text:
Performance Management In The National Health Service Accounting Essay
Published: Last Edited:
This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
The focus of performance management in the National Health Service (NHS) is essentially about delivering results; particularly around delivery of high quality services in a safe environment.
The idea of performance measurement or management has become an essential aspect of public management reforms. Over recent years the public have become more knowledgeable about health care provision and have begun to demand and expect a higher level of standards from the health services they receive. The use of performance measurement systems is now more critical if we are to ensure that patients are satisfied with the health care they receive and are able to depend upon efficient and effective services offered by the NHS. This is reflected by Pidd (2005) in his definition of New Public Management as a "management culture that emphasises the central role and accountability of the patient".
On reviewing the various academic literatures on performance management models, they claim that whilst performance management practices are good in theory, they are profoundly difficult to put into practice with any degree of success within the Health Service.
This paper will seek to evaluate models and systems in respect of performance management; to discuss the pros and cons of those models and to understand the barriers to implementation of performance management practices within the NHS.
At the end of this paper is a personal reflection on implementing a sound, performance management system within the NHS, which is specifically in relation to managing variation within primary care medical services.
2. Performance management or measurement?
To successfully implement performance management systems within any organisation, it is necessary to understand what performance management means and its relationship to performance measurement.
Performance measurement is the process of quantifying the efficiency and effectiveness of action. It is the periodic measurement of progress toward explicit short and long term objectives and the reporting of the outcomes to appropriate decision makers in the organisation in an effort to improve service performance (Neely et al, 1995).
Performance measurement or monitoring models are used to measure performance, whereas performance management is about responding to the "outcome" measure and using it in order to manage the performance.
It can be said that performance measurement contributes to the cycle of performance management but they are not a 'means to an end' in themselves.
To appropriately measure performance, key success factors need to be identified for measurement, for instance, assessment of variations in performance or delivery activity, inputs and outputs and patient satisfaction.
Performance measurement can play an important role in focusing people and resources on particular aspects of a business. In most organisations, the things that are measured are considered the most important while the things not measured are generally considered of less importance (Waggoner et al, 1999).
Evidence suggests that many organisations have invested considerable resources to implementing appropriate measurement systems. Academic literature in respect of performance measurement emphasises the need to maintain relevant measures that continue to reflect the key success factors which are important to the business (Lynch and Cross, 1991).
However, it has been said that once a performance measurement system has been implemented within an organisation, little consideration is then given to their ongoing management. The required processes have not been implemented to manage the development of these performance management systems to ensure they continue to meet the organisation's values and objectives (Waggoner et al, 1999).
The definition of performance management is a series of management actions which include the setting of objectives (planning), the measurement of results and outcomes and using these measurements to assess and consider whether organisational goals and objectives have been met.
Figure 1 demonstrates the basic building blocks of a performance management model.
To ensure that continuously improving performance is being delivered in line with expectations
To ensure that individuals who are best placed to ensure delivery of targets have real ownership for doing so
To translate the aspirations into a set of specific metrics against which performance and progress can be measured
To stretch and motivate the organisation
To motivate individuals to deliver the targeted performance
Figure 1.
Source: Choosing the Right FABRIC, HM Treasury, Cabinet Office, National Audit Office, Audit Commission, Office for National Statistics, 2001, www.hm-treasury.gov.uk
Performance management is also about exploring performance issues and making appropriate changes to improve both strategic and operational outcomes - to effect a change in order to make improvements.
It could also be said that performance management systems are unique to an organisation and require specific integration thus they can not be applied using the same values and objectives which have been used by others.
For true performance management systems to be successful they must be linked at both organisational and individual performer level; the success of the organisation is dependent on individual performance. This is where individual objective setting and performance appraisals are relevant.
According to Kaplan and Norton (1996), four different areas of management need to be aligned in order to link strategy with execution. These are Measures, Processes, People and Technology - these four areas form the basis of the Performance Management Models.
3. Barriers to successful performance management?
Measuring the success of public health services is not without difficulty. Nationally imposed performance management frameworks and models create an environment where managers are required to shift their focus at any given time and any potential 'long term gains' are lost as the organisation flexes to meet new priorities and objectives.
It has been said that the main barriers to successful implementation of performance management practices are:-
Organisational culture;
Lack of 'working together' between strategic and operational departments in an organisation, and
The lack of integration among the various performance management tools available.
These possible 'barriers' are discussed in more detail below.
It is evident that Public Sector organisations have made significant investment in performance monitoring and measurement, however, little appears to be done with the results to improve organisational learning and to improve delivery of services.
Organisational Culture
The introduction of performance management practices is likely to be more effective in an organisation where the culture encourages achievement and responsibility within a supportive and trusting environment.
Within the NHS there is a focus on achievement, particularly in respect of the quality of NHS services being received by patients. However, whether there is sufficient level of trust available in which to discuss performance results, whether good or bad, is debatable.
Political Issues
It goes without saying that politics have a large part to play in any public sector organisation including the NHS. Government actions, particularly around NHS health care services, are closely monitored, and the level of political involvement in setting strategic outcomes is high.
It could be assumed that once strategic directions have been set, there would be less political involvement following implementation at a local level of any health service programme.
However, in reality this is rarely the case and consequently the application of objective, logical and forward looking analysis that are the backbone of a good performance management cycle is difficult.
Review of Performance Management Models
This section will review three key Performance Management Systems - the Balanced Scorecard, the Performance Prism and the Public Sector Excellence Model; to understand their advantages and disadvantages, with the intention of providing a summary on the benefits of utilising either Performance Management System within the NHS.
Figure 2: Improvement models and tools reviewed
Performance improvement model or tool
Summary description
1. Balanced Scorecard
A multi-dimensional framework for managing strategy by linking objectives, initiatives, targets and performance measures across key corporate perspectives.
2. The Performance Prism
A stakeholder centric, three dimensional framework for performance measurement and management.
3. The Public Sector Excellence model
Organisational improvement framework and diagnostic tool for identifying strengths and weaknesses within an organisation or programmes of work.
The Balanced Scorecard
What is the Balanced Scorecard? "The balanced scorecard is a strategic planning and management framework used to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisational performance against strategic goals". (Direct Quote, Balanced Scorecard Institute).Â
The Balanced Scorecard was developed by Kaplan and Norton to steer businesses beyond those traditional and reactive financial measures. It is known as a cause and effect business model (Ahn, 2001). The aim of the Balanced Scorecard is to support the successful implementation of organisational strategies through a balanced suite of performance measures across a number of key perspectives. These are typically Customer (or patient), financial, internal processes and organizational learning. However, these can be adapted to meet the particular requirements of an organization.
Figure 3: Diagram of the Balanced Scorecard
Source: Balanced Scorecard Institute.
According to the writers, such an approach promotes a completely holistic viewpoint, where one affects the other and each should only be considered in view of the other perspectives.
Johnsen (2001) states that to facilitate 'linkages' between departments, by improving communication, and by focusing the entire organisation on one key objective; the benefits of which promote a sound business entity which is capable of working independently but equally towards one long term goal.
However, Young and O'byrne (2001) suggest that a negative aspect of the Balance Scorecard approach is that businesses tend to become too focused on the process and by doing so lose sight of the real objective. When this essential feature is overlooked, the Scorecard becomes a justification to defend the organisation's failure to deliver.
In response to this, Kaplan & Norton (1996, 1997) maintain that the business strategy defines a reasoning of how value can be created to the shareholders in each four perspectives by defining actions and identifying resources required to meet the overall objective, and therefore it is a fundamental part of the approach, and where it does not exist the model has simply not been applied correctly.
In other words, strategic drift could occur and consequently strategies should be revisited regularly to assess the performance against the desired objectives.
Key strengths of the Balanced Scorecard can be summarised as follows:
It provides complex information at a glance;
It ensures that managers are focused on the important elements of the business which should link into the organisations overall strategy;
It facilitates communication and understanding of business goals and strategies at all levels;
Current performance as well as the drivers of future performance can be integrated into the scorecard, and
It prevents information overload by limiting the number of measures used.
Drawbacks of the Balanced Scorecard
Despite its documented successes, some organisations who have implemented the Balanced Scorecard have failed to reap the benefits expected. Some of the reasons for this are summarised below: -
Measures that do not focus on strategy - where an organisation implements new non-financial measures, but fails to align the measures appropriately with strategy. According to Dr. Norton, "The biggest mistake that organisations make is thinking that the scorecard is just about measures. Quite often they will develop a list of financial and non-financial measures and believe they have a scorecard. This, I believe, is dangerous."
Failure to communicate and educate - a scorecard is only effective if it is clearly understood throughout the organisation. Often, scorecards will be developed at executive level, but not communicated down through an organisation. Without effective communication throughout the organisation, a balanced scorecard will not prompt sustainable change and performance improvement.
Measures tied to remuneration - attaching a payment to the balanced scorecard has been viewed as a good idea. However, it can be a mistake to initiate this action too early.
If the scorecard is revised and an organisation has attached a payment to measures that are not driving the required behaviour, a motivator has been introduced that is in essence rewarding this behaviour.
If data is inaccurate or incomplete then the measures may not be correct. This can have a negative impact on morale and potentially invalidate the scorecard outcomes.
Accountability - Leadership and accountability are needed to drive change. This means that each measure, objective and data source must have an owner. Without this event a perfect scorecard will not be successful, as no one is being held accountable for performance.
The Performance Prism
The Performance Prism was developed by the Centre for Business Performance at Cranfield School of Management. It is a framework for both performance measurement and management.
Unlike the Balanced Scorecard which makes reference only to customers and shareholders (Anderson and McAdam, 2004), the performance prism provides a broader view of stakeholders. It does this by considering what the future wants and needs of the stakeholders are, together with what the organisation wants from its stakeholders. This 'give-and-take' arrangement is looked at in the context of improvement.
The Performance Prism framework covers three dimensions - strategies, processes and capabilities as well as considering the organisations relationship with its stakeholders.
Strategy maps are used to understand the primary aspects of the framework which need to be in place in order to meet the needs of both the organisation and its stakeholders.
In formulating the strategy maps, they will cover the five key areas of the Performance Prism model. Essential questions are posed covering all five elements in order to capture the essential performance measurement needs of the organisation. These are as follows:-
Stakeholder Satisfaction - who are our key stakeholders and what do they want and need?''.
In the same way that the Balanced scorecard makes no mention of Stakeholders, nor does it mention employees, suppliers, alliance partners or intermediaries. Nor does it refer to regulators, the local community or pressure groups. Yet all of these parties can have a substantial impact on the performance and success of an organisation (Neely, Adams & Crowe, 1991).
Stakeholder Contribution - what do we want and need from our Stakeholders on a 'give-and-take- basis?
Strategies - what are the strategies we need to put in place to ensure the wants and needs of our stakeholders and the organisation are satisfied?
Processes - what are the processes we have to put in place in order to allow our strategies to be delivered?
This relates to the common business processes which are inherent in the majority of organisations.
Capabilities - what are the capabilities we require to operate our processes?
Reference to capabilities in this context is the mixture of people, practices, technology and infrastructure that work together to ensure an organisation's business processes are carried out.
It has been said that Performance Prism should be seen as a framework or tool which can be used by managers to affect their thinking around key questions to help manage their businesses, rather than a rigid measurement framework.
Although the stakeholder approach is seen to be extremely relevant to the Public Sector, the Performance Prism does not appear to be widely used by public sector organisations.
There is little information available on which to draw a conclusion that the Performance Prism is a successful performance framework to use in the public sector.
Performance measures should be integrated with organisational strategy development in order to maximise the effectiveness of this model.
consideration needs to be given to how performance data will be used and how ultimately performance will be managed;
Organisations must ensure that users of the Performance Prism model do not see this as a measurement tool.
The Public Service Excellence Model (PSEM)
The Public Service Excellence Model is an improvement framework which incorporates a diagnostic tool which assesses strengths and areas of improvement within an organisation or within a work project. The model was developed by Public Futures Consultancy and it's design is similar to the European Foundation Quality Management model (EFQM).
The model is made up of 14 categories and 83 criteria. The aims of the PSEM is to:
provide a comprehensive overview of how well an organisation is operating, identifying strengths and possible areas for improvement;
provide substantiated levels of attainment that can be used for year on year assessment and improvement;
assist in measuring the impact of change programmes.
Although the PSEM was designed essentially for pubic service organisations, it can be used within other organisations. Although this model is in use in the United Kingdom, it is difficult to gauge it's current level of use.
Key benefits of the model
It provides an holistic framework for performance improvement in allowing organisations to assess their strengths and any areas for improvement;
It can be used to measure the success of change programmes;
It encourages learning and creativity and also promotes ownership and commitment to change through the self-assessment process.
The model does not appear to be widely used in the public sector;
There may be confusion with the EFQM Excellence Model;
There are 83 detailed criteria to work through which could be seen as arduous.
Conclusion: What Appears to Work Best in Managing Performance in these Services?
This assignment has sought to explain the purpose of performance management and that it is a very important concept and an invaluable source of information used to sustain an effective and efficient public sector.
It is only through understanding how well different service providers are progressing that enable primary care organisations to deliver the appropriate level of service standards. This is because the correct policies can be utilised and efficient competencies are determined.
In conclusion, PM will only be useful if it is used by management to make improvements, and as Talbot (2002) says, current performance management is rich in data but poor in information. This is because it is difficult to measure performance, especially since performance can be defined differently by different people.
Although the balanced scorecard was undeniably pioneering when it first appeared nearly a decade ago, particularly because it addressed the need for a balance between financial and non-financial measures, the world has moved on and priorities are changing in the so-called ``New Economy''
All organisations wishing either to implement a new set of measures or to upgrade their existing scorecard should consider applying the Performance Prism to the measures selection process.
Anderson, K., & McAdam, R. (2004) "A critique of benchmarking and performance measurement: Lead or lag?". Benchmarking: An International Journal, Vol. 11 Issue: 5, pp.465 - 483
Heinrich, C.J. (2002). "Outcomes-based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness." Public Administration Review, Vol 62, Issue 6: pp 712-725.
Johnsen, A. (2001) "Balanced scorecard: theoretical perspectives and public management implications", Managerial Auditing Journal, Vol. 16 Issue 6: pp.319 - 330
Kaplan, R. S. & Norton, D. P., 1996, "The balanced scorecard : translating strategy into action", Boston, MA: Harvard Business School Press.
Lynch, R.L. and Cross, K.F. (1991), "Measure Up - The Essential Guide to Measuring Business Performance", Mandarin, London.
Neely, A., Gregory, M. and Platts, K. (1995), "Performance measurement system design: A literature review and research agenda", International Journal of Operations and Production Management, Vol. 15, Issue 4: pp 80-116.
Neely, A., Adams, C. and Crowe, P. (2001), "The performance prism in practice measuring excellence", The Journal of Business Performance Management, Vol. 5 Issue. 2, pp. 6-12.
Pidd, M. (2005), "Perversity in public service performance measurement", International Journal of Productivity and Performance Management, Vol.54, (5/6), pp.482-493.
Waggoner, D.B., Neely, A.D. and Kennerley, M.P. (1999), "The forces that shape organisational performance measurement systems: on interdisciplinary review", International Journal of Production Economics, Vols 60-61, pp 53-60.
www.balancescorecard.org - What is the Balance Scorecard
Personal reflection on my role as a NHS Manager
and the implementation of a new performance management model in medical practice
Charmaine Docherty
Student No. 09151797
Boud et al (1985) suggests that reflection in the context of learning is a generic for those intellectual and effective activities in which individuals engage to explore their experiences in order to lead to a new understanding and experience.
The purpose of this document is a reflective analysis of what I have learning about performance management as part of the MSc Commissioning: Performance Management in the NHS Module and evaluate this learning against the use of performance management models in my workplace.
This paper will mainly focus on the proposed introduction of a new performance management model / programme which has been developed to manage variation between medical practices.
This document will examines and analyse the operational issues involved with implementing this system and how it aligns to the my learning through the MSc module and additional research on the success of implementing performance management frameworks in the public sector.
Managing variation amongst medical practices has been a theme linked to improvement and change in the NHS for some time. However, it is only in recent months that the need for it to be a defined programme of work has emerged.
The 'managing variation' programme has currently been running on a part-time basis within one Cluster with an expectation that GP practices will work to deliver the changes required. It is believed that GPs and GP practices will change behaviours when faced with evidence of variation.
The importance of the delivery of this programme is critical for meeting the national quality, innovation, productivity and prevention agenda (QIPP). The QIPP agenda in essence means the NHS needs to deliver high quality care in a tighter economic climate.
In meeting this financial challenge, it is crucial that the PCT does not lose momentum in improving the standard of care we deliver. It is essential that we continue to protect and promote quality whilst realising savings everywhere.
For the managing variation programme to be successful it requires more attention and resource to be put in place in a structured way.
As we continue to face major financial challenges in the NHS around available resources, NHS Lincolnshire and the emerging GP consortia will need to address this challenge. Failure to address this challenge and manage within the resources available will have consequences at all levels and more importantly for patients.
Work undertaken by the Audit Commission, Yorkshire Public Health Observatory and the NHS Institute for Improvement has revealed that NHS Lincolnshire and the emerging GP Consortia have the potential to make significant resource savings whilst improving quality.
Under the programmes of planned care, unscheduled care and long term conditions, NHS Lincolnshire will work to:-
Minimise variation in surgical thresholds;
Minimise emergency admissions and variation in emergency admissions;
Minimise outpatient attendances and variation in outpatient attendances;
Manage our patients with long term conditions and manage the variation that exists currently between Clusters and GP practices, and
Implement effective prescribing in accordance with the Prescribing and Clinical Effectiveness Forum agenda and guidance.
The systems, processes and structures currently used by NHS Lincolnshire to deliver this agenda will need to be reviewed and changed to meet the challenges ahead.
In recognising the importance of delivery of this managing variation programme / model, it is necessary to recognise the investment of resources required (people, skills and money) to make the programme successful.
It has been identified that this programme has the potential to significantly deliver against the QIPP savings requirement. However, the delivery of managing variation is not only high impact it is difficult to deliver and sustain.
In order to increase the changes of success, complementary strategies need to be implemented. Through this programme NHS Lincolnshire is attempting to change the core behaviours and beliefs of over 400 General Practitioners, influence the behaviour of key clinical and managerial stakeholders and sustain the change in an environment where there are a number of disincentives and competing pressures.
There are a number of strategies which can be introduced to promote change in clinical practice (Lomas 1990 and Horder et al 1986). These include the following:-
Providing information - about the results of research and feedback on individual
Education - vocational and continuing
Peer review and audit methods
Person to person contact - by respected peers or opinion leaders, patients, drug
Representatives, and
Financial incentives.
Feedback to individual doctors about their own practice compared with that of other doctors has been used to try to influence practice. There are exceptions to the rule, but unless something else is added - for example, an audit process - passive information feedback is not likely to produce change (Fawkes, 1985).
A number of risks, issues and benefits have been associated with managing variation as a programme of work. The data requirements would need to include:-
Timely, monthly data by practice and wherever possible broken down to patient level;
Historical and planned activity data;
Benchmarking comparisons between practices in similar locations both inside and outside Lincolnshire;
A clear project timeline with agreed milestones;
Financial information;
Indentified input from all directorates (person days and whole time equivalents) to support the programme;
We must know what constitutes 'good practice' and care and be able to define and recognise it.
Even if the data is available, there are risks and issues associated with the programme, these include:-
Practices will challenge the truth of the data - lack of credibility and belief;
Lack of engagement of contractor, PCT and stakeholder staff;
Lack of resource;
Failure to prioritise and the programme is seen as 'another monitoring tool;
Poor relationships in the system;
Perverse incentives;
Changing context at local, regional or national level;
Patient choice;
How do we know what 'good' and 'best' practice is?
Failure to programme and project manage each of the elements of the work;
Inability to demonstrate impact and benefit;
Lack of clarity about who is responsible for what and by when (lack of ownership);
Poor communication;
Sustaining the change;
Competing priorities;
Tacking the belief that there is not a need to change;
If NHS Lincolnshire is committed to the programme of work and to ensuring that it is properly resourced, there is a high probability of success. If the programme is successful, there is every confidence that it will deliver sustainable change with positive outcomes.
Effectively performance managing medical practices is not without difficulty. Two years ago the contracting department worked hard to implement a balance scorecard for General Medical Practices but it failed to get off the ground for many of the reasons identified above - lack of credibility and belief in the data, lack of ownership from other directorates, lack of resource, poor communication etc.
Unfortunately the Balanced Scorecard is seen as a 'monitoring tool' which has the ability to say how good or bad a practice is operating. They see the Balance Scorecard as 'labelling' them against evidence and data for which they have no belief in. And then to make matters worse, it was told to the GP's that the results from the Balanced Scorecard would be published. Discussions broke down after this and the Balanced Scorecard was 'parked', which was a waste of the time and effort which had gone into producing it.
With the development of GP Consortias and the requirement for them to deliver high quality clinical services within a tight economic climate, I believe the GP's will engage more with the 'managing variation' programme. By implementing this performance system we are trying to make things better; to improve and effect a change, which is not easy to do in an environment which is governed by a political agenda which can change at any given time.
Insert something here about Bandura
The introduction of new legislation and directives means we often have to change gear and move focus thus 'long term' gains are not achieved.
If it is successful there will be tangible results and outcomes which should clearly demonstrate:-
Improved quality for patients through a standardisation process;
Efficiency savings;
To external stakeholders our ability to deliver tangible results;
More stable and sustainable services moving forward;
Improved working relationships across the system;
Improved clinical practice and improved practitioner knowledge;
Improved and better informed planning;
A more productive system


text:
This is the SDG Apollo I-Beam Saddle. SDGs new Apollo Saddle was developed with the Post Office Crew (Andrew Taylor, Greg Watts, Tyler McCaul and Ryan Howard) for Slopestyle / DJ / All Mountain use. Doing away with a century-old tradition, SDGs patented I-Beam Technology redefines the saddle-to-post connection by changing the rails for a single beam that runs along the bottom of the saddle itself. Demanding terrain often spawned broken rails, SDGs designer saw this issue and invented the I-Beam saddle-to-post connection. A simple, one-bolt clamping device makes for easy installations and fine tuning. The SDG I-Beam post features micro-adjustment, enabling the rider to hit the sweet spot, uniting comfort and performance. This saddle has the same proven shell as Patriot, but with additional padding to help ease hard impacts. Wider and thicker nose for pinching capabilities. Full Kevlar cover w/ embossed graphics for superior durability. Printed nose and sides for enhanced gripping. For a comfortable, strong jump slope/dirt jump/all mountain saddle, look no further.
Check stock and price

subset: commoncrawl


text:
Automatically delete archive logs
How to automatically delete archive logs every so many days, for databases running in archivelog mode?
Here is how to automatically delete archive logs every so many days, for Oracle databases running in archivelog...
Continue Reading This Article
Enjoy this article as well as all of our content, including E-Guides, news, tips and more.
By submitting your personal information, you agree that TechTarget and its partners may contact you regarding relevant content, products and special offers.
You also agree that your personal information may be transferred and processed in the United States, and that you have read and agree to the Terms of Use and the Privacy Policy.
mode. This was tested on a Windows 2000 Server running Oracle 8.1.7.x.
We start by creating a batch file, whose content is this:
sqlplus sys/sys02@db2 @run.sql remove_log.cmd
This batch file first calls the run.sql file, whose contents are these:
set head off set pagesize 0 set feedback off set linesize 100 spool g:oracleremove_log.cmd select 'del '||name from v$archived_log where trunc(completion_time) < trunc(sysdate-7) / spool off exit
Then it calls the remove_log.cmd file that we created in the first step, which in turn deletes the Archived log files from the disk.
That's it! Now all we have to do is schedule this batch file to run on a daily or weekly basis.
Reader Feedback
Colin M. writes: Deleting old archives is OK as far as it goes, but I prefer to check that they've made it onto a tape before I do -- this makes it slightly easier to do in a shell script (well, in Unix anyway), so you can check that each file has made it to tape before deleting them. This usually means you need a file somewhere listing what was taped. Then you use the Unix flavour of find to make a list of files that are more than N days old, and search the list to make sure they're taped before deleting them. I reckon the easiest way to do this on Windows machines is to use Unix-like tools and a shell like bash or Korn -- but maybe that's my preferences showing ;-) Does anyone know of a way of automating this using Windows-native tools?
Scott T. writes: The whole idea of generating archive logs is to use them for recovery purposes; therefore, these files should be backed up. This script doesn't check the status of archive logs and hence I consider it very dangerous. A better way would be to have a simple script check the "archive" flag on the files. Once the backup has completed its job you can *then* delete the files...
Yves M. writes: One way to be quite sure to have a backup before deleting the archivelogs is to use RMAN to make the backup of the database and the archivelogs with the "delete input" option when backuping archivelogs.
David G. writes: This is not a good tip if you plan to use RMAN to backup your archive logs. This generates a script to delete the archive logs at the OS level. It does not delete the log from Oracle, nor does it make sure you have backed up your archive log. If you delete from the OS level you will not be able to backup with RMAN as the file will no longer exist. RMAN backup will fail with errors. Until you restore the file, RMAN will not work.
Phil B. writes: Instead of running a script and possibly losing your recovery files, why not use RMAN or OEM Backup manager which does the following and provides safety? You could then write the output to tape using Veritas Net Nackup (the "delete input" drops the archivelogs after backing them up.):
allocate channel channel_id type disk format 'b_%u_%s_%p'; setlimit channel channel_id kbytes 1024000; backup ( database include current controlfile ); backup ( archivelog all delete input );
Ted H. writes: On Windows servers I use the command "echo y | del /a-a
For More Information
- What do you think about this tip? E-mail the editor at firstname.lastname@example.com with your feedback.
- The Best Oracle Web Links: tips, tutorials, scripts, and more.
- Have an Oracle tip to offer your fellow DBAs and developers? The best tips submitted will receive a cool prize--submit your tip today!
- Ask your technical Oracle questions--or help out your peers by answering them--in our live discussion forums.
- Check out our Ask the Experts feature: Our SQL, database design, Oracle, SQL Server, DB2, metadata, and data warehousing gurus are waiting to answer your toughest questions.
Dig Deeper on Oracle DBA tools
Find more PRO+ content and other member only offers, here.


text:
In the countryside, winter turns everything bright and sparkling. On a ski slope it turns life thrilling. But what about the cities? It can soak everything in slush and Montréal is no exception…but wait! It's not a reason to stop living. Montréal's festive reputation isn't built on melting snow and some amazing events take place in winter. There is plenty to see and do in Montreal in February, and a fair bit in March too, so this month we are dedicating two months to Montreal. Here's a few of those happenings:
Right after the Holidays, just when you think winter has lost its magical feel, this electronic music festival presents itself as a real blessing. We like it so much that we have a dedicated blog right here.
It takes place four weekends in a row, starting on January 17th, and HI-Montréal has amazing packages for you happy festival-goer.
Nuit Blanche and Montréal en Lumière
Another exciting event is Nuit Blanche, the highlight of Montréal en Lumière, a festival mixing music, arts and gastronomy at various venues throughout the city.
The bet of the organizers were to get people outside in winter, and they succeeded haut la main: Montrealers attend in masses. There are some 200 (almost all) free activities and events scattered in various neighbourhoods in the city. In an overnight you can go to a gig in the hip Plateau-Mont-Royal before having a weird haircut on St-Laurent. It makes you embarrassed so you rush to a screening or a play in the Latin Quarter. By then you need to get moving and head down to Old Montréal for some skating, sliding or dancing. You might catch some fireworks over the St. Lawrence. After that you hit the up-and-coming Griffintown district for an all-senses experience in a trendy art gallery. For the warriors who last until dawn there's always a free breakfast offered downtown starting at 5:00 am.
Sounds cool enough for you? Nuit Blanche is on Saturday March 2nd, while the festival itself starts on February 21st.
Under the Snow Festival
Montréal has a sound of its own and its music scene is famous worldwide. You want to check out what's boiling in the pot? Under the Snow Festival is showing you the best of the indie music scene is some of the hippest venues in town.
If you feel like treating your ears, it's on March 14th to 18th.
Hostel fun
There's no better place to sleep in town than the HI-Montréal hostel. Drop by and have a chat with our friendly local staff for a bunch of tips and places to hit off the main tourist circuit. There are also loads of activities organized for you, such as the Mount Royal + Poutine Walk, the Foodies Walk, Pub Crawls or Sunset Walk on Sainte-Hélène Island. You'll meet joyful travellers to hang out with as well as Gabriel, the activity coordinator, who always have some play on words ready in his pocket.
Montréal Classics
If you can't bear the cold you'll be delighted in the underground city, a maze of malls, museums and offices connecting most of the buildings downtown – did you know you could walk from the train station or the Contemporary Arts Museum to the hostel's metro station without stepping outside once?
If you prefer the outdoor chill you can skate in Old Montréal, Mount Royal Park, Lafontaine Park or Maisonneuve Park (next to the Olympic Stadium). Or even more fun: tobogganing on Mount Royal!
Did we forget something?
Whoever thinks of Montréal thinks about food at some point. As February ends and March begins, it's Maple Sugar Time. Check out the Maple Taffy stands popping up around the city. Nobody can resist boiled maple syrup poured onto snow and wrapped around a stick. If that doesn't make you love winter, well…we give up!
Where should you stay? HI-Montreal of course!


text:
Top Items:
Paul Alster / Fox News:
How close did Israel just come to its own Cuban missile crisis? — Nov. 17, 2012: Explosion and smoke rise following an Israeli strike in Gaza, seen from the Israel Gaza Border, southern Israel.AP — HAIFA, ISRAEL - Hundreds of Iranian-made, long-range missiles already smuggled …
The PJ Tatler, Israel Matzav, The Gateway Pundit, Blazing Cat Fur and Weasel Zippers
Kyle Balluck / The Hill:
White House could protect middle class from looming tax hikes — The White House has the power to temporarily protect taxpayers from middle-class tax hikes even as upper income rates rise if Congress does nothing and all of the Bush-era tax rates expire in January.
Tia Ghose / The Huffington Post:
Volcanoes, Not Meteorite, Killed Dinosaurs, New Study Suggests … REACT: — FOLLOW: — Video, Dinosaur Death, Dinosaur Extinction, Dinosaurs Asteroid, Dinosaurs Deccan Traps, Dinosaurs India, Dinosaurs Lava, Dinosaurs Volcano, Volcanic Activity Dinosaurs, Volcanoes Killed Dinosaurs, What Killed Dinosaurs, Science News
Janet Morrissey / New York Times:
Big Money Bets on a Housing Rebound — DAVID N. MILLER, a master of bailouts, steps to the dais and coolly explains how the financial world went crazy. — It is February 2010. The anger behind Occupy Wall Street is building. Flicking through slides, Mr. Miller, a Treasury official working …
naked capitalism
Toby Helm / Guardian:
Ed Miliband to wage war on George Osborne over benefit cuts — Labour set for Commons showdown as church leaders and charities protest at assault on welfare — Ed Miliband is to put Labour at the head of a national revolt to kill off the chancellor's latest benefit cuts as church leaders …
Kyle Balluck / Ballot Box:
Boustany Jr. tops Landry in La. runoff — Rep. Charles Boustany Jr. (La.) defeated fellow Republican Rep. Jeff Landry late Saturday in a runoff, according to the Associated Press, bringing the last outstanding House race of the 2012 cycle to a close. — With 85 percent of the precincts reporting …
Jodi Kantor / New York Times:
Clinton's Countless Choices Hinge on One: 2016 — You're one of the most famous women on earth, and you're jobless for the first time in decades. You'd like to make money, but you don't want to rule out running for president. So what do you do all day? — Right now, aides and friends say …
Washington Monthly, Washington Post, Daily Kos and The Daily Beast
Patrick Hennessy / Telegraph:
Boris Johnson and Michael Gove join new Tory campaign group to push for same-sex marriage — Senior Conservatives today launch a new group which will campaign strongly for same-sex couples to be allowed to get married in church - in defiance of their party's traditionalists.
Guardian, Towleroad News #gay and BBC
Dan Froomkin / The Huffington Post:
How the Mainstream Press Bungled the Single Biggest Story of the 2012 Campaign … Elections 2012 , Thomas Mann , Elite Political Press , Fact Checking , Lies , Msm , Norman Ornstein , Political Coverage , Media News — Post-mortems of contemporary election coverage typically include regrets …
Booman Tribune, The Moderate Voice, Hullabaloo and The Reality-Based Community
Julian Pecquet / The Hill:
Sanders: GOP Senate obstructionism 'undemocratic' and 'unAmerican' — Sen. Bernie Sanders (I-Vt.) slammed Republican obstructionism in the Senate as "undemocratic" and "unAmerican" and urged filibuster reform after Senate Minority Leader Mitch McConnell (R-Ky.) blocked his own bill earlier this week.
The Impolitic
Adam Nagourney / New York Times:
Gay Activists Weigh Possibilities of Marriage Ruling — LOS ANGELES — Within moments of the announcement on Friday that the Supreme Court would hear two cases relating to same-sex marriage, gay activists rejoiced, heralding the decision as a major advancement for their movement.
Towleroad News #gay, New York Magazine and Althouse
David Dayen / Firedoglake:
Responding to Jon Chait on the Suddenly Possible Idea of Raising the Medicare Eligibility Age — So my old college pal Jon Chait (I promise before the end of my time here to pull out the parody my college humor magazine did of his column in the Michigan Daily) has responded to my criticism …
The Reaction, Economist's View, Crooks and Liars, American Power, The Impolitic and Hullabaloo


text:
Vassarette Silken Lace Bikini Panty 14715This product was discontinued March, 2014 and is no longer available. Please consider one of the Customer-Recommended Replacements above, or try a new search.
Enjoy the comfort of this soft stretch lace panty. Features a sheer body with a silky soft trim along the waist and leg openings. Made of nylon.
Try these keyword searches with similar features:


text:
5,244pages on
this wiki
Add New Page
this wiki
Summary Edit
Micawb Mansion from "Loathe Thy Neighbor"
Licensing Edit
This file is copyrighted. The individual who uploaded this work and first used it in an article, and subsequent persons who place it into articles, assert that this qualifies as fair use of the material under United States copyright law. |
Appears on these pages
Micawb Mansion
The Micawb Mansion is the home of the Micawb family. The Micawb Mansion is a four floored...
File history
Click on a date/time to view the file as it appeared at that time.
Date/Time | Thumbnail | Dimensions | User | Comment | |
current | 06:42, April 27, 2012 | 598 × 459 (138 KB) | Mrmichaelt (Talk | contribs) | Micawb Mansion from "Loathe Thy Neighbor" |


text:
Prof. Dulacha Galgallo Barako - Council Chairman
Prof. Barako is Assistant Director & Head of Academic Division at the Kenya School of Monetary. He was previously Principal Researcher and Head of Financial Sector Analysis at Research Centre – Kenya School of Monetary Studies. He completed his Ph.D. at the University of Western Australia, Perth, Australia. He previously taught at the Curtin Business School, Curtin University of Technology, Australia, and served as an adjunct Professor at Curtin Business School, School of Accounting for 2009/2010 academic year. As an adjunct Professor, he actively engaged in collaborative research projects.
Mrs. Sophia Yiega - Council Member
Ms. Sophia holds a B.Ed (Geography, History & Education) and M.Ed (Psychology) from Kenyatta University. Currently, she is working in a team of 12 advisors to offer capacity building services to the District level organizations. She has fourteen years of experience, seven of which with the Government and the other ten with NGOs in Community Development. She has held several positions in different organizations including as an Education Advisor for SNV Netherlands Development, Education Coordinator at Daadab Refugee Camp, Capacity Building Facilitator for Concern World Wide, Community Development Facilitator for Action Aid International and a Zonal Inspector for the Ministry of Education.
Eng. John Kisenga - Council Member
Eng. Kisenga holds a Bachelor Degree in Electrical Engineering from University of Nairobi and an M.Sc. degree in Digital Communication System from Loughborough University in United Kingdom. He is a member of various professional associations including the Engineers Registration Board and the Institution of Engineers in Kenya, Kenya Bureau of Standards, Seminars Committee of IEK, the Electrical Industry Standards Committee, the National Maritime Master Plan Drafting Committee, Regional African Satellite Broadcasting National Committee among others. He has held a wide range of appointments including serving in the Council of the Western University College of Science and Technology, member of the technical teams at Telkom Kenya and Smithkline Beecham and in various engineering capacities at Telkom Kenya.
Read More
Prof. Eng. P.N.Kioni - Vice Chancellor
Prof. P. Ndirangu Kioni is serving as the first Vice-Chancellor of Dedan Kimathi University of Technology (DeKUT) following its upgrading to a fully fledged university by award of Charter on 14th December 2012.
He was at Cambridge University, England, where he got a Doctor of Philosophy degree, in 1994. He took his undergraduate studies at the University of Nairobi (UoN), where he obtained First Class honours, Bachelor of Science degree in Mechanical Engineering in 1988, along the way winning the General Motors Prize for the top student, a position he had maintained every year throughout the programme. After leaving UoN, he worked as a Plant Engineer at Unilever Kenya Limited, formerly East Africa Industries Ltd, where he obtained his first experiential training in engineering before proceeding for further studies in 1990. He attended Alliance High School for his A-level education where he took Math, Further Math, Chemistry and Physics as principal subjects and got nationally outstanding results which earned him the famed Gandhi Nidhi Smarak Award which, in the year, was given to the five best students in the country.
Mr. Irshad Ibrahim - Council Member
Mr. Irshad holds a B.A in Political Science, BSc. in Economics and an M.Sc degree in Economics. He has over 10 years of senior level management experience with various Regional and International development agencies. He has served in different organizations including the Kenya Commercial Bank, the British Broadcasting Corporation, WAMY, Health Unlimited (UK) and Direct Aid International. He has also participated in several professional trainings including project management, strategic management and corporate governance.
Ms. Mercy Mwatua - Council Member
Ms. Mercy Mwatua holds a Bachelor of Science Accounting from Tuskegee University, USA and an MBA (Strategic Management) from University of Nairobi and a Certified SAP Consulting in Accounting and Controlling Certificate Course from South Africa. She has held various professional positions at Kenya Power & Lighting Co. which include: Principal Accountant for the Fixed Asset Register, Regional Finance Officer, Coastal Region, IFS System Administrator; team member of the Business Reorganization Consulting Group and the Institutional Strengthening Project. She also served as a Senior Auditor in Ministry of Cooperative for four years.
Mr. Justus Mutabari Mutiga - Council Member
Mr. Mutiga holds a B.ED degree from University of Nairobi, Postgraduate Diploma in Actuarial Science, and a Diploma in Education. He is currently the Chief Executive Officer, ICEA Lion Insurance and has held several other appointments including Director, Insurance Institute of Kenya, Member, Life Insurance Council and Association of Kenya Insurers, Examiner and Curriculum Developer College of Insurance, Member, Association of Retirement Benefits Schemes. He also served in various capacities at the Kenya National Assurance Company. He holds several professional memberships including fellow of the Chartered Insurance Institute (London), Fellow Insurance Institute of Kenya, Member Society of Financial Advisers (UK),


text:
LOS ANGELES – USA – Staunch feminist Marxist darling, Lena Dunham has recalled her jaunt in men's magazine Playboy where she contributed to a full page spread, without her younger sister this time.
"It was great, I got to meet all the bunnies and we showed each other our spreads. My young sister was not with me so I couldn't do my usual exploratory spread check, besides I'm older and not so young any more. You see if you're a liberal feminist you can get away with anything, like normal laws or societal morals don't apply to us," Lena Dunham recalled.
The actress and author even took time out to meet Playboy's grandmaster, Hugh Hefner.
"He's a great guy. He actually told me he was a feminist himself and displayed his trophy wife who is a very mature 23 years old. It was okay because he gave her five bucks and told her to itch his scrotum. Getting old is hard ya know, that thing hung down like an old leather bag and was touching his slippers. When I get old I want to be like Hugh Hefner, he's the real deal. Feminism is great because we get to pick and choose what we want, like we don't really want to do things like getting punched in the face by guys, even though that's what men do to each other, equality means we get other men to punch other men in the face, or we can punch men in the face with no repercussions. I would actually get annoyed if a man did not open a door for me or treat me with respect. Yeah, so what if all the bridges, skyscrapers, massive engineering feats throughout all of history were created by males? Us feminists walk across bridges, but we don't care to talk about cantilever span or lamellar structure, that shit bores me to tears, I'd rather eat a cake and talk about makeup. Last I checked I was a woman, and so is my sister. Ho hum."
Lena Dunham's new book 'Playboy Feminism' is out now not in all good book shops.


text:
Okay, hold on, I may have missed something here, but I have a few questions... Isn't this this exactly what you're doing with your M-5 arguement? You are utilizing Jein's numbers for the these ships to advance the theory that series 16 ships were a more vital target to M-5's strategy. And yet, are also saying that series 17 can not be Constitution-class? Seems to be cherry-picking to me. Please correct me if I'm wrong. I'm not sure that's so obvious. Jein's "Jonathan Doe Star Ship" article wasn't published before 1973, while Trimble's first use of Constitution-class being applied to Enterprise was done in the 60's. In fact, one of the lines of argument that Jein used was that his system happened to line up the name Constitution with Commodore Stone's NCC-1700, which had already been assumed by that point. In fact, the whole argument hinges on the lining up of that bottom registry and NCC-1701 for Enterprise. I think we can say for a fact that Trimble's use of Constitution-class predates that of Jein's. In fact, the Concordance doesn't even bother with registry numbers at all. However, I concede that Jein's numbers were the basis of Okuda's work, as he comes out and says so in the Star Trek Encyclopedia. I have another question for you: If NCC-1700 was not the Constitution, then what was it? Stone's chart from CM most certainly does contain NCC-1700. If indeed Enterprise is the first bird of the 17th series, then why is there a "00" ship at all? The concept that the "00" ship was the prototype of the series (being something other than Enterprise) and the Enterprise is indeed the first production version of the series, works nicely with the evidence of there even being an NCC-1700 and doesn't violate any quote of our much revered Mister Jefferies. I'm curious what you take NCC-1700 to be, given that it is obviously in the 17th series yet, being "00", would necessarily come before "01" in a sequence... I still wouldn't be so quick to discount Picard's line in "Relics" or the reference in "The Naked Now." --Alex
Fact is that he was the first (as far as I know) to attribute the NCC registries from the starship status chart to the ship's names and this has become popular and mostly accepted. It didn't contradict TOS canon and he performed commendable conclusions in the first part of his treatise before he got intoxicated with his weird theory and then began to arrange the facts to conform to his theory. The moment he said that starships beginning with "16" also belonged to the Constitution Class (beginning with "17" according to his theory) he could have noticed something had gotten wrong. Usually you amputate the infected parts to save the patient, I don't think this is cherry-picking. In my old Concordance from the 1970's (the one with the saucer hull cover) Jein's registry numbers were attributed to all the starships (and I wondered where these had come from). I assumed Bjo Trimble had adapted both "Constitution Class" along with the registries. Looks like I stand corrected, thanks. In the P.S. section of his treatise the function of the "complete" bars were discussed and Jein, apparently his old "self" again, suggested a low bar (NCC-1700 !!!) could indicate a ship being built. In this case the "00" may have simply indicated a placeholder for a yet to come two-digit contact code or shipyard release number. Not quick but thorough, here it comes: The missing evidence that the TOS Enterprise is a "Constitution Class" starship As I've tried to illustrate there is no evidence whatsoever that either the TOS or TMP Enterprise were ever anything else than a "Starship Class" and/or "Enterprise Class" ship. During the next-gen of Star Trek "Constitution Class" references popped up, apparently referring to the TOS Enterprise, which therefore merit a closer examination: "The Naked Now" (TNG without R as in Retroactive continuity) Data is scanning data files and schematics show up on his station screen, one of those is showing a TMP-style Enterprise. Picard looks at it and says "The Constitution class Enterprise, Captain James T. Kirk commanding." Since they are looking up what happened on Kirk's TOS Enterprise in "The Naked Time", the TMP-style Enterprise on the screen seems out of place, but the one thing we do know about the "Constitution Class" from ST VI is that NCC-1701-A under the command of Captain James T. Kirk belonged to that class and matched the schematic on the screen. For all we know this could just be a file cover for the history of the Enterprises under Captain Kirk and what we see is just the last one he did command. Considering Paramount Studios had used many TOS Enterprise screen graphics to inaccurately portray the TMP Enterprise it's strange these didn't come into use, now, where these might have been appropriate. This is (correct) evidence that NCC-1701-A is a Constitution Class Starship and that's what we clearly saw in ST VI. (but what's up with these red marks Scotty put on the blueprint?) "Relics" (TNG) Here we have the pivotal scene where Scotty wants the Enterprise-D's computer to recreate the command bridge of Kirk's TOS Enterprise. Picard, like Scotty before him, enters through the viewscreen, chats with Scotty, has a quick look around and says "Constitution Class". There are several noticeable differences that tell me that this is not the bridge of the old USS Enterprise but in addition to this one could of course be the bridge of a starship of the 16th design series or Constitution Class. A layman couldn't tell the difference so Picard merely mistakes the bridge of a Constitution Class starship with the one of a [Enterprise] Starship Class. Where it gets interesting is Scotty's reaction "Aye. You're familiar with them?" Obviously he is happy that somebody from the 24th Century is familiar with some details of Scotty's time. It's inconclusive whether his "Aye" confirms that this is, indeed, the bridge of a Constitution Class starship (but not of "his" Enterprise, gotta be grateful for little things) or whether Scotty remembers that Kirk's TOS Enterprise was a Constitution Class starship - which seems to be the general assumption. But Scotty's memory is an issue and although during "pattern buffer hibernation" for 75 years his pattern degradation only amounted to 0.003% it obviously affected his memory: "The Enterprise? I should have known. I bet Jim Kirk himself hauled the old girl out of mothballs to come looking for me. Captain Montgomery Scott. Tell me, how long have I been missing?" Scotty was the eye-witness of Jim Kirk's apparent death in ST VII (Chekov "My God... Was anyone in there?" Scotty "Aye"), so he wouldn't have forgotten the death of his former captain and longtime friend. Because of the memory loss inflicted by the transporter hibernation, add to this the intoxicating effects of real alcohol, Scotty is anything but a reliable contemporary witness and therefore most assuredly not the one to be quoted as "canon" for purposes to make the TOS Enterprise a member of the Constitution Class. "Trials and Tribble-ations" (DS9) After the unsuccessful attempts in TNG to retro-convert the TOS Enterprise into a Constitution Class starship the "honors" were passed on to DS9 and Ben Sisko turned out to be the "lucky" guy: "This was the first Enterprise. Constitution class." (so no one before, interesting! ) I really don't understand this obsession in the 24th Century with the Constitution Class and why the post-TOS captains and Trills constantly mistake the TOS Enterprise for a starship of this class. Let's "rewind" and see what Dax told Bashir and O'Brien: "Chief, here are the coordinates. The Captain and I will start on Deck 4 and work our way aft. You and Julian should start on Deck 21. " What do we know about the USS Constitution? According to the blueprints Franz Joseph made of her there is no distinction between main and engineering decks, therefore she has 23 decks from top to bottom. But with the TOS Enterprise there is a clear distinction between 11 main decks and 16 engineering decks, I illustrated the issue at the end of this post on page 12 of this thread. Since the TOS Enterprise has by designation no more than 16 (engineering) decks, it is a logical conclusion that Dax and/or Sisko mistook the TOS Enterprise to be a Constitution Class starship – with some hilarious consequences: O'BRIEN: Deck 21. Deck 21. I said, Deck 21. BASHIR: Maybe if you said please. O'BRIEN: What's wrong with this thing? BASHIR: Don't look at me. I don't know anything about this time period. O'BRIEN: Maybe it's jammed. Help me get this wall panel off. (A crewwoman enters and turns one of the wall handles) WATLEY: Deck 15. BASHIR: I won't tell anyone if you don't. Of course, for the average viewer and layman the joke was that they didn't know how to use the turbo lift handles. But hardcore trekkers know from various examples in TOS that it is possible to just say where you want to go without the necessity to hold onto the handles…so the ship's computer simply didn't understand where Bashir and O'Brien wanted to go because there is no "Deck 21" aboard the TOS Enterprise! Of course both Sisko and Dax could have taken a history lesson by just looking at the TOS Enterprise's bridge dedication plaque to understand she was a ship of the "Starship Class" and not of the "Constitution Class", but they were busy locating the bombshell tribble. "In a Mirror, Darkly" (ENT) Frankly, I don't know what the producers were thinking. That fans were blind or didn't know that it said "Starship Class" on the Enterprise's bridge dedication plaque? As a sub-classification a name class would have been okay, IMHO, but if it shows up on the dedication plaque, as it did aboard the USS Defiant (NCC-1764), the logical conclusion could only be that Defiant was supposedly a member of the Constitution Class, but the Enterprise was not – because it was a member of the Starship Class, instead. Summary: The post-TOS producers successfully established the "Constitution Class" of starships in the canon of Star Trek. Once a footnote of a schematic on a small screen it become something much bigger. But the attempts to retro-convert the TOS Enterprise into a member of the Constitution Class and establish it for canon based on solid facts rather than conjecture failed – not too surprising given the lackluster approaches and inadequate research efforts to successfully accomplish that mission goal. Was the Enterprise-A actually the USS Yorktown? I'd dare to say no. Both Jein and Joseph assumed her registry to begin with "17" which would be an "Enterprise Starship Class" vessel more or less according to Matt Jefferies. Since she is obviously a Constitution Starship Class vessel, it should have been a registry that once began with "16", IMHO. (I guess that was the longest introduction before getting to the point of an original topic…) Bob
Okay, I follow your logic, but I still think it's an unnecessary stretch. Personally, I think I'm still comfortable with Enterprise and series 17 being Constitution-class ships. Actually, I'm more for rejecting Jein's numbers all together. I realize later day Trek went with them and enshrined many of them in the on-screen canon, but I'm willing to ignore such business. I won't bother preaching on behalf of FJ's Star Fleet Technical Manual, as I know many people here simply won't have it, but I always thought his registry numbers (especially for the Enterprise sister ships) seemed more sensible. The way the Status Chart is played in "Court Martial" suggests that those ships are at the Starbase "now" and it always rubbed me the wrong way that nearly all the Enterprise sister ships would be there at once, being worked on. On the other hand, I am in favor of MJ notion of ship numbers being DDSS where D is the design series number and S is the individual hull number, which would make the status chart showing ships of three different classes being worked on. Make better sense to me. Anyway, I feel I'm beginning to ramble, so I'll go away now. --Alex P.S. I was looking through my copy of the Concordance (which I expect is the same edition as yours, Robert Comsol) and you should look up the entry for NCC-1701. There's a little tidbit there I think you'll enjoy...
I think the thing that Bob may not be making fully clear (and do feel free to correct me, pal) is his desire to distinguish original intent of the TOS production from what's been established by the sequel series and her spinoffs. I share his desire to understand these things as separate entities. I don't presume to speak for Bob, but as we've seen he prefers to honor the original intent over what was later established. He prefers the rough draft to the final print, to extend Albertese's earlier metaphor. Personally, I would really like to use the Jefferies numbering scheme, but I'm convinced that it's invalidated as early as TWOK, when we see the Reliant, a ship with an almost completely different type of design, with a registry that starts with 18. According to Jefferies, this would mean she's the 18th cruiser design. The only way I think there would be an out is if the Reliant was NCL-1864, or something along those lines. Now, that still doesn't make Jein's retcon and fuzzy logic on the "Court Martial" screen right, and I still don't accept it, nor do I choose to accept any of the TOS-R uses of the 16xx numbers. But, I also still accept that there was a U.S.S. Constitution. Frankly, I can live with considering the 1701 Enterprise class all along, as a subtype of the Constitution class, primarily because it makes the "Starship Class" thing make a twinge of sense. It makes sense to me that laymen in-universe wouldn't remember that the 1701 was actually Enterprise subtype. And I still don't think the Yorktown makes much sense as the A.
I like the Mastercom class/subclass explanation here. Yeah, it's a minor retcon that they're all Connies, but various flavors thereof. I don't see a need for that at all. Just using what SOTSF gave us, with the refits, allows Jein's 16xx ships to be something Other-than-Connies that were remade into Connies. And as I mentioned before, FJ's registries might be the authorized, intended registries, but the pressures of a war forced them NOT to decom a bunch of 16xx ships that were supposed to make way for new 17xx ships. and after any war, the politicians find a "peace dividend" - they cut the military budget. Ships that ought to get decommissioned and replaced with new ships stay in commission, and more money gets spent keeping them working (just in smaller chunks), exactly as today's navy does, and so has any military since Sargon. If planning out a new verse, ala nu-Trek, sure. Real Trek is too sprawling and messy for that to make sense, and has been since at least the mid-80s.
If you use numbers as reference for different starships design? Which would not really make any since, and that a real space organizing would never have name a spaceship/starship class after a number. They will not name a starship, USS Starship. If a rich person and a few space organization decided together and decided to build the Enterprise 1701? They will build two ships. the USS Constitution and USS Enterprise. Both ships probably would been built at the same time? The Constitution would be LRRMS-1 and the Enterprise would be LRRMS-2. Or Nuclear Cosmologies Craft, Constitution NCC-1 and Enterprise NCC-2.
Yeah, I'm actually completely behind the Mastercom stuff. As a spiritual successor to FJ's TM, their take really ties it all together very nicely. Also makes sense. Oh, allow me to clarify. I should have mentioned this above... in fact I had intended to, but forgot to actually type it. I like the spirit of the MJ DDSS registry format, but I feel the after the start of the 24th Century it is necessarily something else. IMHO, I figure that sometime after the year 2300, maybe around the time that "Starfleet" became one word, they switched to a strictly sequential five-digit number beginning with NCC-10000 and giving every ship from Runabouts on up its own sequential number. This would have to be a fundamentally different system than that suggested by MJ for 23rd Century (and possibly earlier) use. Then we have Star Trek Enterprise which seems to show us a starfleet which the first part of the registry is in fact a simple letter designation for a ship class more like Yenny seems to be suggesting. This seems to be another totally different system in use. Just thought I'd clarify that. --Alex
Old universe Star Trek had a fondness for things WWII-ish. In real life Enterprise CV6 and Yorktown CV9 were sister ships, laid down at about the same time and followed one another into commission. So the possibility of them being tied together in the old "prime" universe is not beyond reason. Regards
@ Albertese Sorry, I do not have the 1970's Star Trek Concordance any more, just the latest one. So please feel free to tell us about that little "tidbit" you noticed. Essentially correct. But the "final print" is what the TOS producers had settled for TOS and its Enterprise which is most assuredly "Starship Class" and most likely "Enterprise Starship Class". This is what applies for the context of 79 episodes and the "microcosm" of TOS, but then came 4 post-TOS episodes shortly relating to events in TOS which supposedly revised, altered and rewrote the original context. I'm unable to see the problem. First of all, the original classification was not "starship" but "cruiser" class and I think Matt Jefferies pre-production sketch reflects the original idea. "Cruiser Class" then became "Starship Class", thus it's credible to assume that we are looking at design series of Federation starships. Reliant is a Federation starship, obviously of the 18th design. I do not understand why it should not be NCC-1864. @ yenny I think you're making the mistake of applying retroactive thinking. The original classifications were "Starship Class", "Destroyer Class" and presumably "Scout Class" (ST III) with only alphabetic numbers (e.g. J-Class starship) to provide distinctions next to the obvious design series digits on the ship's exterior hulls. For all we now "J-Class" could have stood for "Jefferson-Class" or something like that and Constitution Class may have read "C-Class". But then it was a sub-classification from which we cannot derive that there had to have been a "USS Starship". Bob
Enjoy: I thought it interesting that both Constitution and Enterprise are used here as the class type of our favorite starship in the same paragraph. What's THAT all about? --Alex
Must be the "Question Mark IX/01 Starship Class". That paragraph is obviously written from a weird in-universe point of view. Today, we know from Matt Jefferies that the extra "C" was derived from the third "C" in Soviet designations, so the "esthetic balance" has a rather interesting ring to it. So apparently the Enterprise and her sister ships (the only TOS vessels seen with an "NCC" registry) belong to the "Enterprise Class" (correct) - but are "Constitution-type" space cruisers?!? So Bjo Trimble considered [then] undisputed information from The Making of Star Trek but discarded it later on behalf of Constitution Class exclusively. Bob
Yeah... This all muddies the waters quite nicely. Starship/Constitution/Enterprise Class - very close to the source. Anyone still not think that a couple of these things should be forceably decanonized like "Vulcanians"? Personally, I think "starship" should not ever be considered a class-name again, but rather a generic ship type, like "xxxx-class starship" is fine. We've heard this combination of words in relation to space-faring vessels for a much longer duration than "starship class" (a phrase which has never been voiced on-screen in dialog). Think about it - is anyone ever REALLY going to call the Enterprise a "Starship-Class Starship"? That's like calling today's Enterprise a "Carrier-Class Carrier"! Are we going to say that one piece of set dressing (original bridge plaque w/ "Starship Class") that was never meant to be seen that clearly is any more or less authoritative than another piece of set dressing (technical journal w/ "Constitution Class")? It's time to collectively kill "Starship Class" once and for all. It is a meaningless pairing of words. At least "Constitution Class" makes sense and, even though never spoken on-screen in TOS, it was spoken on screen (satisfying most people's definition of the word "canon") in relation to that specific type of vessel in TNG and beyond. Any confusion or debate about what class the TOS Enterprise belonged to should have evaporated with that. I kind of miss the old days of debating whether or not the refit was called a Connie or its own new "Enterprise Class" (based on the TWOK bridge simulator signage). I'm an "Enterprise-class" guy m'self.
Apparently and according to ST II NCC-1701 was a member of the "Enterprise Starship Class" (the refit according to the Official TMP Blueprints was a "Starship II Class" Enterprise) and NCC-1701-A was a member of the "Constitution Starship [II] Class" according to ST VI. I think it's rather simply and there's really nothing wrong with the TOS dedication plaque, as it contains the vital information: "(U.S.S.) Enterprise Starship Class". I don't know what the dedication plaque of the sister ships would read, but for the class leader all the information is contained. All we have on the "Consitution Class" in TOS is a screen schematic belonging to one manual of several starships. As for the post-TOS canon "evidence" I tried to illustrate how conjectural it basically is. We might just go for the producers' intentions, instead, and then we'd have their word from The Making of Star Trek versus statements to the opposite from the post-TOS producers I am not aware of, yet. We could then discuss whether the authority of the TOS producers regarding one of their creations can possibly be revised, altered or overwritten by the post-TOS producers. Bob
Picard referring to the ship as "Constitution Class" in The Naked Now (first run computer FX production error notwithstanding), and referring to the Enterprise bridge in Relics as "Constitution Class", and Sisko referring to the actual NCC-1701 as "Constitution Class" aren't just "evidence" of canon. They're the very definition. I forgot what this has to do with whether the -A was the Yorktown.
Because I adressed ALL these issues in post 222 I have to assume that you didn't read it. But using the occasion here is an addendum to the particular issue of "Relics": COMPUTER: Please enter programme. SCOTT: The android at the bar said you could show me my old ship. Let me see it. COMPUTER: Insufficient data. Please specify parameters. (this makes it clear for Scotty and the audience that the ship's computer cannot read Scotty's mind and what ship he is thinking of. He has to provide specifications) SCOTT: The Enterprise. Show me the Bridge of the Enterprise, you chattering piece of… COMPUTER: There have been five Federation ships with that name. Please specify by registry number. SCOTT: NCC-1-7-0-1. No bloody A, B, C, or D. COMPUTER: Programme complete. Enter when ready. What's missing here? THIS: COMPUTER: There have been several modifications of the Bridge of Enterprise NCC-1701. Please specify era by captaincy. SCOTT: Up your shaft! Captain James T. Kirk. No Captain April, Pike, Decker, … or Spock. Because the ship's computer did not require the necessary specifications to show Scotty the TOS bridge (Scotty could have also wanted to see the bridges from "The Cage", TMP or ST II for all the computer could know) the logical conclusion has to be, that these bridges were not stored in the holodeck memory banks. The ship's computer just provided Scotty with what was available and the closest approximation was a Constitution Class bridge because what we saw in the episode was obviously not a correct replica of the Enterprise's TOS bridge. I don't know how drunk Scotty was, but I give him the benefit of a doubt that the moment he realized that the ship's computer was not capable to read his mind, but required specifications, he understood these were necessary to give him what he wanted. After stating the registry "NCC-1701" and getting a result (without providing specifications of captaincy to help determine which bridge) he probably just went along whatever the computer had come up with and was happy with what he got. Obviously not the Enterprise TOS bridge, but at least one (Constitution Class) that resembled it far more closely than the one of Pike's, Decker's or Spock's Enterprise! Bob
Which completely goes against the creator intent here. They clearly intended it to be the Enterprise's bridge, and budgetary concerns prevented it from being wholly accurate. The rationalizations to justify it as a rationalization are most amusing though. Speaking for myself, I have an easier time dismissing background details from when the series and its universe was still in flux (UESPA vs. Star Fleet, Earth vs. the Federation, and exactly what the devil "class" actually meant) than I do when the universe was fully developed and realized. In the early days of the show, they didn't have these details settled at all, and I find it faintly ridiculous to uphold the unsettled details as divine truth over the settled ones.
Agreed, the TNG producers (none from the original production) probably intended this to be the TOS Enterprise's bridge, but since the intentions of the original creators are considered null and void because onscreen "canon" takes precedence, so are the intentions of the next-gen producers. Or would you seriously say, that your kids know better than yourself why you were doing something when they were still babies in the cradle? Next-gen canon did not deliver the evidence that the TOS Enterprise is a Constitution Class ship, just more conjectural assumptions. I'm glad you had a good time. It's nitpicky, yes, but if we are made to believe an assumption becomes "fact" than an in-depth analysis is warranted, IMHO. There is a new an interesting thread that deals exactly with these issues and suggests we are looking at an evolution into what becomes Star Fleet. All the details had admittedly not been settled yet, but one that had been settled from the very first episode on is that the TOS Enterprise belonged to the "(Enterprise) Starship Class" according to the bridge plaque. Bob
Life is messy. I like "Vulcanian" as an early form, no longer used. Language changes over time, so I think such terms should be acknowledged, and even used in appropriate context. I also dislike retcon vocabulary, such as "warp core" in relation to pre-TNG-era ships. It makes a lot of sense, gets the idea across easily and succinctly, but should never be used in-universe much before 2364. It's all a matter of what makes sense in what context. Fans discussing the warp core of Archer's Loknarprise? Sure! Scotty discussing the warp core of the Antares from Charley X? Hell no, that's as anachronistic as a 1940's PI saying "LOL, doll! LMAO while yer on yer way to the pen!". Harry Mudd calling Spock a Vulcanian, yes. The Outrageous Okona saying it, no.
Think about it... what does Scotty need with a outboard profile of his ship while conducting a search of the interior? As he has said himself, he knows this ship like the back of his hand. The pictures can't actually be helping with his search. And it's even on *paper*, no less. So the red marks are all over the page because... in this scene, Scotty is critiquing fan art of the Enterprise that someone has sent him! He just hasn't yet got to the part where he scratches out the title and writes in "the refit design is Enterprise class"... and he gets distracted by the air vent before he can get to it! Yeah, this is pretty much how I feel as well. I like FJ's numbers as well, with a slight modification for Intrepid so that her number actually appears on the "Court Martial" chart. The only major sticking point for me is that darn 1017, which makes even less sense than Jein's 16xx numbers. That's why I tend to think that Constellation was an older, smaller ship that only superficially looked like the Constitution class. The old AMT model kit in the original version helped with this. Of course, TOS-R *didn't* help with this, but if I'm already ignoring the Jein registries used in TOS-R... Agreed. From an in-universe perspective, why would Starfleet bother remaking these older ships to look like Constitution class ships, rather than just installing upgraded weapons/sensors/whatever into their existing spaceframes? I'm on board with this. "Starship Class" works much better as a generic type designator. Starfleet just went from using the generic type class on their plaques in the 2240s, to using the actual nominal class of the ship on their plaques by whenever the Defiant was commissioned.
@ Albertese & Avro Arrow Is there any good reason to assume that the starship status chart from "Court Martial" only shows starships being repaired in orbit of the starbase? NCC-1831 (formerly assumed to be Intrepid) is almost done, so why pull the repair crew off to start work on the Enterprise? For all we know this is just the general Starfleet chart to indicate all starships that are still in need to receive essential upgrades. Commodore Stone may be well aware of Intrepid's condition but a look at the "upgrade" chart tells him Enterprise badly needs these in addition to the repair work following the severe "ion storm". I don't believe Mike Okuda was making a conscious decision showing Intrepid as NCC-1631 in TOS-R, but the moment he did he accidentally gave this starship status chart a different and, IMHO, better meaning. Bob


text:
The survey was designed to depict:
- product satisfaction on the Macintosh and PC platforms
- satisfaction level with product support received
By using a random selection of customers we recieved a good picture of the value our customers see in the products they purchase from us.
A score of 5 represents the highest degree of satisfaction with the product or support level
We would like to thank all the participants of the survey. We highly appreciate the ranking given to our products and services by our customers. Our objective is to work for our customers to further improve the value they recieve from us.


text:
The documentary Searching for Sugar Man tells the story of how an obscure 1970 debut LP by "Rodriguez," a working-class Mexican-American musician from Detroit, helped inspire the anti-apartheid movement in South Africa.
"The film has the shape of a detective mystery. … It is an electrifying illustration of music's power to inspire and change lives on both sides of the footlights."
Colin Covert, Minneapolis Star-Tribune
The 1955 drama East of Eden stars James Dean in his first screen role. An adaptation of the John Steinbeck novel, the film tells the story of a 1917 California farm family and its warring brothers.
"A Cain and Abel story set in Salinas and Monterey, East of Eden is not only one of director Elia Kazan's richest films, it is also arguably James Dean's best performance."
Kenneth Turan, Los Angeles Times
"Searching for Sugar Man is a testament to how music — or painting or literature or any form of art — can take on a life far greater than its creator intended when it happens to connect with the right people at the right time."
Rene Rodriguez, Miami Herald
Sunday, November 11, 2012
3:00 p.m.
Friday, November 09, 2012
5:30 p.m.
Sunday, December 16, 2012
3:00 p.m.
Friday, December 14, 2012
5:30 p.m.
Advance tickets on sale by cash or check at the Tower Theatre box office, 815 E. Olive Ave.
Or purchase tickets online for the upcoming show.
Filmworks thanks its October 2012 volunteers:
Lorna Bonyhadi, Nené Casares, Trin Gibney, Linda Hernandez, Mary Malesani, Don Olson, Sholmo Pleban, Alyssa Rendon, Susan Rodgers, Mayuko Russell, Richard Stone, Lorraine Tomerlin.
Contact Gloria Burrola at email@example.com to volunteer at a future screening.
Contact John Moses at email@example.com for general inquiries.


text:
MySims Agents Cheats :
InSide a Box
by 121212123 Nov 30, 2009
First pass the kite surfing minigame and go to the island. while your doing a puzzle by moving boxes a question will pop up asking if you want to save the game. say "NO". then your character will be inside the box... (NOTE: you won't be able to get out of the box!!) |
HoW to Freeze the Game!
by GamingProdigy Jul 25, 2011
Step 1: Walk into your house. Step 2: Turn on your Stereo (Retro, Boombox, CD Player, etc.). Step 3: Open your chest of droors. If you've done all of this accordinly, your game should freeze! PLEASE NOTE: SAVE YOUR GAME BEFORE ATTEMPTING TO DO THIS GLITCH!!! ALL UNSAVED DATA WILL BE LOST FOREVER!!!!! ~ Cheatmaster - GamingProdigy ~ |
A-Maze-Ing Race *** Chest!
by GamingProdigy Jul 25, 2011
Hey, it's me again here to tell you all about, yet another glitch in the Nintendo DS version of a popular series known by lots "MySims Agents." In the minigame that you unlock very late in the game called "A-Maze-Ing Race" there is this one VERY annoying glitch which I like to call, "The Broken Chest Glitch." It will start to happen after you play the minigame mutiple times. Here's what happens: You start the maze after the countdown and you find a chest and normally, all you have to do to open a chest or get a jewls (red, green, and blue) is to simply walk right into it. Well, that's not the case with this glitch... With this glitch, you walk into one of the three chests, which are in random places throughout the maze, and instead of it opening right up and granting you a random furniture item or a random Blueprint, it doesn't open at all. It just stands there mocking you and wasting you valuable time while you try to open the *** chest. Sadly, the only thing that you can do is to just walk away from the "broken chest," because no matter what you do, it will never open and the more time that you spend trying to open it, the less time you'll have to complete the maze. This glitch really sucks because it happens in almost every game that you play once you play the minigame a lot and you don't get the item that's locked away in that chest. The item in the chest could be a King's Throne, or a Queens Vanity, or the Portrait of Hopkins, but we'll never know! Not to mention that'll you get 600 less points for getting only two of the three chests plus whatever time you spent at that chest. ~ Cheatmaster - GamingProdigy ~ |
by GamingProdigy Jul 25, 2011
How many of you have realized the amount of typos (misspelling errors) that this game has? I've found AT LEAST 100 different typos within this game! I think that a 9 year-old wrote this whole game! Plus if you read my Freeze the Game Glitch and my A-Maze-Ing Race Glitch, you will also realize that this game has a ton of different glitches as well. I don't even think that this game was ever tested at all! Tell me about how many different typos that you've found while playing this game! I bet the number will shock you! It shocked me! ~ Cheatmaster - GamingProdigy ~ |
MySims Agents Cheats: |


text:
Alaska USA Federal Credit Union
Credit union | |
Industry | Financial services |
Founded | 1948 |
Headquarters | Anchorage, Alaska, United States |
Area served
Portions of the western United States |
Key people
William Eckhardt, President Bobby W. Alexander, Chairman |
Products | Savings; checking; consumer loans; mortgages; credit cards |
Total assets | $6.6B USD (2015) |
Subsidiaries | Alaska USA Insurance Brokers, Alaska USA Mortgage Company, Alaska USA Title Agency, Alaska USA Trust Company |
Website | alaskausa.org |
Alaska USA Federal Credit Union is a credit union headquartered in Anchorage, Alaska, chartered and regulated under the authority of the National Credit Union Administration (NCUA). Alaska USA is among the 20 largest credit unions in the United States.[1]
As of 2015, Alaska USA had $6.6 billion in assets, over 618,000 members, and 80 branches.[2]
Alaska USA Federal Credit Union is a federally chartered financial services cooperative with branch offices throughout Alaska, western Washington, and California's High Desert region. The credit union is the largest provider of consumer financial services in Alaska,[citation needed] with growing membership in Washington, California and the other 47 states. Alaska USA also provides business services, including checking, commercial loans, and insurance.
Alaska USA founded and co-owns Alaska Option Services Corporation,[3] which began in the early 1980s as a network connecting smaller financial institutions that could not afford to establish their own ATM networks. Alaska Option provides ATM and point-of-sale payment, PIN & PIN-less transaction switching, settlement, and related services for financial institutions throughout the U.S.
The credit union also owns and operates Alaska USA Mortgage Company, with offices in Alaska, California, and Washington, Alaska USA Insurance Brokers with offices in Alaska and Washington, Alaska USA Title Agency, and Alaska USA Trust Company.
The Alaska Command Federal Credit Union was founded in 1948 for military personnel and federal employees stationed in Alaska.[4] The credit union provided services to military bases throughout Alaska. The construction of the Trans-Alaska Pipeline System in the 1970s led to a surge in the credit union's membership and they gained 25,000 new members. Alaska USA received Congressional authority to provide services to Alaska Native Regional Corporations in the same decade. Alaska USA adopted its current name in 1975.
In June 2009, Alaska USA purchased certain assets and assumed the shares and certain liabilities of High Desert Federal Credit Union of Apple Valley, California, which had been placed into conservatorship by the NCUA board on October 18, 2008.[5]
In September 2009, the National Credit Union Administration liquidated Members' Own Federal Credit Union of Victorville, California. The credit union's assets were purchased by Alaska USA Federal Credit Union.[6]
On September 1, 2010 Alaska USA Credit Union took over branches of Arrowhead Credit Union in Barstow, Victorville, Big Bear and Hesperia, CA.
On October 8, 2010 Transportation Northwest Credit Union of Seattle, Washington merged with Alaska USA.[7]
- ^ Top 100 U.S. Credit Unions. CreditUnionsOnline.com
- ^ About Alaska USA. Alaska USA Official Website.
- ^ "About: Corporate Governance".
- ^ Schmitz, Richard F. Corporate 100: Alaska USA Federal Credit Union. (Alaska Business Monthly's 2003 Corporate 100). Alaska Business Monthly. 1 April 2003.
- ^ High Desert FCU Members Will Be Served by Alaska USA FCU. National Credit Union Administration. 18 June 2009.
- ^ The Members' Own Federal Credit Union Members Now Served by Alaska USA Federal Credit Union. National Credit Union Administration. 30 September 2009.
- ^ Transportation Northwest CU, Alaska USA FCU merge. 'Credit Union National Association, News Now' 12 October 2010.


text:
Content Writing
- Status Closed
- Budget £20 - £250 GBP
- Total Bids 45
Project Description
I have 15 conversation wanted to be wrote down ( as it is) for researching purposes. Even pauses or hmmming are need to be noticed.
Its is about 12 situation and every conversation takes from 6 to 15 minutes.
Sorry but I need native speaker.
Get free quotes for a project like thisSkills Required
Looking to make some money?
- Set your budget and the timeframe
- Outline your proposal
- Get paid for your work
Hire Freelancers who also bid on this project
Looking for work?
Work on projects like this and make money from home!
Sign Up Now- Forbes
- The New York Times
- Time
- Wall Street Journal
- Times Online


text:
O'Neal Mayhem is really loud motocross pants made for Cruel driving. The stylish graphics combined with really strong colors guarantees you attention both on the track and in the groove! Constructed of strong denier fabrics with triple stitching makes the trousers extra tough and durable. Cross The trousers have a hook-n-loop closure at the waist that makes pants are adjustable to your preference. Stretch spandex panels do motocross pants smooth and supple. Leather panels at the inside knees protect against abrasion and works as a heat resistor. The model is 6ft2och #148; tall, weighs 12st and wears size 32
Material Specifications
Outer material
100% Polyester


text:
10 December 2007
Be glad you don't live in my head
You'd think, at my advanced age, that I would have mastered this by now. What on God's green earth is my problem?
I don't need an alarm clock. I never use one. I am an annoyingly light sleeper. Though I appear to be asleep, I am actually in a sort of daze with my eyes closed. Anything from a breeze to a car alarm going off 6 blocks away can awaken me.
(I think I scared my doc when I started talking about the last time I got a good night's sleep: "Oh, I remember it so well - March, 2003, Tempe Arizona for spring training...we were staying at the Sheraton and I slept like a rock.")
I can also awaken myself at any time that I decide the night before. If I say "Wake up at 5:15," I will be awake between 5:12 and 5:17. This has failed about 4 times in 46 years, usually when I am sick as a dog.
Snooze alarm? Screw you. That is a tool of the devil. Once the fucker goes off once, I AM AWAKE and there is no way I am "snoozing."
What is my problem, then? I still get paranoid on nights like tonight, where I have to get up at 3 a.m. to catch a plane.
Despite everything I know about myself, I will nervously awaken every 15 minutes or so to make sure I didn't oversleep. I would love to be able to set an alarm and count on it to wake me up at 3.
But I can't. Because I can't be sure I have set the alarm right. Because I don't need to except maybe once every 3 years.
I hate being me sometimes.
13 comments:
As an insomniac, I feel you here.... There's no telling what kind of pindrop sound will wake you up next. I envy you the human alam clock system- mine only works on special occasions.
Maya (Chock Late) - 12:37 AM
- Lisa said...
I do the same thing before a flight or a big day where I know it will be emotionally or physically demanding. Can completely understand.
- Blog Antagonist said...
Oh God, that is so me. I finally got a script for sleep meds because otherwise, I will not sleep the night before a big event. Like, not. at. all. I only use them for that though. Otherwise, I would become completely dependant on them. Not good.
We are the same person!
My mother says I have not slept a night through in my entire life. I wake up several times a night, and if I HAVE to be up early, I will not sleep at all and then be a freaking mess the next day.
When I had surgery last year, they put the mask on me and said "go to sleep" about 12 times before I finally went out - the doctor was actually laughing about the fact that I wouldn't go out. And when I woke up, I was bright-eyed and bushy-tailed and not at all drugged up. I was like, "Hey, can I have some ice-cream??" - 6:49 AM
- one smarmy mama said...
omg, me too. I thought I was the only one...I too can pretty much just tell myself what time to wake up and it happens. I don't even really have to TELL myself, it's just that if I know I have to be up at 6:30, then at 6:24 I'm up and looking at the clock.
I had a friend in college who could do that...you know...give herself a pre-sleep memo to wake up at a certain time. I was amazed at her ability.
http://wordgirl5.typepad.com/apathy_lounge - 8:02 AM
- Kris said...
Oh, but I do live in your head. If I have to do something the next day (or ass-early in the a.m.) and have to get up at an unusual time, I wake up to check my alarm and the time every freaking 15 minutes. I, also, have a dysfunction when it comes to my alarm clock. The paranoia picks at me all night long. Did I set it for P.M. rather than A.M.? Did I set it at all? What if we lose power? Blahdy blahdy blahdy. Insane in my own head.
- Average Jane said...
I have the whole internal alarm clock thing, too. I used to be able to sleep solidly for an entire night, but I find that I'm getting less and less sleep with each passing year. In other words, I'm turning into my dad. Gah!
- marian said...
Ah, quite the double bind, there, missy! I use both, (internal and external) unreliably, but manage to make it out of bed most mornings on time.
- Kevin Charnas said...
I can do the same thing. If I lie down and want to wake in 20 minutes, or 6 hours, I do and I will.
And I can also take a shit in the middle of a freeway if need be...
just another hidden talent of mine. - 11:54 AM
- Christina said...
I'm the same way. Any little noise wakes me up. I don't really sleep, I think - I just close my eyes and pay not quite as much attention.
- SUEB0B said...
Wow. I never realized. Insomniacs, unite. But freeway pooping...not so much. Kevin, you are a man of amazing talents.
- Jessica said...
I love the title of your post! I too am a fellow insomniac. I feel you.


text:
Apple iPhone 3.0 Review | iPhone News Updated - 0 views
The iPhone 3.0 software has been long awaited by users all across the world. For almost 2 years, iPhone users have lacked some of the most basic software functions such as Copy/Paste, MMS, and Search. Basically, functions that other phones have been doing for years were finally brought to the iPhone.


text:
Here are a few things I've been seeing on the trail. For a great online flower guide courtesy of CSU, click here. Boulder Raspberry, a gorgeous and widespread bush
Chiming bells (seem to prefer dry areas)
wild clematis (a very cool vine)
Unidentified composit (these guys can be tough to correctly identify.)
Rocky Mountain Pentstemon
Subscribe to:
Post Comments (Atom)


text:
Day 17 of my motorcycle road trip, and I was on the road early. I was expecting another really hot day, and wanted to get on the road before the temperature heated up. One of the dangers of riding just after dawn is deer on the road. I hadn't seen a deer on the road since riding at dusk on the first … [Read more...]
Motorcycle Road Trip 2011 – Day 17
Filed Under: Blog Tagged With: Ashland, blog-posts, bmw r1200rt, Great Lakes, Highway 2, Highway 41, iron ore dock, lakes, Marquette, Michigamme, Michigan, motorcycle, Motorcycle road trip, road trip, scenic rides, Superior, Superior Bay, Tall Ships, Totem Pole, Wakefield, Wisconsin
Motorcycle Road Trip 2011 – Day 16
Day 16 of my motorcycle road trip. Rather than riding across northern Ontario, I decided to ride back into the United States and ride Highway 2, south of Lake Superior. I'd driven north of Lake Superior when I lived in Toronto. I hadn't been on the southern route since I was a kid living in … [Read more...]
Filed Under: Blog Tagged With: Barker island, blog, bmw r1200rt, canadian prairies, Duluth, Grand Forks, highway 75, lakes, Manitoba, Minnesota, motorcycle, Motorcycle road trip, Prairies, railroad tracks, road trip, scenic rides, South Dakota, Superior, Superior Bay, Whaleback Ship, Winnipeg, Wisconsin