On September 11, 2001, armed only with small knives, nineteen al-Qaeda terrorists were able to hijack four aircraft, in one of the worst disasters in U.S. history. After the attacks an obvious first step was to make sure that terrorists could never again turn aircraft into guided missiles. To that end all cockpit doors on passenger aircraft were fortified to prevent intrusion. Airport baggage screeners were replaced with specially trained federal employees. Passengers became subjected to more thorough random searches. Air marshals—armed, specially trained agents of the Transportation Security Administration—were dispatched to ride aboard more flights. "I don't know if you're ever going to get a 100 percent secure system," says Dale Oderman, an aviation expert at Purdue University, "but we are definitely safer than we were."11 Preventing another hijacking has become a priority.
Similarly a central part of U.S. homeland security strategy is a myriad of protective measures designed to make it so that the next attempted terrorist attack—whether a hijacking or something else—will fail. Homeland security experts agree that terrorists are unlikely to attempt a simple repeat of September 11 because many of the vulnerabilities—the so-called "holes"—in airline security have been addressed. Rather than targeting the airlines again, terrorists are more likely to search for other vulnerabilities to exploit. As the Bush administration's National Strategy for Homeland Security
explains: "Terrorists are opportunistic. They exploit vulnerabilities we leave exposed…. Increasing the security of a particular type of target, such as aircraft or buildings, makes it more likely that terrorists will seek a different target."12 A fundamental part of homeland security, therefore, is the ongoing effort to identify and eliminate vulnerabilities before terrorists can take advantage of them. While the United States is preparing first responders and government agencies to respond to another attack, it is also taking steps to prevent such an attack from occurring in the first place.
Protecting critical infrastructure is a top priority of those charged with homeland security. The term infrastructure refers to the fundamental facilities that allow a town, a city, a state, or a nation to function. For example a city's critical infrastructure includes roads, power plants, electrical and phone lines, and water mains. The USA Patriot Act (the first major homeland security legislation passed after September 11) defines critical infrastructure as "systems and assets … so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters."13 A wide range of facilities—including America's transportation and communication networks; its ability to provide people with food, water, and power; and key economic and government centers—are all vital to the functioning of U.S. society.
The Department of Homeland Security (DHS) identifies thirteen critical infrastructure sectors worthy of protection. Among the most critical of these are agriculture, food, and water. The United States already has in place well-functioning food and water safety systems to protect against
unintended contamination; the challenge for Homeland Security officials is to improve these systems' ability to protect against and respond to deliberate terrorist attempts at corruption through chemical or biological attack. Such attempts would not only inflict harm on individuals, but incite panic and cause long-term damage to the economy.
Some critical infrastructure sectors that need safeguarding are particularly vital for homeland security efforts. For example both first responders and state and federal governments depend heavily on the telecommunications sector, which includes phone, television, radio, and Internet services. The public health and emergency services sector is another key part of the nation's attack-response capability. A terrorist attack that damages or destroys a hospital or other public health facility could significantly reduce an area's ability to effectively respond.
Two critical infrastructures that are particularly hard to protect are energy and transportation. Protecting the energy sector involves guarding vulnerable dams and nuclear plants that generate electricity as well as oil and natural gas pipelines, while the transportation sector encompasses aviation, maritime traffic, ports, railroads, highways, trucking and busing, and public mass transit. The very size and diversity that make America's energy and transportation networks so vital to the nation's economy and national security also make these networks impossible to safeguard entirely.
Finally the attack on the World Trade Center showed that terrorists may hope to harm America's economy. Protecting the banking and finance sector involves not just physically guarding financial markets, banking operations, and major office buildings, but also ensuring that financial institutions and markets can quickly resume operations in the wake of an attack.
In addition to critical infrastructure, the federal government's homeland security strategy identifies another category—key assets—that encompasses noncritical structures and resources that may be likely targets for attack. Key assets
include sites that have symbolic importance, such as national monuments, tourist attractions, and centers of government and commerce, as well as sites where large numbers of people regularly congregate, such as sports stadiums. As Brian Michael Jenkins, an adviser to President Bush, says: "Targets offering high symbolic value or killing fields"14 are particularly vulnerable to attack.
Clearly, protecting the nation's critical infrastructure is no small task. The United States is home to countless potential terrorist targets, and security vulnerabilities abound. U.S. News & World Report writer Thomas Omestad warns that when infrastructure is concentrated in a small area, it makes things even worse. For example, "just 12 bridges across the Mississippi River are said to carry half of the nation's fiberoptic traffic. Just five feedlots supply virtually all of the nation's beef."15 However, it would be impossible—and prohibitively expensive—to protect every potential target all the time. Instead, strategies have been developed to make the most use out of limited security resources. "We can't just do all, be all, for all," says police chief Joseph Samuels Jr. of Richmond, California, "but that which we choose to do, we want to do it well."16
One strategy is to make security as visible as possible, since terrorists are less likely to try to attack sites or smuggle weapons through areas that are obviously guarded. To this end there has been increased police presence at high-profile events such as the Super Bowl and the New Year's Eve celebration in New York City's Times Square, as well as at sporting events, parades, speeches, public gatherings, and special events. The hope is that the mere presence of law enforcement personnel will be enough to deter would-be terrorists.
Another strategy is to make security efforts variable. For example air marshals are assigned to random flights so that terrorists cannot know in advance which flights are guarded and which are not. The overall goal is to ensure that terrorists cannot take advantage of security measures that are routine and unchanging. According to Tim Daniels, Missouri's Director of Homeland Security, studies of past al-Qaeda operations indicate that "they spend a lot of time on reconnaissance."17 Much like a thief "casing" the building he plans to break into, it is believed that al-Qaeda operatives carefully study their targets and plan their attacks accordingly. U.S. intelligence authorities estimate that the September 11 attacks took years to plan. So, explains Daniels: "If they see police doing a roadblock in some place they've never seen [them] before, it's very disruptive to their plans."18
To further keep terrorists guessing, many of the specifics about U.S. vulnerabilities, and the security measures designed to protect them, are being guarded with more secrecy than before September 11. Public documents containing information about, or maps of, power plants, dams, gas and oil pipelines, chemical-storage sites, government buildings, and national monuments have been removed from government websites. And, in general, homeland security officials are hesitant to divulge specific information about attack-preparedness efforts and emergency-response plans so that terrorists cannot look for vulnerabilities in those efforts.
Again, however, a central tenet of homeland security measures is that, despite all the efforts being made to protect critical infrastructure and key assets, it is impossible to protect everything all the time. A terrorist attack may still be successful. Thus one of the most important parts of homeland security is the ability to quickly sound the alarm when a terrorist attack has taken place or is likely to occur.
Implementing a national warning system was one of the first steps that the federal government took after September 11. Homeland Security director, Tom Ridge, unveiled the advisory system in March 2002, well before the DHS was officially created. The advisory system designates five color-coded levels—ranging from green for "low" to red for "severe"—to inform federal agencies, state and local governments, and the public about possible terrorist threats.
However, for security purposes, the steps that are to be taken when the threat level is raised have only been described by the DHS in very general terms. At green alert, which indicates a low risk of attack, government agencies are advised to assess vulnerabilities in their jurisdictions. At blue alert, which indicates a general risk of attack, agencies are advised to review and update their emergency-response plans and keep the public informed. At yellow alert, which indicates an elevated risk of attack, authorities are to increase surveillance at critical locations and implement emergency-response plans. At orange alert, which indicates a high risk of attack, law enforcement authorities are to coordinate with the armed forces and increase precautions at public events. Government agencies are also advised to restrict their workforce to essential personnel. At red alert, which indicates a severe risk of attack, emergency personnel are to be mobilized, public transportation is to be curtailed, and public and government facilities are to be closed.
The steps to be taken at each alert level are so vague in part because, as DHS spokesperson, Brian Roehrkasse, explains: "There are too many different threats and potential scenarios for the government to offer anything other than such general precautions ahead of time."19 Roehrkasse emphasizes that the Homeland Security Advisory System is primarily a way for the federal government to alert state and local homeland security agencies and that, in the event of an attack, the public should turn to local authorities first. For example Spenser Hsu of the Washington Post reports that: "Code Red won't be declared unless an attack occurs or is
imminent, and that announcement will be intended mainly as a guide for the nation's homeland security agencies, government officials and such first responders as police and firefighters."20
While the Homeland Security Advisory System is designed to be most useful when an attack has occurred or is imminent, a number of other programs exists to provide more specific advice on how the general public can make their homes and families safer from terrorism. The American Red Cross, for example, offers disaster-preparedness classes around the country. The Department of Education has published a variety of preparedness materials for schools, and the DHS has launched www.ready.gov, an informational site that outlines
steps that offer advice on how individuals and families can prepare for an attack. The website offers information on making an emergency-preparedness kit, creating a family disaster plan, and special steps that individuals should take in the event of chemical, biological, or other attacks using weapons of mass destruction (WMD).
Other programs are designed to train members of the public to assist, or even act in place of, first responders. Citizen Corps, for example, helps coordinate volunteer activities that make communities safer and better prepared to respond to emergency situations. One of the programs that Citizen Corps helps coordinate is the Community Emergency Response Teams (CERT) program, which is run by the Federal Emergency Management Agency (FEMA). CERT members complete twenty hours of training on disaster preparedness, basic disaster medical operations, fire safety, light search and rescue, and other topics. Michael D. Brown, undersecretary of DHS Emergency Preparedness and Response, says: "Through the CERT program, citizens are better able to respond to an emergency or disaster. This is an essential way for citizens to help secure the homeland by supporting the work of our professional first responders."21 In May 2003 the DHS announced that it would be providing $19 million in grants to strengthen the CERT program, an increase over the $17 million provided in 2002.
The multitude of homeland preparedness measures that were taken around the country were so diverse that no single government agency could list them all. "Since September 11, even those who operate full-time in the field of domestic preparedness have found it difficult to keep track of the money, the programs, and the policies enacted in the flurry of activity,"22 reports the Executive Session on Domestic Preparedness (ESDP), a government-sponsored task force. There are, however, some common themes in local preparedness efforts, most of which center around improving the capabilities of first responders.
To do their jobs effectively, first responders need the proper equipment and materials. Since the attacks of September 11, during which communications problems hampered some first responders, many cities have upgraded their first responders' communications networks. To prepare for chemical and biological attacks, communities stocked up on antibiotics, vaccines, chemical weapons antidotes, gas masks, and hazardous materials (hazmat) suits. Some also supply first responders with Geiger counters and other devices that can detect radiation.
Just as important as the equipment and supplies is the training to use them effectively. Before September 11, dealing with nuclear, radiological, chemical, and biological weapons was outside most first responders' purview. Now it has become part of the job. "Our mission has really expanded," says firefighter Steve Zomosky. The ESDP task force suggests that there should be a national standard for training in WMD:
WMD response should be made part of the training that firefighters, police, HazMat (hazardous materials) workers, public health personnel, doctors, and nurses are required to complete before employment. While this instruction is conducted locally and is sometimes private, federal legislation should mandate that standards for training be set by the relevant federal agencies, and that training academies be trained directly by the federal experts.23
First responder training programs vary widely from state to state and city to city. A first step toward what ESDP suggests is the Weapons of Mass Destruction Certificate Program offered through the Internet by the U.S. Department of
Justice, Center for Domestic Preparedness (CDP) in conjunction with American Military University. The CDP trains approximately twenty thousand first responders and homeland security planners annually in WMD preparedness at its site in Anniston, Alabama, and the online program is designed to reach thousands more. The five-part program focuses on the special threats posed by WMD attacks and the logistical challenges of coordinating all the different first responders and government agencies that respond to WMD attacks.
Finally an integral part of first responders' attack preparedness is testing. Exercises in which emergency workers respond to simulated terrorist attacks can help spot weaknesses in both local emergency-response plans and in first responders' training. The largest full-scale drills that government agencies had ever staged to test their reactions to a terrorist attack was TOPOFF2, a series of exercises conducted in May 2003. Short for Top Officials 2, TOPOFF2 was a sequel to the original TOPOFF exercises conducted in May 2000. In TOPOFF2 a fictitious terrorist organization unleashed a two-pronged attack on Seattle and Chicago.
The TOPOFF2 drills began on Monday, May 12, with the mock explosion of a "dirty bomb" attack in Seattle. A dirty bomb is a regular bomb laced with harmful radioactive material. In the TOPOFF2 exercise, fake clouds of radiation were released into the surrounding area to simulate a dirty bomb's effect. The pretend explosion occurred near the city's Space Needle, in accordance with the expectation that terrorists will strike at high-profile targets. Plumes of smoke were released into the air, buses were overturned, and around 150 actors faked death or injury to simulate the devastation of the attack. Firefighters wearing protective gas masks decontaminated "victims" with water from fire hydrants before ambulances rushed them to nearby hospitals. The drill tested both Seattle's first responders and the federal DHS, as DHS director Ridge, organized a federal response to the mock attack. Canadian agencies also participated because of the proximity of Vancouver to the attack.
Then, on Thursday morning, May 14, Chicago first responders scrambled to deal with two more simulated catastrophes: the mock collapse of a building (responders found a real pile of rubble at the site of the pretend collapse) and the pretend release of harmful chemicals in suburban Chicago. Thursday night Chicago first responders dealt with over one hundred simulated casualties after the fictitious terrorist organization crashed a helicopter into a grounded Boeing 757 passenger jet.
Meanwhile, since Tuesday that same week, actors posing as patients had been reporting to Chicago hospitals complaining of fever, chills, and aches. By Thursday drill participants diagnosed the pretend ailment as bubonic plague. The TOPOFF2 exercises culminated late Thursday night in a raid on a make-believe biological lab in downtown Chicago that had been identified as the source of the epidemic. FBI units, along with Chicago SWAT (Special Weapons and Tactics) and Special Operations teams, raided the facility and decontaminated the site.
There were several lessons learned from the TOPOFF2 exercises. For example in Seattle some police officers rushed into the scene of the attack before the site was tested for radiation. In Chicago, homeland security officials learned how valuable volunteers can be in relieving overworked medical personnel by distributing medicines. "We push the envelope in these types of scenarios," says Ridge. "We push decisionmaking at all levels—local, state, and federal…. We look to uncover communication and coordination and other problems."24
Many states are performing similar exercises on a smaller scale. For example in May 2003 New York City's Office of Emergency Management administered a five-hour exercise called Operation Winter Sun. In the exercise over 250 actors posing as victims pretended to suffer the effects of chemical,
biological, or radiological attacks, testing first responders' ability to identify the effects of these types of attacks and decontaminate and treat victims. Seven hospitals and over seven hundred first responders participated in the exercise.
All these preparedness efforts are aimed at improving the nation's response to possible future terrorist attack. Until such an attack occurs, it is difficult to gauge which of these exercises and measures will be most effective. Ultimately, preparing to respond to unseen and unpredictable enemies is part of what homeland security is all about.
Automotive Writers
TOKYO--(AutomotiveWire)--October 24, 2001
Toyota Motor Corporation today unveiled its new prototypes and production vehicles at the 35th Tokyo Motor Show.
Toyota's exhibit spotlights the company's innovations in environmental and information technology as well as sporty performance and motor sports.
Toyota's commitment to environmentally friendly solutions is represented by the ES3 (e-s-cubic), a prototype diesel sedan which can go 100km on just 2.7 liters of diesel fuel.
New Toyota hybrid vehicles include the Estima Hybrid, the world's first hybrid minivan and first mass-produced hybrid 4WD vehicle, as well as the FCHV-5, a fuel cell hybrid prototype with an on-board reformer to convert clean hydrocarbon fuel (CHF) into hydrogen.
Developed in collaboration with Sony Corp., the "pod" concept applies AI (artificial intelligence) to serve as an expressive "partner" to its owner, responding to moods and encouraging good driving skills. The WiLL VC concept features G-Book, Toyota's new information network service, which helps it navigate the Internet as well as road networks. The DMT (Dual Mode Traveler) concept offers on-the-road cruising pleasure complemented by plentiful space for by-the-road recreation.
The "Voltz" sports utility wagon (SUW) combines the space of a minivan, sportiness of a coupe and functionality of an SUV. The smaller "ist" is a sporty compact hatchback with SUV practicality. Both prototypes feature Toyota's VVT-i (Variable Valve Timing with intelligence) engine for powerful acceleration and fuel economy.
The FXS roadster concept is powered by a 4.3 liter V8 engine which revs up to 8,000RPM. The RSC (Rugged Sports Coupe) is a pure concept vehicle with chunky, muscular styling.
The Panasonic Toyota Racing team's Formula 1 test car is on exhibit, as its 2002 Grand Prix debut nears. Toyota is a full constructor, one of the few automakers participating in Formula 1 to build its own chassis and engine. A Toyota powered CART racing car is also on display.
Clearly, Toyota's dedication to continuous improvement and innovation will have an enormous influence on 21st century mobility.
Business Editors
SAN JOSE, Calif.--(BUSINESS WIRE)--Oct. 24, 2000
Media Arts Group, Inc. (NYSE: MDA) today announced proforma net income for the quarter ended September 30, 2000 of $6.2 million, or $0.47 per share, up 46% from the prior year. Including the operations of Exclaim Technologies, Inc., the Company's Internet subsidiary, and the write-down of certain Exclaim assets, net income for the second quarter was $2.9 million, or $0.22 per share, meeting expectations and remaining unchanged from the prior year. Revenues for the second quarter were as anticipated at $35.4 million, up 2% from $34.6 million in the prior year. Year-to-date proforma earnings were $10.4 million, or $0.79 per share, up 114% from the prior year. Year-to-date revenues were $64.4 million, up 7% from the prior year.
"We are very pleased with our proforma results. We have effectively managed our core business throughout the internal funding and subsequent write-down of Exclaim," stated Craig Fleming, Chairman and CEO of Media Arts. The write-down of Exclaim, net of tax, was $1.6 million and included the write-off of the Marketplace(TM) product and all related assets and other products under development which did not directly support Media Arts' dealers. "Going forward, Exclaim will focus solely on development and support of the Storefront(TM) retail operating system which is used by many of our Thomas Kinkade Signature Galleries(TM)," added Fleming.
Net sales to Signature Galleries increased 15% to $18.9 million for the September 2000 quarter. Sales to Showcase dealers were up 2% to $5.7 million and sales to other non-branded wholesale accounts increased 40% to $8.2 million. Included in non-branded wholesale accounts is QVC, which was up 43% to $2.4 million. Licensing revenues were up 14% to $1.5 million. Due to the conversion of nearly all company owned stores to Signature Galleries and one closure since the prior year, the growth in wholesale revenues were offset by a decline of $4.7 million in net retail sales of company owned Thomas Kinkade Stores.
District comparable sales are up 39.6% indicating continued overall growth and continued popularity of the Thomas Kinkade brand within the geographical territories in which Signature Galleries are operating, however, same store sales are down 13.4%. "In order to improve same store sales, and the overall performance of our Signature Gallery dealers, we are focusing on growth in underdeveloped domestic and international territories, and reducing emphasis to increase retail outlets in existing territories. We are also developing plans to test new retail formats that will leverage our artist diversification strategies," stated Fleming.
Gross margin for the second quarter of fiscal 2001 was virtually unchanged at 62.6% compared to 62.2% in the prior year. Proforma operating margin for the September 2000 quarter was 27.6% versus 20.2% in the prior year. Including Exclaim's operations and the related asset write-down, operating margin for the quarter was 12.9% versus 13.6% for the prior year. Proforma selling and marketing expenses were down 29.2% to $6.2 million, or down 24.0% to $6.7 million including Exclaim. Proforma general and administrative expenses were up 6.3% to $6.2 million, or up 4.0% to $8.3 million including Exclaim.
Media Arts Group, Inc. is a leading designer, manufacturer, marketer and branded retailer of canvas and paper lithographs, art-based home decorative accessories, collectibles and gift products
Investors will have the opportunity to listen to the conference call over the Internet through Vcall at www.vcall.com. To listen to the live call, please go to the web site at least 15 minutes early to register, download, and install any necessary audio software. For those who cannot listen to the live broadcast, a replay will be available shortly after the call.
The foregoing comments include forward-looking statements and actual results may vary. Such statements are indicated by words or phrases such as "believe," "intend," "expect," "seek," "plan" and similar words or phrases. Such statements are based on current expectations and are subject to certain risks, uncertainties and assumptions, including product development efforts, consumer acceptance of licensed artwork and of the Company's products based on such work, expansion of distribution channels for the Company's products and, in particular, the successful implementation of the Signature Gallery program, successful third party manufacturing relationships and the continued control of operating expenses. Media Arts Group, Inc. expressly disclaims any obligation to release publicly any updates or revisions to such forward-looking statements to reflect any change in its expectations with regard thereto or any change in events or circumstances on which any such statement is based.
CONSOLIDATED FINANCIAL INFORMATION (In thousands, except per share amounts) Three Months Ended Six Months Ended September 30, September 30, ------------------- ---------------- 2000 1999 2000 1999 ---- ---- ---- ---- Net sales $ 35,390 $ 34,624 $ 64,368 $ 60,369 Cost of sales 13,250 13,073 23,653 22,900 -------- -------- -------- -------- Gross profit 22,140 21,551 40,715 37,469 -------- -------- -------- -------- Operating expenses Selling and marketing 6,742 8,874 14,472 17,803 General and administrative 8,274 7,957 16,175 14,319 Write-down of Internet business assets 2,541 -- 2,541 -- -------- -------- -------- -------- Total operating expenses 17,557 16,831 33,188 32,122 -------- -------- -------- -------- Operating income 4,583 4,720 7,527 5,347 Interest income (expense) (52) (3) (6) 7 -------- -------- -------- -------- Income before taxes 4,531 4,717 7,521 5,354 Provision for income taxes 1,676 1,864 2,782 2,113 -------- -------- -------- -------- Net income $ 2,855 $ 2,853 $ 4,739 $ 3,241 ======== ======== ======== ======== Net income per common share (basic) $ 0.22 $ 0.22 $ 0.36 $ 0.25 Net income per common share (diluted) $ 0.22 $ 0.22 $ 0.36 $ 0.25 Weighted average common shares and common share equivalents (basic) 13,157 12,926 13,152 12,929 Weighted average common shares and common share equivalents (diluted) 13,187 13,067 13,210 13,141 Proforma earnings (net of income taxes): Net income $ 2,855 $ 2,853 $ 4,739 $ 3,241 Adjustments: Internet business operations 1,696 558 4,031 806 Write-down of Internet business assets 1,601 -- 1,601 -- Non-recurring charge -- 807 -- 807 -------- -------- -------- -------- Proforma net income $ 6,152 $ 4,218 $ 10,371 $ 4,854 ======== ======== ======== ======== Proforma net income per common share (basic) $ 0.47 $ 0.33 $ 0.79 $ 0.38 Proforma net income per common share (diluted) $ 0.47 $ 0.32 $ 0.79 $ 0.37 Sept. 30, March 31, --------- --------- 2000 2000 ---- ---- Cash and cash equivalents and investments $ 896 $ 5,544 Accounts receivable 37,209 27,844 Inventories 24,821 22,102 Working capital 58,460 48,590 Total assets 93,390 89,812 Long-term debt less current portion 5,714 5,243 Total stockholders' equity 71,208 66,408
MINNEAPOLIS, Jan. 18 /PRNewswire/ -- American Research Corporation, the publisher of the Network of Leading American Attorneys, announced today that the company's Web site, www.lawlead.com, has been ranked in the top ten for all attorney locating Web sites according to Kurt Lang, Weblocator L.L.C. Ranked with Web sites the like of Martindale Hubbell and West Publishing Group, www.lawlead.com earned high marks for ease of use, speed and legal site links.
"The site contains some of the most complete legal editorial available anywhere on the Internet for public use," adds Lang.
Last December, www.lawlead.com set a new site record for unique user with nearly 11,000, which is 1,000 more users than in previous months. These users totaled almost 90,000 hits. One feature of the Web site is the Cyber Referral program. Visitors to the Web site can review profiles of Network members. Part of each attorney's profile is a "Contact this attorney" button, which allows anyone who has a legal issue to contact an attorney for information. Since the program's inception in June of 1998, more than 550 communications have been sent to Leading American Attorneys' members.
"We are very pleased with the success of our Web site and our Cyber Referral program," says Brent Baskfield, President and CEO of American Research Corporation. "These results exceed our expectations. Leading American Attorneys has proven to be good for the general public, good for our members and good for the legal profession itself."
American Research Corporation is the publisher of the Network of Leading American Attorneys and provides third-party endorsements for a select group of legal counsel. The company's mission is to assist the top attorneys, as determined by research and standardized polling, in communicating their leadership status to new and existing clients.
Leading American Attorneys is a network of attorneys which has grown to include Minnesota, Illinois and Florida and represents less than 5 percent of attorneys in any given state. Eligibility cannot be purchased, but is based strictly on peer selection. Only those attorneys who received multiple peer recommendations are given the opportunity for membership.
Membership includes guidebooks, brochures, newsletters, Web site and more through which Leading American Attorneys communicates the reputation top attorneys have worked hard to build to legal service users and referral sources.
MCKINNEY, Texas, July 18, 2011 /PRNewswire-USNewswire/ -- GreenPath Debt Solutions, a nationwide non-profit financial organization and national housing counseling intermediary with local offices in McKinney, Plano, Denton, Texarkana, Harlingen, McAllen, Corpus Christi, and Brownsville, is reminding homeowners that they need to act fast and submit paperwork for the Emergency Homeowners' Loan Program (EHLP), by this Friday, July 22.
"The application process ends this Friday, July 22, and is the first step in providing $1 billion to help an estimated 30,000 homeowners in 27 states and Puerto Rico avoid foreclosure," said Setina Briggs-Kelly, GreenPath housing manager. "The program will assist homeowners who have experienced a reduction in income and who are at risk of foreclosure, due to involuntary unemployment or underemployment, economic conditions or medical condition."
Under EHLP program guidelines, eligible homeowners can qualify for an interest-free loan, which pays a portion of their monthly mortgage for up to two years, or up to $50,000, whichever comes first. The EHLP program will pay a portion of an approved applicant's monthly mortgage including missed mortgage payments or past due charges including principal, interest, taxes, insurances, and attorney fees. The loan does not have to be repaid, as long as the homeowner continues making mortgage payments on time for five years.
She remarked that Texas homeowners should contact GreenPath at (888) 893-2711 to see if they are eligible for this program, or to learn more about other GreenPath housing programs and services available.
Homeowners have less than a week to call and see if they are eligible for the program, as open enrollment ends Friday, July 22. Briggs-Kelly stresses that homeowners should call as soon as possible.
"It is imperative that homeowners reach out to GreenPath as soon as possible, to determine eligibility and then get all the necessary paperwork in order, by the end of this week," Briggs-Kelly remarked.
About GreenPath Debt Solutions
GreenPath Debt Solutions is a nationwide, non-profit financial organization that assists consumers with credit card debt, housing debt and bankruptcy concerns. Our customized services and attainable solutions have been helping people achieve their financial goals since 1961. Headquartered in Farmington Hills, Michigan, GreenPath operates 61 full-time branch offices in 12 states. We also deliver licensed services throughout the United States over the Internet and telephone. GreenPath is a member of the National Foundation for Credit Counseling (NFCC). Our professional counselors are certified by the NFCC, and we are accredited by the Council on Accreditation (COA). For more information, visit us at www.greenpath.com.
Available Topic Expert(s): For information on the listed expert(s), click appropriate link.
Andrew Johnson
https://profnet.prnewswire.com/Subscriber/ExpertProfile.aspx?ei=94921
SOURCE GreenPath Debt Solutions
9781449303143
Data source handbook.
Warden, Paul.
O'Reilly Media, Inc.
2011
32 pages
$29.99
Paperback
TK5105
This slim volume presents information on publicly available data sources on the Internet and provides practical examples for accessing their APIs for web services and applications. The work is divided into sections by data type covering websites, people by email, people by name, people by account search terms, locations, companies, IP addresses and book, film, music and product names and individual entries deal with entities such as Flickr, Amazon, LinkedIn, Yahoo!, Bing, Google Shopping and Musicbrainz. Each entry includes useful example code and advice for accessing the resources. Warden is a former software engineer for Apple.
([c]2011 Book News, Inc., Portland, OR)
Continuing its high-powered global expansion, fast-growing Four Points by Sheraton will debut in the Dominican Republic next winter, parent Starwood Hotels & Resorts Worldwide, Inc. (NYSE: HOT) announced.
Four Points by Sheraton Punta Cana, the first US-based, internationally branded hotel to open in the Dominican Republic, will be developed by Grupo Puntacana, which also built Punta Cana International Airport.
Set to open its doors in winter 2012, the 122-room hotel will offer guests an ideal location just steps from the airport - and within Puntacana Village, one of the island's leading commercial, shopping, and dining hubs. Puntacana Village was also developed by Grupo Puntacana. Four Points by Sheraton Punta Cana will offer full-service dining, a private pool, a 24-business center, and a fully equipped fitness facility.
"The comfort, value, and style of Four Points has proved a huge hit with business and leisure travelers worldwide, and we're excited to introduce the brand to a market as dynamic as the Dominican Republic," said Brian McGuinness, Senior Vice President of Specialty Select Brands for Starwood. "With access to an international brand they love, travelers will get even more enjoyment out of everything Punta Cana has to offer."
The Four Points portfolio has undergone a billion-dollar rejuvenation over the last two years. In a 2011 U.S. Hotel Chain survey, readers of Business Travel News readers ranked Four Points at the top of the select-service category across six categories: Corporate Rate Program, Commission Payment System, Quality of Food, Quality of Staff, In-Room Business Amenities, and Overall Price/Value Relationship.
"Four Points by Sheraton enjoys enormous loyalty, and that makes it a very appealing prospect for our development partners in the Dominican Republic and around the world," said Paul Sacco, Senior Vice President for North America Development for Starwood. "Four Points offers a compelling blend of comfort, style and affordability, and it's backed by the power of Starwood through the award-winning Starwood Preferred Guest program."
"For over 40 years Grupo Puntacana has been a pioneer in the national tourism industry here in the Dominican Republic and we are thrilled to partner with Starwood for its landmark entry into Punta Cana," said Frank Rainieri, President of Grupo Puntacana. "We expect the Four Points promise of great hotels and great rates to be a hit for the business traveler in Punta Cana."
Four Points recently opened its 159th hotel, solidifying its place as Starwood's third largest brand with the second-biggest global pipeline. At Four Points, guests travel the way they like with genuine service and modern style. Always an honest value, Four Points has great amenities like free bottled water, free Wi-Fi in public spaces, and free internet access in all guestrooms. A delicious breakfast with great coffee and refreshing, local beer with Best BrewsSM help guests to start - and end - the day right. Four Points gives travelers everything they need to be comfortable and productive on the road. About Grupo Puntacana The development of Grupo PUNTACANA dates back to 1969 when Dominican businessman and hotelier Frank R. Rainieri and Theodore W. Kheel, the prominent New York attorney and labor mediator, created a partnership to construct a resort and real estate community that respects the natural habitat of Punta Cana while offering a world-class vacation experience. Maintaining a dedication to sustainable tourism, PUNTACANA Resort & Club has since grown to encompass over 26 square miles and now includes Tortuga Bay; Six Senses Spa; the PUNTACANA Ecological Foundation; four residential communities (Corales, Hacienda, Marina and Arrecife); a full-service marina; seven restaurants; a shopping village; two 18-hole golf courses (Corales, designed by Tom Fazio and La Cana, designed by P.B. Dye), with a third P.B. Dye-designed course, Hacienda, scheduled to premier in late 2011; and Punta Cana International Airport, a modern facility that incorporates innovative and eco-friendly design. The airport serves top-tourist destinations of the Punta Cana and Bavaro regions and is the country's busiest and fastest-growing airport.
In 1997, Julio Iglesias and Oscar de la Renta joined the Group as co-investors and have made PUNTACANA Resort & Club their home. Currently, Punta Cana is the most highly visited Caribbean destination and is easily accessible from all over the globe. About Four Points by Sheraton Great Hotels. Great Rates: With 159 Four Points by Sheraton hotels in 27 countries, travelers can find the modern style and timeless comfort they're looking for with genuine service and great rates, all around the world from Santiago to Shanghai and Milan to Milwaukee, Four Points hotels can be found in big urban centers, by the airport, near the beach, and in the suburbs. A recent $1 billion invested in renovations, conversions, and new-build hotels has made the brand stronger than ever.
Four Points by Sheraton, like all brands within Starwood's portfolio, is proud to offer the Starwood Preferred Guest[R] program, which offers a breakthrough policy of no blackout dates on Free Night Awards. To learn more, visit www.spg.com. About Starwood Hotels & Resorts Worldwide, Inc. Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with 1051 properties in 100 countries and territories with 145,000 employees at its owned and managed properties. Starwood Hotels is a fully integrated owner, operator and franchisor of hotels, resorts and residences with the following internationally renowned brands: St. Regis[R], The Luxury Collection[R], W[R], Westin[R], Le Meridien[R], Sheraton[R], Four Points[R] by Sheraton, and the recently launched Aloft[R], and Element SM. The company boasts one of the industry's leading loyalty programs, Starwood Preferred Guest (SPG), allowing members to earn and redeem points for room stays, room upgrades and flights, with no blackout dates. Starwood Hotels also owns Starwood Vacation Ownership, Inc., one of the premier developers and operators of high quality vacation interval ownership resorts. For more information, please visit www.starwoodhotels.com.
Keywords: Ecological, Ecology, Environment, Food Quality, Real Estate, Starwood Hotels & Resorts Worldwide, Starwood Hotels & Resorts Worldwide Inc., Tourism, Travel.
This article was prepared by Food Weekly News editors from staff and other reports. Copyright 2011, Food Weekly News via VerticalNews.com.
ARLINGTON, Va. -- The following information was released by the Leadership Institute:
"Campaigns can easily fall into old habits of how they did things, instead of focusing on what they want to accomplish," wrote Julian Haigh, a Leadership Institute graduate, in the cover story of Campaigns and Elections magazine. "Social media can lead to better organization and connectivity with your volunteers and the Internet allows you to be more agile in you coordination of resources."
Julian, a Canadian citizen and campaign veteran, is the co-founder of D2D Campaign Solutions. The company, based in Vancouver, describes itself as a "volunteer management solution that provides election campaign managers unprecedented power in mobilizing door-to-door campaign volunteers, identifying vote-swinging issues, and growing candidate support at the grassroots level."
Earlier this year, Julian attended LI's Campaign Management School and Advanced New Media Workshop. He said the school covered "the full gambit of skills required for a winning election. Beyond this, the network of professionals and experience to learn from, [the school] has invigorated me and given me the tools required to pump me up to be more active."
Julian added, "The program was such an eye-opener and [it] makes me so much more positive about the future."
You can still register for the Institute's next Campaign Management School, which begins this Monday, May 2. You can also review LI's 2011 calendar to see upcoming trainings of interest to you.
Steris Corp. announced that it will issue its fiscal 2011 third quarter earnings before the market opens on February 8, 2011, followed by a conference call at 10 a.m. Eastern time.
In a release, the Company noted event details:
The conference call can be heard live over the Internet at steris-ir.com or via phone by dialing 1-800-369-8428 in the United States and Canada, or 1-773-799-3378 internationally, then referencing the password "Steris".
For those unable to listen to the conference call live, a replay will be available from 12 p.m. Eastern time on February 8, 2011 until 5 p.m. Eastern time on February 22, either over the Internet at steris-ir.com or via phone by calling 1-800-871-1327 in the United States and Canada, or 1-203-369-3373 internationally.
((Comments on this story may be sent to health@closeupmedia.com))
Knoxville area residents now have a new choice for their television and communications services, powered by the most advanced technology. AT&T* announced the launch of AT&T U-verse(SM) services in parts of the Knoxville area, including AT&T U-verse TV, AT&T U-verse High Speed Internet and AT&T U-verse Voice. The services will be available for order beginning Monday, Oct. 26.
AT&T U-verse services, which are all delivered over AT&T's advanced Internet Protocol (IP) network, offer a new alternative to cable and an unmatched experience for customers. AT&T U-verse brings together your U-verse TV, U-verse Internet, U-verse Voice and AT&T wireless services - all on one bill - with unique features that provide a new level of integration, convenience and control. AT&T U-verse TV ranked "Highest in Customer Satisfaction in the South Region Two Years in a Row," according to the J.D. Power and Associates 2008 and 2009 Residential Television Service Provider Satisfaction Studies(SM).
"Today's launch of AT&T U-verse reflects our commitment to make the significant investments to bring Tennessee consumers a new era of true video competition," said Gregg Morton, president, AT&T Tennessee. "For the first time in many years, consumers in the Knoxville area will now have the choice they've been waiting for."
AT&T is introducing U-verse services in Tennessee thanks to The Competitive Cable and Video Services Act of 2008, HB 1421, signed into law by Gov. Bredesen on May 15, 2008. This legislation provides an environment that encourages new video providers, such as AT&T, to invest in Tennessee to compete against the incumbent cable providers and build the advanced broadband networks that will create jobs and fuel economic growth. On the first day that this new law became effective, AT&T filed its initial application for a state-issued certificate of franchise authority to offer video services in communities in Tennessee.
"We are thrilled to offer this innovative video choice to customers in Knoxville area," said Morton. "As we celebrate this U-verse launch, I want to remember the contributions of the Tennessee General Assembly to open Tennessee's video services marketplace to competition which is truly benefiting consumers. I would like to thank the contributions of Gov. Phil Bredesen, Lt. Gov. Ron Ramsey and Speaker Emeritus Jimmy Naifeh. This also wouldn't be possible without the support of Senate Speaker Pro Tempore Jamie Woodson, Sen. Randy McNally, Rep. Joe Armstrong, Rep. Joe McCord, Rep. Richard Montgomery, Rep. Harry Tindell and the other Knoxville area legislators who supported competition and choice for consumers."
More Choice, Advanced Features
AT&T U-verse TV is the only 100 percent Internet Protocol-based television (IPTV) service offered by a national service provider, making AT&T U-verse one of the most dynamic and application-rich services available today, with advanced capabilities that customers don't get from other providers.
AT&T U-verse launched across the greater Nashville-area in December 2008.
"This investment by AT&T is great news for Knoxville, as it brings exciting new technology and new jobs to our community," said Senate Speaker Pro Tempore Jamie Woodson. "As Tennessee policymakers, our goal was to increase investment throughout the state and give consumers more choices and innovative new services and I'm honored to help AT&T celebrate this launch."
Where AT&T U-verse services are available, local U-verse TV customers can enjoy numerous TV benefits, including the ability to manage and watch your recorded programs from a single DVR on any U-verse connected TV in the house with Total Home DVR; the ability to watch up to four channels at one time with U-verse TV Multiview; an extensive High Definition (HD) channel lineup with access to more than 110 HD channels; the ability to program DVR recordings from your Web-connected mobile phone or PC; personalized, on-screen weather, sports, traffic and stock information via AT&T U-bar; the ability to stream your personal photos and music files from your PC to your U-verse TV with Media Share; the ability to check the current weather conditions and forecasts in any U.S. city with Weather On Demand; and more.
"Cable has been the only game in town for too long, and we're excited to change that today in Knoxville," said Bryan Klamer, general manager-Home Solutions for AT&T Tennessee. "Quite simply, U-verse is cooler than cable. We know Knoxville area customers want a better choice to break free from cable, and AT&T U-verse is the answer. Using our IP platform, we can push updates seamlessly to our customers overnight and part of that U-verse experience is turning on your TV and finding something new to enjoy - at no extra charge."
With AT&T U-verse High Speed Internet services, every AT&T U-verse customer or small business broadband user can enjoy faster available speeds. Packages include a range of speeds, with the fastest downstream speeds up to 18 Mbps. All AT&T U-verse High Speed Internet packages include wireless home or office networking at no extra cost, and access to the nation's largest Wi-Fi network with unlimited connectivity at more than 20,000 hot spot locations.
AT&T U-verse Voice is a managed IP-based service that is delivered over the AT&T's fiber-rich network. This allows U-verse Voice customers to enjoy great sound quality and reliability, as well as unmatched calling features that combine with your AT&T U-verse TV, broadband and wireless services. Customers benefit from a single, combined voice mailbox for AT&T U-verse Voice and AT&T wireless messages; U-verse Central, an online portal to manage your call preferences and settings from any PC; an online voice mailbox; the ability to view your call logs from your PC or your recent incoming calls on your TV screen; the ability to initiate a call from your PC or TV using Click to Call; and more. All U-verse Voice customers have 911 service.
AT&T U-verse offers multiple combinations of TV, Internet and Voice packages to customize your experience. The most popular AT&T U-verse TV offers start at $49 a month (taxes, fees and other monthly charges apply). Professional installation is included, and you also get a 30-day money-back guarantee.
AT&T U-verse customers who want the complete home entertainment experience can also benefit from AT&T ConnecTech, an in-home care solution for virtually any technology or entertainment need, including computer, networking, TV, home theater installation, repair and maintenance. For more information, visit www.att.com/connectech.
Keywords: AT&T, Broadband, Broadband Network, Computer Network, Computers, Economic Growth, Economics, Electronics, Entertainment, Home Theater, Internet, Internet Protocols, Leisure, Networks, Sports, Technology, Telecommunications, Television, World Wide Web, AT&T Inc.
This article was prepared by Internet Business Newsweekly editors from staff and other reports. Copyright 2009, Internet Business Newsweekly via VerticalNews.com.
Byline: DAVID WILLIAMSON
FOR decades across the British Isles young men have sat in states of wild excitement playing with Meccano, Airfix and Lego.
Doctor Who, perhaps the paramount cultural creation of our era, can spin boys into ecstasy with a whirr of the sonic screwdriver.
So why is that so many of us have grown up without the least inclination of launching an invention which will fundamentally alter the nature of human life?
When Sir Clive Sinclair unveiled his eponymous C5 urban transport device he was greeted with a chorus of sniggers rather than a round of applause at his audacious attempt to redefine travel.
We instinctively expect the cars we drive, the cameras we click and the toys we bequeath to the next generation to be made elsewhere.
Shortly before the UK economy was carbonised, a thoroughly charming German stroked his impeccably cultivated stubble and said, in a tone of Teutonic wonderment: "I really don't understand it.
You British don't make anything and yet there seems to be plenty of money around."
Now that there is no longer a flow of easy cash from one side of the high street to the other, the time has come to invent items which people will want, need and buy. This is something we do very rarely these days.
How such a lamentable situation came into being is a treble-puzzle. Not only do we have a filthy wet climate which encourages prolonged indoor activity, we are captivated by entrepreneurial gameshows such as Dragon's Den, and our DNA pulses with the genetic traces of some of the greatest inventors who have entered a tool shed.
Woody Allen has said he would not want to live in an era pre-dating the invention of penicillin; in other words, he shudders at the thought of a reality in which Alexander Fleming had not noticed something rather odd growing in a dish and decided to take a closer look.
The grand British male tradition of avoiding the washing-up with the vigilance with which a vampire shuns garlic has been dealt a fatal blow by the advent of the dishwasher and the otherwise reasonable demands of spouses in an age of gender equality.
But the creative mess which once routinely inspired flurries of genius came from an earlier, easier-going age when young men had the time to sit under a tree, watch an apple drop and think: "Oh, I think I'll call that phenomenon 'gravity'."
In some cultures the production line is a place of burning creativity. Toyota workers made the elimination of waste an art form; the refinement of the production process of a Lexus is like the paring down a poem until it attains the stark beauty of a haiku.
British inventors have thrived in atmospheres of mess when they are up to their earlobes in odd pieces of wire but untangled by the demands of marketeers (surely that can't be a proper word?) and flagellating accountants.
Alexander Graham Bell was never a fan of the intrusive telephone he invented but he was fascinated by the sheer science which made it work.
In Wales, great thought is being invested in how commercial wizards can be brought together with modern day Bells. The idea is that they will be able to spot the practical possibilities of discoveries and inventions as it is very rare that a scientific genius is also blessed with mindblowing commercial acumen.
It is possible that our apparent deficit of first rate inventors is actually an illusion and a by-product of how reports of new products now zip around the world in seconds.
Previously, people in different countries could quite happily tinker away for years on variants of the same idea before a definitive "invention" arrived in the popular consciousness.
The easiest way to start a fight in the United Nations is not to make a controversial remark about Alaskan cheese but to ask: "Which nation invented the television?"
Furthermore, this is a time when the luminous young British talent is swiped away to overseas universities and corporations so quickly it is easy to forget than iPod designer Jonathan Ive is a native of Chingford.
There is also the phenomenon of British modesty. We don't trumpet our achievements.
While we're aware that Al Gore didn't invent the internet, how many of us know that Massachusetts-based but England-reared Tim Berners-Lee created the web?
Hopefully, the kid now taking a screwdriver to your microwave oven will grow up to be a neo-Brunel. There is a hunger for such high-profile inventor heroes, as the celebration of James Dyson and his dual cyclone vacuum cleaner demonstrates.
I was recently astounded by his energy-efficient and ultra-hygienic re-imagining of the hand-dryer (Check it out!www.dysonairblade.co.uk).
This piece of scientific wizardry purifies the air before blowing it onto your hands like a gust from the nostrils of a friendly dragon.
"I just can't believe it's British," I said to a colleague.
"I know," he beamed. "Not only does it dry your hands, it makes you proud."
CAPTION(S):
TRANSFORMING TRANSPORT: But Sir Clive Sinclair's C5 was mocked rather than hailed as an example of Britain's inventing tradition
