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Gallery: Villarreal 0-1 Forest Under 18s

1 August 2014

Nottingham Forest's Under 18s beat Villarreal 1-0 in a friendly last night and were on hand to capture the action.

Kasheme Walton came off the bench in the second half to notch a 64th-minute winner.

The Under 18s, who are currently based at a training camp in Valencia, played out a 0-0 draw with Levante earlier in the week and fly back to Nottingham tomorrow.

Forest: Trialist, Diallo, Worrall, Arrowsmith, Worthington, Burke, Trialist, Burns, Gamblen, Austin, McDonagh

Subs used: Crookes, Walton, Otim, Iacovitti, Yates, Kelly

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Dad Lee Garland believes someone could soon be killed on a city centre road because motorists are making an illegal turn.

Photographer Mr Garland, 37, of Burton Joyce, was clipped by a car while crossing Beck Street, outside the Confetti building – even though the green man light gave him the right to cross.

He was hit by the car's wing mirror but believes other pedestrians could be more seriously injured - particularly anyone who cannot see well or does not know the road's dangerous reputation.

Mr Garland says drivers are turning right off Huntingdon Street, to cut through to Lower Parliament Street, even though they have no right of way. He says they often drive through a green man.

He told the Post: "It is incredibly dangerous. The cars are coming from directly behind, so you can look left and right and still be taken out.

"The other problem is drivers turning right are crossing a busy fast-flowing lane, so they are paying attention to on-coming traffic and can't stop in the middle of the road if they see you.

"It is the most dangerous crossing in Nottingham.

"I work in the building overlooking the junction and I would say for two thirds of the time there is a green man, someone drives through it. It's an accident waiting to happen."

The health and safety manager of the building Richard Draper, added: "Something needs to be done, as a matter of urgency, to deter motorists routinely breaking the law at the crossing. Somebody is going to get seriously injured or killed.

"There could be a re-configuration of the road system, moving the pedestrian crossing, activating the camera and issuing fines, enforcement by the police or more signage. I don’t mind, as long as safety is improved.

"We have our facility at the Marco Island building opening to students in September and the risk to them at present is intolerable."

Nottingham City Council says it is aware of the problem - but claims there is little it can do to solve the problem.

To enforce the rules it says it would need to be given special powers by the Government to stop motorists flouting the turning ban.

It also believes it cannot change the junction because this would lead to congestion and delays to traffic moving through the busy area.

A spokesman said: “We’re aware that some drivers are deliberately breaking the law and turning right into Beck Street from Huntingdon Street.

"The signs for restrictions here are more than adequate, going above and beyond the statutory requirements for a junction like this. Options for making changes at this junction would unfortunately lead to traffic congestion and delays.

“We would need the Government to give councils outside London better enforcement powers to address this, as only the police have the power to enforce banned-turn restrictions.”

Mr Garlan says he is "incredibly disappointed" by the council's response and is now planning a day of protest to reclaim the crossing.

He added: "When someone is killed at the crossing - it's inevitable - the council and the police will hold a press conference, apologise to the family, promise that they will hold a full enquiry, say they will 'learn the lessons’ ... and then find the funds to make safety improvements to the crossing.

"To be told that anything they do now would inconvenience drivers, is outrageous."

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Selecting the right partners to optimise service delivery

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Selecting the right partners to optimise service delivery

Selecting the right external service provider can be a complex decision. Creating a formal decision framework allows an organisation to bring valued rigour and structure to the decision making process.

All organisations, to varying degrees, use external service providers. For some, the partnership with others may be minimal, periodic and a support for core service delivery, such as the use of audit or legal services. For other organisations, the partnership is extensive, ongoing and central to delivering core services to customers. As examples, superannuation funds outsource many aspects of member administration and investment management, and healthcare providers outsource diagnostic services.

In some instances, the appropriate service provider will select themselves, perhaps for reasons of ongoing performance or unique capabilities. Experience suggests this is typically less common, for at least two reasons:

  1. In selecting an external provider, organisations will be looking to address a number of needs, such as quality of service, responsiveness to requests, and cost.
  2. Each potential service provider is likely to have a different capability set, with distinct strengths and weaknesses.

A robust decision framework is the key to success

Creating a formal decision framework allows an organisation to bring valued rigour and structure to making a complex decision [1]. It provides clarity on the:

  • objectives of the decision making process
  • quantitative and qualitative measures that should need to inform the choice of service prover
  • relative importance of different measures.

The starting point is clarity on the goal of the decision making process. This could include, for example, ranking the existing performance of service providers to facilitate contract extension. The goal then cascades to broad factors, and for complex decisions, often sub-factors that influence performance. A broad factor could be "Ability to achieve desired consumer outcomes", with sub-factors of "Capability to respond to different customer segments" and "Speed of delivery".

A measure, or perhaps a number of measures, is assigned for each sub-factor (with ideally a mix of quantitative and qualitative measures across all sub-factors), and each measure is weighted to signify relative importance. The diagram below brings this together, showing the inputs, the decision making process and the outputs.

Optimising service delivery

How it works in practice

Nous partnered with a large financial services organisation about to embark on a significant change in how it delivers services to customers. The organisation wanted to drive a substantial increase in customer satisfaction and also strengthen its long term sustainability. To help facilitate the change, the organisation wanted to reduce the number of its service providers. Nous was engaged to build a framework to assess the performance of existing service providers to help decide which to partner with in the future.

We worked with key experts across the organisation to develop a robust and evidence-based mechanism to develop the framework. The development of the framework brought a number of benefits. The people we engaged with especially cited the ability to:

develop a comprehensive understanding of the factors which should inform choice of future service provider

  • determine which of the many quantitative measures of performance it tracked were truly important for choice of future service provider, and also the relative importance of those factors
  • consider, develop and then incorporate qualitative measures of performance, such as around the ease of ‘doing business’ with service providers, which had not previously been measured.

Per the diagram above, the framework provided a percentage score for each service provider, allowing the different providers to be easily ranked. It also allowed the organisation to more clearly see the strengths and weaknesses of each potential partner, to help drive ongoing performance improvement.

Nous works with organisations to define their challenges and build comprehensive decision frameworks that address them. Get in touch for more information.

[1] The approach draws on multi-criteria decision making. For further information, see: Koksalan, M., Wallenius, J,and Zionts, S., Multiple Criteria Decision Making: From Early History to the 21st Century (2011).


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Dear Radiologist: 5 Tips to Increase Patient Engagement

Dear Radiologist: 5 Ways to Increase Patient Engagement

As a radiologist, you likely have the ability to affect more patients in one shift than any other physician at your facility may in a week; unfortunately, many patients do not understand the purpose of radiology. In a 2012 survey, 64 percent of patients indicated that they had no idea what radiology’s part was in the care continuum.

Although that survey was taken four years ago, the point is still the same: too many people do not understand radiology.

You have likely heard the phrase “Any publicity is good publicity.” It may come as a shock (or not), but that is simply not true. Reputation matters, and it’s our responsibility to ensure that radiology’s reputation is a good one.

Teri Yates, founder and principal consultant for Accountable Radiology Advisors in Columbus, Ohio, said that three viewpoints must be considered when determining the status of a profession’s reputation: that of the patient, that of the referring physician, and that of the hospital.

In this post we will discuss reputation management with patients–specifically keeping the communication channel open and increasing engagement opportunities.

As it turns out, there’s no channel like the communication channel between patients and radiologists.

Following are five simple ways to start the conversation with patients and help keep it going.

1. Small-form communication, such as postcards and phone calls.

One practitioner witnessed firsthand from a patient’s perspective how overwhelming treatment can sometimes be.

After seeing her husband’s experience with hospital care while he was being treated for cancer, Dr. Jennifer Kemp decided that radiologists can bring a lot of value to the healthcare system.

As a radiologist herself, she recognized how her expertise could be used to dispel anxiety surrounding imaging results.

She started out sending a simple thank you postcard to patients following their appointments. Now she provides a phone number and email at the bottom of radiology reports, and allows patients to call in right to the reading room. Read more about Jennifer’s work in the New York Times.

2. Availability.

Making yourself available as a resource to patients is the first step. By simply allowing yourself to be open to it, you are already contributing to a positive patient experience.3. Good relationships with your technicians.

As the one reading the images, you may not always get to see outer physical signs of abnormality on patients.

For example, an image of the elbow may show nothing out of the ordinary at first glance, but a technician can tell you if the patient was favoring their limb in a manner particular to a certain injury.

These facts can help give you the full picture of a patient when reading their images.4. Offering an explanation (before and after).

A common theme often discovered in patient surveys is that patients often have to ask for an explanation of the reasoning behind why certain imaging studies have been selected for them, including what to expect from the study itself.

In a world where you can ask your phone to perform a simple Google search, it’s only natural that many people base their knowledge of doctor’s visits on what they find on the Internet.

You may recall an article by Consumer Reports that surfaced just over a year ago and painted primarily doctors, but also radiologists and rad techs, in a less-than-savory light. Below is a short excerpt from the article.

“Recent research shows that about one-third of those scans serve little if any medical purpose. And even when CT scans or other radiology tests are necessary, doctors and technicians don’t always take steps to limit radiation exposure.

Overuse is caused “not just by greed and money, but that’s part of it,” says Swensen of the Mayo Clinic. Most doctors are paid by volume, he notes, so they have an incentive to order lots of tests. And many doctors have invested in radiology equipment or clinics. Such physicians order far more CT scans and other imaging tests, research shows.”

Materials like this set the public on edge, and can make them distrustful of medical practitioners. We can help combat this by adopting a policy of complete transparency and voluntary information sharing.

Patients, more often than not, do want to know why a doctor may have ordered a certain imaging study. They want to know what the pros and cons are, what the actual danger of radiation is, and what the process will entail. Even a short, simple explanation can help set a patient at ease and let them know that you care.

Following the study and the reading of the image, it is also helpful to explain the study to them, if opportunity arises.5. Remembering who belongs in the center of healthcare. “We have to put the patient in the center of health care.” James V. Rawson, MD, of Georgia Regents University, said. “Everything has to be about the patient.”

Things like appointment scheduling, parking, care delivery, and study results are all an important part of the patient experience. Dr. Rawson worked at the hospital level to help increase patient engagement, and helped implement successful changes at the Children’s Hospital of Georgia.

Under his care, the hospital created a patient advisory panel that included parents of those undergoing pediatric imaging to provide advice and input for the hospital’s direction. Adult waiting rooms gained an atmosphere more akin to that of a cozy coffee shop to help them de-stress. Patient satisfaction surveys became an even more important part of  grading the hospital’s success. Read more about their efforts here.

Do not feel like you have to make a dramatic difference by yourself–any small difference is one worth pursuing. Together, we can work to achieve better patient care and engagement in radiology.

To learn more about the cutting edge of patient engagement, please look to these additional resources:

Patient- and Family-Centered Care Resources:

Explore the materials collected by the new American College of Radiology Commission on Patient- and Family-Centered Care to enhance your understanding of—and participation in—new practice and payment models and help you provide more patient- and family-centered care.

The Radiology Cares Campaign:

The Radiology Cares campaign is designed to help radiology professionals optimize their patients’ experiences throughout their radiologic care. Increased engagement – by you or your staff – helps improve your patients’ awareness and appreciation for the integral role you play in their healthcare.

This post was written by Kristi Alvarado.

Hello, I'm Kristi!

I am the Editor for the Novarad Newsletter, curating and creating

great articles, whitepapers, case studies, and more!

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Creatively colorful decor, a great location, and a classic Mexican menu make family-owned Acapulco’s a favored “cantina.” They pride themselves on providing a friendly environment and authentic dishes with flavors straight from the motherland; their regulars seem to think they do just that. Something fun: their blog is loaded stories like “Where Does Tequila Come From?” and “How to Make Your Own Tortilla Chips;” there are also numerous videos on how to prepare traditional meals and cocktails. This place is just plain yum-fun – Acapulco’s Menu


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North West Timber Treatments Ltd.

Lay a Garden Patio

This project is fairly straight forward and simple. With the paving slabs, depending on their weight, you may need an extra pair on hands to help you. Before you start any How To, please read all the steps thoroughly so that if you have any queries, you can contact us on 01942 720777, and ask our team to clarify for you. Don't forget you can also message us on Facebook, or tweet us.

For this How to...You will need:

Paving Slabs Rake Wacker Plate (optional) Hardcore •Wooden Pegs •Spirit Level •Mortar Mix •Wheelbarrow •Rubber Mallet •Spacer

Step 1
Dig down to a depth of around in the area that you will be paving to a depth of around 15cm to allow room for the hardcore, mortar and paving slabs. Lay 5cm - 8cms of hardcore, once laid out use a rake to make sure that the hardcore as flat and there are no bumps.

Step 2
Use a wacker plate to compact and level the hardcore. This step is not essential, but it stops the rubble from moving while applying the Paving and provides a solid base that is unlikely to move and shift.

Step 3
Using a hammer place some wooden pegs into your surface, these all need to be level as these will be the markers for your Patio. Make sure they're level with any existing paving and manhole covers. Place several over the site, using a spirit level or piece of timber to make sure they are all level

Step 4
If you are going for a random design, place a few different sized Slabs in the center of your surface to see which slabs interlock well together. Alternatively use paper as markers and move those around until you get an idea for the design.

Step 5
Next make your mortar mix – one part cement to five parts building sand. Lay the slabs on a layer of mortar between 5cm to 8cm deep, once they are positioned tap down firmly with a mallet, making sure each slab is level to the pegs you put down earlier. As you go along make sure you leave a 1cm gap between each slab, which will be filled with mortar later.

Step 6
Once all the slabs are laid make sure to wash them down thoroughly so they will not be stained by any Mortar on top of them.

Step 7
Using a pointed trowel fill the gaps between the Slabs with your mortar, be careful not to get and mortar on top of the slabs, as this will stain them if allowed to set.

Step 8
Allow time for the mortar to set, then enjoy your new patio!

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About the Archive

This is a digitized version of an article from The Times’s print archive, before the start of online publication in 1996. To preserve these articles as they originally appeared, The Times does not alter, edit or update them.

Occasionally the digitization process introduces transcription errors or other problems. Please send reports of such problems to archive_feedback@nytimes.com.

January 18, 1884, Page 3 The New York Times Archives

NEW-HAVEN, Jan. 16.--The State Fish Commissioners express the opinion that the present modes of fishing in the Connecticut River are so destructive as to threaten the speedy extermination of shad, and in their annual ... View Full Article in Timesmachine »

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About the Archive

This is a digitized version of an article from The Times’s print archive, before the start of online publication in 1996. To preserve these articles as they originally appeared, The Times does not alter, edit or update them.

Occasionally the digitization process introduces transcription errors or other problems. Please send reports of such problems to archive_feedback@nytimes.com.

April 23, 1955, Page 19 The New York Times Archives

Croudle, Peter JView Full Article in Timesmachine »

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About the Archive

This is a digitized version of an article from The Times’s print archive, before the start of online publication in 1996. To preserve these articles as they originally appeared, The Times does not alter, edit or update them.

Occasionally the digitization process introduces transcription errors or other problems. Please send reports of such problems to archive_feedback@nytimes.com.

February 12, 1989, Page 003001 The New York Times Archives

George J. Feeney, the Dun & Bradstreet Corporation's senior vice president for advanced development, leaned across the table in his utilitarian Manhattan office and talked about, of all things, oil.

''In the oil business you start off exploring for oil, you move on to producing and refining it, and only then do you worry about marketing and distributing it,'' he mused. ''Well, think of the information business like the oil business. In the 1970's and early 1980's, we gathered data, processed it and refined it. Now the critical technology is making it available to customers.''

That thought is the driving force behind Dun & Bradstreet these days. The company has long been a premier gatherer of information, with a stable that includes such illustrious names as A.C. Nielsen, Donnelley, Moody's Investor Service and Dun & Bradstreet Credit. For the last three years or so, its top managers have been brainstorming with customers and with each other, trying to make sense out of the new rules in the information game.

The conclusion they have reached - and one that many business experts echo - is that with computers, facsimile machines and other purveyors of data growing ever more ubiquitous, businesses are suffering more from information overload than from information scarcity. Thus, the successful information companies of the 1990's may not be those that gather new data, but those that get existing facts to customers in the most useful form.

''In the past, we just provided research results,'' said John C. Holt, executive vice president in charge of marketing services. ''Now we must provide solutions to problems.''

Continue reading the main story

Achieving that will be no easy task. In fact, D. & B. has been working hard - and so far, successfully - at two seemingly opposed goals. It has been simplifying its huge store of credit and marketing data so that even a computer illiterate can get what he or she wants without wading through reams of extraneous facts. And it has been reprogramming that data base so customers eventually can ask the computers to correlate information that will help them make credit-granting or marketing decisions.

''Our customers have gotten better at articulating their needs, and we're changing to respond to those needs,'' said Charles W. Moritz, Dun & Bradstreet's chairman and chief executive.

Because the company's tentacles reach into such a huge number of unrelated information areas, its struggles to make that transition mirror what is happening throughout the information industry. Its credit business monitors the fiscal health and habits of nine million domestic and seven million foreign companies. Its A.C. Nielsen and Donnelley divisions have huge stores of data on television ratings and on product sales. Through Moody's and a few smaller subsidiaries, it has built formidable stores of data on corporate and municipal securities.

Over the years, sundry competitors have cropped up in all of those areas, only to be cowed by D. & B.'s sheer wealth and staying power. But now, the advent of electronic data bases and delivery systems has leveled the playing field a bit. The future belongs not necessarily to the richest or oldest companies, but to those best able to manipulate electrons, experts say.

Many companies - including such diverse concerns as TRW Inc., McGraw-Hill Inc. and the Mead Corporation - want to join that category. TRW has successfully carved out fresh business-related products from its vast personal credit data base and is tinkering with its computer systems to find new ways to package them. Dow Jones & Company and Mead both run successful electronic news services. McGraw-Hill, whose Standard & Poor's service competes with Moody's, has been eager to create a market by electonically delivering information from its book and magazine divisions. While that effort has not so far succeeded, no analyst is counting it out.

''D. & B. is good enough to lick any competition that springs up in the next few years,'' said J. Kendrick Noble Jr., an analyst at Paine Webber Inc. who recommends D. & B. stock. ''But the possibility always exists that some innovation from some source will make significant inroads in one of its markets.''

Dun & Bradstreet, which has so far held on to its shares of market in all of its areas, is not about to yield ground easily. The 148-year-old company is fighting trim - last year its income from operations totaled $499 million, up 13.6 percent from 1987, on revenues that jumped 12.6 percent, to $4.26 billion. It also ended the year with more than $1 billion in cash. Increasingly, it is applying its vast resources toward new technology.

Currently, the company's huge credit data base generates entire credit reports. But Dun & Bradstreet is reprogramming its system to yield specific bits of information culled from numerous credit reports - say, how often a group of companies paid its bills on time, or how relatively fast several customers for the same product paid their bills.

The immediate goal: Let customers get what they need without wading through lengthy reports. The ultimate goal: Let them dip into the data on their own, without using D. & B. as the middleman. ''We want our services to become part of the customer's work flow,'' Mr. Feeney said.

If that happens, the benefit to the company will go beyond satisfied customers. For if customers start retrieving information themselves, Dun & Bradstreet could slash its payroll, and thus its costs.

Several of the company's new products seem to represent progress toward that goal. Included among them are:

* DunsNet, a computerized service that delivers requested credit reports and some other data electronically so that customers need not deal with reams of paper. Nearly 90 percent of D. & B.'s credit data now goes to customers via DunsNet, and D. & B. is currently working on a system for computer-generated facsimile transmissions.

* Worldview, which lets securities analysts use their personal computers and a Lotus 1-2-3 spreadsheet to pull stock movement and financial information on companies and markets from a data base. The data base resides in the analyst's computer, and is updated automatically every night via an electronic link to Dun & Bradstreet's Datastream subsidiary in London.

* DunsVoice, which lets customers get credit information via touch-tone phone. D. & B. is now customizing the product so that the computer can check a business's credit history against a company's rules for granting credit, and recommend whether credit should be approved.

Dun & Bradstreet's marketing services group, which did not really pick up steam until the 1984 purchase of A.C. Nielsen, is a few years behind in D. & B.'s electronic revolution. It is still seeking new types of data to collect, and new ways to package them.

D. & B.'s Donnelley marketing group, for example, is using Nielsen Marketing Research's product-tracking services to compare the efficacy of mailed cents-off coupons and newspaper inserts. And it is fine-tuning its demographic data so that businesses that use its direct-mail services can take better aim at consumers. Until recently, all households in a given territory would receive the same package of cents-off coupons. Now, a single woman living alone receives a different mixture of promotions from a married couple living next door.

The new services have given D. & B. a leg up in most of its markets. But that edge is vulnerable to technological breakthroughs by competitors.

TRW, for one, may not be so easy to beat in the years to come. For 13 years the company has been delivering its credit information via computer. Now, after a decade of confining itself to the health care, telecommunications and retailing industries, it is dipping its toe into banking, insurance and other markets that Dun & Bradstreet dominates. And last year it introduced a product called the Small Business Advisory Report that offers credit customers something that D. & B., which has never collected personal credit data, cannot provide: It gives customers who know the names and addresses or social security numbers of the owners of small businesses access to their personal credit reports.

TRW is developing computer-modeling capabilities in the marketing and credit areas that could eventually give Dun & Bradstreet a run for its money. But today, even Edward R. Freeman, vice president of TRW's Information Systems Group, concedes that ''a business credit report, no matter who provides it, is known as a D. & B.''

Maybe so, but getting customers to call for a ''D. & B.'' is not necessarily easy. ''Three-quarters of the credit decisions our customers make are based on information they generate internally,'' said James E. Rutter, executive vice president in charge of Dun & Bradstreet's business information group. ''We had to find ways to deliver a better product for less than it costs a customer to put a clerk on the telephone.''

Of course, that assumes that keeping costs down is a customer priority. Most of the time, that assumption is safe; sometimes, it is not.

Dun & Bradstreet tried to persuade corporations to subscribe to an electronic version of its Official Airlines Travel Guide, that huge, unwieldy compendium of flight schedules. With the new system, would-be flyers could punch in their priorities - say, departure time or preferred airport - and the computer would come up with the cheapest flight available that met the criteria.

The product barely got off the ground. The problem, it turned out, was that many executives preferred choosing their flights on the basis of frequent flyer programs, rather than on saving their corporations money. In December, D. & B. sold the Guide for $750 million to Propwix Ltd., an affiliate of the Maxwell Communications Corporation.

The sale, which is expected to yield $450 million after taxes, probably pushed Dun & Bradstreet to make a lot of changes now that it might otherwise have phased in over the next few years. In part to get tax writeoffs to offset the gain, D. & B. closed several computer centers and consolidated data processing operations. It has cut out a few regional managers. It has discontinued many paper products - for example, books that describe the demographics of neighborhoods surrounding certain stores. And it has stepped up its timetable for phasing out manual collection of data.

In one sense, the changes have been evolutionary rather than radical. Mr. Moritz's vision of the company is not much different from that of his predecessor, Harrington ''Duke'' Drake. Both he and Mr. Drake, whom he succeeded in January 1985, started out in the Donnelley division. Mr. Moritz, after 16 years of rising steadily through Donnelley's ranks, moved over to the parent company as an executive vice president in 1976. By the time he became president in 1981, he was well steeped in Mr. Drake's philosophies. The two men even use the same buzzwords - Mr. Drake always said that D. & B. was in a continuous process of orderly change, and Mr. Moritz salts his conversation with that term as well.

But even in a smooth evolutionary process, there are watersheds. Dun & Bradstreet's came in 1984.

Until then, credit and credit-derived information was D. & B.'s raison d'etre, with marketing services accounting for a mere 16 percent of revenues. But in 1984, it bought Nielsen. Nielsen was best known for measuring television audiences, but for D. & B., its attraction fell in other areas. Nielsen was already monitoring retail sales of grocery and drug items, and was doing a smattering of market research. Some of its products overlapped with D. & B.'s - both companies had coupon-redemption services, for example - but most complemented them.

The $1.3 billion acquisition was the largest Dun & Bradstreet had ever made. (That record was broken last year when D. & B. paid $1.6 billion for IMS International, a marketing-services company that specializes in the health care business.) Its sheer size and cost meant that D. & B. had to find better ways to marshal its resources. Before, it could dabble in all aspects of the information business; suddenly, it had to decide which aspects of that business it should pursue, and which it should exit.

Accordingly, the company has been divesting companies that do not fit its core businesses of credit, financial and marketing information, and replacing them with ones that do. Besides the Airlines Guide, it sold the Corinthian Broadcasting Company and the Technical Publishing Company. Its acquisitions include IMS and Logistics, a small company that had already been plugging Nielsen data into computer models to help retailers lay out their stores. It even tried to buy Information Resources Inc., a Chicago-based competitor that was becoming a major force in packaged-goods information, but the Justice Department scotched the deal on antitrust grounds.

''D. & B. is focusing on fewer starting points but offering broader services from those points,'' said Mr. Noble, the Paine Webber analyst.

The Nielsen purchase changed Dun & Bradstreet in more subtle ways, too. Nielsen, although the dominant player in its field, was a stodgy company, one more attuned to servicing old customers than to creating products for new ones. It ran totally counter to the D. & B. culture, which had long revolved around spewing forth new data products at a heady pace. For the first time in its history, D. & B. had to wake up a sleeping giant.

It did so quickly. Many Nielsen managers were retired or fired, and replaced by people often 20 years their junior. Under Mr. Holt's direction, they expanded Nielsen's programs for gathering product purchase data in supermarkets and tied that information into its television ratings data. And they began hooking Nielsen's operations in with D. & B.'s direct-mail-marketing services.

In The process D. & B. learned a lot about how to get different fiefdoms to work together. And it has been tinkering with its organizational charts to see if it can foster more such cooperation.

Last January, for example, it brought its domestic and international operations under the same executive vice presidents - Mr. Holt in marketing and Mr. Rutter in credit - to see if European operations could learn from their American counterparts, and vice versa. Since then it has formed a new Information Services and Technology Group that handles all the back-up and research functions for Nielsen Marketing Research, Nielsen Media Research and Donnelley Marketing, a move made in part to consolidate payrolls and in part to get the different sections to work on joint products.

For the last few years Nielsen has been offering packaged-goods companies - and, more recently, toy companies and convenience stores - new ways to correlate data on how well their products are selling with data on what commercials purchasers had seen and what cents-off coupons they had received. And it has started repackaging much of the data it collects for packaged goods companies so that it is useful to food brokers and supermarkets. All the activity clearly pleases Wall Street. Analysts expect D. & B.'s heady rate of growth to continue. Thus, many analysts have buy recommendations on the stock, which has been trading at about $54 on the New York Stock Exchange. ''D. & B. has a compulsive attitude toward dominance, and a compulsive attitude toward growth,'' said Peter Falco, a Merrill Lynch analyst. ''When they muster their financial horsepower, they leave everyone else in the dust.'' AT A GLANCE DUN & BRADSTREET All dollar amounts in thousands, except per share data. $ Three months ended Dec. 31 1988 1987* Revenues $1,132,449 $1,020,890 Net Income 123,064 104,470 Earnings per share $0.66 $0.56 Year ended Dec. 31 1988 1987* Revenues $4,267,377 $3,788,502 Net income 498,960 439,053 Earnings per share $2.67 $2.36 $ Total assets, Dec. 31, 1987* $3,753,695 Current assets 1,729,960 Current liabilities 996,788 Book value per share, Dec. 31, 1987 $7.42 Stock price, Jan. 9, 1989 N.Y.S.E. consolidated close tk5 1/2 Stock price, 52-week range 57 1/2-45 7/8 Employees, Jan. 9, 1989 61,025 Headquarters New York *Amounts for 1987 have been restated to reflect the acquisition of IMS International, which was accounted for as a pool of interests.

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In certain parts of the Bronx, a career in politics might seem to be helped by being linked to the local congressman for the South Bronx, José E. Serrano, or his son, José Marco Serrano, who represents some of the same area in the State Senate, having recently given up his City Council seat to run for the post.

With all that influence, the Serranos felt they could consolidate their power even more by having one of their allies claim the local City Council seat that the younger Mr. Serrano surrendered to go to work in Albany.

But those hopes were dashed recently when the family's hand-picked candidate, George L. Torres, was removed from the ballot for failing to collect enough signatures on his petitions to run in next Tuesday's special election for the seat. And now the buzz in the world of Bronx politics is that the Serrano clan may not have all the skills needed to run a political machine in a borough where such organizational chops can make or break candidates.

"The congressman has shown that he can't even qualify a candidate to get 900 signatures," said State Senator Ruben Diaz Sr. "If he can't do that, it shows that he has no organization, no following in the community."

In fact, Mr. Diaz said, he is now considering challenging the elder Mr. Serrano for the Congressional seat next year.

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As is often the case in Bronx politics, the special election for the City Council seat has pitted politically prominent families and different Democratic camps against one another.

The removal of Mr. Torres and two other aspirants from the ballot has left four candidates in the nonpartisan election next week. They are William Alicea, 50, a former New York City housing commissioner; Alberto Torres, 44 (no relation to George Torres), an attorney who is a former law partner of Roberto Ramirez, a former Bronx Democratic Party chief; Charles R. Serrano, 60, (no relation to the elected Serranos) an exterminator who has frequently challenged Bronx Democratic incumbents; and -- creating the greatest stir -- Maria del Carmen Arroyo, a 47-year-old health care administrator who is the daughter of Assemblywoman Carmen E. Arroyo.

Ms. Arroyo has received strong support from many officials at the heart of the Bronx Democratic Party organization, including Senator Diaz and his son, Assemblyman Ruben Diaz Jr. Another backer is City Councilman Joel Rivera, whose father is the Bronx Democratic Party chairman, Assemblyman Jose Rivera.

The three men on the ballot are working feverishly to make sure that Ms. Arroyo does not gain momentum in the race.

They all talk about the need to develop programs that could curb what is one of the highest asthma rates in the city. They speak of the need to find ways to create jobs and job training programs in the 17th Council District, which includes Hunts Point, Mott Haven and Soundview.

And they also have attacked Ms. Arroyo personally, pointing out that she reverted to her maiden name shortly before the campaign began, suggesting that she was seeking to take advantage of the name of her mother, the assemblywoman.

Ms. Arroyo, who until last year was known as Maria Aguirre, said she reverted to her maiden name because she and her husband had recently separated.

While Ms. Arroyo might have the advantage of a well-known family name, Mr. Torres and Mr. Alicea have benefited from a significant lead in fund-raising. Ms. Arroyo has reported raising about $12,000, and Mr. Torres has reported nearly $37,000. But Mr. Alicea is the clear leader, having raised $38,000 and received nearly $49,000 in matching funds from the city's Campaign Finance Board.

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Is Self-Adjusting My Neck Bad?

By: | Tags: | Comments: 0 | March 24th, 2015

Everyone who feels adjusting or “cracking” their neck is good for them is wrong.  This can become habit forming and add to the frequency of adjusting.  If someone feels the need to do this, it indicates that there is an underlying problem.  This habit can also increase your chances of having a stroke by making the neck hyper mobility.

The difference between a person doing it by themselves and a chiropractor is that the chiropractor is more specific at isolating the underlying cause.  A good analogy is a kink in a chain, the kink represents a restricted vertebra and the link above or below are usually vertebra overcompensating by moving more than usual.  The chiropractor can isolate that restriction and restore the natural mobility to the segment whereas a person doing a self-adjustment is nonspecific and gets a “crack” from usually the segment above or below.  This can lead to instability and can stretch or tear the vertebral artery that runs through it.

But it feels so good!!  Yes, I am sure it does but only for the short term.  The noise that you hear is a release of synovial fluid gas.  All joints have this gas in it.  When you hear the noise it is just an indication that the joint has moved a certain degree.  Along with the noise which I call a release or cavitation and not a “crack” is a release of endorphins which is your body’s natural pain killer.  This is why it feels so good along with increased movement which is only temporarily because the underlying cause hasn’t been addressed.


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F1 Podium: Odds to Win the 2018 United States Grand Prix

 Lewis Hamilton of Great Britain and Mercedes GP talks in the Drivers Press Conference during previews ahead of the United States Formula One Grand Prix at Circuit of The Americas on October 18, 2018 in Austin, Texas, United States

The next three Formula 1 races take place in the Americas with the first stop in Texas at the United States Grand Prix. Lewis Hamilton is a massive favorite to win the race, between -180 and -190 at most books. Hamilton has won six of the last seven races in the U.S. and he’s also won six of the last seven races during the 2018 Formula 1 calendar, all but engraving his name on the F1 drivers championship.

Let’s take a look at three bets to get you some profit this week in Texas:

P1: Sebastian Vettel - Fastest Lap (+450)

I really like the value on Sebastian Vettel to record the fastest lap. Vettel is the only other driver to win this race since 2007 and he had the fastest lap in both the 2016 and 2017 races. Vettel, while mathematically still alive in the drivers championship, is destined to finish second to Hamilton this season, but he will be pushing hard for the last four races.

P2: Hamilton - Pole Position and Win the Race (-120)

Due to Lewis Hamilton’s dominance on this track and just about every track he drives on, it’s not a bad idea to combine some Hamilton bets to get better value. Hamilton has won from the pole position in each of the past two years and Mercedes has won the qualifying stage for five consecutive United States Grands Prix.

P3: Bottas & Vettel Combination Podium Finish (+100)

As mentioned, Mercedes has had unparalleled success in Austin so it’s not far-fetched to believe that it will put two cars on the podium this week. If you’d like to fade this combo finish, you can take the fade this pick at -135. Either way, I think it’s one of the best bets available this week.

Below, you can find the full odds list to win the 2018 United States Grand Prix:

2018 United States Grand Prix Odds
Lewis Hamilton (Mercedes)-188
Sebastian Vettel (Ferrari)+300
Valtteri Bottas (Mercedes)+750
Kimi Raikkonen (Ferrari)+1200
Max Verstappen (Red Bull)+1600
Daniel Ricciardo (Red Bull)+2200
Kevin Magnussen (Haas)+100000
Romain Grosjean (Haas)+100000
Esteban Ocon (Force India)+150000
Sergio Perez (Force India)+150000
Charles Leclerc (Sauber)+200000
Pierre Gasly (Toro Rosso)+200000
Nico Hulkenberg (Renault)+200000
Marcus Ericsson (Sauber)+200000
Fernando Alonso (McLaren)+250000
Carlos Sainz (Renault)+250000
Brendon Hartley (Toro Rosso)+300000
Stoffel Vandoorne (McLaren)+400000
Sergey Sirotkin (Williams)+400000
Lance Stroll (Williams)+400000

Odds as of October 18 at Bet365


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District BJP and Congress SC/ST cells stage demonstration-seeking quota in Jagatsinghpur.

JAGATSINGHPUR May 16. District BJP and congress wings on Monday staged demonstration and protest meetings separately in front of collector office here and sought early implementation of Odisha Reservation of Vacancies [ORV] Act in state, 38 percent seat reservation in medical, engineering and other technical colleges for SC and ST candidates. Later they submitted a memorandum before district collector addressed to state governor separately.

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Bio Sun Cream SPF 6, Frais Monde

  • Description

    Organic Sun cream rich in natural components, non-greasy and leaves the skin soft and protected. To be applied before exposure to sunlight.

    Exerts hydrating, protective, tanning, nutrient.

    The skin is defended and protected from sunlight, from drying and dehydration and aging. It ‘s always hydrated during sun exposure.

    EXTRACT ALOE Natural Moisturizing Factor and deliver to your skin the right level of hydration. MIXTURE OF FILTERS (UVA + UVB) perfectly protects the skin for protection even when the sun’s rays are intense. BIO OLIVE OIL known for its high protective capacity and the precious AVOCADO OIL AND JOJOBA BIO provide nutrition to the skin.

    30% active bio formula, no parabens, no peg, no nickel.


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OMP HTE-R Racing Seat

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Protective Halo-style seat with high side-bolsters for excellent lateral support.

The professional-level OMP HTE-R Racing Seat offers a protective halo-style design built on a lightweight gel-coated fiberglass shell. A common site in the World Touring Car Championship series (WTCC), the HTE-R is upholstered in a highly breathable Airtex material for comfort in the hottest conditions, along with removable back/base cushions, and a comfortable split-leg bottom cushion. High side-bolsters offer excellent lateral leg support, while the Hans-compatible back insures proper fitment regardless of equipment.

Technical Information

Rating: FIA 8855-1999
Shell: Gel-coated Fiberglass
Weight (lbs): 20.7 lbs.
Mounting: Side
Part Number: OMHA772E
Manufacturer: HA/772E

• FIA homologated to 8855-1999 standards
• Shaped, security headrest
• Removable cushions back, base and split leg.
• High side bolster for lateral leg support

OMP Seat Sizing Diagram

A: External width at shoulders
B: Height from base to shoulder wings
C: Seat Bottom, Max external width
D: Height (Top-to-Bottom)
E: Max width of Side Bolsters (External)
F: Internal width (measured at lap-belt guides)
G: Base length (Front-to-Back)
H: Side-Head Protection, Internal Width
I: Side-Head Protection, External Width

Note: All measurements are in millimeters. Measurements are based on the seat shell, and do not take into account padding thickness.

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Geordie Shore's Marnie Simpson jumps into the ring to congratulate fellow cast member and boyfriend Aaron Chalmers on his professional BAMMA 29 debut Scotty T has been dropped from Geordie Shore [Wenn]

Scotty T has officially been dropped by Geordie Shore after six years on the show.

The MTV star was let go after being caught snorting a 'suspicious white powder' recently, and as a result will not be joining the rest of the cast for filming this week.

His cast-mates, including Chloe Ferry, Sam Gowland and Nathan Henry, are soon heading to Australia where they are filming the latest series of the show.

Chloe Ferry reveals when she will quit Geordie Shore:Geordie Shore: Scott will not be returning to the MTV show [MTV]

A TV insider told The Sun: “Scotty cannot be trusted filming with the cast; he’s a liability and no one needs the stress of minding after him.

“He’s been a great long running character but his behaviour towards the end of last year proved that he no longer deserves a place on the series.

“The cast are flying out to Australia at the end of this week and he won’t be joining them.”

Scotty TGeordie Shore: Scotty T was spotted snorting an unknown substance [MTV]

Scott was filmed snorting the unknown substance in front of a glass frosted window in December last year.

In the video, obtained by the MailOnline, the 29-year-old appears to be opening the window of a toilet, before disappearing behind it, and crouching down to inhale a suspicious substance.

Scott then landed himself in further hot water when he was later photographed exposing himself to a mystery woman.

Scotty T claims to have slept with over 1000 womenScotty T will still appear on TV screen starring in Just Tattoo of Us [Scotty T/Instagram]

Pictures obtained by the publication show Gaz Beadle's pal talking to the woman in question, before flashing his penis at her.

According to The Sun, Geordie Shore cast held 'crisis talks' shortly after the incidents took place, and have since decided not to continue his contract.

Scott was previously fired from the MTV show due to his wild behaviour, leaving mid-season alongside his co-star, Marty McKenna.

Stephen Bear and Charlotte CrosbyScott will be replacing Stephen Bear on the MTV show Just Tattoo Of Us [All 4]

However, despite his most recent axe, Scott will still be appearing on TV screens as he joins fellow ex-Geordie Shore star, Charlotte Crosby to film a new series of Just Tattoo of Us.

The Newcastle resident will be replacing Stephen Bear on the show after his messy break up with Charlotte meant that he would not be returning.

While the former Geordie Shore star has not responded to any allegations against him, he admitted previously to taking recreational drugs in his autobiography.

BOREHAMWOOD, ENGLAND - FEBRUARY 05:  Scotty T is crowned winner of Celebrity Big Brother at Elstree Studios on February 5, 2016 in Borehamwood, EnglanScott admitted to previously taking recreational drugs [Getty]

When the book was released he told The Sun: “I have dabbled occasionally.

“I’m not ashamed to admit that for a while I went a bit silly, and was up to all sorts, but at the time I thought it was mint.

“And when I was raving on MDMA I was on top of the world.”

OK Online has contacted Scott's representative for comment.


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Background Information

Our Mission Statement

  • To provide comprehensive oral and maxillofacial surgical and adjunctive medical care in a pleasant, private, and professional setting.
  • To base our practice on recognized American Assocation of Oral Maxillofacial Surgeons (AAOMS) standards, striving for efficient delivery of the highest quality of care.
  • To promote an organizational culture which encourages honesty and respect for patients and staff.
  • To provide ongoing continuing education, staff development, and other educational programs which emphasize excellence and continuous professional improvement.
  • To promote job satisfaction to attract and retain a superior staff.

Oral Maxillofacial Surgeons

Oral and maxillofacial surgery requires up to 6 additional years of hospital based surgical and anesthesia training. Our surgeons practice a full scope of oral and maxillofacial surgery with expertise ranging from corrective jaw surgery to wisdom tooth removal. We can also diagnose and treat facial pain, facial injuries, sleep apnea and perform a full range of dental implant procedures.

Clinical Staff

Our surgical staff, including surgical and dental assistants, RNs and LPNs, are trained and experienced in all aspects of oral and maxillofacial surgical procedures.

Our Registered Nurses have ACLS (Advanced Cardiac Life Support) certification and all surgical staff members are BLS (Basic Life Support) certified. A minimum of one staff member per each office location and many of our surgeons are PALS (Pediatric Advanced Life Support) certified.

Patient Care

Our patient’s care is our top priority. We continuously monitor our patients during and after surgery to ensure safety and comfort.

Please call the office you will be visiting to schedule your appointment. We will schedule your appointment as promptly as possible. If you have an emergency situation, every attempt will be made to see you that day or we will direct you to the nearest emergency facility.

We make it a priority to stay on schedule and minimize your wait time. Due to the fact that Oral Surgery Associates provides surgical services, various circumstances may lengthen the time allocated for a procedure. Emergency cases can also arise and cause delays. We appreciate your understanding and patience.

Please call with any questions or to schedule an appointment.

Updated: Wed May 29 2013 14:55:28 GMT-0500 (Central Standard Time) by:


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Historic Allegheny Mountains resort to celebrate the unique flavors, craft beer and wine of the “Old Dominion”

Hot Springs, Va. (Aug. 5, 2015) – Foodies craving the ultimate culinary experience with flavors true to the state of Virginia are invited to attend the fourth annual Taste of the Region at The Omni Homestead Resort in Hot Springs, Va. Taking place on the Casino Lawn of the legendary resort on Saturday, August 15, from 7 to 9 p.m., the event will include an evening of delectable food, wine and beer tastings.

Event attendees will choose from a menu specially prepared and locally sourced for Taste of the Region 2015 — all while enjoying the stunning backdrop of mountain beauty and live music performed by Virginia’s very own Cedar Creek Band. Menu highlights include:

Highland County Pure and Simple Lamb Meatballs, with a fire-roasted heirloom tomato sauce and arugula salad
Highland County Pure and Simple BBQ Lamb Riblets, with applewood-smoked corn on the cob, Homestead butter, sea salt and smoked paprika
Allegheny Trout Escabeche and Smoked Trout, with Homestead oven crostini, pickled fennel and toy box tomato salad
Riven Rock Beltie Burger Sliders, with pimento cheese and bacon
Rock Barn Kielbasa Corn Dogs, with Jake’s Spicy Honey Mustard
Grilled Harvest Vegetables, with lemon garlic aioli, olive oil, Virginia Vinegar Works and malted vinegar jus
Homestead Donut Holes in banana, chocolate, cinnamon and sugar

Attendees can complement these dishes with carefully selected varietals and vintages from Virginia’s winemakers. Local winemakers pouring at Taste of the Region include Prince Michel Winery, Chateau Morrisette, Barboursville Winery and more. Local craft brewers, cider makers and distillers will showcase their libations, including Wild Wolf Brewery, Licking Hole Brewery, Starr Hill Brewery, Smooth Ambler Spirits and Catoctin Creek Distillery.

Price of admission: $55 per adult and $25 per child ages 6 to 12. Each guest will receive two drink tickets that are good for a “taste” of two featured wines, beers or spirits. Children’s price includes one ticket good for a craft soda.

Hotel rates start at $180 per night. For more information or to book a reservation at The Omni Homestead Resort, please contact (800) 838-1766 or visit http://www.omnihotels.com/hotels/homestead-virginia.

About The Omni Homestead Resort
Celebrating its 250th Anniversary in 2016, The Omni Homestead Resort is one of America's most storied resorts, offering unparalleled hospitality and southern charm in a 2,000-acre setting within the Allegheny Mountains of southwestern Virginia. Renowned for its natural healing springs, The Omni Homestead Resort is distinguished by 483 luxurious guest rooms and suites, 72,000 square feet of meeting space, a wide array of fine and casual dining choices, and more than 30 recreational amenities. The resort offers an expansive, luxurious spa with exclusive, adults-only spa garden and two championship golf courses including The Cascades, one of the nation's finest mountain courses. Allegheny Springs is a two-acre family-friendly water attraction complete with lazy river, water slides, family pool and water play zone. The resort also offers the South's first downhill ski area; a beautiful Equestrian Center with 28 stalls, visiting barn with 40 stalls and riding arena; top-rated Shooting Club with trap, skeet, sporting clays; fly-fishing; archery; falconry; off-road Segway tours; Mini Cascades, a new 18-hole miniature golf course and a wealth of other recreational attractions. The Homestead became part of Omni Hotels & Resorts on July 1, 2013.

About Omni Hotels & Resorts
Omni Hotels & Resorts creates genuine, authentic guest experiences at 60 distinct luxury hotels and resorts in leading business gateways and leisure destinations across North America. With over 20 world-class golf courses and award-winning spa retreats, to dynamic business settings, each Omni showcases the local flavor of the destination while featuring four-diamond services, signature restaurants, Wi-Fi connectivity and unique wellness options. Known for its distinguished, personalized service, Omni leaves a lasting impression with every customer interaction, with a heightened level of recognition and rewards delivered through its Select Guest loyalty program and the company's "Power of One" associate empowerment program. The brand is frequently recognized by top consumer research organizations and travel publications. To get additional information or book accommodations, visit omnihotels.com or call 1-800-The-Omni.

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Finance your dream home in Fort Bragg, NC Imagine buying your dream home. Connect with a lender to help you make it happen.

    Our team of local financing experts are ready to guide you through the home buying process. We are committed to fast, professional, courteous and personal service to help you understand and feel at ease throughout the home buying process. Our trained and certified loan originators specialize in financing homes in the Fort Bragg, NC area real estate market. We are prepared to find the right loan program with competitive rates and low down payments for you.

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    Let me know how I can assist you with your Fort Bragg, NC mortgage needs. I am here to help!


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Cityworks Integration

Conquer planning and community development with the OnBase Azteca Cityworks integration

Great communities are built on engaged constituents and staff who are empowered with the tools that drive efficiency and foster collaboration. With OnBase and Azteca Cityworks, you easily connect content with your permitting, licensing and land use tasks, and manage work orders and service requests. And, with OnBase Plan Review, you can move data and projects from your Cityworks PLL solution into an electronic plan review workflow, making community development more efficient.

Connecting Cityworks and OnBase means:

  • Users have instant access to information when it is needed, at their desks or on mobile devices
  • Revisions and versions are tracked, changes are recorded and content is secure for the life of the project and beyond
  • Community development solutions are completed with plan review
  • Content can be connected to Esri GIS applications

The OnBase Integration for Cityworks provides a cohesive view of your information. Staff quickly access the content they need to do their jobs, reducing the number of hours it takes to complete work - which means increased constituent satisfaction. By connecting OnBase Plan Review to Cityworks and Esri, you improve development processes as you build your community.

Connect with us to learn more about seamlessly managing permits, licensing and plan review with the OnBase Azteca Cityworks integration.


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Mountain View Bathtub Refinishing

Our bathtub refinishing service can help you bring an old and damaged bathtub back to life, without complete replacement.

If your Mountain View home or rental property’s tub is suffering from chipping, cracking, rust or other imperfections, call us as soon as possible before the problem gets worse.

One Day Bathtub Refinishing has worked with numerous homeowners in the South Bay area to create the bathroom of their dreams, refinishing sinks, tubs, shower pans, countertops, and more. We can even change the color of these surfaces to something new if you plan to change the color scheme of your bathroom.

Reclaimed items are in style right now, and instead of sending your old clawfoot tub to the landfill to be recycled by someone else, refinish it with One Bath Bathtub Refinishing and make old new again.

If you are interested in learning more, check out our refinishing FAQs or give us a call today.

We will come to your Sunnyvale home and refinish your tub in just 24 hours.

Please call (408) 940-1025 or send us an email today.


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Blue Haze

Meaning: Enjoy this beautiful labradorite hand bracelet!  Can you see the blue haze on the center stone? Labradorite is a transformational stone, increasing your psychic abilities, also for awakening your third eye. Great for attracting success.

Description: Labradorite stones on a stainless steel chain. Fits up to 7.5 inch wrist.

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5, 6, 7, 8

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Resource Archive

Marketing Tip of the Week: Digits Attract Wandering Eyes

This Week’s Marketing Tip: Show a Little Thigh. Fixate Your Readers With a Number. 123456789 Digits Attract Wandering Eyes.    Don’t forget to check out and share last week’s marketing tip!  Our Previous Marketing Tips: The 3 Rs of Content Marketing Don’t Gamble with Your Reputation What Futurama Taught Us About Marketing Speak to Me […]

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Vietnam, Marriage, Iraq, Afghanistan & GM - the common threads: your money and getting out.

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November 16, 2008

Ed Tubbs

Reno, NV

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Vietnam, Marriage, Iraq, Afghanistan & GM — the common threads: your money and getting out.

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Without debating what must by now be regarded by all as an irresolvable debate, the wisdom or folly of US involvement in the Vietnam War, at least 58,159* Americans perished (Not including the 3-4 million Vietnamese on both sides and the 1.5-2 million Cambodians and Laotians; not included only because their losses, as grievous and condemnable as they were, do not immediately serve my efforts to make this as personal as I can.) en route to teaching Americans lessons concerning entering military conflicts; lessons we obviously failed miserably to learn. The lessons, as with marriage, as with Iraq, and as with Afghanistan, and now, seems likely, with General Motors, it’s a whole lot easier getting in than it is getting out, and you better have an extraordinarily clear reason why you’re getting in, it better be damned important, and you had better have a defined exit strategy in place before you embark on the adventure.

* http://www.vietnamwar.com/

Let’s think about GM for a few moments, because it’s important that each of us spend more than fleeting moments musing over an issue that will involve spending billions of our kid’s future, given that that’s who will get stuck with the tab.

As a native Detroiter and the son of a Ford designer, no one has expressed greater outrage than have I over the mismanagement of an industry; consistent, unrelenting mismanagement that’s been at least three decades long now, in their collective rearview mirrors. Suffice it to say I have neither a warm spot in my heart, nor a soft one in my brain, for the brain-dead way a great American industry has been driven off its wheels. That ought not, however, to send the American people to a collective knee-jerk response to the complicated dilemma facing each and every one of us: to bail, or not to bail; that is the question, but what are the probable reactions?

By the way, I don’t have a single one of the answers. Not even murky guesses. It’s all kind of like the time 13 or so years ago when I blew the C-5 and C-6 disks in my neck. Dr. Cornbleet told me I essentially had only two choices. The first was surgery. I asked him, rhetorically, that after enduring the pain of the surgery, the six months of recovery while wearing a neck collar . . . “I’d be guaranteed to be 100%, right?” He said, “Wrong, no guarantees.” “Well, then, what were the odds of success?” When Dr. Cornbleet said 50-50, I told him he could engage a contortionist’s sexual act on himself. I then asked what else he had.

Fortunately the physical therapy worked. But the point here is that no one can give a guarantee that any prescribed action, or the absence of one, will have the results hoped for. That does not, however, mean we are advised to just sit on our collective hands, or spend much time wringing them. The costs either way are incalculably extreme . . . for each and every one of us; not just including us, but especially for our kids.

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According to Commerce Department figures, one in ten jobs in the United States is tied directly to the auto industry: Big 3 manufacturing and assembly; thousands upon thousands of small job shops provide the parts that go into every vehicle; retail auto dealerships, trucking and rail and Great Lakes and big river shipping get the raw materials to the plants and the assembled vehicles to the showrooms; giant regional and more local warehouses store the parts that the dealerships and retail auto parts stores order every day. The chain is virtually endless, and the chain is more than 20 million employees strong, or weak, depending on how you classify it.

Some have posited that, as the companies got themselves into this mess, and once the government begins down that slippery slope the slope itself becomes endless, “let ‘em go Bk. It’s how the free market system is supposed to work.”

I’m not philosophically opposed to that line of thinking. Nonetheless, as I’m spending time thinking, I need to think what a GM Chapter 11 bankruptcy would mean. First, making a tens of thousands of dollars purchase is not at all analogous to buying a computer. Buying a depreciating asset is not an investment, it’s a purchase the consumer thinks of in the long term. And that consumer will not sign anyone’s dotted line without a better than 50-50 bet the manufacturer will be there for the dealer whose going to back the deal; repair it with manufacture-quality parts when they’re needed.

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An "Old Army Vet" and liberal, qua liberal, with a passion for open inquiry in a neverending quest for truth unpoisoned by religious superstitions. Per Voltaire: "He who can lead you to believe an absurdity can lead you to commit an atrocity."

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Other Data 2017 - 2018

Select cycle:

Congressional Committee Assignments

Raul Ruiz is a member of the following congressional committee(s):

Leadership PACs

Quality of Disclosure 2017 - 2018

Type Amount Percentage
Full Disclosure $471,842 91.68%
Incomplete $3,009 0.58%
No Disclosure $39,823 7.74%

Based on data released by the FEC.

Personal Finances 2015

Net Worth-$18,986 to $674,998
Agreements for Future Employment0
Gifts Received0 totaling $0
Payments to Charitable Organizations in lieu of Honoraria0 totaling $0
Earned and Non-Investment Income0 totaling $0
Liabilities3 totaling $365,003 to $800,000
Positions Held Outside U.S. Government0
Financial Transactions0 totaling $0 to $0
Trip Reimbursements0

View the full Personal Financial Disclosure report

Indirect Expenditures That Target This Member

Committee Name Affiliate Total For Against Type
Center Forward $23,667 $23,667 $0 IE
Stars & Stripes Forever PAC $3,450 $0 $3,450 IE
Sierra Club $10 $10 $0 IE
Service Employees Intl Union Local 721 Service Employees International Union $285 $285 $0 CC
Planned Parenthood/Pacific Southwest Planned Parenthood $2,946 $2,946 $0 IE

IE is Independent Expenditures, CC is Communication Cost and EC is Electioneering Communications. Coordinated Expenditures are not included. More information is available in our Outside Spending section.

Contact Data

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Liberal Group With Ties to Unions Ends Donor Disclosure

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Why use our umbrella services?

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An umbrella service can be a good choice for contractors that do not intend to contract for very long, for example are between permanent assignments, or those that earn lower daily amounts, or simply don’t want to deal with having a limited company.

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The key advantage that contractors find from working under an umbrella company is that the administration is easy. There are no tax returns to submit, no paperwork has to be filed with Companies House and the umbrella company deals with chasing up any unpaid invoices with your clients. This means that you have more time to focus on working and so can potentially earn more money. Working under an umbrella company also means that you as a contractor are not affected by IR35.

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There is one major disadvantage of working under an umbrella company and that is that the tax and NIC regime is less flexible. You don’t have the chance to reduce tax and NIC to a significant degree. If your contract falls outside IR35 and your rate is high enough to make it worthwhile and you think you will be making a living as a contractor longer term then you should speak to us about incorporating a limited company instead.


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All-Purpose Growing Mix (3.8 cubic feet)

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  • Lambert AFM-3 All Purpose Mix is an aggregate free growing media made up of a very coarse-fibered Canadian sphagnum peat moss that provides excellent water holding capacity.
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Golfing Fees

Green, Cart Rental, and Membership Fees
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Green Fees

Nine Holes Eighteen Holes
Weekdays $10 $13
Weekends $13 $16

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Nine Holes Eighteen Holes
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Weekends $10 $20

Weekly Clubs
Division Meeting Day Meeting Time
Women's Tuesday 5:30 pm
Men's Wednesday 5:30 pm
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Sunday 5:00 pm

Club Memberships
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Student (First-Eighth Grade) $54.32
Student (Ninth-Twelfth Grade) $70.62
Student (23 years and younger -- Must Show ID) $97.78
Single $423.93
Family $504.65

Driving Range --- Closed Tuesday Mornings (for picking and mowing)

For more information about the golf course, country club hours, and golf tournaments, contact 785-528-3329.


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Serving Montanans since 1919 - Find Us

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Summer 2016 Events

June 16, 2016

Thrive Dash & Splash - June 4
Two wonderful Bozeman Organizations - The Children’s Museum and Thrive - partnered for this year’s Dash & Splash, sponsored by First Security Bank!
Proceeds from Dash and Splash helped fund CMB’s Access Fund and Thrive’s Girls on the Run program. The Access Fund provides free or reduced-price admission to the Bozeman Children’s Museum to families in need, and Girls on the Run encourages positive emotional, social, mental and physical development for girls in grades 3-5.

Branch Birthdays
This month, First Security Bank celebrated the 50th birthday of our West Yellowstone branch on June 6th and the birthday of our Cottonwood branch on June 10th. Both branches hosted appreciation events to celebrate our loyal customers, who have kept us in business since 1919.

Fort Benton Summer Celebration and Pig Roast Lunch June 24:
A summer tradition. Join us for a pig roast lunch, balloon fun for the kids, and live music sponsored by First Security Bank:

Big Sky Arts 4th of July Concert: 4th of July Weekend
Every Fourth of July the skies over Big Sky, Montana light up thanks to the Arts Council of Big Sky and other area organizations. The Big Sky Fourth of July Celebration is a community event that brings together locals and visitors for a day full of activities and live music, capped off with a lively showcase of fireworks.

Three Forks Community Appreciation Lunch -  Friday, July 15th
Part of rodeo weekend fun in Three Forks! Join the First Security family for lunch at the Three Forks branch, then stay and enjoy rodeo action on Friday and Saturday nights.  There’s a parade on Saturday, too!  See
Belgrade Community Appreciation BBQ – July 22
The Belgrade branch will host a Community Appreciation BBQ on Wednesday, July 22.  Relax and visit with neighbors while we keep the grill going!

West Yellowstone Rod Run – August 4-6
A weekend of fun for car enthusiasts!  Parade on Saturday parade and car show throughout the weekend.
Sweet Pea Run – August 6
The Sweet Pea Run 5K/10K is set to be another great race, and we love sponsoring this Bozeman community tradition. Organized by the Big Sky Wind Drinkers, this race helps raise money to support the BSWD to be great stewards of running and other related causes in Bozeman. You’ll see familiar bank faces volunteering to help make the race happen.  To learn more about the Sweet Pea Run or register, check out:

MDA Summer Carnival – August 13
We’re excited to be a sponsor of the MDA Summer Carnival. Join the fun at Bogert Park for a fun filled day of old fashioned carnival games, large inflatable slides and rides, a dunk tank, amazing prizes, face painting, cotton candy, snow cones, photo booth, music, and more! All proceeds benefit MDA Montana and help children attend summer camp. Learn more about this year’s event:

Big Sky Community Appreciation BBQ – August 23
Join us at our Big Sky office for our Big Sky Community Appreciation BBQ! Come in for free food and drinks, and get to know the First Security Bank Staff.

Catapalooza – August 25-26
Catapalooza is a two-day festival that welcomes new and returning students to MSU. It’s a fun community event. Visit us at our booth and check out all the other great local businesses, student clubs, and more.

We are proud members of our local communities, and we’re committed to contributing to them and making the areas we serve better places to live.

Posted in: community, events


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April Update from the President

Hi everyone,

It's very bittersweet to be writing my final blog as President of the Ontario Undergraduate Student Alliance. Just under 12 months ago, I was elected President of OUSA to serve the needs of over 140,000 undergraduate students. This position has been both extremely challenging and extremely rewarding, and has been one of the most fulfilling opportunities of my life. I'd like to thank the Home Office staff, our Steering Committee, and the countless students and partners who have made OUSA's work so successful and so meaningful. Now, for the last time, I'd like to update you on the work we've done this month.

OUSA's most notable event in April is always its Partners in Higher Education Dinner. This year the event ran more than smoothly, and was graced by both Minister Moridi and Deputy Minister Sheldon Levy as speakers. We were also pleased to have both opposition critics, MPPs Lorne Coe and Peggy Sattler, as well as several other elected officials in attendance: Yvan Baker, Catherine Fife, Kathryn McGarry, and Arthur Potts. The event itself brought together students, government, and stakeholders for a night of celebration and reflection, and is always one of my favourite OUSA events. In addition, the night allowed us to honour many of our hard working professors and instructors with the OUSA Teaching Excellence Awards, and allowed me to reminisce on our year with a final speech to our audience. It was a fantastic night overall, and showed once again the respect and reach OUSA has as a result of the work it does.

In addition, OUSA's Steering Committee was ecstatic to welcome an eighth member to the organization, Laurentian University's Students' General Association. The SGA had observed OUSA's Spring General Assembly, and has gotten to know OUSA over the last number of years. We are extremely excited to see how this new member will be able to diversify OUSA's work and provide more value to OUSA's policy, research, and advocacy.

Finally, this year's team has placed a high emphasis on ensuring a strong transition for the incoming Steering Committee. As a result, we have added updates to our Annual Plan indicating for each of our annual priorities what was accomplished. This will help the new Steering Committee understand what was done this year, and which priorities may still need work or were not successfully completed. In addition, our executive has created an Executive Transition Report, which provides updates on the work and responsibilities of each the President, VP Finance, and VP Administration & Human Resources. As an incoming executive, our team found it often difficult to learn about the expectations for the role, and we hope this transition document will help inform and prepare next year's OUSA leaders.

I'd like to thank OUSA for everything this organization has given to students, and has given to our team. Whether it was seeing the 2016 Ontario Budget's changes or financial aid or gaining a new member to the OUSA team, this year showed that OUSA can always reinvent itself and successfully push for student needs. It has been an honour to serve as President and I have the utmost confidence in next year's team that OUSA will continue to make post-secondary better for each student in Ontario.

Spencer Nestico-Semianiw
2015-16 OUSA President


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MindShift Gear PhotoCross 10 Sling Bag - Orange Ember

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Product Description

The carbon gray PhotoCross 10 Sling Bag from MindShift Gear is a camera bag that can hold a medium-sized DSLR along with one or two lenses, or a mirrorless camera with five lenses.

Designed to fit snugly against the body, the PhotoCross 10 can be rotated from one's back to front for easy reach to its camera compartment. Access to the camera compartment is then provided by a top-facing zippered panel with a 180° upward opening. Along the inside of that zippered panel are two zippered, mesh organizational pockets which can be used to store and organize camera batteries, memory cards, or small electronics. Within the camera compartment and towards the side of the sling bag that rests against the wearer is a slip pocket with room for a 10" tablet computer, while four adjustable and removable dividers allow that compartment's space to be configured according to the specific camera equipment placed inside.

Also accessible when the PhotoCross 10 is rotated from back to front, is a zippered pocket located in between the camera compartment and the sling bag's front panel which faces away from the wearer. This pocket can be used as a convenient space for books, notepads, snacks, or packable clothing; and its zipper, like the camera compartment's zipper, includes a large, T-shaped pull. When those zippers are both in the closed position, their pulls are adjacent and can be looped together, further securing the contents of the entire sling bag.

Type of Closure

Exterior Dimensions
11.0 x 15.9 x 6.3" (28.0 x 40.5 x 16.0 cm)

Interior Dimensions
Camera Compartment: 7.1 x 12.5 x 4.8" (18.0 x 31.8 x 12.2) cm
Tablet Pocket: 8.2 x 11.0 x 0.6" (20.8 x 27.9 x 1.5 cm)

457.7 in³ (7.5 L)

Tripod Holder

Waist Belt

Carrying/Transport Options
Top carry handle
Side carry handle

2.1 lb (1.0 kg)

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Team Group
**B Grade** Dark Pro 16GB (2x8GB) DDR4 PC4-24000C15 3000MHz Dual Channel Kit - Black/Red

  • 3000MHz RAM Speed
  • CAS 15-15-15-35 Timings
  • 1.30-1.35v VDIMM
  • Lifetime Warranty with OcUK.
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Manufacturer: Team Group

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**B Grade** Dark Pro 16GB (2x8GB) DDR4 PC4-24000C15 3000MHz Dual Channel Kit - Black/Red

Below is the original description for this product, any reference to warranty is to be ignored. Warranty for this item is 90 days as with all B Grade items.

B Grade items may have been used, have damaged packaging, missing accessories or a combination of these (Motherboards may be missing I/O shields).

Some items may have scuff marks or slight scratches but should otherwise be an operable product.
Team Group’s all new Overclocking and Gaming memory series – Dark Pro is a high performance memory module designed specifically for Skylake Z170 chipset, the next generation Intel platform. Developed and certified according to the XMP 2.0 standard, Dark Pro provides absolute stability and reliability with laboratory-scale burn-in test and compatibility verification for major motherboard brands worldwide.

Dark Pro is built with high-efficiency forged aluminium heat spreaders. By matching red and gray nameplates to its low-profile iron gray, personal styles can be created. Team Group also leads the industry by releasing the ultra high speed DDR4 3,000MHz with 8GB per DIMM. By using Intel XMP technology, you are able to experience the thrill of DDR4’s high performance on the Skylake Z170 platform. It is an ideal upgrade platform and companion for performance-seeking enthusiasts and professional gamers.

- CPU Compatibility: Intel Skylake ( LGA 1151 )
- Chipset: Intel Z170
- Capacity: 16GB (8GBx2)
- Dual Channel kit: Yes
- Tested Speed: DDR4-3000 MHz (PC4-24000)
- Tested Latency: 15-15-15-35
- Tested Voltage: 1.35V
- Registered/Unbuffered: Unbuffered
- Error Checking: Non-ECC
- Type: 288-pin UDIMM
- SPD Speed: 2133 MHz
- SPD Voltage: 1.2V
- Warranty: Lifetime

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Banner picture of Hawks players

Hawks U14 girls learn valuable lessons against Reading HC

05 November 2017, 12:10, Banbury Road North (Near)

U14 Girls A 4 - 8 Reading U14 Girls

A home game on Sunday in the HA Cup against Reading HC and I think our girls were slightly intimidated before the start of the match at the amazonian nature of the opposition; assistant coach Aby Flory says this has always been the case at Hawks. We all knew this was going to be a tough assignment for the team but we started well and it soon transpired this was going to be an end-to-end affair. Milly in goal was called into action early and made a couple of important saves, but the Hargreaves twins were on fire up front and caused plenty of problems for their seemingly 17 year old defenders. Indeed, we went 1-0 up through Lili following up on a rebound, but Reading were quickly into their stride and came back with two goals of their own. Thus the pattern was set; we looked dangerous up front and created lots of chances, while Reading were clearly superior and clinical upfront, interspersed with several quality saves and clearances from our keeper Milly Lane. She was so good their coach, and ex-GB international (Rob Thompson), said she was the best they had seen at this age level. It was educational for our girls, many who were a good year younger than the opposition, and we can definitely learn in the areas of positional play at the back, marking, and distribution. Freya and Ffion were stoic at the back, trying to stem the tide, while Potter, Tiggy and Gemma worked tirelessly in midfield. Despite being 7-3 down at half time, our girls never gave up and worked hard in the second half and to their credit gained parity 1-1 in the second half to eventually lose 8-4. Milly was undoubtedly MoM, but credit to all for continuing to work hard, push forward and create Reading with plenty of problems. Our scorers were Lili, Harri, Potter and Maisie. Four goals against a quality team was a great effort. Thanks to Robbie for umpiring.

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U16 Girls A 2 - 3 Surbiton U16 Girls Wrens
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Men's 2s 2 - 2 Eastcote Men's 1s
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An ambitious plan to transform a traditional village pub is paying off, as KATHERINE MACALISTER happily discovers

It was an exciting journey to Jacobs Inn on Tuesday involving a break-down, a harassed husband, lots of car kicking, a wait for the AA and then finally a meal of kings, but we got there in the end.

You will have read about the trials and tribulations of Jonny and Damian’s efforts to convert the former Red Lion in Wolvercote into a popular, bustling village pub on our food pages, but they needn’t have worried, because they’ve got it absolutely spot on.

Any disgruntled locals, worried about their village pub being tarted up by a couple of lads with a deli, can now relax, because Jacob’s Inn is going to be a massive boost for Wolvercote, even though it’s already knee-deep in pubs.

Undeterred Jonny and Damian set about bringing their vision to life, using local produce, their own animals and fantastic food, wrapped around a sociable bar, cosy dining room and some really decent prices.

Cutting their teeth by setting up Jacobs & Field in Headington, they already had their suppliers sorted, loyal customers ready, knew what food worked and what their style was. Jacob’s Inn is an extension of all of these factors, but what it does give the duo is more space, space to show off what they can do.

The overriding theme however is one of fun. Want all day breakfast? Go for it. Pancakes for dinner? No problem. A New Yorker sandwich for supper? Absolutely. But if you want lunch they do lunch, ditto dinner and Sunday roast.

Serving food until 10pm helps, so that by the time we arrived weary and hungry, there was still plenty of time left for a meal. The menu is fun with a curious twist of British and American – you can see the deli influence in there. Our soup starter, an uninspiring sounding tomato and white bean special (£5) came as a thick mesquite-style, smoky-flavoured and chunky-textured broth, complete with sourdough bread, a blob of sour cream and a dash of rapeseed oil. Delicious.

I pledged not to finish it to leave room for my mains, but couldn’t put my spoon down and it all disappeared. Next we ordered the tantalising sounding ground steak burger (£13). Did we want Swiss cheese and extra bacon with it? No thanks – the tomato, pickle, lettuce, home-made relish and fries sounded ample, and were.

We also ordered the lentil and chickpea salad with feta, tahini and parsley (£5/8.50), accompanied by the Jacob’s Inn slaw (£3.50) and some skinny chips (£3.50), and dived in. Fantastic. The burger was succulent, seasoned, and perfectly cooked, and we were just able to get the whole thing in our mouths once we’d taken out the cocktail stick holding the sum of its parts together. The slaw had a curry tang, the rather vegetarian sounding salad was beautifully dressed and surprisingly zingy, and the chips, which arrived in a paperbag to keep them warm, had a wonderful cajun seasoning on them.

We tested the frozen banana and granola parfait (£5) which was gorgeous and had us vying for the last pieces of thinly sliced caramelised banana and the nougaty parfait. Original, decadent and again a whole load of fun.

As we folded ourselves back into my now mended car, we decided that not only is Jacob’s Inn a welcome addition to Oxford’s reawakening pub scene but the results of all that hard work are not only evident but already paying off.

  • Jacobs Inn is at 130 Godstow Rd, Wolvercote, Oxford OX2 8PG. CALL 01865 514333