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  Academic Policy & Innovation
  Accountability, Assessment, and Data Systems
  Career and College Readiness
  Communications, Partnerships, and Grants
  Curriculum, Assessment & Accountability
  Educator Effectiveness
  Early Childhood Development
     Office of Child Care
        Child Care Licensing
        Regional Licensing Offices
        Region 1 - Anne Arundel County
        Region 2 - Baltimore City
        Region 3 - Baltimore County
        Region 4 - Prince George's County
        Region 5 - Montgomery County
        Region 6 - Howard County / Carroll County
        Region 7 - Western Maryland
        Region 8 - Upper Shore Office
        Region 9 - Lower Shore Office
        Region 10 - Southern Maryland Office
        Region 11 - North Central Office
        Carroll County Office
        Region 12 - Frederick County Office
        Partners Newsletter
        Fill-in Licensing Forms
     Collaboration and Program Improvement
     Child Care Subsidy Program
     Early Learning Branch
     School Readiness
     Maryland EXCELS Branch
     Research Advisory Group
     RTT - Early Learning Challenge Grant
  Information Technology
  Library Services
  Office of the State Superintendent
  Rehabilitation Services
  Special Education and Early Intervention
  Student, Family, and School Support
Divisions > Early Childhood Development > Licensing
Carroll County Office

* previously Region 13 – Now a satellite of the Howard County Office (OCC Region 6)

1643 Liberty Road, Suite 205
Eldersburg, MD 21784

Map This Location

Main office phone:  (410) 549-6489
Office e-mail:         occ13carr@msde.state.md.us
Office fax:                 (410) 549-6490

Louis Valenti (Region 6)

Barbara McCready (Region 6)

Regional Manager

Licensing Supervisor

Deitchman, Heidi

Guthland, Tammy

Licensing Specialist-Lead

Licensing Specialist

Riley, Amber

Licensing Specialist 410-549-6493

IMPORTANT NOTICE!  The FBI has moved to an all-electronic criminal background check (CBC) application process and no longer accepts hard-copy fingerprint cards.  Because the Maryland Criminal Justice Information System (CJIS) follows FBI guidelines, the use of hard-copy CBC applications at the State level are also being phased out.  Instead, all CBC applicants are being encouraged to submit their applications electronically.  However, hard-copy applications will still be accepted by CJIS if electronic submission is not possible.  Click here for a list of State-approved private electronic fingerprinting services and State-operated electronic fingerprinting locations.  Electronic applications may also be submitted through many State and local police agencies. Child care programs that have their own State-certified electronic fingerprinting equipment and operators may continue to submit CBC applications.

Visit the Office of Child Care's online child care licensing inspection results site – www.CheckCCMD.org!  The site offers detailed compliance findings from child care licensing inspections conducted since January 2011.  The site may also be used to find licensed child care programs and providers, and to link to a wide variety of information about early care and education in Maryland.

Helpful Phone Numbers

Maryland Family Network

LOCATE Child Care – for parents in need of child care

Child Care Choices – Frederick and Carroll Counties

  • Business Office: 800-753-6841 or 301-662-4549
    (Frederick and Carroll Co)
  • Carroll County Resource Center (Training Center) 410-751-2917

Carroll County Department of Social Services

  • Child Protective Services -- 410-386-3434
  • Purchase of Care (POC) Voucher Office -- 410-386-3358

Maryland's Child Passenger Safety Law was changed effective June 30, 2008.  Under this change, every child under 8 years old must ride in an appropriate child restraint unless the child is 4 feet, 9 inches or taller, or weighs more than 65 pounds.  Every child from 8 to 16 years old who is not secured in a child restraint must be secured in a vehicle seat belt.  If you would like to learn more about this law, or would like information on selecting or using child restraints, please call Maryland Kids in Safety Seats (Maryland KISS) at 410-767-6016 or log on to www.mdkiss.org.

SIDS - Sudden Infant Death Syndrome Information
All family child care registration applicants and providers who wish to care for children under the age of 2 years must first complete an OCC-approved SIDS training course.

OCC-approved SIDS training is available through:

  • Colleges and universities
  • The 45 clock-hour Infant/Toddler course
  • Local health departments
  • Child Care Resource and Referral Centers
  • Abilities Network - Project ACT

Approved training is also available online at the following websites:

Please note that these online courses are produced in other states. However, the course contents are fully approved by OCC as meeting Maryland child care requirements.

 Licensing Branch
Regional Licensing Offices
Finding the Right Child Care
Parent's Guide to Regulated Care
Una Guía para Padres (en español)
Opening a Child Care Center
Opening a Family Child Care Home
Provider Grant Program
Partners Newsletter
Circular Letters
Formularios de Licencia (en español)
Resource Documents
Enforcement Actions and Appeals
Internet Links
 Office of Child Care
Licensing Branch
Child Care Subsidy Branch (formerly POC Program)
Credentialing Branch
Guidelines - Healthy Child Development
Child Care Resource Centers
Operational Data and Reports
Helpful Internet Links
MSDE Privacy Statement Disclaimer  | Copyright © 2003 MSDE


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  Awards and Recognition
  Bridge to Excellence
  Charter Schools
  Common Core State Standards
  Environmental Programs
  Equity Assurance
  ESEA Flexibility
  ESOL/Title III
  Family Literacy
  Financial Literacy
  Gifted and Talented
     Annotated Code of Maryland
     2011 Conference on Gifted and Talented Education
     Summer Centers
     Maryland State Advisory Council for Gifted and Talented Education
     Primary Talent Development
        Primary Talent Development Early Learning Program
  Homeless Education Assistance
  Maryland Skills2Compete
  Military Families
  Multicultural Education
  No Child Left Behind
  Parent Involvement Matters Award
  Race to the Top
  Residential Education Program
  Response to Intervention
  School / Community Nutrition
  School Wellness Policy
  STEM Education
  Teacher and Principal Evaluation
  Technology/Library Media
  Title I
  21st Century Learning Centers
Programs > Gifted and Talented > Primary Talent Development
Primary Talent Development Early Learning Program

The Primary Talent Development Early Learning Program PreK - 2 is a science-based critical and creative thinking curriculum integrating gifted education and early childhood education theory and practice. PTD engages all students in open-ended, hands-on, problem solving experiences which promote the learning behaviors associated with lifelong success: perceptive, communicative, inquisitive, persistent, creative, resourceful, and leadership. By the completion of Grade 2, each student has a cumulative PTD Behavioral Scale documented by portfolio artifacts that can be used to make referrals for gifted and talented student identification.
In Focus
View the Primary Talent Development Video
"Nurturing & Challenging All Children"

Goals of the Primary Talent Development Early Learning Program

  • Provide opportunities for all children to develop and demonstrate advanced learning behaviors, including children from groups underrepresented in advanced programs.
  • Build a profile of student strengths over time, prekindergarten – second grade, which can be used to document the need for differentiated instruction and gifted and talented education.
  • Provide models of the Essential Strategies of analyzing attributes, questioning, and creative problem solving which are transferrable to new learning situations.

Primary Talent Development Video

Primary Talent Development
Early Learning Program Pre K-2
"Nurturing & Challenging All Children"

Contact Information
Maryland State Department of Education
200 West Baltimore Street
Baltimore, MD 21201
PTD Brochure
How to Implement the Program
Sample Lesson, PreK
Sample Lesson, Grade 2
MSDE Privacy Statement Disclaimer  | Copyright © 2003 MSDE

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text:
  Awards and Recognition
  Bridge to Excellence
  Charter Schools
  Common Core State Standards
  Environmental Programs
  Equity Assurance
  ESEA Flexibility
  ESOL/Title III
  Family Literacy
  Financial Literacy
  Gifted and Talented
  Homeless Education Assistance
  Maryland Skills2Compete
  Military Families
  Multicultural Education
  No Child Left Behind
  Parent Involvement Matters Award
  Race to the Top
  Residential Education Program
  Response to Intervention
  School / Community Nutrition
  School Wellness Policy
  STEM Education
  Teacher and Principal Evaluation
  Technology/Library Media
  Title I
  21st Century Learning Centers
Programs > Response to Intervention
Response to Intervention in Maryland (RtI)

Response to Intervention in Maryland (RtI)

Dear Colleagues:

Welcome to Maryland's portal containing national and state resources for Response to Intervention (RtI) and tiered instructional programs. We anticipate that this site will support parents, educators, and school-based problem-solving teams in serving each student in our schools.

Maryland has an ongoing commitment to improve education for each student in our State, striving to strengthen each Maryland school to ensure all students master content knowledge in all their subjects. Our Tiered Instructional Approach to Support Achievement of All Students:
Maryland's Response to Intervention Framework 2008
document provides guidance to local school system's in Maryland to support achievement of all students with emphasis on those students who are not demonstrating grade appropriate skill and content mastery. This site contains links to support the essential components of RtI including universal screening, tiered levels of intervention, progress monitoring, and fidelity of implementation. With the implementation of RtI processes, Maryland educators can continuously refine educational practices to ensure each student achieves or exceeds performance standards.

Enhancing educational quality requires ongoing support, collaboration, and advocacy among students, teachers, administrators, parents, and community and governmental leaders. The implementation of these processes is complex and requires ongoing learning for local school system staff, as well as, informational meetings for parents, and community and governmental leaders regarding how to support this effort to meet the needs of each student in Maryland public schools. On this site you will find linkages to professional development modules to support your work.

Thank you in advance for your continuing efforts to improve education for all children in Maryland schools. Together we can continue to ensure that Maryland's public education is the best in the nation.

Lillian M. Lowery, Ed.D.
State Superintendent of Schools

Contact Information
Division of Instruction
Maryland State Department of Education
200 West Baltimore Street
Baltimore, MD 21201
Response to Intervention Home
Overview of RtI
Getting Started with RtI
Essential Components of RTI
Sharing with Parents about RtI
Teachers Implementing RtI
Leading RtI at the School and District Level
Leading RtI at the State Level
Universities and Colleges Teaching RtI
What’s New in RtI
MSDE Privacy Statement Disclaimer  | Copyright © 2003 MSDE


text:
  Awards and Recognition
  Bridge to Excellence
  Charter Schools
  Common Core State Standards
  Environmental Programs
  Equity Assurance
  ESEA Flexibility
  ESOL/Title III
  Family Literacy
  Financial Literacy
  Gifted and Talented
  Homeless Education Assistance
  Maryland Skills2Compete
  Military Families
  Multicultural Education
  No Child Left Behind
  Parent Involvement Matters Award
  Race to the Top
  Residential Education Program
  Response to Intervention
  School / Community Nutrition
  School Wellness Policy
  STEM Education
  Teacher and Principal Evaluation
  Technology/Library Media
     Library Media
     Technology Planning
     Standards and Policies
        Instructional Integration
        Professional Development
     School Library Media
  Title I
  21st Century Learning Centers
Programs > Technology/Library Media > Resources

Maryland Statewide Technology Contracts

This Maryland Department of Budget and Management (DBM) web page contains information about information technology contracts for goods and services. These contracts are available for use by state agencies, local governments, and some nonprofit organizations (check the contract language). The DBM Program Management Office (PMO) is responsible for managing major, highly complex statewide IT programs. The PMO will function as a liaison for contractors and project/task managers at the various user agencies for IT programs.

Maryland Education Enterprise Consortium

MEEC is an initiative of the University System of Maryland, uniting with K-16 education partners to provide quality information technology opportunities at affordable prices.

MEEC leverages its size and volume to all education providers in Maryland at very attractive prices. Currently, 100+ Maryland educational institutions participate in MEEC projects, including higher education, K-12, public, and private schools. The primary bond was forged to negotiate an Enterprise Agreement with Microsoft. Since then, anti-virus software, Apple, and discounted training for IT professionals have been added. Participation in all aspects of the consortium is voluntary and non-exclusive.

Contact Information
Val Emrich, Director
Instructional Technology & School Library Media Program
Division of Instruction
Maryland State Department of Education
200 West Baltimore Street
Baltimore, MD 21201
Phone:  410-767-0382
Fax:  410-333-2128
Email:  vemrich@msde.state.md.us
MSDE Privacy Statement Disclaimer  | Copyright © 2003 MSDE


text:
Governor Deval Patrick's Budget Recommendation - House 2 Fiscal Year 2013

Governor's Budget Recommendation FY 2013

Outside Section 29

Previous Outside Section Next Outside Section

Nursing and Resident Care Facility Base Year

SECTION 29.   Notwithstanding any general or special law to the contrary, nursing facility and resident care facility rates effective July 1, 2012 under section 7 of chapter 118G of the General Laws may be developed using the costs of calendar year 2005.

This section changes to 2005 the base year for setting fiscal year 2013 nursing and resident care facility rates.

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The Official Website of The Massachusetts Department of Transportation - Highway Division

Route 18 Widening Project

Home > Highlighted Projects > Route 18 Widening Project

Project Summary

MassDOT is proposing to widen and make improvements to a portion of Route 18 in Weymouth and Abington. The project includes reconstruction of portions of a 4.1-mile segment of Route 18 and the bridge that carries Route 18 over the MBTA railroad tracks in Weymouth. The project extends from the intersection of Carmada Road/Highland Place southbound to just before the intersection of Randolph Street (Route 139).

Construction will include widening the roadway from a two-lane rural arterial with variable shoulders and minimal sidewalks to a four-lane undivided arterial with uniform shoulders and sidewalks along both sides of the entire roadway. The project will address traffic congestion, intersection upgrades, and traffic signals, as well as improve the roadway surface and curbing conditions. The proposed improvements and widening will improve safety and circulation for vehicles, pedestrians, and bicyclists. In addition, the project will support economic development along Route 18 and the surrounding area, including the development of the former South Weymouth Naval Air Station in Abington, Weymouth, and Rockland.

Overview of Environmental Review Process

MassDOT is continuing a full environmental review process for this project in compliance with all applicable federal and state regulations to avoid, minimize, and mitigate impacts to environmental resources. MassDOT will file applications and/or documentation to comply with all applicable Federal regulations including the National Environmental Policy Act with the Federal Highway Administration, a Section 404 permit with the United States Army Corps of Engineers, a Water Quality Certification Application with the Massachusetts Department of Environmental Protection (MassDEP), the Wetlands Protection Act with the Weymouth and Abington Conservation Commissions and MassDEP, and Massachusetts Endangered Species Act through the Natural Heritage and Endangered Species Program. Most of these permit applications will be filed in 2012/2013 following the completion of the 25% design.

The project was initially filed with Massachusetts Environmental Policy Act (MEPA) as part of the South Weymouth Naval Air Station's Environmental Notification Form (ENF) (EEA# 11085R). A Supplemental Environmental Impact Report (SEIR) was filed with MEPA in 2012 resulting in the issuance of a Secretary’s Certificate on September 28, 2012, indicating the project adequately and properly complies with MEPA. A Finding of No Significant Impact under NEPA was issued on September 15, 2009 for the Environmental Assessment prepared for Route 18.

Project Documents

Design Public Hearing Questions and Answers (PDF 110kb)

Responses to 10-17-12 Public Meeting Comments (PDF 145kb)

Public Information Meeting Presentation from the October 17, 2012 Public Hearing. (PDF 9.25mb)

Site Location Map (PDF) - The project area map depicts the Route 18 Widening Project Area. The project area is a 4.1 mile segment of Route 18 in Weymouth and Abington and the bridge that carries Route 18 over the MBTA railroad tracks in Weymouth. The project extends from the intersection of Charmada Road/Highland Place in Weymouth southbound to just north of the intersection of Randolph Street (Route 139) in Abington. The map includes geographic features and streets which intersect this section of Route 18.

There are no meetings currently scheduled

Getting Involved

If you have any questions, need further information, or want to be added to future informational mailing lists, please
contact Trish Foley in the Office of Public Affairs.

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text:
Family of Angelica Guerrero, West Springfield woman who died in tornado, will move into Habitat for Humanity house in Springfield

Juan Guerrero and his daughters Ibone, 16, (second from left) and Fabiola, 20, (far right) join Laura Browne, construction and volunteer coordinator for Habitat for Humanity, as they get ready for an open house in the Guerrero's new home on Leitch Street in Springfield. Juan's wife, Angelica, was killed in last year's tornado as she protected Ibone as they took refuge in a bathtub in their home in West Springfield. (Don Treeger, The Republican)
Sandra Constantine, The Republican By Sandra Constantine, The Republican The Republican
on December 04, 2012 at 7:58 PM, updated December 04, 2012 at 8:03 PM

SPRINGFIELD — Juan Guerrero greeted visitors Tuesday to the home Greater Springfield Habitat for Humanity volunteers built for him and his daughters after the June 1, 2011 tornado crushed their West Springfield residence, killing his wife.

He put in 298 hours of time contributing to the construction. That’s 48 hours over the minimum required for people getting a home from the organization.

Guerrero did the work despite lingering problems with his left leg stemming from the 2011 collapse of his home on Union Street in West Springfield. The tornado that ripped through Western Massachusetts and West Springfield’s Merrick section that day killed his wife, Angelica, who died shielding their then-15-year-old daughter in the bathtub. The tornado also took the life of 23-year-old Sergey Livchin nearby.

On Tuesday, Guerrero was on hand at 49 Leitch St., greeting and welcoming visitors to the house Greater Springfield Habitat for Humanity has built for him and his daughter Ibone, 16, and Fabiola, 20. Guerrero cooked Mexican food for visitors taking part in Habitat’s Home for the Holiday house tours of the four buildings it has constructed this year, all for people who lost their homes in the tornado that struck the area.

“Oh man, I feel great appreciation. Without them this could not be possible,” Guerrero, 47, said of the volunteers.

“Guerrero knows his stuff. He is incredible,” Laura Browne, Habitat’s construction and volunteer coordinator, said.

Guerrero, who has a background in construction, took part in all aspects of the job, from putting up drywall to installing installation.

“I helped with everything. It is fun,” he said.

Plans call for the family to move in after a closing that is expected to take place before Christmas.

Their three-bedroom house features one and a half bathrooms, a dining-kitchen area, a living room and a full basement.

Guerrero, who is hoping to get his GED soon, said he would like to get a degree that will enable him to work with children. His youngest daughter is a junior at West Springfield High School and the eldest is taking a break from her studies at Holyoke Community College. She is thinking of switching from studying photography to nursing.

“I’m excited just having a home of our own,” Fabiola Guerrero said.

Although each Guerrero will get a bedroom, the sisters have not ironed out yet who will get which one. However, whatever room Ibone gets will be getting a coat of gray paint to cover the eggshell all the house’s rooms have been painted, a job Guerrero said he will take on.

As for the basement, Guerrero said he already has plans to develop a “man cave.”

Also getting new homes through the organization that were on the tour are Maria, Iris and Josefa Rosario, who now live at 234 Mill St.; Elaine Holsten and her daughter and grandson, Kataira and Malachi, who now live at 35 Clayton St.; and Toni Jones and her son and daughter, De’Quan and Au’Jayla, who now live at 237 Quincy St. The Holstens were living in West Springfield at the time of tornado, while the other two families were Springfield residents.

It costs Habitat about $150,000 in materials for volunteers to build homes valued at about $250,000, with recipients required to pay back $125,000 of its costs over the course of no-interest, 30-year mortgages.

Greater Springfield Habitat for Humanity has been in Springfield for 25 years and this year’s projects bring the number of homes it has provided for local families to 50.


text:
Tyler Seguin's shootout goal gives Boston Bruins a win in Chicago

The Associated Press By The Associated Press The Associated Press
on October 15, 2011 at 11:47 PM, updated October 16, 2011 at 10:14 AM
seguin_so_101511.JPGTyler Seguin scores past Corey Crawford to give the Boston Bruins a 3-2 shootout win over the Blackhawks in Chicago Saturday night.

CHICAGO – Tyler Seguin scored the only goal in a shootout and the Boston Bruins beat the Chicago Blackhawks 3-2 on Saturday night in the only regular-season matchup between the last two Stanley Cup champions.

Chris Kelly and Nathan Horton scored in regulation for Boston, which snapped a two-game skid to give coach Claude Julien his 300th NHL win. Nathan’s tying goal at 7:56 of the third sent the game to overtime.

Boston goalie Tim Thomas stopped 27 shots through overtime, then was perfect against Jonathan Toews, Patrick Kane and Patrick Sharp in the shootout.

Kane and Bryan Bickell scored in regulation for the Blackhawks, who got 35 saves from Corey Crawford.


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Ritchie Bus Lines,Inc.

51 Southwest Cutoff, Northboro, MA 01532

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  • Amenities: Accessible Facilities

Massachusetts - A Moveable Feast

Fresh seafood right off the boat.  Home-grown fruits and vegetables straight from the farm....

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Rockport Music presents Handel's Giulio Cesare, Met Opera Live in HD

12 PM Sat, Apr 27, 2013

Venue: Shalin Liu Performance Center

37 Main Street, Rockport, MA 01966

Rockport Music

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David McVicar's second new production of the season is this staging of Giulio Cesare, which incorporates elements of Baroque theater and 19th-century British imperialism to illuminate the opera's themes of love, war, and empire building. David Daniels stars as the title character, opposite Natalie Dessay in her role debut as the bewitching Cleopatra, Alice Coote as Sesto, Patricia Bardon as Cornelia, Christophe Dumaux as Tolomeo, and Guido Loconsolo in his debut as Achilla. Approx. Runtime: 4:31 Tickets: $32, $29, $20

Massachusetts - A Moveable Feast

Fresh seafood right off the boat.  Home-grown fruits and vegetables straight from the farm....

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All posts tagged 'glen garioch'
Master of Malt > Blog Home
Master of Malt Whisky Blog

Whisky Santa's Whisky Advent Day 10: Glen Garioch Founder's Reserve

by Whisky Santa     10. December 2014 00:00

Glen Garioch 1797 Founder's Reserve

"Behind window 10 you'll find Glen Garioch, a dram that's sure to make you cheery." Now, if that rhymed then well done, you're pronouncing Glen Garioch correctly and David Mitchell won't have to shoot you.

It should come as no surprise that I'm rather more jovial and benevolent than Mitchell & Webb's Grammar Nazi character when it comes to the sometimes tricky names that pop up in the whisky world though. I'm all about education rather than snobbery, so yes: simply say "Glen Geery" and you've got it. The taste is much more important than the name anyway, and this is a traditional highland single malt treat bottled at 48% without chill-filtration.

More Boutique-y Whisky. New releases from Kilchoman, Glentauchers, Littlemill and Glen Garioch.

by Ben Ellefsen     21. January 2014 09:00

That Boutique-y Whisky Company Kilchoman, Littlemill, Glentauchers and Glen Garioch

Well that was quite a Christmas.

In fact it’s been so busy that 4 new releases have passed us by with nary a mention. Changing that, now I am here with the writing about things. Yes.

Without further ado, onto the explanations behind the crazy stuff that’s fallen out of my head and onto paper.

First up this time, we’ve got an absolute belter of an Islay Whisky, from Kilchoman.

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Rev Up Your Love Life With These Tips!

46 year old woman | Oak Harbor, WA, United States | Seeking men 45-50 within 50 miles

Active within 24 hours

Forward her profile.

  • About
  • Photos 8

Her details

Have kids:
Yes, and they live at home (2)
Wants kids:
No, but it's OK if my partner has kids
White / Caucasian
Body type:
About average
5'7" (170cms)
Christian / Other
No Way
Social Drinker
Likes shots of Whipped Cream Straight from the Can

In her own words

I believe in Love, Respect, Telling the Truth, Having a Door Opened for Me, Romance, Snuggling, Random Acts of Kindness, Good Coffee, Shots of Whipped Cream straight from the Can, Time Together, Time Alone, Warm Chocolate Pudding with a dash of Cayenne. I am Loyal and Affectionate. I am independent but could use a good old fashioned rescue once in a while. Music soothes my soul. Football! Go Hawks! I talk to my dog like he understands every word. I can't listen to "Walkin' in Memphis" without singing it ... loudly. Politics confuse me ... but if you could break it down and give it to me in bullet points, that’d be great! You are patient, kind and funny. You are a gentleman, honest, true to your word and do what is right even when no one is looking. I am looking for a long term relationship but I don't expect it to happen instantly. Lets meet, spend some time together and let the relationship create itself.

Her interests

Camping , Coffee and conversation , Cooking , Dining out , Movies/Videos , Museums and art , Music and concerts , Exploring new areas , Performing arts , Playing cards , Shopping/Antiques , Travel/Sightseeing , Watching sports

Sports & exercise

Other types of exercise, Walking / Hiking

I exercise 3-4 times per week.

I have Dogs

I have a 7 yr old Lab named Oliver. He has bionic eyebrows and is completely spoiled.

Political views

Some other viewpoint

Favorite hot spots

Spring/Summer are here - so a walking trail with some hills -n- stuff in the woods!

Ventura College, Ventura, CA

Favorite things

My Kids. My Family and Friends. My Dog. Art Therapy. Music. Long Walks in the Sun. Kakuro Puzzles. The Color Blue. Good Coffee. Sea Hawks Football. My Electric Blanket. Laughing till it Hurts. Seeing the people that I love Smile. You?

For fun

Long Walks, Beautiful Hiking Trails, Treasure Hunting at Antique/Junk/Flea Markets. A Movie with Popcorn. Snuggling. Cooking, Card Games, Local Theater, Music.

Last read

A Boat Load of SDS. Ok, I didn't actually *read* them. Just enough to file them. I get that they are important, but seriously, shouldn't someone make them just a bit more uniform & easier to decipher? It's fiberglass, don't rub it in your eye. Done.

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Height: 5'7" (170cms) 5'11" (180cms) to 6'2" (187cms)
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Tahitian Black Pearls

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Maui Divers Tahitian Black Pearls are magnificent examples of some of nature's finest work. These luminous pearls originate in the oysters that live deep in the warm, tropical blue waters that surround the exotic islands of Tahiti. They range in color from an inky blue-black color to a more mellow shade of dove gray, with every variation in between. Each pearl is a unique specimen from the ocean's depths, making it an iridescent piece of art.  Because these gems offer such variations in natural colors, what is shown in each photo is just one example of an extensive range of Tahitian Black Pearl colors available.

Although Tahitian Black Pearls are truly beautiful on their own, making stunning pearl pendants and rings, or elegant necklaces when strung together, they also pair wonderfully with other stones such as diamonds, or when framed by various colored precious metals. Each makes a unique and memorable piece of jewelry that will accent outfits both fancy and casual.

Like their more traditional white pearl cousins, Tahitian Black Pearls come in a variety of sizes. Although it can be challenging to find high quality pearls in larger sizes, Maui Divers Jewelry offers a number of rings and pendants that have been set with high quality pearls of all sizes. Look for distinctive styles that feature a single semi-round Tahitian Black Pearl that is as large as 11-12mm, or even 13mm in diameter. Further accented by faceted round or baguette diamonds, these unique pieces of jewelry are fast becoming the new heirloom jewelry favorites.

Tahitian Black Pearls are now often the favorite centerpiece on engagement rings for modern couples. Set in your choice of 14K yellow gold, 14K white gold or 14K rose gold, these rings range from traditional designs to sleek and modern, even fun and chunky.  Faceted diamonds of all shapes add sparkle which draws attention to the unique iridescent sheen that the Tahitian Black Pearls display, day and night.

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Maui Divers offers a huge selection of Black Tahitian Pearl Jewelry which makes a great gift or adds a unique style to your wardrobe. Contact us today by calling 1-800-253-6016 or by visiting our Contact Us page.


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Old 11-29-2008, 10:59 AM   #14
Join Date: Jun 2003
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You should see what that yellow sentra looks like now, had a big crash on the LAST LAP at the 13hr enduro @ VIR

edit: Im shocked that a cavalier had enough jam to get you going up the back straight!

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Old 09-27-2013, 12:17 AM   #1
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E36 328iC Stock Springs

Check out my thread for ALL my E36 stuff for sale!

Hi guys,

I recently sold my E36 and I'm clearing out all my old E36 parts.

I have the stock springs from my 328iC. In good condition with no rust.

Looking to get $150 shipped OBO.

Damon Choy - 18 years of age - Past: E36 328iC, E46 330ci M-Sport (Imola Red/Alcantara)
Summer: 350Z - Tein MonoFlex coilovers, Impul headers, 06+ front end, 3.90 final drive
Winter: E36 328i - M3 brakes, M3 LSD, M50 manifold, Dinan intake, rust on every panel
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Treatments and drugs

By Mayo Clinic Staff

The primary aim in treating esophageal varices is to prevent bleeding. Bleeding esophageal varices are life-threatening. If bleeding occurs, treatments are available to try to stop the bleeding.

Treatments to prevent bleeding

Treatments to lower blood pressure in the portal vein may reduce the risk of bleeding esophageal varices. Treatments may include:

  • Medications to reduce pressure in the portal vein. A type of blood pressure drug called a beta blocker may help reduce blood pressure in your portal vein, decreasing the likelihood of bleeding. These medications include propranolol (Inderal, Innopran) and nadolol (Corgard).
  • Using elastic bands to tie off bleeding veins. If your esophageal varices appear to have a very high risk of bleeding, your doctor may recommend a procedure called band ligation. Using an endoscope, the doctor snares the varices and wraps them with an elastic band, which essentially "strangles" the veins so they can't bleed. Esophageal band ligation carries a small risk of complications, such as scarring of the esophagus.

Treatments to stop bleeding

Bleeding varices are life-threatening, and immediate treatment is essential. Treatments used to stop bleeding include:

  • Using elastic bands to tie off bleeding veins.
  • Medications to slow blood flow into the portal vein. Medications can slow the flow of blood from the internal organs to the portal vein, reducing the pressure in the vein. A drug called octreotide (Sandostatin) is often used in combination with endoscopic therapy to treat bleeding from esophageal varices. The drug is usually continued for five days after a bleeding episode.
  • Diverting blood flow away from the portal vein. Your doctor may recommend a procedure called transjugular intrahepatic portosystemic shunt (TIPS). The shunt is a small tube that is placed between the portal vein and the hepatic vein, which carries blood from your liver back to your heart. By providing an additional path for blood, the shunt reduces pressure in the portal vein and often stops bleeding from esophageal varices.

    But TIPS can cause a number of serious complications, including liver failure and mental confusion, which may develop when toxins that would normally be filtered by the liver are passed through the shunt directly into the bloodstream. TIPS is mainly used when all other treatments have failed or as a temporary measure in people awaiting a liver transplant.

  • Replacing the diseased liver with a healthy one. Liver transplant is an option for people with severe liver disease or those who experience recurrent bleeding of esophageal varices. Although liver transplantation is often successful, the number of people awaiting transplants far outnumbers the available organs.

Bleeding will recur in most people who have bleeding from esophageal varices. Beta blockers and esophageal band ligation are the recommended treatments to help prevent rebleeding.

March 15, 2013


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Side Effects

Drug information provided by: Micromedex

Discuss these possible effects with your doctor:

Tumors of the liver, liver cancer, and peliosis hepatis (a form of liver disease) have occurred during long-term, high-dose therapy with androgens. Although these effects are rare, they can be very serious and may cause death.

When androgens are used in women, especially in high doses, male-like changes may occur, such as hoarseness or deepening of the voice, unnatural hair growth, or unusual hair loss. Most of these changes will go away if the medicine is stopped as soon as the changes are noticed. However, some changes, such as voice changes, may not go away.

The prolonged use of estrogens has been reported to increase the risk of endometrial cancer (cancer of the uterus lining) in women after menopause. The risk seems to increase as the dose and the length of use increase. When estrogens are used in low doses for less than one year, there is less risk. The risk is also reduced if a progestin (another female hormone) is added to, or replaces part of, your estrogen dose. If the uterus has been removed by surgery (total hysterectomy), there is no risk of endometrial cancer.

It is not yet known whether the use of estrogens increases the risk of breast cancer in women. Although some large studies show an increased risk, most studies and information gathered to date do not support this idea.

Along with its needed effects, a medicine may cause some unwanted effects. Although not all of these side effects may occur, if they do occur they may need medical attention.

Check with your doctor immediately if any of the following side effects occur:

Less common

  1. Uncontrolled jerky muscle movements
  2. vomiting of blood (with long-term use or high doses)

Check with your doctor as soon as possible if any of the following side effects occur:

More common

  1. Acne or oily skin (severe)
  2. breast pain or tenderness
  3. changes in vaginal bleeding (spotting, breakthrough bleeding, prolonged or heavier bleeding, or complete stoppage of bleeding)
  4. enlarged clitoris
  5. enlargement or decrease in size of breasts
  6. hoarseness or deepening of voice
  7. swelling of feet or lower legs
  8. unnatural hair growth
  9. unusual hair loss
  10. weight gain (rapid)

Less common or rare

  1. Confusion
  2. dizziness
  3. flushing or redness of skin
  4. headaches (frequent or continuing)
  5. hives (especially at place of injection)
  6. shortness of breath (unexplained)
  7. skin rash, hives, or itching
  8. unusual bleeding
  9. unusual tiredness or drowsiness

With long-term use or high doses

  1. Black, tarry, or light-colored stools
  2. dark-colored urine
  3. general feeling of discomfort or illness (continuing)
  4. hives (frequent or continuing)
  5. loss of appetite (continuing)
  6. lump in, or discharge from breast
  7. nausea (severe)
  8. pain, swelling, or tenderness in stomach or upper abdomen (continuing)
  9. purple- or red-colored spots on body or inside the mouth or nose
  10. sore throat or fever (continuing)
  11. unpleasant breath odor (continuing)
  12. vomiting (severe)

Some side effects may occur that usually do not need medical attention. These side effects may go away during treatment as your body adjusts to the medicine. Also, your health care professional may be able to tell you about ways to prevent or reduce some of these side effects. Check with your health care professional if any of the following side effects continue or are bothersome or if you have any questions about them:

More common

  1. Bloating of abdomen or stomach
  2. cramps of abdomen or stomach
  3. loss of appetite (temporary)
  4. nausea (mild)
  5. stomach pain (mild)
  6. unusual increase in sexual desire
  7. vomiting (mild)

Less common

  1. Constipation
  2. diarrhea (mild)
  3. dizziness (mild)
  4. headaches (mild)
  5. infection, redness, pain, or other irritation at place of injection
  6. migraine headaches
  7. problems in wearing contact lenses
  8. trouble in sleeping

Other side effects not listed may also occur in some patients. If you notice any other effects, check with your healthcare professional.

Call your doctor for medical advice about side effects. You may report side effects to the FDA at 1-800-FDA-1088.


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The Morning Call
Breaking News

Top cop announces shake-up in command structure

As the Chicago Police Department tries to tamp down the city’s rise in homicides and shootings this year, Superintendent Garry McCarthy announced a shake-up in his command structure, moving seven commanders to different assignments.

The changes mean that McCarthy has replaced 19 of the city’s 23 district commanders – some because of retirement -- since he became superintendent in May 2011.

The rise in violent crime in parts of the South and West Sides played a role in the shake-up, Melissa Stratton, McCarthy’s spokeswoman, said Wednesday. She said the changes had been in the planning stages for some time. So far this year, homicides have risen 19 percent through Chicago, while shootings are up more than 11 percent.

Among the changes, Joseph Gorman, the commander of the gang investigations unit, was named commander of the South Side’s Deering police district.

Stratton said McCarthy put Gorman in charge of Deering to quell its gang violence. The department touts him as its foremost gang expert.

Deering, which includes such crime-ridden neighborhoods as Back of the Yards and Fuller Park, led all 23 districts in shootings last month, up 49 percent from a year earlier, as the Tribune reported earlier this week.So far this year in Deering, homicides there have jumped 50 percent and shootings 37 percent, according to department statistics.

 Gorman succeeds David Jarmusz, who will head the department’s public transportation section, which oversees patrols along CTA lines. Christopher Kennedy, the commander of the Central police district, which includes downtown, succeeds Gorman as the commander the citywide gang investigations unit. John Graeber, the former head of public transportation, takes over as commander of the Central district.

In addition, Melissa Staples was moved from commander of the Northwest Side’s Albany Park District to head the new Near West District, a consolidation of the former Monroe and Wood districts. The district’s station at 1412 S. Blue Island Ave. is slated to open next week.

Lucy Moy-Bartosik will move from acting command of the North Side’s Lincoln District, which covers the Edgewater and Uptown neighborhoods, to police headquarters to become executive officer of the patrol division. Jimmy Jones, the former executive officer of the Far South Side’s Calumet District, will take Moy-Bartosik’s former post.

Copyright © 2015, The Morning Call
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The Morning Call
Breaking News

Wacky interview questions with a purpose

Finding employment these days can be hard enough, but imagine getting asked a bizarre question during the interview process that's impossible to answer. According to — an online jobs and career community — strange interview questions are more common than ever.

"This is the third year that we have done what we call our oddball interview questions list," said Samantha Zupan, Glassdoor's corporate communications director.

The list was compiled from more than 150,000 interview questions shared by job candidates on in 2011.

Zupan said such questions are often used as conversation starters during the interview process.

"I think employers want to see how their candidates think," she said. "The question, 'What do you think about garden gnomes?' is an opinion question. There is no right or wrong answer. They want to see how you handle the unexpected things that come your way. They may also want to see if you will be a good cultural fit for their team, because there is no way to prepare for this. But there are ways to show you are a thoughtful thinker."

Here are some of the oddball interview questions from the Glassdoor list, followed by the company that posed the question. (The garden gnome question above is also on the list, from Trader Joe's.)

• "How many people are using Facebook in San Francisco at 2:30 p.m. on a Friday?" —Google

•"Just entertain me for five minutes, I'm not going to talk." —Acosta

•"If Germans were the tallest people in the world, how would you prove it?" —Hewlett-Packard

•"Would Mahatma Gandhi have made a good software engineer?" —Deloitte

•"How would you cure world hunger?" —

•"Room, desk and car — which do you clean first?" —Pinkberry

•"Does life fascinate you?" —Ernst& Young

•"Please spell diverticulitis." —EMSI Engineering

•"Name five uses of a stapler without staple pins." —EvaluServe

•"How much money did residents of Dallas/Ft. Worth spend on gasoline in 2008?" —American Airlines

•"How would you get an elephant into a refrigerator?" —Horizon Group Properties

•"How many planes are currently flying over Kansas?" —Best Buy

•"How many different ways can you get water from a lake at the foot of a mountain, up to the top of the mountain?" —Disney Parks & Resorts

•"What is 37 times 37?" —Jane Street Capital

•"If you could be a superhero, what power would you possess?" —Rain and Hail Insurance

•"Pepsi or Coke?" —United Health Group

•"Are you exhaling warm air?" —Walker Marketing

•"How do you feel about those jokers at Congress?" —Consolidated Electrical

What are some of the oddest interview questions you've ever been asked?

Twitter: @jenweigel

Copyright © 2015, The Morning Call
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Old 06-11-2013, 09:32 PM   #42 (permalink)
C'mon Man!
Join Date: Oct 2008
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i remember playing on a bad sprain a few years back, just gotta make sure you have good ankle support during the game. 2 weeks might be enough time to get it functional again, lol.
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Melbourne Cricket Club - Women's Cricket Latest News
Find this page online at: Cricket/Female Cricket/Latest News.aspx

    CHANNEL Nine failed to show Monday night’s women’s Ashes T20 match live on television and while fans weren’t happy, Cricket Australia says it was after strong ratings for the clash.

    TWELVE goals were scored on a night where Melbourne Victory just scraped through to the FFA Cup quarter-finals. Watch every goal from the night’s action here.

    THE PFA chief has slammed David Gallop’s “inflammatory” comments after the Socceroos withdrew from commercial appearances in Perth.

    PEOPLE thought Lakers star Nick Young was joking when he tweeted the idea of playing for the Boomers. Turns out he wasn’t after taking a major step.

    FELLOW German-based Socceroo Mat Leckie said Robbie Kruse’s loan move to Stuttgart will help him rediscover his electric form before his recent injury struggles.

    Women's Cricket Latest News

    Team Announcements

    Week 21 - March 9, 2013

    Templeton appointed women's head coach

    MCC Team of the Century wicketkeeper Robert Templeton has been appointed head coach of the fledgling MCC women’s cricket team.Former MCC wicketkeeper, and now inaugural women's coach, Robert Templeton.

    The club is poised to field at least one team in the Victorian Women’s Cricket Association Premier competition next season.

    It is the first time in our history that we will be represented in women’s cricket.

    Templeton joined the Demons from Hamilton in 1980 and, within two seasons, had impressed enough to earn a Victorian cap in two first class matches.

    Despite a useful 40 against the touring Englishmen and eight dismissals in those two games, he was dropped and returned to Premier Cricket where he established all sorts of keeping records over a 20-year career.

    Templeton played in five MCC First XI premierships  and, in 302 matches, effected 671 dismissals, an all-time record which is unlikely to be surpassed. He headed the season aggregates for keepers four times, twice making 10 dismissals in a match.

    Templeton's hard-hitting batting late in the day provided many tiring opposition bowlers with headaches and his batting record, with two centuries, 17 half-centuries and an average of 27.32, is very respectable.

    • © Melbourne Cricket Club 1838 - 2014 |
    • Home |
    Copyright © 1838 - 2009 Melbourne Cricket Club (MCC) |


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Insights & Publications

Article|McKinsey Quarterly

Leading through uncertainty

The range of possible futures confronting business is great. Companies that nurture flexibility, awareness, and resiliency are more likely to survive the crisis, and even to prosper.

December 2008 | byLowell Bryan and Diana Farrell

The future of capitalism is here, and it’s not what any of us expected. With breathtaking speed, in the autumn of 2008 the credit markets ceased functioning normally, governments around the world began nationalizing financial systems and considering bailouts of other troubled industries, and major independent US investment banks disappeared or became bank holding companies. Meanwhile, currency values, as well as oil and other commodity prices, lurched wildly, while housing prices in Spain, the United Kingdom, the United States, and elsewhere continued to slide.

As consumers batten down the hatches and the global economy slows, senior executives confront a more profoundly uncertain business environment than most of them have ever faced. Uncertainty surrounds not only the downturn’s depth and duration—though these are decidedly big unknowns—but also the very future of a global economic order until recently characterized by free-flowing capital and trade and by ever-deepening economic ties. A few months ago, the only challenges to this global system seemed to be external ones like climate change, terrorism, and war. Now, every day brings news that makes all of us wonder if the system itself will survive.

The task of business leaders must be to overcome the paralysis that dooms any organization and to begin shaping the future. One starting point is to take stock of what they do know about their industries and the surrounding economic environment; such an understanding will probably suggest needed changes in strategy. Even then, enormous uncertainty will remain, particularly about how governments will behave and how the global real economy and financial system will interact. All these factors, taken together, will determine whether we face just a few declining quarters, a severe global recession, or something in between.

Uncertainty of this magnitude will leave some leaders lost in the fog. To avoid impulsive, uncoordinated, and ultimately ineffective responses, companies must evaluate an unusually broad set of macroeconomic outcomes and strategic responses and then act to make themselves more flexible, aware, and resilient.

Strengthening these organizational muscles will allow companies not only to survive but also to seize the extraordinary opportunities that arise during periods of vast uncertainty. It was during the recessionary 1870s that Rockefeller and Carnegie began grabbing dominant positions in the emerging oil and steel industries by taking advantage of new refining and steel production technologies and of the weakness of competitors. A century later, also in a difficult economy, Warren Buffett converted a struggling textile company called Berkshire Hathaway into a source of funds for far-flung investments.

What we know

The financial electricity that drives our global economy is not working well. Turning it back on isn’t just a matter of flicking a switch, as central banks and governments have tried to do by providing liquidity, guaranteeing debt, and injecting capital into banks. We must repair the grid itself significantly, and this will require coordinated global action.

By the grid, we mean the global capital market, which evolved over a 35 year period following the breakdown of the Bretton Woods accord, in the 1970s. No one designed the global capital market, but it has been a boon to humanity, stimulating globalization and growth by enabling the free international flow of capital and trade. The financial crisis of 2008 severely damaged this useful system. Through greed, neglect, or ignorance, the participants abused it until they broke some of its basic mechanisms.

The implications are far reaching. Most obviously, congestion in the global capital market is exacerbating the US domestic credit crisis. That crisis has spread globally, hitting Europe especially hard. Banks until recently have been scrambling for deposits to replace sources of funding such as direct-issue commercial paper, medium-term notes, and asset-backed paper. The search for deposits is required to finance existing loans, and borrowers will need significantly more of them because all but the strongest have, like the banks, lost access to the securities markets. The US government, in particular, has aggressively tried to address this problem through huge liquidity programs, such as the purchase of mortgage- and other asset-backed securities. But it remains to be seen how effective those efforts will be in mitigating the credit crunch.

The global capital market crisis worsens this credit crunch by sending into reverse the dynamic of cross-border investment and trade flows. A dollar of capital must finance every dollar of trade, so the global capital market has stimulated the international exchange of goods and services. It has facilitated cross-border investments—in intellectual property, talent, brands, and networks—that help economies and companies grow and profit, and it has enabled the companies that make such investments to repatriate their profits. In short, global integration and growth will revive only if the global capital market does. Yet it has sustained a body blow that will have repercussions for years, even if international leaders make the necessary long-term adjustments.

The changing role of government

Since September 2008, governments have assumed a dramatically expanded role in financial markets. Policy makers have gone to great lengths to stabilize them, to support individual companies whose failure might pose systemic risks, and to prevent a deep economic downturn. We can expect higher tax rates to pay for these moves, as well as for the reregulation of finance and many other sectors. In short, governments will have their hand in industry to an extent few imagined possible only recently.

That’s not all. Protectionism and nationalism will probably feature more prominently in policy debates. We may see not only old-style populist anger against business, high executive compensation, and layoffs but also the emergence of authoritarian populist movements. Already-dilatory trade discussions will encounter renewed resistance. Although greater global coordination is sorely needed, national political pressures will make it hard to achieve. All this will constrain some business activities but also opens the door to new ventures that depend upon collaboration between the public and private sectors.

The cheap credit of the past few years most likely won’t return for a long time. For many households, this will mean reducing consumption and postponing retirement; for financial institutions—increasingly, bank holding companies—much higher capital requirements, less freedom to operate and innovate, and probably lower profitability; for governments, even more limited resources for health care, education, pensions, infrastructure, the environment, and security; and for corporations, a different role for capital. More broadly, for many companies the high returns and rapid growth of recent years rested on cheap credit, so deleveraging means that expectations of baseline profitability and economic growth, as well as shareholder returns, must all be seriously recalibrated.

New business models and industry restructuring

Companies engaging with the capital markets will encounter funders who are less tolerant of risk, a reduced ability to hedge it, and greater volatility. Hardest hit will be business models premised on high leverage, consumer credit, large customer-financing operations, or high levels of working capital. Businesses with long or inflexible production cycles or very long-term investment requirements will find it especially difficult to manage their funding. Some won’t make it, so industries will restructure. Corporate leaders already recognize this: in a McKinsey Quarterly executive survey launched the day after the US presidential election, 54 percent of the respondents expected their industries to consolidate.

These are all truths we know. They require a significant shift in thinking about government as a stakeholder, the value talent creates when it is harder to leverage, how to conserve capital, and strategies for sound risk taking—among other things.

What we don’t know

Yet there is much that we don’t know, and won’t for some time: how well will governments work together to develop effective regulatory, trade, fiscal, and monetary policies; what will these responses mean for the long-term health of the global capital market; how will its health or weakness influence the pace and extent of change in areas such as the economic role of government, financial leverage, and business models; and what will all this imply for globalization and economic growth?

Although these questions won’t be answered in the short or even the medium term, decisions made in the immediate future are critical, for they will influence how well organizations manage themselves now and compete over the longer haul. The winners will be companies that make thoughtful choices—despite the complexity, confusion, and uncertainty—by assessing alternative scenarios honestly, considering their implications, and preparing accordingly.

In particular, organizations must think expansively about the possibilities. Even in more normal times, the range of outcomes most companies consider is too narrow. The assumptions used for budgeting and business planning are often modest variations on baseline projections whose major assumptions often are not presented explicitly. Many such budgets and plans are soon overtaken by events. In good times, that matters little because companies continually adapt to the environment, and budgets usually build in conservative assumptions so managers can beat their numbers.

But these are not normal times: the range of potential outcomes—the uncertainty surrounding the global credit crisis and the global recession—is so large that many companies may not survive. We can capture this wide range of outcomes in four scenarios (exhibit).

Hard, harder, hardest times

The range of plausible scenarios highlights the degree of global economic uncertainty.

To see them in perspective, consider some results of the McKinsey Global Institute’s research (see sidebar, “The credit crunch and the real economy”). This research, focusing on the United States, the center of the storm, suggests that if capital markets rebound quickly, GDP would be 2.9 percentage points lower than it would have been if trend growth had continued over the next two years. If financial markets take longer to recover, as the middle two scenarios envision, US GDP growth could fall 4.7 to 6.7 percentage points from trend over the same period. At the “long freeze” end of the spectrum, Japan’s “lost decade” shaved 18 percentage points from GDP compared with its previous growth trend.

Regenerated global momentum

In the most optimistic scenario, government action revives the global credit system—the massive stimulus packages and aggressive monetary policies already adopted keep the global recession from lasting very long or being very deep. Globalization stays on course: trade and capital flows resume quickly, and the developed and emerging economies continue to integrate as confidence rebounds quickly.

Battered but resilient

In the second scenario, government-wrought improvements in the global credit and capital market are more than offset—for 18 months or more—by the impact of the global recession, which leads to further credit losses and to distrust of cross-border counterparties. Although the recession could be longer and deeper than any in the past 70 years, government action works, and the global capital and credit markets gradually recover. Global confidence, though shaken, does rebound, and trade and capital flows revive moderately. Globalization slowly gets back on course.

Stalled globalization

In the third scenario, the global recession is significant, but its intensity varies greatly from nation to nation—in particular, China and the United States prove surprisingly resilient. The integration of the world’s economies, however, stalls as continuing fear of counterparties makes the global capital market less integrated. Trade flows and capital flows decline and then stagnate. The regulatory regime holds the system together, but various governments overregulate lending and risk, so the world’s banking system becomes “oversafe.” Credit remains expensive and hard to get. As attitudes become more defensive and nationalistic, growth is relatively slow.

The long freeze

Under the final scenario, the global recession lasts more than five years (as Japan’s did in the 1990s) because of ineffective regulatory, fiscal, and monetary policy. Economies everywhere stagnate; overregulation and fear keep the global credit and capital markets closed. Trade and capital flows continue to decline for years as globalization goes into reverse, and the psychology of nations becomes much more defensive and nationalistic.

Leading through uncertainty

These descriptions are intentionally stylized to enliven them; many permutations are possible. Scenarios for any company and industry should of course be tailored to individual circumstances. What we hope to illustrate is the importance for strategists of considering previously unthinkable outcomes, such as the rollback of globalization. Unappealing as three of the four scenarios may be, any company that sets its strategy without taking all of them into account is flying blind.

So executives need a way of operating that’s suited to the most uncertain business environment since the 1930s. They need greater flexibility to create strategic and tactical options they can use defensively and offensively as conditions change. They need a sharper awareness of their own and their competitors’ positions. And they need to make their organizations more resilient.

Most companies acted immediately in the autumn of 2008 when credit markets locked up: they cut discretionary spending, slowed investment, managed cash flows aggressively, laid off employees, shored up financing sources, and built capital by cutting dividends, raising equity, and so forth. While prudent, these actions probably won’t produce the short-term earnings that analysts expect, at least for most companies. In fact, it’s time they abandoned the idea that they can reliably deliver predictable earnings. Quarterly performance is no longer the objective, which must now be to ensure the long-term survival and health of the enterprise.

More flexible

Companies must now take a more flexible approach to planning: each of them should develop several coherent, multipronged strategic-action plans, not just one. Every plan should embrace all of the functions, business units, and geographies of a company and show how it can make the most of a specific economic environment.

These plans can’t be academic exercises; executives must be ready to pursue any of them—quickly—as the future unfolds. In fact, the broad range of plausible outcomes in today’s business environment calls for a “just in time” approach to strategy setting, risk taking, and resource allocation by senior executives. A company’s 10 to 20 top managers, for example, might have weekly or even daily “all hands on deck” meetings to exchange information and make fast operational decisions.

Greater flexibility also means developing as many options as possible that can be exercised either when trigger events occur or the future becomes more certain. Often, options will be offensive moves. Which acquisitions could be attractive on what terms, for instance, and how much capital and management capacity would be required? What new products best fit different scenarios? If one or more major competitors should falter, how will the company react? In which markets can it gain share?

As companies prepare for such opportunities, they should also create options to maintain good health under difficult circumstances. If capital market breakdowns make global sourcing too risky, for example, companies that restructure their supply chains quickly will be in much better shape. If changes in the global economy could make a certain kind of business unit obsolete, it’s critical to finish all the preparatory work needed to sell it before every company with that kind of unit reaches the same conclusion.

A crisis tends to surface options—such as how to slash structural costs while minimizing damage to long-term competitiveness—that organizations ordinarily wouldn’t consider. Unless executives evaluate their options early on, they could later find themselves moving with too little information or preparation and therefore make faulty decisions, delay action, or forgo options altogether.

More aware

As problems with credit destroy and remake business models and market volatility whipsaws valuations, companies desperately need to understand how their revenues, costs, profits, cash flows, risks, and balance sheets will fare under different scenarios. With that information, executives can plan for the worst even as they hope for the best. If the recession lasted more than five years, for example, could the company survive? Is it prepared for the bankruptcy of major customers? Could it halve capital spending quickly? The answers should help companies to be better prepared and to recognize, as early as possible, which scenario is developing. That is critical knowledge in a crisis, when lead times disappear quickly and companies can seize the initiative only if they act before the entire world understands the probable outcome.

Better business intelligence promotes faster, more effective decision making as well. Companies can often gain insights into the potential moves of competitors by weighing news reports about their activities, stock analyst reports, and private information gathered by talking to customers and suppliers. Such intelligence is always important; in a crisis it can make the difference between missing opportunities to buy distressed assets and leaping in to snare them.

To get this kind of business intelligence, companies need a network, typically led by someone with strong support from the top. This executive’s mandate should include creating “eyes and ears” across businesses and geographies in particular areas of focus (such as the competition’s response to the crisis), as well as gathering and exchanging information. A network is critical because information is most useful if it moves not just vertically, up and down the organization, but also horizontally. Salespeople in a network, for example, should exchange knowledge about what’s working in economically distressed regions so that employees can help each other.

Assembling bits of information, facts, and anecdotes helps companies to make sense of what’s happening in an industry. Say, for example, that a supplier says it has no difficulties with funding, though first-hand knowledge from other sources indicates that the company is struggling to meet its payroll. Such warnings can allow executives to get a full picture much more quickly than they could by sitting in their offices and interacting only with direct subordinates.

More resilient

A crisis is a chance to break ingrained structures and behaviors that sap the productivity and effectiveness of many organizations. Such moves aren’t a short-term crisis response—they often take a year or more to pay dividends—but are valuable in any scenario and could help a company survive if hard times persist. Although employees may dislike this approach, most will understand why management aims to make the organization more effective.

This may, for example, be the time to destroy the vertical organizational structures, retrofitted with ad hoc and matrix overlays, that encumber companies large and small. Such structures can burden professionals with several competing bosses. Internecine battles and unclear decisions are common. Turf wars between product, sales, and geographic managers kill promising projects. Searches for information aren’t productive, and countless hours are wasted on pointless e-mails, telephone calls, and meetings.

Experience shows that streamlining an organization to define roles and the way those who hold them collaborate can greatly improve its effectiveness and decision making. When jobs must be eliminated, the cuts mostly reduce unproductive complexity rather than valuable work. As Matthew Guthridge, John R. McPherson, and William J. Wolf point out in “Smart cost-cutting in the downturn: Upgrading talent” (available on December 4), Cisco took that approach in shedding 8,500 jobs in 2001. When the company redesigned roles and responsibilities to improve cooperation among functions and reduce duplication of effort, talented employees were more satisfied in a more collaborative workplace.

In fact, many functional areas offer big opportunities: greater effectiveness, lower fixed costs, freed-up capital, and reduced risk. This could be the moment to redefine and reprioritize the use of IT to increase its impact and cut its cost. Other companies could seize the moment to control inventory; to reexamine their cash flow management, including payments and receivables; or to change the mix of marketing vehicles and sales models in response to the rising cost of traditional media and the growing effectiveness of new ones.1

As customer preferences change, competitors falter, opportunities to gain distressed assets emerge, and governments shift from crisis control to economic stimulus, the next year or two will probably produce new laggards, leaders, and industry dynamics. The future will belong to companies whose senior executives remain calm, carefully assess their options, and nurture the flexibility, awareness, and resiliency needed to deal with whatever the world throws at them.

About the authors

The authors wish to thank David Atkins, Kevin Buehler, Jared Chung, Ezra Greenberg, Jeff Gu, Bill Hoffman, Susan Lund, Christopher Mazingo, Kazuhiro Ninomiya, Hamid Samandari, and Elizabeth Stephenson for their contributions to this article and the research underlying it.

Lowell Bryan is a director in McKinsey’s New York office, and Diana Farrell is director of the McKinsey Global Institute.

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Call of Duty: Elite suffers day one struggles

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Call of Duty: Elite suffers day one struggles

Hundreds of thousands of gamers are playing Call of Duty: Modern Warfare 3 RIGHT NOW, but the game’s launch has not been completely without hiccups.

Call of Duty: Elite, the social network that will accompany the brand going forwards, is currently facing a number of issues as it struggles to cope with the huge amount of players trying to access the service.

A quick look at the Xbox 360 MW3 servers just a short time ago showed that in excess of 400k users are currently playing the multiplayer game.

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2K Games releases single-player demo of The Darkness on Xbox LIVE Marketplace

Embrace The Darkness! 2K Games has released a new demo of The Darkness video game on Xbox LIVE Marketplace. This demo features a single-player experience from three early levels in the game, including the Tunnel, Cemetery and Grinders Lane.

Developed by award-winning developer of The Chronicles of Riddick: Escape From Butcher Bay, Starbreeze Studios, The Darkness is a next generation, first-person action game that features an immersive and gritty storyline written in collaboration with famed comic-book writer, Paul Jenkins (also of Civil War: Frontline). Set in the dark and seedy underbelly of New York City, players experience the role of mafia hitman Jackie Estacado, heir to“The Darkness,” an ancient power that awakens within him on his 21st birthday. Jackie must use traditional weapons as well as learn to command his terrible new powers to seek revenge on his own crime family. The Darkness is based on the popular comic of the same name published by Top Cow Publishing and created by Marc Silvestri and Paul Jenkins.

The Darkness was released June 25 for the Xbox 360 TM video game and entertainment system from Microsoft and the PLAYSTATION ® 3 computer entertainment system. The Darkness has been rated“M” for Mature by the ESRB.

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Survivors of Rare Ovarian Cancer Retain Fertility, Have Positive Relationships, Study Finds

M. D. Anderson News Release 06/29/07

Ovarian germ cell tumor patients treated with platinum-based chemotherapy and fertility-sparing surgery are likely to retain their menstrual function and reproductive ability, according to the largest and most comprehensive survey of survivors ever conducted.

The new prospective study, published in the July 1 issue of the Journal of Clinical Oncology and conducted by The University of Texas M. D. Anderson Cancer Center and the Gynecologic Oncology Group, also found that despite having reproductive and sexual concerns, survivors were more likely than their healthy counterparts to be involved in meaningful, positive relationships.

Ovarian cancer is rare; in 2007, 22,430 females will be diagnosed and 15,280 are expected to die from the disease, according to the American Cancer Society. Germ cell tumors, a disease in which malignant cells form in the germ (or egg) of the ovary, constitute just five percent of all ovarian cancers diagnosed, says David Gershenson, M.D., professor and chair of the Department of Gynecologic Oncology and the study's lead author.

There's been a tremendous amount of interest in fertility as it relates to germ cell tumor survivors, explains Gershenson. While an extremely rare cancer, ovarian germ cell tumors often occur in girls and young women, with the average age of diagnosis occurring in the teenage years. Although the tumors are aggressive malignancies, they tend to involve only one ovary.

"Before the 1970s, there was no effective treatment for ovarian germ cell tumor patients and the death rate was extremely high. However, with the introduction of platinum-based combination chemotherapy, there's been a dramatic increase in survival, with cure rates now reaching close to 100%. Simultaneously in the 1970s, gynecologic oncologists began to realize that fertility-sparing surgery could be performed safely and without compromising a woman's curability," says Gershenson.

The study surveyed 132 germ cell tumor survivors formally enrolled in M. D. Anderson or Gynecologic Oncology Group clinical trials all over the nation. Each patient received platinum-based combination chemotherapy following surgery. The women were compared to 137 healthy women - all acquaintances of the survivors. Both the survivors and the acquaintances filled out questionnaires and were matched for age, race and education.

Seventy-one of the 132 survivors had fertility-sparing surgery as part of their treatment Of the 71 patients who had fertility-sparing surgery, 62 women, or 87 percent, were still having menstrual periods and 24 survivors had given birth to 37 babies.

"At the time of the study, the median survivor's age was just 35.5 years - this is a very young cohort of survivors," says Gershenson. "One can only assume that the women will have, or likely already have had, more children since the study."

The study also found that compared to the healthy women, germ cell tumor survivors had significantly greater reproductive concerns and experienced less sexual pleasure and more sexual discomfort. However, the survivors were more likely to be in partnered, meaningful relationships.

"The finding should allow oncologists and therapists to better inform and counsel patients and their families about expectations in the perioperative period, during primary treatment and long term," says Gershenson. "Ultimately as a cancer community, we need to develop better interventions and pay much more attention to both the psycho-social and fertility issues of our patients."

To ovarian germ cell tumor patients, Gershenson stresses the importance of having their fertility-sparing surgery performed by a board-certified gynecological oncologist who understands the clinical behavior of these tumors and is who is trained to optimize patients' probability of undergoing appropriate surgery and chemotherapy.

"Still in 2007, despite medical advances, too many of these patients are operated on by general obstetricians and gynecologists or general surgeons who do not make a proper diagnosis during surgery, or may not truly understand the biology of this disease. As a result, both ovaries and the uterus are removed, leaving a patient unnecessarily sterile."

Other study authors include: Anna M. Miller, D.N.S. and Stephen D. Williams, both of the Indiana University Cancer Center; Victoria L. Champion, DNS, Indiana University School of Nursing; Patrick O. Monahan, Ph.D and Qianqian Zhao, both of the Indiana School of Medicine and David Cella, Ph.D., Evanston Northwestern Healthcare.

The study was funded by a National Cancer Institute R01 grants and NCI grants to the Gynecologic Oncology Group and the Gynecologic Oncology Group Statistical Office.

© 2015 The University of Texas MD Anderson Cancer Center


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