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Effective Date: December 19, 2013
Expiration Date: January 19, 2021
Date Approved
Change 1
Associate Administrator
Removed responsibility for the Office of Evaluation as this office was abolished in 2015
a. This NASA Policy Directive (NPD) provides the overall policy framework for NASA's strategic acquisition process with appropriate references to other key processes and directives. This strategic acquisition process complies with NASA obligations as a Federal agency and is applicable to each of NASA's major areas of investment (Flight Programs and Projects, Information Technology and Institutional Infrastructure, and Research and Technology) to ensure the efficient, effective use of the resources entrusted to the Agency.
b. NASA's strategic acquisition process supports obtaining, or advancing the development of, the systems, research, services, construction, and supplies to fulfill the Agency's mission and other activities which advance the Agency's statutory objectives. Within the framework of this strategic acquisition process, NASA utilizes multiple authorities to meet these objectives. NASA's authorities include, but are not limited to, grants, cooperative agreements, international agreements, and Space Act Agreements (SAAs), in addition to NASA's acquisition authority to contract for goods and services through procurements. The Agency also has the authority to enter into other types of arrangements depending on the circumstances, such as Inter-Agency Agreements (IAAs), leases, concession agreements, property loan agreements, and Cooperative Research and Development Agreements (CRADAs). This NPD establishes the strategic acquisition governance framework under which these authorities will be used.
c. This strategic acquisition process supports NASA's strategic management system, as defined in NPD 1000.0, Governance and Strategic Management Handbook, by augmenting the Agency governance structure for decision making with the processes necessary to support efficient, effective execution of Agency programs and projects. This strategic acquisition process begins with an idea or proposal that aligns with NPD 1001.0, NASA Strategic Plan, and fulfills an identified need or objective and ends with the completion of a program or project or the final disposition of a product or service (see Figure 1.0). The integration of the strategic acquisition process and the strategic management system ensures special attention is given to major acquisitions and significant adjustments to portfolio content. Major acquisitions that are directed at and critical to fulfilling the Agency's mission, entail the allocation of relatively large resources, or warrant special management attention.
d. This integration of the strategic acquisition process and the strategic management system is implemented by the Strategy Implementation Planning (SIP) process that guides specific budget and acquisition decisions. This allows the evaluation of issues such as the appropriate application of administration priorities, Agency strategic planning and new initiatives in a portfolio of programs and projects, and budget availability to assess both short-term and long-term alignment. The SIP process is implemented through select reviews conducted at the direction of the NASA Administrator, resulting in guidance to inform the strategic acquisition process. This guidance is incorporated into the Strategic Programming Guidance of the Planning, Programming, Budget, and Execution (PPBE) process and further applied to decisions made in the Agency Acquisition Strategy Meetings (ASM), conducted by the NASA Associate Administrator. See attachment D. -- Figure 1.0-NASA Strategic Acquisition Process.
e. It is NASA policy to:
(1) Have a strategic acquisition process that complies with:
(a) All applicable laws and regulations.
(b) Applicable Agency and Center directives, requirements, procedures, and processes.
(c) The Agency's core values.
(2) Execute the strategic acquisition process through a disciplined strategic management system employing:
(a) Clearly defined roles, responsibilities, processes, and requirements for planning and execution.
(b) Both a short-term and long-term perspective.
(c) Monitoring and/or metrics that ensure effective implementation.
(d) Appropriate authorizations and approvals that ensure decisions are made in a timely manner. Decisions, approvals, and authorizations are documented in signed agreements. A signed agreement between authorized employees of NASA organizations serves as a binding agreement between those organizations. A change requires renewed approvals and authorizations or creation of a new agreement.
(e) A process that integrates applicable lessons learned and knowledge sharing.
(f) Appropriate consideration of all NASA authorities when developing the acquisition strategy.
(3) Have checks and balances built into the strategic acquisition process that ensure:
(a) NASA capabilities, as required by senior Agency management to efficiently and effectively implement the NASA Strategic Plan, are maintained, including workforce and infrastructure, over both the short term and long term.
(b) Existing NASA capabilities are used rather than acquiring new capabilities when existing capabilities are available and are considered necessary for NASA's strategic future.
(c) All major new acquisitions and significant adjustments to portfolio content are reviewed by senior Agency management to ensure they fulfill an identified need that is aligned with the NASA Strategic Plan and are compatible with expected resources and capabilities.
(d) The acquisition strategy is reviewed and agreed upon by senior Agency management before authorizing resource expenditures for major acquisitions.
(e) Application of Technical Authority, Dissenting Opinion, independent review, safety, quality assurance, and tailoring principles, as defined in NASA policies and procedural requirements, are applied and tailored for the selected authority.
(4) Ensure that personnel involved in the strategic acquisition process have the appropriate skills, competencies, and certifications across the range of management, technical, and business disciplines necessary to carry out their individual acquisition responsibilities.
(5) Ensure that organizations having a substantive interest in the acquisition strategy are effectively integrated into the strategic acquisition process as early as appropriate and throughout the duration of their interest in order to include their needs, benefit from their experience, and encourage communication.
(6) Ensure acquisitions that require cost, schedule, and/or confidence level estimates are based on realistic estimates and achievable schedules that:
(a) Cover all costs associated with meeting the need or achieving the objective, including:
(1) Costs such as institutional support requirements, technology investments, and multi-Center operations.
(2) Costs associated with Agency constraints.
(b) For major acquisitions, are based on probabilistic cost and scheduleestimate(s) and confidence level(s) that have been approved by the decision authority.
(7) Ensure when acquisition decisions are made the strategy, direction, and execution phases have consistent acquisition commitments to assure overall alignment for all authorities using Agency resources with cost estimates by fiscal year and applicable Federal budget account projections.
(8) Ensure organizations meet programmatic, institutional, technical, cost, and schedule commitments to fulfill the NASA acquisition strategy, as determined by the selected NASA authority.
(9) Incorporate a risk-informed decision-making process that includes the identification, analysis, and management of programmatic, institutional, technical, cost, schedule, environmental, safety, management, industry, and external policy risks that might jeopardize the successful execution of the Agency's acquisition strategies.
(10) Consider, when developing an acquisition strategy, the full spectrum of acquisition approaches, as appropriate, to advance the Agency's objectives, taking into consideration providing best value, maximizing competition, and preserving the Agency's core capabilities. Seek to optimize the use of NASA's, industry's, and academia's expertise, and maintain the required supporting workforce and industrial base.
(11) Ensure that execution of the acquisition strategy respects and appropriately maintains the relationship between NASA and its suppliers or partners, including their separate roles and responsibilities.
(12) Promote competition and small business participation throughout the strategic acquisition process.
(13) Require disclosure of financial interests from those persons participating in the strategic acquisition process, and avoid personal conflicts of interest to the greatest extent possible in all acquisitions.(14) Ensure that organizational conflicts of interest are identified and resolved throughout the strategic acquisition process.
a. This NPD is applicable to NASA Headquarters and NASA Centers, including Component Facilities and Technical and Service Support Centers. This language applies to contractors, grant recipients, or parties to agreements only to the extent specified or referenced in the appropriate contracts, grants, or agreements.
b. In this directive, all document citations are assumed to be the latest version unless otherwise noted.
c. In this NPD, "shall" denotes a mandatory action, "may" or "can" denotes discretionary privilege or permission, "should" denotes a good practice and is recommended, but not required, "will" denotes expected outcome, and "are/is" denotes descriptive material.
a. Office of Federal Procurement Policy Act, Chief Acquisition Officers and Senior Procurement Executives, 41 U.S.C. 1702.
b. National Aeronautics and Space Act of 1958, as amended, 51 U.S.C. § 20101.
c. Services Acquisition Reform Act of 2003 (SARA), Public Law 108-136, enacted as title 14 of the Fiscal Year 2004 National Defense Authorization Act.
d. The Federal Acquisition Regulation (FAR), issued as 48 Code of Federal Regulations (C.F.R.), Chapter 1.
e. NPD 1000.0, NASA Governance and Strategic Management Handbook.
f. NPD 1000.3, The NASA Organization.
a. The NASA FAR Supplement (NFS), issued as 48 C.F.R., Chapter 18.
b. NPD 1001.0, NASA Strategic Plan.
a. The Administrator shall:
(1) Issue Agency strategic guidance and ensure all major new acquisition initiatives fulfill an identified need aligned with the NASA Strategic Plan.
(2) Appoint the Agency's Chief Acquisition Officer (CAO), as defined in 41 U.S.C. 1702 (b), to ensure that the Agency's mission is achieved through the management of the Agency's acquisition activities.
b. The NASA Associate Administrator shall:
(1) Ensure that proposed acquisition strategies have resulted from consideration of the full spectrum of acquisition approaches.
(2) Approve Agency acquisition strategies.
(3) Balance acquisition strategy decisions for individual programs and projects against the Agency portfolio, such that the portfolio remains consistent with Agency strategic guidance.
(4) Ensure the execution of all program and project acquisitionstrategies through NASA's disciplined strategic management system.
c. The Associate Deputy Administrator for Strategy and Policy shall:
(1) Facilitate the NASA Administrator's strategic planning processes to provide strategic acquisition guidance.
(2) Ensure objective, transparent, and multidisciplinary analysis of acquisition approaches to inform strategic decision making.
(3) Provide leadership in the development and application of NASA's acquisition policy.
d. The NASA Chief Financial Officer shall:
(1) Oversee all financial management activities relating to acquisition.
(2) Ensure that, through the PPBE process, Agency resources are strategically aligned and managed to meet the Agency's acquisition goals and plans.
e. The Chief Technologist shall:
(1) Oversee policy development that ensures technology development acquisitions provide critical capabilities that support missions and are aligned with established priorities and longer-term national needs.
(2) Participate in the strategic acquisition process to ensure applicable technology transfer and commercialization requirements are incorporated into acquisition strategy.
f. The NASA Chief Information Officer shall ensure that the acquisition requirements of information technology products and services meet Federal laws and directives, and are consistent with the NASA EnterpriseArchitecture and IT standards.
g. The NASA Chief Engineer shall:
(1) Develop program and project management procedural requirements that appropriately address strategic acquisition processes.
(2) Oversee engineering management functions that support NASA acquisitions, including assessment of engineering capabilities and integration, and the implementation of the engineering Technical Authority processes.
(3) Oversee, assess, and ensure integration of the program and project management functions and capabilities that support NASA acquisitions.
(4) Manage services that promote effective knowledge management and ensure integration of lessons learned in NASA acquisition policy.
h. The NASA Chief Safety and Mission Assurance Officer shall ensure that safety, reliability, and quality requirements are properly considered and incorporated into NASA strategic acquisition processes in accordance with Federal regulations, Agency policy, and other authorities.
i. The Office of the General Counsel shall:
(1) Ensure the consistent application of NASA policies, applicable statutes, regulations, and/or other authorities.
(2) Ensure that identified potential personal conflicts of interest are avoided or mitigated to the extent possible.
(3) Work with Mission Directorates, Program and Project Offices, and the Office of Procurement to identify and address organizational conflict of interest issues.
(4) Prescribe Agency-wide policies governing the conduct of activities arising under NASA's "other transaction" authority provided in 51 U.S.C. §20113(e) and under authority to enter into Cooperative Research and Development Agreements under 15 U.S.C. 3710a.
j. The Office of International and Interagency Relations shall:
(1) Coordinate all NASA international cooperative and reimbursable activities and partnerships, as well as Agency-level policy interactions with executive branch departments and agencies.
(2) Review procurements from foreign entities, as defined in the NASA FAR Supplement.
k. The Associate Administrator for Small Business Programs shall promote small business participation in NASA acquisitions in accordance with 48 C.F.R. 19.201.
l. Mission Directorate Associate Administrators shall:
(1) Ensure all new acquisition initiatives and ongoing programs and projects in their portfolio fulfill an identified need aligned with the NASA Strategic Plan and meet the Agency statutory objectives.
(2) Consider the full spectrum of acquisition authorities when developing and proposing an acquisition strategy, ensuring the proposed strategy is matched to the requirement and appropriate legal authority.
(3) Base acquisitions on realistic cost estimates and schedules.
(4) Ensure that a risk-informed strategic acquisition process is included in their risk management activities.
(5) Ensure consistency between acquisition cost estimates and commitments by fiscal year and applicable budget account projections to ensure overall alignment with expected resources.
(6) Ensure that individual programs and projects are budgeted and have funding strategies in accordance with NASA acquisition policies and as approved by the relevant decision authority of the responsible management council.
(7) Promote competition and small business participation throughout the strategic acquisition process.
m. The Mission Support Directorate Associate Administrator shall:
(1) Develop, manage, and sustain the Agency's institutional capabilities required for execution of NASA's acquisition authorities.
(2) Ensure institutional capabilities are developed and maintained to support acquisition delivery through all subordinate organizations, with specific acquisition responsibilities delegated to the Assistant Administrators for Procurement and Strategic Infrastructure as articulated below.
n. The Assistant Administrator (AA) for Procurement shall:
(1) Serve as the Agency's Deputy CAO, Senior Procurement Executive, and Competitive Sourcing Official. As Deputy CAO, the AA for Procurement shall support the CAO to ensure that the Agency's mission is achieved through the management of the Agency's FAR-based acquisition activities in accordance with 41 U.S.C. Section 1702(b).
(2) Provide functional management and policy guidance on grants and cooperative agreements.
o. The Assistant Administrator for Strategic Infrastructure shall manage Agency acquisition activities related to real property programs that include NASA aircraft, facility design and construction, facility maintenance and repair, utilities systems and supplies, operations, utilization and real estate acquisition and disposal management, and management of the Construction of Facilities resources.
p. Center Directors shall:(1) Develop, manage, and sustain the Center's institutional capabilities required for support of NASA's acquisitions. (2) Ensure the appropriate integration of these institutional requirements, capabilities, and resources in support of the acquisitions of programs, projects, and missions assigned to the Center.
(3) Monitor the status and progress of acquisitions executed at their Center.
(4) Ensure the Center is capable of accomplishing the acquisitions in support of programs, projects, and other activities assigned to it in accordance with Agency policy and the Center's best practices and institutional policies.
(5) Ensure training is provided to personnel involved in the strategic acquisition process necessary to carry out their individual responsibilities.
(6) Ensure that Center risk management activities include a risk-informed strategic acquisition process.
(7) Promote competition and small business participation throughout the strategic acquisition process.
q. Program and project managers or equivalent shall:
(1) Consider the full spectrum of acquisition approaches when developing an acquisition strategy for their program or project, and base acquisitions on realistic planning, cost, and schedule.
(2) Ensure that organizations having a substantive interest in an acquisition are effectively integrated into the strategic acquisition process as early as appropriate and throughout the duration of the organizations' interest.
(3) Document program or project commitments (and changes) and be accountable for performance of the acquisitions for which they are responsible.
(4) Ensure that a risk-informed strategic acquisition process is included in their risk management activities.
(5) Respect and appropriately maintain the relationship between NASA and its contractors and suppliers, including their separate roles and responsibilities.
r. The NASA Chief Acquisition Officer shall:
(1) Serve at the appointment of the NASA Administrator.
(2) Ensure that the Agency's mission is achieved through the management of the Agency's acquisition activities in accordance with 41 U.S.C. 1702
a. Compliance with this policy will be measured by senior management's evaluation of performance.
b. Compliance with this policy will be ensured by internal and external management control systems and reporting.
NPD 1000.5, NASA Acquisition Policy, dated January 15, 2009.
Acquisition - Obtaining, or advancing the development of, the systems, research, services, construction, and supplies to fulfill the Agency's mission and other activities which advance the Agency's statutory objectives. (The definition of acquisition in this document is used in a broader context than the FAR definition to encompass the spectrum of various NASA acquisition authorities and approaches to achieve the Agency's mission and activities).
Acquisition Strategy - The plan or approach for using NASA's acquisition authorities to achieve the mission of a program or project. It includes the recommendations from make/buy analyses, the recommendations from competed/directed analyses, proposed partnerships and contributions, proposed infrastructure use and needs, budget, and any other applicable considerations.
Acquisition Strategy Meeting (ASM) - A decision-making forum where senior Agency management reviews and approves program and project acquisition strategies. The ASM focuses on considerations such as impacting the Agency workforce, maintaining core capabilities, make-or- buy decisions, supporting Center assignments, potential partnerships, and risk.
Approval - Permission by an authorized employee to proceed with a proposed course of action. Approvals must be documented.
Competition - An acquisition strategy whereby more than one entity is sought to bid or propose in order to provide capabilities. The awardee is selected on the basis of criteria established by the activity for which the work is to be performed.
Cooperative Research and Development Agreements (CRADA) - CRADA means any agreement between one or more Federal laboratories and one or more non-Federal parties under which the Government, through its laboratories, provides personnel, services, facilities, equipment, intellectual property, or other resources with or without reimbursement (but not funds to non-Federal parties) and the non-Federal parties provide funds, personnel, services, facilities, equipment, intellectual property, or other resources toward the conduct of specified research or development efforts which are consistent with the missions of the laboratory; a CRADA does not include a procurement contract or cooperative agreement.
Major Acquisition - Acquisitions that are directed at and critical to fulfilling the Agency's mission, entail the allocation of relatively large resources, or warrant special management attention.
Procurement - The acquiring by contract with appropriated funds of supplies or services (including construction) by and for the use of the Federal Government through purchase or lease, whether the supplies or services are already in existence or must be created, developed, demonstrated, and evaluated.
Space Act Agreements (SAA) - The National Aeronautics and Space Act of 1958 (herein, the Space Act), as amended (51 U.S.C. 20113(e)), authorizes NASA "to enter into and perform such ... other transactions as may be necessary in the conduct of its work and on such terms as it may deem appropriate, with any agency or instrumentality of the United States, or with any state, territory, or possession, or with any political subdivision thereof, or with any person, firm, association, corporation, or educational institution."
Strategic Management/Strategic Management System - A series of integrated activities that enable the Agency to establish and execute strategy, make decisions, allocate resources, formulate and implement programs and projects, and measure performance. The comprehensive set of processes that NASA follows is collectively called the strategic management system, which is described in NPD 1000.0.
Strategy Implementation Planning Process (SIP)- The SIP process represents an integrated Agency-level activity to transform high-level Agency strategy into guidance for implementing NASA's portfolio and budget planning.
Supplier - An individual, partnership, company, corporation, association, or other service having a contract or agreement for the design, development, manufacture, maintenance, modification, or supply of items under the terms of a contract or agreement. A government activity performing any or all of the above is considered a supplier.
CAO Chief Acquisition Officer
CFR Code of Federal Regulations
COR Contracting Officer's Representative
CRADA Cooperative Research and Development Agreements
FAR Federal Acquisition Regulation
NFS NASA FAR Supplement
NPD NASA Policy Directive
NPR NASA Procedural Requirements
PPBE Planning, Programming, Budget, and Execution
SAA Space Act Agreements
U.S.C. United States Code
C.1 Small Business Act, 15 U.S.C. 644.
C.2 Export Administration Regulations (EAR), 15 C.F.R. Parts 730-774.
C.3 Stevenson-Wydler Technology Innovation Act of 1980, 15 U.S.C. 3701 et seq.
C.4 International Traffic in Arms Regulations (ITAR), 22 C.F.R. Parts 120-130.
C.5 The Clinger-Cohen Act of 1996 (Section 808 of Pub. L. 104-208; renaming, in pertinent part, the Information Technology Management Reform Act, Division E of Pub. L. 104-106), 40 U.S.C. 11101.
C.6 Federal Acquisition Regulation, 48 C.F.R. Chapter 1.
C.7 NASA Federal Acquisition Regulation (FAR) Supplement (NFS), 48 C.F.R. Chapter 18.
C.8 Small Business Programs, 48 C.F.R. Chapter 19.201.
C.9 NASA FAR Supplement, C.F.R. 48, Part 1807.170, Procurement Strategy Meeting.
C.10 NASA FAR Supplement, C.F.R 48, Part 1807.71, Master Buy Plan.
C.11 OMB Circular A-11, Preparation, Submission, and Execution of the Budget.
C.12 OMB Circular A-76, Performance of Commercial Activities.
C.13 OMB Circular A-110, Uniform Administrative Requirements for Grants and Other Agreements with Institutions of Higher Education, Hospitals, and Other Non-Profit Organizations.
C.14 NASA library: NASA Acquisition Internet Service.
C.15 Office of Procurement Home Page.
C.16 NASA Lessons Learned Information System (LLIS).
C.17 NASA Cost Estimating Handbook.
C.18 NASA Advisory Implementing Instruction, NAII 1050-1C, "Space Act Agreements Guide."
C.19 NASA Strategic Sourcing Program (NSSP) C.21 ANSI/EIA 748, Earned Value Management Systems.
C.20 DoDD 5000.1, The Defense Acquisition System, May 12, 2003.
C.21 Framework for Assessing the Acquisition Function at Federal Agencies, U.S. Government Accountability Office, September 2005.
D.1 NPD 1000.0, NASA Governance and Strategic Management Handbook.
D.2 NPD 1000.3, The NASA Organization.
D.3 NPD 1001.0, 2011 NASA Strategic Plan.
D.4 NPD 1050.1, Authority to Enter Into Space Act Agreements.
D.5 NPD 1080.1, Policy for the Conduct of NASA Research and Technology (R&T).
D.6 NPD 1210.2, NASA Surveys, Audits, and Reviews Policy.
D.7 NPD 1360.2, Initiation and Development of International Cooperation in Space and Aeronautics Programs.
D.8 NPD 2086.1, Coordination of Remedies for Fraud and Corruption Related to NASA Acquisition Activities.
D.9 NPD 5000.2, Small Business Subcontracting Goals.
D.10 NPD 5101.1, Requirements for Legal Review of Procurement Matters.
D.11 NPD 5101.32, Procurement.
D.12 NPD 7100.8, Protection of Human Research Subjects.
D.13 NPD 7120.4, NASA Engineering and Program/Project Management Policy.
D.14 NPD 7330.1, Approval Authorities for Facility Projects.
D.15 NPD 7410.1, Management of Contract and Grant Support Services Obtained From External Sources.
D.16 NPD 7500.2B, NASA Innovative Partnerships Program.
D.17 NPD 8700.1, NASA Policy for Safety and Mission Success.
D.18 NPD 8730.5, NASA Quality Assurance Program Policy.
D.19 NPD 8820.2, Design and Construction of Facilities.
D.20 NPD 8900.5, NASA Health and Medical Policy for Human Space Exploration.
D.21 NPD 9250.1A, Capital Asset Identification and Treatment.
D.22 NPD 9501.1, NASA Contractor Financial Management Reporting System.
D.23 NPR 1080.1, Requirements for the Conduct of NASA Research and Technology (R&T).
D.24 NPR 2190.1, NASA Export Control Program.
D.25 NPR 5100.4, Federal Acquisition Regulation Supplement (NASA/FAR Supplement).
D.26 NPR 5101.33, Procurement Advocacy Programs.
D.27 NPR 5800.1, Grant and Cooperative Agreement Handbook.
D.28 NPR 5810.1, Standard Format for NASA Research Announcements (NRAs) and other Announcements for Grants and Cooperative Agreements.
D.29 NPR 5900.1, NASA Spare Parts Acquisition.
D.30 NPR 7120.5, NASA Space Flight Program and Project Management Requirements.
D.31 NPR 7120.6, Lessons Learned Process.
D.32 NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Management Requirements.
D.33 NPR 7120.8, NASA Research and Technology Program and Project Management Requirements.
D.34 NPR 7123.1, NASA Systems Engineering Processes and Requirements.
D.35 NPR 7500.1, NASA Technology Commercialization Process w/Change.
D.36 NPR 8000.4, Agency Risk Management Procedural Requirements.
D.37 NPR 8580.1, NASA National Environmental Policy Act Management Requirements.
D.38 NPR 8705.2, Human-Rating Requirements for Space Systems.
D.39 NPR 8705.5, Technical Probabilistic Risk Assessment (PRA) Procedures for Safety and Mission Success for NASA Programs and Projects.
D.40 NPR 8715.3, NASA General Safety Program Requirements.
D.41 NPR 8735.2, Management of Government Quality Assurance Functions for NASA Contracts.
D.42 NPR 8820.2, Facility Project Requirements.
D.43 NPR 9090.1, Reimbursable Agreements.
D.44 NPR 9250.1, Property, Plant, and Equipment and Operating Materials and Supplies.
D.45 NPR 9420.1, Budget Formulation.
D.46 NPR 9470.1, Budget Execution.
D.47 NPR 9501.2, NASA Contractor Financial Management Reporting.
This document does not bind the public, except as authorized by law or as incorporated into a contract. This document is uncontrolled when printed. Check the NASA Online Directives Information System (NODIS) Library to verify that this is the correct version before use: https://nodis3.gsfc.nasa.gov.


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Looking to offload goods or searching for some new gear. The classifieds is where you can come to both sell and buy what you need
Place all your bow ads in here
Place all your ads in this section for all your bowhunting and outdoor equipment
Place all your Traditional Archery ads in this section
As the title states. Non Archery related gear and Miscellaneous products you may like to sell to be posted in here
For all you lefties, here is the place to find your side of archery
Looking for something and finding it hard to find? Place a request in ehre and you might get lucky
Please post your feedback on dealings you have had with other members in regard to sales transactions here

subset: commoncrawl


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Race and related grounds
Under the Code, every person has the right to be free from racial discrimination and harassment in the social areas of employment, services, goods, facilities, housing accommodation, contracts and membership in trade and vocational associations. You should not be treated differently because of your race or other related grounds, such as your ancestry, ethnicity, religion or place of origin.
Canada, its provinces and territories have strong human rights laws and systems in place to address discrimination. At the same time, we also have a legacy of racism – particularly towards Indigenous persons, but to other groups as well including African, Chinese, Japanese, South Asian, Jewish and Muslim Canadians – a legacy that profoundly permeates our systems and structures to this day, affecting the lives of not only racialized persons, but also all people in Canada.
Relevant policies:
October 2003 - The Report begins with a brief explanation and definition of racial profiling. In addition, the Report explains the human cost of racial profiling on the individuals, families and communities that experience it. It details the detrimental impact that profiling is having on societal institutions such as the education system, law enforcement agencies, service providers and so forth. It also outlines the business case against profiling – in essence the economic loss sustained as a result of racial profiling.


text: Abu Dhabi, United Arab Emirates – A state-of-the-art Etihad Airways Boeing 787-9 Dreamliner touched down in Lagos this morning after its inaugural flight from Abu Dhabi. Etihad Airways flight EY673 took off from Abu Dhabi at 2.35am and arrived on schedule at 7.10am local time. The return flight EY674 departed Lagos at 8.30am this morning, and is due to touch down back in the capital at 7.10pm this evening, 2 August. Travellers will experience industry-leading, next-generation cabins Flying Nannies and Food and Beverage Managers offer innovative hospitality services in-flight Includes highly acclaimed interiors featuring 28 Business Studios and 271 Economy Smart Seats The two-class B787-9 Dreamliner features Etihad Airways' next-generation Business and Economy cabins configured with 299 seats - 28 Business Studios and 271 Economy Smart Seats. Robin Kamark, Etihad Airways Chief Commercial Officer said: "We are delighted to upgrade to the Dreamliner aircraft on the Lagos route to further enhance the guest experience and to meet the needs of the growing numbers of business and leisure passengers travelling to and from Nigeria's largest city. "Today's modern traveller is constantly searching for comfort, innovation and convenience, and we aim to provide the highest standard of hospitality and technological advancements to make any journey a memorable one." Etihad Airways' service to Lagos was inaugurated in July 2012. The route has proved very successful for the airline, recording consistently strong demand to and from both cities. Timetable Boeing 787 schedule to Lagos, effective 2 August 2019 Flight Origin Departs Desti Arr Freq Aircraft EY673 AbuDhabi 02:35 Lagos 07:10 Mo/We/Fr/Sa Boeing787-9 EY674 Lagos 08:30 AbuDhabi 19:10 Mo/We/Fr/Sa Boeing787-9 Get in touch with us. Contact us Let us know what you think Send feedback Join our community Etihad Facebook Watch our latest videos Etihad YouTube Follow us Etihad Airways


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In this case, Ceviche de Pescado y Vieira.
Pronounced "Seh-vee-chay day pehs-cah-doe ee vee-ae-rah."
Translates to "Fish and Scallop Ceviche."
Commonly known as "Really Freakin' Delicious."
As you may have guessed, I'm a bit of a ceviche fanatic. I've been making my own shrimp ceviche recipe from a Daisy Martinez cookbook for years now, but I've never tried ceviche made in the Peruvian style, which was why I was so excited that Kathlyn of Bake Like a Ninja was our Daring Cooks' March 2011 hostess. Kathlyn challenged us to make two classic Peruvian dishes: Ceviche de Pescado from "Peruvian Cooking – Basic Recipes" by Annik Franco Barreau and Papas Rellenas adapted from a home recipe by Kathlyn's Spanish teacher, Mayra. Obviously, I elected to try Ceviche de Pescado.
What really surprised me about this recipe and ever-so-deliciously pushed me out of my comfort zone was the cooking time*. In the past, I tended to let ceviche sit in the citrus juice overnight before serving, mainly because I am a slight germophobe who wanted to make sure that the fish was well cooked.
And yet I eat sushi all the time.
Rational thought is not my strong point.
*If you're unfamiliar with ceviche, the fish is actually "cooked" by letting it sit in citrus juice (i.e. lemon, lime, orange, or a mixture of the three) for a length of time. Then it's simply served and devoured. Quite a lovely system, no?
Where was I?
Oh yes, ceviche cooking time. Rather than let it sit for eternity in its citrus marinade, I diligently followed the directions of the recipe provided (except for adding scallops, lemon juice, orange juice, and doubling the jalapeño) and let it "cook" for ten minutes.
Okay, twenty minutes. Old habits die hard.
The point is, after a very brief stint chilling out in the citrus juice, this ceviche came out spectacularly yummy. While my attempts at ceviche in the past had been pretty darn tasty, they also possessed a distinctively strong citrus bite, thanks to absorbing the juices for so long. In this case, the fish and scallops were not overpowered and the red onion, jalapeño, and cilantro were able to give them a great, subtle flavor. Not to mention how yummy they were paired with a hearty disc of roasted sweet potato.
If you're interested in trying my particular version of this dish, just make the following changes:
- Soak the fish in 3/4 cup lime juice (about 9 limes), 1/4 cup lemon juice (about 2 lemons), and 1/4-ish cup orange juice (I eyeballed it).
- Use double the jalapeño.
- Chop the red onion, rather than slicing it.
- Use 2 fillets of cod and about 8 ounces bay scallops.
All in all, I was thrilled with the results of this challenge. This dish is beautifully simple to put together, and if you can coerce someone else into squeezing all the limes (thanks Dad!), it's really a snap. If you want to learn more about this month's challenge, grab the basic recipes, or any of that jazz, here's the whole information pack used by the Daring Cooks themselves.


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Mug for me, MacBook Air for you
In case you haven't heard, Accordance is giving away a MacBook Air this month. Apple's latest ultra-thin device now features Thunderbolt connectivity and a new Intel processor that is up to 2.5x as fast as older models. In short, it's crazy cool and you want one. Trust me.
Apple isn't exactly new to cool though, as they have built a reputation as pioneers of innovative and exciting technology. Their vast repertoire of cool gadgets is what makes walking into an Apple store so exciting for me. Even when I don't need to buy anything, I still find myself hypnotically drawn into an Apple store whenever I pass by one. It's like Steve Jobs has hidden a tractor beam deep inside the heart of every Apple store. That's probably what caused my detour yesterday.
I had a trip planned from LA to San Francisco. Everything was going fine until I realized I was about to pass by Apple headquarters. Well, actually it was a slightly out of the way, but the tractor beam hidden in Cupertino is apparently very strong, so before I knew it the car just started driving that way.
I wish I could tell you that as soon as I arrived they rolled out the red carpet and gave me a VIP tour of their laboratory filled with top secret iPad 5 prototypes, but apparently my name wasn't on that short list (an erroneous mixup no doubt). Instead, I was directed to their Apple store on campus that is open to all visitors.
However, there is something significantly unique about the Apple store on Cupertino's campus—you can't buy Apple computers there. Instead, the store is filled with Apple merchandise. Having been in many other Apple stores, it was a ponderous experience. It looked like an Apple store, it felt like an Apple store, but instead of iPads there were coffee mugs. The MacBooks had been replaced with t-shirts and the iMacs had been replaced with beanie hats, all prominently branded with the Apple logo. Shameless propaganda? You bet. Still awesome? Absolutely.
Even though I wasn't able to get a new MacBook Air, that doesn't mean you can't! You might not realize this, but I have hidden a tiny tractor beam inside this link. It will lead you to an opportunity to win an ultra-cool MacBook Air. In the meantime, I will be enjoying my new coffee mug.
Archived Comments
Dr. J
It's only giveaways like this that make me wish I DIDN'T work for Accordance! (sigh)
R. Mansfield
I just moved all my work to a new 2011 MacBook Air, and all I can say is Accordance FLIES on an SSD drive.
Are we supposed to "unlike" the Accordance facebook page and then 'Like' it again in order to get that entry? Where's the aÓgapa◊te for all us existing fans? :)
Darin Allen
Yes, I believe you can Unlike and then Like us again for this. Interesting workaround, but it gets the job done :)


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The Houston Dynamo will wear special white jerseys with purple and green lettering for their Earth Day game against the New England Revolution on Sunday, it was announced today.
Dynamo midfielder Brad Davis modeled the jersey, featuring jersey partner Greenstar Recycling's purple and green logo across the chest, at a press conference Tuesday afternoon at the team's offices. The jerseys from Sunday's game will be auctioned off in a special Dynamo Charities auction benefitting Keep Houston Beautiful, with bids accepted at Lloyd's Register Gate 7 in the northwest corner of Robertson Stadium.
MORE: Get tickets for Sunday's game
The occasion will be the fourth time in team history the Dynamo have not worn orange jerseys at Robertson Stadium. The club wore maroon jerseys to honor victims of the Virginia Tech shooting in 2007, white jerseys in 2008 to honor Hurricane Ike victims, and white jerseys in the 2010 Dynamo Charities Cup to raise money for those affected by the oil spill in the Gulf of Mexico.
"This is one of the few times in the history of the Dynamo we've broken away from the traditional jersey and worn a different jersey," Dynamo president Chris Canetti said. "Another neat thing about this Sunday is that the energy in the stadium will be offset by wind energy, which will also be helping the environment. We look forward to being conscious in this area moving forward and working with our friends at Greenstar Recycling."
The Dynamo, Greenstar Recycling, and MLS W.O.R.K.S. Greener Goals are focusing Sunday's game around sustainable energy efforts, trying to "make purple the new green." Through MLS W.O.R.K.S. and the Bonneville Environmental Foundation, the energy used to host the match will be offset by a renewable energy certificate using 100 percent wind sources. The first 5,000 fans will receive a free T-shirt version of Sunday's special jersey, courtesy of Greenstar Recyling, with the T-shirt made from organic cotton. Eco-tip guides and seed packets will also be distributed. As at all Dynamo games, recyclable items will be accepted at Greenstar SoccerFest and at purple bins placed throughout the stadium.
"We're very excited about this night, to have these jerseys, and to have our colors speak to the public," Greenstar Recycling CEO Matt Delnick said. "We've always been involved in recycling initiatives in North America, but we've also been involved with Keep Houston Beautiful and other similar opportunities. The reason we do that is that the environmental initiatives go well beyond just what Greenstar does. There are many things in our communities we can be involved in."
Houston Mayor Annise Parker and Houston Sustainability Director Laura Spanjian are scheduled to attend Sunday's game and honor top performers from the Houston Green Office Challenge at halftime.
MORE: Dynamo go purple for Earth Day
As part of their commitment to environmental sustainability, the Dynamo have already worked with Greenstar Recycling to recycle more than 1 ton of mixed recyclable materials, enough to save 17 trees, eliminate 587 pounds of air pollution, conserve 4,077 kilowatt hours of energy and 6,953 gallons of water, and save 3 cubic yards of landfill.
The Houston Dynamo are a Major League Soccer club that has won two MLS Cup championships in its first five seasons and represented the United States in international competition four consecutive years from 2007-10. For more information, log on to www.HoustonDynamo.com or call (713) 276-7500.


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The origins of the Foundation, along with much of Terran history, have come down to us through the records found on a basic computer found in the ruins of an ancient city on the planet's western continent. The Foundation was set up shortly after the invention of the viable inter-planetary transport ship, as a reaction to the grim state of Terran society in those times.
The two centuries immediately preceeding the genesis of Darrow's Foundation are remembered only for their persistent irrelevance; despite the earlier promise the Terrans had shown, these years are remarkable for the marked and systematic trend of intellectual degredation exhibited by both plebian and intellectual aristoracy alike. The Nobel Prize, for so long a benchmark of social, scientific and humane achievement, was fundementally devalued, when, at some point in what has become known as the Age of Vacuity, they could find no worthier recipient than a popular musician.
The subsequent collapse of the old Nobel Foundation had left an void in the Terran intellectual elite, but the societal will did not exist to remedy this state of affairs. Humanity seemed destined to accept the slow corruption of the promise it once showed, gradually sapping its own desire to reform with war after trivial war and unremittingly witless and petty entertainment.
This decline lasted for nearly two hundred Cycles. It took Neil Darrow and a handful of his compatriots to unearth the remains of the scientific legacies of Einstein and Hawking. With a small but elite group of friends, Darrow succeeded in creating an element that was both the catalyst and the by-product of its own explosive reaction with nitrogen, a discovery which lead to the Velocity Drive and thus to all interstellar travel today. Neil Darrow was himself the first to test the Drive; a pod was built with just enough space for one person, and Darrow became the first human to escape Earth's gravitational pull in over 170 Terran Cycles.
He is also considered to be the first human ever to break the gravitaional influence of Sol, although whether he was still alive by that time is questionable. The designers, either through oversight or jealousy, had omitted to build steering controls into the pod, and Darrow was never heard from again. The Foundation was named in his honour, and he became the first to receive the Midas Owl, an award given only to those who have radically altered the course of Terran history for the better. The Foundation was founded on principles of freedom of information and the protection of a culture that valued it, and on those principles it proceeded for much of Terra's history.
However, the recent focuses the Foundation have been less noble. Sometime after first contact with the civilisation of [Yentic Seven]?, the Foundation came under the auspices of the lawyers of the East Rim. These lawyers had a plan for a kind of pre-determined society, based on a model that the Foundation was in an ideal position to experiment with; thus, covertly, the organisation became a precursor, almost a trial run, for the events that led to the Copyright Dispute, albeit with far less damaging concequences.
The Foundation hastily proclaimed itself to be the academic benchmark for all Terran advances in any of the psycho-socio-scientific fields; the artistic and intellectual communities - being such as they are, were, and most likely always will be - leapt upon this display of largese with jovial abandon, proudly wearing the hastily-implimented Silver Owl as a fashion accessory with as little thought for the concequences as would be expected from a child. By the time fashion had shifted to the gaudy trinket, the Foundation was entrenched, and legislation for licencing and patenting was already being enacted by the [Terran High Senate]?.
Happily, however, unlike the Law Association of the East Rim the Foundation was happy to use its position to propagate development rather than suppress it. Despite the Foundation's heavy-handed approach to regulation, its prudent investment, adaptation and guidance of Terran research and development allowed the Terrans to become one of the greatest of the galactic powers - a not inconsiderable achievement, given that not so long ago the Terrans were destined for eventual self-extinction. Today the Foundation enjoys a position of considerable power and influence over Terran society, easily equal to that of the [Terran High Senate]?, and is almost unique in remaining largely undamaged in the recent conflicts.
NOTE: The Foundation has three levels of honour. The Silver Owl is the basic patent, given to all inventions that are ratified as safe and legal for Terran use. The Golden Owl is for special achievements worthy of special attention, or great works of theory that can be built on for further advancements. Finally, the Midas Owl, as already discussed, is for revolutionary leaps of genius that advance the Terran cause to heights hitherto unobtained and unobtainable. The Midas Owl has only been awarded three times in history; the first time was a Physics award to Neil Darrow, the second, a Peace award, to the [Terran High Senate]? after its initial negotiations with [Yentic Seven]?, and the third, for Chemistry, was controversially awarded three cycles before the production of this tome to [Xerxes Smith]?, for the his involvement in the reconstruction of Earth and lifetime achievements.


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Puzzle 6 Card Zip Wallet
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- Color: Dark Lagoon/Black
- Line: Puzzle
- Material: Classic Calf
- Model ID: 122.30WV32
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- Measures: 11.2X8.5X2 cm
- Made in: Spain
- Weight: 0.088 kg
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This article first appeared in Aviation Week & Space Technology.
Japan made it clear last year that it would resist China's encroachment over the disputed Senkaku/Daiyoutai Islands, even when China expanded its confrontation in December from the sea to the air.
While the area has seen confrontations between Japanese coast guard ships and Chinese vessels that conduct coast guard missions, these increased in 2012. Between March and November, 47 Chinese ship incursions were recorded. From April to December, the Japanese Air Self-Defense Force (JASDF) scrambled fighters 160 times in response to Chinese aircraft in the East China Sea, up from 156 in 2011.
China's goal in challenging Japan's administration of the Senkakus, recognized by Washington since the San Francisco Peace Treaty of 1951, has been to force Japan into acknowledging its claim to the islands, which would legitimize subsequent actions. Washington usually remains silent about the issue, but during a Jan. 18 news conference with Japanese Foreign Minister Fumio Kishida, then-Secretary of State Hillary Clinton said the islands "are under the administration of Japan and we oppose any unilateral actions that would seek to undermine Japanese administration."
Beijing is unlikely to stop pushing. From April to July 2012, China held its ground in barring Philippine ships from the Scarborough Shoal, 240 km (about 150 mi.) from the Philippine island of Luzon and 860 km from China's Hainan Island. China claims practically the entire South China Sea as its territory, and since 1974 has executed a strategy to impose its control that includes outposts in the Paracel and Spratly Island groups. China also claims the uninhabited Senkaku/Daiyoutai Islands, and may be setting its sights on the Sakashima group 170 km to the south.
On Sept. 19 and Oct. 1, 2012, China sent unmanned aerial vehicles (UAV) over the islands. Asian sources suggest more recent flights were by converted J-6 fighters with surveillance pods. But on Dec. 13, in response to China sending a Y-12 surveillance aircraft over the Senkakus, Japan scrambled eight F-15J fighters and an E-2C AWACS aircraft. The Y-12s flew similar probing missions later that month and in January.
On Jan. 10, north of the Senkakus, Japan scrambled two F-15s to monitor a Chinese Y-8 surveillance aircraft, which prompted China to send J-10 fighters to monitor the F-15s. Japan's Sankei Shimbun newspaper reported on Jan. 10 that China scrambled J-7 and J-10 fighters to monitor a U.S. Navy P-3C maritime patrol aircraft and a U.S. Air Force C-130 near the region, which prompted the Navy to send an EP-3 electronic surveillance aircraft as well. The day ended with reports that Japan was considering "warning shots" to ward off Chinese aircraft. Japanese Defense Minister Itsunori Onodera told Chinese TV that Japan would fire warning flares. Chinese Maj. Gen. Peng Guangqian responded that if flares hit Chinese aircraft, it could mean war.
China's actions may force Tokyo to better defend the Sakashimas. But on Jan. 15, Onodera denied reports that Japan was considering deploying F-15s to an airfield on Shimoji Island, which is used for airliner training and is 195 km from the Senkakus, instead of to the nearest Japanese airbase on Okinawa. On Jan. 27, he announced a $410 million increase in Japan's defense budget, the first in 11 years.


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Carl Zeiss CP3 25mm Imperial PL Mount lens, used
3 month warranty
Very Good Condition
New ZEISS eXtended Data technology
ZEISS Compact Prime CP.3 and CP.3 XD Lenses
The ZEISS eXtended Data technology adds new opportunities to simplify and increase the accuracy of the image capture and processing workflow. ZEISS eXtended Data unifies two data sets: key lens data based on the open /i* Technology standard and supported by a wide range of cameras and accessories, plus ZEISS specific lens data that contains precise lens characteristics.
A unique technology that provides information about the lens' distortion and shading characteristics in real time to speed-up the workflow on set and in post-production
Lens settings are digitally captured on every frame, avoiding the need to manually record the lens settings for every shot
Documentation of the lens' characteristics enhances creativity by allowing more complex shots to be handled in post-production
True cine look
ZEISS Compact Prime CP.3 and CP.3 XD Lenses
Ranging from 15 mm to 135 mm, the ten focal lengths available in the ZEISS Compact Prime CP.3 or CP.3 XD series cover all applications from wide-angle to telephoto. The ZEISS CP.3 lenses feature advanced lens coatings, painted lens rims and special light traps within the barrel to eliminate unwelcome veiling glare and flares. The result is higher contrast, richer blacks and more saturated colors.
Clean and crisp ZEISS look which matches perfectly with other ZEISS cinema lenses
Color matching and covering full frame across the full range of focal lengths from 15 to 135 mm
Special lens coatings support high-dynamic range projects
Ultimate cine ergonomics
ZEISS Compact Prime CP.3 and CP.3 XD Lenses
The ZEISS CP.3 lenses are a professional toolset that simplifies your work on set. They are easy to handle, allow for fast changeover of equipment and give you great creative freedom to make your ideas come to life.
Standardized positioning of the focus rings and a consistent 95 mm front diameter allows for fast and easy changeover while on set
Extraordinarily smooth focus rotation even in extreme temperature conditions thanks to a new, sophisticated construction design
Consistent T-stops simplifies lighting on set and exposure compensations (T2.9 for 15 to 21 mm and T2.1 for 25 to 135 mm)
Compactness redefined
ZEISS Compact Prime CP.3 and CP.3 XD Lenses
The compact and light-weight design enables you to use different stabilizing systems and to have a compact camera setup that is ideal for shooting in narrow spaces and for capturing dynamic shots.
The compact and light-weight design is ideal for handheld, gimbal, drone and Steadicam applications
Consistent size and weight across most of the focal lengths enables quick change of lenses when used on drones and gimbals
The ultra-smooth focus rotation allows use of small focus motors
Mount PL
Focal Length 25mm
Aperture T2.1 to T22
Close Focus Distance 10" / 26 cm
Image Circle 43.2 mm
Focus Rotation 300°
Iris Blades 15
Front Lens Diameter 95 mm
Focus Scales Feet
Length 3.3" / 83.7 mm
Weight 1.8 lb / 0.82 kg
1x Carl Zeiss CP3 25mm Imperial PL Mount lens, used


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Gettingtheoneyouwant necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 272 diseños de 66 diseñadores freelance.
Getting The One You Want
I am a psychologist and relationship/dating expert who is starting their own consulting service. My goal is to help men who are in need of help changing themselves to be more attractive to find the RIGHT type of woman they want for a long-term relationship and love (not just a one night stand). The process is transformative and I hope to provide insight to men about what they are doing wrong and, also, about what they are doing right.
Typically high net worth, lonely men 35-50 years old. I plan to advertise nationally on dating websites like Match.com as well as to work with high end matchmaking services. Typically, they are very busy and have a pattern of not being able to attract the type of quality mate they might like although they are typically very successful in other financial areas of their lives. They may be in finance, medicine, law, or entrepreneurs. My client base is going to most likely be made up of more sensitive men, who are not the overly aggressive "player" types but may lack the "hunting" skills of their more aggressive peers when it comes to approaching women.
I would like a pictorial logo combined with the business name. The design should have a feminine touch because part of my advantage is that I am a woman helping men - but it cannot be overly feminine. It should be appealing to the sophisticated men who I plan to serve. It is not logo that should be overtly sexy or sexually suggestive as this is NOT what I want to project to men. I want to project sophistication, a touch of femininity, and connection to love that I hope to help them achieve by transforming themselves so they can start attracting more and better quality women.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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Looking for Clues in Kansas City
KANSAS CITY, Mo. (AP) - Investigators continue searching for a motive to help explain why Chiefs linebacker Jovan Belcher killed his girlfriend and then himself Saturday morning. They are finding out that the relationship between the two was bumpy.
Belcher and his girlfriend, 22-year-old Kasandra M. Perkins, lived apart briefly earlier this year but had gotten back together by Thanksgiving, according to a friend of Perkins.
Twenty-one-year-old Brianne York says the couple, who had a 3-month-old daughter, argued about "normal couple stuff" but that her friend was "really happy about being a mom."
The Chiefs played at home on Sunday and snapped an eight-game losing streak with a 27-21 victory over the Carolina Panthers.
Coach Romeo Crennel says playing the game was absolutely the right thing to do, no matter the outcome.
Copyright 2012 by The Associated Press. All rights reserved. Material may not be redistributed.


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Corey Feldman's bizarre performance on the "Today" show last week is winning kudos from at least one pop star.
Pink has tweeted a message of support for the 80s movie icon after the actor showed off some strange dance moves Friday as he led his band, Corey's Angels, in a performance of "Go 4 It."
The performance was widely mocked on social media.
U.S. & World
People magazine and other outlets report that Feldman said in a since-deleted Facebook Live video that the criticism has been "really painful" and that he's "never had such mean things said about me."
On Twitter Sunday, Pink wrote "I love ya" to Feldman, adding, "I know how much it takes to get up there and do your thing. Keep your head up and know that you're loved." [[394010171, C]]
Copyright AP - Associated Press


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Spectrum Miner™ can also be upgraded to our Spectrum Uplift™ marketing solutions software to give you incremental response modelling options, so it's simple to adapt your predictive customer analytics package as the needs of your business increase, develop or change.


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The volume focuses on the evolution of the many families of genes whose products are required to make a particular kind of polysaccharide, bringing attention to the specific biochemical properties of the proteins to the level of kinds of sugar linkages they make.
Beautifully illustrated in full colour throughout, this exceptional new volume provides cutting edge up–to–date information on such important topics as cell wall biology, composition and biosynthesis, glycosyltransferases, hydroxyproline–rich glycoproteins, enzymatic modification of plant cell wall polysaccharides, glycan engineering in transgenic plants, and polysaccharide nanobiotechnology.
Drawing together some of the world s leading experts in these areas, the editor, Peter Ulvskov, has provided a landmark volume that is essential reading for plant and crop scientists, biochemists, molecular biologists and geneticists. All libraries in universities and research establishments
where plant sciences, agriculture, biological, biochemical and molecular sciences are studied and taught should have copies of this important volume.
1 Cell Wall Polysaccharide Composition and Covalent Crosslinking (Stephen C. Fry).
1.1 Remit.
1.2 The classic primary cell walls of dicots.
1.3 Secondary cell walls.
1.4 Taxonomic consideration of primary cell walls.
1.5 Covalent bonds between wall polysaccharides.
1.6 Methodology.
1.7 Conclusions.
2 Dissection of Plant Cell Walls by High–throughput Methods (Staffan Persson, Iben Sørensen, Isabel Moller, William Willats and Markus Pauly).
2.1 Introduction.
2.2 Enzyme fingerprinting.
2.3 Structural determination of oligosaccharides.
2.4 Fourier transform infrared spectroscopy (FTIR).
2.5 Microarray–based polymer profiling.
2.6 Additional high–throughput methods.
2.7 Future perspectives.
3 Approaches to Chemical Synthesis of Pectic Oligosaccharides (Sergey A. Nepogodiev, Robert A. Field and Iben Damager).
3.1 Introduction.
3.2 Pectic polysaccharides: structures and availability of fragments from natural sources.
3.3 Reported preparations of pectic oligosaccharides by chemical synthesis.
3.4 Oligosaccharide synthesis basic principles and key features.
3.5 Synthesis of homogalacturonan fragments.
3.6 Rhamnogalacturonan–II fragments.
3.7 Rhamnogalacturonan–I fragments.
3.8 Future perspective.
4 Annotating Carbohydrate–active Enzymes in Plant Genomes: Present Challenges (Pedro M. Coutinho and Bernard Henrissat).
4.1 Introduction.
4.2 CAZy: what′s behind the name?
4.3 Plant CAZymes: the quest for ′function′.
4.4 Plant CAZymes: problems in functional annotation.
5 Biosynthesis of Plant Cell Wall and Related Polysaccharides by Enzymes of the GT2 and GT48 Families (Bruce A. Stone, Andrew K. Jacobs, Maria Hrmova, Rachel A. Burton and Geoffrey B. Fincher).
5.1 Introduction.
5.2 Structures and distribution of ß–d–glucans synthesized by GT2 and GT48 enzymes.
5.3 Early biochemical approaches to plant ß–d–glucan synthases.
5.4 Functional genomics and the identification of GT2 cellulose synthases.
5.5 Identification of the functions of other GT2 enzymes from plants.
5.6 Comparative genomics and the identification of GT2 (1,3;1,4)–ß–d–glucan synthases.
5.7 Genes for GT2 synthases for bacterial (1,3)–ß–d–glucans and related polysaccharide.
5.8 Enzymic properties and catalytic mechanisms of the GT2 proteins.
5.9 Subcellular locations of GT2 enzymes in plants.
5.10 Proteomics and biochemical approaches to the identification of GT48 (1,3)–ß–d–glucan synthases from plants.
5.11 Enzymic properties of the GT48 proteins.
5.12 Future role of biochemistry in the characterization of GT2 and GT48 enzymes.
5.13 Applications of modified levels of plant ß–d–glucans.
6 Glycosyltransferases of the GT8 Family (Yanbin Yin, Debra Mohnen, Ivana Gelineo–Albersheim, Ying Xu and Michael G. Hahn ).
6.1 Introduction.
6.2 Phylogeny of family GT8.
6.3 GT8 clades related to plant cell wall polysaccharide synthesis.
6.4 GT8 clades not related to cell wall synthesis.
6.5 Conclusions.
7 Genes and Enzymes of the GT31 Family: Towards Unravelling the Function(s) of the Plant Glycosyltransferase Family Members (Jack Egelund, Miriam Ellis, Monika Doblin, Yongmei Qu and Antony Bacic).
7.1 Introduction.
7.2 Identification and characterization of the first ß–(1,3)–GalTs.
7.3 Grouping of accessions based on their phylogenetic relationship.
7.4 Conserved motifs and implications for catalysis.
7.5 Domains conserved within the plant–specific clades.
7.6 Conclusions.
8 Glycosyltransferases of the GT34 and GT37 Families (Kenneth Keegstra and David Cavalier).
8.1 Introduction.
8.2 Family GT37 enzymes.
8.3 Family GT34 enzymes.
8.4 Concluding comments.
9 Glycosyltransferases of the GT43 Family (Nadine Anders and Paul Dupree).
9.1 Introduction.
9.2 GT43 glycosyltransferases in plants putative ß–1,4–xylosyltransferases.
9.3 GT43 glycosyltransferases in animals ß–1,3–glucuronosyltransferases.
9.4 Structural characteristics of GT43 proteins
9.5 Concluding remarks.
10 Glycosyltransferases of the GT47 Family (Naomi Geshi, Jesper Harholt, Yumiko Sakuragi, Jacob Krüger Jensen and Henrik Vibe Scheller).
10.1 Introduction.
10.2 Phylogenetic analysis of CAZy GT47.
10.3 Group A.
10.4 Group D.
10.5 Group B.
10.6 Group C.
10.7 Subcellular localization and protein protein interactions.
10.8 Conclusion.
11 The Plant Glycosyltransferase Family GT64: in Search of a Function (Ellinor Edvardsson, Sunil Kumar Singh, Min–Soo Yun, Agata Mansfeld, Marie–Theres Hauser and Alan Marchant).
11.1 Introduction.
11.2 GT64 family members are found in a diverse range of species.
11.3 The Arabidopsis GT64 family.
11.4 Possible activities of the plant GT64 enzymes.
11.5 Concluding remarks.
12 Glycosyltransferases of the GT77 Family (Bent Larsen Petersen, Kirsten Faber and Peter Ulvskov).
12.1 Introduction.
12.2 The oldest cell wall.
12.3 Pfam and fold prediction.
12.4 Establishing GT77.
12.5 Discussion.
13 Hydroxyproline–rich Glycoproteins: Form and Function (Marcia J. Kieliszewski, Derek T.A. Lamport, Li Tan and Maura C. Canno).
13.1 Introduction.
13.2 Post–translational modifications.
13.3 Molecular function, biological role.
13.4 Evolution.
13.5 Epilogue.
14 Plant Cell Wall Biology: Polysaccharides in Architectural and Developmental Contexts (Maureen C. McCann and J. Paul Knox).
14.1 Introduction.
14.2 Plant cell wall biology basics.
14.3 Analytical tools to study cell wall microstructures and the diversity of cell wall architectures.
14.4 Cell wall architectures: primary cell walls.
14.5 In vitro polysaccharide composites.
14.6 Cell wall diversity.
14.7 Cell wall architectures: secondary cell walls.
14.8 Prospects for plant cell wall biology.
15 Enzymatic Modification of Plant Cell Wall Polysaccharides (Jens Øbro, Takahisa Hayashi and Jørn Dalgaard Mikkelsen).
15.1 Introduction.
15.2 In vivo modifications.
15.3 Post–harvest modifications.
15.4 Perspectives.
16 Production of Heterologous Storage Polysaccharides in Potato Plants (Xing–Feng Huang, Jean–Paul Vincken, Richard G.F. Visser and Luisa M. Trindade).
16.1 Introduction.
16.2 Starch: native and modified starch, consequences for its properties.
16.3 Production of novel storage polysaccharides in plants.
16.4 Final remarks.
17 Glycan Engineering in Transgenic Plant (Muriel Bardor, José A. Cremata and Patrice Lerouge).
17.1 Introduction.
17.2 N–glycosylation: a major post–translational modification of secreted proteins.
17.3 Strategies for glycan engineering in transgenic plants.
17.4 Conclusions.
18 Polysaccharide Nanobiotechnology: A Case Study of Dental Implant Coating (Marco Morra, Clara Cassinelli, Giovanna Cascardo, Hanna Kokkonen, Juha Tuukkanen, Claudio Della Volpe, Stefano Siboni, Giordano Segatta, Marco Brugnara and Giacomo Ceccone).
18.1 Introduction: titanium dental implants and surface modifications.
18.2 Rationale for the surface modification of titanium dental implants by nanolayers of MHRs.
18.3 Surface modification of titanium dental implants by MHRs.
18.4 Reflections and conclusions.


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Green Living: Pledge Flags
The Student Environmental Alliance planted over 400 green flags in the median between Bunting Hall and Larabee Arts Center representing those individuals who have signed the green pledge for campus sustainability.To help increase campus awareness of climate change, SEA members drew a chalk line around the perimeter of the Toll Science Center to illustrate the anticipated global sea level rise by the end of the 21st century. Alumni networked with students and community members in the McLain Atrium prior to a panel discussion on environmental careers moderated by Interim Director of the Center for the Environment and Society John Seidel. The EnviroPanel featured a mix of alumni from conservation organizations, academia, government, and business: Bruce Alexander '94 M'00, Katy Bishop '04, Thomas Hopkins '86, Andrew McCown '77, and Michael Scozzafava '02.


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ANCHORAGE, Alaska — An animal rights group is getting help from actress Ashley Judd in its campaign to try to stop Alaska's practice of killing wolves and bears from airplanes.
Judd appears in a new Internet video for Defenders of Wildlife, and targets not only the state's predator control program but also one of the program's chief supporters, Gov. Sarah Palin.
"It's time to stop Sarah Palin and stop this senseless savagery," Judd says in the video posted on a Web site operated by the political arm of the group, Defenders of Wildlife Action Fund.
Palin, the former Republican vice presidential candidate, countered that the program is scientifically based and an important tool to sustain moose and caribou populations for Alaska subsistence hunters.
In Alaska, private citizens are permitted to shoot wolves from the air or conduct land-and-shoot hunting of wolves in rural areas. Defenders of Wildlife says more than 800 wolves have been killed since the program began almost five years ago.
Along with Judd's videotaped segment, the animal rights group asks for donations to help end the predator control program, possibly through federal legislation.
Palin said it was "reprehensible and hypocritical" that the group would use the state and her administration as a fundraising tool.
It's not the first time Defenders of Wildlife has targeted Palin. Last fall, when Palin was John McCain's running mate, it ran ads in several states denouncing Palin and the predator control program, and raised more than $1 million. Judd had campaigned for President Barack Obama during the campaign.
More on Sarah Palin | Ashley Judd
© 2013 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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We envision a world of healthy families, where children grow up to be confident and caring adults and contributing members of their families
We believe all children have the right to live in an safe, nurturing environment, free from violence, abuse, and neglect.
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Our work is based on the belief that all people, and all families, have strengths. This is a core principle of an empowerment-based family support model currently being taught by the Connecticut Family Development Institute to help families achieve healthy self-reliance and interdependence with their communities. We helps each family to assess their needs and strengths and works in partnership with families to help them set and reach goals, learn and practice skills and feel better prepared to meet future challenges.
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Family Centered Services of CT (Family CT) is committed to creating and sustaining a culture of equity and inclusivity that promotes the development of each individual regardless of race, ethnicity or cultural background, language proficiency, literacy, age, gender, gender identity, sexual orientation, religion, physical abilities, socioeconomic status, education or life experiences. We respect and value each person's unique strengths, differences, characteristics and contributions, and recognize that this diversity enriches our perspective, fosters collaboration, nurtures the talents and skills of each individual and contributes to the growth of our agency. We believe that everyone shares responsibility for promoting an inclusive work environment, challenging inequalities and respecting the diversity and dignity of each employee, client and partner as we work to achieve our vision of a world of healthy families where children grow up to be confident and caring adults and contributing members of their community.
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Titillation factor: The overhead view of the beauties sunning by the world-famous pool.
**Size matters: **6,000 square feet, on the 8th floor.
**The seduction: **This classic hotel on South Beach—a vintage spot built by L. Murray Dixon in 1940—languished in lavish obscurity until André Balazs snapped it up in 2002. He re-upped the glamour quotient with a retro makeover worthy of a 1940s noir thriller, sprucing up the wood-paneled bar downstairs and luring a loucher clientele (wags dubbed the place marmont-by-the-Sea). The three-bedroom penthouse suite has cream low-slung modernist sofas, floor-to-ceiling windows, and a dinner party–sized dining table. Best of all is the almost 2,000-square-foot terrace—ideal for continuing the party after a skinny-dip in the Raleigh's voluptuous pool, where Esther Williams used to splash around.
The tab: $5,000 per night
Tel: 305-534-6300
**As sexy as: **A torch singer/showgirl (preferably Gina Gershon).
Titillation factor: The private pool table, whatever game you choose to play on it.
**Size matters: **Up to 6,040 square feet.
The seduction: The MGM Grand is buzzy all over again, thanks to its expense account–busting restaurants (Joël Robuchon, anyone?) and the Skylofts penthouses. Masterminded by design guru Tony Chi, these minimalist (for Vegas) one- to three-bedroom suites are witty and sexy all at once, like bachelor pads primed for high-rolling seduction. Every tub has "champagne bubbles" massage technology, while room-sized "immersion chambers" sub for showers, dousing you with waterfalls, steam, and rain. Oh, and that Maybach 62 waiting at the airport should eclipse any doubt that he's the one.
The tab: $10,000 per night for the three-bedroom Skyloft
Tel: 877 646 5638
**As sexy as: **Zhang Ziyi, pre-geisha training.
Titillation factor: The suite's butler will run a Jacuzzi for two with aromatherapy oils and orchid petals. Skip the herbal tea and order up a bottle of vintage bubbly.
Size matters: 7,000 square feet, on the 16th and 17th floors.
The seduction: This überpenthouse is a five-bedroom duplex towering over Victoria Harbour and the island of Hong Kong. Every outside wall is glass; you'll wake up to the world's most exhilarating skyline—oh, those skyscrapers! Even the toilet room has a view. The bathroom sinks were carved from single slabs of marble from China's Fujian Province, and a Filipino mother-of-pearl cabinet conceals the TV. But it's the 2,500-square-foot wraparound terrace that cinches the deal: It has a black-glass mosaic infinity pool and room for a 60-person cocktail bash.
The tab: $11,215 per night
Tel: 800 327 0200
**As sexy as: **Aphrodite in a bikini.
**Titillation factor: **An in-room hot tub big enough for ten.
**Size matters: **1,500 square feet.
**The seduction: **Three centuries ago, fishermen hollowed out cubbyholes in the volcanic rock of Santorini's cliffs. Now they've been turned into grottoes for bikini-clad sea nymphs and the hard-bodied billionaires who love them. The pick of the 19 rooms at this resort is the Perivolas Suite: It's outfitted in a sleek, simple Mediterranean style with whitewashed walls and plush linens—there isn't even a TV to interrupt the idyll. The most sensual detail is the spa-style bathroom: Aside from a hydrotherapy massage tub and private steam room, there's an indoor-outdoor swimming pool that actually runs into the foyer and up to the bedroom door. This is the kind of place where nature comes to you—like the olive tree growing in a rock next to the sofa.
The tab: from $1,586 per night
Tel: 30 2 2860 71308
**As sexy as: **Gianni Agnelli driving a Ferrari 250 GTO.
Titillation factor: The whirlpool tub raised on a plinth to provide a direct view of St. Peter's.
**Size matters: **7,000 square feet, on the eighth and ninth floors.
**The seduction: **Clearly aimed at billionaire voyeurs with plenty of enemies (the terrace is monitored by CCTV and rimmed with bulletproof glass—it is Italy, after all), the Cavalieri's penthouse roof garden has some of the best sight lines in Rome. Linger under the gazebo and then duck into the suite for a glass of wine and a cigar (there's a personal humidor and private cellar here, to be stocked with a custom-picked selection of vintages). Go ahead, put your feet up on the sofa that Karl Lagerfeld had in his pad in Paris. Mind the cigar smoke, though: You don't want to smudge up any of the artwork on the walls—those Warhols are irreplaceable.
**The tab: **$8,998 per night
Tel: 39 06 3509 2031
As sexy as: Sawyer in Lost.
**Titillation factor: **You can skinny-dip in the Indian Ocean, neighbor-free.
**Size matters: **15,000 square feet. Let's repeat: 15,000 square feet.
The seduction: This private pad in the idyllic Maldives atoll is the sea-level answer to a penthouse. Stashed away on the privately owned Lankanfushi island, Soneva Gili's Private Reserve is actually made up of five separate buildings suspended on stilts above the ocean: There are three bedrooms and a private spa with sauna and massage pavilion (plus an air-conditioned gym to get you toned up). You won't have to lift a finger, as the residence comes complete with a "Mr. & Mrs. Friday" who live on-site in private quarters but are available 24/7. Ask them to pilot one of the two boats docked here for a snorkeling trip on the crystal-clear ocean. It's the ultimate adult playground, down to the private waterslide straight into the lagoon.
**The tab: **$10,000 per night
Tel: 800 525 4800
**As sexy as: **Greta Garbo, who got some alone time here.
**Titillation factor: **The 360-degree view of St. Jean Bay and its swanky white-sand beach.
**Size matters: **1,500 square feet.
**The seduction: **This infamous sprawling resort sits atop a craggy cliff in absolute seclusion. The best room is named after the reclusive billionaire who stayed here years ago (no word on when Steven Spielberg, another moviemaking pasha fond of the place, will get his own namesake suite). The loft suite has hardwood floors and three terraces—perfect for topless bathing à la française. When your tan is up to snuff, head off-property for a sunset cocktail or two with the jetseterati at Do Brazil.
**The tab: **from $1,970 per night
Tel: 877 563 7105
Tel: 590 590 29 79 99
**As sexy as: **Jackie O wearing Oleg Cassini.
**Titillation factor: **The snuggle-ready fireplace, complete with quartz logs.
**Size matters: **1,700 square feet, on the 22nd floor.
**The seduction: **Recently done over by society design doyenne Alexandra Champalimaud, the Carlyle's classic two-bedroom duplex is the perfect place for some old-fashioned city lovin'. Imagine a country house suspended thousands of feet above Manhattan's Upper East Side (it's not quite at the top of the tower, but the view toward Central Park more than compensates). There are antique books, sunburst clocks, and coffee-table books to browse during downtime. Best of all, if you're inspired to croon some Cole Porter—whether "Down in the Depths (on the 90th Floor)" or "Too Darn Hot"—there's a Steinway piano installed in the suite.
**The tab: **$6,000 per night
Tel: 212 744 1600
As sexy as: Elizabeth Hurley (in a dress held together by safety pins, of course).
**Titillation factor: **The opulent, Borgia-beating design: Virtually all the furniture and fixtures were shipped direct from Italy.
Size matters: 1,700 square feet on the top floor, the fourth.
The seduction: The two Donatella-designed Imperial Suites don't disappoint in their Medusa-studded decor: Bathroom cosmetics are Versace branded, snacks are served on Versace china—only the Sony PlayStation is snake-head-free. There's a private entrance and kitchen for your chef to whip up a libido-boosting dinner of oysters and dark chocolate. Still, it's nice to also get some air: Why not have the concierge set up a helicopter jaunt up the coast? After all, this flashy, trashy bit of Australia is Oz's answer to Miami.
**The tab: **$2,585 per night
Tel: 61 7 5509 8000
**As sexy as: **Pec-puffed models at a Milan menswear show.
**Titillation factor: **The fashionistas and modelizers you'll share the elevators with.
**Size matters: **450 square feet, on the top floor, the third.
**The seduction: **Astonishingly, when it first opened three years ago, the Gray was Milan's first design hotel. Its quirky public areas are fun-and-funky: Jump on the huge pink velvet swing in the lobby before you check in—a playful touch from interiors mastermind Guido Ciompi (who also helmed a few stores for Gucci). Rooms are equally wild, using materials like white ostrich leather and crocodile, plus beds suspended from the ceiling by wires. The best suite has a stunning, trippy staircase made from iron bolted into the wall—don't try to scale it in those new Manolos. The amenities are just as snazzy: a treadmill, plasma TVs, and bubble-powered hydro tubs to soak off the sweat, no matter how you work it up. Donatella would be jealous.
**The tab: **$648 per night
Tel: 39 02 720 8951


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So, off to the food service station we go next. I fill out a form for depositing money onto a debit card that will allow my child to purchase lunch, drinks or snacks without carrying cash with him. Now, being gluten-free, there is not much he can eat in the way of lunch in the school cafeteria. Yes, they said last year that they would be happy to make accommodations for him and serve him a gluten-free meal, but I am not sure I trust that. It really isn't that hard for me to pack him lunch, he just gets tired of it and wants to have what his friends are having. Anyway, they have "gluten-free" marked on his card/account so that when he checks out and uses his debit card, an allergy allert comes up. I am not really sure what this does. Does someone come check to make sure his food is GF? I highly doubt it. Maybe it just prompts the cashier to remind the student to check their food? Who knows. Anyway, he just uses the debit card to purchase fruit (yeah, right) or drinks or yogurt on occasion.
So, the smell of school. The smell of school is the aroma of home baked bread coming from my Zo (my Zojirushi Breadmaker). This is one of my first purchases when I learned I had to eat gluten-free. I had never made homemade bread before in my life, though I used to watch my Grandmother make Challah bread years ago. Something told me that first time I made bread in my new machine that it wouldn't taste anything like what Grandma used to make. Glad I didn't set my hopes too high b/c I believe I threw away the first loaf that I made. Many mixes later I came to love Pamela's Amazing Wheat Free bread and that is the smell I know and love! This is the bread that we make our sandwiches with. It is not necessary to toast this bread, like a lot of gluten-free bread out there, but Jon prefers it toasted. I keep it in the fridge after the first day to keep it fresh, so toasting warms it up and lets me add PB or deli meat & cheese and then pack for him to have for lunch. So when I walked in the house from picking up Jon's schedule, I was met with the wonderful aroma of bread waiting for me. I had to slice some and have a sandwich for lunch. Yum!
While I am here and blogging, I might as well share what Jon likes to take for lunch. He has been packing lunch now for 2 school years straight. He used to buy lunch a couple days a week before he was diagnosed with Celiac. One of the first things I did was buy him a thermos that could keep his food warm until lunch time. I found it at Wal-Mart for under $10. I fill it with hot water about a half-hour before I put the warm food in and it will keep the food warm for approximately 5 hours. The only thing that stinks about this (literally) is that when your child forgets to bring it home and it sits in his locker all weekend, it is tough to clean. You can only hand wash these and it is close to impossible to get the smell and stains from chili or spaghetti out of white plastic that has been hiding out in a locker for a few days. Here are some of the things I pack for Jon on a rotating basis:
~Deli Roll-ups – meat with American cheese rolled up inside. You could use cream cheese too, Jon is not a fan.
~Tacos in a bag – Taco meat in the thermos. Bag of Fritos or GF Doritos (we use Cool Ranch) and shredded cheese on the side. I also pack a small container of taco sauce (Ortega Mild).
~ PB Sandwich – Simple..PB on Pamela's bread. Jelly makes the bread soggy, so I either put PB on both sides and then add jelly or pack it for him to add.
~ Macaroni & Cheese – Tinkyada pasta made with the Kraft cheese powder (comes in a can…whoever thought that up is SUPER clever!). I have also made Mac & Cheese with Velveeta cheese. Jon likes it either way.
~ Chili – He likes Hormel chili with beans. (Not all Hormel Chilis are GF, so make sure to check Hormel's list or only buy the regular with beans). I pack tortilla chips, cheese and taco sauce on the side.
~ Cold pizza – I make homemade pizza out of Pamela's Wheat Free bread mix and then he will take it cold for lunch the next day. He loves this!
~ Pepperoni & cheese – Hormel Pepperoni and American cheese. He will make little meat sandwiches out of these. Fun and easy, too!
~ Spaghetti & Meat Sauce – Usually left over from the night before. Tinkyada pasta and Prego 3-Cheese sauce with ground turkey or beef.
I alternate side items for him. I do fresh fruit in season. He is picky about fruit, so I have to pack something I know won't end up in the trash. Bananas or apples, forget it. In the trash can. He will eat cantaloupe or grapes. In the winter I will do Mott's Natural Applesauce with cinnamon on top for him. He seems to enjoy that. He usually gets Cool Ranch Doritos with sandwiches. He won't eat raw veggies, so that is out. I will sometimes put in baby carrots with Italian dressing to dip in, but I have to wonder how often he really eats that. He used to tell on himself when he didn't eat something, now I am not so sure. He may have wisened up in his old years. Desserts are either homebaked cookies or brownies. I do buy Trader Joe's Gingersnaps (very good) or the occasional box of Enjoy Life cookies (he really likes the Snickerdoodle flavor).
So the summer is coming to an end. It is bittersweet. I really enjoyed spending the summer with my kids, but it is time for them to go back and join their friends.
Filed under: Gluten-Free, Gluten-free Products | Tagged: Celiac, gluten-free bread, lunch, school, Trader Joe's | 3 Comments »


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Designed to help optimize your PC for smoother, more responsive game play in the latest PC games with the touch of a button, Game Booster helps achieve the performance edge previously only available to highly technical enthusiasts. It works by updating hardware drivers, downloading essential gaming tools, tweaking system settings for gaming, defragmenting game directories, temporarily shutting down background processes, cleaning RAM, and intensifying processor performance. That means you can keep all the features of Windows ready for when you need them, but turn them off when you are ready to get down to serious business - gaming. Game Booster makes it simpler to enjoy the latest games and take your experience to a new level. All systems g Compatible with Anti-cheat - Works 100% compatible with PunkBuster, Cheating-Death, VAC, and any other anti-cheat software.


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Home > Uttar Pradesh > Management > Kanpur
List of Management Colleges in Kanpur (Uttar Pradesh)
There are many Management colleges in Uttar Pradesh. These are situated in different cities. These Management colleges in Uttar Pradesh are affiliated with concerned university in the state. The following colleges have been listed on this site, you can click on any college name to get more information the college of your choice.


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Or: How persuasive design saved my lunch
While I was on route to Amsterdam for IXDA14, something struck me about the way the dinner options were presented to passengers. Here's what was happening. The flight attendant delivered the menu in the same way to each row:
"Would you like barbeque chicken, beef strip, or vegetarian?"
I've been a vegetarian for twenty years now, and I'm a little sensitive to these moments. At first, my identity hackles were raised. "Hey!" I thought, "Why wouldn't it be 'Chicken, beef, and spicy red-beans-and-rice?' We eat food, not a category of food! Those options should be presented as equals because we're equals…Blah blah blah…ramble ramble…"
Fortunately, as is my habit, I caught myself mid rant, and tried to consider what was good about it. And sure enough, on reflection it's the exact right way to present these options. Cooper's been paying more attention to persuasive design of late, so let me explain, because that's exactly what's going on. The flight attendants are using choice architecture to keep vegetarians fed.
You see, one of the problems that vegetarians encounter when eating buffet-style with omnivores is that when there is a veggie option present, if it's too good, there's a risk that the omnivores will eat all the veggie stuff before we get to the front of the line, leaving us poor suckers with empty plates and sad-trombone bellies.
If the attendant presented "chicken, beef, and spicy red-beans-and-rice," that's exactly what's at risk. An omnivore hearing that might think, "Hey, I'm a huge fan of spicy red beans and rice! Cajun spice is awesome. Bam! Let's kick it up a notch!"
But when hearing a menu consisting of two easy-to-visualize options and the category of "vegetarian," omnivores are more likely to be turned off by that third option. "Vegetarian? Screw that. I'm not a vegetarian. I like my meat heaping and with a side of meat. Meat me up, attendant, with the finest, meatiest meatings you have!" They're less likely to ask after the actual contents of the vegetarian option, as they're busy thinking about whether they'd like chicken or beef.
Meanwhile the vegetarians (even if their delicate identities are a bit bruised) are relieved when they hear that their needs have been considered. The unlucky ones in the very back of the plane (who failed to arrange a special meal in advance) might even get to eat.
|descriptive option
|categorical option
|Might choose 🙂
|Less likely to choose, still 🙂
|Less to eat 🙁
|More to eat 🙂
It's not foolproof, of course, but I'll bet if we could do a plane-by-plane comparison of "vegetarian" vs. "red beans and rice", the categorical option would result in much more of everyone being happy. And that's one of the powers of well-done choice architecture.