Modeling Agencies | Ny Modeling Agency | Fashion Modeling Agencies

Filling a Broad Range of Part Time Modelling Roles

2010-12-19T05:28:00.001-08:00

With so many television channels, magazines, and new products hitting the screens and shelves it is unsurprising that there are so many businesses in desperate need for part time models to provide a fresh face and a new look to their brand image.

Clients up and down the country look high and low for suitable models and invariably it proves to be a tiresome process. That's where extensive independent modelling agencies come in. Nationwide agencies help clients find the models they need, every day. Connecting models to businesses is a rewarding process, as is helping new models take their first steps with an agency.

Part time modelling can be an excellent way to earn some extra cash in your back pocket, whilst building an impressive portfolio for any future modelling opportunities down the line. Modelling agencies provide a range of information on modelling designed to help new models when choosing an agency. There is a strong belief in 'real models' and proudly offers models of all ages, sexes and body types, providing an opportunity for anyone to become a star for a day.

There are modelling roles for teenagers and children as well as men and women, and star pets can also get in the act. Clients need cats, dogs and other popular pets to promote their products just as much as humans and with a host of breeds, looks and characters of animals registered at modelling agencies it is simple to deliver just what clients need.

People interested in becoming a model can simply apply online, register and keep an eye on the numerous job boards for positions that can kick-start your modelling career and improve confidence and self-esteem in the process.

Models Direct offer Help and advice to potential models and have almost 20 years experience in the industry...

Further links/information:

• To find out more about us: http://www.modelsdirect.com/

• Find out about how you could become a model: http://www.modelsdirect.com/locations/worldwide.html

Article Source: http://EzineArticles.com/?expert=Suzy_O'Connor

Role of Modeling Institutes

2010-12-19T05:27:00.002-08:00

The Role of Modeling Institutes in Grooming Aspiring Models in Their Modeling Endeavor

In the present scenario a career in modeling seems very lucrative and a short cut to name and fame. The statement is both true and false! What does this mean? True, modeling will definitely bring name and fame to your doorstep but you really need to work hard for it. There is no substitution for hard work and experience. The modeling industry is not built on luck success comes from a client's talent and skill. If you are not willing to work hard enough, modeling as career would not do any good. It can take many years before you are hired by well known companies.

Many models start out with doing local fashion shows, ad campaigns and commercial print work for catalogs and magazines. In this context, it is worthwhile noting that several established actors and personalities are sitting idle and waiting to get employed. Thus by this statement you can understand the gravity of competition in this arena. Thus for attaining your objective, you need to undergo training courses in modeling from reputed training institutes and organizations, Seattle modeling agency being one of them. Institutes functioning under Seattle modeling agencies provide state of the art training in modeling and will introduce you into a new dimension, where your aspirations of becoming a successful model becomes ground reality.

Statistically it has been observed that Seattle models have an edge over the others and continue to remain in employment even when their colleagues and co-models have lost theirs. Now coming to demographics, it has been observed that Hollywood, Los Angeles and California have become overcrowded, on account of the huge infiltration of aspirants aspiring to build a career for themselves; there are too many trying to share the same pie! Secondly the cost of living is astronomically high and is difficult for a new comer to survive here.

Instead of Hollywood, Los Angeles and California, people are now preferring to move to Seattle; but why? Firstly Seattle is the Los Angeles vicinity; so for a prospective and upcoming model this seems to be the ideal location. Seattle is a very happening place and is less crowded as compared to Los Angeles or California. The modeling industry is really booming here and the population group is younger here. Modeling opportunities are available abundantly and you will never be out of work.

The lower cost of living in Seattle benefits new models in terms of cost and expenses. They can easily live on a low budget as compared to an inflated one; so you can live quite luxuriously without having to tax yourself a great deal.

Nowadays, young girls aspire to become models and walk the ramp. For this they would need to be trained in the art. It is for this purpose that modeling agencies come into being to bring out aspiring young models. Thus with the help of these reputed modeling agencies, parents can be rest assured that they are in safe hands. With lots of hard work an aspiring model will one day become famous and earn a hefty income.

Connor Sullivan has a friend on the West Coast whose daughter works for a Seattle modeling agency. He heard that the Seattle modeling agencies have a great reputation.

Article Source: http://EzineArticles.com/?expert=Connor_R_Sullivan

Key To Success in modeling

2010-12-19T05:27:00.001-08:00

Miami is an eclectic market to work in as a fashion model. It is very specific to its environment yet caters to production on an international platform. First an individual has to determine where they realistically fit into industry standard. There are different types of modeling in the South Florida region consisting of runway, catalog, lifestyle print, plus modeling, fitness, trade events, commercials, and television/film. Most agencies will list their requirements that they look for on their respective websites and the best means of contact.

An individual who is seeking representation as a possible fashion model (runway, editorial, catalog) is suggested to take some regular digital style photographs and send these along with pertinent measurements and contact information (age, height, suit or dress size). If interested, an agency will contact a prospective model for an interview and decide if they have a clientele for that individual. For the digitals; typically a female would want to be in a solid two-piece bathing suit with no make up and hair pulled back so the agency can determine body type and facial features. A male model would be advised to wear a gym short or bathing suit.

A female who is interested in fashion related assignments typically needs to fit specific criteria. Once accepted by an agency, they will guide you to obtaining the proper tools for your career (portfolio, composite card, etc.). Why have an agent? Agents are licensed and bonded by the state. They are regulated in their practices and are the individuals who have established relationships with decision makers such as designers, casting directors, producers, advertising agencies, and photographers. A reputable agent will help guide your career and handle the details for each assignment. Agent's work on commission so it behooves them to work with talent they strongly believe will work for their clientele. It is always beneficial to research a company and ask questions before signing any agreements. A model that is being developed will have some work on their end too.

Remember, as a model, you are the product and your own business. With nothing, you get nothing. A model needs to constantly practice and stay updated on the latest trends and runway walks. Obtaining the right type of photographs that will reflect your abilities, diversity, and yet appeal to mass markets. Modeling in South Florida is seasonal; we secure most of our assignments from the months of October to May. When we are "out of season", it is suggested models continue to develop their books and tools to keep clients interested in using them. Some models opt to travel during this time and explore markets such as New York, Chicago, Atlanta, Los Angeles, or abroad.

The pictures you use in a South Florida modeling agency may not reflect on the market you are traveling to. If you find yourself not receiving the response you hoped for, there are several different types of modeling opportunities. Perhaps your look or abilities lean more towards television or lifestyle commercial modeling. Continue to believe in yourself, stay professional, and try to get advice on where you may fall into this industry. Remember, whether looking for representation in a Miami modeling agency, Fort Lauderdale modeling agency, or any South Florida modeling agency, professionalism is the key!

To learn more about Miami modeling agencies please visit our website.

Proud partner of BODYJOCK Co. leader distributor of mens underwear and mens swimwear.

Article Source: http://EzineArticles.com/?expert=Robert_Peters

Modeling Fraud Protection

2010-12-19T05:25:00.000-08:00

Of course, modeling is not all runway walks, flashing cameras and celebrity status. It requires a commitment to good health, staying fit, self discipline, and facing some very stiff competition. Preparing your self physically and mentally to be the best child model or teen model that you can be is only half the battle. You must also learn how to evaluate modeling job offers.

As an aspiring young model, there is much you need to learn to build a successful and rewarding modeling career. There are skills you must develop, a portfolio to build and networking connections to be made. Unfortunately, there are also things you must learn to avoid and you will face rejection on a regular basis, especially when you are starting out as a young model. If you are prepared to put out the effort and if you are resilient enough, you can develop a successful career as a model.

Professionalism And Your Portfolio

Learning how to evaluate a quality modeling job requires that you remain objective and professional at all times and that you require the same from the people you deal with. If a prospective modeling job representative behaves unprofessionally or is, in any way, threatening, leave immediately and tell your parents. As a young model, you must realize that you are vulnerable. At the same time, you can enjoy working with some brilliant artists, photographers, clothing designers, and other models.

Your portfolio will tell the world that you are a professional and that you expect to be treated accordingly. If an agency requires that you purchase a photo shoot from them or that you pay to take a modeling class from them before giving you a job, you must recognize that this is a scam. Legitimate modeling agencies only make their profit from commissions. Unfortunately, there are many agencies who take advantage of overly idealistic and naïve child models and teen models by making false promises and by being overly complimentary.

Competition And Integrity

If you approach your career with integrity and require others to treat you with respect, you will avoid many of the undesirable modeling jobs and enjoy the many rewards of working with professionals. If you arrive at an open call and there are dozens, or even hundreds, of other young models in line, then you will know that you have come to the right place. Lack of competition is a bad sign for a young model. It either means the agency has a bad reputation or that the open call was badly advertised, which doesn't speak well of the agency.

You can gauge the success of an agency by the quantity and quality of the models it represents and attracts. This method can be used in person or through online modeling agencies. If an agency appears "too good to be true," they probably are and should be avoided. Modeling is big business and the stakes can get quite high. Legitimate teen modeling jobs are out there. You can even create your own portfolio through online modeling agencies. It is up to you to evaluate potential modeling jobs to protect yourself and your career. Lack of professionalism should be an instant red flag of warning.

Maintaining your own professionalism and being realistic about the hours, competition and the possibility of scams will all help you enjoy a successful career as a young model.

Author is a freelance writer. For more information on online modeling agencies, visit http://onlinemodelworld.com/

Article Source: http://EzineArticles.com/?expert=Jeremy_P_Stanfords

New York Fashion Week * First Face *

2008-12-05T21:51:00.001-08:00

casting for the next models ny agency

2008-12-05T21:46:00.000-08:00

The Janice Dickinson Modeling Agency E06

2008-12-05T21:40:00.000-08:00

How To Get Into Acting - Modeling World

2008-09-21T22:20:00.000-07:00

Although not applicable always, an actor's career generally begins with modeling assignments. Therefore, the genesis of the word combination acting modeling is appropriate in the sense that both careers are interrelated to some extent at least. Models can be found featured on magazine covers, newspapers, billboards, posters, ads, and even on the packets that your grocery store provides. These models earn anything between $25 and $250 per hour.

These models can have very sharp features making them look drop dead gorgeous or they may even look like the next door friendly guy. The main motive of models is to present a face that people find attractive so as to sell a particular product. But for most of these models, modeling is not the end but is only a step-up to an acting career.

But the acting modeling world is highly competitive. In addition to a great face, you need a good agent to get you into the acting modeling world.

So here are some steps that will help you in the search for and the selection of a good agent and thus a successful entry into the acting modeling career.

The first dilemma that you face is to know where to find an agent. For this, you can search various local theaters and ask the actors there if they know of any agent or is there any agent available who represents them. Secondly, you can visit some photo studios and ask the photographers there if they know any good agent. Photographers are in constant touch with the modeling world, so they can find for you the right person. Another option also worth trying is a signatory agent. They are licensed agents, who are very professional in their approach.

After the search for agents is over, the next step is the selection of the one agent that you need. For this, you should do some background research on the various agents. If possible, ask their previous employers about their performance. After this, you should take a good look at their offices. Look carefully as to whether they have all the requisite things that an agent generally needs to have.

Also, one of the most important aspects to remember in the selection of an agent is the comfort level and the communication between you and the agent. These aspects prove crucial in deciding the pattern of growth of your career.

Agents can well prove to be a decisive factor in the success or failure of your getting into an acting modeling career. Acting modeling is a career that has become very competitive so you cannot afford to be casual in the search for and the selection of an agent.

Jack Tracy a Director, Producer and Actor has passion for film and theater, Jack also contributes to Acting-Secrets.com Acting Modeling

Article Source: http://EzineArticles.com/?expert=Jack_Tracy

Plus Size Modeling - An Introduction

2008-03-01T02:55:00.001-08:00

Plus size modeling is a growing industry that is gaining popularity and acceptance throughout the world. Because plus size models and modeling has gained popularity in the last ten years, the opportunities have broadened considerable, but all modeling shoots for a plus size model are not the same. Plus size models will discover major differences between shoots, whether operating as a free agent or with representation and between different markets.

When you decide you want to try plus size modeling, you need to consider whether you want or can get representation right away, or if you want to act as a free agent. Finding representation can get you into many doors, but in some cases, if you are just starting out, you may want to be a free agent and market yourself to build your portfolio and get experience.

Finding representation can be challenging. You'll need some photos of yourself and you may need to try several agencies before you find the right one. Some agents want to see professional headshots, while others prefer a simple Polaroid. In many cases, they prefer to see your “raw material” and then they'll help you find and cultivate a desirable plus size model “look.” If you find representation, you should remember that the agent is working for you but you still need to take an active interest in your own modeling career. You should know what kinds of jobs they are promoting you for and why you are or are not getting jobs.

As a free agent you may have more flexibility, but you'll need to carefully protect yourself and make sure you're booking legitimate, paying jobs. Regardless of your status, you should constantly seek feedback, and do your best not to take it personally. Consider yourself a product that will be effective selling a product, or not. You may need to alter your look, gain weight, tone up or change your hair to be more marketable. Make sure you remember on thing; you won't be right for every job no matter what you do.

If you want to be a plus size model, you do need to consider that there are different kinds of plus size modeling and different markets for different sizes. Here is an interesting guide to some of the different markets and needs for plus size models.

Plus Size Lingerie Modeling: Really good plus size lingerie models are hard to find. Not only are companies and agencies looking for well proportioned and sexy women from sizes 10 to 18, they are also looking for toned, curvy bodies that will really make their photos pop! In many cases, a lingerie photo shoot will also be different than that of a catalog or fashion shoot. They may want sensual, sexy or even playful moods and you need to be comfortable with your body and your sexuality to project the right feelings.

Plus size catalog photo shoots for clothing are very different than plus size lingerie modeling. Most companies are looking for plus size models that are from sizes 10 to 18 with well proportioned bodies, pretty faces and positive, professional attitudes. Since plus size clothing is designed to flatter fuller figures, you may not have to worry about being as toned as for plus size lingerie. In many cases, these shoots are more about smiling, laughing, and being active. If you are modeling plus size swimwear or active-wear, you may need to have a more toned physique.

Plus size fashion shoots will always favor the prepared. Although you may or may not be showing a lot of skin, couture plus size fashion will fit better and look better if you are well toned and filling out the clothes in all the right places. Additionally, high fashion is frequently made of higher end silks and satins which are less forgiving than cottons and knits. With strong abs and smooth lines that show off your gorgeous curves, a fashion house or magazine will be far more likely to book you again.

Finally, different geographic markets call for different sized plus size models. For instance, the UK market favors sizes 12 and 14, American client's book specific sizes anywhere from 10 to 18 while the Italian market targets sizes 12 to 16. Markets like South America are just introducing plus models while the German market still favors sizes 8 to 12.

One unifying factor is certainly attitude. If you are a go getter who arrives at every shoot upbeat and prepared to work, you are more likely to be a successful plus size model. The plus size models that realty stand out are always well groomed and ready to slip into whatever role they are called on to perform. Whether portraying a confident business woman or a sexy siren the most successful plus size models glow with inner confidence. The best plus models know that they are sexy and beautiful because of their curves, not in spite of them.

How to Make Warhammer Modeling Flock

2008-03-01T02:54:00.005-08:00

Spending almost $200 of your budget for a modeling flock is too big just to produce a 4' x 4' grassland gaming board. Is always be a problem you will face in making a gaming terrain but this will not be a hindrance for you to experiment on what decision to undertake. Because you want to work on a small budget this is something you had get over.

Doing research on Yahoo or Google on how to create a modeling flock or by just simply asking a friend who knows how to create one. That can lower the $200 to a $10 or less. But be sure to watch and read on the instructions for they will cause you problems in the results of your modeling flock. You should admit that making your first modeling flock will not be that easy for it will not produce similar to the modeling flock that cost $200. You should not be afraid to try every thing every possible way to have your modeling flock be the flock you want.

Without further delay the content of this article is the detailed instruction on how to make a modeling flock.

Step 1 - Get Your Materials Ready
Here is what you'll be needing:
-a container to mix it in (we use a gallon sized ice cream container)
-a cookie sheet to dry the modeling flock on (don't use new ones, your mother / wife won't be happy)
-a tube of green paint (in the picture it shows a tube of blue paint and a tube of yellow paint, but we found it easier to just get a tube of green paint)
-water
-a stirring stick
-sawdust (that's right, modeling flock is just dyed sawdust!)
-a fine strainer
The tubes of paint that we use are 4 U.S. fl oz, or 118 mL. We buy them at the dollar store for $1.
You can get the sawdust from any lumber mill that near your place. They should be more than happy to hand over a garbage bag full free of charge. If not, then just find someone you know who is a carpenter.
Take note that the sawdust should have been made from sanding, not from cutting wood.

Step 2 - Dilute The Paint
First you will need to dilute the paint that you are going to use to dye the saw dust. The amount of paint that you water down will determine how much flock you will make. You will discharge the entire 118 mL tube of green paint into the container and then fill the container 3cm (about 1 1/4 inches) full of water.
WARNING: If you water down the paint too much your flock will be brown. This is the common mistake which will end up with ugly stuff and waste. Even though it started out a nice green it will end up an ugly brown, which was useful only to be used as dirt and not grass. But we are going to create a grassland so better careful. Mix the water and paint with a stirring stick. You can use any typical stirring sticks that you get from the paint stores, but you can really use anything that you don't care getting stained with green paint.

(Important Note: The colour of your flock will be slightly browner than the green paint that you mix, so choose a colour paint that is slightly brighter than your desired modeling flock colour.)

Step 3 - Add the Sawdust
The next procedure is to add the sawdust on the paint. First add a small amount just to turn the watered down paint mixture into a compact sludge. Then continue adding more and more sawdust until it is mixed in well with the paint.
The easiest way to tell when to stop adding sawdust is when you add a bit more and it is very hard to mix in (i.e. it is hard to get rid of the brown sawdust). This is the point where you should stop.
Warning: If you stop sooner your flock will not be fine enough. However, don't expect your flock to be as fine as the Games Workshop version at this point for they already perfected the mixing of the paint and the sawdust. That will come sooner or later. Once you have finished mixing the flock you are ready to move to next step.

Step 4 - Spread Out Your Modeling Flock to Dry
You will now need to spread out the modeling flock to dry. You can use two cookie sheets to dry out the amount of flock made with your desired proportions. In spreading out the damp modeling flock it should be evenly as possible, then put it in a cool dry place and not be hit by strong winds for 24-48 hours. Make sure it is completely dry before proceeding to the next step, or else you will not get the same quality results as what Games Workshop produces.

Step 5 - Screen the Modeling Flock To Make It Finer
A fine strainer with a small openings you will have in doing the last step and that is to screen the modeling flock through it. There may be bunches that are just too hard deal with. You should really work if this happen until you cannot screen a dust from it. This will not be garbage cause it can be use as a mossy rock on another models.

Types of Modeling

2008-03-01T02:54:00.003-08:00

OK, to quote Derek Zoolander, you're totally great-looking. So now what? Being a model means a lot more than just standing around looking beautiful. To be happy and successful in your chosen career, you need to find the specific type of modeling that's right for you.

If you are going to make it as a model, it's a good idea to familiarize yourself with the following types of modeling work:

Runway Modeling

Without a doubt, high fashion runway modeling is one the most glamorous (and rigorous) types of modeling. Runway models generally possess a very particular body type (long legs, fierce walk) and have developed their own signature style of "working the catwalk". While you're likely to see crossover with other types of modeling, the runway model is a truly unique animal. Runway models begin their careers at local fashion shows - with the best of the best moving on to international events such as Fashion Week in New York - where models can earn thousands of dollars per runway event.

Quick tip for success: Watch footage of the greats! Take some time every day to watch footage of top models walking the runway. Study how they carry themselves. Use their established styles to help craft a walk that is unique and your own.

Commercial Print Modeling

If you have ever seen a 600+ page issue of Vogue, you have a good idea of why there is a constant demand for fashion print models. Simply put, there's almost no limit to the number of apparel companies spending large amounts of money on their print advertising campaigns. Successful print models not only master a variety of looks, but also have a wide range of emotions and body positions that can call up on a moment's notice as the job dictates. Print models are able to evoke strong emotions in two dimensions because of these skills.

Quick tip for success: A great portfolio goes a long way in the commercial print realm. Models who have a selection of beautiful and unique photographs at the ready are most likely to wow the client and get the job. Be sure and fill your book with photos that go beyond the standard head shot. Show your creativity!

Commercial Catalog Modeling

Catalog marketing affords the greatest opportunities for models of different heights and sizes. Since every store or clothing line appeals to a different demographic, the standards set by the rest of the modeling world are a bit more relaxed here. You still need to look and feel great, but there is a little less emphasis on the concept of perfection.

Quick tip for success: When creating a portfolio, base your chosen shots on powerful, effective catalog photography. Grab a stack of the best catalogs available. Then cut out the shots that you would like to create. Your portfolio should represent a "best of" compilation of shots in a variety of clothing styles and poses.

Swimsuit Models

Female swimsuit models are less likely to be the small-sized types that generally have success on the runway. In the swimsuit modeling world there is a greater emphasis on a woman's curves - with physical fitness being of the utmost importance. Men's swimsuit models are also asked to be in prime physical condition. Toned muscles and tight stomachs are the order of the day for men hoping to get the best available work as a swimsuit model. Many swimsuit models employ a personal trainer to stay in top condition throughout the year.

Advertising Photography and Modeling - An Insight

2008-03-01T02:54:00.001-08:00

Modeling for advertising photography can be a lot of hard work and if you are game for it and do have the right attitude towards it, then you can also expect a whole lot of fun in this profession. In this article, we will see what it takes to be a good model and how to go about starting your career as a model for advertising photography.

The first thing to do is see yourself in the mirror and emote. Smile, laugh, look sad, depressed, sexy, angry, pensive in short try to put forth as many emotions and expressions as you can. I know this sounds funny and you might find it amusing when you do it for the first time. But trust me, this would be a good insight into your modeling career.

Having done the self introspection, now it is time to take the opinion of someone else. You can ask a family member or take the opinion of a friend. Make different kinds of expressions and ask if you look natural enough. Remember, you don't have to have a 'ten on ten' figure for advertising photography. Rather, if you look just about average, it would be great, because it is all about showing real people.

What really matters is how well you express different emotions. And this is very critical for this for the same reason again - to look very natural, very real, just like everyday people. If you intend to appear in the advertisement of beauty care products, then of course a little good looks and sharp features always goes a long way to fetch those high profile campaigns.

Now is the time to contact a modeling agency or a photographer working in the line of advertising photography. Arrange a meeting, where you can ask some questions and get good answers and insight into this profession and what you can expect in the future.

Model Advice and Glamor Modeling Career Tips: How Do I Get Into Glamour Modeling

2008-03-01T02:53:00.001-08:00

Aspiring models often ask us, How do I get into modeling? Or, How do I get started in modeling? This article discusses the various types of modeling, and what it takes to make it in this challenging yet fun profession. You will also find some useful tips an advice on how to get started in teen modeling.

What are the different types of modeling?

There are basically five (5) different types of modeling. These are the broadest categories, with newer but smaller categories evolving all the time. Furthermore, these categories also overlap with each other at times.

1. COMMERCIAL MODELING (Television, Catalogs and Print-Ads):

Commercial models help promote products and services through ads in the electronic media such as Television and the Internet as well as through Print Advertising. They appear in commercials/ads, on product packaging, in magazines, on billboards, etc., and help promote all kinds of products and services ranging from computer equipment to medicines, apparel, shoes and cosmetics. This is by far the largest modeling and teen modeling category.

General Requirements for Commercial Modeling:

Contrary to popular belief, many successful commercial models look like normal, everyday people. If they walked past you on the street in normal everyday clothes and with little or no makeup, you would probably not look at them twice. However, what they do possess is the ability to express an emotion, and the ability to replicate that same look time and again. For starters, you can start practicing your best looks and poses in front of a mirror. Many successful models do 15 minutes of mirror-work every day. Practice evoking different types of emotions through your expressions.

The ability to show different expressions, to be able to hold that expression so that the photographer can take multiple shots at different camera exposure settings, and the ability to create that expression again at will are all very useful qualities. The good news is that these qualities and talents can be developed. Good commercial models are also usually photogenic, but exceptions abound. Having a unique or different look is good but often not an absolute necessity. Personality, likeability (that the audience or target market can relate to), being internally happy (i.e., liking yourself - because it does show through in your images) and being able to work long hours while at the same time enjoying the process are other attributes that successful commercial models seem to possess.

Most pictures on magazine covers are touched up and air-brushed on the computer for hours (called digital editing) to create the right look. If you have reasonably good features, a great photographer can make you look like a superstar! Remember, the glamorous superstars don't always look that way in real life. The magic is in the camera, makeup and digital editing.

2. PROMOTIONAL MODELING (Tradeshows, Retail, Car Shows, Events, etc.):

Promotional modeling includes work at Tradeshows and Conventions, handing out Product Samples in Retail Stores, helping promote products or services at Car Shows, Boat Shows, Events, etc. What differentiates Promotional Modeling from Commercial Modeling above is the fact that for Promotional Modeling you have to be there in person, because you yourself (not your photo or video) are doing the promoting. While it may not appear as glamorous as Commercial Modeling, it can provide good income opportunities, and the jobs are usually easier to get. Creative forms of Promotional Marketing (often referred to as Buzz Marketing) and Event Marketing are gaining fast in popularity. It seems to be a high-growth area, and compensation seems to be improving too.

General Requirements for Promotional Modeling:

Promotional Modeling is about overall personality, interpersonal skills, being able to establish a quick rapport, and staying focused on the task at hand. You may meet a lot of different people, albeit each very briefly. If you thrive on meeting people and enjoy the hustle and bustle of a tradeshow environment, Promotional Modeling is usually easier to break into than Commercial Modeling, although exceptions are always there. Even though the job is not primarily about being photographed, you'll still want to look and act your best. Promotional/Event Modeling is a growing field.

3. FASHION MODELING (includes Runway, Fashion Shows, etc.):

Fashion models help launch new products and designs such as in apparel, accessories, shoes, jewelry, swimwear, beachwear, etc. The walk the runway in fashion shows. Many large fashion shows also get media coverage, and a good fashion model can get print exposure in leading fashion magazines such as Vogue, Elle, Cosmopolitan, Glamour, etc. Similarly, if a fashion show is being covered by the broadcast media, there is a chance that you may appear on Television too. Many industry-specific fashion shows such as shows for apparel and swimwear can hire hundreds or thousands of models at a time.

General Requirements for Fashion Modeling:

Up until a few years ago, a height of at least 5 feet 9 inches was considered pretty much a requirement for Fashion Modeling – especially for the Runway (where you walk up and down a Runway, wearing clothes of a certain brand and/or designer). However, that is fast changing. Now, there are Fashion/Runway shows for pretty much all body types. If you feel good about your body, can walk confidently, and look reasonably good, chances are that you can find some opportunities in Fashion Modeling. For certain apparel and swimwear shows, a good well-proportioned body is more important than just height alone. Since, the shows can require hundreds of models per day (and there are just so many really tall good looking models around), you probably have a good chance of being selected as long as the overall body proportion is in line with what the manufacturer’s product line is. Then, of course, there are apparel and swimwear manufacturers who make clothes for petites and plus-sized customers as well.

4. INTERNET MODELING (web-sites, live webcam, etc.):

Internet modeling, whether it is for static content on web-sites or for live webcam or streaming video is a popular segment. Generally, you have to be over 18 years of age.

5. MODELING FOR PHOTOGRAPHERS, CONTENT CREATORS & STOCK PHOTO AGENCIES:

Photographers hire models all the time, either to build their own portfolios or to create content for Licensing to others and/or for Stock-Photo purposes. The PhotoShoot can be either a paid shoot (where the model gets paid either on an hourly basis or a flat fee) or TFP (trade Time for Prints), or TFCD (trade Time for CD-ROM images). In the TFP or TFCD arrangement no money changes hands. It is just a trade or swap. The photographer invests his/her time, expertise and equipment, and the model invests his/her time. Thus, they can create some content together that both parties can use to further their own professional goals, respectively. Stock Photo Agencies sometimes commission a photographer to take certain pictures that can then be sold or licensed to different companies for use in advertising and marketing materials.

As you can see, there are myriad opportunities in the modeling world. However, it is hard work. Like most other things in life, there is no guarantee of success. It depends on your looks, luck, demeanor, personality, hard work, perseverance, and a burning desire to succeed, among other things.

Others before you have made it big in modeling, and you probably can too! A good first step would be to create your free Portfolio on the Joy Of Modeling website (http://www.joyofmodeling.com/) and on as many other modeling websites as conveniently possible. Contact local modeling agencies. Have a Professional Photographer shoot a nice Portfolio. Attend modeling shows and seminars. Learn about the business. Notice what is working and what’s not, and take corrective action. Good luck and best wishes.

The fast-loading Joy Of Modeling website is a popular job searching and referral place for models, photographers, videographers, film makers, agencies, actors, actresses and reps. It is also a resource for talent scouts and recruiters looking to hire for television, film, theater, dancing and entertainment jobs. Aspiring models, actors and actresses looking for their big break have a free opportunity for worldwide exposure at the Joy Of Modeling website. It is a family-friendly site (no nudity, porn, profanity or violence), and has separate sections for grown-ups and kids. The site also offers Free Gifts and/or a Free Shopping spree to its Gold Level members.

The call of the sirens: fashion this fall has the gleam and glamour of Hollywood's great glory days

2008-02-20T04:17:00.001-08:00

Models: CHLOE HAYWARD/Select Model Management as Lauren Bacall, STEPHANIE B/Models 1 as Tippi Hedren and Gloria Swanson, DONNA McPHAIL/FM MODELS as Rita Hayworth, ANNABELLE/Models 1 as Diana Dors, INEZ ALDRED/Premier Model Management London as Ava Gardner, HEATHER/Models 1 as Katharine Hepburn, JULIA JAMOIS/Premier Model Management London as Josephine Baker, and KITTI/FM Models as Jean Harlow. Hair: DUFFY/premier-agency.com. Makeup: SAM BRYANT/Holy Cow. Manicure: SOPHY ROBSON/premier-agency.com. Special thanks: DARLING PRODUCTIONS; ANDY WHITTON; MARK SANDERS. Cosmetics by M*A*C. Opposite: Jacket by YVES SAINT LAURENT. Hat by PHILIP TREACY FOR JASPER CONRAN. Fragrance: CINEMA BY YVES SAINT LAURENT.

Above: Clothes by JIL SANDER. Bag by LOUIS VUITTON. Gloves by CORNELIA JAMES. Fragrance: NO. 4 BY JIL SANDER. Opposite: Dress by RALPH LAUREN COLLECTION. Gloves by CORNELIA JAMES. Fragrance: ROMANCE BY RALPH LAUREN.

REMINDER/Cutex is Looking for the 'Perfect 10'

2008-02-20T04:16:00.000-08:00

Entertainment Editors

REMINDER...for Thursday (June 12)

--(BUSINESS WIRE)

Cutex(R) and Parts Models Modeling Agency of NYC Kick Off the 2003

National Hand Model Search in New York City on June 12th

WHO: Hundreds of hand-model hopefuls are expected as Cutex(R), the
popular nail polish remover line, and Parts Models modeling
agency join hands once again to kick-off their national hand
model search

WHAT: 2nd Annual Cutex(R) Perfect 10(TM) National Hand Model Search
Open Call in NYC

WHEN: Thursday, June 12th, 7 to 9 p.m.

WHERE: Acqua Beauty Bar, 7 East 14th Street, NYC

WHY: The hand model contest winner, to be announced in January
2004, will receive a $1,000 cash prize, a year's supply of
Cutex Essential Care products and a possible hand-modeling
contract with Parts Models, where top models can earn up to
$3,000 per day. Last year's national winner, Angie Caraballo
of Manhattan, is now a working hand model. Caraballo, along
with Dani Korwin, president/owner of Parts Models, will be at
the event.

Starting at 7 p.m., women and men (we don't discriminate!) in the New York-metro area who are 18 years or older can enter their hands in the contest, live, at the popular salon. There will be a photographer on site to take free hand photos of entrants. There is no charge or purchase required to enter the contest. Those who enter the contest that evening will receive free Cutex product (while supplies last), so arrive early.

If you think you or a friend has a "Perfect 10," come to Acqua Beauty Bar, 7 East 14th Street, NYC, on June 12th. For those who can't make it to the event, entries will be accepted by mail through December 31, 2003. Visit www.cutexnails.com for contest details and a downloadable entry form.

Being Beautiful Inside and Out

2008-02-19T05:15:00.000-08:00

Hosted by world renowned model Ann Marie Crouch, Being Beautiful Inside & Out: A Model Makeover presents secrets of the modeling trade and provides practical information and insights into the wonderful world of modeling for aspiring models and anyone else striving to improve their personal appearance. Segments offer tips, tricks, and techniques from a master hairstylist, makeup, skin care, and nail specialists, a fitness expert, and a nutritionist/model, as well as advice on exactly how to shoot pictures to be submitted to a modeling agency. An excellent, information-packed guide to staying good-looking, as practiced by the experts of Hollywood. 45 minutes, color.

Disaster response planning tool available - News

2008-02-19T05:13:00.000-08:00

A free computer model that hospitals can use to plan prophylaxis clinics for dispensing critical drugs or vaccinations in the event of disease outbreaks or bioterrorism is available on the web. Hospital emergency planning staffs may download the model from the AHA website and use it to assess what it would take to operate such a clinic in their community. Hospitals are urged to work with their state and/or local public health agencies and hospital associations to plan responses to such events, including practice drills. To download the model, developed by researchers at Weill Cornell Medical College with funding from HHS' Agency for Healthcare Research and Quality, go to http://www.aha.org/re/disasterreadiness.

The model, Bioterrorism and Epidemic Outbreak Response Model (BERM), is made available by HHS and AHRQ to the American Hospital Association (AHA) for distribution to all US hospitals.

The tool was developed by researchers in the Department of Public Health at Weill Cornell Medical College in New York City and funded by AHRQ. This is the first such computer model that hospitals and public health agencies can download and customize to meet their local needs. Using common spread sheet software, hospital teams can examine different variables and scenarios in a very user-friendly fashion.

NLP Modeling - The 6 Master Steps

2008-02-13T21:50:00.002-08:00

In a previous article I mentioned that the modeling done in NLP distinguishes itself from other forms of modeling in significant ways. In this article we'll explore this distinction more deeply. NLP Modeling is incredibly exciting and rewarding. It leverages the behavioral learning skills that all of us used as small children to develop our first abilities. Unfortunately, most of us lose access to those skills after we grow up. But it's never too late to bring them back.

Let's first get a sense of the steps involved in NLP Modeling. There are six of them.

Step 1. Identify a model

This first step requires that we choose a top performer. Maintain as your most important criteria to choose someone who produces outstanding result or results consistently. For instance, you could model a soccer player's unique way of dribbling. Or you could model a top salesperson's closing skills. Or you could model a clinician who has an unmatched record for helping patients recover from illnesses. Find someone who can get a result you'd like to produce time and time again, consistently without fail.

Step 2. Assimilate their behavioral patterns unconsciously

Whereas in most modeling methods the modeler acts simply as an outside observer, NLP Modeling demands that the modeler actually step into the shoes of the outstanding performer. Through repeated imitation and practice, you will unconsciously absorb his or her behavioral patterns.

This is the crux of NLP Modeling. So let's talk about this some more.

When using other modeling methods, you'd be constantly trying to figure out how the top performer is achieving those results. You'd be analyzing his movements, his behavior, his words, his tonality, and so forth, trying to understand consciously how he produces those astonishing results.

NLP Modeling is different. When doing NLP Modeling, you're supposed to imitate the genius without trying to figure out what's going on. Just do as he does. Or do as she does. Copy him. Mimic her. But not in a caricatural way. Do it in a genuine way, trying as best as you can to let that person mold you so you become just like her.

As an example, imagine you'd want to model an outstanding tennis player's serve. In Step 2, you'd actually pretend to be the player, going through the same motions over and over, seeking to emulate the player's behavior.

For how long should you do that? You do it all the way until you...

Step 3. Produce results similar to those of the top performer

You know you've unconsciously assimilated the behavioral patterns of the top performer when you produce similar results in roughly the same amount of time. Depending on the modeling project, this may take minutes, hours, days, weeks, months or even years. It all depends on the complexity of the skill you're working on acquiring.

In the case of our example, you'd know you've unconsciously assimilated the other player's serve once you were able to consistently produce a similar quality of serve.

Step 4. Clean up the pattern

In anyone's behavior, even that of a top performer, there will always be "white noise". This simply means that certain parts of their behavior will not be necessary to produce outstanding results. In this step, after you've demonstrated that you've absorbed the pattern by producing outstanding results, you start testing what actually needs to be included in the pattern and what can be left out.

Let's go back to our example:

Imagine that you were modeling an outstanding tennis player's serve. One piece of the player's behavior is to bounce the ball three times on the court prior to starting his serve motion.

During Step 4, you'd actually test serving without bouncing the ball three times on the court to verify whether that piece of the pattern is essential to maintaining the serve's quality. You might discover that it's absolutely necessary and you might also discover that it's completely dispensable.

Step 5. Build a model

Once you've cleaned up the pattern, it's time to figure out what's going on and to create a description of what you and the outstanding performer are doing. The key here is to describe this in a way that anybody truly committed to mastering the pattern can do it.

Step 6. Pass it on

This is where the rubber meets the road. The last step and master purpose of the modeler's job is to transfer or teach the pattern to someone else. In this step, you'd take the model you created in Step 5 and transfer it to a new person. If this proves difficult, you might find it necessary to modify the description you created of the pattern until transferring it becomes easy.

The most elegant models can be absorbed very quickly by a committed learner.

Conclusion

There you have it! The 6 Master Steps of NLP Modeling. If you're interested in furthering your comprehension of NLP Modeling, read Whispering In The Wind by John Grinder and Carmen Bostic St Clair. The distinguishing characteristic of NLP Modeling exists in Step 2. In most other forms of modeling, the modeler acts as a mere observer. In NLP Modeling, the modeler gets deeply involved in the modeling process.

Translation Agencies - The Lifeblood of a Freelance Translator

2008-02-13T21:50:00.001-08:00

When I started my career as a freelance translator, the most difficult aspect was finding work.

I didn't have a solid network of clients and building that foundation was sometimes very disheartening. However, finding work is becoming easier and easier thanks to technology, and especially the Internet.

The Internet has enabled all kinds of new communication tools that are both convenient and cheap. No more having to flip through the phone book calling potential clients. Now you can send emails to people needing your services. No more taking an ad out in the Yellow Pages. Now you can have your own website promoting your services to a larger audience for a lot cheaper.

So, what is the best way freelance translators can used this technology to find work and build their network of clients? Most translators continue to say that translation agencies are the number one source of translation work.

If contacting translation agencies is one of the more productive ways of getting the word out about your translation services, then the only thing that is left is finding those agencies. Thanks to the Internet, that is a lot easier than it used to be.

One of the ways that translators find translation agencies online is by using a search engine and typing something like "translation agency" and "freelance translators" in the search box. This can be a little tedious, but once you get in good with a couple of translation agencies, they will be more likely to regularly send you work and the time spent contacting the agencies will be well worth it.

Modeling Craft Ideas for Kids

2008-02-12T02:57:00.001-08:00

The technique of modeling dough had its beginnings with the Classical Romans, Greeks and Egyptians when they would pay homage to their gods with offerings of figures made from dough. Later in nineteenth century Germany salt was added to stop mice eating the creations.

Today modeling is particularly suitable as a craft idea for kids of any age. It is soft, safe, non-toxic and great fun. Although the children can use polymer clay and self hardening clays salt dough clay is great fun to make.

You will need very little for this craft idea for kids and will probably have most of the items in your home. Items such as paint, varnish, pastry cutters, moulds, bowl and rolling pin will probably be enough. For the actual bread dough recipe you will need plain flour (not self-raising), salt and water.

Recipe:

2 cups plain flour
1 cup salt
1 cup water

Mix together flour, salt and half the water in the mixing bowl. Knead the mixture adding more water gradually until it is smooth and firm. Do not add too much water as it will become sticky and sag. Remove the mixture from the bowl and knead for a further 10 minutes. It is best to leave the dough to rest for 30 minutes in an air tight container.

By adding 1 tablespoon on vegetable oil you will add suppleness to the dough or 1 tablespoon of wallpaper paste for elasticity.

Model the dough into desired shapes and bake at 120 deg C or 250 deg F until completely hard all over. It is important to place the finished craft objects in a dry atmosphere and not in a steamy or damp area as they may deteriorate. The dough crafts can be left natural, painted and varnished or the dough can colored with food coloring before baking. Anything that is heatproof can be used, such as broken china but do keep an eye on the kids near the oven.

Modeling Good Speech Reduces the Need for Speech Therapy

2008-02-12T02:56:00.000-08:00

Modeling back good speech is a powerful way to help children learn speech sounds and good grammar. In some cases it can even decrease the need for speech-language therapy.

For sounds:

* When your child says a word and “misses” a sound say the word back to them in a very positive way placing emphasis on the sound that they had problems with. Place emphasis by saying the sound louder, longer, by tapping your finger on the side of your mouth when you say the sound and by repeating it. If he said “The tat is nice” you could say “Yes, that is a very nice cat. I like cats. I think the cat likes you. Look the cat has a brown foot.” By repeating the word several times you are adding power to the modeling. Of course you would never want to correct your child in a way that would make them feel bad about how they are talking. Saying “No that’s not the right sound. Say it this way, say cat.”, only makes your child feel bad about their talking.

* Once your child has gotten fairly good at saying the sounds you could draw their attention to problem sounds a bit more by asking if they heard the right sound when they say a word. If he tried to say “spoon” and it came out “poon”, you could say, “Hmmm, I didn’t hear the snake (s) sound, did you? Lets try again.” Giving sounds labels such as “the snake sound” often helps younger children understand what you mean. Make sure to also point out times where your child has gotten sounds that he is working on right. Especially praise times where your child goes back and “fixes” sounds on his own.

For grammar:
* Use the same modeling idea of going back and saying words over in a very positive way, placing emphasis on words that were missed. For grammar place emphasis by saying the word louder and by repeating it. If you child said “Him is nice” you could say “Yes he is nice. He is fun to play with.”

Md. Aviation Admin. receives two bids for Baltimore/Washington

2008-02-11T03:18:00.000-08:00

The Maryland Aviation Administration received only two bids to run Baltimore/Washington International Airport's concessions, sources told The Daily Record.

MAA spokesman Jonathan Dean would neither confirm nor deny the number of bids the agency received on Oct. 31.

However, the agency structured its request for proposals for a company operating a developer model. Nationwide, there are three major companies that operate such a model, which usually makes most of its money on tenants' rents and does not operate any of the airport businesses itself.

The model used at most of North American's leading airports is called a prime model. It makes most of its money from sales and actually operates most of the airport businesses itself.

To lure a company operating a developer model, the MAA set up a favorable financial structure, which included decreasing guaranteed rent to the state by $27 million over the duration of the 10-year contract. Plus, the agency also reduced the guaranteed rent in the first year from $8.9 million to $6.25 million.

BWI's current concessionaire, Bethesda-based HMSHost Corp., paid the MAA $7.2 million in rent last year, according to Host, which operates a prime model and decided its operating model would not allow it to bid on the new contract.

The MAA also relieved potential bidders of a $2 million obligation related to the value of Host improvements at BWI.

House Speaker Michael E. Busch, D-Anne Arundel, wrote a letter dated Oct. 30 to Gov. Robert L. Ehrlich Jr., asking that the MAA allow Host and other similar prime companies to bid.

More recently, he said the bidding process for BWI's concessions should be spirited, competitive.

I don't know if you're going to be able to attain that with just two people involved, Busch said. I'm not sure how that worked out. - Right now, it's in the hands of the administration.

Host has contested the MAA's request for proposals since it was issued, saying it precluded the company from bidding. The MAA, however, has denied that, saying the RFP simply established which business model it wants - the developer model.

Host is currently appealing the agency's denial of its protest against the RFP with the Maryland State Board of Contract Appeals, which is expected to make a decision with the next few weeks.

Also upset about the RFP are nearly 500 unionized employees at the airport, who said they were insulted that the MAA did not include any consideration or protections for their jobs.

The workers, who unionized earlier this year, began seeking signatures last week for a petition addressed to Ehrlich concerning the expected change at BWI's concessions. They intend to give the governor the petition early next month.

I'M TOO SEXY FOR YOUR WEBCAM[ldots] - Brief Article

2008-02-11T03:16:00.000-08:00

Ever wondered what happens to those sullen-faced models once they strut off the catwalk? Starting in a few weeks, you'll be able to see for yourself, if only from 6 to 9 p.m. each night on the Internet. That's when Modelslife.com's Webcam will be switched on in the New York apartment that is home to models working with the ID Model Management agency.

Think of it as the Real World, only prettier.

"It's going to be about the life of the model, which is what drives most of the fashion," explained ID president Paolo Zampolli. "But it's not only about the model apartment because that is only going to be a couple of hours a night. We'll have the girls there, maybe there will be a little talk show, things like this."

Zampolli said he also plans to show the inner workings of his agency on the Web. "By having a Web camera in the agency, we're also going to show how girls get a job," he said. "Then we can follow them during a shoot. It's model life."

Hence, the name.

According to a press release, Modelslife.com hopes to give the models a forum, albeit one based in their living room, "to break free and show that models are normal people."

"The show will be run by the models, talking about the issues that face young women struggling to break into the glamorous world of fashion." Said Zampolli. "We will be blowing away a lot of old stereotypes about the fashion world."

Zampolli stressed that the models have advised to participate in the Webcasts and that they live with a chaperone. "The shows is about youth and fun and coming to the big city to be a star," he said. "Anyone who is looking for a cheap thrill can get somewhere else."

3D Modeling,3D Animation, 3D Models, 3D AutoCAD models, 3D Character Animation,3D graphics

2008-02-08T02:55:00.003-08:00

3D or Three Dimension which means giving an 3D effect to any image. The image is going to have depth, height, and width.

3D Modeling improves your graphics & gives a better look to your website. 3D modeling or animation is applicable where it is necessary to convey your company's proffesional image.

With the advancement in technology one can offer 3D computer models, 3D AutoCAD Models, 3D AutoCAD Drafting, 3D solid animations along with CAD services. 3D softwares can offer magical quality and the tools can create high quality 3d character & animations.

3d Art can be used for 3D Character animation, 3D modeling, 3D graphic, 3D background, 3D logo. These days 3D is widely being used along with Computer Design Design. 3D can be used in Architectural, Mechanical or Structural related projects. Very Interactive objects cen be created via 3D which are widely available on the Web. 3D objects are used for dynamic Web marketing and e-commerce related project.

3D can be used along with CAD (Computer Aided Design)which can convert all your paper documents to digitized format.

3D modeling is done for various objects based on information such as drawings, sketches, design concepts, or other special requirements.

Modeling after 50? Why not!

2008-02-08T02:55:00.001-08:00

Retired and bored? Self-employed and looking to supplement your income? Maybe just have a little fun? You don’t need to be supermodel material to make money at modeling.

Advertisers recognize that people cannot relate to a size 2, 5’10” supermodel selling arthritis medicine.

Most mature men and women don’t even consider starting a modeling career at this age. Many assume they missed the boat while they raised families and pursued other careers. The over-50 category has less competition than other areas of modeling, and the opportunities will continue to grow.

Modeling often pays very well. I know one 50+ model that worked half a day on a photo shoot for a feminine product and made $3,500. Models can earn anywhere from $500 to $5,000 per day. Not bad.

Models over 50 can be seen in TV commercials, print ads, catalogs, hair shows, stock photography and runway shows as well as appearing as Spokesmodels.

Most people fall into the Commercial Print category. Also called Character, Real People or Lifestyle, Commercial models can be any age, any height and any size. The acceptable range of looks include wholesome to quirky to overweight and bald.

When you see an ad depicting a doctor, teacher, real estate broker, etc. these are Commercial Print models. Companies that use Commercial models sell cleaning products, pharmaceuticals, food and other items that people use on an everyday basis. These companies use models rather than people off the street for their level of professionalism. Commercial models can also be seen on product literature, corporate brochures and just about every type of advertising that does not involve fashion.

Like fine wine, Classic fashion models are “women of a certain age”. Also known as Sophisticate, the requirements are similar to that of younger fashion models, but somewhat less restrictive. These women are typically size 2 to 8, and 5’6” to 5’11”. Classic models are attractive and fit with nice skin and teeth, and range from pretty to sophisticated. More Magazine, J. Jill and Chico’s use Classic models.

Male Fashion models are 5' 11" - 6' 2" and wear a size 40 Regular to 42 Long suit. Men should be toned and well proportioned. Overly muscular builds do not properly fit the clothing. Clear skin and good teeth are required. There is a wide variety of acceptable looks. A man's fashion modeling career often lasts longer than a woman’s.

Living in the New York area is ideal since most of the modeling work is done in Manhattan. While you can find some jobs on your own, being represented by a modeling agency makes life infinitely easier. Wilhelmina, Ford, Gilla Roos and Cunningham Escott Slevin & Doherty are some of the top New York agencies that represent talent over 50.

If you are interested in modeling, submit a note to the agencies stating you are looking for representation. Your note should contain your name, city and state of residence, cell phone number, height, clothing size and shoe size. Also include one close up photo of your face (smiling) and one full body shot showing your shape (in a swimsuit, leotard or well fitting clothing). Write your name and phone number on the back of each photo. Most commercial print agencies prefer that you already have professional photos, although don’t spend a lot of money on photos to start. Many New York photographers will arrange a shoot for $99. If you don’t want to spend that much, ask a friend or family member to take a few photos. Send a SASE if you want your photos returned.

NLP Modeling - The Core Discipline of NLP

2008-02-06T05:29:00.001-08:00

I wrote in another article how NLP is NOT therapy. Most beginning students mistake NLP to be a form of therapy because so much has been published, debated and criticized about the therapeutic models developed in NLP.

If you read through this entire post, you'll have figured out 99% of the NLP game. Many experienced NLPers that I've talked to haven't understood the distinction I'm about to share with you. And yet, when you get it (and you will), you'll breeze through any NLP material and assimilate it much more quickly, because you'll have a framework with which to absorb it.

In short, NLP is a modeling technology. Its central purpose can be expressed in three sequential activities:

1. Identify people who produce outstanding results in a particular field of activity (sports, communication, management, leadership, therapy, learning, education, etc.)

2. Model those people in order to create an explicit model of how they produce those outstanding results. The peculiar way this is done in NLP will be shared in greater detail in a later post, but it's important to distinguish NLP modeling from other types of modeling.

3. Teach or transfer that model to others. The modeling project will be successful if the person who learns the model can produce results comparable to those of the outstanding performer. One of the key criteria of this transfer is that ANYONE who is committed to master the model can do so.

I've come to adopt the perspective that NLP is a field that lends its discoveries to other fields. Let me give you an example so you can easily understand this.

If you're new to NLP, you'll soon study the Milton Model, which consists of a collection of language patterns distilled from modelling Milton Erickson, the most prominent practicioner of hypnotherapy.

Most NLPers would tell you that the Milton Model is an NLP model. I prefer to say that NLP practicioners produced a hypnosis model called the Milton Model.

Likewise, I'd rather say that a practicioner of NLP produced a financial mastery model, a soccer dribbling model, a seduction model and so forth and so on. Each field to its own. Our field is the field of modeling. And our tools are those tools that make modeling possible.

This of course, is only my point of view and I'd be surprised if NLPers agreed with me. Nevertheless, I find it more useful to classify those models as such.

In future posts, I'll begin to distinguish which of the classical tools of NLP belong to NLP and which ones belong to other fields.

Decision Support Systems, Part 3 – Modeling & Forecasting

2008-02-06T05:26:00.000-08:00

In parts 1 and 2 we described two levels of Decisions support systems (DSS) systems, which analyze the “what and the why” of business performance. In a third level of DSS functionality which is more advanced, analysis enables modeling of mechanisms, to predict the outcome of one action or alternative actions: ‘What shall be the outcome if a certain measure is taken’ (what-if analysis).

Predictions may relate to any of the following (indicatively):

· How much shall revenue be increased, due to a marketing campaign

· Which products must be promoted to which Customer groups – ‘propensity to buy’ scoring

* Which Customers are about to defect (churn or attrition modelling)
* Which tax payers are likely to evade tax (tax evasion risk scoring)

* How would a product price-change affect sales volume (price elasticity analysis)
* How would the application of a new tax policy affect state revenues

Certain risk management forms (e.g. credit risk modeling), belong to this DSS level. Statistical analysis, data mining and modeling tools are usually employed. The development of an accurate predictive system which is information driven, leads to a sustainable competitive advantage which differentiates leading Organizations. While the ability to capture detailed results (level 1) is the background, the abilities to analyze and predict results (levels 2 and 3) enable the full exploitation of business information and the high competitiveness of an Organization.

DSS infrastructures, if developed and used aligned to the Strategy, contribute to the formation of an Organization which fully exploits information and takes actionable decisions based on the latter. Copyright 2006 – Kostis Panayotakis

Call to bring back the lager can lovelies

2008-02-05T06:38:00.001-08:00

SCOTTISH modelling agencies are calling on Tennents to bring back their famous models on the sides of lager cans.

It would not only give models a higher profile, they claim, but would boost the company's sales.

Last night, as the firm said it had "not ruled out" bringing back the sexy can-side images, the former models called it "a great idea".

The pictorial cans were introduced in 1969 after a trial with Ann Johansen, now regarded as the first of the Tennent's can girls.

They were discontinued in 1992 when the company felt it needed new ideas. But they were the passport to fame for many girls and have been much lamented by male drinkers.

Lisa Anderson, director of the Anna Lisa modelling agency, said: "It would be great to bring them back. People no longer think models are exploited."

FAULTY MODEL

2008-02-05T06:37:00.001-08:00

TO the millions of viewers of TV's latest wannabe show, Model Behaviour, Nathan Roberts is a star-struck youngster hoping to hit the big time on the catwalk.

Except he's not. Far from just starting out in modelling, he's worked professionally for FIVE YEARS and is already on the books of 11 agencies - including the one whose bosses will help pick and then promote the show's winners.

Tens of thousands of youngsters from all over Britain auditioned for the series in the belief that professional models were barred.

One of Nathan's former employers - a London-based modelling agency boss - said last night: "I couldn't believe it when I saw him on the set.

"Here was an internationally-known model giving the impression of being someone with no experience who'd just walked in off the streets. It's a disgraceful situation.

"He should be pulled out of the show immediately."

Nathan and his seven fellow finalists are currently living in a waterfront apartment in London's Canary Wharf where the Channel 4 series is being filmed. The boy and the girl winners of the November 15 final will both get a one-year contract with top London-based modelling agency Select - which has two judges on the selection panel - and appear on the cover of GQ or Glamour magazine.

That would not be such a big step for Nathan, 24, as it would for the other finalists. He has already appeared in the Tatler and New Yorker magazines and the French edition of FHM.

He is also signed to agencies in Paris, Cape Town, Barcelona, Tokyo, Miami, New York, Los Angeles, Vienna, Athens and Munich. He is about to star in an ad campaign for a top brand of sweets, has appeared in TV ads in his native South Africa and posed for photographs illustrating a new version of the Kama Sutra book.

At first Freud Communications, the PR firm handling publicity for the show, confirmed professional models were banned from taking part, but later spokeswoman Danielle Robinson had changed her mind. "It really doesn't matter how much experience a contestant has had," she said.

"Some of the contestants have had some experience of modelling. But it would only have been on a small scale and nothing like what the eight finalists are experiencing now."

Models refuse to work in mental health ad

2008-01-31T03:01:00.000-08:00

TOP model agencies refused to take part in a major campaign to fight the stigma of mental ill-health because they did not want to be associated with conditions such as anorexia, schizophrenia and depression.

When agencies were telephoned by organisers of the See Me campaign they declined to help, saying it would not be "appropriate" for their models to be involved.

Instead, campaigners e-mailed students in psychology departments at Scottish universities in a bid to sign up volunteer models.

The revelation will come as an embarrassment to the Scottish Executive, which launched the campaign last year. Health Minister Malcolm Chisholm said that its fundamental aim was to "eliminate and reduce the stigma, discrimination, prejudice and harassment that people with mental health problems experience".

He added: "If mental ill-health is stigmatised and people are discriminated against, then people who do develop mental health problems will be more reluctant to seek help and more determined to keep any problems bottled up."

The launch coincided with new figures reinforcing claims that one in four of the population has suffered from mental health problems.

Since October, the campaign, funded by the Executive's (pounds) 4 million mental health improvement programme and backed by five charities, has been seen on television, billboards and in cinemas and more than 90,000 leaflets and posters have been distributed.

Using the slogan, "See me as a person, not a label", it uses images of individuals to highlight a range of mental health problems.

See Me campaign co-ordinator Linda Dunion refused to name the model agencies involved. But she said: "I understand that when they were approached by telephone to ask if they would be prepared to get involved we were given a straightforward 'no' at a very early stage."

She added: "It's extremely disappointing that a profession that does so much to shape attitudes wouldn't want to take part in such an important campaign.

"There is an irony here given that eating disorders are problems that are very often linked to supermodels. Just because you look good, it does not mean that you won't suffer from mental health problems.

"If model agencies are not prepared to participate in the campaign they are helping to reinforce the myth that there is something to be ashamed about in experiencing mental ill-health. The likelihood is that one in four models will experience such problems in a year."

Tomorrow, the See Me campaign will launch the second part of its anti-stigma drive, called Stigma Stop Watch, in which it will urge the media not to use terms such as "nutter" or "psycho" when discussing psychiatric problems.

Campaigners will compile a database of derogatory coverage and will encourage the public to protest and log comments on the See Me website (www.seemescotland.org).

The organisers believe there is a direct correlation between inflammatory media coverage and discrimination against people with mental ill-health. A recent survey revealed 60% of people with mental illness experienced discrimination.

ADVISORY/Cutex is Looking for the 'Perfect 10'

2008-01-31T03:00:00.000-08:00

National Hand Model Search in New York City on June 12th

WHO: Hundreds of hand-model hopefuls are expected as Cutex(R), the
popular nail polish remover line, and Parts Models modeling
agency join hands once again to kick-off their national hand
model search

WHAT: 2nd Annual Cutex(R) Perfect 10(TM) National Hand Model Search
Open Call in NYC

WHEN: Thursday, June 12th, 7 to 9 p.m.

WHERE: Acqua Beauty Bar, 7 East 14th Street, NYC

WHY: The hand model contest winner, to be announced in January
2004, will receive a $1,000 cash prize, a year's supply of
Cutex Essential Care products and a possible hand-modeling
contract with Parts Models, where top models can earn up to
$3,000 per day. Last year's national winner, Angie Caraballo
of Manhattan, is now a working hand model. Caraballo, along
with Dani Korwin, president/owner of Parts Models, will be at
the event.

Starting at 7 p.m., women and men (we don't discriminate!) in the New York-metro area who are 18 years or older can enter their hands in the contest, live, at the popular salon. There will be a photographer on site to take free hand photos of entrants. There is no charge or purchase required to enter the contest. Those who enter the contest that evening will receive free Cutex product (while supplies last), so arrive early.

If you think you or a friend has a "Perfect 10," come to Acqua Beauty Bar, 7 East 14th Street, NYC, on June 12th. For those who can't make it to the event, entries will be accepted by mail through December 31, 2003. Visit www.cutexnails.com for contest details and a downloadable entry form.

REMINDER/Cutex is Looking for the 'Perfect 10'

2008-01-30T03:04:00.001-08:00

Cutex(R) and Parts Models Modeling Agency of NYC Kick Off the 2003

National Hand Model Search in New York City on June 12th

WHO: Hundreds of hand-model hopefuls are expected as Cutex(R), the
popular nail polish remover line, and Parts Models modeling
agency join hands once again to kick-off their national hand
model search

WHAT: 2nd Annual Cutex(R) Perfect 10(TM) National Hand Model Search
Open Call in NYC

WHEN: Thursday, June 12th, 7 to 9 p.m.

WHERE: Acqua Beauty Bar, 7 East 14th Street, NYC

WHY: The hand model contest winner, to be announced in January
2004, will receive a $1,000 cash prize, a year's supply of
Cutex Essential Care products and a possible hand-modeling
contract with Parts Models, where top models can earn up to
$3,000 per day. Last year's national winner, Angie Caraballo
of Manhattan, is now a working hand model. Caraballo, along
with Dani Korwin, president/owner of Parts Models, will be at
the event.

Starting at 7 p.m., women and men (we don't discriminate!) in the New York-metro area who are 18 years or older can enter their hands in the contest, live, at the popular salon. There will be a photographer on site to take free hand photos of entrants. There is no charge or purchase required to enter the contest. Those who enter the contest that evening will receive free Cutex product (while supplies last), so arrive early.

If you think you or a friend has a "Perfect 10," come to Acqua Beauty Bar, 7 East 14th Street, NYC, on June 12th. For those who can't make it to the event, entries will be accepted by mail through December 31, 2003. Visit www.cutexnails.com for contest details and a downloadable entry form.

The call of the sirens: fashion this fall has the gleam and glamour of Hollywood's great glory days

2008-01-30T03:02:00.000-08:00

Elite bans girls under 16 from fashion catwalks

2008-01-29T06:40:00.000-08:00

CHILDREN UNDER the age of 16 are to be banned from catwalks and fashion shoots by the world's biggest modelling agency, the Elite group in New York, which is also encouraging other agencies to follow suit.

The company announced its change in policy after the recent investigation by Donal MacIntyre, an undercover BBC reporter, into alleged sexual exploitation and drug abuse in the agency's European sister firm, Elite Europe.

John Casablancas, chairman of the group, has drawn up a new code of conduct barring under-16s from being models and under-18s from travelling abroad to work unless they are accompanied by a relative. He is urging all New York-based model agencies to implement the same policy, which will apply to all Elite's centres of operation and come into effect next month.

Mr MacIntyre's programme prompted the resignation of Gerald Marie, Elite's European president, and Xavier Moreau, president of the Elite Model Look Contest. Two other employees have been suspended. In MacIntyre Undercover, Mr Marie was filmed propositioning an investigator Lisa Brinkworth, when she posed as a model, allegedly offering her pounds 300 to sleep with him. He has since dismissed the offer as a "drunken joke". He also said he wanted to seduce finalists from the Elite Model Look Contest, whose average age is 15, according to the BBC.

Mr Moreau was recorded saying to friends over dinner: "Africa would be OK if they were all white", and later: "I don't like black girls". The programme also included various accounts of illegal drug- taking.

After the programme was broadcast Mr Casablancas rushed out an "unconditional apology to models and their families".

Local briefing

2008-01-29T06:39:00.000-08:00

The Agency-Downtown, formerly Jeanine's Modeling and Talent Agency, recently held a grand opening celebration at their new offices at 422 E. Vermijo Ave., Suite 401.

The company was established in 1968 by Jeanine Stanley and was acquired by a former employee, Darra Robertson-Pingel, in April.

The agency provides professional talent and modeling services to companies both locally and nationally in print advertising and photography, TV advertising, radio voiceovers, fashion and trade shows.

Window-covering firm open

Today's Window Fashions, a locally owned home franchise business, has opened in Colorado Springs.

Offering customers Plantation Shutters, wood blinds, mini-blinds and vertical blinds, the company's e-commerce Web site is at www.to dayswindowfashions.com. Owners Peter Gralka and Barbara Fairbanks may be reached at 391-0916.

Group testing software

Biological Sciences Curriculum Study is seeking high school biology teachers to field test the prototype of a new instructional CD, Developmental Biology: An Interactive CD-ROM, for the high school classroom. The deadline to apply is Sept. 29.

Developing E-Commerce

2008-01-25T06:01:00.001-08:00

E-commerce in developing nations will get a hand from $2.7 million in annual assistance for three years from a trust fund set up by the International Telecommunication Union and the World Trade Center. The funds will pay for consulting on establishing e-commerce centers in developing and least-developed countries.

Contributions from WTC members, from service provider World Internet Secure Key SA and a percentage of the share of certificate revenues from the International Secure Electronic Transaction Organization will go to the fund.

Company Profile for ECommerce Partners

2008-01-25T06:00:00.001-08:00

ECommerce Partners provides innovative and comprehensive Technology Solutions to Global 2000 enterprises and emerging Internet businesses. Since 1997, from Web Development to Back-End Systems to Wireless Applications we have demonstrated our ability to develop e-Business solutions that enable our clients to generate both new revenue opportunities and streamline existing operational systems.

Through our Proprietary Process and Archived Solutions Library, ECommerce Partners delivers a broad range of services designed to help our clients succeed in the emerging networked economy. By combining deep development expertise with technology consulting, we will position your organization to better capitalize on the communications power and transaction efficiency of the Internet.

The ECommerce Partners Process is a five-stage methodology for delivering eBusiness solutions to our client-partners. ECommerce Partners' extensive development and integration expertise ranges across the Technology and Internet spectrum; Media, Entertainment and Publishing; Manufacturing; Financial Services; Fashion and Lifestyle industries.

Company: ECommerce Partners

Headquarters Address: 59 Franklin Street
Suite 6B
New York, NY 10013

Main Telephone: (212) 334-3390

Website: http://www.ecommercepartners.net

Type of Organization: Private

Industry: Web Development

Key Executives: CEO: Asi Erenberg
President: Gil Levy

Investor Relations
Contact: Asi Erenberg
Phone: (212) 334-3390
Email: asi@ecommercepartners.net

Customer Service
Contact: Gil Levy
Phone: (212) 334-3390
Email: gil@ecommercepartners.net

I'M TOO SEXY FOR YOUR WEBCAM[ldots] - Brief Article

2008-01-18T05:22:00.000-08:00

Md. Aviation Admin. receives two bids for Baltimore/Washington

2008-01-18T05:21:00.000-08:00

Accredited Debt Counseling Services

2008-01-09T23:56:00.000-08:00

Many people choose to live beyond their means. A good portion of these people use their credit cards to purchase items far beyond their financial capacity. They are unable to pay off their bills in the next month, resulting in accumulation of huge debts over time. Most debtors have to consult financial advisors or debt counseling services to resolve their debt issues. Counseling services may or may not be certified or accredited. It is advisable to consult agencies that are accredited to either the Association of Independent Consumer Credit Counseling Agencies, the National Foundation for Credit Counseling. or both. Typically, credit counseling involves working with the counselors to work out a financial strategy to manage the debts.

Some debt relief companies may even claim to have debt programs that involve legal procedures to terminate a debtor's loan. Debtors must be wary of such scams or fraudulent agencies. Accredited agencies are safe and reliable. The chances of people getting duped are quite rare.

Accredited agencies offer suitable debt management programs to fit the debtor's requirements. Debt management programs may include total debt repayment or debt negotiation plans. Debt counselors contact the lenders and creditors and inform them that the debtor is following a debt consolidation program. They work out a repayment plan with the creditors that are convenient for the debtors. Generally, they try and negotiate the interest rates so that maximum amount can be utilized to pay off the principal amount of the debt.

Debtors must furnish all the necessary information regarding their debt. To review a situation, the counselor requires a debtor's proof of expenses and income. The debtors must carry all the necessary documents along with them to verify all the debts owed.

Debtors can even consult counseling agencies that are authorized by the National Federation of Consumer Counselors. Such agencies are accredited organizations and are located in most of the cities. Debtors must avoid consulting agencies that charge exorbitant fees. Many counseling agencies guarantee complete confidentiality.

To guard debtors from scams, a number of websites are engaged in providing information regarding various agencies. They also list the names of different fraudulent companies in the debtor's best interest.

Cincinnati Employment Agency

2008-01-09T23:55:00.000-08:00

The city Cincinnati has plenty of job resources by employers and plenty of candidates who are managed by employment agencies in Cincinnati. There are several temporary jobs, ranging from a week to several months depending upon the work required by the employers. There are many permanent jobs flooded by employers. Agencies conduct the recruitment programs for candidates and serve to the companies’ human resources problem. Cincinnati jobs through local temporary employment agencies are the first step for getting an entry opportunity in Cincinnati job sectors.

The jobs as well as employers information is available in the Yellow Pages. They agencies are very good resource for employers with job vacancies in Cincinnati and neighbor states. Cincinnati jobs can also be outsourced through employment agencies. Whether you are an employer or an employee, the employment agencies are the only mediator to solve the human resource scarcity etc. Employment agencies’ Websites and Yellow Pages are such great resources for finding the recruiting agencies, which provide recruiting services to the employers and candidates. On Internet you can find many employment agencies by browsing the referred search engines.

Job seekers can find Cincinnati jobs from the right agencies who are professionally serving each position as crucial. The agencies have huge database listings for Cincinnati jobs with different categories. The employment agencies help candidates conducting testing and screening of potential employees. In Cincinnati jobs are advertised online and in print media for all categories. The first step toward finding the right employee to fill your available Cincinnati jobs is to find an employment agency through the Cincinnati Yellow Pages or online job search.

In addition to helping employers the Cincinnati employment agents make business. The business is professional in providing the benefits for the employers and candidates as well. You may need an accountant, a manager, a lawyer, or a variety of other position for your business you can find listings in the agencies’ database. Running a human resource business is a big job. The job services go through a certain process and professional method. Finding a Cincinnati job is too difficult too. Searching a perfect job, perfect company, good salary option, proper location desired are difficulties. The agencies have the right process to find the right job for you.

The employment agencies in Cincinnati provide full spectrum solutions to thousands of satisfied clients across the USA, Canada and other neighboring countries. They never compromise with excellent customer service, quality candidates, proven methodologies, and competitive pricing. The agencies guide and provide the job seekers with necessary tips on resume preparation, interview, dress code, manners at the interview for challenging jobs. The agencies offer best employment solutions for permanent, temporary placement, temporary-to-permanent placement, Project staffing, partner-on-premise services, contact positions, managing staffing and resource program management. KoreOne is performing all the above service to the employers and the job seekers in Cincinnati.

Model Advice and Glamor Modeling Career Tips: How Do I Get Into Glamour Modeling

2008-01-03T00:33:00.003-08:00

Advertising Photography and Modeling - An Insight

2008-01-03T00:33:00.001-08:00

Types of Modeling

2008-01-02T05:27:00.002-08:00

Modeling - A platform for Bollywood

2008-01-02T05:27:00.001-08:00

What do Aishwarya Rai, Juhi Chawla, Arjun Rampal ,Sushmita Sen, Diya Mirza, Lara Dutta, Bipasha Basu, Dino Morea, Shiny Ahuja, John Abraham, Celina Jailtley and Priyanka Chopra have in common apart from their killer looks and awesome bodies? Yes, they shared one platform namely, modeling. These model turned actors were highly successful in modeling before stepping into the world of bollywood. Many actors believe that modeling gives them a stable foundation to be recognized before getting their first break in bollywood. Most of these stars believed that modeling is a stepping stone to bollywood. Without entering into the world of modeling, their life would take a very different turn by making their entry into bollywood more difficult and inaccessible.

Most model turned actors stepped into modeling by catching our attention in beauty pageants. Who can forget Sushmita Sen and Aishwarya Rai sashay down the ramp after winning their titles? No one. These beauty queens inspired millions of Indians who watched them and wanted to be like them in every manner. Young girls desired to look like them and take part in these beauty pageants. Mothers of teenaged daughters would pester their kids to dress well and push them forward for beauty pageants. With the advent of these exotic beauties,

w:st="on">India was in for a beauty revolution. These strong willed beauty queens had no looking back . They reached their destination - Bollywood in no time.

With this instance, many young aspiring actors looked up to their role models to pursue their much sought after bollywood dream. Modeling is an arena more to do with beautiful personalities than fashion per say. No one is throwing dust one anyone's eyes here, as it is a well known fact that, clothes look good on a beautiful body rather than on someone ill-proportionate. Beauty is all over the place and looking uniquely gorgeous is the mantra for models. These stars surely had what it took to be a Hindi film star and yes, they did it with style.

It is well known preconceived notion that models can't act. There were many instances when models were criticized heavily and were shown the exit. However, over a period of failures, there were many of these same models who proved critics wrong. For instance, Aishwarya Rai was considered plasticky in her debut film Aur Pyar Ho Gaya but with time, she set by bollywood by storm in her stellar performances in Hum Dil De Chuke Sanam and Devdas. John Abraham is another actor who has also won several accolades in his films like Jism, Dhoom and Taxi no.9211. Athough Shiny Ahuja is just 2 films old, his mind blowing performance in Hazaaron Khwaishye Aisi and Gangster has won him millions of fans.

Many young and upcoming actors like Samir Dattani believe that modeling provides them easy entry to Bollywood. Daisy Boppana of Garam Masala fame have been cast with extremely successful actors like Akshay Kumar and John Abraham. Katrina Kaif famous for ads campaigns like Seagram's, Lakme and Dyna have acted in films like Maine Pyar Kyun Kiya and Humko Deewana Kar Gaye cast opposite Salman Khan and Akshay Kumar. Models like Deepika Padukone and Shivani Kapur are the new entrants to Bollywood after a successful stint in modeling? What lies ahead, only time will tell. Watch this space for more.

Advertising Photography and Modeling - An Insight

2008-01-01T07:09:00.001-08:00

Model Advice and Glamor Modeling Career Tips: How Do I Get Into Glamour Modeling

2008-01-01T07:07:00.002-08:00

Aspiring models often ask us, How do I get into modeling? Or, How do I get started in modeling? This article discusses the various types of modeling, and what it takes to make it in this challenging yet fun profession. You will also find some useful tips an advice on how to get started in teen modeling.

What are the different types of modeling?

There are basically five (5) different types of modeling. These are the broadest categories, with newer but smaller categories evolving all the time. Furthermore, these categories also overlap with each other at times.

1. COMMERCIAL MODELING (Television, Catalogs and Print-Ads):

Commercial models help promote products and services through ads in the electronic media such as Television and the Internet as well as through Print Advertising. They appear in commercials/ads, on product packaging, in magazines, on billboards, etc., and help promote all kinds of products and services ranging from computer equipment to medicines, apparel, shoes and cosmetics. This is by far the largest modeling and teen modeling category.

General Requirements for Commercial Modeling:

Contrary to popular belief, many successful commercial models look like normal, everyday people. If they walked past you on the street in normal everyday clothes and with little or no makeup, you would probably not look at them twice. However, what they do possess is the ability to express an emotion, and the ability to replicate that same look time and again. For starters, you can start practicing your best looks and poses in front of a mirror. Many successful models do 15 minutes of mirror-work every day. Practice evoking different types of emotions through your expressions.

The ability to show different expressions, to be able to hold that expression so that the photographer can take multiple shots at different camera exposure settings, and the ability to create that expression again at will are all very useful qualities. The good news is that these qualities and talents can be developed. Good commercial models are also usually photogenic, but exceptions abound. Having a unique or different look is good but often not an absolute necessity. Personality, likeability (that the audience or target market can relate to), being internally happy (i.e., liking yourself - because it does show through in your images) and being able to work long hours while at the same time enjoying the process are other attributes that successful commercial models seem to possess.

Most pictures on magazine covers are touched up and air-brushed on the computer for hours (called digital editing) to create the right look. If you have reasonably good features, a great photographer can make you look like a superstar! Remember, the glamorous superstars don't always look that way in real life. The magic is in the camera, makeup and digital editing.

2. PROMOTIONAL MODELING (Tradeshows, Retail, Car Shows, Events, etc.):

Promotional modeling includes work at Tradeshows and Conventions, handing out Product Samples in Retail Stores, helping promote products or services at Car Shows, Boat Shows, Events, etc. What differentiates Promotional Modeling from Commercial Modeling above is the fact that for Promotional Modeling you have to be there in person, because you yourself (not your photo or video) are doing the promoting. While it may not appear as glamorous as Commercial Modeling, it can provide good income opportunities, and the jobs are usually easier to get. Creative forms of Promotional Marketing (often referred to as Buzz Marketing) and Event Marketing are gaining fast in popularity. It seems to be a high-growth area, and compensation seems to be improving too.

General Requirements for Promotional Modeling:

Promotional Modeling is about overall personality, interpersonal skills, being able to establish a quick rapport, and staying focused on the task at hand. You may meet a lot of different people, albeit each very briefly. If you thrive on meeting people and enjoy the hustle and bustle of a tradeshow environment, Promotional Modeling is usually easier to break into than Commercial Modeling, although exceptions are always there. Even though the job is not primarily about being photographed, you'll still want to look and act your best. Promotional/Event Modeling is a growing field.

3. FASHION MODELING (includes Runway, Fashion Shows, etc.):

Fashion models help launch new products and designs such as in apparel, accessories, shoes, jewelry, swimwear, beachwear, etc. The walk the runway in fashion shows. Many large fashion shows also get media coverage, and a good fashion model can get print exposure in leading fashion magazines such as Vogue, Elle, Cosmopolitan, Glamour, etc. Similarly, if a fashion show is being covered by the broadcast media, there is a chance that you may appear on Television too. Many industry-specific fashion shows such as shows for apparel and swimwear can hire hundreds or thousands of models at a time.

General Requirements for Fashion Modeling:

Up until a few years ago, a height of at least 5 feet 9 inches was considered pretty much a requirement for Fashion Modeling – especially for the Runway (where you walk up and down a Runway, wearing clothes of a certain brand and/or designer). However, that is fast changing. Now, there are Fashion/Runway shows for pretty much all body types. If you feel good about your body, can walk confidently, and look reasonably good, chances are that you can find some opportunities in Fashion Modeling. For certain apparel and swimwear shows, a good well-proportioned body is more important than just height alone. Since, the shows can require hundreds of models per day (and there are just so many really tall good looking models around), you probably have a good chance of being selected as long as the overall body proportion is in line with what the manufacturer’s product line is. Then, of course, there are apparel and swimwear manufacturers who make clothes for petites and plus-sized customers as well.

4. INTERNET MODELING (web-sites, live webcam, etc.):

Internet modeling, whether it is for static content on web-sites or for live webcam or streaming video is a popular segment. Generally, you have to be over 18 years of age.

5. MODELING FOR PHOTOGRAPHERS, CONTENT CREATORS & STOCK PHOTO AGENCIES:

Photographers hire models all the time, either to build their own portfolios or to create content for Licensing to others and/or for Stock-Photo purposes. The PhotoShoot can be either a paid shoot (where the model gets paid either on an hourly basis or a flat fee) or TFP (trade Time for Prints), or TFCD (trade Time for CD-ROM images). In the TFP or TFCD arrangement no money changes hands. It is just a trade or swap. The photographer invests his/her time, expertise and equipment, and the model invests his/her time. Thus, they can create some content together that both parties can use to further their own professional goals, respectively. Stock Photo Agencies sometimes commission a photographer to take certain pictures that can then be sold or licensed to different companies for use in advertising and marketing materials.

As you can see, there are myriad opportunities in the modeling world. However, it is hard work. Like most other things in life, there is no guarantee of success. It depends on your looks, luck, demeanor, personality, hard work, perseverance, and a burning desire to succeed, among other things.

Others before you have made it big in modeling, and you probably can too! A good first step would be to create your free Portfolio on the Joy Of Modeling and on as many other modeling websites as conveniently possible. Contact local modeling agencies. Have a Professional Photographer shoot a nice Portfolio. Attend modeling shows and seminars. Learn about the business. Notice what is working and what’s not, and take corrective action. Good luck and best wishes.

The fast-loading Joy Of Modeling website is a popular job searching and referral place for models, photographers, videographers, film makers, agencies, actors, actresses and reps. It is also a resource for talent scouts and recruiters looking to hire for television, film, theater, dancing and entertainment jobs. Aspiring models, actors and actresses looking for their big break have a free opportunity for worldwide exposure at the Joy Of Modeling website. It is a family-friendly site (no nudity, porn, profanity or violence), and has separate sections for grown-ups and kids. The site also offers Free Gifts and/or a Free Shopping spree to its Gold Level members.

A Career in Modeling - Fashion

2008-01-01T07:07:00.001-08:00

Do you dream about a career in modeling? Don’t give up! Your dream can come true, and you too can become a professional fashion model. The lessons learned as a professional model are invaluable. Why is it, you may ask? “Being a model is not just something you do on the runway, but it is a personality that you carry throughout your life.”

No matter what age you enter into this career, you will be able to walk away learning something new that can help you for the rest of your life. If you are a young unmarried person looking for a mate, you will have a good idea of how the right person should treat you. If you are a married person, you will learn how to better take care of yourself and your mate. Someone once said, “You cannot make someone happy unless you are happy yourself.” People need to know that happiness starts from within and extends outward. If you are fulfilled in all areas of your life, you will be happy.

The charm and poise section of the modeling training will give you the confidence you need to make life complete. It will also help you to overcome low self-esteem, if you are struggling with this problem. You will be able to see yourself as a special person. More important, you will begin to feel good about yourself.

A career in modeling takes hard work, dedication and commitment to succeed in the business. The categories you have to choose from are in runway, print and catalog, commercial, petite or plus size. Let’s say, they did not choose you as one of the high fashion models for an assignment in Europe or for the cover of a top magazine, it does not mean that you failed. If this happens, you should move on to the next assignment in life because you are still successful in your own unique way. To build your career, you should start off small then move up to bigger and better things. Through a modeling career, you will learn many lessons that can help you in life.

In the world of high fashion the pay is high. It is usual for a single modeling campaign to pay a million dollars or more. There is a huge amount of money at stake in high fashion modeling and if someone has to get paid, then why not YOU.

Creighton University School of Law has received a two-year, $750,000 grant from the U.S. Agency for International Development to create a model to est

2007-12-27T04:37:00.000-08:00

Creighton University (Neb.) School of Law has received a two-year, $750,000 grant from the U.S. Agency for International Development to create a model to establish a bi-lateral U.S.-Cuba property claims tribunal. The model is expected to help both countries work together to ease Cuba's transition to democracy in a post-Castro environment.

Incubate PR Officially Launches, Providing Launch-Only Public Relations Model for Early-Stage Internet Startups; Niche Agency Addresses Changing Marke

2007-12-27T04:36:00.000-08:00

Incubate PR, Inc. (www.incubatepr.com), a new high technology public relations agency solely dedicated to launching early-stage, venture-funded Internet startups, officially launched today, marked by an invitation-only event tonight in San Francisco for venture capitalists, technology incubators, Internet startups and media.

Founded by technology public relations veteran Jeff Davis, Incubate PR is carving a niche in the high technology public relations market with a highly focused approach that takes companies recently incubated or funded by venture capitalists from stealth mode to market awareness. Through its non-traditional, "launch only" model, Incubate PR is addressing changes it sees in the dot-com market to represent clients more efficiently and effectively.

"Our launch-only model has definitely struck a positive chord with the venture community and technology incubators, as evidenced by the meetings we've already conducted, and the feedback received from VCs, incubators, media and potential clients," said Davis. "While some startups will continue to be well-represented by the larger, established technology PR agencies, we believe we've uncovered an opportunity that not only addresses a changing market, but one that responds to the pressures facing companies that need to establish awareness very quickly."

eFounders, LLC, a new company recently incubated by San Francisco-based DigitalVentures, is Incubate PR's first client. eFounders is a San Francisco-based company offering personal finance, investment and other services to founders and senior executives of privately held Internet startups. The company also develops eFounders.com, a destination Web site offering founders a wide range of financial-related information to help them make personal investment decisions.

About Incubate PR

Based in San Francisco, Incubate PR provides highly focused public relations services to early-stage, venture and incubator-funded Internet companies. With a client compensation structure that includes an equity stake, Incubate PR's launch model addresses the short-term needs of new technology companies that must generate market awareness. Incubate PR partners with technology incubators and venture capitalists to help bring their portfolio companies to market with an effective PR launch program. Incubate PR is the outgrowth of Davis.Comm, a three-year old PR agency that has launched and/or managed programs for clients including Chipshot.com, Hummer Winblad Venture Partners, Broadband Digital Group/FreeDSL, Upside Media and Upside Events, among others.

Direct Mail for Rental Car Agencies

2007-12-05T04:22:00.003-08:00

Car Rental Agencies need visitors and travelers to come and rent cars, but they also know that some of their business is local and therefore they need to be involved in the community and work with other businesses to refer them clientele. Companies like Car Lots, Auto Service Garages, Insurance Companies and Tow Companies too. Often these other business will provide them with additional leads for portential renters of their cars

But what if they want more? Well, how about a robust yet inexpensive advertising and marketing campaign to target all the local small businesses and residents nearby to tell them that they exist and have cars to rent at fair and reasonable rates?

It is recommended that rental car agencies use direct-mail and direct-mail marketing advertising in coupon packages. Rent-a-Car agencies should send these direct-mail packages out quarterly with weekend rate discounts to all the households with in a 15-mile radius.

Direct-mail marketing is an effective way to advertise and the cost is fairly low compared to other forms of advertising. Rental car agencies, which use direct-mail have been satisfied with the results and report excellent return on investment for this type of advertising. Please consider this in 2006.

UK Locum Agencies

2007-12-05T04:22:00.001-08:00

Locum means working in a temporary position as a substitute for another person for a fix period of time. The term locum originally related to physicians only but is now used as a generic term for temporary employees. Locum doctors are used as temporary staff by a hospital or a clinic for a specified period of time through various locum agencies in the UK.

Locum agencies have experienced locum doctors, GP locums and allied health professionals on their books. These doctors are made available to the National Health Service, private sector hospitals and GP surgeries. Agencies recruit doctors across the full range of grades and specialisations. Some agencies have a wide network of contacts and work hard to place you in the right working environment.

Locums are flexible workers and available to cover positions at short notice. To register with a locum agency, you must have the relevant medical qualifications and certification, registration with the NMC or GMC, minimum 6-12 months UK experience in your relevant specialty, valid UK working visa, EU passport or Right to Abode certificate, Hepatitis B and C immunization.

Locum salaries will be paid by the agency or the employer. Locums will generally get an hourly rate of pay according to their grade and specialisation. Hourly rates can vary depending on the time of day or night, weekday or weekend. Agencies treat their doctors well so that they can approach them for future work placements. Tips for Locums

* Have a contract that details the working hours and payment rate

* Be able to exercise a level of control over where, when and for how long you work

* Keep a record of your work

* Develop your own contacts

* Claim for travel and subsistence where appropriate

* Keep copies of all correspondence and contracts

* Always confirm your hourly rate of pay

Summary : Locum agencies provide temporary positions to physicians. Agencies will specialise in certain areas so it is important to make contact with the right agency for your needs.

Discover an Exciting Career in Plus-Size Modeling

2007-12-05T04:21:00.002-08:00

Plus-size modeling promotes ‘real’ body shapes where models wear a size 12+. Their work encompass every aspect of the modeling industry: from fashion shoots and major campaigns promoting products on skin care, make-up and hair products to lingerie and swimsuits.

With over 60% of women being size 12+, curvy models are in demand and plus-size girls now forge fabulous careers and travel the world working for international clients.

** Why consider a career in plus-size modeling? **

Think of the clothes, the fun, the travel and an opportunity to work in a glamorous and exciting industry. Plus, it’s really rewarding to represent a new, and more representative, body type where 'phat' has a whole new meaning!

But first thing’s first, don’t give up your day job. To develop a career and earn a lot of money from modeling you need a great portfolio filled with a diverse range of photographs and tears sheets (pages from a publication you appeared in). Getting your portfolio together can take two years but the experience is worth it.

Plus-size models have the opportunity to work internationally and make a good living. The more successful ones make it their business to work with their agency to learn the industry and plan their career. These professionals understand that highly lucrative jobs are scarce and there’s fierce competition to win the job. In most cases the client will use the same model for back-to-back campaigns (think Kate Dillon for Marina Rinaldi, Carolyn Murphy for Estée Lauder or Kate Moss for Calvin Klein). The modeling world also revolves around seasons so for many months there can be little or no work.

By learning about the industry models aren’t deterred, just realistic. They plan their down time and enjoy the jobs they book when things pick up and opportunities arise.

** What Companies Use Plus-size Models? **

As the population gets curvier, more companies feature bodacious babes in their advertising campaigns and editorials: Ashley Stewart, Marina Renaldi, Delta Burke, Jaclyn Smith, My Size, 1626, Maggie T, Cover Girl, Cosmopolitan, Family Circle, Glamour, Jane, Marie Claire, Cleo, Woman’s Day, Chatelaine.

** Success can come when you least expect it **

There are times when you will go to casting after casting and don’t book one job. This is usually when new models become discouraged and start re-considering their decision to pursue a plus-size modeling career. Then guess what happens? Persistence pays off and things start falling into place.

It usually takes a good 12 months for models to start booking regular clients. Agents often tell their models that being with a plus-size model agency is a WIP (work in progress). It won’t happen over night, but it will happen.

Being professional and prepared at all times and really working at being a plus-size model will make it happen. It sometimes only takes one photograph for the model’s career to skyrocket and that’s why it’s very important to keep testing and trying different photographers to get that ‘one’ shot that will make all the difference.

Our agency had one model that was doing ‘okay’ and then had a test shoot with a funky new photographer. This guy got ‘the shot’ that took her career from strength to strength and she is now working overseas as an international model.

It’s an important lesson, modelling isn’t just about you. It’s a complex collaboration between your agency, the client, photographer, stylist, make-up artist, hair stylist and a whole bunch of other people. Work it to wow!

** Famous plus size models **

When BGM Director, Darrianne Donnelly, started her career she was the lone ranger. Fortunately for you, plus-size models are everywhere from America’s Next Top Model to the pages of Vogue and Harper’s Bazaar.

Famous plus-size models include:

· Model and spokesperson, Emme

· Kate Dillon

· Allegra Doherty

· Toccara Jones from America’s Next Top Model

· The Biggest Loser’s Tracy Moores

· Actress and model, Carrie Otis

· Symantha Perkins

· Mia Tyler

· Plus-size superstar, Natalie Wakeling

· Singer, Queen Latifah

· Sophie Dahl

· Barbara Brickner

· Liis Windischmann

· Pippa Jefferys

** Could I be a plus-size model? **

Here's a simple run down of the criteria agencies are looking for:

- Height between 5’ 8’’ (172cms) and 6”(180cms)

- Wear a US size 12/14 as this is usually the client’s sample range

With over 60% of women being size 12+, curvy models are in demand!

Travel Nurse Agencies - Providing The Ultimate Nursing Experience

2007-12-05T04:21:00.001-08:00

Travel nurse agencies fill a much-needed void in a healthcare system already stretched too thin. As the ratio of patients to nurses keeps climbing in hospitals, travel nurse agencies are contacted to fill nursing assignments, either on a short-term or long-term basis.

Travel nurse agencies foot the traveling nurse’s housing and travel expenses as well as assist the traveling nurse with any other issues or questions that may arise concerning licensure, benefits, and payroll. Everyone benefits from this arrangement: The hospital receives a qualified nurse to fill a position, thus ensuring better patient care and less employee attrition; the traveling nurse receives above-market compensation and is able to see new areas of the country and meet new people without incurring any out-of-pocket costs; and travel nurse agencies that have provided a vital service for which they are well compensated financially also benefit immeasurably from good will and public relations generated by filling this pressing need.

Nurses who wish to travel may also receive sign-on bonuses. The competition within travel nurse agencies is so fierce that it is a good idea to call several agencies, compare the benefits, and see who offers the best overall compensation package. Also, there needs to be a good fit in terms of personalities, communication styles, and problem-solving skills since the traveling nurse will most likely be dealing with the travel nurse agency representative by phone, fax, and e-mail.

Prior to signing up with travel nurse agencies, a nurse should ask how long the agency has been in business, confirm that the guaranteed number of hours and pay scale on the contract match what had been agreed to verbally, and get a feel for the position he or she will be filling. Good travel nurse agencies will be able to give a good representation of the situation at the hospital and what is being expected of the traveling nurse.

With regard to the amount of nursing experience required to become a traveling nurse, this depends on the situation and thus has to be evaluated on a case-by-case basis. In general, employers and agencies do like to see one year of hands-on nursing experience. However tough times call for inventive measures, so some agencies now have travel openings for new graduates. Check with the individual agencies to see if they offer this opportunity for entry-level nurses.

Working for travel nurse agencies is a wonderful way to make a difference in the healthcare system while enjoying the adventure of traveling around the country. For nurses who love to travel, travel nurse agencies do provide the ultimate nursing experience because of the limitless professional and personal experiences they offer.

Are Non-Profit Credit Counseling Agencies a Better Bet for Consumers?

2007-12-05T04:20:00.000-08:00

Non-profit credit counseling agencies enjoy special benefits because of their status. There is a tax advantage; non-profits enjoy tax exemptions on both a state and federal level. Non-profit agencies are also eligible for both public and private grants to support their mission.

Non-profit agencies have a better reputation among both creditors and debtors. In order to initiate Fair Share contributions, non-profit status is mandatory. Some states even allow non-profit agencies greater freedom from consumer protection laws. Debtors feel more comfortable dealing with a non-profit agency than one with a more commercial focus.

Most major credit counseling agencies flaunt their status as non-profits, but some fail to live up to that promise. Some unscrupulous agencies are using their non-profit status to lure in unsuspecting clients and to fleece them. Debtors need to look beyond the non-profit label and investigate the agency before enrolling in a credit repair program.

Some consumer credit counseling agencies are truly in it to help people get back on the road to financial well-being. Agencies accredited by the National Foundation for Credit Counseling or the Association of Independent Consumer Credit Counseling Agencies offer reputable services to their clients. Such agencies will not make false claims about fixing credit histories or credit scores; they will paint a realistic picture of your situation and tailor their actions to meet your needs.

Before enrolling in a credit counseling program, you should research the agency carefully. Check with the Better Business Bureau to see if the agency has a history of complaints. Visit online forums to read reviews from former clients. Make sure that the agency is reputable and reliable before granting access to your financial information.

Solid, reputable credit counseling agencies are an invaluable resource for debtors who have reached the end of their financial rope. A good credit counselor will work with you to create a personalized budget and debt management plan, while working with your creditors to reduce monthly payments. Lowering interest rates and erasing finance charges and late payment penalties are another way a reliable counselor can help you. A counselor’s ability to eliminate phone calls and dunning letters from creditors is enough to make most consumers glad they chose to enter credit counseling.

Maikish making it happen at Ground Zero

2007-11-27T05:26:00.000-08:00

The acrimony between the World Trade Center site's stakeholders may have been ameliorated and the years long vice-like grip of inaction broken, but the lofty challenge it has been to rebuild Ground Zero has in many ways just begun for Charles Maikish, the downtown construction czar whose role it is to coordinate the different parties and projects at the site in order to assure that its buildout proceeds on schedule. In addition to its massive scale, adding to the complexity of the redevelopment is that there is a collection of stakeholders involved in the many projects going on at the site rather than a single over-arching authority.

But while it may seem the ultimate bureaucratic nightmare for some public officials, a unique level of cooperation and communication among the parties at the site has produced progress and efficiency.

"You can look out the window and see that things are going on at the site, you can hear the construction, it has really begun, which is exciting," Maikish said, peering from the window of his office in One Liberty Street, which offers views of the site.

The need for coordination is facilitated by the Construction Command Center, which centralizes the decision-making processes involved in staging and executing the various projects via weekly meetings attended by the site's stakeholders.

Although Larry Silverstein and the Port Authority are the two names that probably come to mind for most when they think about Ground Zero, Maikish listed many more agencies, including the MTA and Department of Transportation, who have a hand in how construction will proceed at the site.

On top of that, the resources at the site that most construction relies on, such as staging areas and roadways for bringing in cement and materials, are in such demand, the command center has had to carefully divide their usage among the many construction crews while being careful not to place restrictions that will damage the various timelines that each project is operating under.

"There's so much going on at the site all at once, you can see how that can lead to log jams," Maikish said. "You lay out in a sequential manner when and for how long what activities are going to happen, it's called 4D modeling.

"You make a 3D model of the construction site and everything that's going to happen and then you add to that the fourth element, which is the passage of time."

What is becoming an increasingly controversial example of how interlocked each project's progress is to progress for the whole site is the delayed deconstruction of 130 Liberty Street.

Public officials had vowed the building, the former New York headquarters of Deutsche Bank, would be taken down years ago.

But aside from scaffolding and a black tarp that has enveloped the building's facade from top to bottom, seemingly little more has been done to take the building down.

Further delays could affect the construction of the entranceway to the network of underground roads that will tunnel under the WTC site.

Those roads are essential to the function of the building's planned at Ground Zero and will be used also for the site's construction.

Service mitigates issuer risk in regulation AB

2007-11-27T05:25:00.000-08:00

Recon data management and transaction reconciliation services provide third-party, independent comparison and analysis of collateral, as well as bond values and investor calculations. Suited for issuers with multiple servicing systems and/or master and subservicer relationships, it also reduces the chance of generating 10-D reports that are inconsistent with Reg AB's Item 1105 Static Pool Information.

WALTHAM, Mass., Dec. 19 / - Lewtan Technologies, Inc., provider of asset-backed securities surveillance, analytics, and content for the global securitization industry, today introduced Recon, a set of data-management and transaction-reconciliation services for mitigating issuer risk in the new era of Regulation AB. Recon is especially appealing to issuers with multiple servicing systems and/or master and subservicer relationships, and the services are a real boon to organizations with existing data-integrity issues or operational voids created in the transition to Reg AB. Beyond compliance, Recon helps issuers aggregate performance data to use in showcasing offerings to investors.

"In the new world of Reg AB, issuers face increased liability for the material accuracy of their securitized-transaction data - including a great deal of data that they don't originate or control themselves," said Paul Arvidson, vice president, Lewtan. "The situation is further complicated by disagreements about how Item 1122 servicer attestation should be carried out. Leveraging decades of experience and its unrivaled data warehouse, Lewtan created Recon to help issuers comply with regulations, mitigate risk, and illustrate past performance with historical data."

Mitigate Risk and Minimize Cost

Recon provides third-party, independent comparison and analysis of the collateral supporting a deal, as well as bond values and investor calculations. This is invaluable to issuers, who, since January 2006, have faced an increased liability standard for static-pool data on deals. Recon also greatly reduces the chance that an organization will generate a 10-D report inconsistent with Reg AB's Item 1105 Static Pool Information.

Firms who engage in the evolving best practice of continuous auditing can use Recon to automatically evaluate the veracity of their current remittance reports prior to the subsequent remittance period. The challenge of balancing accuracy and comprehensiveness against the cost of this validation can be daunting for firms auditing data on a random basis using manually intensive spot-checking; Recon offers a simple, cost-effective solution.

Recon also reduces the overall auditing expense required for Sarbanes- Oxley and Reg AB compliance by leveraging Lewtan's completely up-to-date 80,000+ bond-data warehouse (remittance-report data that Lewtan already collects and systematically checks), thus eliminating the need for issuers to build duplicate warehouses. By systemically automating data checks, Recon virtually eliminates human error. Leveraging Lewtan's data infrastructure in lieu of ad hoc data auditing is generally the most economical approach, as well as the fastest to implement.

A model endeavor

2007-11-26T04:41:00.001-08:00

Traffic analysts today are faced with evaluating diverse and complex solutions to address congestion in transportation systems. Instead of "simply" deciding how many lanes to design for a new freeway or how long the turn bays should be at a traffic signal, practitioners now are analyzing advanced traffic signal and ramp metering systems, for example, and complex weaving and geometric configurations, intelligent transportation system strategies, multimodal corridor management plans, and congestion pricing strategies.

Traffic microsimulation analysis tools can help evaluate these complex solutions by modeling real-world transportation networks on a systemwide scale that is difficult with more traditional methods. Dramatic improvements in computer processing speeds and capabilities in the past decade have enabled traffic microsimulation software to model increasingly complex and larger scale transportation systems. As a result, microsimulation is quickly becoming popular among traffic analysts and is playing an important role in transportation investment decisions.

The Federal Highway Administration (FHWA) is a leader in developing traffic microsimulation models, dating back to the development of NETwork SIMulation (NETSIM) in the 1970s, FREeway SIMulation (FRESIM) in the 1980s, and the merging of NETSIM and FRESIM into a single CORridor SIMulation (CORSIM) model, all of which was integrated into the Traffic Software Integrated System (TSIS) package in the 1990s. In the early 1990s, TSIS/CORSIM was the only viable traffic microsimulation model available to practitioners. By the late 1990s, however, a number of commercial vendors began offering their own versions of traffic microsimulation packages to meet the growing demand. Today, the popularity of microsimulation packages continues to increase, and there is now a viable market for commercial traffic simulation vendors.

In the early 2000s, FHWA reevaluated its future role in the traffic simulation market. A survey of traffic practitioners and existing traffic simulation packages revealed that while most of the software packages, although robust and providing a range of analysis options, still have some intrinsic limitations that can affect the performance and accuracy of the model results. These limitations in the functionality of current microsimulation systems have generated questions in the transportation community. For example, simulation users view many microsimulation software packages as "black boxes" in that users are not sure how model outputs are calculated and, as a result, are not confident in the accuracy and validity of the model results.

As a result of the market assessment, FHWA decided to take a different role in the traffic simulation market. Rather than compete with the commercial simulation vendors by continuing to develop TSIS/CORSIM, FHWA would act in a "market facilitator" role by focusing public resources on fostering an environment of public-private coordination through research products that will benefit the entire traffic simulation community: practitioners, vendors, and researchers.

Enter the NGSIM Program

With the goal of improving the quality and use of traffic microsimulation tools to facilitate transportation decisionmaking, FHWA's Traffic Analysis Tools Program began the Next Generation Simulation (NGSIM) program in 2002. NGSIM is a unique public-private partnership between FHWA, transportation consulting companies, university researchers, and foreign and domestic commercial microsimulation software developers.

The objective of the program is to develop a core of driver behavior algorithms that represent the fundamental logic in traffic microsimulation models, with supporting documentation and validation datasets. NGSIM products will be well documented, openly distributed, and free to the transportation community through the NGSIM Web site (www.ngsim.fhwa.dot.gov).

"The NGSIM program represents a model public-private partnership that has yielded demonstrable benefits for both sectors," says Nagui Rouphail, chairman of the NGSIM stakeholder traffic modelers group and director of the Institute for Transportation Research and Education at North Carolina State University. He adds, "Here the [U.S.] Government acts as the catalyst for developing sound science and the data to back it up, while the private sector commits to participate in the development process as well as incorporating the research findings into its commercial software. This process ensures wider dissemination of the research results and even wider acceptance of the underlying science."

The NGSIM team is composed of traffic simulation and modeling experts managed by a private company. The team is supported by senior advisers from respected transportation institutions across the Nation and includes three stakeholder groups: a traffic modelers group that represents researchers and others who develop driver behavior models, a software developers group of private vendors responsible for developing and maintaining commercial traffic simulation software, and a model users group that represents the practitioners who use traffic simulation models for decisionmaking.

Courtroom alchemy: adequacy advocates turn guesstimates into gold

2007-11-26T04:39:00.000-08:00

Beginning in the late 1960s, and accelerating unabated through to the present, plaintiffs have filed more than 125 court cases questioning the constitutionality of school district and school spending levels. In 2005 alone, high-court decisions were handed down in eight states, including Kansas and Texas, with a decision rendered in South Carolina that has national implications.

Cases in seven more states, including Kentucky, Louisiana, Missouri, and Nebraska, are now pending decisions concerning issues of adequacy in state funding mechanisms. And legal challenges to state funding mechanisms are not one-off endeavors. Arizona, California, Connecticut, Kansas, New Hampshire, New Jersey, New York, Ohio, Pennsylvania, Texas, and Wyoming are states in which there have been not one, not two, but as many as five or six legal challenges to legislatively determined spending levels.

Much of the litigation, particularly early on, centered on the issue of funding equity. As of 2005, funding mechanisms in 36 states had been challenged on the grounds that interdistrict spending was inequitable. Increasingly, however, cases have focused instead on the overall amount, or adequacy, of funding. Beginning in the 1990s, enactment in virtually every state of learning objectives and curriculum standards provided a new reference point for plaintiffs arguing that funding was inadequate overall. By 2006, the constitutionality of funding mechanisms in 39 states had been challenged on adequacy grounds (see "Judging Money", research, p. 68). Indeed, through the first half of 2006, funding mechanisms in only five states--Delaware, Hawaii, Mississippi, Nevada, and Utah--have been spared constitutional challenge.

Few would seek to deny American public school students access to the courts when inadequate school funding threatens their chances for achieving academic, and ultimately economic, success. But contemporary school-finance adequacy litigation goes far beyond seeking equity for the educationally disadvantaged. The movement is becoming a self-serving cause whereby plaintiffs have gained relatively uncontested judicial access to the policy process. Indeed, unsubstantiated claims and unreasonable requests contained in costing-out studies commissioned by plaintiffs have successfully circumvented democratic executive and legislative funding dynamics. The trend threatens to erode public interest in and support for K-12 education policy.

Plaintiff Victories Pick Taxpayer Pockets

Amounts awarded by courts are often substantial. Wyoming and New Jersey are fine examples. Wyoming plaintiffs have returned to court six times and have so far doubled Wyoming's per-pupil spending, elevating it from $5,971 in 1996-97 to an estimated $12,422 for 2006-07. Beginning teacher salaries, for those with master's degrees, rose in constant dollars from $24,402 in 1997 to $32,451 in 2004, a 33 percent increase. The average student-teacher ratio declined from 15 to 1 in 1993 to 13 to 1 in 2003. In spite of dramatic increases in spending, Wyoming student achievement levels in math as measured by the National Assessment of Educational Progress (NAEP) have either been stagnant or dropped relative to the United States as a whole.

While Wyoming is a poster child for litigant success, it is not all that extreme. New Jersey per-pupil spending, in response to Robinson v. Cahill and Abbott v. Burke, has been elevated in constant dollars from $4,688 in 1970, when the litigation began, to $13,229 in 2003. So-called Abbott districts, those that receive the largest share of new state funding, in select instances spend in excess of $19,000 per pupil, a figure that rivals day-student tuition at many of the nation's most prestigious independent schools.

How Much Is Adequate?

The underlying question seems reasonable enough: after all, if Johnny's school is underresourced, how can Johnny be expected to meet the state's expectations for learning? The problem is that no one knows with any degree of certainty how much money it takes for Johnny to meet state-derived learning standards.

Ensuring that sufficient resources are available for all students to meet state-specified learning standards is a laudable policy objective. Unfortunately, contemporary legal petitions for resource adequacy go far beyond the analytic capacity of present-day social science. The evolving concept of financial adequacy requires researchers to ascertain far more elusive relationships between education inputs, processes, throughputs, and outcomes. Researchers have simply not yet discovered answers to many of the questions regarding these relationships. For example, the amount of money or configuration of schooling resources needed to compensate educationally for impoverishment, disability, or language deficiency is simply not known.

Still, court cases proceed, and even proliferate, with the primary evidence coming in the form of adequacy cost studies. According to ACCESS, a project of the Campaign for Fiscal Equity, Inc., a total of 58 cost studies had been conducted in 39 states as of January 2006. Of these cost studies, state courts initiated 7, state government agencies initiated 34, and independent groups initiated 17. At least 20 cost studies in 14 different states were undertaken between January 2004 and December 2005, with a potential for at least 5 additional studies in 2006. Two adequacy cost-modeling methods are employed most often: the econometric or cost function approach and the professional judgment approach.

Modern Era of Experimental Modal Analysis: One Historical Perspective, The

2007-11-22T22:02:00.001-08:00

Dr. Brown (right) graduated from the University of Cincinnati, Aeronautical Engineering Program with a B.S. degree in 1961. After graduation, as part of a university research contract, he worked at Wright Piittorson Air Force Base in the ARL Hypersonic: Wind Tunnel Facility where he was involved with both analytical and experimental hypersonic: research. After he received his M.S. degree in 1963, Dave took a temporary leave of absence from the University for two years and worked on the Research Staff at General Electric in Cincinnati, studying hypersonic: shockwave boundary layer interactions in hypersonic scramjet inlets as part of another Air Force Project. During his stay at GE, Dave took a self study class in advanced thermo-dynamics from the department head of the Mechanical Engineering Department and when ho returned to the University of Cincinnati, he joined the University of Cincinnati Structural Dynamics Research Laboratory (UC-SDRI,) in the Mechanical Engineering Department. This was the start of his long association with the UC-SDRL. His early work in UC-SDRL was studying cutting mechanics of the grinding process which evolved into "Grinding Dynamics" which became the main title of his Ph.D. dissertation work. During bis study of grinding dynamics, Dave became very involved in the early practical development of Fourier analysis as applied to digital signal processing, acoustics, controls, self-excited and forced vibrations. This work set the stage for subsequent developments in experimental structural dynamics, the area that is often associated with UC-SDRL. During this early period from 1966-1970. Dr. Brown worked on the Research Staff and taught undergraduate and graduate courses in thermodynamics, acoustics and vibrations. In 1970, Dr. Brown became the Director of the UC-SDRl, a position he held until he retired in the fall of 2004. During his tenure, Dave influenced and advised hundreds of students, gave many seminars, consulted with a large number of companies, was published extensively in the above mentioned areas and was invited to give numerous keynote presentations at conferences internationally. Dr. Brown is still teaching an occasional course and he continues to direct research in the areas of acoustics, controls and vibration. His students are his proudest legacy.

Dr. Allemang (left) is a member of the faculty of the Mechanical, Industrial and Nuclear Engineering Department. University of Cincinnati, where he currently also serves as Director of the Structural Dynamics Research Laboratory (UC-SDRL). Dr. Allemang has been actively involved in the area of experimental modal analysis for over thirty five years, pioneering the use of multiple input, multiple output estimation of frequency response functions, developing the concept of cyclic averaging, formulating the modal assurance criterion (MAC) and the enhanced frequency response function and reformulating modal parameter estimation algorithms into the unified matrix (coefficient) polynomial approach (UMPA). During this period, Dr. Allemang authored or coauthored over 140 torhnical articles, including chapters for 2 different handbooks and numerous refereed articles. Dr. Allemang has participated in over 50 invited seminars or lectures in the United States as well as in Taiwan, Japan, Korea (NSF), India (NSF), Bulgium, Germany and France, including being asked to give the keynote address at both the Lenven International Seminar on Modal Analysis (ISMA, 1990) and the International Modal Analysis Conference (IMAC. 1993). During this period. Dr. Allemang has served as principal investigator or coprincipal investigator in over $2,500,000 of research with government (NASA and USAF) and commercial agencies (Boeing. General Motors, Ford. HP/Agilent, MTS, Brüel & Kjær, etc.). Dr. Allemang has worked as a consultant to a number of companies in many different structural dynamics applications since 1973. He continues to serve on the Advisory Board for the International Modal Analysis Conference (Chairman, 1086-1995), is serving on the Editorial Board of Sound and Vibration Magazine and has served as the Associate Technical Editor for Mechanical Systems and Signal Processing (MSSP) and Editor for the International Journal of Analytical and Experimental Modal Analysis (IJAEMA).

Dr. Allemang is currently involved in several areas of research which includes the experimental identification of nonlinear structural systems, the development of flexihle MATLAB® based software for modal analysis and data acquisition research, the evaluation of impedance-based modeling methods and the correlation and correction of experimental and analytical dynamic models. He also served as President for the Society of Experimental Mechanics (SEM). 2003-2004. and on the Executive Board of SEM from 1998-2006. Dr. Allemang is very active in teaching in the areas of experimental methods, vibrations and automotive design and serves as Faculty Advisor to a number of student groups at UC including the Formula SAE Team (Bearcat MotorSports), Engineering Tribunal, Tau Beta Pi and Pi Tau Sigma.

MULTIPLE-FAMILY GROUP INTERVENTION FOR INCARCERATED ADOLESCENTS AND THEIR FAMILIES: A PILOT PROJECT

2007-11-22T22:01:00.000-08:00

The Multiple-Family Group Intervention (MFGI) was developed to address the need for an effective and yet affordable treatment for reducing recidivism for incarcerated adolescents and altering the families' coercive interactional patterns from an affect regulation and attachment perspective. The 8-week MFGI program was conducted in two Indiana juvenile correctional institutions. The research study utilized pre- and postintervention assessments and a 6-month follow-up assessment. Data from both male (n = 43) and female (n = 30) adolescents were combined, yielding a total sample of 140 respondents (73 adolescents, 67 caretakers). The 6-month follow-up assessment indicated a recidivism rate of only 44% compared to the national norm of 65-85%. Linear growth models were fit to determine the nature of the changes in adolescent behavior over the three assessments. Adolescents and caregivers reported that adolescents' externalizing behaviors significantly declined over time. Adolescent-reported internalizing symptoms as well as their alcohol and drug use significantly declined over the follow-up period, while caregiver reports of these behaviors showed no change over time. Adolescent-reported attachment to their parents, particularly mothers, increased significantly as did both adolescent and caregiver-reported functional affect regulation.

At present, many adolescents after release from correctional facilities to which they have been remanded for criminal behavior return to these delinquent behaviors, alcohol and drug abuse, and sexual offending (Santos, Henggeler, Burns, Arana, & Meisler, 1995). The recidivism rate for incarcerated adolescents is extremely high, hovering in the range of 65-85%;1 many re-offend and are re-incarcerated at great cost to communities, court systems, and mental health service agencies (Deschenes & Greenwood, 1998; Henggeler, 2003; Santos et al., 1995). Often, this cycle is repeated until adolescents reach the age of 18 and transition into the adult mental health and criminal justice systems (Borduin, 1994; Lipsey, 2000).

While incarcerated, the adolescents attend school and individual and/or group therapy, but their relationships with their families are often not targets for treatment. As a result, the coercive interactional patterns common in these families do not improve (Henggeler, Smith, & Schoenwald, 1994; Patterson, 1982, 1994, 2002). These conflictual cycles are associated with high levels of negative emotion that disrupt family members' attachment bonds (Ducharme, Doyle, & Markiewicz, 2002), impair cognitive functioning (Gottman, 1993), and foster chronic physiological arousal (El-Sheikh, 2001; Gottman & Katz, 2002). The result is that adolescents leave the institutions disconnected from their families, unable to cope well with conflict and negative affect/emotion, and therefore are less likely to integrate new information and develop alternative solutions to problems. Instead, they are more likely to revert to old, overlearned and often maladaptive behaviors, leaving them at risk for re-offending and relapse (Henggeler, 2003; Santos et al., 1995). Evidence-based and effective family treatments exist for delinquency and conduct disorder (see Keiley, 2002a, for a review), but many of them are expensive to implement, requiring extensive resources and additional personnel that state-funded juvenile correctional systems seldom can afford. The clinical and research project Multiple-Family Group Intervention (MFGI) was developed and conducted to address the need for effective, yet affordable, treatment for incarcerated adolescents and their families.

Development of Delinquent Behaviors

Adolescents at risk for entry into the juvenile justice system often have already experienced behavior problems in early (Oppositional Defiant Disorder) or late (Conduct Disorder) childhood (American Psychiatric Association, 2000). As a result, they may have social information processing and other cognitive deficits such as hostile attributional bias and poor problemsolving abilities (Dodge, 1993). These processing biases support children's views of the world as unfriendly. seeing only hostility, they limit the means that they use to obtain desired goals to behaviors that are coercive, if not aggressive (Dodge, Pettit, & Bates, 1996). Aggressive children with these cognitive deficits and biases, which interfere with the development of social competence, then may be rejected by typically developing peers, associate with deviant ones, and experience academic failure (Dishion & Andrews, 1995). As adolescents, they often feel alone, fearful of negative evaluation, and full of self-blame (Dodge, 1993). The resulting preponderance of negative affect, lack of useful affect regulation skills, and problems in relationships that the youth then experiences are frequently self-medicated by the use of substances (e.g., alcohol, drugs) or behaviors (e.g., sex, gang membership, violence), and they thus fall into the juvenile justice system (Henggeler & Santos, 1997; Henggeler et al., 1994).

INDUSTRY NEWS ITEMS

2007-11-21T03:51:00.001-08:00

ABBYY has formed a strategic partnership with Altec. Under this new alliance, ABBYY will customize its data capture products and integrate them with Altec's Doc-link 2.5 IDM system. As a result, Doc-link 2.5 customers can now use ABBYY FormReader with FlexiCapture technology to scan and extract data from forms or documents, such as invoices or contracts, and automatically export that data to Altec Doc-link for management.

"Altec leads in providing mid-market users with enterprise-grade document management solutions that integrate closely with their accounting systems," said Dean Tang, president and CEO at ABBYY USA. "The typical cost barriers for forms processing in this market segment are greatly reduced through this alliance. By working together, ABBYY and Altec can provide a comprehensive solution at an SMB-friendly price."

In addition, the ABBYY FlexiCapture Studio will be made readily available to Altec's reseller partners, enabling them to add automated and accurate data capture and forms processing to their offerings. ABBYY FlexiCapture Studio extends the capabilities of ABBYY FormReader and its FineReader Engine SDK. The tool helps to extract data from semi-structured forms and documents, such as invoices, claim forms, resumes, contracts, or loan documents. It is designed to help developers, VARs and integrators who want to expand their business and supply their clients with reliable and effective data capture solutions.

"Altec's accounting and ERP customer base are interested in leveraging the benefits of intelligent data capture as part of their Doc-link solution," said Brandt Morrell, president and COO at Altec. "ABBYY's innovative solutions provide the ease of use and accuracy to meet these demands. Partnering with ABB YY offers an integrated and affordable forms solution to our Doc-link partner channel as well as the end user community"

Doc-link is designed to enable users to archive information, process through workflow, and retrieve and research document transactions from the desktop, thereby increasing productivity and improving communications with customers, vendors and employees. Altec's Doc-link document imaging and workflow solutions are tightly integrated with Microsoft Dynamics, Sage, Epicor and the SAP Business One accounting and ERP solutions. Paper intensive processes such as Accounts Payable, Accounts Receivable and Sales Order Processing can be automated through these integrated Doc-link solutions.

Modern Era of Experimental Modal Analysis: One Historical Perspective, The

2007-11-21T03:50:00.000-08:00

MULTIPLE-FAMILY GROUP INTERVENTION FOR INCARCERATED ADOLESCENTS AND THEIR FAMILIES: A PILOT PROJECT

2007-11-13T10:05:00.000-08:00

Courtroom alchemy: adequacy advocates turn guesstimates into gold

2007-11-13T09:59:00.000-08:00

PREDICTORS OF SUBSTANCE USE AND FAMILY THERAPY OUTCOME AMONG PHYSICALLY AND SEXUALLY ABUSED RUNAWAY ADOLESCENTS

2007-10-31T00:57:00.001-07:00

There is a dearth of research that examines the impact of family systems therapy on problems among sexually and/or physically abused youth. Given this void, differential outcome and predictors of substance use change were evaluated for abused, as compared with nonabused, runaway adolescents who were randomly assigned to family therapy or treatment as usual. Abused adolescents reported lower family cohesion at baseline, although both abused and nonabused adolescents showed similar substance use reductions. Utilizing hierarchical linear modeling, we found that substance use changed with change in cohesion over time. These findings link change in family functioning to change in adolescent substance use, supporting family systems theory. Findings suggest that a potent target of intervention involves focus on increasing positive communication interactions.

The National Child Abuse and Neglect Data System (NCANDS) reported that in 2002 an estimated 1,800,000 referrals were made alleging child abuse or neglect to state and local child protective services agencies. Of these referrals, 896,000 children were determined to be victims of child abuse by the Child Protective Services (CPS) agencies. Even with this high number of youth and families affected by abuse, the consensus within the literature is that there are few rigorously designed treatment evaluation studies for maltreated youth (Cohen & Mannarino, 1998; James & Mennen, 2001; Stevenson, 1999). Several researchers have noted that treatment efforts are still in the early stage of development, and more attention is needed for identifying effective interventions (Finkelhor & Berliner, 1995; Kolko, 1996; Swenson & Spratt, 1999). To that end, this study examined substance abuse treatment outcome and its predictors among physically and/or sexually abused adolescents.

It has been suggested that there is no special sexually abused children's syndrome or symptom characteristic of a majority of such children (Finkelhor & Berliner, 1995; Kendall-Tackett, Williams, & Finkelhor, 1993). Physical and/or sexual abuse affects diverse sets of youth with a wide range of ages, backgrounds, and associated symptom presentations. Problem behavior patterns vary by age as well, with running away or substance use typical of older children and nightmares and anxiety more typical of younger children (Finkelhor & Berliner, 1995).

Stevenson (1999) and Beutler and Hill (1992) suggest that the lack of a specific childhood abuse syndrome and the diversity of those affected calls into question whether specific therapies are required for abuse or whether treatment should focus on the presenting symptoms rather than on child abuse specifically. These authors question whether therapy should focus on the youth's history of physical and/or sexual abuse or on issues, such as depression or substance abuse, that prompt treatment seeking. Finkelhor and Berliner (1995) conclude that, because of the diversity among abused children and families, it is unlikely that any one therapy will be effective for all children and families. These researchers note that treatment evaluation with a homogeneous group with similar symptoms allows an intervention to be systematically administered and evaluated. This study included a relatively homogeneous group of physically and/or sexually abused adolescents as they had run away from home and were substance abusing.

Child Sexual and Physical Abuse

Finkelhor and Berliner (1995) reviewed 29 studies examining treatment outcome with sexually abused children and adolescents. Of these, five published studies used an experimental design in which children were randomly assigned to a treatment condition; only two of the studies (Baker, 1987; Monck et al., 1994) included adolescent participants. In both studies, client outcomes improved with treatment, though outcomes were similar across conditions.

More recently, Cohen and colleagues (Cohen, Deblinger, Mannarino, & Steer, 2004; Cohen & Mannarino, 1998, 2000) compared the efficacy of trauma-focused, cognitive-behavioral therapy (TF-CBT) and child-centered therapy for treating posttraumatic stress disorder and other emotional/behavioral problems in children aged 8 to 14 years who had a history of sexual abuse. These researchers found that those children and parents assigned to the TF-CBT, as compared to those assigned to the child-centered therapy, demonstrated greater improvement along many dimensions, such as depression, behavior problems, abuse-related distress/attributions and parenting practices.

Compared with studies on child sexual abuse, even fewer studies have examined treatment with physically abused children (James & Mennen, 2001). Milner and Chilamkurti (1991) noted that parental aggression, parental distress, and family conflict are risk factors for childhood physical abuse. Given the role of parents in the abuse of their children, most treatment-outcome research has focused on treatment of the parent, excluding the family or child. However, comprehensive treatment targeting multiple systems has the advantage over individual treatment models through addressing the many needs of children and their families (Swenson & Spratt, 1999).

Enterprise architecture is not rocket science

2007-10-31T00:56:00.000-07:00

Some areas of networking, such as satellite communications, actually involve rocket science. Building an enterprise architecture, however, is not rocket science. Its goal is to create a unified IT environment of standardized hardware and software systems across the firm, with tight links to the business side of the organization.

Many companies have made major IT investments in recent years and need to optimize these assets. Organizations with informationintensive operations, such as banks, brokerage firms and insurance companies, typically spend as much as 6% to 10% of gross revenue on their IT budgets. IT assets encompass logical resources,such as applications and databases, as well as physical resources, such as processors, storage and networks. A firm optimizes these assets by developing an enterprise architecture - a blueprint of its information systems and technology environment.

With an enterprise architecture, a company creates a map of its IT assets and business processes, and a set of governing principles that support the business strategy and how it can be expressed through IT. The enterprise architecture specifies equipment, protocol and interface standards; IT strategies; projects needed to bring about the architecture and achieve the target state; and a development/deployment plan.
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There are many models for developing an enterprise architecture, including the Open Group Architecture Framework, the Zachman Architecture Framework and the Federal Enterprise Architecture Framework. Most frameworks contain four basic domains: 1) business architecture - documentation that outlines the firm's most important business processes; 2) information architecture - documentation that identifies where important blocks of information, such as customer records, are kept and how to access them; 3) application system architecture - a map of the software applications' relationships to one another; and 4) infrastructure technology architecture - a blueprint of the firm's hardware, storage systems and networks.

The importance of having an enterprise architecture for large operations is reinforced by the Clinger-Cohen Act of 1996, which authorized for all federal agencies a CIO responsible for developing, maintaining and facilitating a sound and integrated IT architecture.

But remember, enterprise architecture is not rocket science. It involves following proven do's and don'ts, including:

* Have an underlying architecture framework and a road map for realizing your target.

* Have standards and conformance criteria.

* Use industry-developed approaches and modeling tools, not homegrown architecture frameworks and models.

* Hire and utilize the right people.

* Don't spend years developing the framework and lose credibility with the firm about the value of enterprise architecture.

* Don't be in a situation where there are no mechanisms for enforcing the architecture effectively.

* Don't rubber-stamp every project; make sure they conform to the enterprise architecture.

* Don't make architecture artifacts so esoteric that no one uses them after they are written.

Thomas H. Spreen: Lifetime Achievement Award

2007-10-27T06:06:00.001-07:00

Thomas H. Spreen is currently professor and chair of the Food and Resource Economics Department at the University of Florida in Gainesville, FL. He has been on the faculty at the University of Florida since 1977.

Dr. Spreen was born and raised in a small town in central Indiana. His family was in the banking business. He graduated from high school in 1969 and went off to college with no idea what direction his life might take. After 1 year at Rose Polytechnic Institute, he transferred to Purdue University, where he earned a B.S. degree majoring in Mathematics and Statistics and a minor in Economics with highest distinction and was inducted into Phi Beta Kappa in 1973. He enrolled in the graduate program in Statistics at Purdue and earned a M.S. degree in 1974 while being supported by a university fellowship. He moved to the Agricultural Economics Department at Purdue in the fall of 1974. He received his Ph.D. degree in 1977 under the supervision of Bruce McCarl.

Upon his arrival at Florida, he taught courses in mathematics for economists and mathematical programming and began a research program in livestock marketing. His research at that time dealt with price analysis of livestock markets and the feasibility of expanded feeding and slaughtering of cattle in Florida. He developed an interest in bioeconomic modeling, which led to an edited book published in 1986.

In the late 1980s, he supervised a Ph.D. student who developed a mathematical model of the world orange juice market. This model was modified in 1992 to assess the impact of the proposed North American Free Trade Agreement on U.S. citrus producers. This work led to a shift in his research interests to citrus and other high-valued crops. He made his first visit to Mexico, which also opened up an avenue of research in collaboration with the University of Veracruz, in 1993.

He has authored or coauthored several publications on the economics of the world market for citrus products. These papers include collaborations with citrus experts from Brazil, Cuba, and Mexico. He has also worked as a consultant to the Food and Agriculture Organization of the United Nations regarding forecasts of citrus production and consumption on a worldwide basis.

He has been active in the graduate program of the Food and Resource Economics Department, having served as the primary supervisor of 50 graduate students, and has served on a total of 106 graduate supervisory committees. Several of his advisees hold prominent positions at academic institutions in the United States and overseas, in the U.S. Department of Agriculture, in other government agencies, and in the private sector. He twice served as graduate coordinator of the Food and Resource Economics Department, overseeing major changes in the doctoral program of the department and the establishment of a Master of Agribusiness degree program.

In the last 10 years, Dr. Spreen has been widely sought as an expert on the economics of citrus production and marketing. He has given presentations at numerous industry meetings in Florida as well as lectures on citrus related topics in California, Mexico, Cuba, Brazil, Belize, Italy, Spain, Portugal, and China.

He was appointed Chair of the Food and Resource Economics Department in 2002. Under his direction, the department has maintained its excellence in undergraduate programs, with enrollment nearly doubling over the past 3 years. The department has also partnered with the College of Business Administration to offer a M.S. degree specializing in entrepreneurship.

INFLUENTIAL LEADERSHIP

2007-10-27T06:05:00.000-07:00

Success in reaching sales goals can depend on a leader's reaction to employees' questions

Editor's note:

This new column, to appear periodically, will offer guidance on a wide variety of management issues affecting top-line and bottom-line growth. Demmie Hicks, president and CEO of DBH Consulting, whose work with independent agencies was profiled in our March 2006 issue, will direct the column. This month the column is written by two of DBH's consultants.

What are the various ways in which you serve as a leader in your organization and in your private life? Leadership is not something that only a few at the top engage in; individuals at any level of an organization can assume such a role. When you don't wait to be told what to do, but think about what needs to be done; when you think outside the box and influence others to do the same; when you think creatively and bring others on board with your vision of how something should be done; when you look into the future and think about possibilities as opposed to obstacles, and inspire others to see the future in a similar manner, you are engaging in leadership no matter where you are in the organizational chart hierarchy.

So, do you see yourself as the leader that you have the potential to be? Have you embraced and given voice to the leader within you? The task is hardly to become a leader; the task is to learn to bring out the leader within you.

Leadership is often denned as the art and practice of achieving desired results through others. What are those qualities that make a leader an influential leader?

To begin with, let's focus on the word influence. According to the Merriam-Webster dictionary, influence has to do with "the act or power of producing an effect without apparent exertion of force or direct exercise of command; the power or capacity of causing an effect in indirect or intangible ways." Influential leadership, then, is the type of leadership that relies on influence as opposed to coercion. It is the type of leadership that creates followers who want to follow as opposed to followers who believe that they have to follow.

The DBH Consulting Influential Leadership Model breaks down the components of influential leadership so that it can be utilized by everyone who is interested in being a more effective leader.

The base of the model stresses that a leader needs to possess content knowledge and expertise. Such expertise may include knowledge of the business and industry, mergers and acquisitions, management discipline, and function. Followers would be hard pressed to follow a leader whose technical expertise and knowledge they don't trust.

A leader also needs to possess complementary skills. Fundamental among them are the skills of delegating, conflict resolution, energy awareness, system thinking, self-care, management of diversity, organizational culture awareness, stakeholder balance, collaboration, process thinking, and timing. While knowledge, expertise, and skills are fundamental necessities for any leader, the heart of influential leadership comes from the leader's core values, such as authenticity, integrity and service.

Influential leaders believe in the value of authenticity. That is, they are who they are; what they do is reflective of their personality and character. In his Authentic Leadership, author Bill George, the former chairman and CEO of Medtronic, says that "authentic leaders genuinely desire to serve others through their leadership. They are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are as guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind."

Another core value of influential leaders is integrity; that is. being consistently honest, forthright, and ethical; doing what they say and saying what they do. They walk their talk. Followers need to be able to trust the leader, and without that trust, influence is impossible.

Influential leaders believe in humility; they are willing to acknowledge that they don't know everything; they are open to learning from others.

Influential leaders also hold service at a high value. They want to be of value to others, contributing to the benefits of others, whether it is their employees, their business, their industry, their family, or their peers.

Leadership skills

Along with the above values, influential leaders develop a set of fundamental influencing skills that appear to be deceptively simple. Those skills include listening, reflecting, dialoguing, modeling, and use of self.

There is an art to listi'iiinfj and engaging in dialogue. Think of the last time someone challenged you in a conversation. Were you truly listening? We often listen only half-heartedly. For example, if you have a tendency to formulate your rebuttal while someone is talking to you, you are not fully listening. Many problems in business occur because of poor communication, and good listening is the first step toward better communication.

Unconventional exploration technologies: take another look: some have been around for many years, others are new. They can all prosper in a boom marke

2007-10-25T03:31:00.001-07:00

There's something about human nature that wants it both ways. We like it when some simple technology, something supposedly overlooked, succeeds wildly. It's a bit cultural too: The less educated especially like it. It's like poking a stick in the eye of megabucks PhD research and development.

Conversely, we are suspicious of anything that's too cheap, too easy. Surely, we think, the "big boys" with all their money and know-how, didn't overlook this simple idea. They probably looked into it, and deemed it unworthy.

All too often, the inventor or practitioner of the technology is unwilling to allow the technique to be critiqued, examined or make any attempt to prove its utility. "Why should I? I'll find all the oil and make all the money!" they would say. (But that doesn't stop them from asking me to publish them!) In such cases, it is fitting that their technology should remain largely unused.

Finally, there's the disruptive effect that such technology, especially when it's cheap, could potentially have on the status quo. Sometimes, the disruptive effect is real, such as when railroads and automobiles replaced wagons and horses. Sometimes, it's just logic with a touch of paranoia, such as when people believe that technology breakthroughs are being bought and squelched to prevent them from encroaching upon billions of dollars of current investment. Such conspiracy theories are almost always wrong.

What follows are technologies that the author neither endorses nor ridicules, but out of the large number of unconventional, even maverick, technologies, these, in the author's opinion, have the potential to reduce exploration risk.

SURFACE EXPRESSION

In many ways, the expression of an oil or gas reservoir can trigger anomalous readings across many technologies. Structurally tilted strata that form deep traps can become shallow or outcrop, possibly resulting in anomalous readings that relate to the formation, such as mineralogy, radioactivity or electrical conductivity, and only coincidentally relate to hydrocarbon pore fluids.

Surface expression of seepage along transmissive faults, bedding planes or directly upward (microseepage) is often related to a deeper reservoir. This expression, in turn, can be revealed in alteration of microbial communities and the presence of soil gases, such as methane, ethane, butane, etc.

Sometimes, you can see the surface expression with your eyes, either as an early or late seasonal color change caused by stress in vegetation, plant species distribution (Fig. 1), crown density or vigor (dwarfs or giants). More subtle changes due to seepage are shown in spectral reflectivity, sometimes called hyperspectral analysis. Even early versions of Landsat, with a relatively small number of channels, showed field outlines.

WEATHER WORRIES

2007-10-25T03:30:00.000-07:00

Brokers report market & pricing problems within 100 miles of coast; softness elsewhere

By Phil Zinkewicz

Property and casualty insurance agents and brokers these days are probably feeling a bit Dickensian in that, in terms of the availability of carrier markets, it appears as though these are the best of times and the worst of times.

As for the best of times, consider a recent property and casualty insurance market index survey conducted by the Council of Insurance Agents and Brokers (CIAB). For the second quarter of this year, the survey found that 51% of brokers responding said average premium rates for small accounts were down between 1% and 20%. An additional 28% of brokers registered no changes in small account rates compared with renewals in the first quarter of the year.

The drop in renewal rates was even steeper for medium and large accounts, according to the survey. Nearly six in 10 of the brokers reported that medium and large accounts were down 1% to 20%. An analysis of the Council's survey data by Lehman Brothers said commercial premium rates declined by an average of 3% for all sizes of accounts during the second quarter of 2006. Among individual property/casualty lines, all experienced a decrease except commercial property, which increased 9.3% during the second quarter.

So, now we come to the worst of times. It appears that the reason insurers are chasing after this segment of the marketplace is that they have to make up for premium dollars lost as the result of their overall shunning of the areas most susceptible to catastrophe property losses.

The CIAB survey showed brokers and agents reporting that premium rates for coastal properties were up 300% to 500% - and some even by 600%-and that the impact was being felt as far as five miles inland.

Brokers said that higher property rates and deductibles and lower coverage limits were the industry standard during this year's late spring and early summer months, with significant differences in the way catastrophe-exposed risks were being underwritten. "The market is changing daily," said a broker from the Southwest. "Capacity is scarce, and it's a great concern that later in the year, there may not be any capacity left." The broker was referring to the Southeast Gulf Region and Texas in particular.

Another broker from that region said, "Rates are up 300% to 500% on commercial property and builders risk. Deductibles increased 200%, and it is also deductible by location, not by occurrence."

That broker also reported, "Carriers are fighting insureds on all aspects of storm claims, business interruption, property, equipment and marine. Any large claim gets delayed through carrier claims reviews and sign-offs for advance payment."

A significantly larger number of agents and brokers cited concerns about capacity as one of their top three market worries in this survey. More than half-55%-listed capacity, compared with 40% who identified it as a top concern in the first quarter survey.

Capacity and pricing problems were not confined just to at-risk properties along the coast, the survey showed. Commercial earthquake insurance is increasing 50% to 100% for renewals, several brokers reported, and there are also significant increases in deductibles.

One independent insurance wholesaler based in New York has experienced first hand the problems of brokers in the current catastrophe insurance market. In an interview with Rough Notes, J. C. Sparling, executive vice president of Mercator Risk Services, said that risk managers and business owners recently had to swallow a bitter pill during annual insurance renewals for properties that are exposed to catastrophe, including steep price increases and new limitations on policies, pointing to a severe shortage in the total amount of commercial and multi-family property insurance available.

"Property coverage for tier-one wind and flood is near capacity," Sparling said. "Ratings agencies are scrutinizing many insurers for 'cat' exposure, auditing their surpluses to make sure they can cover possible losses from this year's hurricane season."

Sparling said that catastrophe capacity shortages no longer affect just Florida. "Underwriters for the Gulf Coast, especially Houston and the Carolinas are also feeling the pinch," he said. "As a result, some underwriters are now redefining 'coastal' as any property within 100 miles of the coast. The standard benchmark is within 50 miles of the water."

The wholesale broker said also that revised catastrophe modeling systems are showing higher probable maximum losses from wind and flood, causing property underwriters to reassess their exposures on renewals and perhaps increase their attachment points on cat risks.

"In the midst of this crisis, retail brokers for owners of smaller middle-market coastline properties are facing a steep challenge in placing coverage," said Sparling. "The smart retail brokers are explaining this market climate to their insureds far in advance, putting the wholesaler and the client together in terms of expectations and goals. In an environment where risk managers and business owners are firing retail brokers because they were unprepared for the capacity shortage fallout, and hiring new ones, retail brokers that triple-check valuations and design submissions that underwriters will take seriously are going to keep their clients and probably attract some new ones," he said.

Desktop Computer offers workstation-class performance

2007-10-15T03:32:00.001-07:00

Operating Windows XP Pro, ClientPro[R] 585 may be powered by Intel[R] Pentium[R] D processors with either Dual Core or Hyper Threading technologies. It features Intel 975X Express chipset with Intel Memory Pipeline; SATA 3 Gbps controller with support for embedded RAID 0, 1, or 5; and dual channel DDR2 667/533 SDRAM memory. Other features include integrated Gigabit Ethernet, two x16 PCI Express graphics slots, 80 GB SATA HDD, and CD-ROM drive.

NAMPA, Idaho, March 20 / -- MPC Computers, a wholly owned subsidiary of HyperSpace Communications, Inc. (AMEX:HCO), today announced the ClientPro(R) 585 desktop computer. This new desktop system offers high performance with the latest hardware technology, while also providing expandability for the future.

The ClientPro 585 desktop PC features an option for Intel's new Pentium D processors with Dual Core Technology. Intel's new Dual Core Technology enables the processor to work on separate tasks simultaneously by allowing software applications to spin off separate processes to each of the two cores.

Another performance enhancement to the ClientPro 585 is the new Intel 975X Express chipset, which features Intel Memory Pipeline Technology that optimizes the memory pipeline to enable higher utilization of each memory channel for maximum output. The ClientPro 585 also offers an integrated Serial ATA controller with support for embedded RAID 0 for increased performance, RAID 1 for drive redundancy, or RAID 5 which stripes data with distributed parity for fault tolerance. Additionally, PCI Express graphics and dual channel DDR2 667/533 SDRAM memory provide improved system performance, while the Trusted Platform Module and Intel's Active Management Technology enhance the ClientPro 585's security and management features.

"With the latest in technology enhancements, the ClientPro 585 delivers the performance, manageability and expandability that has become the hallmark of the ClientPro product line," said Paul Petersen, MPC's senior vice president of product development and marketing. "The ClientPro 585 provides high-end users with a robust workstation-class product offering."

The ClientPro 585 is a powerful, advanced PC with workstation-class performance at an aggressive PC price. Designed for advanced computer users, the ClientPro 585 excels in fields such as graphic design, mechanical modeling and video editing.

OFF TRACK

2007-10-15T03:31:00.001-07:00

Hazardous train cargo poses increasing threat to populated areas; system flawed

Trains hauling aging, substandard tank cars loaded with deadly chemicals pass through cities and towns across the United States every day, carrying their dangerous cargo past homes, schools, hospitals and busy highways.

I didn't consider them a serious hazard until a Union Pacific freight train derailed last year in a densely populated neighborhood of San Bernardino, a working-class city in inland Southern California. The wreck left a jumble of tank cars piled along the tracks. Among the chemicals on board: pressurized chlorine gas, a substance used to kill soldiers in World War I trenches.

The railroad company and the local authorities gave the impression the accident was no big deal. No one died and no one was injured, although hundreds of residents had to leave their homes for more than two days.

But an investigation by four Press-Enterprise reporters found cause for concern.

Locally, we found an ineffective track inspection that overlooked obvious track defects that, only three days later, caused the derailment. Chemical cargo was misidentified, a federal violation and an obstacle for emergency responders who needed to know what was in the derailed tank cars. A 26-year-old tank car full of chlorine gas was cracked, although no chemical escaped. Miscommunication between the railroad and police allowed hundreds of residents to return to their homes before it was safe.

The San Bernardino wreck, we found, was a symptom of a national hazard that claimed more lives in 2005 than in the previous 20 years combined.

Limited track

San Bernardino had escaped a disaster. Other communities were not so fortunate. Minot, N.D., and Graniteville, S.C., are still recovering from deadly chemical clouds released in train wrecks.

Nationwide, we found many tank cars that are more than 30 years old and more than half made with steel that doesn't meet the current standards, set in 1989.

We also discovered that the railroad industry and Federal Railroad Administration remain reluctant to make changes that safety officials have been seeking for years.

Our work faced the obstacle of post-9/11 official secrecy. We wanted to know what kinds and amounts of chemicals are hauled through our coverage area, principally Riverside and San Bernardino counties. Railroad companies and their state regulator, the California Public Utilities Commission, refused to release such data, arguing that a terrorist could use the information to plan an attack.

With repeated public records requests and the help of an attorney, we were able to get accident reports kept by the utilities commission.

We got an idea of the types of chemicals rolling through our region by analyzing 12 years of U.S. Department of Transportation data on hazardous materials spills. This data showed that San Bernardino County had more spills from trains than any other county in the nation.

Commodity data kept by U.S. Census Bureau provided national numbers showing that the volume of hazardous materials transported by rail had increased substantially since the 1990s. Local transportation agencies had rail traffic data showing that more and more trains are crowding onto a limited amount of track, increasing the likelihood of accidents in Southern California.

Our transportation reporter, Phil Pitchford, spent two days in the isolated desert town of Barstow, where train crews often spend the night between work shifts. He explored the train crews' view of hazardous cargo in several interviews with engineers and other railroad workers. Pitchford wrote the first draft of the main story and kept updating as the reporting evolved, a strategy that was tremendously helpful as deadline approached.

Mark Kawar, a business writer who covers railroads, worked industry, government and academic sources that provided expert commentary on increasing rail traffic and the industry's pace in making safety improvements.

General assignment reporter Ben Goad focused on the San Bernardino accident and the emergency response. He also pursued San Bernardino residents' complaints about liability waivers the railroads circulated after the derailment and evacuation. Many of the residents did not speak English and said they did not understand the documents they said they were pressured to sign.

I usually write about air pollution and other environmental issues. For this project, I focused on getting every public record I could find, including National Transportation Safety Board reports dating to the 1980s that detailed the board's repeated efforts to improve the safety of hazardous-materials shipments on trains.

We farther collaborated with Ray Carnes, a computer modeling expert with ESRI, a mapping software company based in Redlands, Calif. Using updated census tract data, he gave us a sense of how severe of catastrophic release of chlorine could be in our area. His calculations became the starting point of a "what-if ' graphic and Flash graphic.

BUNCEFIELD OIL DEPOT FIRE

2007-10-11T00:47:00.001-07:00

AT 0602 HOURS ON SUNDAY, DECEMBER 11, 2005 Hertfordshire Fire and Rescue Service Control Center received the first of more than 60 calls to an incident at the Buncefield Oil Depot. Other surrounding control centers received another 150 calls. The officer-in-charge declared a "major incident" after just eight minutes of being on the scene.

The massive explosion at the oil depot was heard some 200 miles (322 kilometers) away. The blast blew windows out of homes 2 miles (3 kilometers) away and devastated the surrounding industrial area including the total or partial collapse of numerous commercial buildings, which during the working week would have been occupied by several thousand workers. Although 43 people were hurt in the explosion, no one was seriously injured or lost their life. The most seriously injured individual spent just over two days in the hospital recovering.

The initial crews were confronted with a scene of unprecedented destruction covering several square kilometers, which has been described as the largest incident of its kind in peacetime Europe. Aside from setting fire to the oil storage tanks and causing the devastation, the blast destroyed the oil depot control center, the emergency water supply pump houses, and completely obstructed perimeter roads. The intensity of the fires meant that two of the three emergency open-water supplies were inaccessible.

The pre-planning for this site followed national guidelines and focused on the largest single tank involved in fire, with foam concentrate, emergency water supplies, and foam making equipment stored on site for immediate use by local crews. Hertfordshire crews had trained at the site using this equipment on six occasions in the last six months. On arrival, fire fighters found 20 tanks ablaze and flames were leaping 200 feet (60 meters) into the air. The thick black plume of smoke created a gigantic cloud that was easily visible on satellite pictures. The plume initially moved in a southeasterly direction from the site.

At 0720, Deputy Chief Fire Officer Mark Yates went to the scene and following a briefing took command at 0747. Over the next five days, the five Hertfordshire Principal Officers rotated the command to ensure there was always one of them at both Gold Command and the incident.Hertfordshire Resilience, which was first established as Hertfordshire Emergency Services Major Incident Committee (HESMIC) 30 years ago to facilitate multi-agency emergency planning, set up Gold Command at Hertfordshire Police's headquarters.

I attended Gold Command within the first hour of the incident. The UK emergency services and partner agencies operate a Gold, Silver, and Bronze command structure. This equates to strategic or Gold (usually away from the incident), tactical of Silver (usually command units at the scene) and operational or Bronze (frontline fire fighting or rescue). The first Police Gold meeting was held at 0800 and the first multi-agency meeting was at 0900. Gold continued to meet until the night of Thursday, December 14.

Fight the fire

The incident had to be dealt within a number of phases. First, the Incident Commander called for search-and-rescue operations in the numerous collapsed and damaged buildings in the surrounding district. A three-story office complex adjacent to the oil depot was on fire because of the blast. This necessitated eight fire engines and one aerial appliance to stay on site while the search-and-rescue operations were being conducted. At this early stage, the oil depot was considered as one sector with numerous ancillary buildings having to be searched for casualties and then water-cooling curtains being set up to protect the tanks that were not involved in fire. It was not until four days later that all persons could be finally accounted for.

Gold Command immediately started discussing the health and environmental issues surrounding the fire, including smoke-plume modeling. At one stage, this computer-based technology suggested that the smoke plume would have reached the European mainland, including France, Belgium and Luxembourg, within 24 hours.

The amount of smoke contributed to the Gold Command discussing whether to attempt to extinguish the fire or allow burning down. Health advice to residents was to "go indoors, stay in and tune in to local radio and TV announcements." The possible pollution health effects also led to the closure of 250 schools for 2 days.

This effect, the possibility that the fires could burn for up to 9 days, the effect on northern Europe and the image of the fire service not tackling a fire of this size led to the decision to actively fight the fire. Following this decision, Gold Command identified and ordered bulk foam concentrate supplies and high-volume pumps, as it was apparent that a fire of this nature was well beyond even the regional resources available. The high-volume pumps have been provided to Fire and Rescue Services via central government as part of the national resilience program.

Gas Phase Characterization of the Noncovalent Quaternary Structure of Cholera Toxin and the Cholera Toxin B Subunit Pentamer

2007-10-11T00:44:00.000-07:00

Cholera toxin (CTx) is an AB^sub 5^ cytotonic protein that has medical relevance in cholera and as a novel mucosal adjuvant. Here, we report an analysis of the noncovalent homopentameric complex of CTx B chain (CTx B^sub 5^) using electrospray ionization triple quadrupole mass spectrometry and tandem mass spectrometry and the analysis of the noncovalent hexameric holotoxin usingelectrospray ionization time-of-flight mass spectrometry over a range of pH values that correlate with those encountered by this toxin after cellular uptake. We show that noncovalent interactions within the toxin assemblies were maintained under both acidic and neutral conditions in the gas phase. However, unlike the related Escherichia coli Shiga-like toxin B^sub 5^ pentamer (SLTx B), the CTx B^sub 5^ pentamer was stable at low pH, indicating that additional interactions must be present within the latter. Structural comparison of the CTx B monomer interface reveals an additional α-helix that is absent in the SLTx B monomer. In silico energy calculations support interactions between this helix and the adjacent monomer. These data provide insight into the apparent stabilization of CTx B relative to SLTx B.

Cholera toxin (CTx), produced by toxinogenic strains of Vibrio cholerae, is a heterohexameric AB^sub 5^ protein belonging to the family of related toxins that are associated with human disease. Infection with V. cholerae can lead to an acute gastrointestinal disease resulting in toxemia and chronic diarrhea causing the loss of over 10-20 liters of body fluids per day in some cases (1) and frequently resulting in a mortality of 20-50% in untreated cases (2,3)- Indeed, there are over 200,000 reported new cases of cholera each year (4). CTx, the main toxic product produced during infection, has been characterized, along with the producing bacterium, as a potential 'biowarfare' agent by the US and UK defense agencies (5). The structure of CTx holotoxin and the CTx B pentameric subunits have been determined by means of x-ray crystallography (6-8). These studies revealed that the five B subunits (~11.6 kDa/subunit) form a doughnut-shaped ring and that the A subunit (~27.5 kDa) is composed of two distinct domains, A1 and A2. The A1-domain is responsible for the enzymatic activity of the toxin, whereas the A2-domain assists in the tethering of the A1-domian to the B subunit pentamer by inserting noncovalently into and through the central pore of the B5 complex (Fig. 1). The CTx A1 subunit is an ADP-ribosyltransferase and NAD-glycohydroIase that can modify G proteins by ADP ribosylation (9). The main intracellular target of CTx directly associated with the induction of fluid secretion is Gs, a G protein involved in the activation of the adenylate cyclase complex (10-12), although the toxin can affect numerous metabolic processes through the modification of other G proteins. Modification of Gs by CTx leads to constitutive activation of the adenylate cyclase complex and elevated intracellular cAMP levels (13-15), which in turn stimulates active chloride secretion (16-18) resulting in a severe form of secretory diarrhea.

To accomplish these intracellular changes, CTx must reach the cytosol of its target cells. CTx binds, via its B pentamer, to the glycosphingolipid GM1 ganglioside (19-21), which is present in the plasma membrane of virtually all cell types, including those cells that line the intestinal tract and certain cells associated with the control and function of the immune system (22). Binding of CTx to GM1 at the plasma membrane triggers toxin uptake and subsequent retrograde delivery of the toxin to the endoplasmic reticulum (ER) (23-28) where the A1-domain is reduced from the A2-B5 complex and then retrotranslocated across the ER membrane into the target cell cytosol where it can modify its targets (27,29-32).

In addition to the well-characterized cytotonic properties of CTx, interaction between the CTx holotoxin or the isolated BS pentamer and specific target cells can also promote signaling pathways not linked to cAMP induction or indeed to other second messenger molecules. This can lead to different immunomodulatory functions, such as mucosal adjuvant effects, depending on the target cell type (22). A key element in the diverse signaling activities of this toxin is the initial oligomerization of GM1 receptors upon binding the B-chain pentamer. This is believed to promote the recruitment of both signaling and accessory molecules into cholesterol-enriched membrane microdomains (lipid rafts) to establish and enhance signaling cascades (22,33). As such, analysis of the noncovalent interactions that promote and maintain the quaternary structure of this toxin is of fundamental importance since such interactions have significant biochemical and medical implications.

There have been relatively few reports of the analysis of CTx by mass spectrometry (MS) (34,35). An in-depth study by liquid chromatography MS (LC-MS) and LC tandem MS (LC-MS/MS) provided sequence information derived from tryptic digestion and showed that the toxin was well suited to mass spectrometric detection (35). During this previous investigation, the AB^sub 5^ holotoxin was not detected. Here, we demonstrate that the complete noncovalent assembled AB^sub 5^ holotoxin remains intact during the electrospray ionization (ESI) process and can be observed in the mass spectrum.

How To Avoid Exploitation As A Model

2007-10-10T04:40:00.000-07:00

Unfortunately every year thousands of young girls are exploited unwittingly by unscrupulous modeling agencies that are only out to make a fast buck. To avoid the pitfalls of these agencies make sure that the one you choose has a good reputation in the industry and amongst fellow models. One pointer in determining the reputability of an agency is to remember that agencies are not allowed to advertise to the public under the industry’s code of ethics, therefore if the agency you are considering is advertising for models this is not a very good sign. Agencies instead recruit their models largely through open calls, where once a week models have the opportunity to go and meet with agents.

A model may then be asked to join the agency at this meeting, but no money should be required from you at this time. When entering into a contract with the modeling agency, make sure you have a lawyer look through it before signing, and that the contract includes termination clauses for both parties. If you are chosen to work, modeling agencies should not ask for money from you upfront but rather take 20% commission off all jobs you receive. If you are asked for money before this, alarm bells should ring.

Other characteristics to look out for when choosing representation is that reputable companies will not intimidate you in any way, or pressure you to accept certain types of work. They will also not engage in sycophancy or promise that you will get work through them. These are all things that exploitative agencies are renowned for doing. If you are offered a contract by an agency, always go and discuss it with an impartial third party first before accepting anything.

Once you have found a reputable agency and have been signed, you must then make sure you are not exploited whilst out on jobs. This can be done by being vigilant at all times and being wary when asked to do things that you are not comfortable with. Make sure you protect yourself as a priority, even if it means you may lose the job. Report any suspicious clients back to the agency who may investigate them and choose not to work with them in future.

Unscrupulous agencies are very skilled at being underhand, and sometimes being exploited is unavoidable even when you think you have signed with a reputable agency. If you feel you may have been exploited contact the police immediately if you have been promised work that hasn’t materialised, or if unauthorised charges are being made to your credit card. You should also contact your credit card company to cancel the card. Other actions you should take are; contact the newspaper you saw the advertisement for the modelling agency in, and report their behaviour; record the names of the people you spoke to at the agency and what they promised you; report the business to industry services that look after the interests of models, and to the Department of Trade and Industry, to catalogue your complaint about this particular company.

How to Find a Model Agency

2007-10-10T04:38:00.001-07:00

There are thousands of agencies in the US alone not to mention foreign countries. So, where do you start?

This first depends upon your look and physical charateristics. If you meet the physical requirements discussed in Chapter One, then I would suggest that you start at the top of the modeling market and work your way down.

The Major Modeling Markets

Most of the major modeling agencies are based in large cities such as New York, Miami, Los Angeles. You can sometimes find branches of these model reps in other medium to large cities throughout the USA.

Below, you'll find links to more information on some of the top model agencies in the country and you may want to contact several of them. Just click on the link and read about each one ...

IMG
DNA
Women / Supreme
1 Management
Marilyn
Ford
Next
Elite
Trump
Vision
Major
NY Models
MC2
Wilhelmina

Any of these agencies will be able to let you know if you are modeling material but don't just accept the first "No" you hear.

A couple of examples:

Elvis Presley was turned down and told that he would never make it as a singer.

A music group was turned down by a record company because "groups using guitars were on their way out". This group was The Beatles!!

Tyra Banks was turned down by 4 out of 5 agencies and barely squeaked through the fifth door. Also turned down at one time or another were Cindy Crawford and most of the other superstars.

But, they all had one thing in common, dedication and persistence. They didn't take the first no as an insult. If you are turned down by an agency, go on to the next, and the next. Remember, it's always too soon to quit!

The biggest question I can think to ask is; "How committed are you to doing the really tough work involved to become a model?"

It's a very competitive world and only those willing to put in the hours of practice and the other time it takes to make contact after contact with model agencies will be able to work in the modeling industry.

Local Model Agencies

If you don't have the physical requirements as mentioned above or if you are more interested in pursuing modeling in your local area, don't give up. There's still hope to work as a model in a local agency.

Here are a few tips if you plan to promote yourself locally...

If you plan to promote yourself locally put together a professional portfolio and keep contacting model agencies & photographers who may need your services.

1. Set goals for what you want and keep at it.

2. Steer clear of agencies who ask for large sums of money for so-called "training" unless you feel that you just want that particular experience. There are plenty of legitimate agencies out there. You may want to try checking this page for local model agency listings in your state.

I don't have detailed information or endorse any of these agencies so you just have to pick and choose until you find the answers you are looking for.

3. Advice from consumer advocates, former (modeling) customers and ex-agency employees for avoiding modeling scams:

Avoid paying fees in advance. Legitimate agencies make their money from commissions. If you're asked to pay for extra composite cards, check out the company with the Better Business Bureau and state consumer officials.

If you are asked to sign a contract, take it home first. If they refuse, walk away.

Ask for reference lists of clients and ask what kinds of jobs the agency books.

4. Talk to other working models whenever possible. They can give you valuable insight and maybe steer you to a good agency or clients.

5. Always take someone with you when going to interviews or photo shoots. - SAFETY FIRST! I can't stress this enough!

The ideas listed above are just the beginning in your modeling career! Take your time to learn everything you can about modeling before "jumping in" and you'll have an easier time than those who don't.

How to Find a Model Agency

2007-10-10T04:38:00.000-07:00

PROGRAM ADMINISTRATORS CONFER FIRST BEST PRACTICE HONORS

2007-10-05T02:45:00.000-07:00

Three firms recognized

I don't know much about the writing trade, son. But if you're going to take it up, you'll have to give it your best.

That little bit of homespun wisdom was delivered by Daddy John Walton to his son John, Jr., in a made-for-TV movie called "The Homecoming," the precursor of "The Waltons," a celebrated television show of the 1970s. One would guess that most dedicated fathers would give that advice to their young ones at one time or another. "Whatever you do, give it your best."

The Target Markets Program Administrators Association (TMPAA), an organization dedicated to improving the image and performance of program administrators, is only five years old. But the TMPAA is already looking for the best from its 250 member organizations. For that reason, the association last year implemented its Best Practice Designation and bestowed that honor on three of its members-Distinguished Programs, The Mattei Companies and Professional Underwriters.

"One core element of the TMPAA mission is to promote excellence for this most elite segment of insurance intermediaries who are program administrators/MGAs," says Art Seifert, past president of the association. "The three agencies receiving the designation exemplify the standards we are setting for program business."

eifert adds: "Target Markets has developed a great process to evaluate the program business operations of association members who apply for this designation. We feel that participation in a Best Practice evaluation will encourage applicants to review their current level of functioning, look for greater efficiencies in the way they currently do business and, ultimately, be recognized by other program business professionals. The designation will benefit members not only through critical reviews and improvements in agency function, but through enhanced market image and product promotions."

Gregory B. Katz, deputy managing partner of the New York office for the law firm Wilson Elser, was one of the evaluators for agency members seeking the Best Practice Designation. "We used review criteria developed by Target Markets in order to evaluate program business operations in various areas," Katz says. "The results of the evaluation were then submitted to a Target markets review panel for final determination on granting the Designation. The checklist included: use of technology, checks and balances, internal quality control, claims handling (where appropriate), document retention, training and supervising underwriters, low turnover and other quality control measures. The evaluation criteria were sent to the program administrators prior to the on-site evaluation."

Katz went on to say: "Wilson Elser is excited about this opportunity to assist Target Markets with this initiative. Our firm is uniquely qualified to conduct the required on-site evaluation, given our experience in this area and years of experience representing MGAs and insurance carriers. We are very cognizant of the confidentiality issues involved in this process and have carefully constructed a process that addresses this issue."

Jeremy Hitzig, CEO of the New York-based Distinguished Programs, says that he and his staff are very gratified to have received the Best Practice Designation. "Our agency was excited about the possibility of demonstrating the systems and controls developed to run a successful program," he says. "The evaluation provided us the opportunity to reevaluate our operation and look for additional efficiencies. Given the growing industry status of the TMPAA, earning this Best Practice Designation is also a good investment in our business. With our focus on the real estate industry, we have instituted controls for catastrophe modeling, predictive modeling and the use of technology. We have quick turnaround in quotes and policy issuance and, overall, we use technology to provide better services for our customers."

John Solari of Professional Underwriters explains that his agency is focused on public entities. "There are many MGAs out there who deal with a variety of classes of business. We believe that our focus on public entities has allowed us to develop expertise in responsible underwriting and risk control for this market. We have 42 individuals in our agency and expect to put on more people in 2007. All of our people are specialists in the public entity market. We are very happy to have received the Best Practice designation."

Richard Mattei, CEO of The Mattei Companies, says that the evaluation process for the Best Practice Designation was a confirmation that his company has taken the right steps to develop an efficient, well-run operation. "This designation is a testament to our staff that deserves the credit for the award," he says. The Mattei Companies is based in Seattle and has programs for agribusiness, forest products, wholesale distributors, moving and storage, waste haulers and Alaska Commercial Insurance.

David Jordan, senior vice president of AIG Programs, praised the new TMPAA Best Practice Designation. "Recognizing the expertise of program specialists and acknowledging the administrators who run 'Best in Class' program operations is an important function for the association," he said. "The Best Practice Designation raises the bar for the program business segment of the industry. Target Markets has become a considerable force in this business segment, which is why we have been strong advocates for and a member of the group since its inception in 2001."

Does political democracy enhance human development in developing countries? A cross-national analysis

2007-10-05T02:40:00.000-07:00

"HUMAN DEVELOPMENT" (HD) HAS BECOME THE NEW BUZZWORD in the development literature during the last quarter-century and is now the professed aim of some prominent development agencies. In the not too distant past, quantitative economic growth was the sole desideratum of developing nations, but "human development" encompasses more than mere material growth. The United Nations Development Program (UNDP), arguably one of the most influential advocates of the new agenda for "quality of growth," has defined HD as "creating an environment in which people can develop their full potential and lead productive, creative lives in accord with their needs and interests" (UNDP 2001: 9). Sen (1998) elaborates the idea of HD by stressing the increased possibilities for people to lead freer and more fulfilling lives; it is, according to Sen, allowing individuals to "flourish as human beings" (1998: 734). (1) This broader view of development emphasizes opportunity improvement in the dimensions of education, health, and civil participation rather than annual flow of goods and services at market prices (Sen 1996; Streeten 2000; Thomas et al. 2000). Advocates of HD claim that it has the added benefit of generating positive social externalities that can, in turn, help boost economic development. For example, social cohesion, strong civil participation, and more equitable distribution of income are expected to increase with HD.

This study thus conducts a standard cross-national research to empirically test the hypothesis that political democracy improves HD. Compared to previous research designs, this study involves more countries in the analysis, uses a wider variety of HD measures, and compares the impact on HD of recently developed democracy measures with that of economic and government factors in DCs.

THE LITERATURE HAS PROPOSED THE HYPOTHESIS that political democracies influence HD. From the resources redistributive perspective, it is frequently argued that when the general population is allowed to vote, the government tends to redistribute public resources toward the consumption of the general population. That is, low-paid workers and the poor are more likely to benefit from a government that "responds." In perhaps the most authoritative definition of democracy, Lipset (1981: 27) defines democracy as "a political system which supplies regular constitutional opportunities for changing the governing officials, and a social mechanism which permits the largest possible part of the population to influence major decisions by choosing among contenders for political office." In this political system, majority rule allows the general population to exert its political influence, and consequently to enhance its social and economic welfare. The accountability of the government to the people derives from a power distribution structure that tilts favorably toward the masses.

Contrasting with Lipset's focus on civil participation in a democracy, Olson contended that a democracy tends to constrain the redistributional behavior of the ruling group. Because public resources (as well as the income difference between the ruling majority and the ruled minority) are maintained by collecting more taxes, the dominant majority in a democracy tends to "limit the dead-weight losses it imposes on society because it bears a substantial proportion of these losses" (McGuire and Olsen 1996: 86). Since the individual rights of the members among the majority (not exclusively the working class) are asserted in the first place, the state necessarily refrains from capturing enormous returns in the markets (Olson 2000: 192). In contrast, an autocracy, namely, government by an absolute ruler or a small elite, has an incentive to adopt a very short-term perspective and limit redistribution to itself.

Exploring the Intra-Metropolitan Dynamics of the London Office Market

2007-09-21T03:09:00.000-07:00

This paper explores the relationships between key sub-markets in the Central London office market. The paper models the intra-metropolitan dynamics and examines how sub-markets influence and impact upon one another. Set within a rent adjustment framework, the modeling approach highlights the key linkages and allows a broader examination of the overall dynamics of the London office market. The results highlight the position of the West End as the prime submarket within Central London and also the impact of the development of the Docklands submarket on the Central London office market.

Previous examinations of office market dynamics have tended to concentrate on either national or metropolitan markets. However, many metropolitan markets contain distinct submarkets that may behave in a fragmented manner. Fragmentation can be of two types. The first is spatial fragmentation that refers to locational features. The second is structural fragmentation, whereby differences occur due to property specific issues. While a number of papers have in recent years examined submarket behavior, the majority contain purely descriptive statistics or have analyzed submarket dynamics within a hedonic framework. Fuerst (2005), for example, examines submarket dynamics in the New York market in a hedonic framework. The current paper relies upon a different approach and one that does not require the use of individual property data and a hedonic modeling approach. The model adopted is an extension of the Hendershott, MacGregor, and Tse (2002) errorcorrection specification of a rental adjustment process and is empirically tested using data from the London office market. The model allows the incorporation of disequilibrium in other submarkets into the rent adjustment process for each of the submarkets in term.

The London market is of interest for a number of reasons. First, it is one of the largest office markets globally, both in terms of square footage and also in investment terms. second, the market also contains a number of distinct submarkets. Third, in the development of the docklands office market in the early 1990s, it is an example of a major market that has witnessed substantial structural change with the potential to observe impacts upon submarkets across the city. Existing studies of the London market have, however, examined either the overall metropolitan market (Wheaton, Torto, and Evans, 1997) or the specific City of London market (Hendershott, Lizieri, and Matysiak, 1999 and Stevenson and McGrath, 2003). However, as already noted, London contains a number of quite distinct sub-markets. The two primary submarkets in central London are the City of London and the West End. In addition, there are two smaller submarkets: Midtown and the docklands market. London's submarkets are also key examples of where spatial and structural forms of fragmentation are hard to separate. These differences relate both to tenant mix and to property specific issues relating to office specifications. These can come through in terms of divergences in the dynamics of the different markets as Jackson, Stevenson, and Watkins (2006) illustrate between the City and West End markets. The current paper, however, concentrates on the pure market interaction effects. The remainder of the paper is laid out as follows. First, there is a presentation of the modeling framework used in this paper. Next, the empirical findings are discussed. Finally, the paper closes with concluding comments.

The lagged residual from the long-run log-level model acts as a measure of the divergence of the rent from its long-term equilibrium. While this reduced form model is highly useful in the examination of single markets, it may be problematic to use in the context of markets with multiple distinct office markets that may influence each other. In the context of the current study, it would be dubious to solely examine a single submarket within London without attention being placed on the interactions present. While these interactions will naturally influence variables such as the effective rent and vacancy rate, the proposed model allows an explicit examination of the reaction to disequilibrium in other submarkets. A key example that will be examined concerns the impact of the development of the docklands market and its impact on the City of London market. The innovation in the current paper that allows for the examination of multiple submarkets within a single framework and leads to the incorporation of pricing issues in other markets is based on recent work in a housing context by McQuinn (2004). The long-run model is estimated for each of the four submarkets in Central London: the City, West End, Midtown, and Docklands. However, in the error-correction specification rather than just include the errorcorrection term from the appropriate submarket, the model is extended to include multiple errorcorrection terms. For example, in the specification for the West End, the error-correction terms for the City, Midtown, and Docklands markets are also included in the estimation.

The results from the initial short-term errorcorrection model are reported in Exhibit 3. A number of issues are worth noting. The first is in respects similar to those noted concerning the implied elasticities obtained from the long-run model in that there are notable differences between the West End and Midtown markets on the one hand and the City and Docklands markets on the other. For the West End and Midtown markets, the majority of the coefficients are both of the anticipated sign and significant, the exceptions being the employment variable for Midtown and the error-correction term for the West End. Legal firms occupy a large proportion of the Midtown market and it is therefore perhaps not surprising that it is less sensitive to general movements in service employment. The lack of significance with regard to the West End's error-correction term is again perhaps indicative of its position as the prime office market in London and the spatial constraints within that submarket. In contrast to these findings, the results for the City and Docklands markets are to some extent disappointing in terms of the significance of the variables. In the City market, only the error-correction term is significant, while for the Docklands market the employment variable is significant together with its disequilibrium term. These findings may be due to both markets effectively chasing the same potential tenants and the impact of the supply shock that occurred as the Docklands market developed. The fact that both submarkets have significant error-correction terms highlights the divergences from long-run equilibrium during the period under examination. This is understandable as the time period studied covers the rise of the Docklands.

The results for the augmented error-correction models with the inclusion of the additional ECM terms are reported in Exhibit 4. The only difference in the reported coefficients for employment, vacancy, and stock is that the employment variable for the Docklands market is no longer significant at conventional levels. The main interest is with the results obtained for the different errorcorrection terms. In each case at least one of the terms from another submarket is significant, highlighting the potential usefulness of such an approach. The results also reveal possibly interesting patterns in the dynamics. The City market's term has a significant impact in each case. This implies that the disequilibrium observed within the City market had a significant impact on each of the other submarkets. This in all likelihood highlights its importance and also its relative size within the overall central London market. Given these factors, the City is often seen as a barometer of how London itself is doing. In contrast to the initial model, the West End's term is significant when the West End itself is modeled. However, the lack of significance of the West End's ECM term in relation to the Midtown market is perhaps surprising, given that the two are spatially contiguous. However, differences in tenant mix may explain this finding. The results with regard to the Midtown market are in line with expectations given its relative size.

A new software product is forthcoming to help highway agencies and others evaluate portland cement concrete as a viable alternative for pavement overl

2007-09-21T03:05:00.000-07:00

Mending deteriorated asphalt pavements with portland cement concrete is a familiar technology Highway engineers used whitetopping--concrete overlays placed on top of asphalt--as early as 1918. Offering benefits that include long life and superior bonding to underlying material, whitetopping overlays grew in popularity through the mid-1970s, and ultra-thin whitetopping burst onto the scene in the early 1990s. Until recently, however, pavement engineers had no one clear resource or set of guidelines that they could refer to when determining where, when, or how to use whitetopping as a pavement option.

In 2001, to fill this knowledge void and help validate whitetopping as a viable alternative, the Austin, TX-based transportation engineering firm, The Transtec Group, developed design, construction, and rehabilitation guidelines for whitetopping. Capitalizing on state-of-the-art computer modeling technologies, the firm is developing a Windows [R]-based software that pavement practitioners can use to analyze and compare different whitetopping strategies. Balancing cutting-edge research, field-tested best practices, and construction and traffic restraints with economics, the project team's goal is to help make whitetopping a more competitive alternative for roadway construction and rehabilitation projects. By June 2002, the white- topping software was nearing the beta testing stage.

"Conventional and ultra-thin whitetopping overlays are based on two different technologies and bonding interactions," Mack says. "The computer program will bridge the gap between ultra-thin and conventional whitetopping, enabling pavement engineers to design whitetopping overlays effectively for any road application from residential streets to high-volume interstates."

With the whitetopping software, pavement practitioners will be able to analyze all three whitetopping applications-ultra-thin, thin, and conventional. The software will help construction and materials engineers, construction supervisors, and contractors produce more effective concrete mixtures, pavements, specifications, and repairs using whitetopping overlays. The product will help engineers choose the proper overlay thickness, joint spacing, and the optimum surface preparation.

A virtual bible for all things whitetopping, the software demonstrates the inherent value of approaching the world of whitetopping through a systems approach. Rather than view the processes of white-topping design, construction, and rehabilitation as independent sets of procedures--which easily could have led to authoring three different sets of guidelines--the software developers elected to employ a systems approach to the project.

By integrating all three sets of procedures into one unified software program, the project team created a practical and reliable one-stop-shop That will enable State highway agencies, contractors and pavement designers to design and build-white topping overlays efficiently, based on the best data on materials, cost, and safety available in the industry.

Highway engineers used a similar approach when developing the original philosophy behind the asphalt industry's Superpave[TM], which combines, three distinct components--binder specification mix design, and performance prediction testing--into one comprehensive system.

"The whitetopping software will be for the concrete industry what Superpave[TM] is' for the asphalt industry," Bob Risser, executive director of the Michigan Concrete Paving Association, says. "But more than just a set of design principles, the white-topping software will provide a usable tool that highway agencies can use on a daily basis to explore pavement overlay alternatives."

Highway engineers traditionally perceive portland cement concrete pavements as an option for new construction only, primarily for heavy-duty pavements. But for pavement rehabilitation, agencies generally view hot-mix asphalt (HMA) overlays as the first option, regardless of the existing pavement structure. HMA overlay designs, however, are not usually as robust as concrete. Economics and construction restraints often drive the design of HMA overlays, resulting in typical thicknesses of 10 to 15 centimeters (4 to 6 inches), independent of the design procedure. Many agencies regard an HMA overlay as an intermediate fix before major rehabilitation or reconstruction is required. In many cases, the length of service is expressed as a minimum requirement but not geared to any type of service-related distress.

The team established an additional expert advisory group, the Whitetopping Internal Technical Advisory Panel. Composed of representatives from the Colorado, Michigan, and Texas highway departments and the concrete paving industry, the panel provided invaluable consultation in shaping the beta version of the software into a user-friendly format that could be implemented readily in their home States and beyond.

Bob Risser, with the Michigan Concrete Paving Association, was a member of this panel. "The goal that [the software developers] had all along was that the tool would be usable by engineers on an everyday basis;' Risser says. "We were the reality check for the Ph.D.s."

Anticipating value in using both synthetic and steel fibers in whitetopping concrete, the project team's second objective involved partnering with Synthetic Industries, Inc., and Master Builders, Inc., to investigate the effects of using fiber reinforcement in whitetopping concrete.

Developing the Design Procedure

Using the best available technologies, Dr. George Chang led the team of software developers in creating a product that integrates environmental, material, traffic, pavement response, pavement distress, and economic (life-cycle cost) modeling. Carefully coded and thoroughly tested, the end result is an accurate and practical software application that makes performance predictions possible.

Environmental modeling in the whitetopping software uses pavement profile temperature models based on technology similar to that used in FHWA's HIPERPAV system. (See "Paving the Way" on page 20.) By employing finite-difference methods--mathematical procedures that determine the stress deformation in a system such as whitetopping--the team could correct some of the mistakes common to pavement temperature methods used in the past. The developers tested and validated the environmental model extensively, using field data.

The material models include ones for concrete, HMA, subbase, and subgrade materials. The team developed a number of concrete property conversion modules to maximize the practical side of the software, allowing the user to correlate various types of concrete strengths and moduli. The HMA model selected for the software includes an innovative damage-adjusted modulus model in addition to a sophisticated model to consider traffic speed, asphalt binder type, and aging. The soils model includes a modulus estimation tool that enables users to enter a value back-calculated from falling weight deflectometer data--which provides data on a pavement's response to dynamic wheel loads--or even just the soil classification.

The traffic model includes a convenient tool to convert equivalent single-axle loads to axle load spectra, which corresponds with the upcoming American Association of State Highway and Transportation Officials' 2002 Design Guide. The response and distress models also include state-of-the-art methods such as finite element modeling.

To meet the varying demands of the users, the whitetopping software provides a range of analysis levels that enable users to run the program at one of three different speeds. As a result, the software can serve as a planning tool, a day-to-day analysis tool, and as a final design tool.

Ice Cube Tray exercise

2007-09-11T05:41:00.000-07:00

Decisions made over the next five years to launch, cancel, or curtail U.S. programs will determine positioning, navigation, and timing (PNT) capabilities over the next twenty years--how the picture will look in 2025. In this context, it's important to take a strategic outlook, to see if a more effective overall system could be had for the same or even perhaps less cost.

Preliminary results of the National PNT Architecture drew some pointed feedback from a group of high-level stakeholders gathered at a Cambridge, Massachusetts, meeting in late April, hosted by the National Security Space Office (NSSO) and the Departent of Transportation's Research and Innovative Technology Administration (RITA).

The purpose of the PNT Architecture is not to design programs, but to gain understanding of higher-level issues and set down principles by which programs may then be designed--and to ensure that decisions on individual programs are not taken piecemeal, but in the context of a larger vision.

The centerpiece of the exercise appears in the PNT User Perspectives 2025, aka the Ice Cube Tray.

For each cube, participants identified current or potential gaps in fulfililng perceived user needs in accuracy, availability, coverage, continuity, integrity, timeliness, and security. For each gap, which cube has that problem, who are the users living there, why do they have that problem, what is their need, what solutions are possible? Which are feasible? What fits within an overall architecture?

The gaps largely fall under the following categories, according to the military's PNT Joint Capabilities Document, with additions and modifications from parallel civil community documents and discussions:

* Physically impeded environments

* Electromagnetically impeded environments

* Higher accuracy with integrity

* Hazardously misleading information (integrity)

* High altitude/space position and orientation

* Geospatial information: access to improved GIS data

* Insufficient modeling capability

PNT architect-participants scored, for each cube, how six representative architectures might bridge or mitigate gaps. These six future combinations of PNT technologies are: evolved baseline (few changes from current); dependent terrestrial; combined GNSS constellations; network aiding of GNSS; aided autonomous sensors and aiding sources; and highly autonomous. Evaluating factors included adaptability, interoperability, robustness, and sustainability.

Many marathon sessions and more than 6,000 stakeholder scores and comments were consolidated to identify insights and features. A three-month assessment period has begun, with a report expected in the July timeframe, with recommendations, guidance, and decision criteria.

Findings. Among the preliminary findings of the analysis and assessment phase of the Architecture study:

* Demand for assured PNT in RF impeded environments (interference and obscuration) will increase;

* Current GPS-centric architecture could be significantly altered by emergence of networked or autonomous PNT systems;

* Higher power is one way to address impeded environment, but must consider implications of raising the noise floor;

* Combined GNSS has the potential to provide improved accuracy and integrity; but the U.S. must maintain sufficient stand-alone global capability to support military operations;

* Low-frequency RF-based systems are not sufficiently accurate to meet most-stressing positioning needs.

Ponderables. Some of the architecture-level questions (27 total) considered in this exercise include:

* What requirements should be apportioned to basic GPS: which to augmentations, and which to user equipment?

* How can terrestrial/augmentation systems best make up GNSS shortfalls?

* What international agreements are most important in protecting U.S. national security and the economy?

* How can we better embrace commercial industry and academia, since they are often a driving force for innovation and change?

* How do we protect the spectrum, nationally and internationally?

Feedback. Stakeholders from both government and industry (Boeing, Lockheed Martin, Navcom Technology, Omnistar, and the U.S. Data Grid) at the April workshop commented:

* The communications world (now fully digital) versus the GPS world (analog): how should we factor in the migration to software-defined (and software-redefineable) radio architecture? Are software-defined receivers a disruptive technology? Do they enable, or limit, because everyone has to have one?

* Some federal agencies' policies inhibit innovation and use of latest technologies. And yet the federal government is one of, if not the biggest user of PNT

* A stable government policy may bring inhibition or stagnation--but it also provides an environment for investment and innovation by industry. Flexibility in public policy is not necessarily good for industry.

Software provides security information and event management

2007-09-11T05:39:00.000-07:00

ArcSight ESM v4.0 offers single view into all events across enterprise infrastructures and associates those events to users that cause them, enabling intelligent identification, prioritization, and response to external security threats, insider threats, and compliance breaches. Data security software also includes asset management capability and scalability in support of modeling networks, environments, and applications.

London, UK - 22nd May 2007 - ArcSight, Inc. today announced the availability ArcSight ESM 4.0, a next generation platform that dramatically changes the definition of Security Information and Event Management (SIEM) technology. This new release extends ArcSight's flagship ESM platform way beyond security monitoring, by providing the industry's first integrated identity and role-based correlation capabilities, adding the "who" to the what, when, where and why scenario that is integral for establishing effective business risk protection.

With this new capability, ArcSight ESM 4.0 provides a single view into all events across a multitude of enterprise infrastructures and associates those events to the users that cause them, enabling intelligent identification, prioritisation and response to external security threats, insider threats and compliance breaches.

ArcSight ESM 4.0 introduces major improvements to asset management capability and scalability in support of modelling networks, environments, and applications on a mega enterprise scale. The enhanced scalability reinforces the platform's inherent enterprise-class capabilities. Most large organisations manage over hundreds of thousands of assets and collect millions of events per day. ArcSight delivers a solution designed to handle these enterprise requirements by supporting management of one million assets, including vulnerabilities, applications, and owners.

"Data itself doesn't create security breaches, people do," said Hugh Njemanze, CTO and Executive Vice President of Research and Development, ArcSight. "Without the ability to combine identity and role data with information from technology solutions, businesses are missing a key piece of intelligence. With the addition of this capability to ArcSight ESM, we're adding a new level of understanding of business risk intelligence."

Leveraging the new capabilities of ArcSight ESM 4.0, the company is also releasing a new version of its Sarbanes-Oxley compliance application providing customers with proactive compliance functionality and an instant baseline to demonstrate compliance over a historical period of time. This new solution extends compliance capabilities to a business process whereby violations are quickly identified and remediated.

"ArcSight ESM 4.0 has given our customers a deeper understanding of their business, protecting them against internal and external threat, as well as compliance breaches," said Dusty Wince, CEO at KCG. "The ability to identify relationships between people and network and security events provides a more complete view of any given situation, allowing customers to prioritise incidents and respond faster, and with greater accuracy."

In a recent report, Forrester Research outlined the top reasons enterprises are investing in SIEM products. Among them was the ability to obtain a comprehensive view into the organisation's enterprise security posture for legislative and regulatory mandates. The report also highlighted the need for CISOs and CIOs to identify information that ties back to a specific person: "Security teams are looking to integrate more information about the identity of IT users, so security teams can: 1) map issues back to specific users rather than just devices and 2) get alerted to policy violations by users that cannot be prevented easily by access control." ("The Forrester Wave: Enterprise Security Information Management, Q4 2006", December 2006.)

ArcSight is extending its core capabilities beyond security and compliance to include areas that enable customers to optimise several core business functions such as detecting business process integrity and fraud, and ensuring segregation of duties policies are adhered to. The new capabilities in ArcSight ESM 4.0 help companies make better decisions and protect their businesses:

Identity and Role Correlation

New Identity Correlation capabilities enable full automation of various security controls that interpret how an event relates to an organisation's business, and correlates the event activity to individuals in real time. Most identity integration mechanisms only track the events that contain user information or those that touch identity related systems. Leveraging ArcSight ESM 4.0, customers can readily determine the significance of an event; who is associated with the event; and what the person's role is in the organisation.

Working in tandem, Role Correlation identifies violations of business processes or compliance with policies, and compares the action of an individual with their business role and organisation membership.

Noble Resolve—a coordinated, decisive response for critical mission planning

2007-09-11T05:38:00.000-07:00

The variety and number of domestic and military operational roles the Defense Department fulfills in today's uncertain environment require mission rehearsals with civil authorities and an astonishing number of government and non-government agencies.

Noble Resolve can help. Noble Resolve is a U.S. Joint Forces Command (USJFCOM) campaign plan designed to enhance homeland defense and improve military support to civil authorities for quick and decisive action in the event of natural or manmade disasters.

The aim of Noble Resolve is to develop solutions for U.S. agencies and organizations to use to deter, prevent and defeat threats and aggression aimed at the United States, its territories and interests.

Supported by U.S. Northern Command (NORTHCOM), Noble Resolve is the first of what will be a series of experiments held over a number of years on this theme. USJFCOM's Joint Innovation and Experimentation Directorate (J9) manages Noble Resolve experimentation.

According to Rear Adm. James Winnefeld, J9 director, more than 125 people from across the United States and multinational participants, including Canada, Germany, Singapore, Finland, Sweden, and others, came together in the weeklong event. USJFCOM collaborated with the U.S. Transportation Command and other federal agencies, such as the Department of Homeland Security, the FBI and Customs and Border Protection. In this event, JFCOM teamed with the commonwealth of Virginia and, in a later phase, Oregon will be added.

Winnefeld discussed Noble Resolve with members of media April 26, emphasizing that it was important to understand how crucial the exercise was to understanding and planning the Department of Defense role in effectively assisting civil authorities. Referring to current disaster relief capabilities, Winnefeld said that organizations at every level need to improve disaster response methods and that JFCOM is eager to assist.

Virginia's General Assembly passed legislation in 2005 that required the governor to establish a multi-agency intelligence center to receive and coordinate information related to terrorism and other hazards. Because JFCOM is located in Virginia, working with the commonwealth and its agencies is a logical choice and saves taxpayer dollars, Winnefeld said.

The timing was especially good because the commonwealth was simultaneously conducting an exercise in conjunction with the Army, called the Virginia Emergency Response Team Exercise, or VERTEX, centrally managed at the Virginia Fusion Center, located in the Virginia State Police Combined Headquarters in suburban Richmond.

"We are working with the Fusion Center carefully. We are helping them with nodal analysis tools to help them understand where their communications seams might be. We are trying to stay out of their way. They are running an exercise, and we don't want to be viewed as the 100-pound gorilla muscling in trying to run their experiment for them," Winnefeld said.

Results from the exercise will be analyzed and become an after action report that will then be sent to all participants, as well as Virginia officials, including Gov. Tim Kaine and mayors of the cities in Hampton Roads, said Winnefeld. However, a quick look report will be distributed to participants within 30 days of the conclusion of the experiment.

The Fusion Center, run by the Virginia State Police Criminal Intelligence Division, provides criminal intelligence and technical support to local, state and federal law enforcement agencies. The center's role in Noble Resolve was to coordinate the flow of information during Virginia's response to the scenario and allow the various federal, state and local entities involved to get a clear picture of what was happening. These included firefighters and police officers from the Tidewater area, who worked with agencies all the way up to the national strategic level.

Those partners include Virginia's Department of Fire Programs and Department of Health. Other state and local agencies, like the Virginia Port Authority, connect to the Fusion Center from their own offices, feeding up-to-date information into the system. Some of these tools have nationwide applicability to other states' Emergency Operations Centers and local municipalities, according to Winnefeld.

"Norfolk Mayor Paul Fraim was in here this morning and he was interested in getting some of the tools into his hands instantly so that he can apply them to some of the problems Norfolk might have. We had folks from Hampton here that were interested in the same things," Winnefeld said.

Because homeland security threats cut across the interests of many government and public agencies, the Defense Threat Reduction Agency, Naval Criminal Investigative Service, National Guard and even the Maersk shipping line, based in Norfolk Va., participated. Maersk was helpful in showing its capabilities for maritime domain awareness, Winnefeld said.

On a tour of the experimentation cells, Winnefeld and Dave Ozolek, executive director of JFCOM's Joint Futures Laboratory, and other exercise coordinators, explained the dimensions of the exercise by demonstrating some of the technology used in the experiments. It's difficult to create a sense of excitement observing rooms full of people staring at computer screens, but Winnefeld and Ozolek succeeded by their enthusiasm and knowledge of the technological innovations they demonstrated.

www.it-umbrella.navy.mil

2007-09-07T05:00:00.000-07:00

The Enterprise Software Initiative (ESI) is a Department of Defense (DoD) initiative to streamline the acquisition process and provide best-priced, standards-compliant information technology (IT). The ESI is a business discipline used to coordinate multiple IT investments and leverage the buying power of the government for commercial IT products and services. By consolidating IT requirements and negotiating Enterprise Agreements with software vendors, the DoD realizes significant Total Cost of Ownership (TCO) savings in IT acquisition and maintenance. The goal is to develop and implement a process to identify, acquire, distribute and manage IT from the enterprise level.

In September 2001, the ESI was approved as a "quick hit" initiative under the DoD Business Initiative Council (BIC). Under the BIC, the ESI will become the bench-mark acquisition strategy for the licensing of commercial software and will ex-tend a Software Asset Management Framework across the DoD. Additionally, the ESI was incorporated into the Defense Federal Acquisition Regulation Supplement (DFARS) Section 208.74 on Oct. 25, 2002, and DoD Instruction 500.2 in May 2003.

Unless otherwise stated authorized ESI users include all DoD components, and their employees including Reserve component (Guard and Reserve) and the U.S. Coast Guard mobilized or attached to DoD; other government employees assigned to and working with DoD; non-appropriated funds instrumentalities such as NAFI employees; Intelligence Community (IC) covered organizations to include all DoD Intel System member organizations and employees, but not the CIA nor other IC employees unless they are assigned to and working with DoD organizations; DoD contractors authorized in accordance with the FAR; and authorized Foreign Military Sales.

A picture is worth a thousand lives

2007-09-07T04:59:00.000-07:00

We've all seen the images of Hurricane Katrina's destruction--flooded streets, destroyed homes, shattered families. It's these same images that are helping rebuild the lives of our fellow Americans in the Gulf Coast.

More than 1,600 United States Army Corps of Engineers (USACE) employees are supporting the Federal Emergency Management Agency (FEMA) and other state, federal, and volunteer agencies in the recovery efforts throughout Mississippi and Louisiana (see Figure 1). But before the recovery efforts could begin, the region needed to be mapped out. The hurricane had blown away most of the street signs, so rescue and recovery teams had no idea what streets they were on.

USACE uses a geographic information system (GIS)--a computer-based information system and analytical tool--to create the necessary maps. According to one of the three USACE action officers who are responsible for deploying and managing GIS teams throughout the disaster region, the GIS takes data from various sources--including aerial photography, flood zones, and demographic data--and combines these layers of information in various ways as overlays to perform spatial analysis and produce a map that depicts the results of that analysis.

USACE uses GIS images in performing the following recovery efforts:

* Assessing post-disaster damage. To assess damage, maps are created of the entire region. First, aerial photos are taken of the region and then are laid over geographic coordinates. This information is brought into a computer mapping system to create a map.

* Rescuing and recovering. The GIS teams gather data on where hurricane victims are located and feed this information into the GIS database. This data is combined with the aerial photography and other geographic data to produce maps that search-and-rescue workers can use to locate and recover stranded individuals.

* Building temporary homes. Temporary housing is only allowed to be developed on land that is not prone to flooding, is safe, and is in the proximity of services such as hospitals and schools. Data on the flood zones is combined with other data types to produce maps that show the best locations for temporary housing.

* Removing debris. The GIS maps show engineers where debris is located. Engineers can calculate how much debris there is from these maps and determine how much it would cost to remove it. These maps also show where the land is clear. Clear land is needed for "staging areas" to hold the equipment that will be used to remove the debris. In addition, GIS maps show engineers the optimal routes for removing and transporting the debris.

* Pumping floodwater. The GIS can perform three-dimensional (3-D) analysis and modeling that shows how long it will take for floodwaters to subside, using different rates of pumping. In addition, GIS teams in the field can provide data about where pump stations are located and which ones are working and not working. This data was used to help calculate how long it would take to pump water out of the region.

* Identifying impacted communities. The GIS can be used to create demographic maps that identify what economic and racial groups are impacted the most. These maps are created by combining hurricane path data with the aerial images, wind speed data, and census data (see Figure 2). These maps are used by various groups involved in the rescue-and-recovery efforts, including the American Red Cross.

GIS mapping is one of several tasks that must be initiated immediately when acting on a disaster relief situation. Communicate, coordinate, and cooperate are the three essential Cs for getting things going and accomplishing what is needed in a short amount of time in disaster situations. Following are suggestions for engineers who are faced with initiating a disaster relief mission:

* Plan ahead. Have a strategy in place before a disaster occurs.

* Create a team of diversified specialists. Many of the GIS team members are non-GIS specialists who come from other disciplines. These other additional skills can combine to meet the many needs during a disaster.

* Organize and utilize available resources. USACE needed to take aerial photography of the disaster and was able to immediately call on a contractor to perform that work.

* Keep lines of communication open. USACE worked closely with other agencies, and the working relationship was great, due to their frequent communication. One GIS team leader had two teleconference meetings with FEMA and other federal and state agencies daily.

There are a variety of ways that the GIS can be used to help support disaster missions. A picture is worth a thousand words, and if that picture has a lot of useful information on it, people can relate to it.

Dr. Castagna is a technical writer/editor for the United States Army Corps of Engineers, New York District. She writes about the district's diversified civil and military projects and studies and has been published in more than 50 national and international publications. In 2004, her writing received accolades from the Department of the Army.

BioSense: implementation of a national early event detection and situational awareness system

2007-09-06T06:23:00.001-07:00

BioSense is a CDC initiative to support enhanced early detection, quantification, and localization of possible biologic terrorism attacks and other events of public health concern on a national level. The goals of the BioSense initiative are to advance early detection by providing the standards, infrastructure, and data acquisition for near real-time reporting, analytic evaluation and implementation, and early event detection support for state and local public health officials. BioSense collects and analyzes Department of Defense and Department of Veterans Affairs ambulatory clinical diagnoses and procedures and Laboratory Corporation of America laboratory-test orders. The application summarizes and presents analytical results and data visualizations by source, day, and syndrome for each ZIP code, state, and metropolitan area through maps, graphs, and tables. An initial proof of a concept evaluation project was conducted before the system was made available to state and local users in April 2004. User recruitment involved identifying and training BioSense administrators and users from state and local health departments. User support has been an essential component of the implementation and enhancement process. CDC initiated the BioIntelligence Center (BIC) in June 2004 to conduct internal monitoring of BioSense national data daily. BIC staff have supported state and local system monitoring, conducted data anomaly inquiries, and communicated with state and local public health officials. Substantial investments will be made in providing regional, state, and local data for early event detection and situational awareness, test beds for data and algorithm evaluation, detection algorithm development, and data management technologies, while maintaining the focus on state and local public health needs.

The BioSense Initiative

BioSense is a CDC initiative to support enhanced early detection and situational awareness for possible biologic terrorism attacks and other events of public health concern on a national level. It is the primary early event detection component of CDC's Public Health Information Network (1). BioSense Initiative goals include the advancement of analytics for pre-diagnostic and diagnostic data; collaboration with state, local, and regional systems to provide data in near-real time; increased sharing of approaches and technology among federal, state, and local levels of public health; and the promotion of national standards and specifications to ensure integration with other public health systems (2).

The BioSense software application and the BioIntelligence Center (BIC) are two key components of CDC's BioSense Initiative. The BioSense application is an Internet-based software system for collecting, analyzing, and visualizing data reported to BioSense. Since June 2004, BIC has conducted monitoring and investigation of BioSense national data daily and supports state and local system monitoring and data anomaly investigations. Although the BioSense Initiative involves broader activities in the public health context, this report is primarily focuses on surveillance use of the BioSense application.

The BioSense Application

Overview

The purpose of the BioSense application is to provide early event detection and situational awareness critical for biologic terrorism surveillance and routine public health event management. BioSense uses near-real time reporting of health data, performing analysis and data visualization techniques on diagnostic and pre-diagnostic electronic data sources and providing the results to state and local public health departments for use in detecting and characterizing events of potential public health importance. BioSense summarizes and presents analytical results and data visualizations by source, day, and syndrome for each state and metropolitan area (MRA) through maps, graphs, and tables. States and MRA jurisdictions are defined by a set of ZIP codes.

Data Sources

BioSense has implemented three national data sources: Department of Defense (DoD) Military Treatment Facilities, Department of Veterans Affairs (VA) treatment facilities, and Laboratory Corporation of American (LabCorp[R]) test orders. Approximately 700 DoD and 1,100 VA medical facilities report data to BioSense (3,4). LabCorp operates a nationwide network of 31 primary testing locations and more than 1,100 patient service centers (5). Data are received and analyzed daily and historical data are available; DoD data have been collected since May 2003; VA, December 2003; and LabCorp, June 2004. Since October 2004, the average number of daily records received for DoD has been 98,000; VA, 151,800; and LabCorp, 137,600. Both DoD and VA provide ambulatory-care data in the form of International Classification of Diseases, Ninth Revision, Clinical Modification (ICD-9-CM) diagnosis codes and current procedural terminology (CPT[R]) medical procedure codes. LabCorp provides test orders and ICD-9-CM codes associated with the reason for the orders. All data sources include additional information with each record (e.g., patient age, sex, ZIP code of residence, and facility identifier and ZIP code). Experts from different agencies participated in mapping each data source to 11 syndrome categories: botulism-like, fever, gastrointestinal, hemorrhagic illness, localized cutaneous lesion, lymphadenitis, neurologic, rash, respiratory, severe illness and death, and specific infection (6,7).

ITS Peer-to-Peer Program - assistance for agencies deploying intelligent transportation systems

2007-09-06T06:17:00.000-07:00

The ITS Peer-to-Peer Program provides free technical assistance to agencies seeking to improve transportation operations through the deployment of intelligent transportation systems (ITS). This program is designed to complement and expand the technical assistance available from the staffs of the Federal Highway Administration (FHWA), Federal Transit Administration (FTA), and Federal Motor Carrier Safety Administration (FMCSA). Any public agency that is involved in the deployment of integrated ITS technologies is eligible to receive assistance through the program.

The tenets of the Peer-to-Peer Program are to be effective, responsive, confidential, and free of charge. The effectiveness of the program stems from the knowledge and experience of more than 130 ITS experts who participate as peers and provide deployment advice. The program is responsive to satisfy time constraints identified by the client, and the majority of requests are satisfied in 30 days or less. The program is confidential for the requesting agencies, allowing them to make strategic decisions quietly without prematurely engaging the consultant community. This assistance is provided free on request to enable agencies with limited resources to participate. These characteristics of the Peer-to-Peer Program make it an attractive resource for short-term assistance needs.

The program is not new. Because of its strong focus on satisfying the needs of its clients, the program has enjoyed favorable response and participation for nearly four years.

The program enables an agency to tap into the expanding knowledge base on ITS. Deployment of ITS throughout the nation is vast and is constantly advancing, and the Peer-to-Peer Program makes it easier for an agency to find the specific ITS information that it needs. This saves the agency time and money, enabling the agency to focus more of its resources on ITS deployment.

When a request for assistance is received, program representatives assess the request and determine the appropriate support -- providing relevant reports and other material, over-the-phone advice, or a site visit. The technical capabilities of FHWA, FTA, and FMCSA are tapped as the first resource to satisfy the client's needs.

The scope of the technical expertise available through the Peer-to-Peer Program cuts across two dimensions of ITS deployment. First, the program offers technical assistance across the ITS infrastructure program areas -- metropolitan, rural and statewide, and commercial vehicle operations -- and the overarching areas of the National ITS Architecture and the National ITS Standards. Second, the program expertise covers the entire life cycle of ITS development, encompassing problems and opportunities identification, existing system assessment, concept of operations/information requirements development, system design, system testing and validation, system implementation, and system evaluation and maintenance. The ability to furnish technical assistance in all stages of ITS deployment makes the program useful to any agency -- whatever its level of ITS deployment maturity.

The program's peer experts have provided assistance on a range of issues regarding ITS deployment and the maximization of the clients' return on their ITS investments. Some representative topic areas encountered in the program are:

* Planning and Programming/Procurement.

* Operations and Maintenance.

* Resource Materials Location.

* Partnerships/Cost-Sharing Issues.

* Education/Training/Facilitation.

* Awareness/Outreach.

* Design and Installation Specifications.

* Modeling and Simulation.

* Information Technology (Hardware and Software) and Telecommunications.

Clients include the offices of FHWA, FTA, and FMCSA; the headquarters and district offices of state departments of transportation; transit authorities; turnpike and tollway authorities; metropolitan planning organizations; city and county transportation and public works offices; and transportation management agencies.

The majority of the more than 130 ITS professional peers who lend their expertise to the Peer-to-Peer Program represent public agencies that have had experience in ITS deployment. The peers from the public sector are of great value to the program. They demonstrate to clients that ITS can be successfully deployed, giving clients a measure of confidence. Public sector peers also promote the technical assistance resources available through FHWA, FTA, and FMCSA when they describe their experiences.

Only a small portion of the program's peers come from the private sector; nevertheless, private sector peers are particularly helpful in the newer technical areas for which public support is not yet available.

New peers are being added continuously to the program through nomination or self-nomination, introducing additional expertise to the collection of available knowledge.

The program's success is evidenced by the growing number of requests for assistance. Approximately 420 requests have been received and processed since the program's inception in June 1996. The number of requests has increased at a rate of nearly 5 percent per year.

Different strategies dictated for different lenders: relationship lending has its own risks

2007-08-29T05:06:00.000-07:00

More than one strategy can lead to successful business-loan portfolios, lenders of several institutions and a banking regulator told attendees at the Federal Reserve Bank of Chicago's 41st Annual Bank Structure and Competition Conference. Among the panelists represented in this article are Jeff Plagge, president and CEO, First National Bank of Waverly, Iowa; Michael D. Sharkey, president of LaSalle Business Credit, LLC, Chicago (a subsidiary of ABN AMRO NV); Tom Okel, head of debt capital markets for Banc of America Securities; and John Bovenzi, FDIC chief operating officer.

Lenders employ different but equally effective strategies to control risk and build their business-lending portfolios. Factors in creating the strategy may include size of the institution, culture, expertise, and demographics of the markets they serve.

The First National Bank of Waverly, Iowa ($150 million), has found that relationship lending helps keep risk in check while also helping the bank compete with much larger banks and nonbank lenders, said Jeff Plagge, president and CEO. One of three privately held banks in Waverly (there are also two credit unions), First National has a $100 million loan portfolio, including $35 million in small business/commercial and manufacturing, $35 million in agricultural, and $30 million in consumer and residential real estate.

The bank has a $2 million lending limit. That figure increases to $2.7 million when combined with First National's sister bank, First National Bank of Cedar Falls. The First National Bank of Waverly maintains an 80% loan-to-deposit ratio.

To finance business start-ups or expansions, First National relies largely on the Small Business Administration (SBA) and the U.S. Department of Agriculture's Farm Service Agency guarantees, which limit the bank's risk to the nonguaranteed portion. These loans couldn't be sold in the secondary market without the guarantees, Plagge added.

Many of the bank's customers operate businesses that have been in the family for generations. First National has financed many of these companies since their inception. The bank conducts much of the business at the owner's site and plays a dual role as a financial advisor until companies get large enough to hire outside accounting assistance or internal chief financial officers.

"We really know the customers, and, in most cases, we know their families," Plagge said. "All of the relationships are one-on-one. These businesses are local, and we can see what is going on with them and talk to our customers. Although we risk-rate the credits, we don't credit-score for decisions."

That's not to say the bank doesn't use technology in its relationship lending, but the analysis information also is provided to the customers so that they can use the information to aid their own businesses. The bank helps retail, commercial, and manufacturing customers with year-end summaries of their results based on the analysis that the bank provides.

However, relationship lending has its own risks, Plagge explained. "Lenders may potentially lose some of their objectivity over time due to the close relationships that are formed. Customers can become very reliant on the lender for business and advice and not seek additional opinions from other third parties."

Additionally, the bank sometimes doesn't have enough timely or comprehensive information from customers regarding marketing, business, and long-term plans--all of which are important for the company's long-term health and for the bank's early recognition of any trouble signs.

Another risk in working with these types of businesses is that the owners try to do everything themselves and can easily burn out on the "office" side of the business, another important factor in the long-term success of the company and in its relationship with the bank.

"Community bank lending operations continue to change due to regulatory pressures to provide more analysis, risk assessments, and documentation," said Plagge, who also pointed to the need for an ongoing effort to remind loan officers of good credit quality as they work to get new loans and keep the existing ones.

Middle-Market Differences

Middle-market companies can rely more on asset-based lending, said LaSalle Bank's Michael D. Sharkey. (1) Nonbank lenders dominated asset-based lending until 1980, when more banks, leveraged buyout firms, and others entered the market. Asset-based lending began to gain acceptance among upper-tier, middle-market borrowers in 2000.

Asset-based lending uses collateral as the primary source of repayment, Sharkey said. This type of lending includes too much risk for some banks due to high leverage or refinancing of balance sheet assets. LaSalle Business Credit takes a security interest in the customer's collateral and lends on a formula basis. LaSalle regularly monitors the collateral to ensure that it stays within the guidelines of the formula.

LaSalle controls risk in what can be a tricky lending market through a combination of in-house auditors, daily collateral monitoring, documentation, asset appraisals, and monthly financial reporting, Sharkey said.

Credit scoring today

2007-08-29T05:05:00.000-07:00

During a recent RMA audioconference, two business-banking executives discussed how credit scoring has evolved at their institutions--Hibernia and AmSouth Bank--and the efficiencies it has created. John O'Connor, commercial practice manager, Benchmark Consulting International, moderated the discussion. What follows is a summary of their remarks.

Fewer people are involved in the loan origination and approval process today, thanks to efficiencies resulting from credit scoring. Over the past 10 years, many institutions began using an automated, score-only process to decide loan requests under $25,000. That number has been creeping higher as institutions gain confidence in the ability of credit scores to predict success in the loan portfolio.

How Scoring Evolved at Hibernia

Hibernia, a $22 billion institution operating in Louisiana and Texas, began using a judgmental scorecard by Fair Isaac to process small business loans in 1993. At the time Hibernia had 1,500 accounts in its $150 million small-business portfolio. Danny Hebert, senior vice president and manager of Hibernia's business banking center, said his institution was one of 17 banks that participated in the development of Fair Isaac's first pooled scorecard, which Hibernia began using in 1995.

In 1997, when it had 10,000 accounts in a $1 billion portfolio, the bank was using the scorecards to make small-business credit decisions on loans up to $50,000 without requiring financial statements.

In 2003, Hibernia introduced its own custom score. It currently has a $3 billion portfolio and 50,000 accounts.

Factors for Success

Hebert attributes Hibernia's successful credit-scoring program to these factors:

* Dedicated resources for scorecard management, including reporting and analytics on scorecard performance, especially overrides, and performance by score bands as well as scorecard modeling and validation.

* Vigilance in catching input errors and performing ongoing audits for that purpose.

* Clean data capture and coding.

* Understanding and buy-in of credit scoring by the sales force and central-lending units, especially management.

How Scoring Evolved at AmSouth

AmSouth Bank, a $50 billion regional bank in the Southeast, began credit scoring in 1995 with a FICO pooled card. Two years later it began using only credit scores to decide loans up to $35,000. When it introduced its custom scorecard last year, AmSouth increased its score-only threshold to $100,000 for certain product lines.

"Data verification and validation are a highly critical aspect of this process," said George F. Buchanan, senior vice president and business-banking senior credit officer, AmSouth Bank. "We have a dedicated resource team that analyzes the ongoing credit quality and the makeup of all the score components. Much of our data entry on loan applications is handled remotely, so we have a quality-control team that reviews the applications to ensure that all the data is entered correctly. This review is very important for validation. It is necessary to have good quality data on the front-end."

Hibernia was using a centralized system to input applications at the time of the audioconference, but Hebert said it would move to remote input of application data in the second quarter. "A lot of banks are now pushing this function out to the sales force, essentially eliminating data reentry," said Hebert. "At Hibernia we're now scoring all applications up to $250,000. In our small-business portfolio, loans under $250,000 represent approximately 80% of the loans."

Of the many efficiencies resulting from Hibernia's highly automated process, Hebert said the most important is that fewer people are involved in the origination and approval process for 80% of its loans.

The Decision Process

"Driving some of our efficiencies and success on the origination side is how we stratify our decision processes," Hebert explained. "We have several dedicated underwriting units based on the dollar size of the credits under consideration and the amount of due diligence required. We have one underwriting segment that is dedicated to credit decisions up to $50,000 based purely on scores. We use a second underwriting group that decisions credits from $50,000 to $250,000. That decision process involves a credit score and one year of financial statements and tax returns on borrowers and guarantors. It's still a very quick process, still very score dependent, but there are some overlays.

"For loan decisions over $250,000, we use more traditional underwriting techniques and have two underwriting groups. One group considers credits from $250,000 up to $500,000. For those, we use a very simple, almost checklist-type underwriting. From $500,000 on up to our limit of $5 million, we use a more traditional, but streamlined, analysis."

Buchanan said AmSouth has two groups in its underwriting center. "We have an objective underwriting team for the first tier, score-only / score-plus process. This group also handles some of our score-plus applications, looking at a few other elements in addition to the scores. Our subjective underwriting team is much more traditional. Like Hibernia, it has a graduated process for evaluation. For transactions between $100,000 and $250,000, it's very streamlined but escalates in complexity as the loan amount requested increases."

ITS Peer-to-Peer Program - assistance for agencies deploying intelligent transportation systems

2007-08-28T07:19:00.000-07:00

Testing the dose-response specification in epidemiology: public health and policy consequences for lead

2007-08-28T07:18:00.000-07:00

Statistical evaluation of the dose--response function in lead epidemiology is rarely attempted. Economic evaluation of health benefits of lead reduction usually assumes a linear dose-response function, regardless of the outcome measure used. We reanalyzed a previously published study, an international pooled data set combining data from seven prospective lead studies examining contemporaneous blood lead effect on IQ (intelligence quotient) of 7-year-old children (n = 1,333). We constructed alternative linear multiple regression models with linear blood lead terms (linear-linear dose response) and natural-log-transformed blood lead terms (log-linear dose response). We tested the two lead specifications for nonlinearity in the models, compared the two lead specifications for significantly better fit to the data, and examined the effects of possible residual confounding on the functional form of the dose-response relationship. We found that a log-linear lead-IQ relationship was a significantly better fit than was a linear-linear relationship for IQ (p = 0.009), with little evidence of residual confounding of included model variables, We substituted the log-linear lead-IQ effect in a previously published health benefits model and found that the economic savings due to U.S. population lead decrease between 1976 and 1999 (from 17.1 [micro]g/dL to 2.0 [micro]g/dL) was 2.2 times ($319 billion) that calculated using a linear-linear dose-response function ($149 billion). The Centers for Disease Control and Prevention action limit of 10 [micro]g/dL for children fails to protect against most damage and economic cost attributable to lead exposure. Key words: child IQ, dose response, health benefit, health policy, lead.

Few researchers doubt that lead exposure has significant health consequences at levels below those considered medically acceptable just decades ago, although there is still debate over what levels of lead exposure, if any, can be considered harmless. Key to this debate is determining the form of the dose-response function describing how the amount of exposure is related to the magnitude of the health effect.

There are two basic forms of the dose-response function for lead: a simple linear model, in which the increase in health effect is a linear function of increasing blood lead concentration (BPb), and a nonlinear model, in which the amount of health effect change attributable to lead changes according the region of the dose-response curve studied. A special case of the nonlinear dose-response function is a threshold model in which the response to lead decreases as a function of decreasing dose until it reaches a lead dose below which there is no further detectable change in health. An alternative threshold model is one in which the response to lead changes as a function of increasing dose until an upper lead bound is reached, at which point the increase in health damage exceeds predictions, as in cases of high doses producing organ damage.

Although epidemiologists have become increasingly sophisticated in construction and diagnosis of models describing their data, as a whole, we generally pay much less attention to systematically and rigorously addressing the specification of the dose-response function. A number of public health issues depend on adequately specifying the form of the dose-response function for lead, chief among them regulatory action.

Cost-benefit analyses should form the backbone of regulatory decisions regarding permissible exposures or background concentrations of toxic substances in both population and occupational settings. In such an ideal world, the savings in health care, disability, and productivity gain realized from reducing exposure to a particular substance are compared to the cost required to achieve that reduction in exposure. Policy analysts seek the "sweet spot," where the marginal costs of lead reduction equal the marginal benefits (i.e., where the slopes of the cost function and benefits function are equal) (Pacala et al. 2003). Even if in the real world less easily quantifiable factors affect regulatory decisions, all parties to regulation have some notion of costs and benefits in mind when presenting their cases to regulatory agencies.

One recent publication (Grosse et al. 2002) presented data on the economic benefits of nationwide lead reduction due to childhood IQ (intelligence quotient) loss attributable to lead over the last 25 years. These authors conservatively used a linear dose-response function of lead-IQ as part of their model, stating that there was insufficient evidence to determine the shape of the dose-response function. The economic savings predicted by their model were in the range of hundreds of billions of dollars over the lifetime of a yearly birth cohort.

The lead-health dose-response function selected for the benefits model has clear implications for policy decisions based on it. A threshold model suggests that once reductions of population level of lead reach the threshold, further lowering of lead would have no beneficial health or economic consequences. The current Centers for Disease Control and Prevention (CDC) action limit of > 10 [micro]g/dL for children (CDC 1991) would be justifiable on health grounds alone if there were a threshold somewhere near that limit. A linear model suggests that equal reduction in population BPb is accompanied by equal reduction in health consequence from any starting level of lead. Under a linear dose-response model, even though the health benefit would continue to increase with further population lead reduction, the present CDC action limit might be justifiable on economic grounds if the cost of further population BPb reduction far exceeded the recoverable economic benefits. A nonlinear model, especially one in which health benefits are greater for lead reduction nearer the population's zero lead point than farther from it, would argue for further reduction in population lead levels and CDC action limits if the accelerated health benefit at lower lead levels exceeded the increased costs of lead reduction to those levels.

Retail lending changes mean new risks: regulator and bankers discuss changes

2007-08-24T06:28:00.001-07:00

Since the early 1960s, the Federal Reserve Bank of Chicago's Conference on Bank Structure and Competition has served as a forum for academics, regulators, and industry participants to debate current issues affecting the financial services industry. The 41st annual conference included five panelists discussing the state of retail lending. The remarks of three of the panelists are included here.

Retail lending has changed from a business in which the banker knew the borrower and used traditional underwriting policies to one that uses risk-based pricing, off-balance-sheet transactions, and new products to maximize loan production. This wholesale change raises concerns about risk, a panel of experts told bankers at the Federal Reserve Bank of Chicago's recent conference on bank structure and competition. Among the panelists were Cathy Lemieux, senior vice president of the Chicago Fed; Mike Frow, executive vice president and chief risk officer for Harris Financial Corp., Chicago, a subsidiary of BMO Financial Group, Montreal; and Robert M. Tetenbaum, executive vice president, First Manhattan Consulting Group (FMCG), New York.

While expansion of credit to riskier borrowers has allowed more people to become homeowners, it also has meant that banks need to focus more on appropriate pricing and risk management, said the Chicago Fed's Cathy Lemieux. A week after Lemieux's comment, the five major bank regulatory agencies voiced similar concerns in a joint statement: "In many cases, the institutions' credit risk management practices for home equity lending have not kept pace with the product's rapid growth and easing of underwriting standards."

Retail lending, primarily mortgages and home equity credit, helped banks earn record profits, Lemieux said. This happened in spite of the decline in commercial lending that has occurred over the past 13 quarters. Home equity is the fastest-growing asset class on financial institutions' balance sheets, having increased nearly 45% between 2003 and 2004, while total bank assets grew less than 5%.

As retail lending has evolved, so too has the risk profile for retail lending, according to Lemieux. Outsourcing/indirect lending, securitization, credit scoring, technology, new products, risk-based pricing, and the movement of some risk to off-balance-sheet transactions have changed risk profiles at many banks. Strongly urging financial institutions to manage risk and compliance on an enterprise-wide basis, she recommended that banks develop broader, more discriminating, and more forward-looking management information systems for retail lending. "Don't be complacent about current asset quality," Lemieux said. "Stay on top of concentrations."

Though information technology can help banks mitigate risk, IT has its own risk issues as well, Lemieux said. She urged banks to "verify, verify, verify" the lending models some of these technologies provide. Credit-scoring models, for example, depend on accurate data at the beginning, strong information integrity, and accurate analysis of the data, Lemieux added. "A lot can go wrong. Technology and the Internet can result in magnification of glitches and external fraud."

Lemieux also cautioned bankers to be wary of new products, many of which are untested for operational risk in the current rising-rate environment. Operational risk also comes from the increased use of less-regulated, third-party firms, which may not be as careful in safeguarding customer information as the banks, she said. The third-party firm, the bank, and the customer will all suffer if the customer information is compromised.

In the post-Sarbanes-Oxley environment, proper accounting matters more than ever, Lemieux cautioned. Securitization makes the accounting process even more complex because the valuation of the mortgage-backed and other securities calls for some valuation judgments, which may not always be accurate.

"Option soup" needs more science than art. "From a risk management perspective, the increasing complexity of the [credit] 'option soup' and the trade-offs we make to achieve profitable growth, satisfy client demands, and meet shareholder expectations require us to evaluate both the art and science [of retail lending]," agreed Harris Bank's Mike Frow.

Retail lending itself has moved further from art and closer to science as technology, data, complex hedging, and increasing expansion of lending from a local business to a national--and even international--business have become more prevalent in the industry, Frow said. His own bank, for example, has been known in Chicago for many years as a local institution, but as part of the larger BMO organization. Harris now has international resources and the capabilities of the corporate technology, including credit scoring and data modeling.

Similarly, the consumer loan has gone from an unconditional promise to pay plus option to default, to a promise to pay with an increasing number of options--floors, caps, interest-only payments, rate locks, prepayment options, and more. Also, lenders making loans today require much less in actual principal repayment by offering interest-only loan options, so consumers have shifted from borrowing and repaying money to "renting" cash.

When big storms go bad: CAT adjusters are the insurance industry's frontline against natural and man-made catastrophes. In the aftermath of Hurricane

2007-08-24T06:27:00.000-07:00

Dennis, a Category 3 hurricane, barrels toward the Florida Panhandle after lashing Cuba. With 125 mph sustained winds, the storm threatens to become to a ferocious Category 4, amazing experts with the speed at which it strengthens. In their view, Dennis bears terrifying resemblance to Ivan the Terrible, the $7 billion disaster that ransacked the Gulf Coast merely 10 months earlier. Authorities have instituted voluntary or mandatory evacuations for the more than 1.2 million people throughout the Gulf Coast.

The worst has happened. Dennis is now a Category 4 storm. Its maximum sustained winds reach 145 mph--with higher gusts. Storm surge is forecasted to peak at 19 feet. Isolated rainfall at landfall could total 15 inches. The modeling companies have estimated worst-case-scenario losses as high as $11 billion. The National Hurricane Center warns that the storm is "EXTREMELY DANGEROUS."

Noon CDT, Sunday, July 10

The National Hurricane Center reports, "Dangerous Hurricane Dennis within a few hours of landfall ... Preparations to protect life and property should already have been completed."

Early on Sunday, whether they were holed up in Jacksonville waiting out the storm, or monitoring it on their laptops in Bermuda, businesses owners, risk managers and insurers held their breath, prayed, crossed their fingers or did whatever it took to make themselves feel better. Dennis was coming, and he looked mean.

Meanwhile, Bud Trice, vice president and head of Crawford & Co.'s Catastrophe Services Group, aimed his forces right at the storm and pulled the trigger. From headquarters in Atlanta, he activated his PROACT team, an administrative and managerial support group that included experts on facilities, IT, HR, training, and compliance and licensing, to choreograph the effort. Trice prepped his PROACT team with questions on "what if, what if, what it"' for any eventuality that Dennis might throw at them.

Hundreds of adjusters were contacted and placed on standby. When Dennis neared, the decision was made to deploy them to a common location. PROACT targeted Mobile, Ala., for a temporary base of operations. About an hour's drive to the east, Pensacola, Fla., which appeared to be directly in the path of the storm, was chosen to be the site for the "Armageddon station."

PROACT leased the on-site space and sent 10 computers, high-speed scanners, fax and photocopy machines, the spare coffeemaker, and other office equipment and supplies from Atlanta headquarters to furnish Armageddon station.

To make sure his team would have the tools they needed no matter how flattened Pensacola ended up, Trice dispatched a satellite truck. Weighing in at more than 24,000 pounds, the truck was loaded with as many as 15 satellite phone lines, Internet access for as many as 256 users, 150 gallons of diesel and 100 amps of output, enough juice for a broadcast to the Atlanta headquarters and another feed if necessary.

All of this had to reach Mobile, Pensacola, Panama City, Apalachicola and all other affected communities as early and as safely possible. Otherwise, insurers could be left with thousands of claims--totaling billions of dollars--and no estimates. Business owners would be left with losses and no cheeks.

"You can't wait until the claims are piling up before you act," says Trice.

DENNIS JUST A MENACE

Within only hours of the coast, Dennis decelerated as the hurricane passed over cooler water and was weakened by its own thunderstorms. When the storm eventually made landfall at Santa Rosa Island, Fla., on Sunday at 2:30 p.m. CDT, its winds were sustained at a healthy 120 mph--still worthy of Category 3--but far less fearsome than the 145 mph-plus blasts that it packed earlier that morning. Moreover, Dennis was smallish compared to Ivan, and it moved fast through the area, unlike Ivan, which squatted on the area for 12 hours.

"Florida dodged a bullet," says Trice.

Dennis' eye swept over Pensacola, but the worst of it roared east of the city through sparsely populated lowlands and small Florida beach communities like Pace, Milton and Navarre. Whereas most major hurricanes tear a track 30 to 40 miles on either side where they make landfall, Dennis' swath was a mere 8 miles. As Trice put it, it was like a tornado had come through, without the severity of a tornado.

This turn of events seemed heaven-sent for most of the people who lived and worked in Pensacola. They had dodged Armageddon. Trice, on the other hand, had committed money, personnel and equipment to Pensacola the weekend before with the idea that it all would be needed during the weeks, possibly months, to come.

Instead, Trice found himself in Mobile, on Wednesday, July 13, standing before approximately 200 adjusters, telling them that at least half would have to go home. From what Trice had heard, actual numbers of insurance claims were only 20 percent of the predicted number, and these were trickling in slower than the drizzle from the gray clouds above. One client, for instance, notified Trice on Thursday that instead of the 40 adjusters it had requested earlier, it would now need only five.

Engaging the Whole of Service-Learning, Diversity, and Learning Communities

2007-08-21T03:30:00.002-07:00

Engaging the Whole of Service-Learning, Diversity, and Learning Communities Joseph A. Galura, Penny Pasque, David Schoem, and Jeffrey Howard (Eds.) Ann Arbor, MI: OCSL Press, 2004, 238 pages, $20 (softcover)

After reading the title of the book edited by Galura, Pasque, Schoem, and Howard-Engaging the Whole of Service-Learning, Diversity, and Learning Communities-a whole lot of questions arose: Is this yet another bandwagon book that simply argues that service-learning, diversity, and learning communities are good? Can a single edited book address these three often haphazardly used, but seldom carefully defined issues in a substantive manner? What are the interrelationships between these three ideas; should they be interconnected? Will readers think differently and more complexly about these issues after completing this text? The skepticism embedded in these questions arises from the historically glib and superficial treatment of these important matters. It is difficult to oppose diversity, service-learning, and learning community initiatives; yet it is equally difficult to define, educate, and invoke meaningful action around an integrated treatment of these topics. After reading Engaging the Whole of Service-Learning, Diversity, and Learning Communities in its entirety, a whole lot of thought-provoking and satisfying answers to these questions resulted.

The heart of the book is a comprehensive overview and analysis of the University of Michigan's Michigan Community Scholars Program (MCSP)-in particular its infrastructure, history, and culture. The contributors also address how this unique program responds to the University's desire to bolster its diversity, service-learning and learning community initiatives. MCSP, a voluntary residential on-campus community, brings together diverse students, faculty, staff, and local community activists for reflection, dialogue, and action by sponsoring interdisciplinary-based seminars (e.g., music, sustainability, and democracy topics), residential camaraderie, and numerous off-campus field experiences (e.g., service-learning outings). MCSP began as a small living-learning program that aided with the transition from high school to college and has become a nationally recognized living-learning program where students utilize what they learn in every aspect of the program.

The MCSP's four learning outcomes reveal much about the program's ideology and implementation strategies and are themes that dominate nearly every chapter in the book. The outcomes include: (a) deep learning (i.e., teachers and learners engaging with ideas), (b) an engaged community (i.e., a safe, accepting, and participatory scholarly community), (c) meaningful civic engagement and community service-learning (i.e., establishing long term reflection, leadership development, sustainable university-local community partnerships), and (d) diverse democracy, intercultural understanding, and dialogue (i.e., engaging in intercultural dialogue, valuing democracy, reflecting on social justice, and modeling good practice). The authors persuasively and persistently argue that higher education's future hinges on college curriculums (i.e., what goes on in the classroom) and cocurriculums (i.e., life outside the classroom) that focus on these three issues (i.e., service-learning, diversity, and learning communities) and four learning outcomes. More importantly, contributors argue that universities should interconnect these innovations to achieve a "synergism, which broadens and deepens our educational agenda" (p. iv).

The four editors divide this 21-chapter book (with 50 contributors) into four sections. Part I, "National Trends in Higher Education: Service-Learning, Diversity and Learning Communities," includes brief essays from five national scholars who provide theoretical overviews of and rationales for the reoccurring themes such as diversity, social justice, learning communities, leadership, service-learning, civic engagement/education, community-based teaching, and innovative leadership.

The remaining three sections favor practitioners, organized around a series of local case studies written by a wide range of MCSP stakeholders (e.g., students, faculty, program administrators, internship supervisors). Part II, "Innovative Program Models that Engage the Whole," provides an exhaustive overview of the MCSP's conceptual underpinnings, goals, practices, successes, and challenges-necessary context for the case studies that follow. Part III, "Integrative Course Models: Collaborations of Faculty, Students, Staff, and Community Partners," includes nine chapters replete with numerous examples of integrative seminar models where MCSP faculty members collaborate with students, community agencies and activists to design and implement innovative interdisciplinary learning. Part IV, "Integrative Course Models: Collaborations of Faculty, Students, Staff, and Community Partners," includes detailed practical models. These case study chapters, while repetitive and remarkably similar in content and focus, identify issues for discussion and analysis centering on curriculum and student learning. The final chapter provides description and an outline of the assessment tools MCSP uses for program evaluation.

Ad Agencies Missing the E-Boat - electronic commerce

2007-08-21T03:30:00.001-07:00

Norman Rickeman is a partner and Allen Stiles is an associate partner in Andersen Consulting's Media & Entertainment Practice.

Only four years into the age of the Internet, there's no doubt that the advertising industry knows how to talk the talk about new media paradigms, interactive marketing and all things cyber. But can it walk the walk?

A new study alarmingly suggests that despite all the industry ferment over today's shifting media landscape, most traditional advertising agencies are still missing an enormous opportunity to stake their claims to the emerging world of electronic commerce. An Andersen Consulting survey in December, of 10 major ad firms, including both domestic and global full service agencies as well as technology-focused and direct marketing shops, attempted to gauge how advertising agencies are using information technology to respond to new media and consumer trends, especially with the rise of the Internet. The key finding: While most advertising agencies clearly recognize that new information technologies have become vital to better understanding consumer behavior, manage client services and facilitate internal agency operations, a surprisingly wide gap exists between most agencies' stated goals in these areas arid their actual implementation efforts.

While all the agencies surveyed agreed that consumers growing use of electronic services signifies an important shift in buying behavior and media usage, few are actually employing such information technologies as marketing databases, data mining or other consumer analysis tools to better understand either the dynamics of this new marketplace or the most effective means of communicating with consumers. Indeed, most online advertising is still restricted to banner ad branding efforts, despite the fact that new information tools exist to help make such ads far more targeted, interactive and transaction-oriented. It's one thing for online consumers to see a general image-oriented ad for Saturn automobiles, for example, but it would be quite another to see one that offered $1,000 cash-back from their own local Saturn dealership or a chance to test drive a vehicle conveniently delivered to their home or office.

Most ad agencies rated the use of such knowledge management tools a "high priority," but it is mostly only direct marketing firms that appear to be systematically using such tools in their campaigns. Moreover, such infotech "illiteracy" appears to predominate even among agencies with a strong client base in the retail and consumer product sectors, where the opportunities for brokering electronic commerce services are greatest. This suggests that many traditional ad firms still tend to view the Internet as just another passive ad medium, rather than a powerful two-way channel for learning about, and marketing to, consumers.

The advertising industry is in danger of missing a huge revenue stream. Unless agencies begin to deploy consumer analysis and marketing tools, and soon, the management of e-commerce services for consumer product companies could well be left to Web hosting firms, Internet access providers or even e-commerce systems vendors and others with little or no expertise in consumer-oriented marketing communications.

And it's not just client-oriented activities that appear to be suffering from the relatively sparing use of information technology. Our survey also spotlighted widespread infotech utilization weaknesses in the internal operations of most of the agencies surveyed:

* Most agencies rated better project and account management, integrated time reporting, client performance modeling and contract planning as "high priorities," yet infotech use to achieve these goals was lagging.

* Most agencies reported a high degree of centralized control of infotech functions, with relatively little coordination of functions with the needs of local agency offices.

* With the exception of direct marketing firms, the percentage of employees committed to infotech functions was far below the norms in other industries, such as insurance or banking. Many ad agencies still seem to view infotech as merely a "back office" issue-a burdensome "cost of doing business," if you will-rather than as a strategic weapon that can be leveraged to serve clients more effectively and gain competitive advantage.

But with the growing segmentation of media audiences, and the ever-greater challenges agencies face in understanding and reaching these audiences, the advertising industry ignores the strategic potential of information technology only at its peril.

PREDICTORS OF SUBSTANCE USE AND FAMILY THERAPY OUTCOME AMONG PHYSICALLY AND SEXUALLY ABUSED RUNAWAY ADOLESCENTS

2007-08-10T00:46:00.000-07:00

Enterprise architecture is not rocket science

2007-08-10T00:45:00.001-07:00

Some areas of networking, such as satellite communications, actually involve rocket science. Building an enterprise architecture, however, is not rocket science. Its goal is to create a unified IT environment of standardized hardware and software systems across the firm, with tight links to the business side of the organization.

Many companies have made major IT investments in recent years and need to optimize these assets. Organizations with informationintensive operations, such as banks, brokerage firms and insurance companies, typically spend as much as 6% to 10% of gross revenue on their IT budgets. IT assets encompass logical resources,such as applications and databases, as well as physical resources, such as processors, storage and networks. A firm optimizes these assets by developing an enterprise architecture - a blueprint of its information systems and technology environment.

With an enterprise architecture, a company creates a map of its IT assets and business processes, and a set of governing principles that support the business strategy and how it can be expressed through IT. The enterprise architecture specifies equipment, protocol and interface standards; IT strategies; projects needed to bring about the architecture and achieve the target state; and a development/deployment plan.

There are many models for developing an enterprise architecture, including the Open Group Architecture Framework, the Zachman Architecture Framework and the Federal Enterprise Architecture Framework. Most frameworks contain four basic domains: 1) business architecture - documentation that outlines the firm's most important business processes; 2) information architecture - documentation that identifies where important blocks of information, such as customer records, are kept and how to access them; 3) application system architecture - a map of the software applications' relationships to one another; and 4) infrastructure technology architecture - a blueprint of the firm's hardware, storage systems and networks.

The importance of having an enterprise architecture for large operations is reinforced by the Clinger-Cohen Act of 1996, which authorized for all federal agencies a CIO responsible for developing, maintaining and facilitating a sound and integrated IT architecture.

But remember, enterprise architecture is not rocket science. It involves following proven do's and don'ts, including:

* Have an underlying architecture framework and a road map for realizing your target.

* Have standards and conformance criteria.

* Use industry-developed approaches and modeling tools, not homegrown architecture frameworks and models.

* Hire and utilize the right people.

* Don't spend years developing the framework and lose credibility with the firm about the value of enterprise architecture.

* Don't be in a situation where there are no mechanisms for enforcing the architecture effectively.

* Don't rubber-stamp every project; make sure they conform to the enterprise architecture.

* Don't make architecture artifacts so esoteric that no one uses them after they are written.

Thomas H. Spreen: Lifetime Achievement Award

2007-07-30T06:58:00.000-07:00