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Please select your meditation time
Start Meditating
Conclude Meditation
Laurence Freeman OSB, "Dearest Friends," WCCM International Newsletter, December 2007.
In an age of stress and anxiety like ours the burden of time presses heavily upon us. Without meaning, the intolerable weight of time and, paradoxically, its fleeting disappearance become a crucifixion without a resurrection. The great increase in the incidence of mental illness in modern society could be attributed to this. Meditation transforms our mental construct of past and future by deepening the experience of the present moment—the core meaning of contemplation as the "simple enjoyment of the truth."
John Main OSB, in THE HEART OF CREATION (New York: Continuum, 1998), pp. 42-44.
The early monastic Fathers soon discovered that one of the hurdles that every man and woman of prayer must surmount is what they described as acedia. Acedia is a fairly complex psychological concept, but it contains the notions of boredom, dryness, lack of satisfaction, a feeling of hopelessness, of not making progress. I think all of us are to some extent familiar with these manifestations of the ego.
John Main OSB, THE HEART OF CREATION: Meditation: A Way of Setting God Free in the World (London: Canterbury, 2007) pp. 74-75.
Meditation is concerned with detachment. And as in our Western religious vocabulary there is no word more misunderstood than detachment, meditation can often present unnecessary problems or complications for people. It seems to us, generally, that detachment means a frosty sort of platonic indifference and it was this that put most of us off the idea when we came across the word [and the]largely negative or repressive view of [it].
Yet I feel that detachment is the most important lesson that meditation has to teach us today as men and women of the West. . . . Detachment is not dissociation from yourself or an evasion of your problems or responsibilities. It is not a denial of friendship or affection, of even of passion. Detachment is, in essence, detachment from self-preoccupation, from that often unconscious mind-set that puts myself at the center of creation.
John Main OSB, "Straying from the Mantra," THE HEART OF CREATION (London: Canterbury, 2007), pp. 9-11.
"The Christian Crisis"
John Main OSB, THE PRESENT CHRIST (New York: Crossroad, 1991), pp. 74-76.
The call to the modern person, the call to all of us, is to become spiritual, and to become spiritual we have to learn to leave behind our official religious selves—that is, to leave behind the Pharisee that lurks inside all of us—because, as Jesus has told us, we have to leave behind our whole self. All images of ourselves coming as they do out of the fevered brain of the ego, have to be renounced and transcended if we are to become one with ourselves, with God, with our brethren—that is, to become truly human, truly real,truly humble.


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Moderators: Dr. X, ikensall, fredde
Warhead wrote:my head burns with War.
The Soldier wrote:The Powers That Be have instructed me to pen another dispatch for you unfortunates. How many goddamn words do you people need? In my day you wrote just enough words to convey meaning: "Secure that damn hill." "I will have more sausages." "This man spoke trash and I strangled him." Today's writing is complicated and has to mean two things at the same time, or it won't win writing awards. Double intendreys. Metafores. If I meet the Billy Shakespeare who came up with that nancy-assed garbage, I will bury my war-foot so far up his ass it will be a foot and a half up his ass.
That's probably enough words. If you want more, go buy a dictionary, and as long as you're at the store, pick up a pretty dress to wear to your Ladies' Looking Up Words party.
Cpt. Zipps wrote:I will remain neutral like Switzerland.
james+burgundy wrote:nice parts
james+burgundy wrote:Think you can get me the guys number
james+burgundy wrote:O I was hoping he'd stay at my place
AdrianTheGeek wrote:Cpt. Zipps wrote:I will remain neutral like Switzerland.
That's funny cause you mine as well have said "I'm gonna be a bitch, just like Switzerland."
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SYS-CON.TV Webcasts
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From the Wires
Top 10 Travel Destinations of 2012
By: Marketwired .
Jan. 7, 2013 02:11 PM
TORONTO, ONTARIO -- (Marketwire) -- 01/07/13 -- Canada's favourite travel company, itravel2000, has reported their most popular travel destinations of 2012. The top 10 list for the past year is based on the online and call centre bookings.
Travellers across this country still preferred the popular vacation hot spots like Cuba, and traditionally famous destinations such as Florida, but other destinations such as Jamaica, Great Britain, Costa Rica, and Italy have caught the attention of Canadian travellers this year.
The top 10 destinations for 2012 are listed below:
1. Cuba: Breathtaking beaches, amazing golf courses, and genuine hospitality, Cuba vacations have increased in bookings for 2012, making it the top favourite travel destination for Canadians.
2. Mexico: With so many great cities to visit, the close geographic proximity to Canada, no shortage of flights, Mexico makes the list at number 2. Canadian families and couples preferred Mexico for the food, culture, rich history, and even for beach destination weddings and honeymoons.
3. US: Florida and Nevada top the list for US travel destinations. Canadians love visiting Orlando and Las Vegas for the many attractions from iconic theme parks to the magic of Cirque du Soleil theatre performances, fine dining, and great shopping.
4. Dominican Republic: An endless supply of the world's most pristine beaches, Punta Cana is known for its many all-inclusive resorts. Canadians escaped to this tropical getaway and enjoyed the white sandy beaches, swaying coconut trees, and crystal blue water.
5. Canada - Homegrown travel saw the most increases in bookings for 2012. Canadians travelled to Ontario, British Columbia, and Alberta in strong numbers. With various National treasures like Toronto's CN Tower and the Royal Ontario Museum, events like The Grey Cup held in Toronto this past year, the annual Calgary Stampede, the spectacular landscapes and wildlife of British Columbia taking in all the outdoor activities - water/winter sports, Canadians don't have to travel far for a great getaway.
6. Jamaica: Canadian travellers owned bragging rights after they discovered Jamaica's many miraculous waterfalls, tasted the best sugarcane and Rum on beautiful beaches, and even visited the Bob Marley Museum.
7. Bahamas: For Canadians who were looking for new beaches to explore, Nassau/Paradise Island was a preferred choice. Short flights from Canada, several watersports, and even opportunities to swim with the dolphins, Bahamas makes the top 10 list for favourite travel destinations.
8. Great Britain: With the 2012 Summer Olympics held in London this past year; Canadians had an additional reason to visit London, besides all the historic sites like the London Bridge, Stonehenge, Buckingham Palace & Windsor Castle, or popular tours like Harry Potter and The Beatles.
9. Costa Rica: Besides the tropical beaches, Costa Rica is a destination full of adrenaline for adventure-seeking Canadians. The land of volcanoes, rain forests, waterfalls, and rivers, travellers have many activities to choose from - rafting, snorkeling, kayaking, sport fishing, surfing, to name a few.
10. Italy: Rich in culture, food, and romance, Italy has it all and caps the list at 10th most popular travel destination of our Canadian travellers in 2012. From famous landmarks like the Leaning Tower of Pisa and the Sistine Chapel, to rich flavours in wine, espresso, and gelato, Canadians experienced the many Italian delicacies, when in Rome.
"Our travel offerings have grown so much and we have seen such strong gains in our 2012 vacation bookings," Jonathan Carroll, president of itravel2000, explained. "We understand Canadians love to travel and explore new places - that is why we continuously work with our various travel partners to offer our customers the best value, whatever their travel needs are, year over year."
From Alaskan cruises to adventures tours in Thailand, destination weddings in Jamaica to Florida Disney vacations, itravel2000 has popular trips to suit everyone's travel interests. Make sure to check out the full list of top travel offers to help decide where to head off to next for 2013.
For more information, visit www.itravel2000.com. To book a vacation, call 1-866-888-1180.
About itravel2000
itravel2000.com, a leading travel retailer in Canada for over 18 years is a full service travel company providing both live travel experts and online solutions for booking all travel arrangements. Visit us at www.itravel2000.com.
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Lower Division Courses
1 Introduction to Comparative Politics
A comparative survey of politics in countries and regions other than the United States. Focus is on political culture and socialization, socio-economic structure and class interests, government institutions and electoral processes, political parties, and major shifts in public policy. Themes of globalization, social justice and democratization are emphasized. Case studies vary, but may include Great Britain, Japan, Russia, Mexico and Nigeria. Satisfies Social, Historical, and Cultural Understanding and Common Good of the Core Curriculum.
2 Introduction to American Politics
Survey of the principal institutions and processes of the American political system. Topics include constitutional origins and development, political parties, elections, Congress, presidency, bureaucracy and the federal courts.
3 Introduction to Political Thought
A survey of the great political ideas and ideologies that have shaped the history of politics. Topics include core political concepts such as liberty, justice, and equality, as well as organized belief systems such as liberalism, conservatism, and socialism. Students learn to analyze and evaluate political values and to apply them to practical political problems.
4 Introduction to International Politics
In this introductory course, we will explore the different theoretical frameworks for the study of international politics, in an attempt to understand how, why, and where the national interests of some actors collide and those of other actors coalesce.


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Dear friends and colleagues,
President Samuel L. Stanley's strategic initiative, Project 50 Forward, aims to position Stony Brook University as one of the top 20 public research universities in the country. The steering committee for this project will imminently implement shared service centers, meaning that the administrative staff will be removed from their home departments and localized into a general pool that services the building instead of its students. Not only do the data overwhelmingly demonstrate that this corporate strategy rarely, if ever, saves as much money as it costs to implement, but such a process is plagued with transitional woes that put a stop to efficient work. Ultimately, shared service centers result in a loss of services to the students.
In a year where student tuition and fees are rising and will continue to rise over the next academic year, Stony Brook University is proposing a plan that will drastically alter the support, services and specialized advising available to its students. Please sign the following petition and help stop the shared services centers at Stony Brook University.
So I signed a petition to Samuel Stanley, President, Axel Drees, Acting Dean, College of Arts and Sciences, Nancy Squires, Interim Provost & Senior Vice President for Academic Affairs and SBU Against Shared Service Centers, Organizer, which says:
"Despite the significant enrollment, fee and tuition income that the University will realize in the coming academic years, the Steering Committee for President Stanley's Project 50 Forward initiative has proposed a dramatic change that is likely to mire administrative productivity at its most sensitive and valuable point: department-level student services. Shared Service Centers is a corporate process much better known for its failures than its successes, and often costs more to implement than what is saved (see links below). Under this plan, pushed by the corporate business consulting firm Bain & Company – who do not list education among their areas of expertise – departments will no longer have specialized administrators that can advise its students in these areas. Instead, buildings will have a single service center to handle general administrative issues for all departments.
This pooling will result in a loss of specialized student support. The people who are largely responsible for fostering a sense of belonging amongst the students of each department, who are sources of essential institutional memory, that help students navigate varying departmental policies, who offer physical gathering spaces that have been the locus of academic and cultural development will be taken out of their context of expertise. These, and many other services that do not fit into the math of abstract business models developed by Bain's staff members, who have a limited experience with academic life, will be lost.
As summer wraps up, students will once again be able to seek advice and feedback from their only remaining mentors: faculty. That is, if they can manage to coordinate their schedules with the posted office hours of the faculty, and as long as they do not have a question about the requirements of their major or questions about enrollment procedures. Right now, if students, graduate or undergraduate, need expert support about their major, their enrollment, their eligibility for courses, course offerings, graduation, or even generalized resources, they refer to the administrative staff who offer a personal touch and specific departmental expertise. With these experts removed from their home departments and dispersed into a general pool, students will no longer have access to specialized administrators that can advise them in these areas. Their academic 'home' will no longer exist. Rather, buildings will have a localized service center that handles general administrative issues for all departments. In this difficult economic environment, with many students facing tuition increases measuring in the thousands of dollars for the coming years, support is being reduced.
Parents are being asked to pay more for worse service in their children's education. Our academic leadership is being misinformed about the benefits of this cookie-cutter corporate approach.
Please sign this petition and let President Stanley, Provost Squires and Dean Drees know that this shared services model is in direct opposition to the second critical mission of Project 50 Forward, 'Academic Greatness.' Academic greatness cannot be achieved by students who do not feel connected to their department, who receive sub-optimal, anonymous academic advising, and who cannot rely on consistent support from expert department administrative staff."
Morale Dips, Student Anger Mounts:
"Shared Services and Unmitigated Disaster":
"Shared services are progressing across government but reported savings to date are relatively small….":
"MPs condemn DfT shared-services failure"
Bain and Company Corporate web site.
Will you sign the petition too? Click here to add your name:


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Web development
Presupuesto $10-30 USD
I need a new website. I need you to design and build a landing page.
22 freelancers están ofertando el promedio de $100 para este trabajo
Bid Summary I would love to discuss with you further about taking this project on. If you'd like to view my previous work, take a look at my Freelancer portfolio. Project Requirements I've read your project brief and Más
NO UPFRONT PAYMENT REQUIRED..! We shall develop a Professional Website as per your requirement with good look & feel. We are a team of 100 developers each having an experience of more than 7 years. We design temp Más
Bid Summary Please share details of landing page Project Requirements Please share details of landing page Relevant Skills and Experience Expert in Required Skills Proposed Milestones $112 USD - Pay on completion
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User talk:Jjtk
Hello, Jjtk! Welcome to Wikitravel.
To help get you started contributing, we've created a tips for new contributors page, full of helpful links about policies and guidelines and style, as well as some important information on copyleft and basic stuff like how to edit a page. If you need help, check out Wikitravel:Help, or post a message in the travellers' pub. --globe-trotter 12:53, 30 October 2011 (EDT)
Great work on Polish and Ukrainian destinations! Much appreciated. --Globe-trotter 08:58, 24 November 2011 (EST)
Hi, Jjtk. You are doing a marvelous job! I just want to ask you to do something I, too, didn't realize was necessary at first: When you edit an article, please mark it as patrolled first. That doesn't mean you approved of the previous edit; it just shows others that you already took care of the problem.
All my best to you,
Ikan Kekek 04:25, 7 January 2012 (EST)
Great to see all the patrolling you are doing. I noticed you patrol one edit at a time, which is ok, but you can patrol more at a time if you go to 'preferences' > 'Recent changes' and then click 'enhanced recent changes', --ClausHansen 09:06, 13 January 2012 (EST)
Wedding dresses - Łódź
I tend to disagree with your removal of that information. I know of numerous (20+ people) travelers (Westerners) who go to Poland (Łódź, Kraków) to buy cheap wedding dresses because they heard that you can buy it very cheap there. Even I bought myself a wedding dress in Łódź when I stayed there - and I am from Oslo where the prices of wedding garments go through the roof so I think most Norwegians (at least) would appreciate such info.
That's the reason why I included such information in the article. I would be happy if you could give me your arguments for removing the "wedding dress" section. Łódź is (was) known for its textile industry and I find some validity for including such info. We can discuss the form in which it should be presented, but I think the purpose is clear.
Uban camping
Hi there, I see that you have edited the Urban Camping page, I was just interested if there is any possibility to contact as I am interested in doing the same?
Kraków map
Nice maps—it's always great to see new contributors interested in a little hobbyist cartography! I saw you were soliciting feedback, so I hope you don't mind mine:
Lastly, it would be nice to fix up Kraków#Districts to use the regionlist template. I usually just copy the basic code from, say, Peru#Districts, and then change the names and colors accordingly and add descriptions.
Please let me know if you have any other questions! --Peter Talk 23:28, 9 February 2012 (EST)
Unintentional rollback
Hi, Jjtk. I accidentally rolled back your latest edit of Limanowa, then rolled back my own action. Sorry for the mistake, but no harm was done, in the end.
All the best,
Ikan Kekek 02:42, 3 March 2012 (EST)
No problem! Jjtk 03:48, 3 March 2012 (EST)


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Cardo scala rider® G9 Named "Motorcycle Intercom of the Year" by webBikeWorld.com
Product Also Chosen # 1 by "Motorcyclist Magazine"
Jan 09, 2013, 03:13 ET
PITTSBURGH, Jan. 9, 2013 /PRNewswire/ -- Cardo Systems, Inc., the world's market leader in Bluetooth® communications for motorcycle helmets, today announced its scala rider G9 product was selected by webBikeWorld as the "Motorcycle Intercom of the Year." The award was part of the site's annual "Motorcycle Product of the Year" Awards and offers the company's expert opinions on the very best motorcycle gear available on today's global marketplace.
"We are very pleased that webBikeWorld, the leading motorcycle accessory site, has recognized the scala rider G9 as the world's best Intercom for motorcycle riders. We equally appreciate that "Motorcyclist Magazine" has recently picked our G9 as the winner among all leading contenders. These, and other recognitions give us further encouragement to continue our pursuit for true innovation and uncompromising quality," said Cardo's CEO Abraham Glezerman. "The scala rider G9, our flagship product, is an immensely versatile, yet robust and user-friendly product, offering riders safe voice-controlled operation and intuitive on-line personalization to fit their individual riding styles. In addition to its unmatched high-end features, the G9 provides both crystal-clear stereo music sound and voice transmissions. Uniquely, the G9 also features an on-line social network where riders can meet and experience the adventure of joining a larger motorcycling group."
WebBikeWorld's award notice mentions the following about the G9; "It has many useful features and without a doubt, the most effective audio gain control or AGC found on any Bluetooth helmet headset today. There were many new motorcycle intercom systems released in the last year but the Cardo Scala Rider G9 gets the webBikeWorld 2012 Motorcycle Intercom System of the Year Award."
The Cardo scala rider G9 was also named by Motorcyclist magazine in its January 2013 issue as a "MC Pick" with a four and a half star rating in its "Communicators" category. The magazine noted the G9 was "Perhaps the most unassuming of the group, the Scala G9 struck a chord with us. The good first impression started with the fewest wires/cords required for installation, with the unit swiftly plugging into the helmet and attaching to the mount with one simple motion."
The Cardo scala rider G9 offers an intuitive interface that enables connectivity to up to nine riders at ranges of one mile. Individual units can be paired by simply "bumping" the units together, and all G9's can be connected to smartphones and MP3 players. The cardo community™ is an additional unique feature, designed to provide users an online meeting place where they can personalize their G9, find fellow enthusiasts, set up and invite friends to riding tours and join tours of others.
For a complete list of webBikeWorld's Motorcycle Product of the Year Awards, visit http://www.webbikeworld.com/motorcycles/best-motorcycle-products-2012.htm. To learn more about Motorcyclist, visit http://www.motorcyclistonline.com/.
The scala rider G9 is available at select distributors, retail outlets, and specialty shops. For more information, please visit www.cardosystems.com.
About Cardo
Cardo Systems, Inc., headquartered in Pittsburgh, PA, has specialized in the design, development, manufacturing and sale of state-of-the-art communication and entertainment systems for motorcycle helmets since 2003. Cardo has pioneered the majority of the most useful and enjoyable innovations for Bluetooth motorcycle and snowmobile headsets. The company's scala rider® line of communication systems, now available in over 65 countries, is also the world's best-selling Bluetooth system for the motorcycle industry. For more information call (412) 788-4533 and follow us on Facebook at facebook.com/cardoscalarider
SOURCE Cardo Systems, Inc.


text:
Inside Job," the film by Charles Ferguson, about the economic meltdown of 2008, richly deserves an Oscar nomination, if not a win, for Best Documentary. What the film deserves most, however, is to be seen. The main point of the film—that the Great Recession was avoidable—should be seared onto the consciousness of the American public. Especially since so many contrary voices have tried to excuse the pain as an aberration, an unpredictable "perfect storm." This timely documentary establishes that leaders who might have taken steps to mitigate or avoid the disaster refused to listen to the few experts who pointed out problems well in advance.
One prophetic voice, that of Brooksley Born, was summarily denounced. Recently dubbed "the Credit Crisis Cassandra" by the Washington Post, Born was head of the Commodities Futures Trading Commission from 1996 to 1999, when she warned that credit default swaps could lead to economic calamity. She wanted to regulate derivatives. How did her peers respond? According to the Wall Street Journal, the top financial regulators wished Born "would just shut up." That's just one example.
The work of Charles Ferguson, who wrote, directed and produced this outstanding film (narrated by Matt Damon), has been recognized by the Academy before. "No End in Sight," his documentary about the lead up to the Iraq War, was nominated for an Oscar in 2008.
In comparison with, for example, Michael Moore's contrarian documentaries, "Inside Job" is faster paced and more straightforward; that is, it relies less on games of entrapment. Still, Ferguson delivers, in close-ups, unforgettable shots of men who indict themselves by their own evasions, refusals and denials. Some interviewees exhibit unrepentant pomposity when an honest answer to Ferguson (who is always an unseen questioner, unlike the center-stage Moore), might have saved their credibility.
Viewers will see, among others: Frederic Mishkin, a member of the Federal Reserve Board of Governors, who is asked why he resigned from the board a month before the crash; Richard Fuld, former C.E.O. of Lehman Brothers; Lloyd Blankfein, chief executive of Goldman Sachs; Frank Raines, former C.E.O. of Fannie Mae; Robert Rubin, whose resumé includes a stint as a board member of Goldman Sachs, the U.S. Secretary of the Treasury under President Clinton and a director of Citigroup; and Glenn Hubbard, who was President Bush's chief economic advisor, and is currently dean of the Columbia School of Business. Hubbard becomes indignant, then curt, during the questioning, ready to eject the interviewer from the room.
What becomes overwhelmingly clear in the film is that government (both the Bush and Obama administrations) has deep ties to the very people who occupied positions of power in the businesses at the center of the crisis. Some have made enormous sums playing both sides of the meltdown.
Henry Paulson is a prime example. Paulson led Goldman Sachs before President Bush appointed him Secretary of the Treasury. At that point Paulson was allowed to sell hundreds of millions of dollars worth of his Goldman stock tax-free, and he later funneled billions to Goldman during the bailout. None of this is, technically, illegal. But it is mercenary in the extreme and grossly unfair, given that millions of Americans have lost their jobs and their homes as a result of the misdeeds of Wall Street, unscrupulous bankers and their peers in the real estate industry.
The roles of Timothy Geithner and Lawrence Summers, before and after the fall of Lehman, are also held up for inspection. Those cast in the roles of sage or analyst include (Americacontributor) Charles Morris, George Soros, Elliot Spitzer (no kidding!) and Christine Lagarde, the French finance minister, who adds a touch of class as well as internationalism to the mix.
"Inside Job" moves so briskly that some viewers, unfamiliar with the world of finance, may have difficulty taking it all in during a single viewing. The antidote may be to see it more than once, or wait for the DVD. But the film is not simply educational but entertaining, a suspenseful story with a beginning, middle and an end; it uses interesting camera work throughout and sometimes stunning visuals. Not a frame is amateurish.
Overall, the documentary's effect goes far beyond the genre's basic purpose, which is to nail things onto the public record, especially things that have eluded it thus far, and to put that record before the public. If not completely convincing on every point, the film makes a coherent argument that one must labor to dispute or refute.
Some of the documentary's drawbacks cannot be helped: since most viewers are not in a position to influence national monetary policy, for example, such a film can lead one to feel helpless, even cynical not only about corporate greed but about the potential of government to successfully regulate business and avoid a future financial meltdown. Finally, the film does little to inspire hope. That may have to do with the fact that, although the recession has been declared over, the effects are still debilitating and seem to be worsening, as we are seeing in Europe as well as the United States.
Anyone who wishes to understand more about what caused the current economic crisis would do well to see "Inside Job." The film, along with a spate of reflective books and articles, could help to inform and rouse the public. Too often those who are informed are not roused; those who are roused are not informed. We need to be both.
Blaming Secreetary of the Treasury Hank Paulsown is especially false. Hank Paulson recongnized the severity and ugnecy of the problem an acted decisively to thwart the total collapse of the United States fiancial system. Had the banks and fiancial systems failed as they did in the 1930s the U.S. would have suffer a decades long catastrophe. Paulson acted with great resolve and ingenuity in mobilizing government to halt the bank and fiancial instutions failure and succeed in doing so.
The worse aspect of the Great Recession is the great self-serving misinformation acconting of the casue of the recession and the capricous assignment of blame as one of sinsiter moral conspiraacy failure rather than the acutal casue of a system-wide failure to recognize and prevent a massive hosing bubble do to the availability of way too much easy credit so widely avialble to all. This is not unlike the 1929 stock market crash due to too much easy credit being made available to by stocks whcih casue the stock prices to go sky-high and then crash becasue this stock price bubble like any market bubble can not be sustained. The serial collapse of banks and finacial institution followed. Fortuanetly we had in place from the Great Depresions institutions such as the Federal Depoosit Insurance Corporation to prevent savings depositors from losing any savings. No bank depsoits were lost as the were massively in the 1930s.
The government resposne led by Treasury Secretary Paulson was very effective and prevented a far worse outcome.
No thanks to America's Editorial Director for this very misleading review of this movie and praise of the movie's falseness.
These movies always make me suspicious. Not that Wall Street is saintly, but it is a necessary institution that is incredibly difficult to regulate, given that regulation to make things safer costs bankers – i.e. campaign contributors – lots of money.
This review sounds mildly uninformed, and would probably be more useful written by someone closer to these issues.
Naive comments above, such as that anyone would be surprised that greed exists in America, where the majority of mortgagees of the so called "liar loans" exaggerated his/her income by 25 percent or more to obtain a loan, commiting the felony of fraud in the process, is oblivious to literally tens of thousands of mostly middle-class borrowers who are escaping felony prosecutions. There is plenty of greed in America and elsewhere, and it is most prosperous when it is encouraged by misguided government policy. "Squeezing Uncle Onion" is,unfortunately, widely practiced at many levels.


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You might agree with the president that Afghanistan is the war we should have been fighting all along. You might agree with the prevailing military wisdom, that what we need to do there is what we (finally) did in Iraq: a massive infusion of troops and a clear commitment to "counterinsurgency."
on a sunday afternoon the past fall, 22-year-old Private First Class Brian Thomas pulled guard duty, which sucks, as he'll have you know. Two- or three- or four-hour shifts, staring at the same mountains and the same piles of rock. Maybe you sneak a cigarette, maybe take your helmet off, maybe lean forward and close your eyes for a few minutes, trying to remain conscious enough to wonder if that white Toyota Corolla snaking its way along the road in the distance is just another beat-up Corolla or if it's on the BOLO (be on the lookout) list, and if that dirty-bearded goat-herding motherfreaker sitting like a gargoyle up there on the ridge is working with the driver and scoping you out and getting ready to run a car bomb up your ass. Probably not today, but who knows? You have to try and stay alert, have to pick up the binoculars every fifteen minutes or so, because one day they just might.
It's Private Thomas's turn on ECP, or entry-control point, which is military-speak for the entrance to the outpost, known as District Center Terezayi. Located in Khost Province in eastern Afghanistan, Terezayi is eight miles from the Pakistan border, which is an absolute nowhere land—beautiful, in its way, but nowhere, with muddy wadis and rubble-strewn valleys and distant mountain peaks and strange mud huts that bring to mind terms like prebiblical and Stone Age. It's also the new front in America's continuing "war on terror," and the soldiers who are currently stationed here—and at outposts like this all along the border—are the beta-testers for how that war will be fought.
Not that Thomas is concerned with any of that right now. At the moment, in addition to thinking about the goat herder and the Corolla, he's watching three of his fellow American soldiers hunt a pack of dogs in the valley in front of him. "The great dog massacre of 2008," he says. A few months earlier, the twenty-five soldiers stationed here (they are responsible for patrolling 350 square miles, including a stretch of fifty miles along the border where Taliban and other militants pass freely) received orders from their battalion headquarters to kill the dogs around the base. They could be rabid, they posed a threat to the locals and the troops, and also they kept attacking cows and were just constantly barking their asses off. The catch was, the unit had adopted some of the wild dogs as pets, and they had to go, too. "We loved those fucking dogs," Thomas says. After the purge, a new brood eventually appeared, and a new puppy was adopted, nicknamed Convoy Dog, and he was out there running around right now.
From where he stands, in addition to the valley that doubles as a firing range when it's not the site of a dog hunt, Thomas has a view of a hill to the right, on which the Afghan police force has an observation post, and a hill to the left, beyond which a road leads toward him and the ECP. He can see the first checkpoint, about one hundred yards up the road, manned by Afghan Security Guards, a supplement force that has been trained by private contractors and hired by the U.S. military to help out here with security because the Afghan police are so bad at it.
As in Iraq, one of the guiding principles is that we can recruit and train security forces to take part in stabilizing their own country, which will eventually allow the number of U.S. troops to be drawn down. But the training has gone poorly. There are all sorts of practical problems, the main one being that Afghan police get killed at a ridiculously high rate. (Over the course of two years, they've lost an average of fifty-six men a month.) The other, more insidious issue is one of trust. In September an Afghan police officer turned on the Americans he was with and killed a U.S. soldier; in another incident in a nearby village, the Afghan police were suspected of burning down their own district center and pretending it was a Taliban attack. Plus, they're corrupt, and they get paid almost nothing, and they have other issues—like, for instance, younger police officers at the district center are kept at separate observation posts from older police officers, because of the younger officers' fear that they'll be raped.
Thomas gets on his radio and reports back to the sergeant of the guard at headquarters that the men are out there shooting dogs.
"Say again?"
"Roger, they're shooting dogs. Over."
"Roger. Copy."
Thomas is on his second deployment. "When I get back, I'm getting my ass out of the army," he says. He's from Big Springs, Texas, and he plans on using the new GI Bill to go to the University of Texas to study music, after he saves a little money working on an oil rig. He watches through his binoculars as two soldiers take aim with their M-4's. Six shots ring out.
"They just killed Convoy Dog," Thomas says. He shakes his head. "I automatically do not like that guy. That dog is domesticated, you know what I mean? That really irritates the crap out of me." Another shot. "I'm depressed."
Thomas was in the ECP when the base was attacked by rockets a month ago. Because of the echoing effect of the mountains, the loud explosions "scrambled my brains," he says. They never got the attackers, even though the next morning they found a local Afghan civilian loitering out near where the rockets were fired. They swabbed the guy for explosives, and he came up positive, but they still weren't allowed to detain him. The Americans operate under strict rules when it comes to engaging Afghans, and getting found near the scene of an attack and then testing positive for explosives isn't considered enough evidence for detention. "It was frustrating," Thomas says. " 'Hey, go ahead and hit us again! We're not going to do anything!' They know they aren't going to get in trouble. They probe us all the time. A guy standing on the pile of rocks right there scanned my entire AO [area of operation]. I saw him standing up there, probing us like a champ. I picked up my binos, and he saw us and left. You know they're getting ready to hit us again. It's just a matter of time."
throughout the presidential campaign, Barack Obama talked about how we "took our eyes off the ball" in Afghanistan and promised that after he was elected, he would focus on moving tens of thousands of troops into the country to fight the terrorists where they live. By some measures, that makes sense, since at least some of the guys responsible for the September 11 attacks are still operating near here. But if protecting ourselves from terrorists is the primary goal of American foreign policy, then is placing that many soldiers on the ground in Afghanistan the best and most efficient way to do so? "If our strategic aim is to beat the shit out of Al Qaeda, we don't need an existential American combat presence to do that," a senior U.S. military official who spoke with me on condition of anonymity said. "If it's in our strategic interest to maintain stability in Afghanistan and along the Pakistan border, I think that having an existential ground-combat presence actually makes that interest suspect."
It's hard to make that case, though, because despite the rhetoric about changing course, so much of what we're doing now feels inevitable, a natural progression of the decisions that have determined our foreign policy for the past eight years. In the immediate aftermath of the World Trade Center attacks, we acted on the belief that fighting terrorism meant invading Afghanistan—and subsequently Iraq. Overnight, invasion became occupation. And once we were involved in those occupations, we quickly learned that the people we were fighting were generally not the kind who would be plotting against America but were instead militaristic groups involved in their own power struggles (in Iraq, Shiite militias and Sunni insurgents; in Afghanistan, the Taliban and local warlords and mujahideen). Rather than reexamining the original assumptions, though, the U.S. military got swept up in developing a counterinsurgency strategy (which eventually we conducted with moderate success in Iraq). And thus counter_terrorism_** and counter_insurgency_ **became hopelessly confused. As one military-intelligence official put it to me: "It's not about bin Laden anymore. It's about fixing the mess."
This winter I spoke with Michael Scheuer, a twenty-two-year veteran of the CIA who ran the agency's bin Laden–hunting unit in the late '90s and is the author of Marching Toward Hell: America and Islam After Iraq.** **"In Afghanistan, I don't think we have a clue of what we're after," Scheuer said. When I asked him what he would do if he were in charge of American policy, he explained that he'd inflict as much damage as possible on Al Qaeda now—through targeted air strikes and assassinations and Special Forces operations—and "get out in six months." To actually "win" the war in any traditional sense—to crush Al Qaeda and the Taliban—Scheuer says we'd need "a force of 300,000 to 400,000, one that would go into Pakistan." Since we're not going to do that, he says, "why bother? We stayed way too long at the fair. We can't redeem it."
But redeeming it by now fighting the "good war," as it's being called, is exactly what we're trying to do. One of the officers in charge of redeeming things, at least in the 350 square miles around DC Terezayi, is Captain Terry Hilt, a 32-year-old father of two from North Carolina. He's the kind of sturdy and thoughtful, permanently even-keeled commander who embodies the best military traditions. This is the third year of the past five that Hilt has been overseas, but he seems free of bitterness and is still positive when he talks about his job. He has a regular habit of keeping his thumb pressed against his wedding ring, which he's done since the invasion of Iraq in 2003, when he pulled off his gloves and his gold band flew off into the sand. By a stroke of luck, one of his soldiers found it in the dirt, and since then Hilt's been paranoid about losing it again.
As Hilt explains it, the primary job of the men at DC Terezayi is to frequently go out on "show of force" missions to let the enemy know that the Americans are around. The other goal is to "separate the enemy from the civilian population." In Iraq, that eventually meant paying the bad guys not to shoot at us and setting up smaller outposts that were more integrated with the population. But here, with fewer troops and an even more complex tribal system (it's very hard to know whom we need to pay off), the agenda is more piecemeal—modest patrolling while keeping an eye on the various reconstruction projects that are part of winning over Afghan hearts and minds. Though "reconstruction" is misleading. Really, it's straight-up construction: building roads (which cost up to $500,000 per kilometer) or schools that never existed to begin with.
It's an accepted fact among Hilt and his men that the area they are responsible for is so large it's nearly impossible for them to have any lasting impact. So they do what they can, going out each day as long as the wrecker is around to pull the MRAPs (the million-dollar armored vehicles that can withstand a roadside bomb) out of the mud if they get stuck, teaching the Afghan police how not to be fuckups, trying to resolve the occasional complex tribal dispute, and running into the enemy and engaging in battle with increasing frequency.
six days after the dog massacre, the sun is out again and the soldiers at DC Terezayi are preparing their trucks for a two-day stay at the border, eight miles away, where the plan is to check in on the Afghan Border Police. They're fueling up and loading supplies onto their trucks when suddenly there's a huge blast at the ECP and a funnel of smoke shoots to the sky. The private on guard screams over the radio, "Oh God, we've been hit by a suicide bomber," and everyone starts to move, throwing their body armor and helmets on and sprinting toward the ECP. There's gunfire from an AK-47, though it's impossible to see who it's directed at. The Afghan Security Guards come stumbling through the gate, carrying one of the guards, a teenager, who looks like he's dying. They have an older Afghan man, too, a police officer, whose blood is running down his face. Specialist Daniel Allen, the unit's medic, tells them to put the two men down, and he starts working on them, taking off their clothes, trying to find where all the blood is coming from. The kid has about forty or fifty small holes in him, made by the ball bearings that exploded out of the suicide vest. Doc Allen takes off the kid's pants to make sure he hasn't been hit in the groin, and the kid's lying there naked and bleeding on a slab of concrete outside the motor pool, a white bandage pressed over his penis. One of his friends is kneeling by him and holding his hand.
Outside the gate, Sergeant Joseph Biggs is making sure no one else is hit. Biggs is a 24-year-old from Florida. He has over a dozen tattoos, including one on his right biceps that says war and one on his left that says kill, as well as another on his right forearm that spells out the Arabic word for "infidel." He points to a live grenade on the ground, near one of the severed legs of the bomber. "He was about to throw that," he says.
For forty-five minutes, they keep the kid alive, waiting for a Black Hawk** **helicopter to come in and take the two men away. After they leave, several of the men meet in the Tactical Operations Center, where Hilt is trying to piece together what happened. The suicide bomber came up through the valley between the two hills, he says. A group of five or six boys ran up and surrounded him as he approached the gate. The children are 8 or 9 years old and are regulars at the base. They come over most days after school, and the Americans give them chores to do, like filling sandbags or gathering up golf balls that have been hit into the valley. Most of the guys here like having them around.
The security cameras near the ECP captured the attack, and now four soldiers are gathered around, watching the footage as the bomber gets close to the gate (the kids, at this point, have run away, taking a seat on the Hesco barriers that have been set up as backstops out on the firing range). He stops outside the barbed-wire fence, and the young guard stands up and calls to him to stand where he is and wait to be searched. The guard moves across the screen from right to left, toward the bomber, and then suddenly stops and backs up, cocking his AK-47 and lifting it up to fire, and that's when the suicide vest explodes. Smoke fills the screen and the guard disappears, then reappears, staggering backward and screaming before falling to the ground.
"We're going to need to clean that whole yard," Hilt says. "Once everyone is inside, I'll talk to everyone real quick. We're going to try to HIIDE him [identify using a retinal or fingerprint scan], if we can find the head. Hey, Sergeant Biggs."
"Hoo-ah," Biggs says.
"You said the head was out there?"
"No, just the scalp, just the hair."
"The flesh out there," another soldier adds, "it's everywhere."
"I guess we don't bring them kids back no more," Biggs says. "I always said with the kids around, there's going to be some shit like that. The kids are the ones who brought him over here, the little terrorist bastards."
The rest of the soldiers gather in the living room (or, as it's known among the men, the MWR—short for "moral-welfare and recreation area"), where at night they watch DVDs and play the video game Rock Band.
"Everyone knows what just happened," Hilt says to the group. "A suicide bomber at the front gate blew himself up. A couple things are going to happen. The kids that typically hang around were walking with the guy prior to detonating. They won't be coming back here. The mission [to the border] is going to be off. Hey, what typically happens after one bomber?"
"Another one," the soldiers answer in chorus.
"There are body parts all over the place, all through the district center," Hilt says. "Doc, we got plenty of rubber gloves? We're going to get some and do a police crawl across the DC. If you find fingers, any of that stuff, don't touch it. Call for one of the HIIDE guys. We might be able to get it to hit on the HIIDE system."
Hilt pauses and then adds, "Pictures. Do not be taking pictures of friggin' body parts. You'll get in a lot of trouble if you try to take pictures of body parts home. We got really lucky. Stay vigilant. Here's the good news: The sandbags worked, the gate worked. Because of that, we're not putting anybody in the ground."
The soldiers pull on rubber gloves and go outside and begin walking slowly over the gravel, looking for pieces of the bomber. One soldier scrapes up a chunk of flesh with a shovel. "Mmm, pancakes," he says. "Why the fuck couldn't they have used a car bomb? I don't mind cleaning up after car bombs. Everything's burned up."
They dump the body parts in a clear plastic garbage bag. The bomber's legs are still there near the gate, intact from the knee down. His legs are hairy. He was wearing white high-tops with yellow stripes. The scalp is on the ground next to a Hesco barrier, a blood-wet mop of black hair.
Staff Sergeant Daniel Smith spots a blackened finger hanging off the concertina wire, and Staff Sergeant Aaron Smelley, who's in charge of identification, takes it and places it on the portable HIIDE machine and presses hard to get a scan. After a few tries, he gets a reading, but the fingerprint doesn't match any known terrorist in the database.
The Afghan police bury the leftover body parts a few hundred meters away from the base in a small cemetery. They place a pile of rocks on top to mark the grave, then lay the bomber's yellow-striped high-tops next to the rocks. Later that afternoon, two Afghan men from one of the nearby villages come to look at the grave site. As they start to walk away, one of them turns back and picks up the high-tops and takes them for himself.
That night the dogs are back, barking and fighting over the bits of flesh that flew so
far from the base they were missed during the cleanup.
two days later, the mission to the border is back on and the MRAPs crawl out to an outpost called Border Security Point 7, BSP 7, an eight-mile trip that takes around two hours because there's no paved road. It's to the hills and caves along the border that Al Qaeda and the Taliban retreated during the 2001 invasion and where, to this day, Taliban leader Mullah Omar is said to be hiding, as well as Jalaluddin Haqqani, a former mujahideen fighter for the U.S. against the Soviets, who now runs a network of Afghan fighters closely allied with Al Qaeda.
Controlling the border with the supposed help of the Pakistani military is a major part of the newly intensified American strategy. Eighteen new border facilities have recently been completed, with 147 more under construction or in planning stages, costing upward of $845 million. Along with bringing an additional 17,000 American troops into the country, the goal is for private military contractors (formerly Blackwater) and DynCorp to train thousands of Afghan Border Police to help the Americans patrol the area.
When I met with Major General Robert Cone, he was the U.S. commander in charge of training all the Afghan security services, including police, army, and border patrol. "What I've learned about Afghanistan," Cone told me, "is that if something is broken, somebody wants it that way. There are a lot of people who would benefit from not having border police"—drug traffickers, Taliban insurgents, Al Qaeda terrorists.
On the Pakistan side, for nearly three decades, there have been factions within the army and the ISI (Pakistan's intelligence service) who are ideologically anti-Western and sympathetic to Islamic fanaticism (primarily because it represents a base of fighters to counter the historic threat from India) and who have done as little as possible to rein in extremists in the Federally Administered Tribal Areas. Pakistan is nominally an American ally—we've given the military $8.7 billion in aid since 2002—but the country is beset with its own rivalries and factions, and there often seem to be as many enemies as friends. U.S. military and intelligence officials say there are camps of Taliban fighters out in the open, a few kilometers into Pakistan, and that the Pakistani military does very little to restrict them. Militants frequently attack the NATO supply convoys that run from Karachi up through the Khyber Pass; in a series of incidents last December, NATO lost 400 vehicles and containers.
From the top of BSP 7, the Pakistani military checkpoint is clearly visible. The sun is setting behind us, we're about 4,000 feet up, and between the mountains, about two miles away, is a dark brown building that marks the official presence of Pakistan. I'm standing with Hilt and his Afghan-border-patrol counterpart, Captain Sadeq, who won't tell me his last name because his family doesn't know that his real job is commanding a company of Afghan Border Police on a mountaintop along the Pakistan border and not, as he tells them when he leaves for months on end, teaching in a school in Kabul.
Every few weeks, Sadeq explains, Pakistani and Afghan Taliban, along with soldiers in the Pakistani military, come over the mountain and take up positions and start shooting at them. "My informant [in Pakistan] calls me and tells when the Taliban are coming," he says, "so we know when they are going to attack. The Taliban have a meeting in the day, and when they have this meeting, I get a phone call."
Sadeq also says that suicide bombers are often ferried in along a path in plain view of the Pakistani border guards. "Pakistan doesn't want Afghanistan to have peace," he says. "Pakistan wants to keep Afghanistan unstable and destroyed."
BSP 7 consists of just one small building where the border guards sleep, surrounded by a perimeter of sandbags and Hesco barriers with a steep drop-off all around that is littered with claymore mines. Earlier in the day, when we arrived, Hilt wasn't pleased with what he saw. The place was strewn with garbage from one end of the outpost to the other, and there was also, as Sergeant Smith noted, "man-shit everywhere."
The fighting position on the north side of the outpost, nearest to the Pakistani military checkpoint, was also wrecked. Plywood boards and sandbags had collapsed, and the Russian machine gun that had been set up wasn't working. Hilt asks Sadeq why the most important fighting position was knocked down.
"A storm blew it down two weeks ago," Sadeq answers.
"Why didn't you fix it?"
"We were waiting for you."
Sadeq is pretty sure that the outpost isn't going to be attacked tonight. He didn't get a phone call. But the Americans prepare for one anyway, filling up more sandbags and rebuilding the collapsed bunkers.
The sun sets and it starts to get colder; the night sky is filled with stars. The Americans settle into their fighting positions on the edge of the mountain. In a guard tower on the north side of the hilltop, some of the Afghan border guards start smoking hash. The smell wafts down to where I'm sitting with a few American soldiers, and we can also hear the electronic pings of an old handheld video game they're playing. More confident now that the Americans are around, the border guards start yelling and taunting the Taliban, shouting into the darkness.
One of the guards thinks it would be funny to shine his flashlight down on us. "What the fuck are you doing?" one of the Americans yells up, and then says, "We need to get a translator over here to talk to these guys."
A little later, one of the border guards appears in front of us and says to Biggs, "Hash is gooooood," then makes a crazy face and runs away into the night.
In defense of the border guards, BSP 7 is the perfect place to get high. There's no light pollution out here, just dozens of shooting stars in the crisp high-altitude air. The border guards spend two or three months at a time on this mountaintop with the constant threat of being shot or mortared, so why not get high? If you know your history, you could stare out and reflect on how Alexander the Great passed through here, how Rudyard Kipling's tales were inspired by the adventurer who, disguised as a Mohammedan, stumbled through this very terrain, how thirty-odd years ago some poor Soviet bastards were probably wishing for a toke on this same mountain bluff after the CIA armed the mujahideen with Stinger missiles to blast their comrades out of the sky.
It's a history in which the various occupiers who have tried to control this part of the world haven't fared so well. And it's a place where the disparate and often warring factions have never united around much except their shared desire to get rid of foreigners—most recently the Soviets, who at one point had over 100,000 soldiers in Afghanistan.
General David McKiernan, the American commander of the NATO coalition in Afghanistan, rejects the comparison to the Soviet experience here. "We're not here to occupy the place," he told me during an interview in Kabul last fall. "It's apples and oranges.… We are winning in Afghanistan, but it's much slower and much more uneven than anybody would like." He continued, "I don't have a specific time [for when we'll leave]. We have a program to grow the Afghan army and police that will at least extend over the next three or four years. The additional forces would be provided in that same period of time. If you come back in three or four years and ask me, 'Have we got to the tipping point?' I don't know if we'll be. But we'll have committed the resources to get to it. I think a lot depends on what happens across the border in Pakistan." He paused for a moment and then added, "There's no way this place is going to be the next Switzerland."
at 10 p.m., hilt gives the order for all the fighting positions to fire off flares. The flares are green and yellow and red and go up in all directions, arcing this way and that, lighting up the surrounding moonscape. Two land on the dry vegetation 300 yards from us, and a number of bushes catch fire and go up fast, bonfires burning on the mountain side.
"That's fucking awesome," a soldier I'm sitting with says.
The flares let the Taliban know that the Americans are there, to lure them from their hideouts and into a fight. The Americans have a lot of impressive weapons lined up and ready to go: the Mark 19, which can fire grenades more than a mile, the M-240 Bravo machine gun, and a shoulder-fired antitank missile, as well as the heavy artillery they can call in to be dropped on top of the Taliban and blow the place up. Most of the guys here are itching to see the enemy tonight. "You finally feel like you're doing your job," Private First Class Julio Hurtado tells me as we slouch down behind sandbags. "You get to go after them." He's here, Hurtado says, "for the adrenaline dump. Winning or losing the war, it doesn't matter to me."
Around eleven, Hilt comes over to the position where I'll be spending the night with two soldiers, Private First Class Cody Byrd and Specialist Jacques "Linny" Linnemeier. He sits on a green metal army cot that Byrd and Linny found and moved up to their position. "I think we're going to be here for a long time," he says, looking out into Pakistan. "This will be like the new DMZ."
He means that the American military presence along this border is going to become more or less permanent, as it is on the thirty-eighth parallel in Korea. It's the kind of "long war" that General Petraeus and his supporters continue to talk about. But many others, both inside and outside the military, think what that really means is a sort of half-assed colonialism. Retired colonel Douglas Macgregor is a widely respected military thinker who was integrally involved in planning the air strikes over Kosovo and who also advised the Defense Department on the second Iraq war. Macgregor is skeptical of, as he puts it, "the merits of wasting more blood and treasure in the Islamic world." In an e-mail he sent me this winter, he wrote: "I receive a great deal of feedback from officers who've served in Iraq and Afghanistan. With very few exceptions, they tend to regard operations in these places as colonial expeditions against weak peoples mired in failed cultures and societies. In contrast to the British, who until 1914 extracted billions in profits from these ventures, most officers think we've simply poured our wealth into the sand."
What Macgregor argues for, rather than a prolonged counterinsurgency, is "a strategy in which American military action is short, sharp, decisive, and rare. Such a strategy involves knowing when to fight and when to refuse battle." Our counterterrorism should look more like America's involvement in El Salvador in the 1980s, he says, in which we treated El Salvador as a sovereign state and did not flood it with American troops. (Counterinsurgency proponents like Petraeus look to less promising historic examples for guidance, like French commander David Galula's fight in Algiers in the 1950s or the British campaign against Communist insurgents in Malaysia in 1960.) "The answer has always been low footprint, high impact," he wrote. "The notion that we are going to field vast forces of riflemen with little or no protection, firepower, or mobility who will be Renaissance men—fluent in multiple languages and familiar with the complexities of non-European cultures—is simply nonsense. The idea these will be welcome anywhere in the non-Western world is foolish."
At midnight, Hilt gets up and heads back down to the command post. The night drags on. At 2 a.m., it's face-freezing cold. At four, even colder. Eventually, the sun starts to rise, and we pack up and get ready to go back to Terezayi. Byrd and Linny take down the Mark 19. The other soldiers are heading back to the MRAPs.
Around 8:30 a.m., a pickup truck full of Afghan Border Police drives past, heading to a checkpoint at the bottom of the hill. I'm throwing my gear into the MRAP when I hear an explosion, maybe a mortar or an RPG, quickly followed by three or four more. The truck carrying the border police has been attacked, and the Americans scramble to set up their guns again. An Afghan border guard, the one who last night had said how good hash was, stands barefoot behind a Soviet Dishka left over from two wars ago, firing wildly into the hillside. "Taliban! Shoot!" he yells, glaring at me. "Taliban! Shoot!"
It's unclear if anyone has seen the enemy yet or if they're just laying down suppressing fire. Hilt orders up air support, two Kiowa helicopters. I run to a fighting position occupied by Sergeant Biggs, Doc Allen, and another soldier, and stay there as the helicopters come in and make four passes over the ravine, launching Hellfire missiles and strafing with machine-gun fire. Each time the helicopters launch a missile, Biggs fires a single shot down into the ravine. "Hell, I might as well get mine in," he says.
The fight lasts about forty-five minutes. Afterward the soldiers go on a foot patrol into the ravine, looking for bodies. There aren't any. There are rocks and heavy vegetation and a few caves. I get the sense that we could have walked right past them. There are so many hiding places. The soldiers scan the ridges for a few more minutes and then give up and head back to the MRAPs for the slow crawl back to Terezayi. Hilt shakes his head and scans the landscape around us, a tiny portion of the 350 square miles he and his men are responsible for. "They're already back in Pakistan," he says.
michael hastings _is the author of _I Lost My Love in Baghdad. He last wrote for gq about covering the presidential primaries.


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NEW CARLISLE, Ohio (AP) - Lottery officials say the owner of a million-dollar Powerball ticket sold in western Ohio is running out of time to claim the prize.
The ticket from the March 23 drawing expires Sept. 19. It was sold at a Speedway store on East Main Street in New Carlisle, about 55 miles west of Columbus.
The ticket matched the five numbers for the March drawing but missed the Powerball.
The winning numbers that day were 17, 29, 31, 52 and 53. The Powerball was 31.
Copyright 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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UC Berkeley Librarian Academic Review FAQ
A. What are the deadlines for turning in materials?
- Links to Calendars
The calendars of exact due dates for the review process are issued annually and posted at the Library Human Resources Department (LHRD) or for affiliated librarians at the Academic Personnel Office (APO) websites.
- When is the dossier due?
For Promotion or Career Status reviews speak to your Review Initiator and assemble your documents in early November.
The Review Initiator must submit all documentation to LHRD or APO by mid-February. See calendar links above for exact due dates.
For Merit and Special reviews confer with your Review Initiator and begin to assemble your documents in November.
The Review Initiator must submit all documentation to LHRD or APO by mid-March. See calendar links above for exact due dates.
- What if my dossier is late?
Late dossiers seriously disadvantage both the candidate and the peer review process by limiting CAPA's ability to review dossiers at comparable appointment levels. See Procedures for Review of Librarian Appointments, Promotions, and Advancement and Administrative Review Procedures for Librarians Requesting a Reconsideration of a Salary or Promotion Decision (commonly called the Berkeley Procedures) Section VI.A.5. Failure of any participant in the peer review timetable as permitted in APM 360-80(a)(2), shall be explicitly cited in the participant's own review as a negative reflection on professional judgement and competence. Section VI.B.1.f. If a candidate fails to provide the review initiator with a self-evaluation or to secure an extension within two weeks of the final deadline, the review initiator will complete his/her review and forward the review dossier as usual. The maximum extension past the final deadline is thirty days.
- How do I request an extension of the deadline?
A request for an extension of the timetable must be in writing with an explanation of the unforeseen circumstance that requires an extension of the timetable. Submit the request to your Review Initiator as early as possible in the review cycle. Authorization must be secured no later than three weeks before the deadline. The maximum extension past the final deadline is thirty days. The request will become part of the candidate's file. The person who grants the extension must notify LHRD or APO promptly. Procedures For Review of Librarian Appointments... (Berkeley Procedures), VI.B.1.f.
When do I ask for a one-year deferral?
A deferral is a neutral action that is appropriate in the case of a prolonged absence or other unusual circumstance and that can only be initiated with the written agreement of the candidate. It is not granted automatically. The candidate, the review initiator, and CAPA must put their recommendations regarding a proposed deferral in writing for a final decision by the University Librarian or the Vice Provost (for affiliated librarians). A deferral can only be granted for one year at a time. See Berkeley Procedures, VII.A.2.; the Academic Personnel Manual (APM) 360-80 a.(2) based upon the Memorandum of Understanding ...Professional Librarian Unit (MOU) Article 4 C.2.
All proposed deferrals of a promotion or career status review must be submitted by the candidate and the Review Initiator to CAPA by mid-November at the latest. The candidate and the Review Initiator have until January to submit to CAPA a request for a deferral of a merit increase review. LHRD and APO must also be notified at the same time. See the appropriate timetables for specific dates.
- What is a greater than standard merit review and when should I ask for one?
A greater than standard review is one in which the Review Initiator or Candidate requests more than the usual two steps for Assistant and Associate Librarians; or more than the usual three steps for Librarians. A Candidate or the Review Initiator may request a greater than standard merit review.
A greater than standard merit review (still referred to as an accelerated review in the Berkeley Procedures and APM) should be considered in cases of unusual achievement and exceptional promise of continued growth. '[O]utstanding achievement is grounds for accelerated advancement. ' Berkeley Procedures, III.B.2. See also Berkeley Procedures, VI.B.1.d.; VII.A.1.; VII.B.3.
A greater than standard merit review follows the Academic Merit and Special Reviews calendar.
- What is an off-cycle review and when should I ask for one?
An off-cycle review is one that takes place earlier than the standard two years (for Assistant and Associate Librarians) or three years (for Librarians).
Only the Review Initiator may request an off-cycle review. An off-cycle review (still referred to as an accelerated review in the Berkeley Procedures and APM) should be considered in cases of unusual achievement and exceptional promise of continued growth. '[O]utstanding achievement is grounds for accelerated advancement. ' Berkeley Procedures, III.B.2. See also Berkeley Procedures, VI.B.1.d.; VII.A.1.; VII.B.3. (According to the Current Contract [effective through September 30, 2018], "A librarian may not initiate an off-cycle review during the life of this Agreement.")
An off-cycle review follows the Academic Merit and Special Reviews calendar.
B. What is the time period covered in a review?
- What is the review period for a merit increase in the Assistant or Associate Librarian rank?
The review period is based upon the calendar year, not the University's fiscal year. (The advancement or salary increase, if awarded, will be effective at the beginning of the next fiscal year.)
Therefore, a librarian on a two-year review cycle who plans to file a dossier in March 2014 will put together a dossier based upon achievements from January 2012 through December 2013.
- What is the review period for a merit increase in the Librarian rank?
The review period is based upon the calendar year, not the University's fiscal year. (The advancement or salary increase, if awarded, will be effective at the beginning of the next fiscal year.)
Therefore, a librarian on a three-year review cycle who plans to file a dossier in March 2014 will put together a dossier based upon achievements from January 2011 through December 2013. Even though the dossier will concentrate upon this time frame, in the upper steps of the Librarian rank it is appropriate to give some consideration to one's whole career as a librarian.
- What is the review period for a promotion or career status review?
The career status review should evaluate a candidate's entire career as a librarian and not just the few years since the last review. It is appropriate in a career status review to evaluate the candidate's entire professional career, not just at Berkeley but also in prior employment, if any.
C. What are the criteria for review of the dossiers?
Follow the criteria for the type of review being requested: merit, career status, or promotion.
- What are the criteria for a merit or promotion review?
A candidate is judged, (1) above all else, on the basis of his or her professional competence and quality of service within the library and, as relevant, on one or more of the following three criteria: (2) professional activity outside the library, (3) University and public service, and (4) research and other creative activity. An explanation of these criteria is set forth in APM 210-4 .e(3). http://www.ucop.edu/acadadv/acadpers/apm/welcome.html See also references to APM 210-4 in APM360-10 http://www.ucop.edu/academic-personnel/_files/apm/apm-360.pdf and in Berkeley Procedures, VI.A.
- What are the criteria for a career status review?
A candidate for career status must be fully reviewed in accordance with the criteria for merit or promotion reviews. A decision on career status must be made within six years for an individual appointed at the rank of Assistant Librarian, within four years for an individual appointed at the rank of Associate Librarian, and within three years for an individual appointed at the rank of Librarian. See APM360-17.b. and Berkeley Procedures, VI.B.
- What are the criteria for a greater than standard merit review or an off-cycle review?
In addition to the criteria for merit or promotion reviews, a candidate seeking a greater than standard merit review or an off-cycle review (both of which are referred to broadly as an accelerated review in the APM and Berkeley Procedures) must demonstrate outstanding or unusual achievement and exceptional promise of continued growth. '[O]utstanding achievement is grounds for accelerated advancement.' Berkeley Procedures, III.B.2.
D. What needs to be included in the dossier?
- What should be in my self-evaluation?
The self-evaluation is most effective when it is organized under headings related to the relevant criteria of review. The significant achievements of the period under review should be analyzed for their impact upon the goals of the candidate's department, the University or the profession. See Guidelines for Preparing Self-Evaluations. All librarians -- and especially affiliated librarians, who may have unique responsibilities -- should include an introductory paragraph that explains the nature of their collection and their position within their unit.
- What supporting documentation should I include?
The supporting documentation should be carefully chosen and relevant to the period under review. Appropriate documents may include copies of articles written, other published materials, and significant electronic projects. The place for detailing all of your activities is the Biography Form 1501 or its equivalent. The form is available online at http://las.lib.berkeley.edu/resources/biography-form-1501.
- When should I ask for letters of support?
In cases of promotion, career status reviews and the upper steps of the Librarian rank, you should provide a list of names of persons who can comment upon your professional performance to your Review Initiator. The Review Initiator may or may not use all of these names. Such letters of evaluation are usually not necessary in normal merit reviews, but may be appropriate in certain cases. See APM360-80.e and Berkeley Procedures, VII.B.6.
CAPA advises Review Initiators that typically three letters are requested; it all depends upon the needs of each case for support of key achievements.
- What are my options to exclude input from certain individuals?
You may provide the names of persons you wish to exclude and reasons why they may not objectively evaluate your qualifications or performance to your Review Initiator. This statement must be in writing and will be included in your file. See Berkeley Procedures, VII.B.6.a. and APM360-80.f.
Please note that providing such a list does not preclude the Review Initiator from contacting these persons. The Review Initiator's decision whether or from whom to solicit letters is not subject to grievance or arbitration. MOU Article 4 C.8.
- Can I see the confidential letters? Can I respond to them?
You may request redacted copies of confidential documents included in your dossier from LHRD or APO before the review process is completed (and/or afterwards). And, you may submit a written statement in response to, or commenting on, the material in your file. MOU Article 4.C.10, 11, 12.
E. What rules apply to whom?
- Memorandum of Understanding...Professional Librarian Unit (MOU)
There is a collective bargaining agreement between The Regents of the University of California and the librarians, with a few exceptions for certain supervisory employees. This is the basic legal contract between librarians and UC. It specifically provides for local procedures at various points. Much of the language in our local procedures is adopted directly from the MOU. Article 9 D. of the MOU says 'A copy of this Agreement shall be given by the University of each librarian, including any librarians who are hired after the effective date of this Agreement.' This is the practice followed by the Berkeley Library Human Resources Department and the Academic Personnel Office.
See http://ucnet.universityofcalifornia.edu/labor/bargaining-units/lx/contract.html.
- Academic Personnel Manual (APM)
The President of the University of California has issued policies and procedures pertaining to academic employees, including librarians, and UC. The APM applies to librarians governed by the MOU only to the extent provided for in the MOU. Much of the language of the APM is derived from the MOU. http://www.ucop.edu/acadadv/acadpers/apm/welcome.html
- Procedures For Review of Librarian Appointments, Promotions, and Advancement and Administrative Review Procedures For Librarians Requesting a Reconsideration of a Salary or Promotion Decision ('Berkeley Procedures')
These are our local procedures that implement the MOU and the APM. They mimic much of the language of the MOU and the APM, but they also name the specific groups and individuals who are responsible for various parts of the procedure and for decision-making.
- Librarians Association of UC (LAUC)
LAUC is an official unit of UC that includes all librarians, including the supervisory and management levels. LAUC's purpose is to advise the Office of the President, campus administration and library administration on matters relating to libraries and librarians, other than matters covered by the MOU and other union negotiations. LAUC does issue position papers on matters that affect all librarians at UC.
- The Committee on Appointment, Promotion and Advancement (CAPA)
CAPA is a standing committee of the Berkeley Division of LAUC (LAUC-B). CAPA consists of seven librarians who review and make recommendations to the University Librarian or the Vice Provost, as appropriate, for all cases of appointment, promotion, merit increase and career status. CAPA absolutely guards the confidentiality of individual review cases. Current members of CAPA do not comment or give advice upon policies or procedures related to the review process. Berkeley Procedures, IV.B.
F. Whom do I ask for help?
- Attend the annual peer review workshops every year, but especially in the year in which you are up for review. These are announced via email on the library's LAUC reflector and usually occur near the end of October.
- The LHRD and APO web pages have helpful links to additional information and forms some of which are referred to in other parts of this FAQ.
- LAUC Mentors and past members of CAPA can also answer questions. The Historical Roster of CAPA Members is posted on the web.
- The LAUC-B Executive Committee runs a mentoring program, usually headed by the Library Representative on the Committee. See Committee Rosters if you don't already have a mentor, you might contact the Library Representative on the LAUC-B Executive Committee.


text:
The Queen Mary, September 1973
Here are four more from The Queen Mary in Long Beach.
There's the pointy end of the ship! Something tells me that passengers weren't allowed out there by the tippy tip back in the ship's sailing days. Too dangerous, with ropes and chains and other equipment. Plus there was always the possibility of a narwhal attack; I'm still so worried about narwhals that I never leave my home.
The QM can't hit an ice berg anymore, but you never know, an ice berg might strike it! Never underestimate and angry ice berg. Luckily there are plenty of life boats hanging from the row of davits, ready to ferry folks 50 feet to shore.
I like this photo's composition, with the three giant funnels shrinking toward the horizon. Perspective! The many cables are there so that teams of trained monkeys can clean the entire ship each night.


text:
Bald, law-breaking road rally drivers will be better represented in Grand Am Sports Car racing this year, Alex Roy, holder of the NY-to-LA driving record, is entering the series.
Alex, after being told he couldn't drive a manual and receiving a lecture on the nature of being a team player by veteran racer and Skip Barber instructor Rene Villeneuve, is now embarking on his next challenge — a dream pursued by only those with big wads of bills or bankrolled by those with even bigger ones.
Now, with Villeneuve as his captain, he embarks on his next endurance challenge — the Grand Am Rolex Sports Car Series.
The series culminates in the 24 Hours of Daytona, and we're quite interested in seeing Alex's mental state after completing that race and eagerly look forward to his first competitive outing on May 17. Roy, the author of The Driver, which tells the tale of driving at illegal speeds coast to coast in pursuit of the transcontinental record, Alex is known more for his brazen flouting of traffic laws and larger-than-life personality than his demure and steely nature as a team manager. Still, he tells us he's learning the meaning of teamwork — so we'll have to wait and see how he performs managing a team he's driving with. [Team Polizei]


text:
|Attention: DocWiki has reached EOL and will be decommissioned January 25, 2019.
VXML Server: VoiceXML Application Fails to Access Another Resource
From DocWiki
VoiceXML Application Fails to Access Another Resource
|Problem Summary
|VoiceXML application fails to access another resource, for example, to play a media .wav fail, and the IOS log contains SERVER ERROR: A VoiceXML exception occurred: error.badfetch.http.-n, where n is a negative error code.
|Error Message
|SERVER ERROR: A VoiceXML exception occurred: error.badfetch.http.-n
|Possible Cause
|error.badfetch.http.<errorcode> has a positive error code when a connection to the HTTP server is successful, for example; 200 (OK), 400 (Bad Request), or 404 (Not Found). When a gateway encounters an internal error, including server connection failure, it uses the following negative error codes to differentiate the error from a server response code:
-1 Client error
-2 Timeout error
-3 Message decoding error
-4 Message encoding error
-5 Message transmission error
-6 Client write queue full
-7 Connection error
-8 Client unsupported
-9 Client socket receiving error
|Recommended Action
|Make sure the resource you are attempting to access is running. For example, if the VoiceXML application fails to access a .wav file from a media server, make sure that the media server's World Wide Web Server service is running.
Also make sure that the path to the .wav file is correct.
|Release 7.0(2)
|Associated CDETS #


text:
We rode across the bay on the ferry at the end of what I have to say was a truly glorious day at the ferry building and the sun set pinkly as we ferryed past the container ships. One of those Star Wars cranes was lifting cargo containers which is a great sensation. We got off expecting a dark and weird pier to sew up this big piece. In stead , amazingly , the entire courtyard was filled with live Mexican music, dancing people, fish taco stands and small swirling children with glittering color sticks. It was "The El Grito" Festival celebrating Mexican Independence Day.It was like stepping into a great dream.
This is by far the tallest piece we've put up ,about 15 ft high. I knit it vertically in sections and sewed it together. It obviously has a nautical theme with the different blues with white. It is our first yarn bomb in Oakland. This is a very relaxing and beautiful spot in Jack London Square, I reccomend you go there and then take a Ferry ride to San Francisco and get some chocolate at The Ferry Building.
The Russian Really enjoyed how all these police men on bikes kept coming right across from where we were sewing up this Yarn Bomb and watching the festival. There were 7 of them at the end.


text:
FOOTBALL: Housatonic still learning in loss to Canton
FALLS VILLAGE -- In a matchup of two teams headed in the opposite direction, the Canton High School football squad gave Housatonic/Wamogo another lesson.
Using a balanced offense and a stingy defense, Canton rolled to its second straight win, 40-0, under the lights Saturday night in Falls Village.
After snapping a 13-game losing skid last week, the Warriors improve to 2-1 with the win while the Mountaineers fall to 0-3.
Last season Housy started the season 4-0 and was one of the surprise teams in the area. But heavy losses to graduation and a young and inexperienced roster have led to a slow start to the 2012 campaign.
"Our goal this year is to learn. We are doing a lot of teaching and kids are learning their roles, learning to play football," Housatonic coach Deron Bayer said. "We want to learn on every play."
What the Mountaineers learned on Saturday is that they still have room for improvement while the Warriors are making strides in a positive direction.
Canton went 0-10 last season but in came new head coach Paul Philippon and a new staff. The Warriors opened the season with a hardfought loss to Ellington/Somers and then they knocked off Windsor Locks/Suffield/East Granby, 8-0, last week for their first win since late in the 2010 season.
The Warriors looked to build on that win Saturday and led 7-0 after the first quarter before putting the game away in the second.
Canton scored three touchdowns in the second quarter, including a scoring strike from quarterback Eric Scott to Jake Wood to take a 27-0 lead at the half.
"I liked how hard we played and our whole focus is just trying to get better," Philippon said. "We wanted to come out and execute on both sides of the ball and the kids adjusted to their offense well and did a good job."
If Housy had any thoughts of a comeback they were ended in the third quarter as the Warriors put up another two touchdowns to take a 40-0 lead. Kyle Mullins capped the scoring with a 65-yard touchdown run to finish a 102-yard, two touchdown performance.
Housatonic fought til the end, but about the only drama in this one in the second hald was whether or not Canton would post its second straight shutout. It did and now the Mountaineers will go back to the drawing board as they prepare for Granby after a bye week.
If not the drawing board, the film room and classroom as Bayer has found this season to be more about instruction and learning than anything.
"The kids call you coach and the two greatest things you can be called as a man are dad and coach, but it should really be called teacher," Bayer said. "We are teaching the game. We look at this as a classroom. Football is a hard teacher and the lessons will be tough but important lessons always are. Football is not going to take it easy on you, you're going to get knocked down again and again but you have to get up."
The Mountaineers did show that resiliency on Saturday and never quit. Senior captains Mark Wildman and Matt McElhone played well and junior back Jeremy Steiwing rushed for 117 yards.
"I am proud of the kids, we challenged them and asked them to go out in the second half and be more physical and they were," Bayer said. "We have some young kids out there and we have to execute better. We were a block or two away a few times from breaking one. On defense we put a kid in right place but they have to make a play."
Canton made more plays in this one and won the game, but you can bet Housatonic will be studying how to make more plays the next time it takes the field after learning another hard lesson Saturday.


text:
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|Attention: DocWiki has reached EOL and will be decommissioned January 25, 2019.
CTIERR TIMEOUT=0x8ccc0001 on Call Redirect
From DocWiki
CTIERR TIMEOUT=0x8ccc0001 on Call Redirect
|Problem Summary
|CTIERR TIMEOUT=0x8ccc0001 on Call Redirect.
|Error Message
| The following message appears in the MIVR log:
|Possible Cause
|The issue being experienced has to do with the order and timing of event messages sent to the CTI port from CUCM, which causes a delay in the RTP stream being set up. Until the events get processed by UCCX then the RTP stream cannot be set up, and by the time the RTP stream does get set up the CUCM server has timed out the request.
|Recommended Action
1) Try and remove the multicast Music on Hold feature from the CTI Ports. 2) Introduce a 2 second Delay step between the Start and Accept nodes in all of the scripts
|Release 7.0(1)
|Associated CDETS #


text: Hello this is my 1st time posting. I hope someone will be able to provide some guidance. I had a great supply from the beginning and my LO has been gaining well. She has only taken one side per feed and feeds every 2 hours in the day will sleep for 4-5 hours at night start cycle again. The problem is sun e a few days now she only feeds for 4 to 5 minutes max. She makes a clicking noise when she eats and her latch is very weak. My nipple can easily slip out. I fear she is and has only received the letdown and now as my supply is regulating i feel like she is not able to get more milk. For now she seems content after eating but if she doesn't empty my breast won't my supply diminish? Also during the day she naps 45 minutes max at a time unless in a carrier. Is this because she is hungry because she is not eating enough? I am so confused. She poops 3 times at least a day and her diapers seem wet when i change her. i also fear she may have lip tie because of weak latch. Do we have a potential problem? There are no lll in my area and i've tried to see Ibclcs but they refuse to give me an appointment. I think they want me to have a supply issue before they help instead of preventing a problem from occurring. Any advice would be welcome. Thank you.


text:
Intercept Experience
Thursday, 8 February 2018 at 8:45 am - Friday, 9 February 2018 at 5:00 pm (AEDT)
Event Details
2-Days of Live Learning Designed Especially for Business Leaders
Get Your Team to Bring their 'A-Game'
You Will Walk Out of the Seminar With:
Day 1 (8:45 am to 5:00 pm) – Set Up + Strategy;
- A crystal clear vision for yourself and your team to move ahead with
- Clarity on how to get to your vision
- Clarity on how to get more from your people every single day
- A deeper understanding of anything that's been limiting you and your team and what to do about it
Day 2 (9:00 am to 5:00 pm) – Tools + Tactics;
- Get and keep your team on track to your vision
- Smart ways to activate and call forth the A-game in your people
- How to better read the play in meetings, conversations and negotiations
- Ways to ensure your people get it, get you and get it done
- Exposure to the very powerful 5-S.T.A.R. Leadership + Team Success Model
…. and much, much more.
This Seminar is for YOU if:
- You run a business or business unit with revenue of $50K to $500M
- You're looking for real world answers that work NOW
- You're someone who likes to learn and apply the new content straight away
- You're a leader who includes your people and is committed to see them develop
Our Promise:
- We have a direct and open approach
- We will fit in as much learning as possible
- We will do our best to deliver to everyone's learning style
- We involve everyone at the level they are prepared to contribute
- We will set a context of confidentiality in the room
Event Website: www.influentialleadership.training
About the Program Designer:
Tanya Lacy is a Business Leadership & Team Alignment Specialist. She founded her first Personal & Professional Development in 1996. Today she is an international speaker, business writer and trainer. She leads a team of dedicated Intercept Facilitators. Her team often co-lead this event with her support and guidance.
For the past 21 years Tanya has played confident to CEO's, executives, managing directors, entrepreneurs and business owners. She's personally worked with executives within brands such as BIC Graphic, Corporate Express (now Staples), Mercedes-Benz, New Balance, Deutsche Bank, Harvey Norman, Kobelco, MTU Detroit Diesel (now Penske), Riviera, Cummins, Bank of Valletta and Zilzie Wines, to name a few.
Client Feedback:
"A great couple of days learning strategies and models to improve my leadership as well as growing as a person.
I feel like I now have some practical tools to take back control of my immediate environment and become far more effective at work and in life in general"
Alf Couceiro - Navacue
"Great fun! I really enjoyed the role playing workshop. The course layout was very well focussed on tools to use in the workplace. The instructors were fantastic!!"
Jason Borazio - Daimler Trucks
"A great two day course that heightened my awareness of areas that I can improve in my behaviour and communication for little effort and great reward!"
"Team Intercept created a very comfortable and safe environment to work and learn. Their experience and knowledge in their areas of expertise is priceless and explained in an easy to understand manner suitable for anyone who wishes to improve their leadership skills"
Brian Anderson - Diadem
When & Where
The Vault On Nelson
189 Nelson Place
Thursday, 8 February 2018 at 8:45 am - Friday, 9 February 2018 at 5:00 pm (AEDT)
Add to my calendar
Intercept Experience
Intercept Experience is an Australian Owned & Operated Business Leadership Training Academy.
For 23 years we have dedicated ourselves to delivering highly concentrated education programs tailored to the specific needs of your business and your leaders.
Our passion is Leadership specialising in Succession, Coaching & Mentoring Skills as well as Team & Leadership Performance.
Any queries
email firstname.lastname@example.com


text:
Adjunct Clinical Associate Professor, Department of Medicine (Critical Care)
Dr. Hayley B. Gershengorn is interested the utilization of ICU resources and the association of resource utilization with clinical outcomes. Her most recent research focus has been on identifying variations in care delivery (e.g., ICU bed utilization, intravascular catheter use, parenteral feeding) for patients with critical illnesses. Ultimately, recognizing variability may allow for acknowledgement of best practices and, ultimately, more standardized care delivery. Her past research has included evaluation of the utility of nurse practitioners/physician assistants in the ICU, the outcomes of patients following cardiopulmonary arrest in the ICU, and the impact of natural light on critically ill patients.
Dr. Gershengorn received a Bachelor of Arts in Applied Mathematics from Harvard University in 1998 prior to obtaining her medical degree from Harvard Medical School in 2003. She completed her internal medicine internship and residency at New York Presbyterian Hospital-Cornell in 2006 and her fellowship in pulmonary and critical care medicine at New York Presbyterian-Columbia in 2010. Sandwiched between her residency and fellowship, Dr. Gershengorn spent a year as a management and strategy consultant at McKinsey & Company during which time she worked closely with healthcare organizations to improve operations, quality, and administration. Prior to coming to Montefiore, Dr. Gershengorn was an assistant professor and intensivist at Beth Israel Medical Center in New York City.
Dr. Gershengorn joined the Einstein-Montefiore Division of Critical Care Medicine in September 2013.
Material in this section is provided by individual faculty members who are solely responsible for its accuracy and content.
Montefiore Medical Center
111 East 210th Street
Gold Zone, Room G-159
Bronx, NY 10467