, better to wait until 2013.
4. Because a mediocre program is within reach
Let's be honest - grad programs differ enormously in prestige. Remember how we said you can learn most everything from a book? Every program has access to the same books. What separates one from another is quality of faculty, alumni and relative prestige.
If you can go to a well-regarded school, you'll gain access to great resources. If you're considering going to the cheapest possible online-only program, grad school might not be worth it for you. Because when hiring managers look at your resume and don't recognize the name of your school, they might not give the degree much weight. And if your degree is from an online degree mill, it could even affect you in a negative way.
5. Thinking you need a master's
This is the big one. You've probably seen a ton of articles like this one in The New York Times about a master's being the next bachelor's. I'm here to tell you that's not the case. If you're shooting out hundreds of resumes to job board posts, then sure, a master's is practically required - a hiring manager who has 10 seconds to judge each of 1,000 resumes might as well just look at the 30 with a MA. But you shouldn't be playing that game.
Instead, you should be constantly learning on your own - taking on new projects either during your day job or nights/weekends. Don't stop learning - but learn things that will help you advance your career.
If you network and show that you understand how to add value, you'll be head and shoulders above your MA-holding friends who will spend tonight submitting their resumes on job boards. My favorite Seth Godin posts explains just what you can accomplish in a year (for close to free).
That's not to say grad school is a bad decision! You should move forward with grad school if:
You really want to be a ____, and grad school is the only way to do it.
If you really, literally need a grad degree for a certain career path and you've done the research to be sure, by all means go for it. Professors, physician's assistants, research scientists and many other fields really do require advanced degrees. If that's your dream, make it happen.
You're in a profession where grad school gives you a defined career boost.
Some professions like teaching give you a defined salary bump once you've earned an advanced degree. Some companies also that require advanced degrees to advance (though this is a huge mistake on the company's part). If you know for sure that there's a pot of gold at the end of the rainbow, you might as well start today. (And if this is the case, you might be able to ignore my advice about going to a less prestigious program. If it's all the same in your profession, just get the cheapest/fastest acceptable degree).
Someone else will pay for it - all of it.
Every year I hear from hundreds of students whose families will pay for any education they want, for as long as they want, anywhere - and good for them. For the rest of us, see if your employer will consider paying for school. In the last three years, this has become a rarer perk, but it does still exist. Just keep in mind that this could shackle you to the employer for several years - and that might kill other opportunities with other companies.
John Rood is founder and President of Next Step Test Preparation, which provides one-on-one tutoring for the GRE, MCAT, LSAT and GMAT, starting at the price of a prep course. Get in touch with him @johnrood.
Know what's cheaper and way more fun than graduate school? Brazen's online courses. We'll help you land a job in social media, revamp your resume and turn your passion into a business.
Get our best career advice delivered to your inbox. Sign up today!
Brazen Life is a lifestyle and career blog for ambitious young professionals. Hosted by Brazen Careerist, we offer edgy and fun ideas for navigating the changing world of work -- this isn't your parents' career-advice blog. Be Brazen.
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Page 1 of 5
Review: Beat that at €55
Cooltek recently launched its midi-tower Timaios computer case. Judging by the obvious quality, Timaios is surely one of the best cases that came out of Cooltek so far.
Timaios boasts series of accessories that are rarely seen in the sub-€60 segment. Among other things, there are two USB 3.0 connectors, four silent fans, two fans speed regulators, etc.
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- Race Info
- Handicapping
- News
- Events
- Visitors
- Horsemen
- Racing 101
- Preakness
- Wager Now
Derby Winner Orb Bred To Go The Distance For Preakness
Derby Winner Orb Bred To Go The Distance For Preakness
BALTIMORE, 5-14-13– Much has been said and written about the grueling demands the Kentucky Derby places on a horse so early in his 3-year-old season. Trainer Shug McGaughey understands how stern the rigors of a 1 ¼-mile race can be on a young horse, but he has no doubt Orb was physically up to the challenge during his Kentucky Derby victory on May 4.
"I always thought that if the horse wants to run that far, it's not going to be demanding on him. If you're trying to make a horse do something that maybe he doesn't want to do, then it might take more out of him than it would naturally," McGaughey said Tuesday morning at Pimlico Race Course. "I think Orb is the kind of horse that naturally wants to go a distance of ground. In the Derby, with the pace, he got to run his race and we didn't take him out of any game plan."
Orb, who is likely to be heavily favored to win Saturday's Preakness Stakes, gave his Hall of Fame trainer all he could handle in the shedrow of the Pimlico Stakes Barn Tuesday morning.
"He had a lot of energy. I walked him a few turns and had to give him up," McGaughey said with a smile. "So far, so good. I worried a little bit yesterday coming down here: 'Am I going too early?' But I'm glad we got in here while it's still good and quiet and got settled in. He had a good night and a nice morning. Everything is good."
Stuart Janney III and Phipps Stable's homebred colt breezed a half-mile at Belmont Park Monday morning in 47.18 seconds under his motionless exercise rider, Jenn Patterson, before shipping to Pimlico in a van that arrived shortly after 3 p.m.
"She was so worried (Monday) that she had gone too fast. I had to assure her that the way he did it he didn't (go too fast)," McGaughey said. "I asked her this morning, 'Still think he went too fast?' She just laughed."
McGaughey continued to marvel at the progress Orb has shown after each race this year.
"It shows the development he's going through. He's showing us in his daily routine since the Derby that he's still moving forward," he said. "What he's going to show in the afternoon, who knows? But right now, I'm really, really pleased with what I see."
McGaughey walked the racetrack Tuesday morning with Patterson, who also rode a pony over the track to familiarize herself with the racing surface. The 62-year-old trainer hasn't been a participant in the Preakness Stakes since Easy Goer's defeat by a nose to Sunday Silence in 1989.
"As soon as I got here, it all came back to me – where I needed to be, where I was going," he said. "I feel like I'm back on familiar ground, and I'm tickled to death to be here."
Shug McGaughey will be available at 8 a.m. Wednesday during a press conference to be held adjacent to the Preakness Stakes Barn.
GOLDENCENTS – Kevin Krigger has never won a Triple Crown race, but he admits it's been something on his riding bucket list since arriving in the U.S. from his native St. Croix more than a decade ago. On Saturday, he could become the first African-American rider to win the Preakness since and Willie Simms victory in 1898. George "Spider" Anderson is the only other African-American jockey to win, doing so in 1889.
"Basically that's just part of the history," said the soft-spoken Krigger, who will be the first African-American jockey to ride in the Preakness since Wayne Barnett finished eighth aboard Sparrowvon in 1985. "The media actually is paying more attention to it than I am because I really don't have time to worry about that. I'm focused here on getting Goldencents in the Preakness winner's circle."
Krigger could have been back home riding at Betfair Hollywood Park, but trainer Doug O'Neill asked him to stay with the Santa Anita Derby (G1) winner and be aboard for all of his subsequent training for the Preakness.
Goldencents finished 17th as the third betting choice in the Derby, which was contested over a sloppy, sealed track.
"It was one of those races where it kind of threw up a mystery sign in all of our heads and we just had to go back to the drawing board," said Krigger, who has been aboard for all seven of Goldencents' races. "We didn't get the outcome we were looking for, but the greatest thing about it is that the horse came back healthy and we're here getting ready for the Preakness."
Krigger said he eased up on the son of Into Mischief once he realized he was out of contention in the Derby, so he hasn't lost any confidence in him. O'Neill admitted he was impressed by the fact that Krigger did the right thing by his colt.
"Kevin's such a positive guy and such a positive rider," O'Neill said Tuesday morning after Krigger took Goldencents out for his regular morning gallop around Pimlico. "He's been great with the horse, and we're pretty lucky to have a guy to make that kind of commitment. It just shows how dedicated he is and how passionate he is. He's a real team player."
Krigger said it wasn't a difficult decision to make the commitment to Goldencents.
"I have a lot of faith in him," he said. "I've been on this horse every time, and these guys stuck with me. They kept me on this horse this far, and I would have felt bad if I was in California after they asked me to stay here and I refused. As easily as I could have ridden other horses back there, they could have had someone else on him. I'm on him because they have faith in my riding ability and we get along good – not just me and the horse, but me and the entire team. They're a great team to work with."
Meanwhile, Krigger has become something of a local hero in the U.S. Virgin Islands, where his family still lives. In fact, he brought his grandmother here to have knee surgery.
"I found out about two days before the Derby that I had a Facebook page," said the 29-year-old Preakness rookie. "I guess it was put together by my sister and my cousin, and my mother informed me that the Virgin Islands media are trying to get hold of me to do interviews. She also informed me that a lot of kids are leaving comments as far as I inspired them to follow their dreams. I don't really keep up with social media, but that made me appreciate my 'Like' page for the first time."
Only two of the last eight Derby winners have also captured the Middle Jewel of the Triple Crown: Big Brown in 2008 and the O'Neill-trained I'll Have Another last year. (I'll Have Another never got his Triple Crown chance when he came up injured the day before the Belmont Stakes).
"I feel we have a good chance to win again; if we get a good trip, I think we can win," said O'Neill, who also paid his respects to Derby winner Orb. "Shug's (McGaughey) a Hall of Fame trainer. (Orb) is a Triple Crown threat for sure."
GOVENOR CHARLIE– Mike Pegram's colt remains on course for a start in the Preakness, Hall of Fame trainer Bob Baffert said Tuesday.
"He came out of his work really, really well," said Baffert, who has won the 1 3/16-mile classic five times. "We are prepared to go."
Govenor Charlie worked six furlongs in 1:10 4/5 Monday morning at Churchill Downs. Baffert is at home in California this week and has been receiving reports from Kentucky on the colt from his longtime assistant, Jimmy Barnes.
The Sunland Derby (G3) winner did not compete in the Kentucky Derby because a minor foot bruise caused him to miss some training time in April. Govenor Charlie has had three solid works and has demonstrated that he has recovered from the foot issue.
Although Baffert noted that he has until Wednesday morning to change his mind about shipping the Midnight Lute colt to Maryland, he said, "Unless he shows me something, it's pretty likely he'll be on that plane."
Jockey Martin Garcia, who has ridden Govenor Charlie in his three career races, will be aboard in the Preakness.
Baffert is scheduled to travel to Baltimore on Thursday.
Govenor Charlie will be Baffert's 14th Preakness starter. He has won with Silver Charm (1997), Real Quiet (1998), Point Given (2001), War Emblem (2002) and Lookin At Lucky (2010). The Hall of Fame trainer saddled Bodemeister for a second-place finish behind I'll Have Another last year.
DEPARTING– Claiborne Farm and Adele Dilschneider's Departing returned to the track early Tuesday morning at Churchill Downs for the first time since working a half-mile in 50 2/5 seconds on Sunday morning.
With trainer Al Stall Jr. leading the Illinois Derby (G3) winner to the track with regular morning partner Trina Pasckvale aboard, Departing stood near the six-furlong gap for 10 minutes before galloping a mile.
"We may come out a little later in the morning," Stall said. "He may stand in the little gate (in the mile chute) and then gallop a mile and a half."
ITSMYLUCKYDAY– Trilogy Stable and Laurie Plesa's Itsmyluckyday is scheduled to arrive at Pimlico Tuesday afternoon.
The Gulfstream Park Derby and Holy Bull (G3) winner jogged at Monmouth Park Tuesday morning before being loaded onto a van.
"Everything is good," said trainer Eddie Plesa Jr., who will arrive in Baltimore on Wednesday afternoon.
MYLUTE– GoldMark Farm and Whisper Hill Farm's fifth-place Kentucky Derby runner Mylute walked the shedrow at Barn 29 at Churchill Downs a day after working a half-mile in 49 3/5 seconds.
"He came out of the work good and will jog in the morning," trainer Tom Amoss said.
OXBOW/TITLETOWN FIVE/WILL TAKE CHARGE– Trainer D. Wayne Lukas' Pimlico contingent that included three candidates for Saturday's Preakness left the Churchill Downs barn area early Tuesday morning by van for Baltimore. The van is expected to arrive at Pimlico before 5 p.m.
About Pimlico Race Course
Historic Pimlico Race Course, home of the Preakness® Stakes, the middle jewel in horse racing's famed Triple Crown, first opened its doors on October 25, 1870, and is the second oldest racetrack in the United States. Pimlico has played host to racing icons and Baltimoreans have seen the likes of legendary horses such as Man o' War, Seabiscuit, Secretariat, Affirmed and Cigar thunder down the stretch in thrilling and memorable competition. For more information on Pimlico, visit www.pimlico.com.
Pimlico Race Course is a Stronach Group company, North America's leading Thoroughbred racetrack owner/operator. The Stronach Group racetracks include Santa Anita Park, Gulfstream Park & Casino, Golden Gate Fields, Portland Meadows, Laurel Park and Pimlico Race Course, home of the world-famous Preakness. The company owns and operates the Palm Meadows Training Center in Florida and is one of North America's top race horse breeders through its award-winning Adena Springs operation. The Stronach Group is one of the world's largest suppliers of pari-mutuel wagering systems, technologies and services. Its companies include AmTote, a global leader in wagering technology; Xpressbet, an Internet and telephone account wagering service; and Monarch Content Management, which acts as a simulcast purchase and sales agent of horseracing content for numerous North American racetracks and wagering outlets. The Stronach Group is also a major producer of televised horse racing programming through its HRTV cable and satellite network and is North America's premier supplier of virtual online horse racing games, as well as a leading producer of social media content for the horseracing industry.


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NEW ORLEANS, La. --- The Lees-McRae men's and women's track & field teams have cracked the top-10 in the Southeast Region of the Division II U.S. Track & Field and Cross Country Coaches Association, according to polls Wednesday morning.
The men's squad jumped four spots to claim ninth place with 58.11 points. LMC participated in the Hilton Garden Invitational on the campus of Wake Forest in Winston-Salem, N.C. over the weekend. Senior Evan Webb (Salisbury, N.C.) earned a ninth-place finish in the pole vault while 4x400 relay team finished 26th.
Wingate holds a steady first-place advantage while conference foes Mount Olive, King, Limestone and Belmont Abbey sit second, third, sixth and eighth, respectively.
On the women's side, the Bobcats joined the top-10 after jumping two spots since last week and sit 10th. LMC amassed 56.71 points while Wingate jumped into first place.
Freshman Erin Bingham (Jefferson, N.C.) impressed in her spring debut with a time of 28.29 seconds performance in the 200-meter race. Bingham used a 9.54 second performance to qualify for the 60-meter hurdles. She finished 25th overall with a time of 9.62 in the semifinals.
Conference Carolinas is well-represented with four schools in the top-10, including Mount Olive at second.
LMC returns to action this weekend with a short trip to Boone to participate in the Mountaineer Open.


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Company: Penn Virginia Corporation
Topic: Fracking
Onshore "unconventional" natural gas production often requires hydraulic fracturing, which typically injects a mix of millions of gallons of water, thousands of gallons of chemicals, and particles deep underground to create fractures through which gas can flow for collection. According to the American Petroleum Institute, "up to 80 percent of natural gas wells drilled in the next decade will require hydraulic fracturing."
The potential impacts of those fracturing operations stem from activities above and below the earth's surface—including actions that are necessarily part of the life cycle of fracturing and extraction, such as assuring the integrity of well construction, and moving, storing, and disposing of significant quantities of water and toxic chemicals.
According to media reports, "[Pennsylvania] officials have cited energy companies for more than 2,500 violations associated with fracturing practices and collected $25.7 million in fines since 2008." High profile contamination incidents have fueled public controversy—which could eliminate the sector's social license to operate in certain areas—and have increased regulatory scrutiny.
Public officials in Pittsburgh, Philadelphia and New York City have called for delays or bans on fracturing. Pennsylvania, West Virginia, Colorado, Wyoming and New York State all tightened regulations and permitting requirements, though state regulations remain uneven. The federal Environmental Protection Agency is studying the potential adverse impact that hydraulic fracturing may have on water quality and public health and the federal Department of Energy is expected to make recommendations to improve fracturing operations.
Proponents believe these potential environmental impacts and increasing regulatory scrutiny could pose threats to our company's license to operate and enhance vulnerability to litigation. Proponents believe our company is not providing sufficient information on associated business risks. Proponents believe Penn Virginia Corporation should protect its long-term financial interests by taking measures beyond the existing, inconsistent regulatory requirements to reduce environmental hazards and associated business risks.THEREFORE BE IT RESOLVED:
Shareholders request that the Board of Directors prepare a report by September 1, 2012, at reasonable cost and omitting confidential information such as proprietary or legally prejudicial data, summarizing 1. known and potential environmental impacts of fracturing operations of Penn Virginia Corporation; 2. policy options for our company to adopt, above and beyond regulatory requirements and our company's existing efforts, to reduce or eliminate hazards to air, water, and soil quality from fracturing operations, and 3. management's evaluation of the potential magnitude of material risks, short and long term, that this issue may pose to the company's finances or operations.SUPPORTING STATEMENT:
Proponents believe policies explored should include, for example, additional efforts to reduce toxicity of fracturing chemicals, recycle waste water, monitor water quality prior to drilling, cement bond logging, and other structural or procedural strategies to reduce environmental hazards and financial risks. "Potential" includes occurrences that are reasonably foreseeable and worst case scenarios. "Impacts of fracturing operations" encompass the life cycle of activities related to fracturing and associated gas extraction.


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|Really? A quarter page ad???
The party will be from 4:00 P.M. to 9:00 P.M. The 9:00 P.M. thing will be pretty firm, after all they crew will have to clean up and make it back into a fire hall when we are through partying.
The band "Twango Macallan", who has become the official "Redway Fire Department Band", will be there. I can't say enough good things about this band. They not only play for us at the Barbecues, but they entertain the patients at the hospital, the people at the farmers market, and other worthy community happenings. I understand that they even like getting a paid gig periodically.
So, it sounds like a fun time and EVERYBODY is welcome. Now you've been told. So, be there!
SATURDAY, SEPTEMBER 22, 4:00-9:00 P.M. At The Redway fire hall, 155 Empire Avenue. Behind Shop Smart, in Redway.
R.S.V.P Pat Dowd at 923-2579 or just show up, I would.


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Sears Sparks Comeback With 26-Point, 13-Rebound Performance
BRIDGEPORT, Conn. – It took the Bulldogs a little while to find their way in Saturday's season opener, but once they did, the results were impressive. Yale rallied from a 17-point second-half deficit to knock off Central Connecticut 93-77 in the second game of Connecticut 6 Classic at the Webster Bank Arena.
Justin Sears led the way with 26 points and 13 rebounds, both career highs. In the second half, he scored 16 points and grabbed 10 rebounds.
The Bulldogs, who were down seven at halftime, trailed 63-46 with 14:12 remaining but outscored the Blue Devils 47-14 the rest of the way.
"At the start of the second half, it seemed like we were trying to get it all back in one possession," said James Jones, The Joel E. Smilow, Class of 1954 Head Coach of Men's Basketball. "Justin really turned it around by chasing [the ball] on the glass."
Seven of Sears' 13 rebounds came on the offensive end. He finished 10-of-17 from the field and added four blocked shots.
"I have a lot of confidence that if there is one guy in front of me, I can get by him," said Sears, a sophomore.
There were plenty of contributors for the Bulldogs. Armani Cotton scored 17 points, while Javier Duren added 16 points, seven rebounds and three assists, despite getting in early foul trouble. Matt Townsend had eight points off the bench, Nick Victor scored six and Greg Kelley had five, including a big three-pointer that gave the Bulldogs a 69-67 lead with 5:48 left.
"We have to trust our teammates and trust our offense," Sears said. "We were able to get some wide open 3s on skip passes. We all know that everybody on the team will have their time to step up."
Jones played 11 players and 10 scored.
Kyle Vinales led Central Connecticut with 30 points, but only six came in the second half.
"We tried to trap him and force him into ball screens," Jones said. "We wanted to get the ball out of his hands. He is a tremendous, tremendous player."
Yale started the comeback with a 13-0 run, capped by a Townsend layup. Two Sears' free throws gave the Bulldogs their first lead of the second half with 6:45 left, and Yale later used a 9-0 run to snap a 69-69 tie and seize control. Central never got closer than seven in the final four minutes.
The comeback was the biggest by the Bulldogs since they overcame a 21-point deficit at Columbia in 2012, and the 93 points were the most in an opener since they beat Allegheny 98-55 in 2006.
Yale shot 54.4 percent from the field in the game and held Central to 42.6 percent. The Bulldogs also had a 44-33 edge in rebounding.
Yale is back in action on Monday at UConn. Tipoff is slated for 3 p.m. at the XL Center in Hartford.
Report filed by Tim Bennett, Yale Sports Publicity


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Garbage disposal factories are the unsung heroes of the giant machine world. With everybody excited about Pixar's upcoming garbage robot flick Wall-E, it's time to meet some real-life garbage machines. Some are glistening high tech towers, like this waste disposal/power plant in Vienna. Others are surprisingly low-tech. Check out our gallery of fantastic and grossomatic waste disposal factories — and the workers who tend them — from around the world.
In Salaise-sur-Sanne, southern France, the Tredi factory is packed with high tech purification systems that handle extreme toxic cleanups like the one in 2006 in Ivory Coast that involved 6,000 tons of toxic waste and killed 10 people.
Where does all your waste plastic from bottles and wrappers and tupperware go? To this factory in Qingzhou City, Shandong Province, China. Tons of plastic gets melted down and converted into threads and grain-shaped pieces. The results are sold to factories as raw materials.
People help feed the garbage machines, too. Plastic straws are laid out in vast bales and piles to dry in Dhaka, Bangladesh. Once dried, they'll be shipped to a plastic recycling factory. Bangladesh has a near 100 percent recycling rate for its waste, and has one of the most efficient plastic recycling systems in the world.
Dealing with waste can be very low-tech and industrial. In Ghana, workers turn waste into fuel for the local palm oil plant. Here you can see them scooping it into a steam-driven machine that powers the factory.
The lowest-tech waste disposal job falls to these Palestinian workers, who use sledgehammers to break up the remains of a bombed factory. The cement and metals will be recycled.
Images via Getty.