text:
Benchmade 555HG Mini Griptilian Folding Knife 2.8" Satin Plain Blade, Black Handles
BM555HG: 555HG Mini Hollow Ground Griptilian
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- Blade Length: 2.91"
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This article appears in the Spring 2017 issue of The American Prospect magazine. Subscribe here.
In The Art of the Deal, Donald Trump wrote about perhaps his first deal ever, made with his younger brother, Robert: "One day we were in the playroom of our house, building with blocks. I wanted to build a very tall building, but it turned out that I didn't have enough blocks. I asked Robert if I could borrow some of his, and he said, 'Okay, but you have to give them back when you're done.' I ended up using all of my blocks, and then all of his, and when I was done, I'd created a beautiful building. I liked it so much that I glued the whole thing together. And that was the end of Robert's blocks."
According to President Trump, Robert, now 67, likes to tell the "blocks" story because it revealed to him where Donald was headed. Now, we know where Donald was headed—to the White House, which comes with a much larger playroom, the most powerful in the world: the federal government of the United States.
But the "blocks" story tells us something more. Trump's signature brand of wheeling and dealing fits neatly in the recent tradition of running government "like a business." For decades, the corporate world has increasingly become the exemplar of good governance, and the market has come to stand for economic efficiency. These claims have fed into a trend of creeping privatization, which has weakened democratic public control over public goods, expanded corporate power, and widened economic and political inequality. Some of this trend has been driven by the desire to save public funds, and some of it by pure ideology.
Historically, government has often contracted out some tasks, such as highway construction and production of military materiel. There have been reasonable debates over what services, such as electricity, should be provided by government as opposed to regulated public utilities. But not until the late 1970s was there a movement to privatize basic public functions.
With the Trump presidency and Republican control of Congress, privatization will drastically accelerate—from privatized infrastructure and private prisons to voucherized schools and Medicaid or Medicare. Despite claims of greater efficiency, the reality is usually higher fees and costs, reduced services, lower wages, and loss of public control. The essence of a public service is cross-subsidy. Free or low-cost provision of water and sewer service, public transit, public education, and public parks tends to help lower-income people, based on the premise that these are basic public goods. Market principles, by contrast, abhor cross-subsidies. When public goods are redefined as market commodities, the system raises costs to users, especially those with lower incomes.
Take the "deal" at the center of Trump's guarantee to "Make America Great Again," his promise to invest $1 trillion in the country's roads, bridges, and other infrastructure. While this represents only a fraction of the money estimated to be required, such an investment would be substantial, more than Barack Obama's stimulus at the nadir of the Great Recession. Trump's infrastructure plan is a pillar of his promises to grow the economy and create millions of new jobs—and for good reason: Infrastructure projects generate middle- and high-skill construction and engineering jobs, and inject money into local economies.
But what we know of the plan so far amounts to a stealth privatization of public infrastructure. Most of that $1 trillion would be private money, and investors would get a tax break to spend it. Based on a paper released during the election cycle by business professor and Trump adviser Peter Navarro and Wilbur Ross, Trump's commerce secretary and billionaire private equity investor, the plan relies on a whopping 82 percent tax break to attract private capital to infrastructure projects. Private investors would front some of the cash to build, say, a new highway, and through the details of a complex "public-private partnership" they could influence policy regarding the highway. On top of the tax break, they would recoup their investment by collecting the highway's toll revenue for decades.
The plan still needs legislative approval. But given the aversion of the Republican Congress to spending money on domestic needs, the final legislation will certainly lean heavily on private finance and privatized operations and maintenance.
Big Shoulders: Parking fees doubled in the first five years after Chicago's parking meters went private.
In this model, there's plenty to be wary of—just ask Chicago. In 2008, former Mayor Richard M. Daley signed a 75-year public-private partnership with a Morgan Stanley–led consortium to operate the city's parking meters, which puts taxpayers on the hook for any city decision that eliminates parking spots. If Chicago throws a street fair or builds permanent bike lanes, the city must reimburse the consortium for lost revenue—for another 66 years. On top of that, downtown parking meter rates more than doubled in the five years after they were leased out.
Privatization's consequences are widespread and well documented. In theory, public savings result from superior efficiencies. In practice, management is seldom better and often more vulnerable to sweetheart deals, and savings come mainly from cheaper pay to workers. Outsourced jobs typically offer lower wages, fewer benefits, and little to no protections. In the pursuit of profit, contractors often cut corners, lowering the quality of public services. Taxpayers lose access to basic public information. As more and more public services are contracted out, government begins losing the capacity to supervise the contractors, opening the door to corruption and contractor "lock-in." Public money goes to contractor profits, investment returns, and executive salaries, rather than to investments needed in public health, education, infrastructure, and good jobs.
But privatization also cuts deeper, to the foundation of American democracy. It's an assault on public control of public goods. The fine print in contracts often makes it harder to make democratic decisions about things we care about. Examples abound. Charter school management organizations often deem curriculum and lesson plans confidential private property, even though the materials were created with public dollars. Public-private partnerships often include non-compete clauses that protect profits for private investors and make it tougher to build other infrastructure nearby, like mass transit, to address climate change. Many private prison contracts contain "bed quotas" that all but guarantee 80, 90, and even 100 percent occupancy, boosting mass incarceration. Trump has already reversed President Obama's decision to phase out use of private prisons for undocumented immigrants convicted of crimes—and the stocks of private prison companies soared.
While Trump comes to the presidency with no government experience, he's surrounded himself with free-market ideologues, crony capitalists, and conservative think tanks bent on downsizing and outsourcing government. The former president of the Heritage Foundation, Edwin Feulner, who's been advising Trump's transition, once said, "Any government function that can be found in the yellow pages should be a candidate for privatization." Billionaire Betsy DeVos, the new education secretary, is a staunch advocate for charter schools and voucher programs. Trump's nominee to run the Centers for Medicare and Medicaid Services, Seema Verma, recently helped Iowa privatize its Medicaid system, which sputtered into crisis within months. Verma's potential boss, Tom Price, the new secretary of health and human services, has been relentless about privatizing Medicare.
The entire range of public assets and services are potential targets. Since Election Day, Republican leaders have mentioned selling off public lands and privatizing the nation's air traffic control system, nuclear waste storage, the Corporation for Public Broadcasting, and the Department of Veterans Affairs. The GOP-controlled Congress will surely redouble efforts to turn Social Security and Medicare benefits into individual vouchers.
For conservatives, having Trump at the helm is a trifecta of opportunity. First, there's a lot of money to be made—about $7 trillion spent each year by federal, state, and local governments. Second, there's a chance to severely weaken public-sector unions, a powerful pro-government force and a formidable political opponent in elections. Third, free-market ideologues see an opening to fundamentally redefine the role of government. In a democratic society, citizens have rights and responsibilities to each other. In a market society, people are individual consumers of a limited set of public services.
Roots of a Crusade
The year Trump was born, 1946, also kicked off the career of the best American promoter of free-market ideas. Milton Friedman joined the faculty that year at the University of Chicago, where he'd eventually become the foremost economist in the so-called "Chicago school" of economics. Friedman's insight that government responsibility could be separated from government provision of services gave conservatives a fresh approach. This meant that privatization didn't necessarily require cutting popular public services—instead they could be handed to private contractors.
Privatization advocates chipped away at government through the 1970s, but it wasn't until the 1980s, with the election of Ronald Reagan as president, that privatization went mainstream. By 1987, Reagan's budget plan included more privatization proposals than any president had ever recommended, including the sale of two federally owned airports, a railroad, four regional power agencies and their electricity-generating dams, and weather satellites. Stymied by a Democratic Congress, Reagan only succeeded in privatizing Conrail, the northeastern freight railroad taken over by the federal government from the bankrupt Penn Central. In 1988, a presidential commission developed a road map of federal functions to privatize, including low-income housing, federal loan programs, air traffic control, education vouchers, the Postal Service, prisons, Amtrak, Medicare, and urban mass transit. But congressional Democrats stood up again, thwarting the commission's recommendations.
Fred Smith Jr. of the Competitive Enterprise Institute, a libertarian think tank, tore into Reagan for failing to develop an effective strategy to take on core Democratic constituencies. Smith argued that for a privatization proposal to "make it through the political process," a "viable privatization coalition" must be created. Thus a top priority, Smith wrote, "should be to identify Democratic senators and representatives who might be persuaded to support privatization and convince them to take the lead on the issue."
Smith's ideas were inspired by Madsen Pirie, the architect of Margaret Thatcher's privatization efforts across the pond, and the British-American Stuart Butler, then at the Heritage Foundation. The problem in the United States, as Butler saw it in a 1987 paper, was not a lack of determination, but that the Reagan administration had failed to change the underlying political dynamics that favored increased federal spending. "Conditions must be created in which the demand for government spending is diverted into the private sector," he wrote. "Instead of having to say 'no' to constituencies," through privatization "politicians can adopt a more palatable approach to cutting spending."
Though the right continued to push privatization during the Bush and Clinton eras, Congress was able to block most major efforts at the national level. Much of the battle over privatization moved to state capitols and city halls. A well-established network of conservative think tanks, industry associations, investors, and corporate lobbyists—the State Policy Network, ALEC, and others—began pushing privatization projects and enabling legislation. Today, contractors, Wall Street, and multinational corporations vie for the estimated $1.5 trillion that state and local governments combined spend annually on outsourcing. Red-state politicians carry the water, but politicians facing tight budgets in blue regions increasingly have become game.
NOT Lanes: In Virginia, a deal with a private consortium punishes the state for increased carpooling, which costs the consortium toll revenues. Virginia deters HOV use by requiring three occupants; most states require two.
Enter Trump, riding a wave of right-wing populism and hatred for nearly everything government. The Reagan administration had similarly broad goals but hadn't built the political apparatus and congressional support to accomplish them. Trump has been handed both, and privatization will now be a key goal of federal policy.
Privatized Infrastructure
To say America has an infrastructure problem would be an understatement. The American Society of Civil Engineers estimates that our roads, bridges, water systems, and other infrastructure need $1.4 trillion in investment before 2025. State and local spending on roads, bridges, schools, water treatment plants, and other infrastructure is at a 30-year low. Federal spending has fallen by half over the past 35 years. Washington spends around six times more on the military than it does on infrastructure.
Public opposition to taxes—fueled by attacks on government—has left mayors and governors desperate for ways to make up this funding gap. This desperation has opened the door for private investors, construction giants, and global water companies who see potential for market share and stable returns. The centerpiece for this burgeoning infrastructure industry is the "public-private partnership," which replaces public debt with private capital and privatizes operations and maintenance.
Traditionally, infrastructure projects are built with public debt raised through tax-exempt bonds sold to institutional investors like pension funds and mutual funds. The public pays off the debt through taxes or a combination of taxes, fares, and tolls. In a public-private partnership, investors front the cash to build—and often maintain and operate the resulting asset—allowing elected leaders to promise no new taxes. Private financing is considered "off–balance sheet debt," because it doesn't show up on a city's or state's debt load or impact their bond rating. But the debt is still real. The public pays it off through tolls, user fees, or transit fares, and sometimes through guaranteed annual payments (called "availability payments") from general taxes. Investors promise better, cheaper, and faster, but they demand a healthy return—usually 10–25 percent—making the deals a costly and dangerous alternative to building things the old-fashioned way, with tax-exempt public debt. The deals are sold as benign "partnerships," but without strong protections for the public, they can be anything but.
Many public-private partnerships, by design, limit or eliminate the public's ability to make critical decisions. Through so-called "non-compete" clauses and compensation clauses often buried deep in contracts and long-term leases, investors reduce their risk exposure and lock in profit. Such clauses limit the public's control over policy by adding additional costs to normal policy decisions. The examples border on absurd. A private consortium operating the Northwest Parkway toll road in Denver, Colorado, stopped the city in 2008 from making improvements to a nearby public road. The consortium cited contract language that prevented improvements that "might hurt the parkway financially" by providing an alternative route for travelers, thus potentially reducing toll revenue. In Virginia, a long-term contract with a multinational consortium penalizes the state for increased carpooling on the Capital Beltway's high-occupancy express toll lanes. During floods in 2008, a state of emergency was declared and tolls were waived on the Indiana Toll Road—the private joint-venture running the road charged the state $447,000 for missed tolls.
Private investment increases dependence on tolls and user fees to pay debt service and ongoing operations and maintenance. Infrastructure costs money—there's no free lunch—but private investment makes it nearly impossible to provide affordable access for everyone. The small Pennsylvania town of Coatesville, for example, saw the cost of water skyrocket after the city sold its water and wastewater systems to the publicly traded corporate giant American Water in 2001. Residents, nearly three-quarters of which are of color, saw their water bills increase 282 percent between then and 2015. In Chicago, where downtown parking meter rates have skyrocketed, not a cent of the $121.7 million the privatized meters took in last year went to the city. Instead, it went to the Morgan Stanley–led consortium, which is on pace to make back the $1.15 billion it paid to the city by 2020, leaving more than 60 years of meter revenue to go. The city of Bayonne, New Jersey, recently made headlines for its massive water-rate increase—nearly 28 percent since the city sold its system to a private equity firm in 2012. To sell the deal to residents, city officials promised a four-year rate freeze that never materialized. Public-private partnerships often shift the political burden in this way. Ratepayers and taxpayers foot the bill, but government agencies can say tolls, fares, and rates are private decisions.
Sometimes the decisions really are private. A public-private partnership recently fell through in Texas when the consortium that financed and built the State Highway 130 toll road didn't hit its revenue projections and declared bankruptcy. The consortium, led by a Spanish developer, had long refused to release the traffic projections the project was based on, claiming that doing so could help its competitors.
Based on a paper released during the election cycle by business professor and Trump adviser Peter Navarro and Wilbur Ross, Trump's commerce secretary and billionaire private equity investor, pictured here, the plan relies on a whopping 82 percent tax break to attract private capital to infrastructure projects.
In a similar deal, the Indiana Toll Road, built by the public in the 1950s, was turned over to a Spanish-Australian joint venture in 2006 for 75 years in exchange for a $3.8 billion upfront payment to the state. Since then, traffic has dropped and toll rates have skyrocketed, so much so that the joint venture went bankrupt in 2014. Many blamed faulty traffic projections, but who would know? The actual projections remain proprietary and shielded from public view. In late February of this year, Trump added a key player in that deal, D.J. Gribbin, who worked for the Australian half of the joint venture at the time, as special assistant on infrastructure policy.
Trump has yet to release a formal infrastructure plan, but has tipped his hand by stocking his administration with public-private partnership enthusiasts. Beyond Navarro and Ross, the transition point person for transportation and infrastructure policy staff was former George W. Bush transportation official Martin Whitmer, who previously ran the "public-private ventures division" at the American Road & Transportation Builders Association. Shirley Ybarra, who led the Department of Transportation transition and presumably helped peg Elaine Chao for transportation secretary, is a former transportation policy analyst at the libertarian Reason Foundation and authored the first public-private partnership bill in the nation, Virginia's Public-Private Transportation Act of 1995.
Chao, who is married to Senate Majority Leader Mitch McConnell, has remained relatively agnostic about the use of public-private partnerships, saying in her confirmation hearing when asked whether the Trump administration would be supportive of direct federal spending on transportation, "I believe the answer is yes." But she also said, "In order to take full advantage of the estimated trillions in capital that equity firms, pension funds, and endowments can invest, [public-private] partnerships must be incentivized with a bold, new vision." Straddling the line might have been the safest play, but as a former distinguished fellow at the Heritage Foundation, which promotes "private sector ownership, financing, operation, and maintenance of infrastructure and transportation services," Chao will likely favor the private sector where the rubber meets the road.
The Prison-Industrial Complex
When it comes to criminal justice, Trump has no qualms with running government like a business. He told MSNBC's Chris Matthews during the campaign, "I do think we can do a lot of privatizations [sic] and private prisons. It seems to work a lot better."
Trump must've been relying on facts of the alternative variety. Today, private prison companies already hold contracts to operate hundreds of prisons, jails, and detention centers across the country. Studies show that these facilities increase recidivism and tend to be more violent than public facilities. In 2014, Idaho, not exactly a liberal state, ended a contract with the country's largest private prison company, CoreCivic (formerly CCA), after the rate of assaults at the company's prison was four times that of the other seven Idaho prisons combined. Prisoners said the prison was so violent it was nicknamed the "Gladiator School." When the Obama Justice Department announced in August of last year that it would begin to phase out some of its private prison contracts, it concluded that private prisons "simply do not provide the same level of correctional services, programs, and resources; they do not save substantially on costs; and … they do not maintain the same level of safety and security."
For decades, private prison companies have acted as an enabling force for both mass incarceration and the criminalization of immigration. As incarcerated and detained populations have swelled, the business of owning and operating prisons and jails to incarcerate them has grown into a multibillion-dollar industry. The industry spends millions of dollars each year influencing public officials, making it harder to break the country's addiction to incarceration.
With Attorney General Jeff Sessions in the driver's seat, the Justice Department is likely to take a step back from the mild reforms it enacted under the Obama administration. Sessions is a big fan of the war on drugs, which has been a major driver of mass incarceration. He also has a history of supporting private prisons, green-lighting them for use in Alabama when he was attorney general of his home state. Private prison companies have taken note. Shortly after the Justice Department's August announcement, the country's second-largest private prison company, GEO Group, hired several lobbyists, including two former Sessions aides. Investors have taken note, too. The day after Election Day, CoreCivic's stock increased in value more than any other on the New York Stock Exchange. Trump's "law and order" rhetoric sent the stock skyward, but so did his promise to deport millions of undocumented immigrants. The immigration detention system is highly privatized. Massive deportation would likely require help from private prison companies to expand old detention facilities or build new ones to hold immigrants awaiting deportation.
Milton Friedman's insight that government responsibility could be separated from government provision of services gave conservatives a fresh approach.
Regardless of what Trump does, private prison industry leaders have long seen the writing on the wall as many states continue criminal justice reform efforts. As fewer people have been sent to prisons and jails in recent years, the industry has expanded beyond the business of incarceration. Since 2005, CoreCivic and GEO Group have collectively spent more than $680 million acquiring smaller companies that provide services such as residential re-entry ("halfway houses") and electronic monitoring. Like private prisons, private halfway houses have been rife with scandal.
Private prison companies have also positioned themselves, in an effort to elude mounting backlash, as if they were in another line of business altogether. When CoreCivic changed its name from CCA in October, CEO Damon Hininger said it was about transforming the business to provide a "wider range of government solutions," including real estate. In fact, several years ago, CoreCivic and GEO Group changed their corporate legal status to become Real Estate Investment Trusts, offering significant tax reductions. In 2015 alone, the companies used the REIT status and other avenues to avoid a combined $113 million in federal income taxes.
The War on the Poor
There may not be a better representative of Trump's winner-takes-all attitude in Congress than former Georgia Republican Representative Tom Price. Last March, the former orthopedic surgeon announced his opposition to a proposal meant to reduce doctors' financial incentives to prescribe expensive drugs through Medicare. A week later, he bought stock in six pharmaceutical companies that would benefit from the proposal's defeat. The companies had lobbied Congress—and presumably Price—to stop the proposal, and they eventually won.
Price happens to now run the Health and Human Services Department under Trump, which means he'll oversee core health-care entitlement programs like Medicaid and Medicare. He's been an advocate for forcing "able-bodied" Medicaid recipients to meet work requirements and shifting Medicaid funding into state block grants. Shortly after the election, Price said he expected Congress to push forward with a Medicare overhaul—i.e., privatization via vouchers—within the first six to eight months of the Trump administration. A day after Trump nominated him to run HHS, Price released a new agenda that called for automatic across-the-board cuts to programs, including Medicare and Medicaid, and even Social Security.
The magical thinking of privatization has no more devastating consequences than when it's applied to those living on the margins. Ask Iowa's poor and disabled. Last spring, the state handed its Medicaid system to three big insurance companies. Under "managed care," the insurance companies are paid a fixed amount to cover nearly 600,000 of Iowa's most vulnerable. Managed care appears to be headed for disaster. Hospitals, nursing homes, and clinics say they've lost hundreds of thousands of dollars in expected reimbursements and spent countless hours chasing down payments. Even so, the insurance companies say they're struggling too. In October, Iowa Republican Governor Terry Branstad, who spearheaded the privatization effort, saying it would save the state millions, handed the companies an additional $33.2 million, which triggered an extra $94.5 million in federal money. Apparently, that wasn't enough. The companies expect themselves to have lost $450 million total in the first year of managed care. In February, an executive for one of the companies told investors not to worry—he's optimistic about negotiating even more money from the state in the future.
The architect of Iowa's managed-care system may soon be a familiar face nationwide. Seema Verma, Trump's pick for administrator of the Centers for Medicare and Medicaid Services, has deep ties to the administration. In 2007, Verma helped Vice President Mike Pence create savings accounts for Medicaid recipients in Indiana, requiring poor and disabled people to make premium-like monthly payments into an account to receive coverage. Verma considers the payments a way to get people to take "personal responsibility" and encourage them to stay engaged with their health. State reports show thousands of people have been kicked off of coverage for missing payments, and many more are confused about how the program even works. As of November 2016, 397,000 people had enrolled in the program out of the 573,000 that are estimated to be eligible and would have been automatically covered without the payment requirement.
Correct this: Corrections Corporation of America (now CoreCivic) ran what inmates dubbed "Gladiator School" because of a violent atmosphere they say understaffing helped create at the Idaho Correctional Center.
Trump considers Verma and Price "the dream team that will transform our healthcare system for the benefit of all Americans." But in reality—not dreams—the health-care system, especially the social safety net, has long been transforming to benefit fewer and fewer Americans. Safety net programs are low-hanging fruit for privatization efforts, as they impact those who have little to no political power. The 1996 Personal Responsibility and Work Opportunity Act, Bill Clinton's signature welfare overhaul, set the stage for social services privatization. Welfare reform centered on cost savings for programs and work requirements for beneficiaries, supercharging the privatization of services like Medicaid provision, foster care, food stamps, and child support. For example, shifting to block grants for services like cash assistance contributed to a shift in funds to private companies, as contractors promised states cost savings through privatization. The law also removed restrictions that had prohibited states from outsourcing welfare intake and eligibility in what The Washington Post described as perhaps "the largest transfers of public sector operations into private hands."
The result: Fewer and fewer poor families actually receive the benefits they need. For example, since 2001, Oklahoma has given a contractor more than $70 million in TANF money to run relationship workshops, including classes to help couples find compatible "love styles," as a way of encouraging marriage. In the 15 years the classes have been offered, the marriage rate has actually fallen. Contractors have flourished in the new social services environment. In 2000, Lockheed Martin disclosed that welfare-reform services was one of its two fastest-growing business lines at that time. JPMorgan Chase made more than half a billion dollars between 2004 and 2012 providing public assistance benefits.
In the first months of the Trump administration, more direct assaults on our democracy have gotten most of the attention. Privatization of the public realm is another core assault. But evidence is piling up about the true costs of privatization. Communities across the country have struggled against and won against private prison companies, billionaires funding school choice, multinational water corporations, and more. One front where many citizens can come together in the Trump era is in the struggle for what we own together.

subset: commoncrawl


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Corrosion Research Opportunities
Strong research activities are a critical component of the University of Akron's institutional mission and we have an established history of research in fields related to corrosion prevention and mitigation (sensors, advanced materials, structural health monitoring, etc.). In response to requests from government and industry partners we are actively organizing teams of faculty and students to pursue additional research projects in this field.
As with all College of Engineering program at the University of Akron, students pursuing a degree in Corrosion Engineering will have opportunities to work on research projects with their peers, faculty and potential industry partners.


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iVolume calculates the volume perceived by the human ear for each song of your iTunes music collection. Thereby iVolume gets the most out of the approved Replay Gain algorithm and adjusts your songs accordingly.
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iVolume is the perfect companion for your Genius Mixes in iTunes or when using the shuffle mode. No longer adjust the volume for background music on parties. No longer dig your iPod out of your pocket just to modify the music's volume. iVolume takes your music listening experience to a whole new level.
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All the features above are fun and incredibly easy to use through a modern and clear user interface.


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Department of Revenue News Release
April 19, 2013Green Sales Tax Holiday (April 19-25) Means Savings on Energy-Efficient Appliances
JEFFERSON CITY - Missouri's fifth annual Show-Me Green Sales Tax Holiday, which provides shoppers in Missouri the opportunity to save on energy-efficient appliances, begins today, Friday, April 19, and runs through Thursday, April 25.
People who purchase new ENERGY STAR®-qualified appliances in Missouri during the holiday will save a minimum of 4.225 percent off their purchase. The reduced price represents the elimination of the state's sales tax from the purchase.
ENERGY STAR®-labeled appliances that qualify for the sales tax exemption are:
*Clothes washers
*Water heaters
*Air conditioners
*Heat pumps
More information about the ENERGY STAR® program can be obtained at http://www.energystar.gov/.
Many local governmental entities have also opted to participate in the holiday. This means qualified purchases in those areas will be exempt not just from the state sales tax, but also city, county and special district sales taxes. Eleven counties, 51 cities and 18 special districts have opted to participate in the holiday. The participating entities can be found at http://dor.mo.gov/business/sales/taxholiday/green/.
For more information on the Show-Me Green Sales Tax Holiday, please visit http://dor.mo.gov/tax/business/sales/taxholiday/green/faq.htm.
The Missouri Department of Revenue is now on Twitter! To follow the Department on Twitter, go to http://twitter.com/MoRevenue.


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Lawrence County, Mississippi Juvenile Law Lawyers
Find Lawrence County, Mississippi Juvenile Law Lawyers by City
Delilah Alford Shandy
McComb, MS 39648
Mississippi College School of Law
Amanda Lingold Spencer
P. O. Box 937
Florence, MS 39073
Mississippi College School of Law
Joseph Turney
Columbia, MS 39429
Kathleen Harbour
Summit, MS 39666
Kelley M. Berry
336 West Gallatin St.
Hazlehurst, MS 39083
Keri Temple Haralson
Brandon, MS 39042
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Suite D
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University of Mississippi
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Woodville, MS 39669
Texas Southern University Thurgood Marshall School of Law
Stanley Keith Smith
Gulfport, MS 39501
Damon Stevenson
Jackson, MS 39203
Mississippi College School of Law
James Kelly
202 E. Government St.
Brandon, MS 39042
Adam Miller
Suite D
Gulfport, MS 39501
William Wesley Stover Jr
Jackson, MS 39201
William Howell
Ridgeland, MS 39157
Amy Kathryn Pietrowski
Mississippi College School of Law
A native of Michigan, Pietrowski was only 2 years old when she was placed in foster care. She endured a turbulent childhood and in disobedience, rebelled by joining the Marine Corps. The trajectory of her life changed when she joined the U.S. Marine Corps at age 18.
Pietrowski was one of only 2,200 women serving in the Marine Corps during the first Persian Gulf War. She completed boot camp at Parris Island in Port Royal, South Carolina, followed by her Military...
Robert E Hayes Jr
Building 9 Suite A
Southaven, MS 38672
Mississippi College School of Law
Ed Williams
Cleveland, MS 38732
Mississippi College School of Law
While in law school, Ed was a member of the MC Law Moot Court Board, Law Student Bar Association, Phi Alpha Delta Honors Program, American Association for Justice, and the Mississippi Association for Justice. As a member of the 2016 ABA Arbitration moot court competition team, Ed won first place in the National Championship. He was also a finalist in the...
Susan W. Culpepper
Suite 106
Oxford, MS 38655
Louisiana State University - Baton Rouge
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The Bison worked through two rounds of golf yesterday and finished the third and final round today for tournament play in the Grover Page Classic 2012 hosted by UT Martin and played at the Jackson Country Club in Jackson, Tenn.
The Bison finished out the tournament in sixth place with a total score of 909 through three rounds of 72-par play. Between Ryan Terry, Paul Klein-Kracht, Blanton Farmer, Nate Johnson, and Alex Cox, the men's team improved play each round moving from eighth place in the first round with 310, up to seventh place after round two with 303 and finishing at sixth with a 296.
Terry, a sophomore, led the Bison with a 10th place finish. He stayed in the top 20 the entire tournament with two rounds at 3-over par and his final round at par.
Terry finished the tournament in the top five on par-five holes, shooting six-under par and averaging 4.5 strokes per hole. Blanton Farmer averaged 4.17 shots per par-four hole, shooting five-over on those holes and tying for 10th on those holes among the field.
Tennessee Martin took the overall team title. The individual medalist was Partick Newcomb of Murray State. Picked for the All-Tournament team were Jake Erickson (Southern Illinois), Maurice Jefferies (Jackson State), Tyler Shellnut (UT Martin) and John Sisinni (UT Martin).
Next up for Lipscomb on the links will be a match against Trevecca, March 26.


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Congratulations on your successful completion of QMTC! This is a big accomplishment that we do not take lightly. You made a serious and earnest commitment to change your life by putting down the drugs and picking up a new life. I heard someone say on television that your decisions define your destiny. As you continue to navigate through life experiences, please remember that at the end of the day, you have the power to change your life experiences. Please know that if QMTC can assist you in any way, do not hesitate to contact myself or any other staff member.
Naima Aiken,
Project Director II
In Desperate Need
As the Presiding Judge of the Queens Misdemeanor Treatment Court (QMTC), I feel very fortunate that I have the opportunity to hear, on a daily basis, the poignant stories of recovery of those whose lives have been radically transformed by the intervention of drug treatment. As a Judge attempting to dispense justice in a New York City courtroom, there is really nothing more satisfying than seeing someone slowly but surely overcome drug addiction. Consider the transformed life of Milan Jurcec.
Mr. Jurcec was referred to QMTC when he was 27 years old. At the time, he had already accumulated one felony conviction, and 5 misdemeanor convictions, including a conviction for criminal possession of a controlled substance and a conviction for driving while intoxicated. Apparently, during this period no one intervened in Mr. Jurcec's life to address his drug and alcohol addiction. Yet, his life was quickly falling apart and unraveling at the seams. His common law spouse was on the verge of leaving him and he managed to get fired from his well-paying job as a counter person in an automobile parts store. Although he had two sons (one year old and five years old) and was the step-father to an adolescent daughter, he knew that he was not being much of a father to them.
His life was miserable; he was becoming estranged from his own family and he was incessantly tormented by the chains of his powerful addiction. In March 2006, Mr. Jurcec was arrested again, accusing of resisting arrest and criminal possession of a controlled substance in the seventh degree (two misdemeanors). The allegation was that Mr. Jurcec dropped six bags of heroin on the ground as he saw the police approach, and, when stopped by the police, he resisted arrest.
Fortunately, the Judge in arraignments that date was able to discern that defendant needed drug treatment intervention and she referred defendant's case to QMTC. The Judge's endorsement in the court file – that "defendant [was] crying and asking for help" – gave me a glimpse into Mr. Jurcec's heart and mind: it told me that QMTC needed to place Mr. Jurcec in treatment immediately, while his heart was still soft and while he recognized his desperate need.
Two days after his arraignment, Mr. Jurcec, in jail on $2,500 bail, appeared before me in QMTC and was assessed for a treatment program by one our case managers, Donna Teekasingh, who was very impressed with the sincerity of Mr. Jurcec's interest in treatment. The assessment report indicated that defendant begin using drugs and alcohol when he was only 15 years old. The recommendation was that defendant be immediately placed at an outpatient treatment program, Daytop Village, in Brooklyn.
When Mr. Jurcec appeared before me for the first time, he struck me as someone who was deeply grieved by the ugly turns that his life had taken, but also deeply appreciative that a new direction was being set before him. During our interaction, I could see the torment in his eyes and could hear the hoarse desperation in his voice. Mr. Jurcec was crying and bursting with emotion – to the point where at times he simply could not speak.
After accepting Mr. Jurcec's guilty plea and informing him that I was going to release him from jail so that he could begin treatment, I asked him a very pointed question: why was he seeking treatment at this point in his life. As he fought back tears, Mr. Jurcec talked about his two sons and his fiancee again and said, "I want to do it for myself, Your Honor."
For the next nine months in Mr. Jurcec's life, Mr. Jurcec continued to take a long, hard look in the mirror as he went into battle against his addiction. During his recovery, Mr. Jurcec exhibited extraordinary integrity and honesty, as well as extraordinary bravery and humility. Mr. Jurcec quickly obtained employment at another automobile parts' store and reconnected with his children and his fiancee. I was personally so impressed with the genuine and heart-felt nature of his recovery that I took the unprecedented step of asking him if he would speak at our next graduation ceremony – as a current participant, however, not as a graduate.
Mr. Jurcec has remained drug-free for nine months and on January 11, 2007, I had the great pleasure of vacating Mr. Jurcec's guilty plea and dismissing his case. At the time of the dismissal, Jurcec expressed his extraordinary gratitude for the help that QMTC offered him. In his dismissal application, he wrote: "Before I entered treatment I lost contact with my children. I lost sight of what I had. My life in treatment has turned my life around. I'm back home with my kids and soon-to-be wife. Treatment also helped my career move forward and keeps me focused. . . . I wake up everyday and think back to what I was willing to lose for drugs. That keeps me focused." Mr. Jurcec is scheduled to get married in April, 2007.
By Joseph A. Zayas,
Judge of the Criminal Court
of the City of New York
125-01 Queens Blvd
Kew Gardens, NY 11415
Phone: 718-298-0914
Fax: 212-419-8443
In Grads Words
Prior to graduating from the QMTC, participants are required to complete a Dismissal Application. The Dismissal Application asks participants to explain, in writing, the progress of their recovery and how their lives have changed as a result of the participant's treatment and recovery. The following are several quotes from the Dismissal Applications of some of our prior graduates:
"Before I was homeless. [Now] I have a place to live. I see my children every weekend. I have a very good job. Most of all I am happy and 'drug free.'" 2005 Graduate
"I was homeless, unemployed and unemployable. I was unreliable, irresponsible and undependable with no vocational training. Today I have an apartment, received my commercial driver's license and living free from alcoholism and drug addiction a day at a time through the grace of God." 2006 Graduate
"I have come to realize how the use of drugs have had me doing all types of unethical things, from stealing to not even being sanitary (clean). I have changed my outlook on life and feel that it's time to start living my life in a positive manner and the only way I can accomplish this is without the use of drugs." 2006 Graduate
"At this present time my life is different because I can now see which way I went wrong. By coming to this program it made me focus on my family, children, employment. It made me be more responsible to my family and children like a son, brother and father should." 2006 Graduate
"My life has changed. I see myself differently now. I now have a family who supports me and a son that's proud of me." 2007 Graduate
"I have remained drug-free, I was very instrumental in my recovery, my crime committing days are over, I'm thankful for the opportunity to go through QMTC instead of jail time because my whole outlook is so bright now, and I feel right now I can be and will remain a productive member of society." 2005 Graduate
"I am back on track. I learned that being in recovery is very important. I have had a rude awakening and now that I am no longer drinking or using drugs I can finally live my life. Now that I am drug free I have my sons back in my life. Also, I have a strong network of good friends. . . . My recovery is very important to me." 2006 Graduate
"I would like to thank the Court and staff for allowing me to participate in this program. . . . I am going to stay on the right path. I will not go backwards and will continue to remind myself what I have gone through and the lessons I have learned. I also need to be here for my wife, children and grandchildren as they are all very important to me. I know I will never make the same mistakes that I have made for so many years." 2006 Graduate
Graduation Pictures


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Perkins Generator Sales and Service
Stay plugged in. At home. At work. On the move.
Worried about the impact of winter storms, summer tornados, rolling power outages?
Concerned about losing power to your security systems or corporate computer systems?
Tired of your lights going out when the utility power fails?
Perkins Generator Sales & Service was established to provide scalable electric power solutions with premier technical support and quality customer service. All Perkins on-site inspectors, installers, and technicians are fully licensed and factory trained. We stand behind the power and longevity of the Generac product and the quality local installation, service, and support we provide.
We have a wide range of industry-leading and customizable solutions for any emergency or temporary power need. As a Premier Generac Residential, Commercial, & Industrial Dealer we bring you peace of mind with a full line of reliable Generac products and personalized service.
- Home emergency backup solutions to keep your family plugged in and protected
- Business stand-by generators to extend your productivity and maintain a competitive advantage
- Industrial stand-by generators to provide and maintain power for your mission critical operation
Chuck Perkins installed his first Generac generator in 1994 and became an Industrial Dealer in 1998. In 2004, joining Generac's new residential dealer program, this allowed rapid expansion into the local residential market. Since 2008, Chuck has been an active member of Generac's Residential Dealer Advisory Council and has been a key contributor in new product development with Generac's Product Management Team.
"Whether it's a standby power system for a large data center, a backup generator powering the family home through an outage, portable generators powering tools at the job site, or the cleaning power of a pressure washer, Generac meets the power needs of consumers and businesses alike. Across the country and around the world." (Generac website)
Damage from power outages include:
- Unprotected homes
- Lost revenue due to forced business closure
- Spoiled refrigerated food and medicine


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William Lescaze House and Office
Landmarks Preservation Commission: January 27, 1976
National Register of Historic Places: May 19, 1980
William Lescaze was a European architect who would change the way Americans saw architecture starting in the 1930s and on. Born in Geneva, Switzerland in 1896 he would study under Karl Moser at the Polytechnic School in Zurich. After graduating in 1919, Lescaze went to France, specifically Arras then Paris, where he would work under Henri Sauvage. He would eventually move to the United States as a recommendation by Moser in 1920 and begin his American career at Hubbel and Benes in Cleveland, Ohio. Shortly after his move to America, Lescaze opened up his New York office in 1923 and would begin a brief partnership with George Howe in 1929. Their most noted commissions were the Oak Lane Country Day School and the Philadelphia Savings Fund Society (PSFS) both in Philadelphia.
The project in Philadelphia (PSFS) would be the second skyscraper to have central-air conditioning. It was also a newer style and aesthetic Americans were not accustomed to, termed "International Style." His designs were highly influenced by Le Corbusier who used angular lines, geometric precisions and smooth planar surfaces. Through projects and inspiration, Lescaze would design the first "modern" home in New York City which would double as his living space and office.
Before Lescaze built his home and office, the site was inhabited by a row of pre-Civil war brownstones. In 1933, Lescaze started building his home in the narrow lot between the row houses with the newest technologies, materials and methods of construction. He moved into the house with his wife in summer 1934 and kept the house in the same condition and appearance while living there. Even when the house was designated in 1976, the house had remained the same for over forty years.
Today, Lescaze's home and office remains untouched aesthetically with the world changing around it. The city and street scape have changed since the building was first erected in 1934 with more and more skyscrapers built around it as well as the evolution of architectural styles. The home and office would be the first of its kind inspiring architecture around it. (LPC January 27, 1976)
The home and office is referred to as the "International Style", however, Lescaze did not approve of this description for his creation. He felt that the words used to describe his architecture endeavor was speaking of it as if it were from "a bag of tricks". His choice to utilize the most modern technology, materials and methods of construction were the first in New York, inspiring other architects to approach design with a more modernist approach. His contribution to New York City has now been referred to as a "classic" New York City residential building.
The home today sits between two row houses, one with a modern style, and the other with emulates the Neo-Grec style. Surrounding Lescaze's home are skyscrapers piercing the sky at every turn. Behind the home remains an escape from the city with green space to those fortunate enough to be positioned behind it.
The four story building was designed simplistically thus resulting in advanced exploration of proportional relationships with smooth surfaces and deliberate prevention of ornamentation. Lescaze created an open and airy space, confined into a narrow lot, using glass blocks or bricks that not only allowed light but also privacy and structural support. By utilizing the glass bricks, he was able to provide an optimal amount of light for his home and office which was below street level. The major use of cement and stucco on the facade has allowed the building to utilize the curves along with the precise angular lines. (LPC January 27, 1976)
Upon his original request to the Building Department in August 1933 to alter the 1865 brownstone was denied. Lescaze specified in his plans he would extend the facade forward to the building line and extending it two-stories in the rear. The major oposition from the Building Department was pertaining to venitilation and the use of glass blocks. In January 1934, Lescaze added that he would be installing a complete system of mechanical ventilation and air-conditioning. The glass blocks were also noted to be used as windows with proper brick spandrels at the floor. His plans were finally approved in February 1934 and complete in June 1934 when Lescaze and his wife moved in. (LPC January 27, 1976)
211 East 48th Street is located between 2nd and 3rd Avenue in the Midtown East neighborhood. The neighborhood is bounded by North of 38th Street, South of 60th Street, East of 7th Avenue and West of Franklin D. Roosevelt Drive. The area today has continuous high traffic by pedestrians and other various forms of transportation. The styles among buildings varies from large skyscrapers to Neo-Grec rowhouses.
A row of single family 1865 brownstones pre-existed the Lescaze home; built by Elias and Daniel Herbert. The lot was more narrow than the average lot size (25') leaving only 16'-7" in width to build the commercial and residential building. On 48th Street, the home is surrounded by brownstones and brick rowhouses. Flanking the street are skyscrapers, boxing in the small four-story homes. The mix of heights and styles are customary for Midtown East which began after Lescaze built his home in the neighborhood. The home cohesively exists in this neighborhood of variations and evolution.
Lescaze's design and technology set the precedent for modern architecture by using nontraditional materials like glass and cement as well as the inclusion of central air conditioning. He also included casement windows inside the glass bricks stretching across the upper levels as well as a ribbon of windows used on the basement level for the office. Ribbon windows were continued on the second floor bedroom level, partially cantilevered, creating a fluid curve catching as much eastern morning sun as possible. In addition to the use of glass, the façade was also made of stucco painted an off-white and later gray. (LPC January 27, 1976)
Lescaze was best known for his collaboration with George Howe on the Philadelphia Savings Fund Society building. The commission and construction allowed him to become a credible architect designing with more artistic license. His influence came from the angular lines, flat planar surfaces, and geometric precision of Le Corbusier's Corinthian projects of the 1920s.
Through his explorations, Lescaze was able to influence other architects from his home on East 48th Street thus creating a new urban vernacular design. His use of glass bricks being utilized as structural support was a first in American design contributing to the new built fabric of New York City.
In 1935, architect Morris Sanders, included glass bricks and the use of residential and office space in his buildings located at 212 and 219 East 49th Street. Lescaze would later use the same concepts and designs in the homes of the Kramers and Normans on the Upper East Side. He would also later alter the adjacent house at 209 East 48th to cohesively exist with his modern home. The modernist ideas and concepts would eventually spread quickly through New York City utilizing glass as a way to let the outdoors become part of the interior forming a new enclosed space. The idea was to provide fresh air and sunlight allowing one to live in a cleaner and healthier environment. (LPC January 27, 1976)
The home and office of Lescaze in New York City did not stylistically reflect the norm of its time. It was innovative and the forerunner of modernism. A retrospective of Lescaze's work was held at the National Academy of Design on 5th Avenue in 1984. He received deserve praise for his many commissions and designs that were never finalized. In addition to the PSFS building, he was also noted as Columbia Broadcasting System's lead designer from microphone housing to the headquarters building. William Paley, chairman of CBS, believed Lescaze was the best architect to project his image of "forward-looking". His most important design for the CBS headquarters on Park Avenue was never realized. It was to be a five-story glass box on a solid four-story solid base. The design, completed in 1936, was done before the erection of the Lever House in 1952 allowing it to be just as significant in New York architecture. Although many of his large scale projects were never erected, his buildings that do exist received high praises. His home was deemed to be the finest International Style townhouse in New York City by New York Times writer Paul Goldberger in 1984. Throughout his retrospect, Lescaze was presented as "the kind of man Henry Luce admired and Lewis Mumford wrote about-commercial in outlook yet profound in impact and cultural representation." (Goldberger 1984, 13)
Shortly after completion of his home, Lescaze received positive affirmations for his creation. He built the home and office at the height of his career and convinced others that his modern home was in fact the ideal fashion to design one's home. In 1936, Lescaze was a part of an exhibition describing the process for making art at the Brooklyn Museum. It was there that skeptics of modern architecture were convinced by Lescaze's home that "nowhere else could I be so happily domiciled" said reporter Elisabeth Luther Cary of the New York Times. At this exhibition, Lescaze claimed that when life readjusted competently modern architecture would reach its ideal.
Ringing the bell for modern architects, Lescaze began a movement that would last until the late 1970s when the post-modern AT&T building was erected by Philip Johnson. Lescaze historian Lorraine Lanmon states that his row house was built amidst the height of his career during the PSFS commission and Oak Country Lane Day School. His innovative designs would become vernacular architecture for New York City cementing his place amongst modern architects. (Cary 1936, X10)
The Swiss-American architect William Lescaze was an early pioneer for modern architecture. Educated in Europe, he came to America to contribute new ideals and leave his mark as a renowned architect. Designing the PSFS, commissions for CBS, modern homes, and planning for housing development allowed Lescaze to be a well rounded designer. He believed that modern architecture was the cure to low cost housing. It provided human beings a building geared towards their needs providing light and air while cutting costs on materials. His home was built with the same concepts in mind. Overlooking Turtle Bay Gardens, 211 East 48th Street was an urban oasis, utilizing simple materials like glass and cement. It is evident that others found this home to be significant to the city of New York by designating it not long after the establishment of the Landmarks Preservation Commission. The home today sits aesthetically as it did upon completion in 1934 even with prior restorations. Interior landmarks are less frequent, however, the home of Lescaze deserved landmarking internally as well as externally. He put the same effort on the interior as he did on the exterior, designing all the furniture within his home. The building was modern in totality including the rooftop terrace providing more green space for the inhabitants. Interior landmarking could have saved the home from having walls knocked down and possibly becoming a home accessible by the public as if it were a modernist house museum. Fortunately, the house is protected and will continue to inspire designers to create new ideals, providing the most comfortable and unique experience for humans daily lives.
Acris. "Office of the City Register." Last modified November 2010. http://a836-acris.nyc.gov/Scripts/DocSearch.dll/BBL
Cary, Elisabeth Luther. "Art and Its Materials." New York Times. February 9, 1936.
Goldberger, Paul. "Architecture: A William Lescaze Retrospective." New York Times. August 21, 1984.
Landmarks Preservation Commission of New York, proposal to designate the Lescaze House as a Landmark, January 27, 1976.
NYC Department of Buildings. "Job Overview." Last modified November 2010. http://a810-bisweb.nyc.gov/bisweb/JobsQueryByLocationServlet?requestid=1...
Wodehouse, Lawrence. Review of "William Lescaze, Architect," by Lorraine Welling Lanmon. Philadelphia: The Art Alliance Press, 1987.


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Gaiscioch Roles & Ranks - Leveling Up in the Gaiscioch Community
As a member of the Gaiscioch Family you will accumulate Family Honor Points from attending or hosting family events, crafting items, logging discoveries, participating in miscellaneous adventures or writing stories and guides. As a member matures within the family, they will earn new Family Titles and unlock new abilities.
Understanding Family Titles
Each member in the family will have a family title. This is a product of one's Family Rank, Devotion Rank, and Warlord Rank. This combination gives each person a nearly unique title in the family that can grow with them as they progress through Gaiscioch life. Our goal was to create a system that makes titles more personal based on your accomplishments. So that someone could look at your title and know what you've done and how long you've been a member.
Family Ranks & Roles
The family ranks are broken into 7 roles: Guests, New Members, Members, Veterans Members, Warlords, Legends and Elders. Each group has a different focus and helps a member grow into our family. As members choose to advance they will gain more abilities, responsibilities, and obligations. There are several credos that one must approve to advance between these groups. With each credo, members are expected to represent the family at a higher standard. Members may opt to stay at an existing rank to take a less active role in the family all the while earning contribution and family honor as well as unlocking new badges, abilities, and rewards.
One thing to take into consideration is that the Gaiscioch Family is not like typical guilds where the higher you go the more power and privilege you have. Our ranks are more of achievements marking your accomplishments within the family. Members are encouraged to find a role within our family that is right for them.
Being a higher ranking member does not mean that you get the ability to tell others what to do, in the contrary it means that you will be responsible for putting others before yourself, not only in our family but out of it as well. The key to one's overall enjoyment in the family is to find out what level of commitment their comfortable with and find the role that fits them best.
Guests are un-registered members who have decided to try the family out. They have limited access to the family and can not use any of the features on the website. Once a Guest decided's that Gaiscioch is for them they can register at any time by viewing the in game MOTD for the secret word. Guests are welcome to stay as long as they like and registration is not required. It is however required for promotions.
New Members
When new members join the family they first get a chance to know us, learn our ways, and see what were like from the inside. In this stage of their membership, they are welcome to come and go as they please. This stage of a members time with our family lasts at least a week and requires our honored guest to register to Gaiscioch.com and claim 1,000 Family Honor Points.
The objective of this group is to teach members how we operate, insure they have visited and registered with the website, know how to claim participation, and have a grasp on what to expect.
By the time a player becomes a member they have a firm understanding on how we operate. The Member stage is the beginning of their career with our family. From here they will be able to invite new people to our family, can begin to request items through the marketplace, and have unlocked access to the Leadership Training system. As members grow within our family they learn more about our ways, why we do what we do, and start becoming active participants or leaders within our family. The Member stage of a Gaiscioch career lasts at least 1 month and is focused more on participating in events than it is on leading events.
Members who achieve the Veteran ranks have been in the family more than a month and have proven their devotion to the family by attending other leaders events. Their commitment has earned them 5,000 Family Honor Points and they have a firm grasp on the ways of the family. Members must accept the Protectors Credo to advance to this role in the family. This role serves as a gateway to the bigger picture. As Veteran Members continue to grow they will begin focusing more on helping others. Guiding players in the family ways and learning more about the Gaiscioch way.
The Gaiscioch Family Guardians are an advanced part of the Veteran Members group and serve as the front line of our family. They help newer members learn about the family, our website, and our belief system. They occasionally will need to help get conversations back on track, or report misdoing's to the family elders. They act as advisors, guidance providers, and overall protectors of the family name. By this time a member should be involved in the family for more than 6 months and has been an active attendee in family events. For those who prefer fellowship over leadership this is the last stop on the family tree. Members must prove their leadership ability to progress to the Leadership ranks through the accumulation of both Valor Points (Earned through leading events.) as well as earning Tokens of Valor from lower ranked members of the family.
Warlords (Event Leaders)
Being a warlord or leader is not for everyone. Leaders devote the majority of their time to hosting both family events and public events. Leaders will be working hand in hand with the family elders to be sure that those who wish to participate in activities can find groups and ensure our families exposure to the outside community stays in tact. Leaders have proven their ability to unite the troops under a single cause and have lead events for the family over the course of their career.
The focus of the leadership ranks is entirely placed on entertaining the crowd and putting on a good show. In doing so, the leader must be ever vigilant to control their behavior. They must be the iconic Gaiscioch member and be an example of our community as a whole. Their actions will be seen by the entire community and it is imperative that they cast the proper shadow.
Leaders will be responsible for documenting what they need to succeed and provide elders with suggestions and ideas for future events, streamlining the family, and making the family succeed in their own area. Our event leaders are important members of the family and are the ones who breath life into our house day in and day out.
To be eligible to become a member of the War Council one must be active within the family for more than 1 year and have accumulated 50,000 Family Honor Points of which 20,000 must be Valor Points. They will be required to earn 50,000 Contribution Points and receive 25 tokens of valor from members under their own rank who they have led. The road to leadership is not easy; it is not something to be taken lightly. Our leaders are critical to our success as a community and have a great deal of responsibility on their shoulders.
Among the most devoted in the community are the Legends. They have devoted more than two years of their lives to playing along side the family and have shown their devotion and commitment to our families beliefs and best practices. They encourage the new, teach the learning and support the community. These are the most trusted advisors to the elder council and occasionally they will request feedback, ideas and perspectives to help guide the future of the community. Above all else, Legends are shining examples of what all Gaiscioch members should strive to be. This role can be obtained by both leaders and followers and is the pinnacle of ones Gaiscioch career.
Ascended Gaiscioch
The Finsceal are our way of remembering those who called our family home while they were in our plane of existence. They have since ascended to the next world and adventure in the great beyond. All of these people were legends among the people of our family and shall be forever remembered here in our hearts.
The Eldership is responsible for overseeing the day to day life of the Gaiscioch Family. Their role in the family is to build the house in which the family can flourish in. They will work hand-in-hand with leaders to assess the families needs and make necessary adjustments to see to the overall success of the family.
Elders put others in front of themselves and often spend more time doing maintenance, organizing, and planning than they do playing. To become an elder one must display a natural affinity towards helping others, possess a calm demeanor, be slow to anger, slow to speak, and able to plan out responses with a calm and logical thought process. They must be able to respond to hateful, disrespectful, and oftentimes down right rude people with absolute calmness and unyielding integrity. The elder must put the family above their own feelings and see to it that they live the families credo.
Due to the frequent out of game planning, discussions and maintenance this position will rarely be filled with leaders. The focus of the eldership is not on leading but on supporting. Psychologically these members must be able to handle the stress involved with dealing with large numbers of irrational players and possess the ability to diffuse conflicts before they blow out of proportion. They will be in charge of dismissing members from the family who can not abide by the house rules after elder review, preserving the family beliefs and morals, and governing the room of the house they are assigned too.
They will additionally be the point of contact for newer members to get involved in a room of the house. Elders must be able to attend monthly elder summit meetings the first Saturday of the month. There is no time requirement, family honor point requirement, or set in stone criteria to become an elder. Potential elders are watched long term, notes are made, actions logged, and when we feel the person is ready we bring it to a vote among the active elder council. A 100% unanimous vote among the existing active Draoi is required for a member to gain this position and they will be chosen by their area of expertise. These members will be chosen for their devotion towards our beliefs and be the perfect example of what a Gaiscioch should be.
The Elder Council reports directly to the Taoiseach and takes a major part in the planning of the future of the Gaiscioch family. They will all be public facing and able to handle community relations with media agencies, server communities, gaming studios, and other companies. They will provide vision and direction to the family and oversee it's development over time. This role is not focused on one game in particular but the overall success of the Gaiscioch brand and experience.
The Elder Council is broken into 3 Roles.
The Taoiseach (Taoiseach)
This role makes decisions for the family under advisement of the elder council and leadership of the family. Networks with game developers, media agencies, and server communities. Protects family brand and organizes events. This is not an obtainable rank.
The Draoi (Legend)
The Draoi are active elders who are currently on the front lines of the family. They act as advisors to the Taoiseach both suggesting and supporting decisions made by the Taoiseach. They are supporters of the family and assist people with getting setup, handle invitations, and problems that may arise.
The Fili (Hero)
The Fili are former Draoi who have left the game that we are currently focused on for foreign shores. Whether real life draws them away or another game, the Fili act as modern day bards of the family. They observe life in other games and introduce players who would not normally be exposed to our community to our way of life. The Fili are not involved in the current chapter. If a Fili returns to a game we are currently playing they resume their rank of Draoi.
Becoming an Elder
Elders are carefully chosen from the general membership of the family. We carefully examine their behavior and habits to ensure that the person is right for the task at hand. Upon recognizing that a member has elder potential we first bring their name onto our to be examined list and then we watch them for several months to ensure they are right for the job. Then a vote is held and an 100% unanimous vote must be obtained to elect the member as a Draoi of the family. There are no point requirements, time requirements, or guidelines of any kind. We purely look at how they react when stressed, their general behavior, psychological profile, ability to interact and nurture, integrity, honor, respect, fellowship and more than anything their selflessness.
If a person is nominated they will then be approached about the position. It will be up to them if they wish to accept that role. If they accept they will have a 6 month trial period where they can decide if it is right for them. At the end of that 6 months they can choose to remain a Draoi or return to the member ranks.
Devotion Ranks
As members mature in the Gaiscioch Family the ascend the devotion ranks. Devotion ranks are based on the length of time a member has been active within the community. If a member stops being an active participant in the community their clock stops until they return and become active again. As members are never removed from community unless they expressly request it or violate our code of conduct members are free to explore other guilds and games at any time and return to us without losing rank or progress. The Devotion Rank allows members to continue to grow even past the rank of Laoch.
Information for members of the Gaiscioch & Tuatha.


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While the intent of the nation's 104th Congress when enacting the Telecommunications Act of 1996 was not to saddle utilities with a burdensome challenge, the result certainly manifested itself as such. As stated within the law, A utility shall provide a cable television system or any telecommunications carrier with nondiscriminatory access to any pole, duct, conduit, or right of way owned or controlled by it.
Business will never be the same for power companies, as this law throws open the floodgates for an ocean of requests from cable companies, fiber-optic network providers, "boutique" power companies and non-incumbent local telephone carriers – all clamoring for a perch on the "pole."
A universal issue The Telecommunications Act makes it quite clear that every business that has poles must stand ready to be approached by joint users. Within Section 224 the term "utility" means: any person who is a local exchange carrier or an electric, gas, water, steam, or other public utility, and who owns or controls poles, ducts, conduits, or rights-of-way used, in whole or in part, for any wire communications.
While the law allows a utility to refuse to share its poles, such refusal must be based on solid engineering calculations that take into account all physical considerations and stresses on the poles.
To utilities already dealing with shrinking budgets and labor resources such demands could easily overwhelm even the largest of companies. Yet, one U.S. utility is better able to comply with the mandates of the Telecommunications Act thanks to its reliance on recently available software designed specifically to address the issue of joint use.
The experience of AEP Based in Columbus, Ohio, American Electric Power (AEP) is one of the nation's leading investor-owned utilities. This global energy company controls distribution facilities that serve approximately 4.8 million customers domestically in Arkansas, Indiana, Kentucky, Louisiana, Michigan, Ohio, Oklahoma, Tennessee, Texas, Virginia and West Virginia. Like every other major utility, the joint-use issue immediately changed the way AEP did business.
"The new law has required AEP to look at an existing situation in a new way," said Jim Salerno, a senior engineer within the distribution business unit of AEP. "Previously, when a joint user proposed to attach to a pole the technician was hard pressed to determine if the pole strength was adequate and respond back in a timely manner. When you have only one telephone and one cable company requesting to attach to a pole, in most cases, the loadings on the poles were probably going to be OK."
"But with the new law and the opening up of our poles to as many communications companies and energy providers as the markets can support, the integrity of the poles could come into question if all these joint users attached," Salerno said. "As multiple joint users started arriving, we began to realize that the poles were being overloaded structurally -- even if there was sufficient clearance available. We needed a better way to determine if each pole was structurally able to handle the additional loads imposed on it by these extra conductors."
"Additionally, when you have a new joint user request to attach, the user doesn't just want to attach to one pole. They might want to attach to every pole in a community -- perhaps hundreds of poles. An engineer could conceivably do all of the calculations by hand for each pole, but it would take forever."
Of course, the new law has no provision for "forever." Basically, each contract for a joint user has within it a time frame in which the utility must respond back to the requesting party. The decision to carry the additional conductors and wires must be made within that contractual deadline. Failure to do so can involve penalties.
"If you don't meet your joint-use obligations, the other party has legal recourse that they can take," Salerno said. "But you hope it never gets to that. It's kind of tough working with somebody when they're suing you." A solution from a familiar supplier Realizing a better process had to be found, AEP contacted a vendor with which they had established a previous relationship.
"AEP had already been using LD-Pro®, an automated line design optimization program from LineSoft," Salerno said. "Many of their employees come from utilities, so their products meld in with the way that AEP does things. When I joined this project in late '98 AEP had already entered into a partnership to test and use their new LD-Field™ software."
With a long history of developing line design and related programs for the power utility industry, LineSoftÒ, of Spokane, Washington, created LD-Field as a comprehensive software tool to perform strength and clearance analyses on existing and proposed facilities for joint use attachment.
By employing a WindowsÔ interface with drop-down menus and drag-and-drop functionality, a field technician can use LD-Field to take into account structural factors such as line tension, wind, weight loading, and soil conditions. Clearance analysis includes factors like temperature, ice and wind loading
Field personnel can interface LD-Field with their utility's AM/FM/GIS system. The software accepts visual evaluation information -- occasionally aided with the use of laser measuring devices -- field notes and also digital photos. Examples of variables taken into account include: attachment points for conductors and service drops; conductor size and configurations; spans ahead, back and "to service," along with their respective line angles; and pole ground-line circumference.
In a matter of seconds, the application delivers results in both tabular and graphical formats. A utilization report showing the percent of pole, guy, and anchor capacity used by each attachment, as well as deflection, shear and moment diagrams for each structure under all load cases, can be arrived at even while in the field. By generating a scale profile view of every structure and its attachments, the report differentiates between existing and proposed conditions. Thus, by concisely analyzing and modeling the ramifications of each and every attachment a utility can identify potential overload conditions. This provides the utility with unarguable documentation upon which to base its carry/no carry decisions.
"Once we began implementing LD-Field, we trained a group of our field personnel to utilize the program who are dispersed throughout our organization," Salerno said. "For example, we have people at our regional and district offices who are in direct contact with joint users--cable companies, telecos and their counterparts. These field personnel are the ones that end up getting contacted first. If a project comes along within their area of geographic responsibility, they can take care of it using LD-Field."
"Some of these projects involve hundreds of poles," Salerno said. "Depending on the scope of the project, conditions in the field, and available resources, in some cases I could ultimately end up getting that request so as not to bog down those people in the field. Then I would end up using LD-Field to do an analysis."
"In either case, there are a number of different paths for us to get the necessary data. One is that the AEP employee closest to the request goes out and gathers the data and completes the analysis or they forward it to the regional office for analysis. Occasionally we have the joint user who is requesting the attachment gather the data for us. We do a normal auditing of their work to make sure that their data and observations are accurate."
Automated software in practice
Once the data is gathered up-front, LD-Field can save utility staff from making trips out to the field every time a request comes in. Comprehensive electronic maps pinpoint possible trouble spots, even those aside from joint use issues, before driving to the site. For example, design engineers can rely on accurate map-based structures to build new projects or supply additional customers.
"After setting up the database, it becomes simply a matter of accessing it for any given project," Salerno said. "Pull down menus draw from these established databases."
For each pole, the number of conductors and the conductor characteristics are entered in advance. Additional equipment, such as a transformer or capacitor, is also included in the database. If the pole is at a corner, the software takes into account guys and anchors. Sub-categories include primaries, neutrals, secondaries, other voltage levels and wire size.
"The way ours is set up, it goes through a map view," Salerno said. "With data layered into our maps you can click on poles along the route proposed by the attaché requesting joint use. Some of the data, such as pole height and class, can be within those layers. As you build this proposed project you can utilize the pull downs for a list of the conductors, equipment and guying that's applicable resulting in an accurate model of what is in the field. Then the software completes the analysis."
"People who are utilizing this are just pointing and clicking," Salerno said. "The software crunches the numbers for you. To me, it's this ease of use that I like best about LD-Field."
Quantifying joint use
Automated tools such as the LD-Field software generate comprehensive utilization reports that identify the exact percent of pole use for each attaché. Via the precise determination of who uses exactly what portion of total pole strength, a utility can also more equitably determine the cost of any required facility upgrades. Such reports provide a utility with defensible grounds for determining who can utilize their poles, and how much they should pay.
"Before LD-Field, there were a lot of assumptions made," Salerno said. "This program came along and enabled us to make the necessary calculations. It allows us to accurately analyze the strengths of a pole based on the forces being imposed on it in timely fashion. Having done the measuring part in the field -- in a previous life -- I realize that there were shortcomings in that process. Now we can actually determine how a pole is going to react, which is just spectacular from an engineering perspective."
The increase of joint use
Joint use is here to stay. The regulatory, engineering and business challenges of dealing with it in today's deregulated market bring increased liability, costs, and customer service pressures for utilities everywhere. Decisions must be made quickly so as not to jeopardize short or long-term operating budgets. Automated tools enable utility management to make accurate and quick judgments about their ability to handle requests for joint usage -- both from a physical standpoint and financial.
"It would be difficult to meet our contractual obligations in a timely manner without LD Field," Salerno said. "Its use at AEP is growing almost daily. As AEP continues the rollout of LD-Field more technicians are using the program and are excited about what it accomplishes for them."
As the power industry wades into the new waters of deregulation and shared facilities, every utility is looking at having additional joint users in the telecommunications arena attach to their poles.
"Reliability for the wires group is becoming more and more important," Salerno said. "Utilities must ensure that the integrity of their facilities is maintained while they allow new users to utilize these assets. This software enables them to do that."


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Wednesday, August 6, 2008
sewy owl
I had another little shadow box from Ikea to fill, and I decided to do something quick because I had some folks coming to my house and I didn't want to have an empty shadow box on my mantel. A looming deadline really fuels creativity. Or gives birth to mediocrity. Maybe both.
Anyhoo (hey that's a clever pun) I decided to do an owl, since I like them and they are easy. I thought I'd make it a 'sewy owl' (get it) since I love all things to do with sewing. I stuffed the owl, gave it button eyes, put pins in it and gave it a sewing ruler perch to sit on. I also added some safety pin eyebrows.
The results might be lame, I can't decide. What's not lame is the background paper. I love that stuff. It is Martha Stewart wrapping paper. However, it is a big pain to work with because it is in such a tight little roll that I have to grapple with it to cut it and then I have to iron it for a while to get it to lay down.
At first I gave the owl much cuter big brown eyes (above), but I found that bothered me a bit in my living room. I didn't think 'adorable' blended well with the other stuff in there. So I redid that part.
Now I'm not sure I like it at all. Oh, well. It will reside there until I can think of something cool(er) to replace it. Or, more typical for me, I'll stare at it for so long that resignation and acceptance will set in.
21 comments:
Way cute! (I do have to admit that I like the first eyes better.) I really need to check out Ikea sometime!ReplyDelete
yeah, even I admit it was cuter with the first eyes, just too cute for my living room? I know that makes zero sense.ReplyDelete
Actually, I think I understand. IMO, not too cute for the living room, but that is obviously a totally subjective decision. I do like both versions. Good luck deciding. :)ReplyDelete
- AnonymousAugust 6, 2008 at 5:35 PM
So when you replace it... can I have it?ReplyDelete
chels, I simply must make you something. mustn't I?ReplyDelete
You know, that would look just right hanging in my craft room above my patchwork tree, wouldn't it? I'm just sayin'. (really, really cute!)
This is absolutely darling - would you be willing to share your pattern??ReplyDelete
yes, I'd be willing, if there were a pattern! ha! I'll see if I have the file where I drew out the ovals for sizing, other than that, it wouldn't be hugely helpful.
If you are interested in that, let me know an email address.
I like both sets of eyes!ReplyDelete
I also *LOVE* your Molly Monkey pattern and I'll be including it in today's Daily DIY!
Larissa - My email is email@example.com - any help you can give me would be wonderful. I have no art talent but do sew. My daughter is a teacher and her school mascot is the owl. These ideas are so perfect. I just discovered your blog today - absolutely love it. Thanks.ReplyDelete
I emailed the guide, so happy owly crafting!
How is it that I love all your posts??? But this one amazes me soooo much!!!!!!ReplyDelete
Amazingly pretty owl!!!
That is just way creative! Very inspiring.ReplyDelete
Oh my goodness. Absolutely adorable! I think I *need* to make something like that for my new sewing room! :)ReplyDelete
This is adorable! Would you be willing to share the pattern?ReplyDelete
Kukuvaya, I'll be glad to email you the template for the owl. It's pretty minimal and there are no instructions, but it could help. Let me know your email address.ReplyDelete
This is soo cute! I love owls! Can you email me the template?ReplyDelete
My email is firstname.lastname@example.com
I randomly came across this and I absolutely love it! So very cute!ReplyDelete
I love owls too - this one is a sweetie!ReplyDelete
So cute but then i am a bit parital to owls :)ReplyDelete
This is so awesome. I was wondering if you could send a template for the owl?? My email is email@example.com. Many thanks!ReplyDelete
Hello. Enough about me. Let's hear from you! If you post a question, I answer with a reply comment, so be sure to click the 'notify me' box as you post your question to receive the answer via email. Thanks!


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The arbor is an adapter that is mounted separately (Oneway's Basic and Talon chucks share the same adapter); if you wish to use the chuck on a different lathe, you need only purchase another adapter. The unique taper-lock adapter makes the chuck run truer, while guaranteeing safe use of the chuck for right- or left-hand turning. (The 1" x 8 tpi adapter is specially threaded for both inboard and outboard mounting.)
The Basic Oneway chuck is lever operated. The Stronghold and Talon chucks use a 5:1 ratio chuck key for tightening, ensuring greater holding power on large pieces. Each chuck is available in a body-only version (without jaws, woodworm screw or taper-lock adapter) or in a kit that includes a taper-lock adapter, a standard 1-1/2" woodworm screw, a #2 jaw set, the appropriate levers or chuck key, and a hex key. The Basic chuck weighs 4 lb, the Talon about 3-1/2 lb, and the Stronghold about 8 lb.
D. The spur center mounts directly in the chuck and is hardened for long life. Fits all Oneway chucks we offer.
E. With deep threads for powerful grip, these are right-hand screws for inboard turning. They fit all Oneway chucks we offer.
F. Spinning chuck jaws are virtually invisible and can remove a fair chunk of skin if you aren't careful. If you slide this cuff over your chuck, it covers any sharp projection, as well as making the chuck much more visible. Fits chuck diameters of 3" to 6".
Made in Canada. The products marked with are not stocked at our retail stores but can be ordered for pick-up at our stores.