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Do you know what the four levels of value are, or how you can win clients over from your competitors by creating more value for your clients? Today's guest didn't just write the book on that subject, he actually wrote three books on the subject.
Anthony Iannarino is the author of The Only Sales Guide You'll Ever Need, The Lost Art of Closing, and his latest book, Eat Their Lunch. These books are a trilogy of useful information for salespeople. Listen to the episode to hear how Anthony suggests using these books, why he believes it's important to separate service and product, and how to apply his four levels of value to different stakeholders.
Episode Highlights:
- Anthony's books
- Separating service and product
- Winning clients by creating greater value than competitors
- The four levels of value
- How the four levels of value apply to the different stakeholders
- Winning with the intangibles
The Only Sales Guide You'll Ever Need
Marylou: What I'd like to do today is talk about the book and also shed some light to the listeners. You mentioned upfront that the book is the trilogy, the three books. I would like you to touch on that, if I'm just listening to you for the first time and I have this book, do I want to read them in order, does it matter? I'd like you to talk about that. And then talk about the value creation pyramid or whatever you're calling that because that's really interesting to me.
I would've never thought to put service as its own level. That was an aha for me because it's usually product and service we'd lump together. I really saw when I read that piece of it how we can differentiate ourselves on service, even. For example, one of my clients has a 97% renewal rate on their software.
Anthony: That's amazing.
Marylou: Yeah. They do an amazing piece of software so it makes sense. They're literally saving lives with their software. It's amazing to see it in action but also there's a loyalty there that I know is an outlier for them. It's something that we can talk about. I circled that, like wait a minute, we should…
Anthony: I think that what happens to sales organizations is they don't realize that the fact that their support, their service and the experience is such a differentiator that it creates a level of value that, for the client, ends up being something that's important to retention. A lot of people, when they see this framework, are like, "Okay, so everything is Level four." Level four transcends and includes all the other levels, so you're like, "Well, I'm super-strategic but my product sucks, our service is terrible, and it doesn't really get you the job done in the first place."
It's really good that you're strategic, but I need all of the levels. I think people misunderstand. The way that we start a conversation, the way that we create the maximum value is to get to strategic first so we just change the order in which you come at this problem, but you still need Level one, and Level two, and Level three. You need all of the levels. It's that combination together when you recognize what part of it's making up the ability for you to generate that strategic outcome that that's where you end up really over-indexing on results because you now have something worth a serious conversation when it comes to leaving somebody you've been working with for a decade or more, which is a hard problem.
Marylou: It is. I think, more and more, this really spoke to me on so many different levels, the opener of how we are forgetting how to sell. We're not even at the point where we are comfortable having these types of conversations. We hide behind email. We hide behind social to get these conversations started and to create an opening that way. I love that realization in the book where you talked about that and it's like, yeah, this is what we're dealing with as coaches, consultants, working with companies, is that we've forgotten how to have a meaningful sales conversation.
Anthony: I think that's right. This is in one book back, The Lost Art of Closing. I didn't write this but the publisher did. They wrote Always be closing, Glengarry Glen Ross, 1988 or whatever, and then it was Never Be Closing, a sales book, whatever year that was, 2015 or something like that. I think what happens to humans, generally, is that you start off with this idea of, wait, always be closing is bad, so what's the opposite of that? Never be closing. If "always be closing" is bad, then "never be closing" has to be the right answer.
No, that's not the right answer, and sort of this idea of if closing is bad, then asking for commitments is bad. Let the buyer tell you what to do. We get confused by this. If interrupting people is bad, then what must be the right thing to do is to just wait for people to reach out to you, so you go from being a hunter, which people don't like that word because of the aggressiveness and the connotation, but it's the word that we've traditionally used as hunters and farmers.
Instead, they're like, "Well, no, I'm a fisherman now," or, "I'm a trapper. I just lay lines out and then I go check to see if anybody touched anything." When you go from, "This is outbound. It is proactive," to, "This is responsive, and reactive, and waiting," I think a lot of what I've written over the course of three books is trying to find this point to explain to people it's not always be closing if closing means that you've skipped the process and don't help somebody make a good decision because you're in too big of a hurry, and it's definitely not never be closing because there's all these commitments that people have to make, and we've lost that part.
We don't even talk about competition anymore. It's not something that we talk about, but it's part of the game that we play. I wrote a post on Forbes about a Red Ocean strategy, and I started the book talking about the Blue Ocean strategy that the Harvard professors wrote about. Be so different and so unique that you have no competition. How do you go to the 99.6% of the population that doesn't have that advantage? What are they supposed to do? They have to call on their competitor's customers, and their competitors are calling on theirs, and we need to address it.
Because you read the book, you know there's nothing about attacking your competitor and focusing on your competitor. That's not how you win. I keep teasing people with this idea: Go to your competitor and say, "We both compete in the same industry. We're both professional. I'd like to ask you to stop using your irrational pricing scheme and stop saying bad things about me behind my back." Go try that and see if they're going to say, "You know what? I never really thought of it that way. Now that you said that, I'm going to price exactly the same as you so we can have a fair contest."
That's not real. We live in a Red Ocean, and you have to have some amount of competitiveness. I said this in the book: You're not a mafia don or a warlord. You're not out to destroy people but you are competing in this great upward spiral of advance in our economy, and then the value that people create for their customer comes from that competition that causes. I beat Marylou, and then she looks at what I do, and she goes, "Wait a second, I need to up the game here to do even better than he's doing," and so the customer, and the economy, and everybody benefits from that even if you don't benefit from it in the short term.
Marylou: As I was looking at the book–and I love the fact that we can get online books now because I can see what other people highlight versus what interests me–one of the things that was highlighted early on in the book is when you talked about this whole concept of very little of what leads to successfully taking your competitor's clients has anything to do with the competitors themselves as we've just talked about. Instead, you said you will win those clients by creating greater value than they do.
Anthony: That's a mindset shift for a lot of salespeople. They think, "It's my product," or, "It's my company," or, "It's something external to me," but the real test is who wins is the salesperson that comes in and creates compelling differentiated value where somebody goes, "Wait, that's the smartest person. This is the best idea we've heard. This is the right answer for us. This person gets me," and there's a lot of different ways to create value for people.
Understanding how to help a buyer make a good decision was in The Lost Art of Closing, which is why these books came out in that order. The first book was The Only Sales Guide and an unfortunate title when you have two more books following very fast on the tail of that one, but that book was first Be Somebody Worth Buying From. It's a competency model where those mindset and skillset. that comes first because if you're somebody that's worth doing business with in the first place, that solves a big part of your challenge and sales, so get that part right.
Then, learn how to control the process and learn how to serve the buyer by making sure they do the things they need to do to really get what they want. That's the second book. The reason that I did them in this order is because when you get to this third book, it's a little bit of a step up even though I think each book was a step up from the one in front of it, but it's a step up in your responsibility to say, "I'm not competing against my competitor who's $8 billion to my $100 million-company. I'm competing against the salesperson that's sitting there, competing for this business or who owns the business now." When you get that understanding, you understand that you're the value proposition so you have to go in and do the work to create a preference to work with you instead of everyone else, and that can be a real mindset shift for people.
Marylou: That is an incredible mind shift. I know people are listening, thinking, "You know, I've heard this term 'create greater better value', 'create more value', 'create better value'," a lot of times, we don't even know where to begin. Is there a recipe for that? What you're saying is, yes, there's a tactical way to do it but you have to change your mindset in that it's not the company creating the value; it's you as the person creating the value. It's your personal value proposition, what you're bringing to the table. That's a whole different way to look at this and try to get your arms around, "Where do I begin?"
Anthony: The way that I think about the beginning, we've talked about the four levels of value. Level one is the value of your product or service. Level two is the value of experience, which is your services, your support, how easy you are to do business with, what that interaction feels like for the people that buy what it is you sell. Level three is the tangible result you produce. If you say, "Well, we're a printing company so we print some things and we ship them from here to here," good. Do they make it from here to there? "Yeah, they do." Good, so that's the outcome that people need. You can print it. You can get it to them.
If the reason that you've sent something by mail in the first place was because you were helping them acquire new clients, then the strategic outcome is, is what you send going to cause somebody to sign up with you? That's the real thing, so you look at that and you say, what's the strategic outcome? They want greater market share, or they're trying to penetrate a new territory, or they're trying to retain their existing customers to get them to buy more. That's the strategic outcome that they're really working on.
What we've done historically is we've come in from the left. When I say that, what I mean is, if you're looking at a PowerPoint deck, Level one would be all the way over on your left, and we're like, "Let me tell you about my company. Let me tell you about the services we offer. Let me tell you a little bit about me. Let me tell you about the kind of clients we're working with. Then, I'll ask you some questions so I can learn a little bit more about you."
When people hear that now, they're like, "Listen, I'm busy washing my hair that day. I'm sorry, I don't have time." They're going to find any excuse they can to get out of that because when you listen to what the value prop is, you're going to talk about your company. That should be interesting for all of four seconds because we already know who you are and what you do. Then, you're going to talk about your solutions, and I'm already buying that solution from someone else and you're not going to be that incredibly different.
Then, you're going to talk about you, which should be just the most delightful conversation I'd ever imagine happening. Then, you're going to ask me what's keeping me up at night. I know how this story goes, and it ends badly for both of us so I say no to that. When you start at Level four and you say, "Marylou, I'd like to share with you the four biggest trends impacting your business over the next 18 to 24 months some of the questions we're helping our clients to answer right now and some of the decisions that we're helping them make, even though there's different choices for different companies, and even if there's not a next step, we'll leave a deck with you with some questions that you can challenge your management team with, and I promise you will make some different decisions after this meeting. What do you like Thursday for a 20-minute executive briefing?" I just tried to pile all the value I could into that because I want somebody to pay attention to why change.
The more strategic you can make that, the more that you create a case for change. When you start with your product and your company, what you're trying to do is say, "I'm not really a value creator. I'm just here as a representative of this company that can create a whole bunch of value so let me tell you about them." The pushback that I've gotten on this book and this idea from many salespeople is, "Yeah, but first I have to prove that I have the ability and the right to have this conversation with them."
How do you prove you have the right to that conversation? You prove it by having that conversation, so you just start by being strategic from the beginning. You don't have to lean on your company to say, "Well, my company's been in business for 85 years, and we have 72 locations, and you've seen these big logos that we have." Great. Hurray for you and your company.
It's not why change; it's a proof provider. If you lean on that for credibility, what you're basically giving up is, "I don't really have anything to say myself about any of this so I'm going to talk about things external to me." If you have an opinion and you start with Level four to say these are the biggest challenges, these are some of the questions we're helping our clients answer, now you're starting at a point where there's a conversation to be had. That's the shift.
Marylou: It's a big shift. I think that's in the first part of the book where you talk about a lot of that, and you provide worksheets. For those people thinking, "Wow, this is kind of woo-woo. I don't even know how I'm going to do this," he has worksheets throughout the entire book that you can download, and work on, and apply. It's not sit back and read Anthony's book. It's read and do. Read and do.
Anthony: In all three of the books, every chapter ends with a "do this now". Why read a book if you're not going to do anything with it? That's the same as not reading the book.
Marylou: One hundred percent.
Anthony: Let me just make a disclaimer, though: If you want to buy the book and you don't read it, we still are happy with that.
Marylou: Indeed. To again summarize the levels, there are four levels. As I was telling Anthony at the beginning of the call, I always lumped product and service together. I didn't think of it as experience and support as its own level. That was a real big aha moment for me because we can find so much value. I was sharing that one of my clients has a 90%-plus renewal rate on their software. That's something to celebrate and talk about, the why behind that.
That was really a great thing for me to see that, that it's not just product service; it's product, service, and it's experience and support, and then you go to the business cases and outcomes, which I think most of us get stuck there, too. Correct me if I'm wrong. We sort of end there. Again, this is new strategic thinking for us. Don't end there. Start even higher with the strategic side of things.
Anthony: When you think about what you just said, Marylou, you talked about a client who has a 90%-something retention rate so, automatically, I know something else is true. You have clients that have a number far lower than that. One is doing something about that experience that is easier for them to retain people than the other or the many others. That is part of their recipe for creating Level four, and they figured something out to say, "Look, when we paid better attention to these conversations, we tend to keep them longer," so maybe the strategic conversation gets you in, but you need all four of the levels. If they're really good at over-indexing where other people fail, then even that Level two can be compelling differentiated value that helps cause somebody to leave their existing supplier and buy from you.
Marylou: The point is you've got to do the work. You've got to do the planning. You've got to figure out where your things, what makes you, you, fall in these different levels. This is not a wing-it exercise. One of my biggest pet peeves that I see is that we're so reliant now on just throwing stuff out there and seeing what sticks that we've lost the ability to really plan and strategize before we actually execute. It's something we don't assess. We go straight to execution because we have tools now that, unfortunately, allow us to do that.
Anthony: One of the things that is a mistake for sales people just generally, the expert on experts is K. Anders Ericsson. If you're listening to this, then you know his work has the 10,000-hour rule that Malcolm Gladwell made popular in a book called Outliers, but that's not what he said. He didn't say that 10,000 hours of doing anything actually makes you an expert. What he said was 10,000 hours of deliberate practice makes you an expert, and that's not just doing something for 10,000 hours.
When he describes this, if you read his work, the violinist that he studied, after they did an hour of deliberate practice working on a very difficult passage that they had to do in some piece of music, would take a nap. It was that draining for them to give themselves over to something so intensely that, afterwards, they had to have a period of rest. That's not the way most of us plan a sales call. Most of us plan a sales call with something that sounds like this: Marylou, I've made a thousand sales calls so I'm going to go in, and I'm going to find some pain points for them, and then I'm going to get them to agree to have another conversation.
Creative thinking there. You did nothing, so there's no deliberate practice. The way K. Anders Ericsson expressed this one in Fast Company Magazine I always kept a copy of, he said, "I've been walking for 48 years but I don't feel like I'm getting any better at it." I think it's very possible for people to have 10 years of experience in sales but to really only have one year 10 times, and that's possible for all of us.
The more intentional and the more deliberately you think about, "What am I trying to do? How am I best going to achieve that? How do I serve this client where they are now?" the better the results are, and that's a different exercise than many of us do when it pertains to sales. If you're listening to this, I'm not throwing the first stone. I've made thousands of sales calls, I'm also really good at improv, and I'm happy when I haven't prepared because I get to act and respond to things with an improvisation, but that is not a reason to believe that that's the primary way you should do something.
I'll share just one quick story about that. I was in Toastmasters and I gave a really good speech, made everyone laugh. Everyone was happy. When you're in Toastmasters, you have somebody who reviews your speech, and mine happened to be PhD Brenda Jones who, after I got done speaking, said, "Anthony, that was a really, really good speech, and I can't wait to hear it the second time after you've rehearsed it." Her point was well-taken. The fact that you can do that doesn't mean that you delivered the best thing that you could do, but you do have to spend the time to figure out what you do to differentiate and how you compel change, especially if you're in a competitive displacement business where you have to go and work on taking clients from your competitors.
Marylou: Now, let's shift to Part 2 of the book where you talk about building consensus, wiring the building. I love the title of that section. If we look at our four levels now, our product service, our experience support, business results and outcomes, and strategic partnerships, how does that apply now to the different stakeholders? Do we still need all four with all of our stakeholders or can we somehow take a portion of things? What is your recommendation there?
Anthony: You have to serve the person that you're sitting across from. If you go to an end-user and you say, "Listen, I'd like to really talk about the future of your company over the next 18 to 24 months and I'd like to talk to you about some of the challenges that we're helping other companies with as it pertains to their strategy in this area," you're talking to somebody who's like, "That's great, except I don't have anything to do with that, and I couldn't help you with that even if I wanted to." What do they care about? They care about, primarily, Level one and Level two.
Marylou: A day in the life.
Anthony: "Yeah, I need it to work for me. Talk to my boss about our long-term strategy. I'm not even sure he knows. That'll be a good conversation for you to have with him, but I need to figure out how to get this thing done now." When you go to executive leadership and I'll talk to your audience specifically and you go, "Listen, Marylou, what I want to do is I want to set up an hour and 20 minutes to go through a demo so I can show you the software," if it's me as a person you're calling, I'm like, if I have to know how the software works, we're already done talking because I'm never going to open the software. I'm never going to open it myself so you need to talk to somebody who cares about that.
Here's what I need to have happen: I need these people to produce better results than they're producing right now. If you can help me help them produce better results, we'll have a great conversation, but if I have to know how the software works, I'm the wrong person to talk to. We have to match the conversation we're having to the group of people that we're talking with because what creates a preference for them when you talk to Level one people who need Level one and two value and you're talking to them about strategy, you've lost them.
When you talk to a Level four about Level one, you've lost them. They might have a technical person who cares or something like that but, for the most part, you've got to figure out how to create the right outcome for each group who cares about what. In the book, there's that little framework. If they're end-users, they care about 1 and 2, and so they're what we call ancillary stakeholders. They're accounting, or finance, or people who care but they don't use what you sell but still need your experience to be good. They tend to care about 2. Managers tend to care about Level three. "Can I get the outcomes? Can you make it work?" and then leadership tends to care mostly about Level four, and they'll leave it to other people to make the decisions about if it's right for Levels one, two, and three.
Marylou: For those of you who understand that bullseye concept that we talk about in other episodes where we have the decision-makers in the center and then, as we go out, the influence becomes less and less direct, this is a nice alignment for what Anthony's talking about, is how to prepare and plan the way you're going to be building these relationships with these types of users based on his levels.
Anthony: Why didn't you just send me your list last time we talked so I didn't have to go through all this trouble to do this work? I could have just taken yours and dropped it in. That would have been really nice.
Marylou: Because, of course, you know, Anthony, you're getting to close. You're the entire pipeline. I am opening the door. That's all I do, so it's a little bit different for us because we tend to love them and leave them as we pass them off to the people that are going to close the business, not always, but you're getting a lot more into the nuts and bolts, the long-term relationships. We're adding value, but it could be a very quick dating environment, and then we go onto the next one.
Anthony: That doesn't sound very good in the world we live in now when you say it that way.
Marylou: Indeed. That's the second section of the book, is really understanding the map, how to plan based on the stakeholders, what is important to them, which means we're not going to be doing demos for everyone just because we want to do a demo. It doesn't work that way. We're looking at the person and what they care about. As we go into Part three, Part three is an interesting part, too. There are just so many nuggets in this book. I've got everything underlined in different colors because we could do that now with the online books and stuff. Let's talk about that: winning with the intangibles.
Anthony: As we're recording this, my son's at Denison University, and it's in Granville, Ohio, a sleepy little town 45 minutes out of Columbus. Their president and I met at one of my kid's theater shows and we were talking and asked me to have coffee with them. He asked me, "How do we, in a liberal arts organization like this, do a better job preparing kids?" They're so focused on skills, but that's not what a liberal arts degree does.
I explained to him the purpose of the first book, and I found a way to have weaved this through all three books. It's the intangibles that actually allow you to win. When you start thinking about what does a trusted advisor do, they have trust and they offer advice. I say that and people laugh because it's so simple, but you can't be a trusted advisor if you don't have the Level four insight so that you can offer people the best advice, and that's really what you're trying to do.
When we say things like, "I want to be consultative," what most of us mean when we say that is, "I don't want to be high pressure, I don't want to be a hard sell, and I want to ask really good questions." That's not what the word "consultative" means. Consultative means you tell them how to run their business. That's what you do. When you are consulting with someone, you're telling them, "These are the best decisions for you to make to get a better result in your business."
Consultative comes with that advice. The challenge for most of us is we don't work on the intangibles. In one of the chapters at the end of the book, it's very helpful to have a sense of humor and levity. It's very, very helpful to be thoughtful, and follow up, and care about people. Those kinds of things over-index on preference even though we don't talk about them. We're so transactional right now. I think one thing that technology has done that's probably hurt sales organizations more than anything else is that you have an example of amazon.com where Bezos has 300 salespeople for AWS and that's all they have. They don't have any salespeople. He thinks they shouldn't have any salespeople at all. That's his vision.
You have a whole bunch of people trying to optimize everything to the point that they can eliminate all of the friction that comes with human interactions, and someone should just be able to order what they want and buy, but that's not the world that we live in; that's one of the view of the world that we live in that we've gone super transactional. For things that you don't care about, you're going to be more and more transactional over time.
I'm sitting in a loft to stock this place up with the stuff I need to be able to do work. I reach out to Amazon. I had them bring water, and coffee, and all kinds of other stuff. That's easy. When you're making a decision where the future of your company depends on that decision, you want somebody that you have a deep relationship, that knows your business, that has situational knowledge. In one chapter, we talked about the 52% SME.
You maybe don't have to be the SME but you've got to be half or better of a SME because you have to be able to talk about these things in a way that allows you to have somebody make the decision. I prefer to work with you instead of someone else, and that's really where the bar is set right now, whether we like it or not. I will tell you the second choice. Super transactional is certainly a choice but, for most of us, the right choice is super relational. How do I become high-trust, high-caring, high-value where people prefer to work with me? That's the part where you have to do some work on you.
Marylou: Exactly. For those of you who are wondering what the heck is SME, it's "subject matter expert." When I first saw that term, too, a long time ago, I went, "What the heck are they talking about?"
Anthony: "What's a SME?"
Marylou: "What's a SME? What does that mean?" We're pretty much out of time, Anthony, but I want to make sure that the listeners know the books. The first one is The Only Sales Guide You'll Ever Need, except for the next two, which are The Lost Art of Closing, a great book, and that came out just last year, 2017, and then this book, Eat Their Lunch. They are great books. It's a trilogy. If you are inclined and you're really wanting to make a difference in the way that you work and the results you're going to get, I recommend all three. I think it's best you do them in order, but Anthony can tell you what he suggests regarding that.
Anthony: Doing them in order is great, but what I sent to somebody who asked me that yesterday on LinkedIn is I said, read the first two chapters of Eat Their Lunch, and then read The Lost Art of Closing, and then read the first book. I wanted to just give them a jumpstart on Level four because once you get that into your mind, it affects the way that you think about everything. You realize, "Wait, I need to start way, way higher than I am," and that tends to help them a lot.
Marylou: That, and you also need to be nimble. It's not a Level four conversations. That's a big part of this, especially since we are talking, and more people are getting involved in decisions, and we need to switch gears when we sense that we're talking to a Level two or Level three. We don't have the same story that we tell to everyone in the prospect's company. It just doesn't work.
Anthony: That is right. Serve the person in front of you.
Marylou: Yes, yes. Anthony, always a pleasure. I really thank you so much for starting my new year off, this is my first interview of the year.
Anthony: Me too, thank you.
Marylou: How is the best way for people who want to follow you, learn more from you, apply with your teaching? What's the best way we can reach out to you?
Anthony: thesalesblog.com, I publish there everyday. There's the newsletter that's probably the very best way that people can connect.
Marylou: Okay, I'll make sure I put that in the show notes. Anthony, thank you so much for your time today.
Anthony: Thank you, Marylou.


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Even if you hate being lectured about grammar, you will prefer "Weird Al's" new single "Word Crimes" to Robin Thicke's "Blurred Lines."
The new video is "Weird Al" Yankovic's second release this week, following his parody on Pharell's hit single "Happy," released Monday.
Its definitely impressive for a few minutes, although the grammar thing and the tune quickly start to great on you're nerves, unless you love grammer in which case their is no better song then this one for you's.
He plans to release a new video everyday this week to promote his new album "Mandatory Fun," released Tuesday.

subset: commoncrawl


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Wednesday14 Mar
STM Receives National Honor for Excellence in STEM Education
Milwaukee, WI (March 14, 2018): St. Thomas More High School has been recognized as a Project Lead the Way (PLTW) Distinguished High School for providing students with broad access to transformative, hands-on learning opportunities in science, technology, engineering, and mathematics (STEM).
St. Thomas More is one of just 133 high schools across the United States – and the only located in the city of Milwaukee – to receive this honor. Serving millions of K-12 students and teachers in over 10,500 schools, PLTW is a nonprofit organization whose project-based curriculum of biomedical science, engineering, and computer science helps students develop STEM knowledge as well as transferable skills, such as problem-solving, critical thinking, and time management.
"Students in PLTW are challenged to solve complex problems and develop critical life skills, and the Distinguished School award is evidence of their high level of achievement and dedication," biomedical science chair and PLTW Master teacher Darlene Langhoff explained. "Many of our past PLTW students have gone on to very rewarding careers in STEM, and these students frequently credit their PLTW classes for starting them on the road to success."
"Every college and medical professional I have spoken with has been very impressed with my work in the biomedical science program at St. Thomas More," junior Rebekah Arndt said. "These courses have given me valuable experience in lab situations, and I'm very confident for my future in college science courses."
The PLTW Distinguished School recognition honors schools committed to increasing student access, engagement, and achievement in their PLTW programs. To be eligible for the designation, St. Thomas More had to meet the following criteria:
- Offer at least three PLTW courses;
- Have 25 percent of students or more participate in PLTW courses, or of those who participated in PLTW, at least 33 percent took two or more PLTW courses; and
- Have 70 percent of students or more earn a Proficient or higher on PLTW End-of-Course Assessments, or 10 percent of students earn the AP + PLTW Student Achievement.
"Being recognized as a PLTW Distinguished School is a testament to the hard work and dedication of our PLTW faculty," principal Nicholas Kelly said. "They put countless hours into making a program that allows our students to have a competitive advantage in their academic and professional careers."
"It is a great honor to recognize St. Thomas More for their commitment to students," said Vince Bertram, president and CEO of PLTW. "They are a model for what school should look like, and they should be very proud of ensuring students have the knowledge and skills to be career ready and successful on any career path they choose."


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In the coming months, Jamie Anderson, her husband and their four kids (ages 7-13) will be sailing in the Chesapeake Bay area then heading south to the Caribbean (I know – a real sob story).
The Andersons are going to report any banded gull they see along their way, so stay tuned for potential reports from them. Jamie and her family heard of the Appledore gull banding project through a new and very exciting citizen science project called, Adventurers and Scientists for Conservation. The ASC asks adventure athletes who are traveling around the world to collect data as they explore. The data they collect go to researchers who need help getting expensive, time consuming and difficult-to-reach information from remote corners of the globe. Adventurers working with ASC are helping scientists with all sorts of projects including: collecting diatoms from rivers on the Indian subcontinent, recording observations of mammals at high elevations on Mount Kilimanjaro, and collecting sediments and moss from the Caspian and Aral Seas. Our humble little gull project is now listed as one of the ASC opportunities!
ASC is just one of many opportunities for citizens to make significant contributions to our understanding of the natural world.
Speaking of citizen science: If you are interested in helping scientists track banded California Brown Pelicans, and potentially winning a spotting scope in the process, check out International Bird Rescue's Banded Pelican Sighting Contest. IBR is looking for volunteers on the west coast to search for Brown Pelican's wearing blue field readable leg bands. The banded pelicans have been rehabilitated in wildlife hospitals and biologists are interested in knowing where the birds go and how long they survive after they are released. Significant resources are put toward rehabilitating these birds. Therefore, the hospital staff are extremely interested in knowing what happens to them upon release into the wild.


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Sydney Keli'ipuleole
Director, AG2019 Conference Chair
Retired Asset Management Director
Kamehameha Schools
Sydney completed three decades of service overseeing management of Kamehameha Schools agriculture and conservation land and natural resource assets statewide. Kamehameha's asset management team integrated cultural, environmental, community, education and economic values for 'aina stewardship across the pae 'aina. The 360,000 acre portfolio encompasses small diversified crop farms, orchards, ranches, watersheds, pristine native forests and sensitive ecosystems. Major efforts included pursuing transition from large-acre mono-crop plantations to small and medium sized farms. Collaborations were pursued with private community and public agency partners to gain natural resource management effectiveness. Sydney continues to serve community organizations building food systems with a focus on the Native Hawaiian lahui. ALP Class XIV alumni.


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Steam turbine with a capacity of 120 MW and turbogenerator with a capacity of 110 MW manufactured by company Power Machines have been commissioned at Finnish Raahe TPP, whereof the parties – Customer and Contractor – have signed the relevant act.
Contract for manufacture and supply of the equipment for the new - the second one - electric power unit of Raahe TPP was concluded between consortium Power Machines - Energico Oy and company Ruukki Oy (currently "SSAB / Raahen Voima Oy"). The Project was implemented in record breaking time – 2 years and 3 months have passed from signing of the contract to commissioning.
In accordance with the conditions of the contract Power Machines has designed, manufactured and delivered to the customer a steam turbine complete with a turbogenerator. In addition, the obligations of the Russian power engineering company included supervision over installation and commissioning. Finnish partners in terms of the consortium provided delivery of the auxiliary equipment and execution of assembly operations.
Start-up of the new electric power unit took place on June 30, 2016. As a result TPP capacity will be 120 MW, besides, the turbo generator of the first electric power unit will be decommissioned on reserve and removed from operation.
At the present time within Raahe TPP one electric power unit with a capacity of 50 MW is being operated, which basic equipment (turbine and generator) was manufactured in 1950s by "Leningradsky Metallichesky Zavod" and "Electrosila" Plant, being part of the Power Machines company.


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Maggie's Farm
We are a commune of inquiring, skeptical, politically centrist, capitalist, anglophile, traditionalist New England Yankee humans, humanoids, and animals with many interests beyond and above politics. Each of us has had a high-school education (or GED), but all had ADD so didn't pay attention very well, especially the dogs. Each one of us does "try my best to be just like I am," and none of us enjoys working for others, including for Maggie, from whom we receive neither a nickel nor a dime. Freedom from nags, cranks, government, do-gooders, control-freaks and idiots is all that we ask for.
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Thursday, May 31. 2007
Klamath River Dams
A propos of the post of the WSJ article yesterday about the Greenies who want to get rid of the Klamath River dams, here is a photo essay of what one of those dam projects, the Boyle Dam, has done to the Klamath river. It isn't pretty. Photo below of the Boyle Dam.
Posted by Bird Dog in Natural History and Conservation at 13:48 | Comments (18) | Trackbacks (0)
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Doesn't look that bad to me.
I like to bath regularly, eat fresh food, and have electricy in my house. Call me crazy.
No power, not much water, no food. In the same list that y'all condemn-with-out-thinking.
No logging, yup even the trees planted 80 years ago are "old growth" now.
No farming, it takes water and chemicals to do that.
No driving, they haven't built a mile of new freeway in years, the city streets are all pot-holed, bike lanes where cars used to roam...
No dams for electricity, fish are more important, but yet fishing is not banned.
Considering the Feds and ORstate own most of the land, when they get rid of us pesky humans the farms and towns can go back to nature and the only thing you will do with Oregon is look in from outside.
Funny, none of this was a problem for 60-80 years, until the Californians started moving here...
Debates about what is proper stewardship vs. good use vs. abuse of natural resources is an endless one.
Personally, I do not like to see a river put into a pipe. And I do believe that we can get all of the power anyone would ever need from nuke plants.
Phil: I hope you don't think that we are loony greenies here. Far from it. We like farms, too. We are farmers!
As you might notice from my attitude I have lived and worked around power dams for the last 35 years and have greatly benefitted from them and I do believe that the many benefits they provide outweigh the costs. With every type of power there is a trade off. Nuclear power must still be transmitted and this article from syracuse.com underlines the tradeoff. Windmills, i.e., bird cuisinarts, may be coming soon to a waterway near you BD.
More than 300 gather to oppose power line
Posted by Kathy Coffta Sims May 31, 2007 9:17PM
Categories: Breaking News, Madison County, Politics
More than 300 people turned out tonight to voice their opposition to a plan by New York Regional Interconnect to build a $1.6 billion high-voltage power line that would run through parts of Madison and Oneida counties.
The meeting, held at New Hartford High School, was organized by Rep. Michael Arcuri, D-Utica. Arcuri told the audience that he, along with the other local politicians in attendance, wanted to hear what they thought were the best ways to oppose NYRI's plan.
The congressman characterized the gathering as a "team meeting" and asked state Assemblywoman RoAnn Destito of Rome, Utica Mayor Timothy J. Julian and state Sen. Joseph A. Griffo to explain what they were doing to prevent the power line plan from moving forward.
More than 20 residents spoke out at the meeting. Several suggested that the state erect windmills in Long Island Sound to deal with power shortages Downstate. Many said they were frustrated that their communities were being left out of decisions about the power line.
I wonder if "until the Californians started moving here" means "until the Californians that started moving here after we did".
It does in many cases. And this also has nothing to do with dealing with dams of several types--some of those being "poorly thought out", "well thought out, but worn out", and several more.
In some cases the dams are just plain well done and everybody gets along reasonably well.
The immigration bigotry out to be just labeled what it is and dealt with on its own merits, if it is has any.
I always try to help out people like phil from several states--fuel up before I get to the border, try not to stop except at the chicken coops and if necessary to ... wl nevermind.
I know you weren't addressing me (or anyone in particular) re your immigration observation (how did that slip in there anyhow) but please, some aren't bigots just because their views differ from yours re the matter. And BTW, your full name was OK with me. I've always called folks by their given unless they requested different.
The evil people in the earlier post were California emigrants.
(Who probably move there from some place else. The 1950 census taker would not accept that my grandfather an grandmother (in the room with my father and I) were born in California.)
Oregon used to be Republican, conservative territory, mostly. This state was built by the largest migration in US history, the Oregon Trail. You might have heard about that. Those people all had something in common and that spirit has lasted, until all the loony greenies and socialists started jumping the good ship California to come here. They did not have that same spirit in common with the pioneers. Now the state is run by Portland, for Portland. Public Employees (past and present) and their families make up an unbeatable voting block. Everyone wants to climb on the wagon, not pull it, and many wish to crack the whip.
Larry- In no case do the dams get along with fish or enviros. All dams must go. No nukes will be built, in fact they just tore one down- Trojan.
I don't give a crap if people move here, just don't go turning Portland into San Fran Sicko on the Willamette.
Why on earth Larry thinks I don't like strangers from other states... I just don't like commie pinko enviro elitists and their anarchist teenaged kids.
Some animals are more equal I guess, I am resigned to work harder.
I'm sorry, I thought I recognized the rhetoric from the "Welcome to Oregon. Now Go home." sign on US 99 when I was a kid.
Oregon has some good stuff--we import cheese from Tillamook county when we can't find it here, there are other good things.
But your stated and advertized polices toward newcomers, and you hostile environment for commercial trucking (which you depend heavily upon) fit well with the overall opinion I have for Oregon as a place to visit.
Strikes me pretty much as a "I got mine, now let's do what we can to make sure you don't get yours" kind of place.
But I'm not gonna work on that problem any more.
hang on
we have no sales tax
the cheapest smokes and gas on the west coast
you can pull triples thru here
indian casinos
i never noticed an anti-trucker mood here. Mostly it's anti-SUV and anti-car in general. Anti-capitalist, anti-freedom, anti-republican, anti-life ("choice"), anti-straight- these things are the real reasons to either: visit, or move here to help swing the pendulum back where it belongs.
At 55 MPh with the nutcases around the truck in and out like crazed wasps, doing what 80?
Drop in at the chicken coop while your DOT folk greet us.
Haven't been there for a while, how are wer doing ofr a place to park?
I said I wasn't going to work this anymore, and the part I was talking about, I won't.
But as has been said elsewhere, YADATROT[1], on the question of "good dams", "bad dams" and "damned dams".....
There are some dams that should never have been built. San Francisquito. O'Shaughnessy. Anything in the Owens Valley.
There are others.
There are some that were not planned very well (any that cut off the fish, there are others.
Anything the Corps of Engineers has done to the best of my limited knowledge been a disaster.
But there are dams that have been a benifit to all, or at least not a detriment. I don't think of a Pelton wheel house or associated dam built by PG & E that has been a problem, and I think of several that have been generally good for all concerned. I don't know anything about Pacific Corp, but I'll be surprised to learn that it is much different.
There are ways to build dams that do good things at minimal total cost (total cost = capital outlay + environment + on-going expense).
I don't have anything against well designed nukes (same issues, really).
I don't like windmills much because the blight so much land.
I don't know if wave machines will ever become feasible.
solar seems to me to be more expense than it is worth, but I am willing to be instructed.
Who did I neglect to offend?
I guess it is just plain not going to let me post it.
Mr. Dog has it in email if he'd like to post ir for me.
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Posting an add to sell something that was pointed to as a sign of distruction seems Just Wrong.


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This morning, Urban Street Angels was joined on San Diego 6 by our longtime partners in the community Strength to Serve and PaddleFit to discuss the 3rd Annual Paddle Games on Saturday, September 12 in Coronado AND the exciting launch of 8 West, the transitional employment + supportive housing program from Urban Street Angels. HUGE thanks to Heather Myers, Lindsay Hood, and the entire San Diego 6 team for helping us get the word out on this big weekend of exciting events!
Join us on Saturday and get ready for 8 West premium, ultra-luxurious bar soap!


text: "What's your book about?" Mark asked. "A woman diagnosed with a terminal illness on the same day she finds out her husband is cheating on her." Mark looked horrified: "Why on earth would you want to read that?" "It's really good, honestly." He didn't look convinced but maybe I didn't sell it very well? Although … Continue reading Book Review: The Last Laugh.


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With Wonderclaims, AXA Italy has developed a groundbreaking ecosystem of services to facilitate the claims opening, follow-up and resolution. Pietro Guglielmi, Head of Customer Experience Excellence, tells us the story of the team behind the new project and offers a glimpse of the agile processes that enabled its creation.
There's one thing to know when you work in insurance: customers never reach out when everything is fine. On the contrary, customers get in touch in times of distress, after an accident, a loss or suffering harm of some kind. With this in mind, to ease the burden on customers and accelerate settlement and decision-making processes, one momentous day in December 2014, in our offices in Milan, we set out on the Wonderclaims adventure.
An independent team
The starting point for the whole project at end-2014 was a single goal: a fluid customer experience. But to achieve that, we had to answer a myriad of questions: Where to start? What are our customers' real, immediate, and deep-down needs? How can we meet them within the framework of our own technological, legal and organizational constraints? Of course, we were already providing many online services to customers, which we continuously worked to improve. But we had gotten to the point where we had to face the facts: with digital services and consumer habits changing at full speed, the most effective approach for us would be to start again from scratch – to begin with a clean slate, design the ideal user experience and then produce it using the tools available to us.
Our first step was therefore to create an independent think tank and production unit. To head the unit, as of the beginning of 2015 we welcomed Riccardo Gili, Head of Claims Transformation, Antifraud and International Claims at AXA Italy, which spearheaded the Wonderclaims project.
Putting yourself in the customer's shoes may sound easy. And often it is. We ourselves are policyholders and have already experienced being on the other end of the telephone – or the other side of the screen. Nevertheless, imagining a digital journey is really a tricky skill that you have to acquire and constantly put into practice. Simplifying an interface is a lot, lot of work. And the better our work, the more invisible it is, which might make our job seem thankless. But, fortunately, we also are in this business because we love solving brainteasers!
Simplify, simplify, simplify
The Wonderclaims project boils down to one principle: enabling insured to open a claim in a minimum of clicks, using their smartphone, PC or tablet, while staying informed of the real-time progress of their case. And what they want to know are two things: the potential financial compensation, of course, but more importantly what is being done to help them during this trying time. Here's an example: providing a replacement vehicle after a car accident. This is an urgent matter for anyone in this situation. So how could the process be simplified? We wanted to enable customers to just pick up their phone and send a message with the relevant information about the claim, maybe attaching a few photos, to have a "Claims Caring Angel" instantly assigned to assist them to fulfill the declaration form and open the claim immediately. Our goal was in fact to reduce the paperwork aspect of reporting a claim to minimum, being always near to the client in the moment of truth. Before, an insured would have to make a phone call (and sometimes call back again and again), make an appointment, fill out forms and then keep on calling to get news about how the case was progressing… All of that is in the past. From now on, as soon as the claim is reported online, or immediately on the lace of the accident, and the resolution process begins immediately.
On the place of the accident, you can track the tow truck's arrival in real time using GPS. At each stage of processing of your case, you will receive a push notification. Naturally, you can also check progress on the platform whenever you want. You can chat with AXA anytime, 24/7, whether to get more information and a on line booking service is available to schedule a repair appointment at a garage – the choice of which you are fully in control.
To prove that this innovation was not just another gadget, we made two additional commitments:
- The platform must enable the customer's motor claims to be reimbursed within 21 days.
- Any customer comments or reviews would be systematically posted by us (while protecting customer anonymity, of course) in real time. To date, we are the only insurance company to offer this.
First steps in the new world
The more a digital platform is easy to use and feature-rich, the more it is complicated to design. That's what I learned with Wonderclaims. Our desire to focus all processes on the user and give priority to empathy and design-thinking over all other aspects, made 2015 a – shall we say, complex – year. To be honest, everything seemed to conspire against us finishing on time. A missed deadline often happens with this type of assignment, but it's always a huge disappointment for the teams involved.
We had identified 32 steps for every case to achieve resolution. Asking a user to go through these 32 steps was of course out of the question! On the internet, what goes on behind the scenes must remain completely invisible. If not, that means we failed. This was our real challenge. Without the extra help sent by management during this hectic year, I don't know if I would be able to proudly announce today that after an eventful fourth quarter in 2015, we delivered an initial public version before Christmas. Valeria Gariboldi, Claims Organization, Projects and Action Plan, recently used the word "epic" to describe this frantic time combining feelings of stress, satisfaction, frustration, hard work, victory and challenge. I like the word she chose.
At last came the critical launch day. This is a hard time to be a digital project leader: before the launch, we can of course detect bugs and check whether something is not working as it should. But it's impossible for us to exactly replicate the situation of an ordinary user and know whether the service being provided truly satisfies their wants and needs. Without undue exaggeration, I really experienced this step like a movie release or a work of art that I poured my heart into: you know you've done all you can... But what will the audience think? We are also aware that people don't usually go easy on their insurer when something goes wrong, and no one can blame them.
Three weeks after the launch, it was time for an assessment…. Phew! Three figures sum up the results: 99, 4.5 and 3. Ninety-nine is the percentage of motor claims resolved in 21 days or less, just as we promised. Four-and-a-half is the average score out of five that our customers gave us. Three is the number of awards won*.
But the best part of this story is that this is only the beginning. Technology keeps changing, and with it, the expectations of policyholders, including us. Our job is to use and even develop these fantastic tools, so we can continue to make life easier for people, especially when going through a rough patch. And that is exactly what brings me the most pleasure, every day.


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Please select your desired flight route below.
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Any company that sells products and services on credit will have some type of credit policies and procedures in place. If the policies are too lenient or too strict, they will have a negative impact on their ability to operate profitably and stay competitive within the marketplace.
Ability to Pay
A company extending credit to a consumer will first look at the prospective client's ability to pay. The company will look at the amount of total income in relation to debts owed.
Willingness to Pay
Organizations also take a look at a customer's willingness to pay. They will review your credit report to see how you paid your debts in the past. Anyone with an excessive amount of past-due debts may be denied credit.
The next criteria looked at is the customer's stability. The longer you have been on your job and at your residence, the better.
Scoring System
Some companies use an automated credit scoring system. If your application does not score a certain number of points, you may be rejected automatically without a live person reviewing your application.
If your credit file has bankruptcies, judgments, liens, charge offs, bad debts, foreclosures and collection accounts, there is practically no chance of your being approved for credit. Credit policy can refer to credit extended to a consumer or business.
Credit Procedures
Companies commonly offer terms of 2/10 or net 30. A buyer can pay the invoice in 10 days and receive a 2 percent discount or the balance in 30 days and receive no discount. If an account becomes delinquent, a credit hold can be placed on an account to prevent further purchases. Overdue accounts can also be sent to a collection agency for further action.


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The artworks remind us that the poor of San Roque are human beings deserving of dignity.
Tags: protest art
Art as resistance in #UnitedPeoplesSONA
Highlighted among visual protest arts is the steampunk-inspired effigy "DuterTRAIN: Pagsagasa sa Mamamaya" made by artist collective UGATLahi. It was referenced from the socio-economic crisis that followed the passage of the Tax Reform for Acceleration and Inclusion (TRAIN) law.
#SONA2018 | Protest art on a barong
"Art should have relevance. In this time of pop culture, art should arouse the people in asserting their rights and fighting for their welfare."
Activist Artist One of CCP's 'Thirteen Artists' Awardees
Iggy Rodriguez, whose body of work reflects the social realities he wants to change as an activist, considers the award an opportunity to introduce people to the mass movement. Artists, he said, should "create for the people" and they should remain conscious that their "real arena is not the closed galleries but the streets, among…
Street Repertory: The Role of Art in the People's SONA
Artists of various disciplines congregated to make the 'People's SONA' a cultural affair as well. Theatrics, musical numbers and poetry-reading were performed. Enormous, hideous effigies stood side-by-side, creative banners and streamers were hung everywhere and the backdrop bore the color and image of people's dissent. The cultural concept of the event intended to educate the…


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This letter was written by Robert M. Campbell (1839-1902), the son of Mungo Dick Campbell (1809-1894) and Mary Ann Mabon (1816-1894) of Monmouth, Warren County, Illinois. Robert enlisted in Co. F, 17th Illinois Infantry as a corporal in May 1861. He was with the regiment in the battles at Forts Henry and Donelson, at Shiloh, and the siege of Corinth. He was promoted to sergeant for meritorious service at Fort Donelson and was promoted again to Color Sergeant of the regiment in late March 1863.
In August 1863, he was recommended for appointment and commissioned Captain of Co. F, 8th Louisiana (African Descent) which was reorganized and made part of the 47th USCT in March 1864. He was wounded in the left foot in the Battle of Yazoo City in March 1864 and in the siege and capture of Fort Blakely in April 1865. After the cessation of hostilities, Campbell was Provost Marshal in Alexandria, Louisiana until mustered out January 5, 1866, after almost five years of continuous active service.
Following the war, Robert resided in Peoria, Illinois and was the Assistant Postmaster of that City for eighteen years. He was married to Miss Effie G. Babcock, 30 November 1871. Campbell was active in the GAR and died in Peoria in 1932.
Robert wrote the letter to his sister, Margaret Elizabeth Campbell (1846-1936. She never married and is buried in Little York, Warren County, Illinois. Robert's older brother, James Shield Campbell (1836-1863), served in the Civil War also. He was mustered in as orderly sergeant of Co. C, 83rd Illinois Infantry in July 1862. While stationed at Fort Donelson in February 1863, nine companies of this regiment together with Company "C," 2d Illinois Light Artillery, and one company of Cavalry, were attacked by the combined forces of Confederate General Forrest and Wheeler, numbering 5,000 men. The battle lasted from 1:00 P. M. to 8:00 P. M., when the enemy was compelled to retire with the loss of some 800 killed and wounded. Early in the engagement, Company "C" to which Campbell was First Sergeant, was ordered to support a piece of artillery and in changing position, Campbell was shot through the breast and killed instantly.
Camp 8th Louisiana Regt. of A. D. [African Descent]
Milliken's Bend, Louisiana
October 11th 1863
Miss Maggie E. Campbell
Dear Sister,
I was agreeably surprised yesterday morning when Charles Emery, Lieut. commanding the artillery at this place came to my tent and handed me a letter telling me that a "Mr. Smith" from our town had handed it to him as the boat stopped the night before. I was very sorry he did not stop and stay awhile but Emery told me Mrs. Smith was with him and that Mr. Smith was going home on the next boat going up the river. I hope he will stop with me as he goes up. I have some little things I would like to send home with him but as only a few of the boats stop here and the landing is below our camp, do not expect to see him.
Your letter was the first I had received for some time. We are getting in a manner no mail at all but I must be careful about complaining about other people not writing when I have not written a letter for a week. But it was because I have been so busy for the last week. I could not get anytime to write letters. To give you a little idea of what we have been doing, I will commence and give you a few items of what we have done commencing with Monday 5th — Company drill in morning; Battalion drill in afternoon. Made out Returns of Deceased Soldiers for the last Quarter ending September 30th.
Tuesday 6th — Drew new tents for the men and took down the old tents, cleaned off, came and had to show the boys how to fix up their new tents. We drew "wedge tents" ( "Λ") and had lumber enough to raise the tents two feet from the ground and board them up.
Wednesday 7th — Cleaned up quarters and had a review by Brig. Gen. Jas. L. Kiernan, commander of this post. ¹ Thursday 8th — Moved the officer's tents and cleaned up camp in good shape, had inspection of arms at 4 P.M. I received an order for the Gen'l ordering me as one of a "Board of Survey" to examine certain boxes of clothing received from our quartermaster which had been opened and some of the articles stolen. We counted some of the boxes that evening.
Friday 9th — We met and examined the remainder of the goods and drew clothing for the men and issue it to them. Saturday — The Lieutenant's both on duty and I not having time to drill the company, it did not go out at drill call. The Col. [Hiram Scofield] came round and gave me his compliments in language not contained in the English Grammar, and ordered the sergeants to take the men out and drill for two hours. I just let him blow till he got cool. Then he went off and the company went out and drilled. I have had such an awful bad cold and cough all week I could not drill anything. But still I am busy every day — have writing enough now to keep me all the spare time I get for two weeks.
Sabbath (today) had company inspection at 10, inspection of quarters at 2. The Col. [Scofield] complimented me for having the company and quarters in good shape, clean and neat. The mother of one of my company came in today and brought in a little White girl about 8 years of age. She wanted to come in to see me (I was at their house one day). She is a smart little girl. Her parents are poor and she has not had that treatment and learning little girls of the North receive. She was great company for us today. Several of the officers had her round buying candy &c. for her. She stayed and ate dinner with us.
Children of the North do not have any idea of the advantages they have over those of the South — especially the poor class. I have been around through all this section of country and have not saw a single school house in the parish except at Lake Providence. There is one old dilapidated house and save the three churches in Providence, have only saw one church and it is 4 miles west of "Bayou Macon" — about 25 miles from here and in the heart of a vast, wild, almost deserted country now and is open and [in] fact, going to ruin.
The rich planters either send all their children away some place North or to some town to school them or hire some Northern man or Northern school marm to teach them at home and the poor — for want of "common schools" — have to let their children grow up the same as the Negroes without an education, save what they can pick up. Such has been the custom for years in this great Southern country where cotton has been King for so long, but where U. S. Grant is now on the throne and the once downtrodden African now halts his subdued master and escorts him through to headquarters (when he wants to get protection for his little remaining property) with a file of bayonets. Mag, I think you could get a subject for an essay, but perhaps such a subject would offend some of your Southern Sympathizing students (not friends).
Well, now it is 10 P.M. and I am coughing so I can scarcely write so I will halt for tonight. Good night, — Bob
Monday morn. 6 A.M. before breakfast, Oct 12.
Well Al Crawford ² has got a commission has he. I think it is injurious to the Colored service to give civilians command of a company, for there is no man that has never been a soldier himself that can command a company as well as an old soldier for he has to learn himself, then learn the men. I know good soldiers could be procured to command all the Negroes in the U.S. and if a commission is valuable to anyone who in the name of common sense should be rewarded if not the soldiery. Now ain't that so.
I had a long letter from Warry Runge a few days ago. Have not answered it yet but will soon. Breakfast ready.
You got the blue ribbon at the fair? Who made the quilt? Tell Libb I'll answer her letter soon. Got the pen alright but have got used to steel pens now and use them. I think the young folks (don't know as that is proper — to call them all young) are doing a good business marrying. I guess all my friends and acquaintances will be married when I get home. But it's all right. I am happy I have no one waiting for me now.
Well, I must close this and go to work. Have plenty to do all week. Can't John write? Excuse this huge sheet and poor writing and answer soon. My love to all the girls and compliments to everyone with much love for all.
I remain your affectionate brother, — Robt. M. Campbell, Capt. 8th U.S.Colored Regt. of Louisiana
P. S. I think my cough is some better today but it is pretty bad yet. — Bob
¹ James Lawler Kiernan (1837-1869) served as a surgeon with the 69th New York Militia at the Battle of First Bull Run, then Surgeon with the 6th Missouri Volunteer Infantry. He was severely wounded at the Battle at Port Gibson in Mississippi and left for dead in a swamp. He was captured but Confederate troops, but escaped. He was appointed Brigadier General of Volunteers by President Abraham Lincoln on August 1, 1863 and put in charge of the post at Milliken's Bend. but resigned on February 3, 1864 because of poor health. After the war he was appointed United States Consular to China.
² Albert Galloway Crawford (1835-18xx), the son of James Constance Crawford (1806-1895) and Esther Sloan (1810-1882), graduated from Monmouth College in 1861. He taught school after graduation but resigned to enter the army. After going to Cincinnati and taking the examination for a commission in the Volunteer Army, he was appointed Captain of Co. H, 4th USCT. He was wounded in the left thigh near Petersburg on 10 July 1864 and taken to a hospital at Annapolis, Md. He was furloughed and later given a disability discharge.
Oct. 23, 1865, he was married to Mary Burroughs of Monmouth. In the same year he was elected County Surveyor of Warren County, which position he resigned to go to Clinton, Missouri. He held several county offices at Clinton at different times, and also held a position as civil engineer various railroads. He died at his father's home near Clinton, Missouri, June 14, 1878, at the age of 42 leaving besides his wife, two young daughters.


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Sunday, April 10, 2011
3 Easy Steps to Improve
FIRST, take pictures. This is the most obvious. It's also the easiest and most fun. Photograph anything that interests you and enjoy it. You can't improve in your photography if your not using your camera. Now that the obvious is out of the way, let's look at improving those photos.
SECOND, look at photos. Look at photos online, in magazines or at a gallery. A good analogy is for poker players. They say you can't become a good poker player until you've see X number of poker hands. It's the experience that pays in the future. Expose yourself to as many quality photos as possible. You will bring that experience with you in the field.
Also, change the way your looking at photographs. Try to image yourself being there and ask yourself "Why" questions. Why did the photographer choose this view? Why is the sun angle where it is? Why did they choose this foreground subject? Why isn't there a foreground subject? Try to also decide "What." What focal length was this? What lighting was used (flash etc..) What time of day was this? What was the weather like? What kind of post processing was used? Then apply your conclusions to your own photography and confirm your thoughts.
THIRD, learn post processing. This one strikes fear in people who just want to be taking the pictures. But, if you want your quality greatly improve, good post processing is a must. I've seen good images look bad with bad post processing. I've seen the opposite true as well. I can't stress how important it is to be competent in using your post processing tools. The most intuitive learning tool I've found is Lynda.com. You pay $25 a month to learn as much as you can.
CONCLUSION, if your looking to improve your photography and you concentrate on improving these three things, you will improve your photography. If your already doing these things, and most of are, then look at each category and take each step to the next level. Now it's up to you find quality images to analyze and take on the responsiblity of learning Lightroom, Aperature and Photoshop.
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text: In this video Manuel Sevilla describes the big data methodology and reference architecture Capgemini has developed for successful project delivery which starts by identifying the right business processes and business model. He goes on to explain the five key pillars of the reference architecture and how these control the process from start to finish. Watch the full Data Dimensions series.


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This is part of a series where we discuss a special ingredient and how it can be used in the kitchen.
When I was in grammar school, I had a friend who would always point to the bright yellow dandelions that littered our schoolyard and insist that they were edible and that I should to try one. I, of course, always refused and assumed she was just playing a mean trick on me. I thought dandelion wine and dandelion salads were as made-up a food as the mud pies my friend and I would make at recess. Although I still don't sample random foliage from my garden (or listen to friends who tell me to eat strange things), I have since learned that my friend was on to something. Dandelions have been consumed all over the world for centuries, both for medicinal purposes and for sustenance, and they're actually one of the most nutritious plants in your garden.
Dandelions are part of the Asteraceae family of plants, the same family as the sunflower, but its reputation as a tenacious weed hasn't really won the plant many fans. If people only knew how healthy dandelion greens are, they might stop spraying them with weed killer and instead celebrate when they see them budding in their garden. Dandelions are rich in Vitamin K, Vitamin A, iron, calcium, manganese, and potassium and have been used as a folk remedy for centuries. It's been used to treat liver problems, lower blood sugar levels, aid in digestion, treat infections, and some claim it can even be used to treat cancer!
Ok, so dandelions provide a lot of health benefits, but you're probably wondering how they taste. Dandelion greens are usually eaten as a salad green and are quite bitter, which is probably why they're not a regular addition to your spring salad mix or green smoothie. The bitterness can be lessened by cooking the greens in fat or blanching in boiling water, but many enjoy the raw salad greens as they are. Dandelion roots are also edible and are typically used for teas, tonics, and as a coffee substitute because of its roasted, bitter taste (sans the caffeine, unfortunately). The flowers are probably the sweetest part of the plant and are used to make teas, jams, and wine.
I wasn't brave enough to harvest my own dandelion greens to make this dandelion green quiche, so instead I got mine at the farmer's market. The grocery store variety of dandelion greens is an Italian chicory that differs slightly from the kind you might find in your garden. Both are edible, but the store-bought variety is bigger with a milder taste. I'll admit that the bacon and cheese in this quiche may take away from some of the nutritional benefits of dandelion greens, but consider it your introduction to this nutritious spring green.
Dandelion Green Quiche (Yield: 2 nine-inch quiches)
For quiche:
2 garlic cloves, minced
½ onion, chopped
3 cups dandelion greens, roughly chopped
3 cup spinach, roughly chopped
½ cup mushrooms, sliced
5 bacon strips
3/4 cup milk
¾ cup cheese, grated (Swiss or Gruyere)
4 eggs
Salt and pepper to taste
1/8 teaspoon nutmeg
1 tablespoon fresh thyme, chopped
>For pie crust:
1 ¼ cup flour
¼ teaspoon salt
½ cup butter, cold
5 tablespoons ice water
- Preheat the oven to 375 degrees Fahrenheit and grease two 9-inch pie tins.
- Mix together the flour and salt, then cut into the chilled butter until it forms a coarse mixture. Gradually mix in the ice water one tablespoon at a time. Mix until you can form a ball with the dough.
- Roll out the dough until it is 1 centimeter thickness. Place the dough over the pie tin and allow to settle into the tin. Cut the dough 1 inch from the edge of the tin. Roll the extra dough under the edge of the pie tin and form a flute edge. Line with wax paper and arrange pie weights inside (If you don't have pie weights, you can use rice or an oven-safe plate so that crust does not bubble up and rise). Bake for 13 minutes with pie weights, then remove pie weights and wax paper and cook for an additional 5 minutes.
- Fry bacon until crispy, then coarsely chop. Reserve the bacon grease.
- Before chopping the dandelion greens, blanche the leaves in boiling water for 30 seconds. Set aside and allow to cool.
- Saute garlic and onions in a tablespoon of bacon grease until onions become translucent. Add dandelion greens and spinach. Cook until wilted, then season with salt, pepper, and nutmeg. Add the mushrooms and cook for an additional 3 minutes.
- Whisk together the eggs, milk, and thyme.
- Arrange the bacon and vegetables in an even layer in the cooled pie crust. Top with the grated cheese, then pour the egg mixture over the entire quiche, making sure that it doesn't overflow.
- Bake the quiche for 25 minutes, then lower the heat to 325 degrees Fahrenheit and bake for an additional 10 minutes. When the center is thoroughly cooked, remove from the oven and serve hot or cold.


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A friend of Tony Hawk's built a mini ramp inside his San Francisco loft. Awesome enough as is, but then he decided to throw a party and invite Tony and a gang of other pro skaters over. Best idea ever.
Nate Damm
Content Manager at Nerve Rush
Nate Damm is a traveler, writer, and a proud member of the Nerve Rush team. He is the author of Life On Foot: A Walk Across America, among other tales.
Latest posts by Nate Damm (see all)
- Girls Shred Session: Gstaad Snowpark - 30 March, 2015
- Extreme Bungy Jumping In New Zealand - 27 March, 2015
- Danny MacAskill's Solar Eclipse Ride - 25 March, 2015


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The US state of Iowa is part of the Midwest of the United States. It is bordered by the Mississippi River, and is known for its many colleges and universities. Sports are a major part of life for the state, and provide a number of fantastic opportunities for both locals and visitors to take part.
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Business leaders hear Haskell's plans
New Canaan: Incoming state Sen. Will Haskell (D-26) addressed a group of real estate agents and other concerned citizens on Dec. 19, and reiterated a number of his campaign pledges to address Connecticut's sputtering economic engine.
He was invited to Realty 7 on Danbury Road in Wilton by the agency's owner, Peg Koellmer, who said she and the people assembled were concerned about a number of issues including a home buyer's conveyance tax, the state's negative population growth and the fact it is not "a friendly place to die."
One of the reasons he decided to run, Haskell said, is he doesn't think enough young people are excited about moving to Connecticut. To attract the next generation of businesses means attracting the next generation of workers.
He said he called the legislative leader of GE and asked why the company moved to Massachusetts. While transportation was part of it, "the biggest thing he said was Connecticut couldn't provide 'a young, diverse, tech-savvy workforce.'" Although 40,000 students earn their degrees in Connecticut, "a vast number" start their careers elsewhere, he said, adding "not a single one of his friends" from Staples High School has come back to Connecticut.
"Nobody's choosing between Brooklyn and Bridgeport," he said. Revitalizing Connecticut's cities will pay dividends for suburban towns like Wilton, Ridgefield and New Canaan as young city dwellers get older and start families.
"If we can invest in our cities and create some slightly smaller [than New York or Boston], slightly cheaper, safe cities where you don't have to take your car into work everyday in a corporate office park, where you can take public transportation or walk from your apartment to your office building, I think that would be exciting for members of my generation."
He also hit on his hope the state can pass a form of student loan forgiveness. "If you're a Connecticut resident and you graduate from one of our amazing colleges and universities and you stay here for seven years, you become a Connecticut taxpayer and decide to start your small business, or your corporate career and your family in Connecticut, we'll give you a small break on your student loans," he said, adding student loan debt in Connecticut averages $34,000 per student, the highest in the country. "Once you're here for seven years, I think you'll be around a lot longer."
He said he and other legislators are working on a revenue-neutral way to create such a program.
At the other end of the age spectrum, Connecticut needs to be more attractive for retirees, he said. If high school graduates stay here, it's likely their families will, too.
As a financial incentive, he supports eliminating the estate tax, as well as eliminating taxes on Social Security. Eliminating those taxes would not negatively affect state finances in a big way since they account for about $500 million, "a drop in the bucket compared to what we could bring in if we simply do a better job of keeping retired folks in Connecticut."
More revenue
One member of the audience asked what is on the table to generate revenue within the state. Haskell said there are $36 billion of state employee pension fund liabilities. Adding teachers to the mix raises that amount to $100 billion. He said he would oppose any legislation that would delay paying the debt another five, 10 or 15 years.
What he is excited about is the legacy obligation trust model. The state owns "remarkable assets that are underutilized," he said, including valuable real estate in the form of land and buildings.
"If we allow those assets to be privately managed and send the profits directly into the pension fund, it could address our legacy obligations over the next decade," he said. "It's not by any means a silver bullet, but it gets us working in the right direction."
He also discussed his support of tolls. "Connecticut taxpayers bear the sole brunt of maintaining our infrastructure," he said. Connecticut drivers paid $6 million in tolls to Massachusetts last year, he added.
Toll collection methods can be creative he said, suggesting commuters could be offered discounts and tax rebates could be offered to small businesses.
"We have to be offered a seat at the table," he said, because "in Fairfield County we're going to be more impacted by tolls, perhaps, than anyone else."
One of his conditions for supporting tolls is a lockbox to use money collected for transportation purposes. The Department of Transportation has projected tolls could raise $1 billion in the first two years, he said, but that does not include some of the things he would like to see, including if a person passes under a toll within 10 miles of where their E-ZPass is registered they would not have to pay that toll.
A map including more than 80 toll locations put out by the state was irresponsible, he said. Placement of tolls needs to be strategic so drivers don't hop on and off tolled roads, burdening local streets. Putting tolls only at the state's borders would jeopardize federal highway funds Connecticut receives, he said.
Haskell also suggested the state needs to stop thinking of itself as 169 separate entities, which brought up the issue of regionalization, which he preferred to call municipal cooperation. He said there are opportunities to create efficiencies.
"The best way we can keep property taxes down is to find cost-saving opportunities with nearby towns."
To address many of the issues he spoke about, Haskell said he hopes to have a roundtable discussion with corporate and municipal leaders some time in the first half of 2019.


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Unfortunately, this ruling was made too late to be addressed in the current parliamentary sitting. OCN is hopeful that, with bipartisan support, this unintended consequence of the recent law reforms will be addressed in the first sitting of parliament in February 2018


text: This webinar was hosted by the International Federation of the Red Cross on 9 October 2018. A must listen if you are new to the portal or interested in how it can help you build resilience. Firstly Felicitas Ledergerber (IFRC Geneva) introduces the Zurich Flood Resilience Alliance and the role of the flood resilience portal within in. Jessica Short (Practical Action and content manager) then goes into more detail on the specific components of the portal that help users build flood resilience where they live and work. Then hear from Jimena Cuevas Portilla (knowledge manager at Mexican Red Cross), Brenda Avila Flores (Mexican Red Cross) and Ian O'Donnell (leader of the One Billion Coalition for Resilience, IFRC Geneva): all of whom are users of the Flood Resilience Portal, to understand how it has helped them design community programmes, keep up to date on the latest information and share their own knowledge of flood resilience.


text: A hybrid blush with three kinds of pearls that create an angelic-looking complexion. Give cheeks the appearance of soft springtime freshness and radiance. This blush brings together a harmony of three Meteorites pearls: a fuchsia that revives the natural color of the cheeks, an iridescent champagne that illuminates the curve of the cheekbones and a rose petal pink that gently refreshes the complexion. Housed in a limited-edition vintage box, it leaves behind a violet scent that's original and totally addictive.


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Disability insurance helps replace income lost because of an accident or illness. One survey found that 43% of people aged 40 will suffer a disability of at least 90 days before they reach age 65.1
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The setting couldn't be more picturesque. A 30 acre farm just outside of Portland, Oregon along the breathtaking Columbia River Gorge. Yuvonne, Scott and some 200 of their friends and family gave their eloquent vows to one another for life. True Vision Events was there to coordinate the party. Full bar, food, Dj, music and extras. It was one of the most dazzling and magnificent events we have been able to be a part of.
CLIENT: Yuvonne & Scott
ROLE: Wedding Event Planner