The University of Arkansas Community Design Center's design proposal for the Trailhead Complex at the Maumelle River Nature Center has won a 2013 Unbuilt Architecture and Design Award from the Boston Society of Architects. This is the sixth project by the center to receive an award from the society in its international awards category over the last 10 years.
The Trailhead Complex project, commissioned by Central Arkansas Water as part of a larger land conservation effort, covers 10,000 square feet and will cost about $3 million. The complex will consist of five basic components – a low-impact development parking garden, visitors hall, outdoor classroom, meadow walkscape and lookout tower – each of them demonstrating features and exhibits that support environmental conservation.
"The Trailhead Complex will be a signature project in Central Arkansas Water's growing portfolio of watershed protection and education measures, as well as a new direction for the role of design in general reforestation programs," said Steve Luoni, director of the Community Design Center and a Distinguished Professor in the Fay Jones School of Architecture.
"The U.S. Forest Service has taken a special interest in the Arkansas project because the proposal recasts generic environmental education as an art park. Hopefully, the national recognition will facilitate a successful capital campaign for Central Arkansas Water to build what could be a trend-setting project," he said.
Stephanie Liechty, stewardship coordinator for Central Arkansas Water, said the organization purchased the 915 acres that is the Winrock Grass Farm, located on the Maumelle River. The river is the largest tributary to Lake Maumelle, which is the main drinking water supply for central Arkansas, with 400,000 customers in Little Rock, North Little Rock and 15 other communities.
The purchase prevented the land from being developed into a subdivision that would have placed septic tanks in a floodplain that flows into the water supply. The property connects with land already owned by the Central Arkansas Water.
To help fund the purchase, the organization secured a Forest Legacy Program grant from the U.S. Forest Service. The grant requires that 75 percent of the property be in forest – "so we knew we wanted to conserve this property and restore it to what it was historically before the grass farm came along," Liechty said.
The Community Design Center was part of the team, with the Chicago office of Geosyntec Consultants, creating an overall site plan for the space, which is about 30 minutes from Little Rock near the Pulaski/Perry county line.
The Trailhead Complex design is an exhibit landscape intended to create memorable experiences that reenergize visitors' regard for environmental systems. The design of the components amplifies the educational functions through "strangemaking" approaches that emphasize contrasts between the natural and the artificial. Strangemaking is used by artists and educators to encourage discovery by making something familiar strange.
The Lookout Tower marks the limits of the trailhead complex and is used as a landmark to guide visitors throughout the park. The parking garden is a low-impact development stormwater treatment landscape bordered by walls made from river cane and grounded with pervious surfaces of granulated rock, porous pavers and rain gardens.
The Community Design Center's scheme provides a facility where visitors can gain "more appreciation of where their water comes from, while having a nice outdoor experience," Liechty said. One of her favorite elements is the lookout tower, which will provide visitors a "bird's eye view" of the landscape.
Planners will work with conceptual drawings and plans created by the Community Design Center and spend the next two years raising funds to start the project. The grass farm's lease on the land expires in 2015, which is when the restoration will begin, Liechty said.
Geosyntec Consultants are helping to determine the planting schedule for trees and grasses. Liechty said there are plans to reforest much of the property. They have handwritten notes from when the land was first surveyed in the 1800s, which document the types of trees on the land: bald cypress, cherry bark oak, other oaks and pines. The landscape will be layered, with lower levels of dogwood and persimmon trees.
The native grass restoration will include little blue stem, big blue stem and sideoats grama and will serve populations of quail and neotropical migrant birds. For that, planners are working with native grass experts at the Arkansas Game and Fish Commission.
The jury for the 2013 Unbuilt Architecture and Design awards program received 62 entries, of which five received an award. The winning projects will be displayed and presented at ABX (ArchitectureBoston Expo) at the Boston Convention and Exhibition Center in November.
The Boston Society of Architects was established in 1867 and is a chapter of the American Institute of Architects. The organization is committed to professional development for its members, advocacy on behalf of great design, and sharing an appreciation for the built environment with the public at large.
The University of Arkansas Community Design Center was founded in 1995 as part of the Fay Jones School of Architecture. The center advances creative development in Arkansas through education, research and design solutions that enhance the physical environment. It has provided design and planning services to more than 45 communities and organizations across Arkansas, helping them to secure nearly $65 million in grant funding to enact suggested improvements. In addition to revitalizing historic downtowns, the center addresses new challenges in affordable housing, urban sprawl, environmental planning, and management of regional growth or decline. The center's professional staff members are nationally recognized for their expertise in urban and public-interest design, and their work has received more than 90 design awards.


This Single Family Residence is located at 30 Tannehill Cv, Jackson, TN. The estimated value of this home is currently priced at $243,400, approximately $80 per square foot. This property was originally built in 1998. 30 Tannehill Cv is within the school district Jackson Madison Consolidated District with nearby schools including Pope School, Northeast Middle School, and North Side High School.
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There are currently 5 properties with a median home value on Tannehill Cv of $226,100, $17,300 less than this home. The median list price per square foot on Tannehill Cv is $76, $7 less than this home. Of the total homes on Tannehill Cv, 93% are For Sale, 7% are For Rent, and 73% are Single Family Homes. Interested in knowing how much your home on Tannehill Cv is worth? The Homes.com Automated Valuation Model (AVM) provides an estimate of the home value of every on and off market property in the US.


Becoming a Doctor is an ambition that many young Indian students nourish. In India, Doctors have their own place and status in the society. They are given much respect by people. Along with that, the profession is also financially well rewarding. All these factors together make this career a very popular and attractive choice among students! MBBS (Bachelor of Medicine and Bachelor of Surgery) is the Degree required to practice as a Doctor in India. In this article, you will be reading about MBBS course details, eligibility criteria, admission process, entrance tests, syllabus, PG courses and career prospects.
MCI (Medical Council of India) is the statutory body responsible for maintaining and improving the quality of medical education in India. MCI gives accreditation to Private and Government medical schools and colleges.
Doctors are healthcare professionals who are capable of diagnosing, treating and monitoring (the condition) of patients. Doctors use scientific knowledge to heal and help patients. Various methods are used by Doctors to improve the condition of a patient. Some of the methods are- administering medicines, surgery, therapy and counseling.
It is a noble profession and can be used to touch and influence the lives of people. It is a satisfying profession, where one could use one's knowledge and skills to bring relief into the lives of people!
The profession is quite challenging too. It involves tough working schedules, little to no rest (sometimes), emergency calls etc. Often, a Doctor has to put his/her comfort aside, for the sake of his/her patients!
Becoming a Doctor is not an easy task! Pursuing and completing MBBS course will make you a Doctor. But securing admission in a good medical college is a tough task! The competition among aspirants is so enormous that getting a seat in top medical colleges has become very difficult. But with hard work and dedication, no goal is beyond one's reach! In short, if you want to become a Doctor, you will have to work hard for it.
If you posses qualities such as- good memory, good communication skills, decision making skills, good observational skills, compassion, good academic aptitude etc, you may perform well in this field.
MBBS stands for Bachelor of Medicine and Bachelor of Surgery. It is an UG level Degree medical course. The course duration is 5½ years. The academic program is 4½ years long. 1 year is dedicated towards rotating internship.
The academic program is divided into 3 phases. The first phase if 1 year long. The second phase is 1½ years long. The 3rd phase consists of final 2 years. Together, these 3 phases are combined to form the 4½ years long academic program.
After completing the academic program and internship, successful graduates may use the prefix of 'Doctor (Dr)'. Successful graduates may start practice as medical practitioners and treat patients under supervised or independent setup.
Candidate must have passed 10+2 Science stream with Physics, Chemistry and Biology subjects, from a recognized board. Minimum aggregate marks required in PCB subjects- 50%. Minimum marks scored in Biology subject- 50%. Note: Minimum marks criteria may vary (usually around 50% marks).
Candidate must also have taken part in medical entrance examination organized by State or Central Government. Some of the well known entrance tests are- State wise CETs (Medical), AIIMS Entrance, AIPMT, PGIMER, JIPMER, NEET UG and AFMC. Note: There exists even more medical entrance tests. Some Private Universities have their own entrance tests (example- Manipal University).
Merit based admission process is followed in case of all institutes. Deserving candidates are allotted seats based on merit marks obtained by them. Entrance test marks and board examination marks are combined to create a 'merit score'.
Candidates may also make use of NRI quota and donation seats to secure admission by paying money. Many private colleges have a certain percentage of seats reserved under 'NRI' and 'Donation' quotas!
To get a better idea about the course structure, let us run through the list of important subjects present in MBBS program. In general, the course covers clinical and non clinical subjects.
Evaluation is done through internal assessment and University examination. University examination is the main evaluation. It is held at the end of each phase. Only on passing Phase 1 will one be able to take on Phase 2. Similarly, only on clearing Phase 2 will one be able to take on Phase 3 part 1. One may enter Phase 3 part 2 even after not clearing Phase 3 part 1. But to appear for Phase 3 part 2 exam, one must have cleared Phase 3 part 1 successfully.
Using the above mentioned PG courses, one may go for clinical or non clinical studies. PG courses can be used to specialize in a particular discipline/field. Some such areas of specializations are- Obstetrics and Gynaecology, Pathology, Orthopaedics, ENT, Anaesthesia, Paediatrics, Pharmacology, General Medicine, Radiology etc.
After completing any one of the above mentioned PG course, one may go for super specialty course. After MS, you may go for M.Ch. program. After completing MD, you may go for DM program.
Even after going through all these PG and specialty courses, a Doctor must keep the learning process a continuous one! He/she must keep up with the latest developments taking place in the field of medicine and healthcare sector.
Private practice (setting up own clinic) is another option available in front of graduates. Graduates may use CMS entrance test held by the Central Government and join Central Government setups (post of Medical Officer).
Graduates may also take part in Government schemes such as Rural Health Mission. Government enterprises such as ONGC, BHEL, OIL etc also recruit medical officers. One may also join hospitals as a Junior Doctor. Joining Armed Forces is another option (PG education at AFMC). Graduates may also work as a tutor at medical schools.
Hello sir, I have given 10th board exam and I got 70%maks. Our economical conditions are not good. I'm belongs to minority caste. I want to become a MBBS doctor. So tell me please which schools and colleges are good for me. I make my parents proud of me. Can you tell me how I can do. I am glad to you…..
Try to secure admission in a Government Medical College. Expense will be less there.
You may start checking our entrance preparation books. Work on the fundamentals. Make notes and revise them. Do self evaluation tests periodically. Go for coaching class if that benefits you.
I had given 10 exam . And I want to take biology for next class . How much minimum marks are required to take admission in the government college.
Technically, minimum marks required for admission is 50-55%. But you must score high marks to get into Government Colleges. You must also score well in relevant entrance tests.
I had given my 10th board examinations and want to take medical science .
So , in 12th how much minimum Marks are required to appear in mbbs entrance exam . Because I have decided to do 2 yrs. coaching along with my 11th and 12th and after 12th I want to give mbbs entrance exam .
If you have confidence, you may aim for this course.
if i get 60=%and belongs to sc caste do i will get seat at medical college for mbbs without appearing any competitive exam . how much minimum money required to cmplete mbbs and also doning pg courses i mean the fee structureand can u please prefer me any medical college i should try in assam and aslo in india.please rply me as soon as possible..
how to get seat in mbbs govt.quota for obc categories?
Mention your category in the admission form (that you fill up before participating in the admission process). You will have to provide the necessary documents though, to verify your claim.
admission to MBBS in private college and i had ST category?If yes suggest me something please.
Well, that depends on the cutoff marks. You may check previous years' cutoff marks and find it out.
what is the maximum range of marks in plustwo class & entrance exam to get admission to MBBS in government quota?
Soumya, not exact, but around 90% merit marks. If you belong to SC, ST or OBC categories, even lower marks will help you secure admission.


If you are reading this, you might be concerned about the attempts by cable and phone companies to change the internet, that you know and love, for the worse.
For some amusement you can also read, former Clinton Press Secretary, Mike McCurry's ridiculous attempt to defend net-non-neutrality. Except for paid lobbyists like McCurry, this movement has broad support from everybody from Glenn "Instapundit" Reynolds to Larry Lessig (to the very cool CUWin !).
Ashvin, I am encouraging people to take the Net Neutrality (Keeping the Internet a Level Playing Field, as I like to call it) fight local. If Verizon or AT&T are applying in your town or a town near you for a cable TV franchise then contact your local government and tell them to make Keeping the Internet a Level Playing Field an important part of the franchise agreement negotiations.
You call this a date ?


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Huron County Sheriff's Office
Lawsuit against Corbin goes in 'fired' deputy's favor
Cary Ashby • Jan 12, 2019 at 6:00 PM
Terry Shean said she got what she wanted from her lawsuit against Huron County Sheriff Todd Corbin — transparency in the proceedings and people knowing "I was fired."
"There are two things I wanted: I refused to resign — and that was asked of me — and that I wanted no hush orders; I wanted everything open book and Judge (Jack) Zouhary did grant that," she said.
Shean, in the spring of 2017, filed a lawsuit in the U.S. District Court for the Northern District of Ohio about her wrongful termination from the sheriff's office. The main focus was discrimination based on disability. Corbin requested her resignation, based on her medical issues keeping her from performing road patrol duties — something that court documents say Shean hadn't done in 30 years.
The lawsuit has been resolved in Shean's favor. She received a financial settlement, which she declined to disclose.
"It was a reasonable six-figure number," said Shean, who was focused on the open-book process of the lawsuit "so it could be shared with others."
"The money was secondary," she added. "Since there was a settlement made, it did not go to trial. There is no guilty person, so to speak, but these things happen every day and I don't know if it would be considered waving a flag for those kind of people who are disabled, but it certainly would be something that can be shared by them because of the open book. That's why that was so important because there are a lot of people who go through similar circumstances."
Shean, a 33-year veteran with the sheriff's office, worked for four sheriffs and the very beginning of Corbin's administration. Over the years, she worked as a dispatcher, deputy assigned to road patrol, training officer, assistant jail administrator, dispatcher supervisor and a lieutenant with the oversight responsibility of road patrol. Shean also handled inmate transportation to court.
"During that period, her record of employment was exceptional," her attorney, Paul Belazis, wrote in the lawsuit.
While performing administrative work, Shean notified the press about various awards and safe-driving initiatives. Dick Sutherland promoted her to lieutenant during his administration.
"I did the carry-conceal (weapons) program for a while. For a while, I was still running the corrections academies for the eight different agencies," Shean said, referring to continued professional training. "We did the first training at Fisher-Titus hospital and of course we included all the area police agencies at that time. We had a really, really good turnout for that."
As part of the lawsuit resolution, the judge ruled that Corbin fired Shean, she said, and didn't just force her to resign.
"I felt justified because the two things I wanted, the judge granted. The first thing was I did not resign at the request of the defendant. I refused to do that and the judge upheld that and that it was open book — everything that happens," Shean said.
Corbin couldn't be reached for comment this week. When the lawsuit was filed, the sheriff referred questions to attorney Jeff Stankunas, who said Shean "was not let go," but instead "was subject to a disability separation," which "is unique to government employees."
Corbin defeated incumbent Dane Howard in the November 2016 election.
One of the stipulations in the lawsuit was that Shean "supported" Howard in his bid for re-election. Shean wrote an editorial that was published in the Reflector "expressing her support for Sheriff Howard" and "signed the endorsement Lt. Shean of the Huron County Sheriff's Office," according to court documents.
"Immediately following his election, defendant Corbin expressed a strong desire to terminate (her) employment and the employment of two other sheriff's deputies who had supported Sheriff Howard," according to the lawsuit.
Before Corbin took office, Shean said she had a feeling there would be changes and "there would be some issues" regarding her job responsibilities.
"I didn't know exactly what, when or where, but I knew things were going to be different. That has held the course with every sheriff I've worked under," added Shean, who was hired by John Borgia.
Corbin's chief deputy approached Shean and told her to prepare to be on road patrol.
"That happened three days after (the) election," Shean said. "I had a letter from my surgeon who said that was not going to be (possible).
"I was born without a right hip; I never knew that until about maybe 18 or 19 years ago. I went to the Cleveland Clinic and they said eventually (there) was going to be need to be surgery. … There are clues that (there) was going to be a hip there, but it never grew."
Eventually, Shean said a doctor installed a new hip, "extended my right leg by three-quarters of an inch" and doctors built "a bridge" to join her pelvis and hip to get everything aligned properly. The surgery happened June 13, 2016, during Howard's administration.
"Todd Corbin had contacted me at home and asked me to resign. I refused. This was after I was escorted off the property," Shean said. "I was fired."
Pursuing the lawsuit
"The union was not very strong in representing me and they gave me the name of an attorney (who) … already had a conflict. He had already represented the sheriff's office … but somehow I was put in the hands of the right person," said Shean, who praised the hard work that Belazis did on her behalf.
It was the original attorney who recommended Belazis.
"He said to me, 'I happen to know an attorney (who) would do very well with me and he asked me to give a brief synopsis of everything that had transpired, which I did, and that's how I ended up with Paul Belazis," Shean said.
Some of the undisputed facts in the lawsuit were that Shean hadn't been on road patrol in 30 years "and following her June 2016 hip replacement surgery, her doctor advised that she could not be put at risk for physical altercation." Court documents also say that "given the nature of road patrol, the parties agreed Shean would be unable to perform these duties without accommodation."
Prior to leaving the sheriff's office, Shean was placed on administrative leave.
"In one of the depositions, I was asked if my job were offered to me if I would accept it. This was several months, nearly a year, afterwards and (after) everything that had transpired with the discoveries and different hearings and everything else. When they asked me in deposition if I would take my job if it were offered to me and I said 'no.' And I didn't even hesitate because I would be going into a toxic work environment," she said.
Pursuing the lawsuit was "more than a little bit" scary or intimidating, said Shean, who ultimately wants people facing disability discrimination or wrongful termination to know "there is a way" to handle the situation. She said filing a lawsuit isn't an easy journey, but it's one she's "absolutely" glad she took.
"There are so many people facing situations like this. Sometimes it's nice to know somebody has already walked that path," Shean said.

redpajama_set_name: RedPajamaCommonCrawl


Confused about acid malt? You won't be after you post your malt-related questions here!
Old malt - only fit for bird food?
Minch Malt 20 GBP a bag.
Has anyone compared heirloom barley to m o?
Is Golden Promise stickier than other malts?
Flaked Corn where to buy??
Can I use these flakes?
Honey Malt - What is it? Where can I get it?
Good Home Brew Shop in London Anyone?
Can I Steep Chateau Crystal?


Kevan Jon Saskia overlay dress and Opera jacket. A simply breathtaking two-piece that's perfect for many occasions. A stunning Mother of the Bride look offering something a little different and certainly not traditional. Wear it to the races and the jacket will have you looking fabulous and covered from the elements. We think this dress and jacket combo has it all for that fashion conscious female looking to be elegant and stylish on that special day.
Note :Dress comes up a little smaller in size.


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Lovely 2 bedroom, 2 bathroom end unit condo home located in Winter Park Woods community. Living room/dining room combo off entry with NEW wood LVP floors and neutral 2 tone paint. Kitchen includes breakfast bar and NEW stainless steel appliances. Newly carpeted bedrooms. Covered patio off rear sliding door overlooks playground and common area. Great spot to enjoy your morning coffee and start the day! Community is located close to shopping, dining, schools, and Barry University. Definitely a must see!!


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Sabiendas Official Website
Biography Deutsch/English
Nights to Remember
Fans/Supporter
Official Musicvideos
Livevideos
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We thank all organizers, bookers, bands and friends for the great support in 2019
and hope for a successful new year 2020.
All you you guys have a healthy, happy and successful New Year!
Great things will come in 2020 so be prepared.
Sabiendas signed at Massacre Records
The new Album will be released in spring 2020.
Recordings and Production of our third Album "Repulsive Transgression" are finally completed.
The Album was recorded at DNA-Studios in Menden and was mixed and produced by our great drummer
and sound pervectionist Toni Merkel. It took it's time but the results are amazing.
All Artworks are created by Björn Lensig. Old School as f*ck!! So be prepared my friends!!
Due to the fact that BretHard Records retired from business, an era has come to an end for us.
We would like to thank alle the people who were involved in Bret Hard Records and supported us
and our musik for nearly six awesome years.
We are now looking for an new Record-Label and Distribution-Partner for the release of our new Album.
April 5th,2019
Don't miss our next show at Frostbiter-Festival in Wuppertal.
Best of all worlds of Underground-Metal.
March 10h, 2019
Berlin is a big City. So why not play twice?
Returning in december with our friends of Pestlegion.
Something big, is coming!!
Black Serpent Promotion proudly peresents:
Back in Berlin in October 2019
Sabiendas is proud to be part of the most legendary Underground-Festival in Germany.
NRW DEATH FEST here we come!! get yor ticket!
Sabiendas is proud to be part of the most legendayry Unerground-Festival in Germany.
Visit our Web-Shop
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First shows for 2019
We have a short-term invitation to Berlin!
Great to be back!!
February 18h, 2018
We are proud to announce our second UK-Tour in May 2018
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STILL AVAILABLE !!
CDs, Vinyls, T-Shirts, Girlie-Shirts
We are proud to confirm our first Summer Festival Shows for 2018
Sabiendas is busy on new material for the next album.
Meanwhile you guys and girls can enjoy our fist official Lyric Video.
-The Castle- taken from out latest Album - Column of Skulls -
Edited by Lorenzo van Mourik
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go to the Archive for Older News
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Fighting A Threat to Medical Innovation
Confronting a National Epidemic
A Community Facing Threats
Working with Celebrities for Issues Advocacy
John Schmidt is a seasoned public affairs professional with more than 20 years experience in managing specialized public affairs campaigns for a wide range of corporate and association-related interests at the state and national levels. As President of Schmidt Public Affairs, he has successfully directed many large-scale public affairs and advertising campaigns focusing on government reimbursement programs, health care and provider issues, quality, branding and crises, among others.
John has served as lead communications counsel to several health care provider interests, where he has spearheaded award-winning public affairs initiatives, including grassroots, grasstops and earned media campaigns. His expertise in Medicare, Medicaid, tort reform, HIT, staffing issues, quality programs, regulatory and reimbursement reform and crises situations has resulted in billions of dollars in restored or new funding for his clients.
John has also led comprehensive public affairs initiatives for other health care groups including oncology, CKD and ESRD/dialysis, health information technology, imaging, biotechnology, oxygen providers, state health care organizations, pharmaceutical interests and patient advocacy groups. His strong command of legislative and public policy issues has garnered numerous top national awards from the public relations industry trade, including the top public affairs campaign in the country for three consecutive years.
Before founding Schmidt Public Affairs in early 2004, John was Senior Vice President for Edelman Public Relations' Healthcare and Sciences practice. His other roles prior included Group Manager for Ketchum Public Relations' Public Affairs practice, and Vice President of Ruder Finn.
John is a graduate of the University of North Carolina at Chapel Hill with a B.A in Advertising/Journalism and serves on the UNC School of Media & Journalism Advisory Board, as well as the UNC Board of Visitors. John is married with three children and two dogs. He resides in Alexandria, Virginia.
John Schmidt
Ellen Almond
Eric Hoffman
Erin Schmidt
Rebecca Reid
Kristen Burke
Sarah Feagan
Katie Duncan
Conor McGrath
Elizabeth Vasilogambros
Sarah Ann Rhoades
Jack Memolo
Bryan Yannantuono
Alisann Fatemi
Belle the Office Dog
It Starts With a Conversation
Ready to be a leading healthcare voice in DC and across the nation? We'd love to hear from your healthcare organization.
© Copyright Schmidt Public Affairs


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You are here: Home / Featured / Salmonella From Contact With Farm Animals
Salmonella From Contact With Farm Animals
December 1, 2012 by Carla Gillespie
Contact with farm animals might be a bigger cause of bovine-associated salmonellosis in humans than we thought, according to a study published in the December volume of Emerging Infectious Disease, a scientific journal produced by the Centers for Disease Control and Prevention (CDC). So, prevention efforts, which mostly focus on foodborne transmission, should be broadened to include animal contact, the study suggests. That would include farm workers, cattle producers, petting zoos or animal exhibits at fairs.
Researchers suggest several preventative measures that minimize the likelihood of becoming infected with Salmonella from direct contact with farm animals. The first is washing hands with soap and water. The second, the high-risk group which include children under five, seniors, pregnant women and others with compromised immune systems "pay special attention to hygiene or avoid certain animal contacts altogether." Third, veterinarians should educate farm employees and others who work with cattle "to wash well after work or before eating, to disinfect boots and equipment, and to keep coveralls out of the house."
Salmonella is a bacteria that causes gastrointestinal illness if ingested. Symptoms include abdominal cramping, vomiting and diarrhea which can sometimes be bloody. Each year, roughly 1.2 million people contract salmonellosis, about 400 of those cases are fatal. The incidence of human salmonellosis is now significantly higher now than it was during 2006–2008, according to the CDC.
Researchers, Kevin J. Cummings , Lorin D. Warnick, Margaret A. Davis, Kaye Eckmann, Yrjö T. Gröhn, Karin Hoelzer, Kathryn MacDonald, Timothy P. Root, Julie D. Siler, Suzanne M. McGuire, Martin Wiedmann, Emily M. Wright, Shelley M. Zansky, and Thomas E. Besser studied Salmonella in 835 case patients in New York and 562 case patients in Washington state, from March 1, 2008, through March 1, 2010. They found that contact with farm animals during the 5 days before illness onset was "significantly associated with contracting salmonellosis. The odds ratio was 3.2, p = 0.0008 after consumption of undercooked ground beef and unpasteurized milk were controlled for and 7.4, p = 0.0002 after food exposures were controlled for.
The risk is greater for people who have regular contact with cows than for those who might visit a cow exhibit at a petting zoo. "Although attendance at an open farm/petting zoo/fair was not significantly associated with being a case-patient in this study, it is logical to believe that visiting such a facility might increase the risk for salmonellosis, on the basis of our other findings. [Salmonella] is transmitted primarily by the fecal–oral route.
"Direct contact with the feces of infected cattle can occur through feeding, petting, or otherwise handling them; contaminated clothing or footwear, animal bedding, barriers, or other environmental surfaces can also be sources of infection. This threat is underscored by the recent finding that the median duration of fecal Salmonella shedding following clinical disease among dairy cattle is 50 days," the study notes.
Filed Under: Featured, Food Safety, News Tagged With: Cattle, Salmonella


The modelling of shipping freight markets. The application of the methodology of system dynamics to the modelling of behaviour in world shipping freight markets, and to decision-making in medium sized shipping companies.
© 1979 Taylor, A. J. This work is licensed under a Creative Commons Attribution-Non-Commercial-Share-Alike License (http://creativecommons.org/licenses/by-nc-nd/2.0/uk).
The world shipping freight market for the transportation of bulk cargo - liquid and dry - is characterised by the somewhat erratic and extreme fluctuations exhibited by many of the measures that can be used to describe the "state" of the market. Such 'measures' include the spot freight rates - the cost to the shipper of chartering a unit of shipping capacity 'on the spot' (that is, not reserving the vessel in advance), - the proportion of chartered tonnage at any time taken on a period (time) basis as opposed to a voyage (single) basis, and the rate at which orders for new vessels reach the shipyards. These factors are extremely variable, and have exhibited a similar form of behaviour for a large number of years. This present thesis describes an attempt to investigate the behaviour of the freight market (bulk cargo); the aim of the investigation being to identify the structure of the market system and to construct a System Dynamics model which describes the complex relationships in the market and which can be used to explore questions relating to present or future market behaviour. The construction of such a model is described, together with an exhaustive chapter on the analysis of the model, covering loop-analysis, the behaviour of the model under various test inputs, and the senstivity of the model to significant changes in parameter values. The final chapter considers the use of the model, and, in particular, describes its use in an investigation of the feasibility or desirability of introducing tonnagestabilization schemes into the market. Such schemes aim to prevent the freight rates from falling to unacceptably low values, by implementing a scheme whereby tonnage is withdrawn from operation and laid-up: the decrease in the supply of tonnage then has a positive influence on the freight rates. It is concluded that the problems involved in designing such schemes preclude the schemes from implementation. The appendices cover the various data used in the determination of market relationships, as well as the computer listing, in Fortran, of the market model. Also included in an appendix is a description of the application of System Dynamics to a hypothetical company. The tcompany model' allows for the examination of chartering policies and lay-up policies under a variety of conditions of market demand.


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Resident at elderly apartment complex in Rhode Island shot three people before killing himself, police say
Posted: Dec 19, 2019 11:16 AM CST
Updated: Dec 20, 2019 11:30 AM CST
**Embargo: Boston, MA** Three people were injured in Westerly, Rhode Island, in what a state Emergency Management Agency spokeswoman called an "active shooting situation." By Eric Levenson and Elizabeth Joseph, CNN
(CNN) -- A 66-year-old man living at an apartment complex in Westerly, Rhode Island shot two employees -- one fatally -- and another resident before apparently killing himself, Westerly Police Chief Shawn Lacey said.
Police received calls just after 10:30 a.m. Thursday about a shooting at Babcock Village apartments, a three-story affordable housing complex for elderly and disabled people in the beachside town, Lacey said.
At the complex, they found two facility employees and a resident, all women, who had been shot in a front-office area.
After securing the building and reviewing surveillance video, local and state police determined the suspect was a resident, Lacey said.
A tactical robot entered the suspect's apartment and found him dead of an apparent self-inflicted gunshot wound, Rhode Island State Police Superintendent Col. James M. Manni said.
Police identified the deceased victim on Friday as 47-year-old manager Julie Cardinal.
Another employee, Robin Moss, 38, was taken to Yale New Haven Hospital in critical condition, police said Friday, and 66-year-old Babcock Village resident Donna Thornley was in stable condition at a local hospital.
Lacey said Thursday that police were familiar with the suspect, though he did not go into further detail.
"We have just dealt with him in the past," he said.
Westerly Public Schools temporarily put its schools on lockdown, which has since been lifted.
Westerly, in southwestern Rhode Island, has a population of about 23,000.
CORRECTION: A previous version of this story incorrectly reported the age of a shooting victim. That victim is 66.


DuPage County Law Enforcement arrested Robert Mendoza in DuPage, Illinois. He is 6' 1'' tall, and has brown eyes. All suspects are presumed innocent until proven guilty. Information about upcoming court dates for Mendoza may be obtained from one of the following law enforcement or prosecuting agencies: DuPage County Law Enforcement.
DISCLAIMER: Arrest records of Robert Mendoza are public documents and are provided here for informational purposes only. Publication here does not mean that Robert Mendoza has committed a criminal offense, it is only a record of arrest. This information may not be used to determine Robert Mendoza's eligibility for credit, employment, housing or other business transactions. Contact the law enforcement officials in DuPage, Illinois for further information on Robert Mendoza's legal status. All individuals on this website are considered innocent until proven guilty.
Robert Mendoza is a -year-old Male.
Is this a mug shot of Robert Mendoza?
Are any other mug shots of Robert Mendoza available?
Additional mug shots of Mendoza Robert may be available from DuPage County Law Enforcement.
How tall is Robert Mendoza?
Robert is 6' 1'' tall.
Mendoza Robert's eyes are brown.


You are visiting the placeholder page for Kevin Blount. This page is here because someone used our placeholder utility to look for Kevin Blount. We created this page automatically in hopes Kevin Blount would find it. If you are not Kevin Blount, but are an alumni of Canoga Park High School, register on this site for free now.


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Business of News
In the era of fake news, where have all the fact-checkers gone?
By Stephanie Fairyington
I was among nearly 40 casualties when, in April of last year, American Media Inc., owners of The National Enquirer and Star, purchased Us Weekly from Wenner Media. As the magazine's longtime research chief, it was my job to untangle facts from falsehoods—so I didn't expect that AMI, a company infamous for distorting the truth, would spare my staff or me. The general public may not see the line that separates the former Us Weekly from the down-market tabloids David Pecker, AMI's chairman and CEO, publishes, but there is a line—and it's bold.
Us Weekly maintained a fact-checking department more robust than many of our country's most respected publications. The print magazine had two staffers, myself and a deputy, and a large team of freelancers (anything from four to seven checkers depending on where we were in the closing cycle). More surprisingly, the magazine's online iteration employed two staff research editors, three freelance fact-checkers, and a weekend checker. These days, the digital properties of print magazines usually rely on writers and editors to check their own stories.
Related: Magazines find there's little time to fact-check online
In a telephone interview with CJR, Michael Steele, the former editor in chief of Us Weekly who headed New York magazine's fact-checking department in the late 1990s, explains why it was particularly crucial for Us Weekly's website to have a dedicated fact-checker: "A lot of our stories had a short shelf life. A few days later, there was less interest in them. For that reason, the tempo in which we published was necessarily very fast."
It was, perhaps, the irony of all ironies: In the age of post-truth and alternative facts, America's second-best-selling gossip magazine made accuracy a top priority.
The swift pace made writers more prone to error, which risked sinking the integrity of the editorial, Steele says. "Even small mistakes, like copy errors and misspellings, undermine the reader's confidence," he says. "Getting as many facts right as possible helps bolster the authority of the journalism." To sustain rapidfire publishing, it was more effective to entrust designated checkers, as opposed to editors and writers, with sussing out mistakes: "If I wanted the writer and editor to move quickly onto the next story, it was a much more efficient system to rely on checkers." It was, perhaps, the irony of all ironies: In the age of post-truth and alternative facts, America's second-best-selling gossip magazine made accuracy a top priority.
Today, online operations often forego fact-checkers, and print publications have seen a steady decline in fact-checking resources over the past decade. These are troubling trends. But not everyone sees it that way. Some argue that the internet has radically improved the quality and speed of fact-checking, making robust teams of researchers obsolete.
I interview eight research editors to assess the current state of magazine fact-checking from multiple perspectives—and to give voice to the often invisible men and women tasked with maintaining the integrity of some of the country's most important publications.
In 1993, Cathy Garrard, the research director of Hearst legacy brands Redbook and Woman's Day, moved to New York City to start a career in journalism. "My first job out of college was at Glamour magazine," she recalls. "For a girl from Kansas, that's like Cinderella at the ball." Like many of us who end up in research, Garrard quickly realized freelance writing wouldn't pay the bills, so she took a fact-checking gig at the now-defunct Total TV. "In those days, you used Leonard Maltin's Movie Guide. There was no IMDb, no Wikipedia," she says.
Garrard, who spent nearly a decade at Condé Nast's Self, where she worked on stories that won National Magazine Awards, says fact-checking was laborious and time-consuming back then: "It was a lot more digging and actual reporting, as opposed to just verifying facts." It required making telephone calls—and waiting for answers—as well as locating and referencing actual books. (To think of it!) Where you'd once have to wait a week to obtain a new study, today you can have it in minutes. "The pace of fact-checking is lightning speed," she says. "Access to information has improved exponentially."
Cathy Garrard, research director of Redbook and Woman's Day (Photo Courtesy of Cathy Garrard)
Garrard thinks Hearst's decision to consolidate three titles—Redbook, Woman's Day, and Good Housekeeping—under the Lifestyle Group to cut costs and pool resources made sense. "It's a very forward-thinking strategy," she says. "There used to be a lot more luxuriating in the world of fact-checking, but you also needed a standing army of checkers because stories took longer to check and were often crashed into the issue at the 11th hour. You would only get three or four stories to work on for the entire issue. Now, I can check two or three articles in a single day."
Esquire's Research Editor Robert Scheffler shares Garrard's view that the internet has made massive fact-checking squads obsolete. "We'd be lost with seven checkers today. We wouldn't have anything to do," he says. Scheffler came to New York City in the mid-1990s, determined to make it as a musician. For a steady paycheck, a friend got him a freelance fact-checking gig at the storied men's magazine. He's now been there for two decades, including 16 years as head of its research department. Scheffler remembers having to share a single computer and Nexis account with seven other people in the late '90s. "It's amazing to think about that," he says. "When I started out, you got a phone and roll of quarters," he jokes. Twice a week, he and his fellow checkers would scavenge the local bookstore to chase down errant facts: "We'd pretend we were buying books, but were only using them as references."
Related: The New Yorker's chief fact-checker on how to get things right in the era of 'post-truth'
Today, he runs the department with two research associates and the odd freelancer. "We lost a lot of people when information got easier to access," he says. But unlike Garrard, Scheffler expresses some misgivings about sharing resources across several titles. "But we'll deal with it if it happens," he says. In his view, the danger of consolidation is twofold: the possible homogenization of content, and different sets of fact-checking standards. "We wouldn't want anyone to say we were being too slow when we were just being thorough," he explains.
There used to be a lot more luxuriating in the world of fact-checking, but you also needed a standing army of checkers because stories took longer to check and were often crashed into the issue at the 11th hour."
If the merging of resources forces him to relinquish another staffer, Scheffler says, he'll have to strategize to manage the loss: "We'll have to think about what we can shave off of our purview." After all, he and his team have done it before. When it most recently downsized, they cut the tedious task of checking the dense pages of fashion credits in the back of the book by shifting that responsibility onto the fashion team.
Ceasing to check soft pages or relaxing the process of checking all pages are two ways magazines have dealt with staff reductions in print. A veteran fact-checker, who has held positions at popular glossies since 2001 and asked to remain anonymous, says at the weekly where she was most recently employed, checkers only had time to "check the basics"—hard facts like names or titles. "We couldn't do a full check on the entire magazine with the staff we had, so they ended up cutting back on what our responsibilities were," she says.
Esquire Research Editor Robert Scheffler (Photo Courtesy Robert Scheffler)
Most of the checkers interviewed by CJR agree that less manpower means less-than-thorough fact-checking practices, but some, like Scheffler, point out that the speed with which fact-checkers now gather information has also engendered some sloppy habits. He finds, sometimes, that newly minted journalism graduates "haven't gone the extra mile" when tracking down birth, marriage, or divorce dates, for example. If it's been printed enough, he says, they accept it as fact.
A longtime research editor for distinguished publications, who asked to remain anonymous, agrees: "In the past, if someone said they graduated from Harvard College, we had to call the Admissions Office at Harvard and get confirmation that this person did, in fact, go there and did, in fact, graduate. I think that level of interrogation doesn't happen anymore. A checker will go online and see that someone said in their bio or on their LinkedIn page that they went to Harvard and that's what they'll rely on."
That level of interrogation doesn't happen anymore. A checker will go online and see that someone said in their bio or on their LinkedIn page that they went to Harvard and that's what they'll rely on."
Lori Segal, the research director of Condé Nast's Allure and Teen Vogue, however, doesn't feel her work has suffered since the advent of digital. She is just as thorough, she says, and more efficient. Condé Nast's restructuring last year didn't challenge her high standards, either. Under the newly formed Content Integrity Group, some staffers are dedicated to specific titles while others float between several. In her view, the reorganization has provided her with more resources, not fewer. "The floaters are resources that weren't available before," she says. "While other publications might have shrunk or gone freelance, we still have a strong staff."
Segal's team, which includes three research managers, checks the print and online versions of the magazines she oversees, as well as video, branded extensions, and partnerships. That's a tall order: Although the print edition of Teen Vogue folded last year, the online property publishes between 30 and 35 posts a day, and Allure, a monthly, publishes between 25 and 35 pieces a day online.
Online, the volume of copy and the speed at which editors expect it to be published pose tough challenges for fact-checking. Unlike most publications, which don't vet digital content, Segal and her team check the websites of Allure and Teen Vogue, but in a different way than for print. She compares it to triage: "You look for things that are crucial to the story. You want every detail to be right, but the focus is on legally problematic and sensitive information and getting the basics right." A lot of the checking, she explains, entails evaluating the quality of primary and secondary sources, which is easier to do online because the copy is annotated with hyperlinks. If she can't track down a fact, she'll eliminate it. "You have the time for stubborn facts when hunting something down for print because you have the luxury of having a couple days with a story. For online stories, my go-to is: When in doubt, cut it out."
Peter Canby, head of fact-checking at The New Yorker (Photo Courtesy Peter Canby)
Condé Nast's legendary New Yorker fact-checking department, which includes a staff of 17, relies on a similar system for its online articles. "We have a small fact-checking department [of four] run by two deputies online," says Peter Canby, who's overseen the department on and off since the mid '90s. "We check new writers and pieces that are more sensitive than others." Generally, stories get what he calls a "newspaper-level fact-check," where editors and copy editors vet the pieces they themselves edit, and "a certain percentage get a full fact-check." Every two weeks, Canby rotates a print checker into the mix to ensure the checking standards for online and print are in sync.
ICYMI: How Tom Tryniski digitized nearly 50 million pages of newspapers in his living room
Pat Singer, research director of Condé Nast's Glamour and former fact-checking chief at Vanity Fair and Self, vets the magazine with a team of six—a mix of staffers and freelancers— and "handles digital material on an as-needed basis," she writes in an email. "For breaking news and controversies," she notes, "we activate our 'fast-twitch' checking muscles, while longer-form pieces would need planning and forethought, as for print." Hearst manages online content in a similar way.
Segal likens publishing copy without checkers to "going into a snowstorm without your coat and hat. You can do it for a little bit, but you're going to eventually get frostbite."
"From the inception of digital, print and digital were kept separate," says Scheffler at Esquire. "Over the years, they [upper management] waxed and waned about whether to keep them together. But as it stands, they are literally on another floor." His team is tasked with the occasional sensitive feature, but generally editors "quiz their own writers" to check copy. As someone who has often written for the website of Hearst's Elle, I can attest to the thoroughness of the editors who have grilled me on facts they couldn't verify independently. But, as someone who's been a checker for nearly a decade and a half, I'm not sure relying on editors to vet copy is enough.
For one, editors and writers are too mired in the story to interrogate the copy with a sufficient level of distance and rigor. A longtime research editor puts it this way: "You need someone who's impartial, and who's not invested in telling the good story, because by necessity the editor and writer want to tell a sexy, compelling story."
Lori Segal, research director of Allure and Teen Vogue (Photo Courtesy Lori Segal)
Segal likens publishing copy without checkers to "going into a snowstorm without your coat and hat. You can do it for a little bit, but you're going to eventually get frostbite." And getting frostbite could mean a multimillion-dollar lawsuit. As Scheffler puts it: "The best litigation preventative is fact-checking." A former research chief who currently works at a high-end culture magazine agrees, saying that hiring online checkers has a "long-term economic value" that "the suits" don't see. "Fact-checkers are insurance. They maintain the integrity of the publication. That's what people are paying for—a trusted source. If you lose that, you lose your readers."
But not everyone is sounding the alarm, Garrard says: "If you get it wrong on the Web, you can change it. It doesn't have to be permanent." Noting that newspapers don't rely on fact-checkers to vet content but rather run daily corrections, Garrard thinks it makes sense that digital, which moves at an even faster clip than newspapers, would adopt a similar model. She emphasizes, however, that "in an ideal world, every piece of content would be thoroughly vetted for accuracy before being introduced to any readers."
"Unfortunately, the online economy doesn't afford a lot of resources," Us Weekly's former Editor in Chief Steele says. "But if consumers start to expect and demand quality, then the market will support it."
With industry-wide dips in print and ad sales and circulation, as well as the persistent struggle to monetize digital content, it's understandable—essential, even—for publishers to rethink their business models.
But it's a bad time in history to skimp on fact-checking—and not just because we have a president who will milk every opportunity to disparage the press as "fake news."
But it's a bad time in history to skimp on fact-checking—and not just because we have a president who will milk every opportunity to disparage the press as "fake news." The public, including the subjects of high-profile stories, can easily call out magazines' mistakes to their followers on social media, potentially sullying a brand's reputation. Slimmer editorial staffs and the higher pace at which content is published both raise publications' vulnerability to error.
In the meantime, some media insiders think third-party fact-checking organizations such as Snopes, PolitiFact, and Pundifact are the answer to scaled-down—or nonexistent—research departments. I, however, find little solace in nonpartisan clearinghouses for facts. How many readers actually visit these sites to corroborate what they read? Very few, I imagine.
When AMI's slick duo Dylan Howard, editor in chief of The National Enquirer, and James Heidenry, the former editor in chief of Star, came to Wenner Media to interview me for the job I'd held for seven years and discovered how robust our online fact-checking staff was, Howard boasted: "I've run three digital properties for years without a single fact-checker." When they flipped through my fact-checking guidelines, they scoffed at how strict my rules were: "You can't even rearrange quotes?" Howard asked. They both laughed. They did, however, concede one point: After reading that my guidelines prohibited use of Star as a legitimate source without verifiable court documents or video footage, Howard said with a chuckle: "Fair enough."
When CJR reached out to AMI for comment regarding my recollection of our exchange, the company provided the following statement: "We would never address any communication directly between us or a prospective employee as we respect the privacy of such conversations. As far as any comments the author seems to recall Mr. Howard making during the author's employment interview, he emphatically denies making such comments."
In the end, AMI took only one research editor from our team to fact-check the entire Us Magazine website, which publishes about 60 posts a day. That is an impossible, and futile, endeavor. Less than four months later, they let him go, and he's not been replaced.
Trending: Contracts of silence
Stephanie Fairyington is a former research chief at ELLE and Us Weekly, and currently works as a writer and editor in NYC. Find her on Twitter @Fairyington1


Overview. The USC Marshall IBEAR MBA is a one-year, full-time international MBA program designed for mid-career professionals. Established in 1978, the program has over 1,800 alumni from 60 countries.
The typical IBEAR class is comprised of 55 participants from 12 to 15 countries. On average, participants are 36 years old and have 12 years of work experience; 80% are in the 32 to 40 age range. One-third of participants are sponsored by companies and family-owned businesses and two-thirds are self-sponsored. The rich diversity of participants can best be understood by reviewing the bios of the current class.
Program of Study. Participants complete 19 courses and earn 56 credits over five intense 8-week terms. The 12-month program includes IBEAR core courses, electives at the Marshall School and other USC schools, a team-building retreat, domestic and international experiential learning trips, and a 4-month long management consulting project. Courses are taught by Marshall School faculty with substantial global expertise.
Management Consulting Project. The 5-unit capstone course of the program, the International Business Consulting Project (IBCP) is a proprietary consulting project that requires the integration of prior coursework to make actionable recommendations to senior-level corporate sponsors. Teams of five to six IBEAR participants from diverse cultural backgrounds and with a broad range of industry and functional skills work together for 4 months under the guidance of Marshall faculty with extensive international consulting experience. International travel for primary research is a vital part of many projects.
Experiential Learning: IBEAR's International (IELP) and Domestic (DELP) Experiential Learning Programs are a unique way for participants to get an up-close view of key economies in Asia Pacific, and network with business leaders across a variety of companies in the United States.
The International Experiential Learning Program (IELP) is a 10-day trip to cultural and economic centers in two Asian economies designed to provide participants with a deep understanding of business practices, conditions, and opportunities. Participants interact with domestic and international business leaders, policymakers and government officials. Recent trips have been to China, Indonesia, Myanmar, Singapore, Thailand and Vietnam; expenses are fully covered by alumni donations. For a closer look at international experiential learning please visit the IELP Program website.
The Domestic Experiential Learning Program (DELP), led by IBEAR's Associate Director of Career Development, consists of two 3-day treks to Silicon Valley and Seattle. Through a combination of industry-specific roundtables, company visits and networking receptions, participants gain insights into the 'business of business' as well as a range of career paths. Recent company visits have been to Amazon, Boeing, DellEMC, Facebook, Google, Samsung, Sequoia, Starbucks, Tableau, and Trianz among others; a portion of expenses are covered by alumni donations.
Career Development. IBEAR's comprehensive career planning and development program is designed for the unique needs of mid-career professionals. Participants have access to a dedicated Associate Director of Career Development, who provides expert guidance on competencies ranging from career exploration and personal branding to resume development, professional networking, job search strategy, interview preparation and negotiation strategy. This is complemented by extensive exposure to business leaders and world-class organizations through a year-round speaker series, on-campus recruiting, and career treks to Seattle and Silicon Valley. Given the small class size - 35 to 40 job-seekers - participants receive highly-personalized coaching and support in identifying and achieving their career objectives.
IBEAR alumni and students, Bay Area.
Alumni Network. IBEAR's 1,800 alumni from 60 countries are strategic assets of the program. IBEAR alumni build lifelong relationships with each other and with IBEAR faculty and staff. Alumni regularly recruit and interview candidates, mentor and hire current participants, sponsor IBCP consulting projects, and do business together. IBEAR alumni clubs are active in cities around the world and IBEAR alumni often hold leadership roles in Marshall and USC alumni clubs globally.
IBEAR Residential Community. IBEAR provides a housing subsidy to self-sponsored students who choose to live in the Park La Brea Apartment complex located seven miles west of campus. The subsidy offered amounts to $6,000 for participants residing alone or with their spouse in a one-bedroom apartment, and $9,000 for participants with children in a two-bedroom apartment. Since 2013, 75% of participants have chosen to reside in the IBEAR Residential Community.
Scholarships and Loans. IBEAR provides scholarships for highly-qualified international and U.S. applicants which range from $5,000 to $50,000. American students receive assistance from USC's Financial Aid Office in obtaining U.S. government and commercial loans. International students often obtain loans from private lenders, which they approach and work with directly.
Costs. Tuition and Program Fees are estimated to be $116,500 in 2019/20 and living expenses for a single participant are estimated to be approximately $50,000 for a 12-month period. As a one-year MBA program, the opportunity costs and living expenses of the IBEAR MBA are 50% of a two-year MBA program.
"I like the concept of IBEAR MBA. If you want to be a global leader in a global company, IBEAR is better than any other MBA program."


Balancer is a minimalistic floor lamp using a simple and elegant mechanism for adjusting light direction. By turning the big knob, the user can slide the bending lever up and down to find the best light direction for optimal comfort. The lampshade and the blub come in one. The mechanism is visible to the eye, so that user knows instantly how the product works.
这件作品是2014年作品 Balance / 平衡灯 的衍生版本。 这款灯具采用了简单但优雅的机械结构,让用户可以自由调节灯光的位置和方向。将灯罩和灯泡融为一体,是为了剔除了不必要的装饰和结构;让机械结构清晰可见,则能让用户更加本能地学会如何使用。 操作方法很简单:用户只需逆时针旋转灯杆上的大旋钮,然后上下移动它,找到最佳位置后,顺时针旋转固定即可.
One Piece is a minimalistic desk organizer cut in one single piece of material. The various cutting shapes provide the optimal arragement for stationaries. It makes arranging stationaries a pleasant user experience and turns what used to be messy into a beautiful order.
yuue is a young design studio based in Berlin, Germany. yuue designs lights, furniture, accessories of different application and electric devices. yuue puts a great amount of value on the interactive and emotional aspects of a product. Being familiar with the markets and design industries in both Europe and China, yuue is working with different design companies across continents. yuue is also considered as one of the best young Chinese design studios active on the global level.


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7 dead as Pakistan security forces raid militant hideouts in north-west
Paramilitary soldiers patrol near the school which was attacked by Taleban gunmen in Peshawar on Dec 19, 2014.  -- PHOTO: REUTERS
https://str.sg/3sUv
PESHAWAR, Pakistan (AFP) - Seven people, including a policeman and paramilitary soldier, were killed in two separate incidents when Pakistani security forces hit militant hideouts in the restive north-west on Saturday morning, officials said.
In the first incident, the police and paramilitary soldiers raided suspected hideouts in the Mechani neighbourhood of Shabqadar, a town around 30km north of Peshawar.
"A soldier of the Frontier Corps and a policeman embraced martyrdom in an exchange of fire with militants in Mechani neighbourhood of Shabqadar Saturday morning," local police official Wilayat Khan told AFP.
He said two militants belonging to Tehreek-e-Taliban Pakistan (TTP), the militant organisation that carried out Tuesday's massacre at a military-run school in Peshawar - the deadliest ever attack in Pakistan - were also killed.
Rasheed Khan, another senior official confirmed the incident. He said the militants opened fire when the police and paramilitary troops raided their hideouts.
In another incident, five members of the TTP, including a local commander, were killed.
"Five members of the Tehreek-e-Taliban Pakistan (TTP) were killed in a raid on their hideout in Gujjar Gadi neighbourhood of Matni, around 16 miles south of Peshawar," a senior security official told AFP.
The incident was confirmed by other local intelligence sources.
The army has been waging a major offensive against longstanding Taleban and other militant strongholds in the restive tribal areas on the Afghan border for the last six months.
But a series of fresh strikes after Tuesday's Peshawar attack, which left 149 people dead - most of them children, suggest the military is stepping up its campaign.
As the Peshawar tragedy unfolded, army chief General Raheel Sharif said the attack had renewed the forces' determination to push for the militants' "final elimination".


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Home » Office Hours » Technoplans vs. technolust
Technoplans vs. technolust
This entry was posted in Office Hours on November 1, 2004 by TTW Editor
A well-thought-out technology plan can help libraries stay on course
We may know that technology is not an end in itself but a tool to help us meet our libraries' service goals, but that's easy to forget. After all, technology often sucks up huge amounts of attention, money, and staff resources. Our users, also technology consumers, have evolving expectations of what the library should provide. Yet new technologies can be disruptive to both staff and public. Added to all this, some of us remain technophobes while others are consumed by technolust – an irrational love for new technology combined with unrealistic expectations for the solutions it brings.
How do we find our way through this confusing technological terrain? We need only one thing: a plan. The overall goal of such a plan is to ensure that technology meets the mission of an organization. It should clarify who is to be involved in the process and the plan's intended audience and life span. Staff must buy into the plan. Promote it to all stakeholders so they know what's ahead-the goals-and what it takes to get there-the work. While it's not discussed here, every initiative also needs solid cost analysis, from hardware to software, from staff training to ongoing hours. And, keep that technolust under control.
Meet the mission
"A successful technology plan should be based on the institution's overall mission," says Jim Gingery, acting director of the Milwaukee County Federated Library System (MCFLS). "The plan should be robust enough to stretch staff without overwhelming them." As part of its overall mission, MCFLS aims to assist "member libraries in the utilization of current and evolving technologies to provide the highest possible level of library service to all residents of Milwaukee County." Its plan builds on that, setting as its vision "the maintenance and improvement of end user public service." The plan includes four goals relating to infrastructure, the shared OPAC, documentation and training, and resource sharing. Objectives expand further, each with specific activities (establish Help Desk services to troubleshoot equipment problems; offer users the ability to place holds.)
The mission of the Portage County Public Library, WI, is to "provide information, support lifelong learning, and promote reading and literacy." Its vision for technology is to guide library customers in their use of electronic information and provide access to information with the necessary hardware, affordable products, and services. This includes creating and maintaining a state-of-the-art infrastructure incorporating objectives such as implementing wireless telecommunications and the Z39.50 protocol to connect to other library holdings.
Depending on the size of your library, a planning team might be made up of administrators, IT personnel, reference librarians, and others, including those who interact with patrons and understand what they want. Planning teams might also bring on board stakeholders from outside the library, such as IT leaders in local schools, colleges, and museums-this could also lead to new partnerships.
Staff participation works best "if there is good communication already going on between supervisors/managers and front-line staff," says David King, IT/web project manager at Kansas City Public Library (KCPL), MO. New services, of course, must have folks to run them or know how they work. "IT will sometimes plan something with new technology, and no one else knows about it until it impacts the front-line public services staff."
A living document
Many library technology plans, like MCFLS's, span two or three years. At KCPL "planning is done formally every year," King says. "The whole library system submits projects, ideas, and possible initiatives to IT, and we put them on a list with projected completion dates and go from there." Those ideas are evaluated for impact on budget, staffing, and the library system.
Jessamyn West, outreach librarian at Rutland Free Library, VT, believes a "good plan should last a while because it should anticipate at least some technologies, but it should be flexible enough to incorporate others. A three-year plan gets you some solid tech with no huge surprises, while the 'vision thing' can last five to ten years in terms of what role the library wants."
No matter what the duration, a technology plan must be a "living document," says Chris Jowaissas, network deployment manager for the Gates Foundation. Oversight again must include all stakeholders. Gingery reports that MCFLS uses biennial reviews that include MCFLS staff, a technology advisory committee, the board, and multitype library representation. Sandra Nelson, author of Wired for the Future: Developing Your Library Technology Plan (ALA Editions, 1999) is more demanding: "Once a plan is developed, it should be reviewed monthly and updated as new products and services that support the library's services priorities become available."
Buy in, not out
Communication is important for staff buy in. One Midwestern library implemented a virtual reference project with little staff input. "All the librarians just kept forgetting to log in to manage chat," one of the librarians reports.
In addition to involving staff from the beginning, buy in can come from staging informational meetings for all stakeholders and providing good training up front and regular updates on how and when the plan is being implemented. Surprising a team of library workers with a new technology is a recipe for front-line, and customer service, disaster.
Obviously, not every staffer will agree with every technology initiative. But, says West, "they should at the very least feel consulted and not be hostile toward it."
Who are we planning for?
Everett Rogers's Innovation Adoption Curve is a useful model for library planners. It includes Innovators, who jump on the latest, greatest thing; Early Adopters, who are on the cutting edge but proceed carefully with implementation; Early Majority, the folks just behind the early adopters who proceed even more carefully; Late Majority, who only implement when everyone is doing it; and Laggards, who drag their feet until the new thing is old hat.
When beginning a technology plan, think about who you are planning for. Are you trying to satisfy the innovators in your IT department? Are you planning just enough so those laggards on your staff won't have to deal with too much, too fast? All are important, but users are the real focus of our planning.
A planning librarian will seek to understand where on the Rogers curve her community more or less fits. She understands that her users may not care about metasearching of database content but may care very much about placing holds on materials from home via the library's web site.
Every few months a new technology, or at least buzzword, makes its way through the conferences and blogs. Yes, we need to follow developing technologies in our industry and the consumer world as well. But it's not so important which technologies exist as it is when-and if-they hit the tipping point and "everyone" in your community starts using them. In your library's neighborhood, for example, when do you need to use a DVD player to view a rental movie? Or when is every other young adult in your library carrying an iPod? How does this portable storage device relate to library content?
Lusting in our hearts
The flip side of such mindfulness is technolust. We have all seen it. A librarian returns from a conference, high on the possibilities of that oh so hot technology. Twelve months later, that expensive new technology sits on a dusty virtual shelf. Or a trustee hears of a technology that has changed the workflow of well-known retail establishments and decides the library must have it as well.
"Some directors who succumb to technolust want the latest, greatest tech toy because they themselves are techies," says author Nelson. "Others who get caught up in technolust…have little interest in technology…[but are] pushed into unwise decisions by technology staff."
Technolust can send a library spinning in too many directions. Often technolust ignores the library's technology plan in favor of speedy implementation. Meanwhile, service initiatives are put aside to kowtow to the next big thing.
Good planning can deflect technolust. King reports that KCPL was interested in staff using PDAs in its renovated library. New technology at KCPL is always part of the technology plan, with "some sort of planning group working on the impact on staff, impact on the budget, and what the outcomes might be." With PDAs, "we set up a committee, let them try out PDAs, and had them report back," comments King. The result? PDAs wouldn't work for staff.
Do we need a fax machine?
"Technomust" may be more prevalent than technolust, according to Gates Foundation's Jowaissas. "Many libraries experience technomust and follow the crowd, albeit later rather than earlier…. They buy technology because others do, not because they have a plan about how they are going to use it to provide better service," Jowaissas says.
Technophobia can cause problems as well. Nelson says, "There are still directors who resist every technology advance almost to the point that the technology has been superseded by a newer technology…. One common excuse is 'No one has asked for it.'"
Technology and libraries in the 21st century are wedded, and this marriage is a long-lasting one. A library that recognizes how technology can improve services for its community is destined for success. No matter what technologies or services you go with, remember to plan with your users in mind.
Portage County Public Library Technology Plan 2003-2006
library.uwsp.edu/pcl/techplan_backup.html
(www.webjunction.org) offers several web-based resources for planners. webjunction.org
This post was originally published in Library Journal as Technoplans vs. Technolust.
Stephens, M. (2004). Technoplans vs. technolust. Library Journal, 129(18), 36-37.
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Best Buy sign in Peoria, Ill., in 2012.
What's the best day of the week for laying off employees? A certain well-known electronics retailer has apparently settled on Tuesday.
The Minneapolis Star Tribune reported last week that Best Buy, the struggling electronics retail giant, has regularly been laying off small groups of employees at its headquarters in Richfield, Minn. The latest rounds of low-key layoffs have come a few months after Best Buy shed 400 corporate and support workers. The new layoffs are unique not only because they've trickled out slowly as opposed to taking place with one big chop, but also because they've been taking place on one particular day of the week: Tuesday.
Employees have even given a name to the event: Termination Tuesdays.
A Best Buy representative says the layoffs have not been taking place every single week, and insists that shrinking its workforce — around 5,000 in recent years at the corporate campus, down from 9,000 at its high — is necessary for the retailer to best compete in today's marketplace. Spokeswoman Amy von Walter tells TIME that the layoffs are an unfortunate part of the company's ongoing transformation plan, which was dubbed Renew Blue and announced earlier this year. "When we committed to reducing costs as part of our Renew Blue transformation efforts, we said our first priority was to identify savings in nonsalary expenses, but we have also had to make some difficult decisions involving head count, which ultimately allow us to accelerate our work to transform our business," von Walter says.
Nonetheless, anonymous sources within the company indicated that morale has reached new lows, what with colleagues disappearing left and right, and that the atmosphere is especially tense on Tuesdays. "Whenever someone leaves their desk, we think that person just got laid off, when he or she might just be going to the bathroom," one Best Buy employee told the Star Tribune.
The Tuesday terminations have generally been hitting a handful of employees at a time, perhaps a dozen or two, tops. Why not simply pull off the Band-Aid quickly with one mass layoff? That approach can be brutal, but at least it gives those remaining behind the impression that their jobs are (somewhat) safe.
Some have speculated that Best Buy may be firing people in dribs and drabs because doing so allows the company to circumvent a federal law that orders large employers to give 30 days' notice of impending mass layoffs. Piecemeal terminations may also help Best Buy minimize the bad p.r. and media coverage that often accompany large-scale layoffs. Best Buy said that all such speculation about how and why it is right-sizing its workforce is off base.
Human-resources experts have varying views about which day of the week is best (least painful) for firing people. Some say Friday works best because it's least disturbing to the office; the individual leaves for the weekend with everyone else and simply never comes back. Others think that a Friday firing is unnecessarily cruel. "Fridays make the departure less dramatic but could leave the employee stewing over the weekend," a Wall Street Journal story on the topic stated. Pivotal Integrated HR Solutions is decidedly anti-Friday firings. "Fridays are recommended as not ideal because the employee would be left facing a weekend of going over things in his/her mind without being able to seek assistance," a company post explained.
So what we're left with is the midweek termination, which gives the freshly canned worker ample time left in the week to evaluate severance packages (if offered), to get legal and personal advice, and to also start the job hunt. Hopefully, the timing helps to avoid totally ruining the person's weekend as well.
Look at things that way, and it seems sorta nice of Best Buy to choose Tuesday as the day to give workers the boot.


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