text:
You are here: Home / Blogs / Rick_Caudle's blog / Tickets For Feb. 12 Fedor/Heavyweight Grand Prix In New Jersey On Sale Next Week

Tickets For Feb. 12 Fedor/Heavyweight Grand Prix In New Jersey On Sale Next Week

    Sat, 2011-01-08 09:59 — Rick_Caudle

    Saturday, Feb. 12, IZOD Center, East Rutherford, N.J.;
    Ticket Pre-Sale Begins Next Wednesday,
    Tickets On Sale To The Public Next Friday

    NEW YORK (Jan. 7, 2011) – Fans wishing to purchase tickets for the blockbuster Mixed Martial Arts (MMA) mega-event featuring the return of legendary Fedor “The Last Emperor” Emelianenko and the kickoff of the STRIKEFORCE World Grand Prix – Heavyweight Tournament on Saturday, Feb. 12, at the IZOD Center in East Rutherford, N.J., won’t have to wait long.

    A special ticket pre-sale for “STRIKEFORCE Insiders,” begins Wednesday, Jan. 12, at 10 a.m. ET and ends Thursday at 10 p.m.  Fans can sign up to become an “Insider” at

    Tickets go on sale to the public on Friday, Jan. 14, at 10 a.m. ET at the IZOD Center box office, online at and and by phone at (800) 745-3000.

    A three-stage, single-elimination tournament comprised of eight of the world’s top heavyweights will begin with two tremendous quarterfinal matches on Feb. 12.

    In the main event, Emelianenko (31-2, 1 NC) will take on Antonio “Big Foot” Silva (15-2) in a STRIKEFORCE and M-1 GLOBAL co-promoted event. The co-feature will pit former world champion Andrei “The Pitbull” Arlovski (15-8) against Sergei Kharitonov (16-4), the last man to defeat STRIKEFORCE Heavyweight World Champion Alistair “The Demolition Man” Overeem.

    The famed Fedor, 34, of Stary Oskol, Russia, will be making his first start since it was announced earlier this week that STRIKEFORCE and M-1 GLOBAL, in association with SHOWTIME®, had signed a new, multi-year agreement to co-promote events headlined by the MMA legend.

    In his last fight, the 6-foot Fedor suffered a shocking upset loss to Fabricio Werdum on June 26, 2010. Until then, Fedor had manufactured an unprecedented, record-setting run of 28 consecutive victories, earning him recognition as the world’s all-time greatest pound-for-pound fighter.

    Silva is a 6-foot-4, 31-year-old Brazilian Jiu-Jitsu black belt who has won eight of his last night fights. All but two of his victories have come by knockout. Only five of his fights have gone past the first round.

    Arlovski, of Minski, Belarus, is one of the most popular and recognizable fighters in the history of MMA. A hard-hitting, extremely athletic 6-feet-4, 31-year-old, he has fought and defeated some of the best since turning professional in April 1999.
    A winner in four of his last five fights, the 6-foot-4, 30-year-old Kharitonov is the last man to defeat Overeem.  On Sept. 17 2007, he scored a thunderous first-round KO of Overeem with a single punch in Yokohama, Kanagawa, Japan.   Kharitonov is coming off a 1:25, first-round TKO (knee) destruction of Tatsuya Mizuno this past Dec. 31 in Japan.

    STRIKEFORCE ( is a world-class mixed martial arts cage fight promotion which, on Friday, March 10, 2006, made history with its "Shamrock vs. Gracie" event, the first sanctioned mixed martial arts fight card in California state history.  The star-studded extravaganza, which pitted legendary champion Frank Shamrock against Brazilian Jiu-Jitsu black belt Cesar Gracie at San Jose's HP Pavilion, played host to a sold-out, record crowd of 18,265.  Since 1995, STRIKEFORCE, sanctioned by ISKA, has been the exclusive provider of martial arts programming for ESPN and, after 12 years of success as a leading, world championship kickboxing promotion, the company unveiled its mixed martial arts (MMA) series with "Shamrock vs. Gracie."  In May 2008, West Coast Productions, the parent company of STRIKEFORCE, partnered with Silicon Valley Sports & Entertainment (SVS&E), an entity created in 2000 to oversee all business operation aspects of the San Jose Sharks and HP Pavilion at San Jose.  In March 2009, STRIKEFORCE signed a multi-year agreement with SHOWTIME® to stage live events on the premium cable television network.  The promotion has since also produced two live, primetime events on the CBS Television Network.

    About M-1 Global
    Founded in 1998, M-1 Global ( has established itself in the realm of mixed martial arts (MMA) as the premiere entity for discovering and developing the world’s next-generation of superstar fighters. With offices in St. Petersburg, Amsterdam, New York City, Washington DC, Los Angeles and affiliates in Kuala Lumpur, Seoul, Tokyo and Paris, the M-1 brand has staged over 70 events worldwide including the M-1 Selection and M-1 Challenge events and its co-produced STRIKEFORCE events in the United States. Captivating the live, television and broadband audiences with its superior production values and match-ups, M-1 events boast some of the sport’s top names including Fedor Emelianenko, Andrei Arlovski, Aleksander Emelianenko, Gegard Mousasi, Alistair Overeem,Ben Rothwell, Melvin Manhoef, Roman Zentsov, Stephan Struve and rising stars Shamil Zavurov, Byron Byrd, Alexander Sarnavskiy and Vinny Magalhaes. 2011 marks a breakthrough year with two Selections tournaments across Eastern & Western Europe, North America and Asia and a full calendar of Challenge events fuelled by a talent-rich contention system ranking M-1 Global’s Champions amongst the greatest in the sport.
    M-1 Global’s greatest asset is the number one heavyweight fighter in mixed martial arts history, Fedor Emelianenko. With daily coverage on all MMA-related websites in the world, and articles in Time Magazine, LA Times and New York Times, Fedor and M-1 Global make a lifetime match serving as the catalyst to grow MMA in the 21st century.

    About Showtime Networks Inc.
    Showtime Networks Inc. (SNI), a wholly-owned subsidiary of CBS Corporation, owns and operates the premium television networks SHOWTIME®, THE MOVIE CHANNEL™ and FLIX®, as well as the multiplex channels SHOWTIME 2™, SHOWTIME® SHOWCASE, SHOWTIME EXTREME®, SHOWTIME BEYOND®, SHOWTIME NEXT®, SHOWTIME WOMEN®, SHOWTIME FAMILY ZONE® and THE MOVIE CHANNEL™  XTRA.  SNI also offers SHOWTIME HD™, SHOWTIME 2 HD™, THE MOVIE CHANNEL HD™, SHOWTIME ON DEMAND®, THE MOVIE CHANNEL ON DEMAND™ and FLIX ON DEMAND®.  SNI also manages Smithsonian Channel™, a joint venture between SNI and the Smithsonian Institution.  All SNI feeds provide enhanced sound using Dolby Digital 5.1. SNI markets and distributes sports and entertainment events for exhibition to subscribers on a pay-per-view basis through SHOWTIME PPV®.

    STRIKEFORCE                           Mike Afromowitz (917) 566-8754,
    Showtime Networks Inc.           Chris DeBlasio (212) 708-1633,
                                                           Annie Van Tornhout (212) 708-1663,
    Brener Zwikel & Associates     Steve Pratt (818) 462-5602,
                                                           John Beyrooty (562) 233-7477,

    Fight Shop

    OTM - Global Domination Long Sleeve Rash Guard Back
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This La Mariana Sailing Club coffee style tiki mug was designed and made by Toddlyn who is a long time server there and has created other mugs for the resturant/bar. This one has a tiki handle.
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This is a coffee mug shaped like a Tiki head with a second Tiki forming the handle. The main head has a figure-eight shaped mouth and clenched teeth.
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Open MPI logo

Open MPI User's Mailing List Archives

  |   Home   |   Support   |   FAQ   |   all Open MPI User's mailing list

Subject: Re: [OMPI users] Problems in 1.3 loading shared libs when using VampirServer
From: Jeff Squyres (jsquyres_at_[hidden])
Date: 2009-02-25 11:14:27

On Feb 25, 2009, at 8:43 AM, Gerry Creager wrote:

> If you simply want to call is "Problems in 1.3" I might have some
> things to add, though!

I'm not quite sure how to parse this sentence -- are you saying that
you have found some problems with Open MPI v1.3? If so, yes, we'd
like to know what they are (so that we can fix them!).

Jeff Squyres
Cisco Systems


text:
Our Yelp Reviews

Bring an offer from a competitor.

We Will Beat It By $5!

 *Offer must be a valid unexpired offer from a competing clinic in Santa Ana only such as email offers, text offers, flyers, postcards, etc.

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(Walk-ins before 5PM)

Sat: 11AM - 5PM
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We are on the corner of 4th Street & Golden Circle

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Our doctors, and medical staff work with you to assure you of the highest benefits. During your initial visit our medical doctors will speak to you and also evaluate you, along with your health background along with other pertinent details. With this information our physician will formulate a plan and proper diagnosis of your needs. Next, we will assist you to customize solution plan together that is specifically designed to your needs.

Treatment options will be offered, with their positive aspects, and side effects outlined. This is part of our integrated method towards a complete and effective resolution. If we believe we are not in the position to help with your situation effectively, we have a directory of seasoned referral clinics and psychiatrists. In the end, you can rest assured that your needs will be handled one way or another.

You're not just another number.

At Open Care Medical Center, we really spend time to get acquainted with you and what you need help with. Our medical doctors work intensively at helping you feel good again, efficiently and quickly. Since we're all in this together, we are wholly dedicated to helping you and teaching you successful strategies that will last a life time.

We strongly recommend against buying any Chronic Pain treatments illicitly - you are taking a severe hazard to health as well as a risk with the law. Somebody that isn't a medically trained professional will not be able to distinguish between different prescription drug interactions and psychiatric symptoms, mental medical and health problems. The best and most complete assessments, diagnosis, therapy and treatment planning for pain management are performed by licensed doctors or psychiatrists with special medical training. Sellers that aren't medically trained might not fully understand implications they are most often interested only in your cash and not your health. If you're self medicating you need to come in and see our doctor - do it the safe way and stay away from potential future legal issues and health problems.

All of our doctors are licensed by the Medical Board of California.

To schedule an appointment call 1-877-54-MYDOC (546-9362) or book online here:

The aim of every successful pain management plan is to improve function, enabling individuals to operate, attend school, or be involved in other every day activities. Clients and their doctors have numerous methods of the treatment of pain; some are better than others. We always encourage incorporating various other holistic or alternative methods and treatments for pain that are safe for ideal final results - this can include relaxation, yoga, acupuncture, natural and organic remedies, etc. These techniques can be powerful, when used in combination according to those who advocate their use.

Some of Our Pain Management Program Goals:

* Obtain a comprehensive examination to define the physical components of pain
* Raise management of pain and reduce impairment involving pain
* Present other ways to increase day by day functioning
* Deal with mental health issues related to chronic pain, such as anxiety, depressive disorders and sleep issues
* Assess for substance addiction, chemical dependency or drug and alcohol abuse
* Lower reliance upon alcohol consumption etc. for pain relief

No matter the treatment plan, it is important to understand that pain is manageable. You must have a positive outlook and believe that your pain is manageable. Do not worry that there is not a solution - as a result of fast developments of contemporary medical science, there are now many diverse pain remedies available. The degree of pain differs from one individual to another, so treatment plans are tailored to your specific needs.

We know that living with chronic pain is very tough, and we know how to help. It can make it hard to experience perhaps the simplest daily activities. At Open Care we recognize that dealing with and managing any type of pain means healing both the mind and the entire body - the strategy we take is an integrated one that is able to combine the employment of medical and psychological treatment for most beneficial permanent effects. This treatment features a thorough assessment and analysis of your internal and external conditions.

Our Pain Management Program is led by physicians who specialize in caring for patients who are affected by pain and who have been unable to deal with this pain without the help of other available treatments.

Therapy is determined upon an personalized basis, as no two patients are identical. An effective analysis of an individual with chronic pain and coexisting disorders, including problems with capsules, takes a multidisciplinary team strategy. Utilizing a multidisciplinary team is very important for the problems patients as well as their families’ face who have been severely afflicted with chronic pain along with other psychological and medical disorders. Sometimes substance dependence or addiction can be caused by the misuse of chronic pain opiate treatments.

Our pain management physicians understand that the best solution for you requires them to use appropriate treatments as shown by your history and present signs and symptoms. Our physicians also believe it is imperative to work together with you to create the most successful customized treatment plan so that when you leave you have the greatest likelihood of recovery.

When searching for a treatment center to help you with your chronic pain, you should find a setting that is appropriately licensed to offer comprehensive, state-of-the-art therapy with clinicians specifically educated and experienced with treating pain. At Open Care Medical Center, our doctors and staff are trained in the latest advancements in cutting-edge chronic pain treatment. These include the use of a pharmacological remedy that is effective in minimizing physical pain as well as opiate withdrawal symptoms and accompanying cravings. Doctors at Open Care Medical Center are credentialed by the FDA to prescribe this treatment. Because Open Care is licensed by the State of California, you can receive this outstanding quality of care while you are a resident. To find out more, contact us today. We are able to answer all your questions.

*Each individual’s treatment and/or results may vary based upon the circumstances, the patients’ specific situation, as well as the health care provider’s medical judgment and only after further discussion of the patient’s specific situation, goals, risks and benefits and other relevant medical discussion. Click here to read our medical disclaimer.*

Our Hours:

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Saturday : 11AM - 5PM (Walkins welcome before 4pm)

Our Address:
2001 East 4th Street (Corner of 4th Street & Golden Circle)
Suite 200 (Upstairs on 2nd Floor)
Santa Ana, CA 92705


text:
Re: (ITS#7025) "the backglue code doesn't install a handler for the Abandon operation"

hyc@symas.com wrote:
> Marc Patermann wrote:
>> Howard,
>> Howard Chu schrieb (01.11.2011 18:39 Uhr):
>>> Also, this script just performs sync searches, what do you use to
>>> generate the writes?
>> you mean the write which kills the server?
>> It just one simple mod of an object which I made in Apache Directory Studio.
> I'm unable to reproduce this crash. I have your slapd.conf and test data, I
> have run 80-some instances of your script as you've described. While the
> initial sync search is running I perform a modify of the base entry of the
> subordinate database. Everything continues to run. I've also waited for all of
> the initial refresh traffic to finish first, and then perform the modify, and
> still no crash.
> To be more clear - do you perform your modify while the sync searches are
> still refreshing, or after all of the refreshes have completed?
> Do you run the clients on the same host as slapd, or on a remote machine?

By the way... Your backtrace shows a crash down a code path that only gets
executed when an operation is abandoned. None of the steps you've outlined
ever cause an abandon or connection close to occur, so again, we can't
duplicate the problem.

   -- Howard Chu
   CTO, Symas Corp.           http://www.symas.com
   Director, Highland Sun     http://highlandsun.com/hyc/
   Chief Architect, OpenLDAP  http://www.openldap.org/project/


text:
Re: MigrationTools-40 and encrypted passwords

Thank you so much Andreas!!! This is exactly it, I now have it working thanks to your help.  I can't
help but wonder why this patch (the date of the message is from over a year ago) isn't in the stable
tree.  It'd be nice not to have others continue to trip over the same thing.

Andreas Hasenack wrote:
> Em Wed, Apr 17, 2002 at 11:34:47AM -0400, charlie derr escreveu:
> > I am working on getting nss and pam ldap working, and am making good progress.  One problem seems to
> > be when i use these MigrationTools (a collection of perl scripts) to try to move the users from a
> > machine into the directory, the userPassword entries get stuck in as {crypt}, but somehow that isn't
> > usable (i can't successfully bind to the server using the password that was set).  Does anyone know
> It's ok to be {crypt} with an md5 hash, glibc (linux) will understand it.
> A problem I had was that the md5 algorithm used by the client (in /etc/shadow, f.ex.) and
> the one used by the ldap server were different due to linking problems.
> Wil Cooley explains this in this mailling list post:
> http://www.openldap.org/lists/openldap-software/200103/msg00125.html
> Perhaps that's the problem you are having. I applied that patch and hashes from /etc/shadow
> in userPassword in the ldap server started working again.


text:
ldap_simple_bind_s() failed - Protocol error

Hello All,

I installed Apache-2.0.44 and openldap-2.1.12 in redhat linux

Both have installed without any error and works fine in basic testing.When i
configure apache to authenticate against ldap user

i got following error in apache log
[Thu Mar 06 15:57:05 2003] [warn] [client] [15881] auth_ldap
authenticate: user joe authentication failed; URI / [ldap_simple_bind_s()
failed][Protocol error]

but its working fine when i use openldap-2.0.27 i was able to authenticate.

Is there any problem with openldap-2.1.x versions or should i do something
in configuration options.

Adv Thanks and Regards,


text:
Re: how to best create a new slave server?

I never used SyncRepl, but after reading about it, I somehow feel that changes are replicated to the slaves not when the changes are made on the master (which is almost immediate with slurpd), but when a slave wants, i.e. slave queries the master several times an hour (and causing unneeded traffic sometimes, especially when there are many slaves).

Certainly you can configure it to do that. But that's not your only option. I use syncrepl with refreshandpersist and the changes are almost immediate.

If you do decide to have it only request changes every so often, that still isn't a lot of traffic.


text:
Re: overlay: How to not apply attribute modification to background ?

Hi again Lucas,

All right then! You're in the right place, sorry! :P

On Wed, Aug 25, 2010 at 12:04 PM, Lucas Brasilino <lucas.brasilino@gmail.com> wrote:
Hi Matheus

> I think you should post your question on openldap-devel list instead of
> openldap-technical.

Maybe. Since is stated at openlda-devel that:

"This mailing list is for engineering discussions regarding the
development of OpenLDAP Software (as well as JLDAP and JDBC-LDAP).
That is, this list is for discussing the development of code
distributed as part of OpenLDAP Software, JLDAP, and JDBC-LDAP

and I know many openldap developers are around, I've decided to post here :)

By the way, taking a look at denyop overlay, It seems that if my
'operation modify callback' returns 0
instead of SLAP_CB_CONTINUE this issue it's resolved. I'll try.

Lucas Brasilino


text:
Re: ppolicy overlay

On Tuesday, 20 December 2011 11:13:07 Selcuk Yazar wrote:
> Hi
> i've installed succefully, ppolicy overlay and ldap password policy
>  objects my directroy.
> So what do i expected for now ?
> because nothing happened. we are using jamm mail account schemas and sample
> accounts very old, and i expected expire all of them but nothing happened.

Note that one of the operational attributes required for ppolicy to enforce
settings will only be populated on password changes that occur when ppolicy is

Please test by changing the password of a test account that has a policy with
a short expiry time. Note the '-e ppolicy' option for ldapwhoami and
ldappasswd that you should use to test your policy.


text:
• Mercedes-Benz

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false false


text:
Client Profile: Summary, 2011

A special interest's lobbying activity may go up or down over time, depending on how much attention the federal government is giving their issues. Particularly active clients often retain multiple lobbying firms, each with a team of lobbyists, to press their case for them.

Total Lobbying Expenditures: $10,000
   Subtotal for Parent Wawa Inc: $10,000

Wawa Inc Lobbying by Industry
Food Processing & Sales$10,000

Itemized Lobbying Expenses for Wawa Inc
Firms HiredTotal Reported by Filer Reported Contract Expenses (included in Total Reported by Filer)
Nixon Peabody LLP-$10,000

Italicized records not included in Total Reported by Filer

Search database by:

Advanced Search

Find Your Representatives

NOTE: All lobbying expenditures on this page come from the Senate Office of Public Records. Data for the most recent year was downloaded on April 20, 2015.

Feel free to distribute or cite this material, but please credit the Center for Responsive Politics. For permission to reprint for commercial uses, such as textbooks, contact the Center:


text:
Fiber Mills Manager $350,000Venue Rental06/06/12
Fiber Mills Manager $225,000Catering06/26/12
Fiber Mills Manager $118,125Catering08/02/12
Fiber Mills Manager $75,000Venue Rental03/15/12
Fiber Mills Manager $67,250Venue rental07/23/12
Fiber Mills Manager $67,250Catering08/02/12
Fiber Mills Manager $25,000Venue Rental12/20/11
METHODOLOGY: The numbers on this page are based on contributions from PACs, Levin money donors, and individuals giving $200 or more, as reported to the Federal Election Commission.

NOTE: All the numbers on this page are for the 2012 election cycle and based on Federal Election Commission data .

Feel free to distribute or cite this material, but please credit the Center for Responsive Politics. For permission to reprint for commercial uses, such as textbooks, contact the Center:
Find Your Representatives


text:
Search database by:

Tim Murphy

Tim Murphy

Representative (R - PA)
First Elected: 2002 Next Election: 2012

Select cycle and data to include:

  • Campaign Cmte Only
  • Leadership PAC Profile Only
  • Campaign Cmte & Leadership PAC Combined

Committee Assignments:

Energy and Commerce

Leadership PAC (1):

Campaign Cmte Fundraising, 2011 - 2012

Raised: $2,386,295 Sparklines Explanation coming soon
Spent: $2,649,102
Cash on Hand: $121,283
Debts: $0
Last Report: Monday, December 31, 2012

Top 5 Contributors, 2011 - 2012, Campaign Cmte

US Steel$20,000$10,000$10,000
Federated Investors Inc$17,500$16,500$1,000
Eckert, Seamans et al$17,318$17,318$0
EQT Corp$16,000$6,000$10,000
Toshiba Corp$14,450$6,750$7,700

Top 5 Industries, 2011 - 2012, Campaign Cmte

Health Professionals$191,400$21,900$169,500
Oil & Gas$135,000$27,700$107,300
Electric Utilities$96,200$10,000$86,200
Lawyers/Law Firms$89,118$48,618$40,500

Total Raised vs. Average Raised

Source of Funds (Campaign Cmte Only), 2011-2012

Individual Contributions About Size of Contributions
 - Small Individual Contributions
 - Large Individual Contributions
$83,628 (4%)
$1,033,626 (43%)
legendPAC Contributions $1,243,753 (52%)
legend Candidate self-financing$0 (0%)
legend Other$25,289 (1%)

NOTE: All the numbers on this page are for the 2011-2012 election cycle and based on Federal Election Commission data available electronically on April 16, 2013 (for Fundraising totals, Source of Funds and Total Raised vs Average) and on March 25, 2013 for Top Contributors and Industries. In the "Source of Funds" chart, "Large Individual Contributions" refer to all contributions from unique individuals aggregating to more than $200 within a cycle, and "Small Individual Contributions" refer to all contributions from unique individuals totaling $200 or less within a cycle. ("Help! The numbers don't add up...")

The organizations themselves did not donate, rather the money came from the organizations' PACs, their individual members or employees or owners, and those individuals' immediate families. Organization totals include subsidiaries and affiliates.

Why (and How) We Use Donors' Employer/Occupation Information

Feel free to distribute or cite this material, but please credit the Center for Responsive Politics. For permission to reprint for commercial uses, such as textbooks, contact the Center.

Find Your Representatives

Fundraising Events:

When:  May 23 2012
What:  Lunch Reception
Beneficiaries:  Tim Murphy

When:  Mar 30 2011
What:  Lunch
Beneficiaries:  Tim Murphy

When:  Mar 17 2011
What:  Breakfast
Beneficiaries:  Tim Murphy

When:  Mar 11 2011
What:  Breakfast
Beneficiaries:  Tim Murphy
Event data provided by:


text:
Search database by:

Rick Berg

Rick Berg

Representative (R - )
First Elected: Next Election: 2010
Rep. Rick Berg ran for the Senate in 2012 and lost

Select cycle and data to include:

  • Campaign Cmte Only
  • Leadership PAC Profile Only
  • Campaign Cmte & Leadership PAC Combined

  • No Leadership PAC money for selected cycle

Committee Assignments:

Campaign Cmte Fundraising, 2009 - 2010

Raised: $2,120,920 Sparklines Explanation coming soon
Spent: $2,094,847
Cash on Hand: $26,073
Debts: $154,250
Last Report: Friday, December 31, 2010

Top 5 Contributors, 2009 - 2010, Campaign Cmte

State of North Dakota$23,350$23,350$0
Growth & Prosperity PAC$20,000$0$20,000
Dakota Fence$19,300$19,300$0
Scheels All Sports$18,400$18,400$0

Top 5 Industries, 2009 - 2010, Campaign Cmte

Leadership PACs$134,900$1,500$133,400
Crop Production & Basic Processing$132,621$125,621$7,000
Real Estate$125,549$113,049$12,500
Oil & Gas$125,411$106,161$19,250

Total Raised vs. Average Raised

Source of Funds (Campaign Cmte Only), 2009-2010

Individual Contributions About Size of Contributions
 - Small Individual Contributions
 - Large Individual Contributions
$251,954 (12%)
$1,368,511 (65%)
legendPAC Contributions $366,220 (17%)
legend Candidate self-financing$124,695 (6%)
legend Other$9,540 (0%)

NOTE: All the numbers on this page are for the 2009-2010 election cycle and based on Federal Election Commission data available electronically on May 20, 2011 (for Fundraising totals, Source of Funds and Total Raised vs Average) and on February 04, 2013 for Top Contributors and Industries. In the "Source of Funds" chart, "Large Individual Contributions" refer to all contributions from unique individuals aggregating to more than $200 within a cycle, and "Small Individual Contributions" refer to all contributions from unique individuals totaling $200 or less within a cycle. ("Help! The numbers don't add up...")

The organizations themselves did not donate, rather the money came from the organizations' PACs, their individual members or employees or owners, and those individuals' immediate families. Organization totals include subsidiaries and affiliates.

Why (and How) We Use Donors' Employer/Occupation Information

Feel free to distribute or cite this material, but please credit the Center for Responsive Politics. For permission to reprint for commercial uses, such as textbooks, contact the Center.

Find Your Representatives

Fundraising Events:

When:  Sep 20 2012
What:  Reception
Beneficiaries:  Rick Berg

When:  Sep 20 2012
What:  Reception with Rep. Rick Berg
Beneficiaries:  Rick Berg

When:  Sep 19 2012
What:  Dinner
Beneficiaries:  Rick Berg

When:  Sep 19 2012
What:  Fundraising Reception with Special Guests Orrin Hatch and Dave Camp
Beneficiaries:  Rick Berg
Event data provided by:


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ICON, a leading independent CFD services company, is committed to providing training, support and services to the CFD community based upon best-practice processes utilising proprietary and open source software. As part of this commitment, ICON provides a number of courses on usage and further development of OpenFOAM® technology to trainees ranging from Users and Programmers to Organisations with custom requirements.

The ICON training courses have been attended by a diverse cross-section of industries and academia from sixteen countries.

Currently scheduled trainings:

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I work in the Your Lab at XYZ University. I learned about OpenWetWare from Google (looking for protocols), and I've joined because I would like to create a Lab Notebook and learn new protocols..

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  1. Goldbeter A and Koshland DE Jr. . pmid:6947258. PubMed HubMed [Paper1]
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    leave a comment about a paper here

  3. Mark Ptashne. A genetic switch. Cold Spring Harbor, N.Y.: Cold Spring Harbor Laboratory Press, 2004. isbn:0879697164. [Book1]
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Joseph Wade (an artistic interpretation)
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Hi, my name is Joseph Wade, and I'm currently at Wadsworth Center, NYSDOH. I learned about OpenWetWare from google search for protocols, and I've joined because To create lab protocols pages in a wiki format. You can email me through OpenWetWare.

Welcome Joseph Wade!

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Training and Development Policy Wiki

Page History: Executive Onboarding

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Page Revision: 10/6/2011 8:00:51 AM

Executive Onboarding

While the terms onboarding and orientation are sometimes used interchangeably they are notably different. Nevertheless, they are both critical processes in the successul assimilation of new hires.  Here are some important distinctions between the two:

Strategic with an impact on bottom-line results

Evolving and progressive

An ongoing process

An event

Used for transferred and promoted employees, as well as new hires

Is most often limited to new employees

Delivers information that is unique and customized to the individual employee and is generally handed out on an as-needed basis

Delivers information that is common to all new hires usually within a classroom setting

Has a long-term focus, and can last up to a year or more

Is a short term program, typically lasting from one day to two weeks

The sooner a new employee experiences the benefits of a comprehensive and well-implemented orientation and onboarding program, the sooner the employee will become a contributing member of that organization.

This framework was designed to provide a consistent model in which to introduce new executives into the SES and to maximize executive effectiveness.  It is a flexible framework allowing adjustments that adhere to specific agency rules, policies, procedures and needs.

Executive Onboarding

Executive onboarding is acquiring, accommodating, assimilating and accelerating new leaders into the organizational culture and business[1]. The best onboarding strategies will provide a fast track to meaningful, productive work and strong employee relationships[2] and be tailored specifically to the needs of the individual. Executive onboarding should be strategic, so that it not only prevents executive derailment, but expedites the executive’s contribution to optimize strategic achievement. Getting on Board: A Model for Integrating and Engaging New Employees is a report created from a study conducted by the Partnership for Public Service (PPS) and Booz Allen Hamilton in 2008. The study states that successfully onboarding employees during their first year of service increases engagement, raises retention by as much as 25 percent, improves performance and hastens the time to full productivity.

The Office of Personnel Management (OPM) recognizes the value of ongoing assimilation into an organization and so includes a year-long orientation process among the five components of its new End-to-End (E2E) Hiring Roadmap. Though not specifically geared toward leadership positions, the E2E Hiring Roadmap can be used to help assure federal agencies recruit and retain the top talent they need to meet the complex challenges of the 21st century.

Onboarding of key executives is even more critical than it is for other employees because of the significantly greater performance expectations leaders face and the greater impace they have on the overall performance of the organization.  Some federal agencies like the Naval Sea Systems Command (NAVSEA) have established very comprehensive onboarding programs for their employees and their executives.  Other agencies with executive onboarding programs are the National Science Foundation (NSF) and Treasury's Office of the Comptroller of the Currency (OCC).

Agencies need onboarding solutions that address (3)types of new SES: (1) Those from outside the agency, but still within the government; (2) External hires from outside the Federal Government; and (3) Those who have grown within the agency.

Solve Problems (What are some resources available to me?)

What are other agencies doing to onboard their executives?
Use the links below to access agency-specific Executive Onboarding Program information. Established best practices from other Government organizations can be shared and tailored to meet your agency's needs.

 Department of Veterans Affairs
VA's Executive Coaching Brochure
VA's CSEMO Connect Website Info.
VA's Required Executive Development Courses
VA's Executive Onboarding Briefing
VA's Executive Onboarding Checklist

 Department of the Navy

DON's Executive Onboarding Briefing

Department of the Navy
has also recently implemented an SES 101/Flash Mentoring Event.  Please see the Description below:

SES 101 and Flash Mentoring were workshops offered at an  Senior Executive Seminar at the Washington Navy Yard.

SES 101 was an hour long session designed for executives who have been in the SES less than three years. Topic areas included:

-Description of all executive types (SES, SL, ST, HQE, etc)

-Geographic locations of DON SES

-Executive lifecycle management

-Executive Stats

-Executive Benefits

-Executive Resource Management Governance

-DON Executive Development system

-DON Talent Management Process

-Executive Management Program Office Contacts

Flash Mentoring was a one-hour session that immediately followed SES 101. I thought of the idea of offering flash mentoring after some past conversations with Scott Derrick at DoD (see blog post - He developed flash mentoring for members of the Senior Executive Association (information on SEA's website: when he worked there and at another organization he was a part of (13L). I decided to modify the concept for a seminar environment to be more like speed mentoring. Some particulars:

-Three, 20-minute sessions for a total of one hour

-DON senior executives were asked in advance to volunteer to serve as a flash mentor

-Mentees were pulled from those who signed up for the session through the seminar registration site

-We had 10 mentors and 10 mentees

-The mentors committed an hour of their time to meet with 2-3 different executives who were earlier in their executive career

-Mentees were given bios of the mentors and asked to provide their top 3 preferences

-I matched mentors to mentees and created a schedule/schematic of the room

-The room at the seminar was set up with 10 cocktail style tables

-Mentees rotated every 20 minutes and mentors remained at their assigned table

-Mentees and mentors were given a folder at the seminar that included bios of the executives they were meeting with, a tip sheet based on their role, their schedule and an evaluation form; they also received an email in advance of the seminar with the same information

Agencies can also look to the private sector for best practices in executive onboarding. Here are a few examples of innovative practices:

Johnson & Johnson, Canada
New hires from outside the company enter a different onboarding track than those hired from within the company. Internal hires are also onboarded differently according to their key skill gaps, of which the company is already aware, as a result of their performance management process. Other best practices include:

Provide an external onboarding coach who collects and uses business/organizational data anonymously to develop Onboarding development charter that outlines transition leadership priorities, stakeholder relationship map and individualized dashboard;

  • Coach provides support to launch new team and then ongoing advice/counsel for six months;
  • Assign a senior mentor ‘buddy’ outside direct reporting relationships;
  • Schedule networking appointments with key leaders;
  • Participation in corporate transition leadership workshop with other new executives to help plan their onboarding; and,
  • Feedback on onboarding progress solicited during sixth month of employment to identify transition adjustments.

 American Express

  • Formulates 100-day plan with HR partner, hiring manager and assigned external assimilation coach day one who then continues to support executive through onboarding;
  • Individual Development Plan (IDP) for transition is built for executive based on assessment data collected as part of pre-hire, role requirements and career aspirations;
  • HR facilitates formal networking meetings/interviews with CEO and members with senior management team; and,
  • Planned experiences with various parts of the company.
  • At six month milestone:
    • Obtains 360o feedback and uses data for further development
    • Provides feedback to onboarding process for improvements
    • Inclusion in succession panning process to determine future potential
    • Participation at annual AMEX New Leaders Orientation Summit

Bristol-Myers Squibb

  • Leadership ability and organizational fit are determined at the interview stage; Meetings with influential colleagues are set up for the new hire;
  • Progress is tracked for first year by outside consultant and HR;
  • Onboarding processes tailored based on information gathered about the individual during the hiring process;
  • Understanding that even the best candidate will have some development gaps, the company arranges the needed coaching resources to help the new executive shore up any development areas that surfaced during pre-selection assessments and behavioral interviews; and,
  • Resources are made available the employee’s first day on the job and are kept in place for several months.

Stay Current
(What can I learn to help me refresh my knowledge base and add value?)

As a result of a collaborative effort with the Senior Executive Associaiton, the Partnership for Public Service and experienced and newer SES members, OPM developed a Governmentwide Executive Onboarding Framework and Executive Onboarding Manual.  These documents are tools to assist agencies in creating a business case for and ultimately implementing an executive onboarding program for their new leaders.Please contact Cheryl Ndunguru ( for copies of the framework and manual. The framework and manual will be posted shortly.

Discover Helpful Tips and Resources
(What other tools and resources including guides, articles and websites are available to me?)

There are many resources through the internet, webinars, books, training and other media that provide good instruction on developing a comprehensive executive onboarding program.  Here are a few:

Executive Onboarding Questions and Answers

The following questions were asked of Navy's Executive onboarding program...

Does your onboarding program begin once a year, at various times throughout the year or as new executives arrive?

We onboard executives based on their entrance on duty date, so we aren't delaying when an executive begins. We don't have a cohort per se. For clarification, the Department of the Navy (DON) does not have an orientation that new executives come to at specific times. We meet with them 1:1 at the beginning (in addition to what the Command provides) and then check in with them throughout the year. We also see them at the various events and meetings that support executive development.

How do you onboard each new SES as they come in?

At the Department of the Navy, we link executive onboarding with selection decisions in the recruiting phase. Once an entrance on duty date is confirmed, we partner with our points of contact in each Command. Our centralized office holds an initial overview (first day/first week) with each executive about their role within the greater department, near-term priorities/actions, services and support for leadership development and engagement. We provide them with a welcome packet, which includes an onboarding guide and plan that is tailored to their position and location. In addition, a soft copy of the onboarding plan is provided to the executive prior to their entrance on duty. The field activity where the executive resides takes care of local responsibilities such as introduction to the organization/staff/stakeholders, badge access, ethics counseling, etc. The bulk of our executive appointments are internal employees, so there has been more of an emphasis on assisting with their position transition and working at the executive level than topics such as benefits (which remain the same).

Which aspects of the program were most costly?  Which were the least costly?

The onboarding experience is aligned with leadership development, performance management and succession planning processes. That being said, probably one of the most costly aspects is an executive coaching engagement, which includes a 360 assessment (aligned to the DON SES Competency Model) and 12 coaching sessions with an external executive coach (typically over 6 months). We introduce this opportunity to new executives after 90 days and typically recommend it begin within their first year.

One of the least costly aspects of the program (but impactful) is the face-to-face meetings with new executives throughout their first year. The cost is our time, but it pays dividends in terms of the executive understanding expectations, feeling included/valued, and building relationships with our customer and points of contact.

Studies demonstrate the success of incoming executives largely depend on the following:

    • Understanding the unique aspects of the organizational culture;
    • Understanding the dynamics of the teams the executive is entering (whether as a leader or colleague); and
    • The personality, knowledge and leadership skills of the incoming executive.

This is how NSF addresses (or intends to address) this within their executive onboarding program:

Understanding the unique aspects of the organizational culture;

 - Our new Executive Leadership Retreat has a heavy and multifaceted approach to addressing org culture
 - We are planning to develop a new executive mentorship program that will also serve in this regard

Understanding the dynamics of the teams the executive is entering (whether as a leader or colleague);

 - We're piloting a team formation workshop in the Fall to serve this purpose
 - Associate Directors and their deputies, and Division Directors and their Deputies work closely together and inform one another on these dynamics

The personality, knowledge and leadership skills of the incoming executive

 - 360 assessments and coaching available to new Executives
 - Having all levels of staff (administrative / scientific) interview applicants
 - Personality & leadership skills emphasized in Executive Leadership Retreat
 - Leadership & Problem-Solving Skills course offered multiple times per year
 - We're piloting an "Art & Science of Picking the Right People" workshop this Fall; the workshop will highlight how to select based on these attributes;

 Please feel free to share any articles, classes, webinars or best practice events related to executive onboarding on this page.

1) Bradt, G., Check, J. A., & Pedraza, J. (2006). The new leader’s 100-day action plan.Hoboken, NJ: John Wiley & Sons, Inc.
2) Brodie, J. M. (2006). Getting managers on board. HR Magazine, 51(11), 105-107.
3) Concelman, J., & Burns, J. (2006). The perfect storm or just a shower? TD, March, 51-53.
4) Friedman, L. (2006). Are you long potential new hires at hello? Organizations need strong new hire onboarding processes. TD, November, 25-27.
5) Pomeroy, A. (2006). Better executive onboarding processes needed. HR Magazine,51(8), 16.
6) Taleo, A. S. (2006). Researching onboarding best practice. Strategic HR Review, 5(6),32-35.
7) Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization.
8) Research in Organizational Behavior, 1, 209-264.

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Five Foods That Should Never Be In Your Grocery Cart
Steer your cart clear of unhealthy choices that can take years off your family members' lives.
Sugary cereal
When shopping at the supermarket, Americans spend $100 every week and almost $5,000 annually. The items tossed in your grocery cart play a huge role in the health and well-being of your family. Here are 5 items that should never make it through the checkout line.

Simple Sugars or Carbs and Unhealthy Fats

Skip foods laden with simple sugars, also called simple carbohydrates. Sugary breakfast cereals, donuts, pastries, cookies, ice cream, cakes and soda are loaded with them. Often referred to as "empty calories," simple sugars are rapidly absorbed, spiking blood sugar levels for an initial energy high. This triggers an insulin reaction, driving levels back down and creating fatigue. You'll feel hungrier and crave even more sugar. Plus those rapidly absorbed extra calories are stored as fat, putting you at risk for obesity.

Make smart choices by selecting fiber-rich complex carbohydrates, including 100% whole grain bread, brown rice or steel-cut oats. Select whole foods such as fresh vegetables and lean meats. These all provide slow, sustained releases of energy for long-lasting fuel.  If you do crave something sweet, head for the produce aisle and pick out your favorite seasonal fruits such as pears, apples, or blueberries.

Processed sweets and goodies also contain saturated and trans fats that clog arteries and stunt weight loss. Instead purchase items rich in heart-healthy monounsaturated fats, like avocados and nuts.


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Oracle Business Intelligence logo Oracle Business Intelligence Discoverer 11g

Discoverer is an intuitive ad-hoc query, reporting, analysis, and Web-publishing tool that empowers business users at all levels of the organization to gain immediate access to information from data marts, data warehouses, online transaction processing systems and Oracle E-Business Suite..

The latest release of Oracle Business Intelligence Discoverer 11g offers new functionality, including published Discoverer Webservice APIs, integration with Oracle WebCenter, integration with Oracle WebLogic Server, integration with Enterprise Manager (Fusion Middleware Control) and improved performance and scalability.

eWeek: Users applaud Idea of OracleBI as Center of the Universe
Statement of Direction
DM Review - Oracle introduces Oracle Business Intelligence 10g

Read the New Oracle Business Intelligence Blog

Technical Information

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Discoverer 11g Documentation
Discoverer Plus OLAP Best Practices (10.1.2) (PDF)
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Oracle FAQ Your Portal to the Oracle Knowledge Grid

Home -> Community -> Mailing Lists -> Oracle-L -> Re: Security audit of Oracle databases

Re: Security audit of Oracle databases

From: stephen booth <>
Date: Tue, 12 Apr 2005 19:29:13 +0100
Message-ID: <>

On Apr 12, 2005 6:35 PM, MacGregor, Ian A. <> wrote:
> Oracle's willingness to allow potential customers to download the =
> product and take it for a test spin is great. Suppose however, someone =
> installs Oracle on his desktop. The installation will not be maintained, =
> it will not be patched. The possibiliy for compromise is signifiicant. =
> The person who only wanted to learn Oracle and discovers someone has =
> taken over his machine.

Or the person who installs Visio and finds that you get a free M$-SQL server install so being vulnerable to a number of worms. Or the person who buys a PC with M$ Windows XP pre-installed and turns on the firewall so thinks they're safe, but doesn't know that it exposes RPC services to the internet (if you install a firewall that blocks them then FTP will fail intermittantly, it can't use the secondary FTP server for some reason). Maybe they install any one of a number of personal firewall products, not realising that most of them are decidedly pourous (Zone Alarm seems to be the best). Perhaps they let their antivirus software get out of date. Or click on email attachments with filenames like funnybunny.jpg.exe. Or the person who turns on Telnet and tFTP on their Linux/Unix/FreeBSD box so they can access it from other boxes on their home wireless network not realising that they've just opened it up to anyone within 100m.

Any software setup/maintained (or even just used) by someone who doesn't know what they're doing has the chance of being a security risk. What's important is how easy it is for someone who does know what they are doing to turn off those services that aren't needed and to secure those that are.

It's better to ask a silly question than to make a silly assumption.
Received on Tue Apr 12 2005 - 14:33:13 CDT

Original text of this message


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How we can defeat the 405 Toll Lanes! And also… Meet your OCTA Board!

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You and I can defeat this 405 Toll Lanes plot!

But first off, when talking about OCTA, (the Orange County Tranportation Authority) it’s important for us to distinguish two distinct groups of people:

  • the highly-paid OCTA staff who do the research and make recommendations for our County’s vast transportation infrastructure;
  • and the (currently) 16 voting members of the Board, almost all elected politicians, who make the decisions.

OCTA CEO Kempton with his former boss.

The first thing we notice about the OCTA staff, from CEO Will Kempton on down to the slick publicists and lobbyists, is the undeniable fact that, far from being objective conveyors of the three “Alternatives” for improving the 405 Freeway, they have been shilling hard for Alternative 3 – the one with the two Toll Lanes.  (And they’ve been deceptive at it too, to the point of lying – an accusation I’ll back up in a future article.)

We should ask ourselves:  WHY is OCTA staff so enamored of the Toll Lane option?  It’s been clear that that’s the fact, but we can only guess the reason for it.  Well… the best answer is that, institutionally, the more money comes through their agency, the more projects they can administer, the more power they have, the more their existence, payroll, budget is justified – it’s just the natural tendency of a bureaucracy.

The first two Alternatives – one new lane for $1.3 billion, or two new lanes for $1.4 billion – are a relatively simple affair:  the construction will be done by 2019 (all things going smoothly) and OCTA will have to move on to a new project.

But the Tolls from Alternative 3, as we have just recently discovered, are projected to bring in a stream of BILLIONS over the coming decades, enabling OCTA and friendly politicians to fund any number of pet projects, with no public oversight!  For a bureaucracy that has generally been tightly constrained by law and by voters, THIS is a wet dream.

Enough now about the OCTA Staff.  The important thing is the politicians on the Board who will be making the decision between these three alternatives.  Like most politicians, they are a  mixed bag of well-meaning, scheming, confused and scared.

And they are subject, nonstop, to the expert, slick lobbying of OCTA staff, who COVET THE TOLL LANES.

The other side, the side that doesn’t want Toll Lanes, DOESN”T HAVE ANY LOBBYISTS – except for a few of us scruffy bloggers and activists, and YOU.  So first, let’s learn what the arguments are against what OCTA staff has been saying;  and then we will meet the 16 members of this Board.  Okay?

This is the latest fact sheet, from my colleague “Mayor Quimby” (with some input from me) :

1)  Voters (and we) don’t believe that this is what they approved in Measure M.

  • Measure M repeatedly referred to “carpools” and mentioned “freeway” over 150 times, while never using the words “toll”, “Express Lane”, or “Hot Lane” A vote to approve tolls on the 405 will never be forgiven in Orange County.
  • Cynical smart voters will believe that the real reason behind this conversion is the projected $1.5 billion net revenue stream to create a slush fund for politicians’ pet projects, not the alleged capacity increase.
  • Converting the carpool lane to a 3+  lane  squeezes out 2/3 of the vehicles that would ride for free under existing 2+ rules. This is not done for any capacity increase, but solely for revenue purposes.  (Read the Stantec report).
  • Regardless of how OCTA staff and consultants attempt to frame this as delivering what Measure M promised, and more,  this argument  will fail to convince the vast majority of people if they are presented with the alternative idea that the real reason is more revenue without the accountability of Measure M and a Bailout of the failed 73 toll road.
  • Any elected official who votes for this must go into any future election knowing that hit pieces will remind voters that he or she voted to put tolls on our freeways.

2)  There are many reasons to be skeptical about the “more capacity” argument that is alleged to be the centerpiece of the push for Alternative 3:

  • There are significant discrepancies between the traffic forecasts published in the EIR and the more recently completed Phase 2 traffic and revenue forecast done by Stantec for Parsons.
  • Forecasting toll road traffic and revenue is notoriously unreliable, not just in Orange County but nationally and internationally. You need look no further than the 73 San Joaquin Hills Toll Road, which has lost 18.8% of its vehicle trips since 2008, and now operates at a dismal 42.5% of its projected volume.
  • The vast majority of drivers will go to great lengths to avoid tolls.
  • The 405 has substantially different characteristics from the 91, including the availability of alternate routes.  Projections based on experience along the 91, where there are no alternative routes, may not be valid. OCTA estimates that during peak hours, 15% to 30% of vehicles now use alternative routes to the 405.
  • OCTA glibly claims higher “peak hour capacity” in one segment for Alternative 3.  The Stantec forecast shows that there would be 4,668,085 vehicle per year in the five free lanes, and 1,100,000 in the 2 toll lanes. On an annual basis, the two toll lanes would handle 550,000 vehicles per lane per year, while the five free lanes would each carry over 933,000 vehicles per year.
  • For a few peak hours per weekday in each direction, implementing toll lanes may increase capacity. Or not. Toll road revenue and volume projections are notoriously unreliable.
  • OCTA has glossed over questions about what happens at the LA  County line, including the reduced capacity and increased congestion caused by changing the rules for the new carpool lane-to-carpool lane connectors,  as drivers in 2+ carpools, 3+ carpools, and drivers paying tolls are forced to merge back and forth across lanes.

3)  The “public outreach” program suffers from inherent dishonesty and lack of breadth.

  • OCTA made a tremendous strategic mistake by “hiding the ball” and failing to acknowledge the projected $2.1 billion in gross revenue projected in the Stantec report.
  • OCTA has glossed over the fact that in the segment between the 22 and the 605, where the $277 million West County Connector project is already adding the additional three mile carpool lane and carpool-to-carpool connectors that will be converted to the toll lanes under their plan.
  • Very few Orange County voters are aware of a plan to begin adding tolls to the 405 Freeway and eventually to every other freeway, except in areas within ¼ mile of the project where there are specific NIMBY issues.
  • OCTA staff failed dismally at real outreach, substituting propaganda efforts for real inclusion. Now they are reaping the backlash.
  • The ultimate result of this failure to achieve broad consensus in advance will be lawsuits that will substantially delay completion of any project.

Contacting The OCTA Board

We know how busy you Orange Juice readers are!   Some of you are the very movers and shakers of our society, while many of you are folks who have to work your asses off all day to put food on your family, and most of you have no time to contact the OCTA Board members individually.  So, first, here is a handy link for you to click and write them all at the same time!  Just. Click. HERE.

And now, Meet the Members of the Board.

Currently there are sixteen voting members – normally there would be 17 but old Don Bankhead fell victim to the Fullerton recall and there’s not enough time to replace him before the August vote.  And there’s a non-voting member from CalTrans with whom we won’t bother ourselves.

What we do have is all five Supervisors, nine Mayors or Councilmembers from across the County, and two “public members.”  I will break them down here into three groups:

  1. Members who are on the fence (or we haven’t reached yet) and need to hear from you;
  2. Members who we are pretty sure will vote against the toll lanes who could use your words of thanks and encouragement;  and
  3. Members we’re pretty pessimistic about who seem to have drunk the OCTA koolaid or see an angle in the tolls that will help them – but they should hear from us too, just in case!

And over the next few weeks I will probably move some of them from one group to another.

Most of them prefer not to say (on the record) how they are going to vote before the vote actually comes up; apparently it’s like a judge who has to wait until each last bit of evidence comes in; but they do give hints.  And we need to make sure AT LEAST EIGHT OF THESE FINE PEOPLE VOTE AGAINST THE TOLL OPTION!

On the Fence (or unreached) – call/write for sure!

Supervisor Janet Nguyen 714.834.3110 –

All we know of the Black April Queen so far is that she responded to Westminster activist Diana Carey, “Why would you be against Alternative 3?” as though she had never heard any of the arguments against it.  You and I need to remedy that.  Make sure she hears from you, especially if you are in her district – Santa Ana, Westminster, Garden Grove, and the Viet part of Fountain Valley.  Janet is safely in office until 2017, BUT this supremely ambitious and skilled politician should NOT want to pursue her career with the black mark of “405 Toll Lanes” following her.  And we fear the baneful influence of Mayor Pulido on the Supervisor.  CALL JANET!

Supervisor Shawn Nelson  714.834.3440

One of our county’s more intelligent electeds, I’m confident that if Shawn hasn’t already seen the taxpayer ripoff and voter deception comprising Alternative 3, he’ll be seeing it soon enough.  I have a call in to him, and hope to shift him to the “optimistic” column down below, shortly.   But all of you in his district – basically, the north county – make his phone ring off the hook.  Oh, sure you say, the 405 is far away from you.  But what was that they said after WWII – “First they came for the 405 … then there was nobody left to protect the 57 …” or something along those lines.

Supervisor Bill Campbell 714.834.3330

Right, these Supes ARE dealing with a real sh–tstorm of their own making right now, now that you mention it.  But just maybe the termed-out Campbell (soon to be replaced by Spitzer) will want to be remembered for something not corrupt and cronyish, something very unlike Busta-Mauk-Gate, something like saving the 405 from Toll Lanes rather than succumbing one more time to the blandishments of insiders.  Everyone call Bill Campbell, but especially if you live in Anaheim, Irvine, Orange, Tustin, Villa Park,  or Yorba Linda!

[UPDATE – Remember – Campbell was one of the first to turn against the Fairgrounds Swindle when it became obvious to him that Dave Ellis wanted to pursue everything secretively with no public oversight!  So you see, there is hope for Bill.]

Garden Grove Mayor William Dalton (714) 741-5104

We haven’t spoken to the Garden Grove Mayor yet, but I have concerns about him.  For one thing, he removed Robin Marcario from the relevant city commission when she was speaking out convincingly against Alternative 3.  For another thing, Mayor Pulido’s plan to connect his toll-lane-funded streetcar to Garden Grove is probably at least partly a ploy to get Dalton on his side.  CALL YOUR MAYOR, GARDEN GROVERS!  Let him know his vote to eviscerate the 405 will be remembered angrily, in great contrast to his predecessor Broadwater’s BROADENING of the 22!

Lake Forest Councilman Peter Herzog – (949) 461-3420

All I know about Councilman Herzog is that he voted against putting “In God We Trust” on council chamber walls, always a brave vote in Orange County, and one I agree with as a Constitutionalist who respects diversity.  But whether or NOT you agree with Peter on this particular issue, it tends to suggest he is an independent thinker, which augurs well for me calling him tomorrow and sending him our FACT SHEET.  YOU CALL PETER TOO!

The so-called “public members” Gregory Winterbottom and Michael Hennessey, who can apparently only be contacted thru OCTA – 714-560-5443,  Now this is puzzling:  The Board has two “public members” who are 1)  chosen by the Board itself, not the public, and 2)  apparently inaccessible to the public.  Was this some kind of private Orwellian joke of Lou Correa’s?  (Lou who devised this system when he was an assemblyman.)  I am still waiting, and hoping, to hear back from Winterbottom and Hennessey, as to how we can contact them directly.  They may be great guys;  they have very impressive resumes.  I will keep you all apprised!

Winterbottom and Hennessey.
“Public” … somehow?

We’re Optimistic about these ones – but call/write anyway to encourage them!

Fountain Valley Councilman Larry Crandall 714-593-4410, and I spoke to Larry last week, and he said he was really on the fence between Alternatives 2 and 3; and then he uttered, as though undigested, OCTA’s two favorite lines of spin. So I sent him the above FACT SHEET, and will follow up to get his thoughts. He seems like an honest guy who should come to the right decision, and he will be either running soon for re-election or for the water board, so WE NEED to make sure he ends up on the right side of history and doesn’t have to worry about any hit pieces on this issue!

UPDATE:  We have had a very encouraging meeting with Mr. Crandall, who is running for Water Board this November, and who abstained at the FV City Council meeting on this subject, but has given us reason to put him in the NO ON TOLLS category!

Orange Mayor Carolyn Cavecche  (714) 744-2200

The feisty and vivacious Orange Mayor is one of the members who have been very helpful at explaining to me the workings of OCTA, and she’s previously spoken out against Alternative 3 at several public meetings.  Her reasoning was that “one lane paid for by the public was being taken away from the public;”  Quimby and I have now armed her with plenty more arguments.    E-mail the Mayor at the above address, especially if you’re from Orange, to thank her for her strong and principled stand.  (I like that address because that means her colleagues Councilmen Dumitru and Bilodeau will see it too, and probably grit their teeth at Carolyn doing the right thing that they probably wouldn’t.)

 Anaheim Councilwoman Lorri Galloway – 714-765-5166

The progressive firebrand seems a natural fit for opposing a scam like this;  and I have shown her the two big features this has in common with her current crusade against Anaheim’s hotel tax giveaway – #1.  It is a ripoff of working class taxpayers, who pay most of the Measure M sales tax; and #2.  We should be able to vote on the Toll Lanes, just as Anaheimers should be able to vote on any future corporate subsidies.  I think we have her convinced, although she is one who doesn’t want to commit until the actual vote happens.  Call Lorri to encourage her to stand firm on this progressive issue, and thank her for everything else she does!

Supervisor Pat Bates – 714.834.3550

We have hopes for Supervisor Bates because she voted against the toll lane alternative earlier in a subcommittee (I’ll try to track down the details on that.)  Hopefully she will remain consistent on that (as she also tries to find her conscience on the BustaMauk issue.)  Does anyone out there know her?  South Countiers from Irvine to San Clemente, Pat is your Supervisor!  Call her, e-mail her, and make sure she sees the Fact Sheet above!

Supervisor John Moorlach – 714.834.3220

The Moorlach, it is said, has been asking the toughest questions about the Toll Lanes at recent meetings, and when I spoke to him last month he told me he’s been “very frustrated” with how the OC’s toll lanes have generally degenerated into “self-perpetuating debt machines.”  That’s a good sign.  He is my supervisor (and yours too if you’re from around Huntington, Newport, Costa Mesa, and points west.)  But he won’t take my calls now – could it be because I often depict him as the Sasquatch?  He should know that I do that with fondness.  Call The Moorlach and make sure he stands firm against Alternative 3 – especially as a resident of Costa Mesa, a city that will be really screwed over by the toll lanes.

UPDATE:  Judging by his latest “Moorlach Update” or whatever he calls it, The Moorlach sounds SOLID.  Thank him.

The Hard Cases

These will be tough – but call/write them anyway!
Remember how Jesus has hopes for even the greatest sinners.
And DON’T call them “Toll Trolls!”

Santa Ana Mayor Miguel Pulido – 714-647-6900   The other three “hard cases” are all termed out, but Miguel is frequently referred to as “Mayor For Life,” as he seems to be able to regularly squelch all opposition in his town.  So a connecting thread here is that all four of them, besides being lobbyists at heart, are not currently worried about re-election.  It was Miguel who let the cat out of the bag at a recent OCTA meeting, by tabling his talk of a Santa Ana – Anaheim – Garden Grove streetcar dear to his heart until such time as the Alternative 3 Toll Lanes were decided on.  A few days later Mayor Quimby obtained the Stantec report detailing the billions expected from the Tolls, and suddenly the Slush Fund Scenario fell into place.  Call Miguel, you Santanans especially.  JUST SAY NO.

Tustin Councilman Jerry “Toll Road” Amante   (714) 573-3010

Well, there you have it.  That was already his nickname.  He loves the Toll Roads that go through Tustin and Irvine.  And he is termed out.  And he is already working as a lobbyist, under the loathsome Jeff Flint, who brought you the marriage-killing Proposition 8.  How do we get to him, I don’t know.  But Tustiners at least call this fellow and let him know you don’t appreciate him spreading this Toll Fever across the county.  Well, the rest of us sure don’t!

Huntington Beach Mayor Don Hansen – 714-536-5553,  This hardcore rightwinger – my own Mayor – did come to see reason and bow to public pressure to oppose the Banning Street Bridge, so I was thinking there COULD be hope for him here … but he really does seem to believe that Toll Roads Everywhere are the Inevitable Wave of the Future and to be embraced.  Roundly rejected by all of Costa Mesa when he went to spread his Toll Road Gospel there, he’s now tossing around what he calls “Alternative 3 Lite,” that contains some concessions to CM which he hopes will overcome their objections.  (Sounds a little like Rape or Murder Lite.  Stand your ground, Goat Hill.)  My Mayor won’t talk to me now, possibly because I once made fun of his “Red Zone.”  So YOU call him, e-mail him, bombard him!  He wants to be Supervisor in 2014, The Next Moorlach – does he really want to run as Toll Lane Hansen?

Oh!  Oh!  Huntington Beachers and everyone else in the area!  Monday the 16th is the Huntington Beach Council meeting where that august body weighs in, and THAT vote could be close.  Come and speak out, 6 pm!  UPDATE, 7/17 – Victory for the people.  Well, sort of.  The Council voted, 4-3, in a very bipartisan way, to reject Toll Lanes and recommend Alternative 2.  But Mayor Hansen remains a steadfast Toll Lane Booster, and at this point will be defying his Council and backing Tolls on the Board.  Here is his “reasoning,” such as I could decipher…

And finally, the Chairman of the OCTA Board:

Laguna Niguel Mayor Paul Glaab  –  (949) 362-4300

 Don’t worry, the “chairman” of the OCTA Board doesn’t really have any special power, more than the others.  But he did put his name to an utter piece of OCTA Staff pro-Toll-Lane propaganda in the Daily Pilot the other day, which earns him the signal honor of being the only Board member to be represented here by a cariacature.  (Which actually does do him justice.)  I hear that he is also termed out, AND also working as a lobbyist.  Call him if you know him and tell him … well, that we’re not falling for his nonsense, I don’t know what else.  Our own Ron and Ana Winship have written a good response to his piece in the Pilot, which we hope the Pilot prints, but either way, I’ll wrap up with it.  Heeere’s the Winships – and all of you are hereby able to write a letter this good:

re. “Commentary: Setting the record straight on the 405″ by Paul Glaab, 7/7/12

With all due respect to Mayor Glaab – or whoever wrote this 405 toll-lane puff piece:

Let’s start with the claim that “Measure M2 taxpayer dollars will not be used to build any toll lanes.” Really! Can anyone explain to us how toll lanes will be built without using our $1.4 billion? Toll-lane advocates have always asked the taxpayer to bear the full cost for any proposed freeway widening. They also want to snatch the proposed two new lanes right back for a slush-fund project – which will only require an additional $400 million in Public Bonds Indebtedness. How many years will that take to payback again?

If toll-backers have their way, the taxpayer will be ponying up $1.3 to $1.4 billion, AND putting up with FIVE long years of disruptive construction…just to end up with pretty much what is already here right now: five free lanes.

If folks want to sign up for this program, buy a transponder or list their license plate and pay unspecified tolls to go toward funding an “unsupervised pet project”, they can do that. But it’s certainly not what taxpayers voted for when they approved Measure M years ago, nor recently. If the OCTA thinks this is such a grand idea, why not put all three choices before the voters? Can’t afford it?

Your assumptive claim that Alternative 3 will “move traffic faster” is projected base speculation at best. No thank you OCTA, sign us up for Alternative 2 – and, if you REALLY can’t find the extra $100 million for that, make it Alternative 1. Let’s Keep our Freeways FREE!

Ron & Anna Winship

Our Coverage Thus Far:

AND NOW, somebody has created the excellent…

No 405 Tolls.Com!

Again, E-mail ALL the OCTA Board Members by clicking HERE.

About Vern Nelson

Greatest pianist in Orange County. Performs regularly with his savage-jazz quintet The Vern Nelson Problem, and at regular concerts at the Huntington Beach Central Library.


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That game happened in 2009, Bey's rookie season with Jamarcus Russel at quarterback. What's that have to do with the stats I posted about Bey's stats from last season? I could post the highlights of McFadden laughing so hard on the sidelines he almost had a stroke during the 59-14 stomping of the Donks but that would be outdated and moronic. Congratulations on doing even worse than that.
Chill out Faider fan. That clip has been played here for over 2 years now and it shows one reason why he was a reach as a top 10 draft pick. I mean Hayward Bey outruns the dude that he is supposed to tackle. That is some funny ****.
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Joe Brancatelli is editor and publisher of JoeSentMe.com, a
non-commercial Web site for business travelers.

As Alitalia fades, competitors move into Milan: Eternally troubled Alitalia has slashed service at its once-imposing
hub at Milan’s Malpensa Airport. That has opened a window for a
well-run private Italian airline, Air One, to bulk up there. Among Air
One’s first new routes: nonstop flights to Boston Logan and
Chicago O’Hare. The Boston flights launch June 14; Chicago service
begins a week later. Air One will use two-class Airbus A330s on the
routes, but other details haven’t been announced.

Meanwhile, Lufthansa
will open a small hub at Malpensa next year. Flights will be operated
on intra-Europe routes with regional jets owned by Lufthansa’s Air
Dolomiti subsidiary. … United Airlines continues to delay the launch of
its San Francisco-Guangzhou flights and now we know why. The Boeing 777
it was going to use on the China route is being diverted to launch
flights between its Washington Dulles hub and Dubai. The same day it
wants to begin flights between Dulles and Moscow. Aircraft for that
route will come from seasonal cuts on other routes.

says that it will begin daily flights between Seattle and
Beijing on March 1 using Airbus A330s. Hainan Airlines will launch on
that route next month.

A better way to do security checkpoints: The Transportation Security Administration has expanded its Self-Select
to a dozen airports. The program allows travelers to chose the
"black diamond" expert line, a blue line for casual fliers who are less
experienced or a green line for families. The lanes recently began
operation in Pittsburgh and Milwaukee. They also are functioning at
Boston Logan, Chicago O’Hare, Spokane, Cincinnati, Raleigh,
Houston Hobby, Dallas Love Field and Oakland. The program was launched
earlier this year in Denver and Salt Lake City.

Add Japan Airlines to
the list of carriers rolling out a "fourth" class — the so-called
premium economy sections located between coach and business class.
Seats are arranged in a 2-4-2 configuration and are 19 inches wide with
38 inches of legroom. The cabin, first installed last December on
Tokyo-London flights, began popping up on Paris flights last month. JAL
will add the cabin on flights to New York Kennedy beginning August 1
and on flights to San Francisco on September 1.

On-the-road intelligence to help you travel smarter: Bankrupt and reorganizing Frontier Airlines will face even more
pressure from Southwest Airlines at its home base of Denver. Beginning
August 4, Southwest will launch two daily flights to Sacramento and a
daily nonstop to Fort Lauderdale. Southwest will also add a flight to
New Orleans.

The Federal Aviation Administration has failed to
perform more than 100 safety reviews at eight airlines in recent years.
According to information provided to a Senate committee by the FAA, 30
five-year reviews were skipped at US Airways and 26 at American
Airlines. The reviews were also skipped at United (15); Alaska (13);
Southwest (9); Delta (6); Continental (2); and Northwest (2).

to the Olympics this summer? Planning a business trip to China soon?
You’ve got troubles. After months of denials, Chinese officials admit
they have tightened visa rules in the run-up to the Olympic Games. It
has also sharply reduced the number of multiple-entry visas it will
issue and virtually ended the practice of allowing overseas visitors to
apply for Chinese entry visas in Hong Kong.

Virgin Atlantic no longer
offers massages and in-flight beauty treatments to its business-class

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Irvington Home Tour: Go inside Southern plantation-style estate and others

Irvington Home Tour.Colonial Revival.jpg
Wrong: Neighborhood lore has long held that Mr. Frank O. Miller, in order to entice his Virginia born wife, Mary, to move west, had an East Coast architect design this classic Colonial Revival home in the Irvington neighborhood and ship the plans to Oregon.

Who better to guide you through a century-old estate – and set the record straight on neighborhood lore – than historians?

Ticketholders ($25) to the Irvington Home Tour,  from 11 a.m. to 5 p.m. on Sunday, May 18, will learn the true behind-the-door background of some of the northeast Portland neighborhood’s most iconic and largest homes.

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The Irvington neighborhood, designated a National Register Historic District in 2010, contains one of the largest collections of preserved early 20th-century residences. And the tour opens the doors to many of the best known ones.

The interior of the 1914 Southern plantation-style home – look at those columns and porches – on Northeast Thompson Street has been restored to meet historic district specifications.

Frank O. Miller, who owned a large chain of dry goods stores, hired prominent Portland architect Raymond Hockenberry – not the rumored East Coast architect – to design a classic Colonial Revival home for he and his Virginia-born wife, Mary.

Irvington Home Tour.Prairie style.jpeg1911 Prairie-style house

Want to learn more about the neighborhood? The 1911 Prairie-style house across the street was designed by John Virginus Bennes, who came to Portland from Chicago, where he had been part of an architect's club founded by Louis Sullivan and Frank Lloyd Wright.

The first homeowner was attorney Isham Smith then the house was sold in 1918 to H.R. Albee, who would later serve as mayor of Portland.

The current owners, who are designers and architects, have repaired and restored the home’s striking, century-old features, including the mahogany paneling and tile. The original furnace still heats the house. Don’t miss the ballroom and the second kitchen.

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There will not be official garden tours this year, but people who stroll the tour route will see well-maintained landscapes and trees in full spring bloom.

Tickets benefit the Irvington Community Association's Charitable Giving Program, which distributes funds to nonprofits that enhance the neighborhood quality of life. Last year, the association donated more than $17,000 to 13 local nonprofits and schools.

Tickets are available online and at Broadway Books (1714 NE Broadway St.), Caffe' Destino (1339 NE Fremont St.) and the Architectural Heritage Center (701 SE Grand Ave.).

-- Janet Eastman


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McMinnville mother and daughter identified as victims killed in Salem car crash

A two-vehicle crash left a mother and daughter dead and seriously injured three others. (Salem Police)
Helen Jung | By Helen Jung | The Oregonian
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on February 12, 2014 at 4:28 PM, updated February 12, 2014 at 4:29 PM

Salem Police identified the two people killed in a car crash Tuesday evening as a McMinnville mother and her 9-year-old daughter.

Kelly Moore, 26, and one of her twin daughters, Jasmine, were declared dead at the scene of the crash, which occurred near the intersection of Turner Road Southeast and Airway Drive Southeast. They were among four passengers in a 1994 Ford Escort driven by Hannah Reitz, 28, of McMinnville.

Investigators said the Escort was headed north on Turner Road when it crossed into the path of a 1997 Ford F-150 pickup, driven by Jason McMurphy, 32, of Turner and collided head-on.

Reitz, her 8-year-old daughter, Marena, and Jayden Moore, 9, were taken to the hospital with possibly life-threatening injuries. McMurphy was also taken to the hospital with nonlife-threatening injuries.

Authorities are still investigating the crash, but do not believe speed or intoxicants were involved.

-- Helen Jung


text:
Crews snuff fire that destroys empty building west of North Plains

Structure fire near North Plains.jpg
A tree limb crashed into a power line, igniting dry brush in a field and destroying a vacant building near North Plains. (Washington County Fire District No. 2)
Lynne Terry | The Oregonian/OregonLive By Lynne Terry | The Oregonian/OregonLive The Oregonian
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on July 30, 2014 at 6:48 AM, updated July 30, 2014 at 7:36 AM

Crews snuffed a fire that destroyed an empty building in Mountaindale west of North Plains.

The blaze was ignited about 7 p.m., according to a spokesman for the Washington County Fire District No. 2. He said a branch from a large oak tree crashed onto a power line near Dairy Creek and Mountaindale roads, causing sparks that ignited the brush and the building.

A local resident said it sounded like firecrackers going off when the branch hit the line.

When crews arrived, the structure was fully ablaze amid burning fields. They quickly extinguished the fire which destroyed the building, an erstwhile blacksmith shop.

-- Lynne Terry