Tuesday, October 9, 2007

Signaling a "Decade of Digital Discourse." SEE YOU THERE!

SCIENCE TEACHERS CONVERGE ON COBO

The National Science Teachers Association, the largest professional organization in the world promoting excellence and innovation in science teaching and learning, announced that it will be in Detroit Oct. 18-20 for its 2007 Midwestern Area Conference on Science Education.

Participants from across Michigan and neighboring states will meet to discuss the latest issues in science education, learn about new teaching tools and techniques, network with fellow science education professionals, and hear thought-provoking presentations from world-renowned scientists and educators. The conference will be held at the Cobo Center and other area venues.

Designed to enhance professional development and provide networking forums for science educators, the three-day conference -- held in conjunction with the Metropolitan Detroit Science Teacher Association -- will feature hundreds of presentations about the latest breakthroughs in science and hands-on workshops covering every discipline, grade level and teaching focus.

Educators will discuss popular issues, including the No Child Left Behind Act, science literacy and the nation’s competitiveness, and the teaching of evolution and global climate change. In addition, attendees will hear about the hottest topics in science education from nationally renowned speakers, including Sally Ride, former NASA astronaut and president and CEO of Sally Ride Science.

Attendees will also have the opportunity to explore NSTA’s Exhibition of Science Teaching Materials. From the latest high-tech calculators to scientifically engineered container gardens, attendees will be able to examine and learn about the latest science education materials, laboratory equipment and computer hardware and software available.

For more information, visit www.nsta.org/conferences/2007det/registration.aspx.

Why Mac? TIME!

Forsee: WiMaxed Out

Sprint Chief's Bet Failed to Pay Off

By Frank Ahrens and Kim Hart
Washington Post Staff Writers
Tuesday, October 9, 2007; D01

Perhaps someday, WiMax will be the key to turning around Sprint Nextel, the beleaguered Reston cellphone company. Perhaps someday, consumers will walk and drive across the country, enjoying uninterrupted, high-speed Internet service, watching video, e-mailing and talking on the phone over the Web, thanks to WiMax.

But Sprint chief executive Gary D. Forsee -- the man who committed $5 billion this summer to turn the company into the nation's No. 1 WiMax provider -- won't be around to oversee it.

Forsee resigned yesterday afternoon after running the company for four years. On his watch, Sprint stock steadily climbed, from $12 per share to a high of more than $25 per share in early 2006. But shares have slumped since then, closing down nearly 3 percent yesterday at $18.50, as Wall Street criticized Forsee's decisions.

Specifically, analysts and investors thought that Forsee was short-shrifting his company's core business -- phones -- while throwing a much-riskier, high-cost Hail Mary: building a WiMax network. So far, the expensive project has been met with delays and technical hurdles.

WiMax is like a much bigger WiFi. WiFi allows you to cruise the Web from your local coffee shop without having to plug your laptop into an Internet connection, but if you walk too far away, you lose your signal. WiMax promises high-speed Internet service hundreds of miles wide.

The ultimate dream is overlapping WiMax zones covering the country, letting subscribers stay connected to the Internet even as they travel, getting passed off from one WiMax zone to the next in the same way that cellphone towers pass callers from one phone to the next.

Sprint's $5 billion investment is aimed at slowing other big telecoms, such as Verizon and AT&T, from becoming big players in WiMax. Owning the WiMax space could prove lucrative enough to be a change agent for the troubled Sprint, enabling it to transform from a third-place cellphone carrier that's barely adding customers into the dominant provider of next-generation communications.

This summer, Forsee predicted Sprint would reach 100 million Americans with its WiMax service. In 2006, when Sprint announced plans to build a WiMax network, Forsee said: "We'll give customers the power to harness business information and personal entertainment easily and inexpensively -- and in ways that they will one day wonder how they lived without."

But the technology to make WiMax work has been slow to roll out, and analysts estimate it won't gain consumer momentum until late 2008 at the earliest. Sprint is still testing mobile WiMax technology. It announced during the summer that it would partner with start-up Clearwire, which was trying to build its own WiMax network, to combine forces and speed rollout. But Sprint said last week that the finalization of the Clearwire deal is being delayed.

Sprint is now in the position of figuring how to move forward with the WiMax plan -- without the man who dreamed up the plan. This far in, Sprint may be committed to building out the WiMax network but may not be able to do it fast enough to adequately transform the company to Wall Street's liking.

Sprint's WiMax predicament is like owning miles of pristine beachfront property and then being unable to build condos on your very valuable, exclusive property.

"The fact that they bought a $5 billion network without testing it was a violation of fiduciary duty," said Patrick Comack, senior equity analyst at Zachary Investment Research in Miami Beach. "It's like buying a $5 billion car without test-driving it first."

He added that the company is still struggling to perfect the network's ability to hand over traffic between towers as people move between coverage areas, which is necessary to stay connected while driving, for example.

Forsee found himself in much the same situation as Jean-Marie Messier, former head of Vivendi Universal. Like Forsee, Messier had a vision when he took over the company in 1996.

Messier envisioned that consumers from the Left Bank to Hollywood would pay to download music and videos to their cellphones and mobile devices. Messier spent Vivendi Universal into near-bankruptcy, buying telecom, movie and music companies, chasing the dream.

Messier was right but about five years too early. His company's stock plummeted, the disparate conglomerate never fit together and it ended up getting sold off in pieces. Messier was kicked out by his board in 2002.

Mike Nelson, an analyst with Stanford Group, said investors would not be so concerned about the big bet on WiMax if Sprint was also showing signs of fixing the core wireless business.

"If we were Sprint's CEO for a day, we wouldn't kill WiMax, since it could eventually be a competitive advantage, but would halve the spending in 2008," Philip Cusick, equity research analyst at Bear Stearns, wrote Friday in a note to investors. "We would re-emphasize the core business . . . over non-core distractions" like its prepaid Boost brand and WiMax, he wrote.

In August, Sprint gained new subscribers for the first time in a year but also warned it expected to lose subscribers in the third quarter.

Cusick added that he does not expect WiMax to gain momentum until late 2008 or 2009. A management shift could further delay Sprint in finalizing its contract with Clearwire to build out the network.

"We believe that Sprint is likely to de-emphasize the WiMax business, which could result in a slower rollout for WiMax in the U.S., lower economies of scale for Clearwire and shrink the ecosystem necessary to attract consumer electronics companies to WiMax," Cusick wrote.

Friday, October 5, 2007

Alignment to OUR NSF GRANT Purpose!

Ford likes the look of proposed contract


Chairman says automaker interested in health care fund


October 4, 2007

BY SARAH A. WEBSTER

FREE PRESS BUSINESS WRITER

Ford Motor Co. Executive Chairman Bill Ford indicated on Wednesday that leaders at the company founded by his great-grandfather are generally satisfied with the tentative contract rival General Motors Corp. reached with the UAW.

It is expected to serve as a pattern for the Ford deal.

"The broad framework is certainly something we can work with," Ford told journalists during an appearance in Chicago. He was there for a ceremony to start a national network of community-based high schools, which is being supported by the automaker.

Ford spokesman Mark Truby confirmed the comments, which were first reported by Dow Jones, although he emphasized that the company still is studying the deal.

Ford and crosstown rival Chrysler LLC agreed to an indefinite extension of the current contract after GM was named a strike target Sept. 13.

GM and the UAW reached a deal Sept. 26 after a two-day strike, and the union's 73,000 members at GM continue voting on the proposed contract.

The UAW is expected to resume talks with Ford and Chrysler when the GM-UAW tentative contract is ratified.

Bill Ford, who learned labor relations early in his career from former Vice Chairman Peter Pestillo, seems to have good relations with UAW President Ron Gettelfinger, who started his career at a Ford factory in Louisville, Ky., and was head of the UAW's Ford division prior to leading the entire union.

During his Chicago trip, Ford said the company is "very prepared to get going" in talks.

He also said that the automaker is interested in talking to the union about a voluntary employee beneficiary association, or VEBA. That form of union-supervised trust to manage health care for UAW retirees is set to save GM about $20 billion from its $50 billion in related liabilities.

J.P. Morgan Chase estimates Ford's UAW retiree health care liability at $22 billion, indicating possible savings for Ford of $9 billion from a GM-style VEBA.

Bill Ford's comments were notable in that they contrasted with industry experts' recent comments that Ford may need more -- or significantly different -- concessions than those GM won from the UAW.

For Ford, the specifics of the GM agreement could force it to provide greater clarity about its turnaround plan, which aims to make the North American division profitable by 2009, Arthur Wheaton, a labor expert from Cornell University, said last week. Ford lost $12.6 billion last year and is undergoing a restructuring.

David Cole, chairman of the Center for Automotive Research in Ann Arbor, said he expects that Ford, when it reaches a deal with the UAW, will disclose the six remaining of 16 plants it plans to close as part of its restructuring. Another large benefit of the proposed contract for GM is the savings related to replacing current workers in noncore jobs with lower-paid union members.

But Ford is ahead of GM in outsourcing noncore jobs, said John Casesa, a veteran auto analyst and managing partner of Casesa Shapiro Group LLC.

Over the past two years, the UAW approved what are known as competitive operating agreements at Ford plants that allowed noncore jobs to be subcontracted out at lower pay. UAW Vice President Bob King said that saved $750 million.

Casesa said the UAW will have to give a different deal to Ford and to Chrysler LLC if it wants to help the companies survive.

"Ford's financial situation remains fragile," Casesa said last week. "Because the main feature of the agreement is relief on health care for retirees and GM has the highest active-to-retiree ratio, it's disproportionately better for GM," he said.

GM provides health benefits to more than four retirees and surviving spouses for every active worker it employs. Ford's ratio is two retirees for each active worker, and Chrysler's ratio is about one-to-one.

Contact SARAH A. WEBSTER at swebster@freepress.com.

(From Jim Bates)

PND Philanthropy News Digest - A service of the Foundation Center
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Posted on October 5, 2007

Henry Ford Learning Institute Launches National Network of Community-Based High Schools

The Henry Ford Learning Institute (HFLI) has announced grants from the Ford Motor Company Fund and the Bill & Melinda Gates Foundation totaling $11.5 million to launch a national network of small high schools modeled after the Henry Ford Academy in Dearborn, Michigan.

The investment will provide underserved students in urban areas with quality, real world learning environments, a college-preparatory culture, and demanding academic standards. The Henry Ford Academy: Power House High, scheduled to open in Chicago in 2008 in the former Sears Roebuck building, will be the first school in the expanded HFA network. The academy is part of Chicago Public School's Renaissance 2010 initiative, which is working to develop or transform one hundred schools in the city by 2010. In addition, the new academy's curriculum will use the renovated building's "green" features to enhance lessons on the environment, clean technologies, and sustainability.

The $8.5 million investment by the Ford Motor Company Fund, which includes $1.25 million for support planning and operations at Power House High, will help HFLI build the new network of schools. The $3 million grant from the Gates Foundation will support the launch of five new HFAs, including Power House High, in urban communities in the Midwest.

All future academies in the network will be located in prominent public spaces such as cultural institutions, community organizations, or universities, providing students with a content-rich and visible learning experience that is often lacking in traditional school models. Each academy also will be customized to meet local needs and take advantage of each school's unique location and community partners. Partnerships with local employers, including Ford Motor Company and the Chicago-based Siemens Building Technologies, will give students exposure to future work opportunities through internships and other important workplace and learning experiences.

"Ford Motor Company Fund and the Bill & Melinda Gates Foundation share HFLI's core belief that all students can achieve at high levels when they are provided with quality educational experiences," said HFLI executive director Deborah Parizek. "These grants support the development of sustainable learning environments — public schools in public spaces that involve community partners, localize a proven academic program to incorporate local resources, and make public education a truly public endeavor."

“Henry Ford Learning Institute Launches National Network of Community-Based High Schools.” Bill & Melinda Gates Foundation Press Release 10/03/07.

MEAP Easy? But MEAP Scores indicate otherwise!

Click here to return to the The Oakland Press

NEW!
MEAP tests are too easy, national report finds




DETROIT -- A national report says Michigan's proficiency tests might be too easy to truly prepare students for college.

The report released Wednesday and called "The Proficiency Illusion" says the state's reading and math tests are less difficult than most of the 26 states studied.

It shows the scores required to pass Michigan's tests decreased from 2003-05. The news comes just days before the state administers the Michigan Educational Assessment Program tests in grades 3-8.

State officials said that the study is inconsistent with other reports that rank Michigan higher.

The report was conducted for two education research nonprofit organizations.

Tuesday, October 2, 2007

INDEED!

Our Schools Must Do Better


Published: October 2, 2007

Boston


I asked a high school kid walking along Commonwealth Avenue if he knew who the vice president of the United States was.

He thought for a moment and then said, “No.”

I told him to take a guess.

He thought for another moment, looked at me skeptically, and finally gave up. “I’m sorry,” he said. “I don’t know.”

The latest federal test results showed some improvement in public school math and reading scores, but there is no reason to celebrate these minuscule gains. We need so much more. A four-year college degree is now all but mandatory for building and sustaining a middle-class standard of living in the U.S.

Over the next 20 or 30 years, when today’s children are raising children of their own in an ever more technologically advanced and globalized society, the educational requirements will only grow more rigorous and unforgiving.

A one- or two-point gain in fourth grade test scores here or there is not meaningful in the face of that overarching 21st-century challenge.

What’s needed is a wholesale transformation of the public school system from the broken-down postwar model of the past 50 or 60 years. The U.S. has not yet faced up to the fact that it needs a school system capable of fulfilling the educational needs of children growing up in an era that will be at least as different from the 20th century as the 20th was from the 19th.

“We’re not good at thinking about magnitudes,” said Thomas Kane, a professor of education and economics at the Harvard Graduate School of Education. “We’ve got a bunch of little things that we think are moving in the right direction, but we haven’t stepped back and thought, ‘O.K., how big an improvement are we really talking about?’ ” Professor Kane and I were discussing what he believes are the two areas that have the greatest potential for radically improving the way children are taught in the U.S. Both are being neglected by the education establishment.

The first is teacher quality, a topic that gets talked about incessantly. It has been known for decades that some teachers have huge positive effects on student achievement, and that others do poorly. The positive effect of the highest performing teachers on underachieving students is startling.

What is counterintuitive, but well documented, is that paper qualifications, such as teacher certification, have very little to do with whatever it is that makes good teachers effective.

“Regrettably,” said Professor Kane, who has studied this issue extensively, “we’ve never taken that research fact seriously in our teacher policy. We’ve done just the opposite.”

Concerned about raising the quality of teachers, states and local school districts have consistently focused on the credentials, rather than the demonstrated effectiveness — or ineffectiveness — of teachers in the classroom.

New forms of identifying good teachers and weeding out poor ones — by carefully assessing their on-the-job performance — have to be established before any transformation of American schools can occur.

This can be done without turning the traditional system of teacher tenure on its head. Studies have clearly shown that the good teachers and the not-so-good ones can usually be identified, if they are carefully observed in their first two or three years on the job — in other words, before tenure is granted.

Developing such a system would be difficult. But it’s both doable and essential. Getting serious about teacher quality as opposed to harping on tiny variations in test scores would be like moving from a jalopy to a jet.

The second area to be mined for potentially transformative effects is the wide and varied field of alternative school models. We should be rigorously studying those schools that appear to be having the biggest positive effects on student achievement. Are the effects real? If so, what accounts for them?

The Knowledge Is Power Program (KIPP), to cite one example, is a charter school network that has consistently gotten extraordinary academic results from low-income students. It has worked in cities big and small, and in rural areas. Like other successful models, it has adopted a longer school day and places great demands on its teachers and students.

Said Professor Kane: “These alternative models that involve the longer school day and a much more dramatic intervention for kids are promising. If that’s what it takes, then we need to know that, and sooner rather than later.”

If American kids — all American kids, not just the children of the elite — are to have a fair chance at a rewarding life over the next several decades, we’ve got to give them a school system adequate to the times. They need something better than a post-World War II system in a post-9/11 world.

Monday, October 1, 2007

Sunday, September 30, 2007

Electric Light Orchestra - Hold on Tight

Get Ready, Get Set, GO!

HOW to THINK thought to be important! (28%)

The New York Times

September 30, 2007

Don’t Worry, Be Students

LAURIE HOACHLANDER'S PARENTS may have spent tens of thousands of dollars on the psychology courses she took as an undergraduate at the University of Pennsylvania, but ask the 27-year-old, a member of the class of 2002, what was most valuable about her college years, and her thoughts drift far beyond the classroom window.

There was her year as a resident adviser to a cluster of freshmen in her dormitory at Penn, an experience colored by the attempted suicide of one of her charges, followed by his recovery and return to the hall. “That taught me a lot about crisis management,” she says. Then there was her work as a campus tour guide, which taught her “how to be a better public speaker.” That, she says, wound up serving her well in one of her first jobs, as a leader of seminars for real estate brokers: they would interrupt her presentations with offbeat questions, just like the pesky parents on her tours.

As high-school juniors and seniors descend this fall on fact-finding missions to the nation’s colleges and universities — an indispensable part of the uniquely American hazing known as the college-admissions process — a fresh cast of cheerful student tour guides will steer the conversation through familiar scripts. They’ll dutifully note the number of volumes in the library and the opportunities for undergraduate research and the ratio of professors to students. Only the most persistent of pesky parents will draw out a story like Hoachlander’s of a moment in college life that really made a difference; arguably, it’s the rare undergraduate that has the perspective to recognize that moment, let alone go off script to recount it.

But talk to a couple of thousand recent college graduates, as the magazine did this summer — alumni roughly five years out of school, with the perspective that comes from having got a taste of the real world but with memories of freshman and sophomore years still relatively intact — and enough moments spill out to begin to tell a story. Some graduates fondly recall a special professor, others the opportunity to become more self-sufficient. Some say they didn’t study hard enough; others, though fewer, regret working themselves too hard and wish they’d taken more time to relax or learn about life from their peers. Yet overall, the story told by these survivors of the admissions process is actually pretty simple: college is great. And their message to those coming up behind them — the classes of 2012 and 2013 and 2014, bigger than any generation of college prospects before them and as anxious as their parents are hovering — is pretty simple, too: chill out.

To an astonishing degree, recent graduates surveyed by The New York Times Poll said that they are satisfied with the choices they made about where to go to college and with the educations they received. That seems to hold true whether they went to big schools or small schools, costly private colleges or somewhat more affordable public universities, their first-choice school or their fourth. Like Laurie Hoachlander, though, the young alums acknowledge, in a variety of their responses, that the qualities they or their parents thought were crucial in choosing a college were not necessarily the things that mattered most once they got there. Magazine rankings and a school’s reputation — both extremely important in the minds of many applicants — are often of far less significance to graduates as they reflect on what made their college years worthwhile.

“Now I value the goofy and formative life experiences — driving to Atlantic City on a whim, playing a weekly basketball game with my friends, playing pranks in the dining hall,” wrote Dan Diamond, a newsletter editor who was a classmate of Hoachlander’s in the class of 2002 at Penn.

THOUGH A LARGE industry exists to convince teenagers and their parents otherwise, there is not much science in the search for the right college for a particular student. The data that fill many college guidebooks paint a picture of the student body as it passes through the university’s front gate, taking the students’ measure with SAT scores, class rank and the like. Those lists of “top party schools” or best school for “Birkenstock-wearing, tree-hugging, clove-smoking vegetarians” — an actual category handicapped by The Princeton Review — come from sampling students still in the hazy thick of the college experience. The totemic rankings by U.S. News & World Report add criteria like alumni giving or admissions selectivity to the soup. We thought it might help families making their way through the admissions maze if we could collect the wisdom of students who had made it all the way out into postgraduate life.

So The New York Times conducted a series of surveys over the summer. Telephone polling in conjunction with mtvU, the music channel’s on-campus network, produced a sample of 271 college graduates under age 30. (The nationwide poll, conducted June 15 to June 23, has a margin of sampling error of plus or minus six percentage points.) Separately, online surveys by The Times gathered the replies of more than 1,300 graduates, most in the class of 2002, from three institutions generally regarded as among the finest and most selective in the nation: Penn, an Ivy League university in Philadelphia; Reed College, a small liberal arts school in Portland, Ore.; and the University of Michigan in Ann Arbor, a state university. I called a dozen alumni afterward to probe more deeply into their responses to the poll questions.

Much of what the polling found falls safely into the category of “reassuring” — not an adjective that tends to be associated with the college search. Among the group surveyed nationally, 93 percent described their overall undergraduate experience as “excellent” or “good”; the results were comparable for the alumni of Penn (95 percent), Michigan (96 percent) and Reed (98 percent). Likewise, asked if their college education “was worth the money you and your parents paid for it,” 89 percent in the national poll said that it was. At Reed and Penn, where tuition bills are among the highest in the nation, 81 percent and 79 percent, respectively, said they got their money’s worth. (At Michigan, where tuition is lower for state residents, 84 percent of alumni agreed.) To plumb whether that learning served any practical purpose, those alumni who said they had jobs were asked whether their undergraduate education “prepared you for the work you are currently doing.” Seventy-five percent in the national poll said yes — very nearly as positive a response as among the graduates of Penn (82 percent), Michigan (83 percent) and Reed (86 percent.)

(The upbeat responses from alumni of those three colleges come with a caveat: the graduates surveyed chose to be in close-enough touch with their alma mater to at least supply an e-mail address where they could be reached. But their answers were similar enough to those of participants in the national poll — who were part of a random sample — to suggest confidence in the results all around.)

Of course, a high-school student staring at a blank college application may be most interested in the answer to the following question: Why? What made these individuals’ college experiences so good? Why was it worth the angst and the hard work and — their parents would probably also want to know — the lingering debts?

For the Penn and Michigan graduates in particular, the answers are not always what they expected back when they were writing essays and filling in SAT bubbles. They recalled being extremely focused on their schools’ brand names: 88 percent of the Penn alums said that reputation was “very” important when they were deciding which school to attend, as did 78 percent of the Michigan alums. Similarly, 85 percent of the Penn graduates and 72 percent of the Michigan grads said that their university’s ranking by U.S. News & World Report was “somewhat” or “very” important when they were making that decision.

Yet five years after graduating, about one-third at each university said that the rankings seemed “less important” to them now than they did in high school. Asked to volunteer what they valued most about their college experience, 10 percent of the Penn alums — and 5 percent of the Michigan graduates — mentioned their alma mater’s reputation. Graduates of both universities were more likely to cite the friendships they made at school. The responses suggest that the critics of college lists are onto something: maybe the devaluing of the rankings can serve as a tonic to the unrelenting obsession they foster among many applicants and their parents.

The Reed alumni teach a different lesson. Reed has long stood opposed to the very idea of college rankings, electing not to provide data to U.S. News, so students in the yearly classes of 300 or so freshman start out picking the school for what it stands for rather than where it stands. And the graduates, looking back, seem to reaffirm the notion that students following their instincts can find their way to the right school. As if parroting the marketing copy in the college’s brochure, alums overwhelmingly endorse Reed’s “conference” style of learning, in which lessons transmitted in lectures are later reinforced in smaller groups where students engage in spirited debates. Twenty-eight percent of the respondents from Reed said that learning “how to think, to work, to learn” in college was what they valued most now. Another 27 percent cited research skills or other kinds of training.

One was Andrew Schpak, 27, a litigator in Portland who graduated in 2001. He said the school’s emphasis on Socratic learning was perhaps as valuable as anything he learned at Cornell law school in preparing him to argue before judges, juries and opposing lawyers. “Reed taught me to think on my feet, to think beyond my gut reaction and to think about what might make me change my mind,” he told me in a follow-up interview.

One conclusion to be drawn from Andrew’s obvious satisfaction with his education, when laid alongside the responses of so many of his peers, is that the convoluted process of matching students to colleges ultimately does what it is supposed to do. But in the end, I also find myself reflecting on the ongoing regrets expressed by so many of the alumni we contacted — not with their overall college experiences but with the day-to-day choices they made, whether it was the belly-dancing class that one Reed graduate said she missed out on because she was studying too hard or the Greek tragedy that lay untouched on another Reed student’s dorm-room bookshelf and now, in all likelihood, will never be opened.

Perhaps we should be spending a little less time coaching and cajoling high-school students about how to get into college, or even how to identify that mythical “right” college, and instead help them prepare a little better for how to strike a balance, or explore what they hope to accomplish, once they get there.

Jacques Steinberg is a reporter for The New York Times and the author of “The Gatekeepers: Inside the Admissions Process of a Premier College” (Viking Penguin). Marjorie Connelly of The Times Poll designed the surveys and contributed to this article.

INSIGHTFUL and INTENTIONAL!

The Unsung Heroes Who Move Products Forward

Illustration by James Yang

Published: September 30, 2007

AT first blush, the iPhone from Apple, the new microprocessor family from Intel and the ubiquitous Google search engine have nothing in common. One is a gadget, one is an electronic part and one is a service.

Yet all of these products — much acclaimed for their creativity — depend on obscure process innovations that, while highly complex and lacking glamour, are an essential part of establishing a winning edge in commercial electronics. Indeed, the success of Apple, Intel, Google and scores of other technology companies has as much or more to do with their process innovations as the products that inspire loyalty among fans and admiration from foes.

First, a definitional detour. Processes are the stuff in the proverbial “black box,” the alchemy unseen by consumers or the inelegantly termed “end users” who buy computers, cellphones, cameras and all manner of digital devices and services.

Snazzy products are the stuff of legends, romanticized by “early adopters” and skewered by neo-Luddites. Yet while these products bring glory to companies, novel processes are often more important in keeping the cash registers ringing.

The proof of this proposition is that while companies often spend millions to advertise and market new product designs and innovations, they guard intensely the details of their process innovations.

Consider the question of Google’s greatest business secret. Is it the algorithms behind its search tools? Or is it the way it organizes vast clusters of computers around the globe to answer queries so quickly? Perhaps predictably, Google won’t disclose the number of computers deployed in its vast information network (though outsiders speculate that the network has at least 450,000 computers).

I believe that the physical network is Google’s “secret sauce,” its premier competitive advantage. While a brilliant lone wolf can conceive of a dazzling algorithm, only a superwealthy and well-managed organization can run what is arguably the most valuable computer network on the planet. Without the computer network, Google is nothing.

Eric E. Schmidt, Google’s chief executive, appears to agree. Last year he declared, “We believe we get tremendous competitive advantage by essentially building our own infrastructures.”

Process innovations like Google’s computer network are often invisible to the public, and impossible to duplicate by rivals. Yet successful companies realize that maintaining competitive advantage depends heavily on sustaining process innovations. Great process innovators often support basic research in relevant fields, maintain complete control over the creation of every aspect of a product and refuse to rely on outside suppliers for important components. Certainly, there are exceptions to these patterns, but even companies like Apple that buy essential processes on the open market nevertheless invest in gaining a working knowledge of the technologies and an understanding of their future arc.

Intel treats its process innovations as a competitive weapon, striving to create a “new generation” every two years. That enables the company’s chips, even if there were no changes in their design, to perform better and cost less to make.

Consumers are usually blind to the importance of novel processes. Even when they learn about these innovations, they tend to think only of the product itself.

“The average consumer doesn’t care what processes are used,” says Mark T. Bohr, an Intel physicist who oversaw what is arguably the most important advance in decades in the technology for making microprocessors, the brains inside computers and other digital devices.

Faced with ever-faster chips that threatened to explode into flames, Intel searched desperately for new processes to make microprocessors. Enter hafnium, a rare metal. Designers led by Mr. Bohr in Hillsboro, Ore., chose hafnium to replace silicon oxide, the venerable insulator in chips and a material used in making glass. Mr. Bohr also helped to identify new materials, whose identity Intel is keeping secret, for the crucial transistor “gates” that sit atop a chip’s insulators.

On Nov. 12, Intel will begin shipping its first chips using the new processes. Gordon E. Moore, Intel’s co-founder, recently declared that the hafnium-and-gate process innovations should allow his so-called Moore’s Law, whereby chips grow ever faster and less expensive, to hold true for some time.

Despite the enormity of the achievement, Mr. Bohr is relatively anonymous, even within Intel. “The work of process development comes second to creating new designs for chips,” he says. Not surprisingly, when Intel starts shipping the new chips, neither the hafnium nor the gates innovations will be trumpeted as selling points. Rather, Intel will emphasize how customers can benefit from using the chips.

If process innovations are unheralded, consumers may misunderstand the nature of technological change.

“Process innovation tends to receive less attention from the informed public for the same reason that incremental innovation tends to receive too little attention: it is more difficult to encapsulate in a press release or photo opportunity,” says David C. Mowery, a business professor at the University of California, Berkeley, and a scholar of technological change.

“Process innovation, even more than most product innovations, also tends to realize its economic potential through a lengthy process of incremental improvement based on learning by doing and other types of learning,” he added. “So ‘breakthroughs’ in process engineering are, if anything, even rarer than in product innovation.”

As a result, process gurus are resigned to playing in the shadows, leaving fame, if not fortune, to others. John Feland, human interface architect at Synaptics Inc. in Santa Clara, Calif., knows this enduring truth of invention. He helps design arrays of sensors that drive the touch screens in the newest cellphones like the Prada from LG. Such touch screens are earning raves from consumers, yet Mr. Feland is essentially an invisible man.

“My job is to make our customers look like heroes,” he says philosophically. Then he sums up the special role played by fellow members of the process tribe: “We are like Q to James Bond.”

G. Pascal Zachary teaches journalism at Stanford and writes about technology and economic development. E-mail: gzach@nytimes.com.

Friday, September 28, 2007

Reality Check: The URGENCY of the DIGITAL EMERGENCY!


Dismantling Detroit

By PAUL CLEMENS
Published: September 28, 2007

Detroit

TO get to the auto plant that I’ve been drawn to for much of the last year, I drove, on my lunch hour last Monday, past an auto plant that members of the press had been drawn to for a full 45 minutes. As I drove east from midtown Detroit along I-94, the Ford Freeway, I could see a helicopter ahead, circling the General Motors Detroit/Hamtramck assembly plant — “Poletown,” in these parts.

TV news crews were parked outside it, to cover the strike that had begun at 11. I exited the freeway to see a dozen or so strikers, a handful of Detroit police officers and a couple of people holding tape recorders interviewing a couple of others holding picket signs. The United Auto Workers had called a national strike against G.M., and Poletown, for the press, was the place to be.

Back on the Ford Freeway I continued east, past the abandoned Packard plant, empty for half a century now, on my way to a more recently shuttered factory just up the road. I was pretty sure there’d be no TV crews at the Budd Detroit plant. Built in 1919 by the Liberty Motor Company and bought by the Budd Company in 1925, it had been a parts supplier, producing brake drums, wheels (old-timers still call it “Budd Wheel”) and auto body stampings for the major car companies. For eight decades, it supplied jobs to the city and the industry that drove the expansion and symbolized the strength of the American middle class — a class, the striking U.A.W. workers rightly asserted, that they were proud to belong to and didn’t want to see disappear.

The Budd plant — latterly, the ThyssenKrupp Budd plant — helped shape the contours of Detroit’s 20th century. Literally: in the 1950s, Budd Detroit built and assembled the body of the iconic, two-seat Ford Thunderbird. Last December it closed, and this past summer I spent much of my free time at the plant, observing workers from General Rigging disassemble it.

I wasn’t “press,” not here. In the Budd plant, “press” means stamping presses, and many of them still stand, a couple of stories high, in numbered lines of half a dozen presses each. A Spanish auto supplier, Gestamp, has bought 16 Line for one of its Mexican plants. A couple of Mexican engineers from Gestamp, along with German engineers from Müller Weingarten, the press maker that Gestamp contracted to oversee the 16 Line’s installation in Mexico, have been observing the disassembly. “Their role is to stand there, in awe, and hope they can put it back together when they get it to Mexico,” said Duane Krukowski, General Rigging’s electrical foreman.

If the picketers I’d passed a few miles back, with their demands for job security, were trying to counter the effects of globalization, Francis Blake Sr., the owner of General Rigging, embraced it. In addition to Mexico, press lines had gone or were going to India and Brazil. “None of it’s staying here,” Fran said, “here” being not just Detroit, but America.

Fran’s foreman on the Budd Detroit dismantling is Matt Sanders, an affable fellow in a Stars-and-Stripes hard hat. General Rigging had just completed a smaller job at a plant in Upper Sandusky, Ohio, owned by Tower Automotive, the bankrupt auto parts supplier, and had moved on to another Tower plant in Kendallville, Ind.

This process has been likened to the clear-cutting of a forest. The forest, in this case, spreads through parts of Wisconsin, Illinois, Indiana, Ohio, Pennsylvania and New York State, and goes by the name of the American Rust Belt. Whether anything will grow back is unclear. What is clear is that dismantling America’s industrial infrastructure has become a growth industry.

“I get no pleasure from taking these places apart,” Matt said to me more than once this summer, exhaling cigarette smoke. Tower Automotive’s new owner, Cerberus Capital Management, also owned the Chrysler assembly and engine plants that bookend the Budd plant. Despite himself, Matt couldn’t help but speculate on which stamping plants Cerberus might decide to close.

While the Big Three seek to shed workers, Matt is always looking for bodies. “When can you start?” he asked when we first met. Some of the older guys on the crew are former U.A.W. members, and the younger guys, in an earlier era, might well have been Big Three workers. Yet even they seemed to realize that by working the Budd job they were part of something historic. Still scattered about the plant were Frisbees and buttons bearing the logo for U.A.W. Local 306, and this message: “I Believe in Budd Detroit.”

“See you Saturday?” I said to Matt on my way out. “I’ll be here,” Matt said.

On my way back downtown, I saw that the picketers in front of Poletown remained, but the news crews had departed. A day and a half later, the strike would be over, and among the reported U.A.W. concessions was the acceptance of a two-tier wage structure, one that could pay new workers as little as $12 to $15 an hour. That means that a young worker starting out could conceivably make as much taking an auto plant apart as he could working in one. It’d be dirty work, occasionally dangerous and done without union backing, much like auto work had been before the U.A.W.

“I want to be here to take this apart,” Duane, General Rigging’s electrical foreman, said to me this summer. He considered the Budd plant holy. “I used to work at Ford’s,” he said, applying the possessive, as working-class Detroiters do, “and I got laid off from Ford’s. What they did was, they built a new assembly line. One day, we went over for a tour of the new line, and they showed me a machine that was doing my job. This was in 1979. They turned the lights out, and the machine was still doing the job. So I said to myself, ‘Now I need to learn how to build machines.’ Which is why I’m here taking them apart. Because I know how to put them together. Now I’m 50 years old, and I wouldn’t give up being here for nothing.”

Paul Clemens is the author of “Made in Detroit: A South of 8 Mile Memoir.”

Wednesday, September 26, 2007

NSF ITEST STEM Grant Initiative


Published Online: September 25, 2007
Published in Print: September 26, 2007

Engineering a Blueprint for Success

A rapidly growing program aimed at propelling more U.S. students toward engineering careers is attracting recruits beyond the usual pool of prospective high school talent.

Amid the clicking of computer mice and muted consultation, Wheaton High School teacher Marcus Lee’s class of 11th and 12th graders pored over the electronic blueprint for a four-story building they were designing on their desktops. The calculations for each floor needed to be set just right if the structure was to stand on its own.

“What we want to do is lay a foundation,” Mr. Lee explained. He was addressing the students in his civil-engineering and architecture class, but he could just as well have been talking about the goal of his school’s Academy of Engineering—and that of Project Lead the Way, the national curriculum it uses.

Often referred to by its acronym, PLTW is a rigorous four-year program of honors-level math and science, plus engineering, culminating in at least precalculus and advanced science classes, along with an intensive, hands-on collaborative engineering project. The curriculum is produced by Project Lead the Way Inc., a 10-year-old, Clifton Park, N.Y.-based nonprofit organization dedicated to increasing the number of American college students who study and ultimately work in engineering fields.

The program has swiftly grown to include about 2,200 schools in 49 states. Last school year, 175,000 students were enrolled in PLTW classes nationwide.

Shane R. Stroup, the director of Wheaton High’s Academy of Engineering, gives the rigor of PLTW’s curriculum much of the credit for the success his students have had so far.

Members of the academy’s 26-student class of 2007—its first graduating class—went on to study in mechanical, electrical, nuclear, and other engineering fields at such selective universities as the Massachusetts Institute of Technology and Cornell University, claiming more than $1.6 million in scholarships. Eighty-nine percent of Wheaton High’s 1,325 students are members of racial or ethnic minorities, and 41 percent receive free or reduced-price lunches.

“I think the reason was because of the Project Lead the Way curriculum,” said Mr. Stroup. “It prepared these students.”


It’s a familiar refrain that the United States is critically short of students prepared to perpetuate the nation’s decades-long pre-eminence in science, engineering, and the mathematics critical to both.

But when it comes to doing something about it, educators who have studied the alternatives say there’s no one else offering as much rigor in the so-called STEM fields of science, technology, engineering, and math education to as many students as Project Lead the Way.

“What we found was that PLTW offers the best curriculum out there,” said Bart Aslin, the director of the Society of Manufacturing Engineers Education Foundation in Dearborn, Mich. “It’s a pipeline vision to let as many students as possible see the excitement of science, technology, math.”

The Technical Track

Students at the Project Lead the Way program at Wheaton High School in Montgomery County, Md., can choose from among several sequences of courses designed to prepare them for the postsecondary study of engineering.
Click on graphic below to see the Grade 9 - 12 curriculum.

NOTE: The curriculum also calls for freshmen and sophomores to take physical education, and for seniors to take an engineering-related college course, elective, or internship.

PLTW was singled out by the congressionally chartered National Academy of Sciences in its oft-cited 2005 report “Rising Above the Gathering Storm,” which recommended that the program serve as the national model for expansion of science and engineering education.

Still, the program is neither cost-free nor easy. Because of the hands-on nature of many PLTW classes, implementing the curriculum can cost up to $95,000 per school depending on what computer equipment and facilities a school already has. Robotic equipment and automated manufacturing machinery required for PLTW elective courses, such as Computer Integrated Manufacturing, can cost tens of thousands of dollars more.

Schools or districts must also pay for the specialized two-week summer training for teachers at one of PLTW’s 30-plus partner colleges and universities. The per-teacher cost of the required course varies, but can exceed $2,000.

To the teachers who attend—70 percent of whom have previously taught career and technical education, and may not have any formal engineering training—the cost may feel like the least of it. Mr. Stroup, the Wheaton High engineering-academy director, called the training “boot camp.”

“These classes are very hard-hitting,” concurred Renny Whittenbarger, an engineering teacher at Cleveland High School in Cleveland, Tenn. “PLTW will fail you. … You have to pass their exam before they let you [teach].”


At Wheaton High School, a clutch of adults filtered into Mr. Lee’s darkened class early one recent Monday morning, watching as the students compared notes on their building project. The students were showcasing the kind of collaborative effort that PLTW emphasizes, in lieu of the “eyes on your own paper” style of learning that prevails in many classrooms.

“What’s really impressive to me is to see the kids helping each other out—you never see that at the university level,” whispered James W. Sturges. “That’s how we work in engineering.”

Mr. Sturges was visiting in part because he’s the president of the Montgomery County school district’s advisory board on careers in engineering, scientific research, and manufacturing technologies, but also because he is the director of mission assurance at the Bethesda, Md.-based aerospace giant Lockheed Martin Corp.

“We’re the biggest employer of engineers in the United States,” said Mr. Sturges, who is himself an engineer. “If we can’t get [enough of] those, it’s going to affect our business.”

Student Sephar Simon uses a measuring device known as a digital multimeter to gauge resistance during the class.
—Christopher Powers/Education Week

Those same concerns gave rise to the project that would become PLTW.

In the 1980s, Richard Blaise, now a vice president of PLTW, was the director of occupational education for the Shenendehowa Central School District in Clifton Park, N.Y. To help expand his district’s technology education offerings, he reached out to local industry leaders, including Richard C. Liebich, now PLTW’s chief executive officer and the chairman of its board of directors, to form a technology advisory board.

Mr. Liebich, a former president of Houston-based Sysco Foods, was then running Transport National Development, an industrial cutting-tool manufacturer in Orchard Park, N.Y.—one of several similar companies he would eventually head as CEO and chairman.

Mr. Liebich was having trouble hiring engineers, “and it became apparent then that, yes, we need to do something,” said PLTW spokeswoman Crickett Thomas-O’Dell.

Funding the nascent idea through Mr. Liebich’s Clifton Park-based Charitable Venture Foundation, Mr. Blaise and his staff were able to field-test what would become PLTW at upstate New York middle schools in the late 1980s and early 1990s. By the 1997-98 school year, when PLTW was spun off to become a separate nonprofit group, high schools piloted the program, and by 2000-01, over 300 schools in more than 25 states offered the curriculum.

Project Lead the Way is now self-sufficient, running on revenues from the licensing of PLTW software and the sale of teaching tools to schools, Ms. Thomas-O’Dell said.


David Waugh, a dean emeritus of the University of South Carolina’s college of engineering who has observed PLTW with interest but is not involved with the program, attributes much of its rapid expansion to the fact that while many precollegiate educators recognize the importance of engineering, few teach the subject.

“So many people in high school have very little idea about what engineering really is,” said Mr. Waugh, a past president of the Alexandria, Va.-based National Society of Professional Engineers. “They have science classes, and they’ll encounter things like chemistry and even physics, but with engineering, they don’t encounter anything. That’s sort of where it ends.”

By contrast, PLTW puts engineering firmly in the foreground, and it mixes lots of projects into the curriculum.

Ninth grader William Mendoza works on a class project as part of a pre-engineering program at his Wheaton, Md., high school that follows a curriculum from a national initiative called Project Lead the Way.
—Christopher Powers/Education Week

“We make it fast-paced and hands-on,” said Steve Clariday, the career education director at Cleveland High in Tennessee.

As part of a Cleveland High PLTW engineering class, students work in teams to build cardboard boats that they’ll race in the school’s swimming pool. But first they have to calculate how many cubic feet the boat should be, how fast it will sink, and other factors on their own; the only equation they’re given is that one cubic foot of cardboard will sustain 60 pounds.

“They get frustrated,” Mr. Clariday said, “but they get to know the math.”

Cleveland High students also have designed tools to help people in their community, including a can opener with an extra mechanical advantage to help a woman with arthritis, and a rake that a one-armed man can use comfortably.


Along with other nations’ more-aggressive prioritization of technical education, raw population trends do not favor future American pre-eminence in engineering.

According to projections by the Paris-based Organization for Economic Cooperation and Development’s directorate for education, India will produce more than twice the number of American and European college graduates combined by 2015. China will have even more.

The United States “cannot build a workforce of just white males in engineering,” said Laurie Maxson, the director of Science Technology & Engineering Preview Summer Camp Academy in Colorado Springs, Colo.—a transition between PLTW’s middle-school-level Gateway to Technology program and its high school curriculum.

“They’re focusing on all groups—all groups in this country are underrepresented when it comes to engineering,” the University of South Carolina’s Mr. Waugh said of PTLW.

According to data gathered on behalf of PLTW in 2005-06Requires Adobe Acrobat Reader by the evaluation firm TrueOutcomes Inc. of York, Pa., the program has had some success in recruiting students of color.

White students still account for more than 70 percent of PLTW students. But they’re only slightly overrepresented in PLTW classes compared with the enrollment of the schools in which they operate. Hispanics also are slightly overrepresented in PLTW classes, relative to the populations of their schools.

African-Americans are underrepresented by about 20 percentage points in PLTW classes, compared with their share of their schools’ overall enrollment—“not where we want to be,” said Carolyn Helm, PLTW’S pre-engineering curriculum project director.

“But we’re doing a heck of a lot better than colleges,” in whose engineering programs African-Amerian students are even more underrepresented, she said.

The program has had trouble attracting girls, who make up only 17 percent of PLTW classes. “We really have a hard time getting females involved,” Ms. Maxson said.


Yet Project Lead the Way has made strong inroads among two other groups that are not always well represented in STEM fields: the less-well-off and the academically unspectacular.

Senior Jessica Steinmann, bottom at right, and junior Marcos Rego work on computer-generated building designs during their civil-engineering and architecture course.
—Christopher Powers/Education Week

According to the TrueOutcomes data, the program is available at schools across the economic spectrum, but is represented especially well at schools that serve free or reduced-price lunches to more than 70 percent of their students.

“We don’t have money for college,” said Jessica Steinmann, a 16-year-old senior in Wheaton High’s engineering academy. “This is a way out.”

A Haitian immigrant, Ms. Steinmann now plans to study aeronautical engineering in college.

Andrew Kim, a 17-year-old Korean-American senior in the Academy of Engineering, came into the program in 9th grade as a special education student with poor grades. Now he is breezing through honors-level classes and hopes to study mechanical engineering at either MIT or the University of Maryland Baltimore County.

“My dad actually didn’t want me to go to Wheaton High School,” said Mr. Kim, recalling his father’s fears about “thugs in the hallways.” The school is the poorest in mostly affluent Montgomery County, Principal Kevin E. Lowndes said.

Senior Andrew Kim, second from right, works with Richard Sutton during their class in engineering design and development at Wheaton High’s engineering academy. Mr. Kim, who started out with poor grades, plans to study mechanical engineering in college next year.
—Christopher Powers/Education Week

But Mr. Kim said the academy’s rigor has won his father over, and now his younger brother, a 9th grader, has joined the program.

If PLTW hewed to the usual strategy of putting high-rigor academic programs only in well-to-do areas, said Mr. Sturges, the Lockheed engineer and advisory-board president, “you wouldn’t put this [engineering academy] in a high-FARMS [free and reduced-price meal system] area, you’d put it in a no-FARMS area.”

Mr. Lowndes, the Wheaton High principal, said “the most impressive thing” about the engineering program is what it does for average students. “It’s teaching them through a cohort how to be successful in school and why it’s important to take the rigorous courses,” he said.

As Lynne M. Gilli, the program manager of the Maryland Department of Education’s career and technical education instructional branch, put it: “We are not trying to recruit the best and brightest” for PLTW pre-engineering programs. “We’re trying to recruit the top 80 percent.”

Monday, September 24, 2007

Asset Utilization Project?

LTU solar home coming to Troy after Solar Decathlon

Lawrence Technological University's Solar Decathlon home has found a home after its turn on the National Mall in competition next month.
Michele Hodges, president of the Troy Chamber of Commerce, said her organization has obtained federal funding to buy the home at the conclusion of the competition. It is to be delivered to Troy on Oct. 23 and re-assembled on the Troy Civic Center campus. It will then be used as a living laboratory of sustainable practices. Hodges said the city and chamber in Troy are also sending a delegation to Washington, D.C. for the competition.

Sunday, September 23, 2007

The Milford Powerhouse Project

























The Milford Powerhouse

http:www.milfordhistory.org (click-on "powerhouse" on left-side)

Powerhouse (Virtual Tour)
http://www.visualtour.com/shownp.asp?SK=13&T=843903

The Pettibone Creek Powerhouse blog-site
http://pcpowerhouse.blogspot.com

Milford Powerhouse Renovation Committee
NEXT Meeting: Wednesday, October 10, 2007 7:00PM (Informal Presentation)

Friday, September 21, 2007

SWEET! (UWSEM Agenda for Change Initaitive)













September 7, 2007

United Way for Southeastern Michigan

1212 Griswold Street

Detroit, MI 48226

Ref: UWSEM Agenda for Change “Educational Preparedness” Collaborative LOI

Agenda for Change Committee:

Communities to Schools Regional Digital Collaboratory

SKETCH of INTENTION “Pilot Project”: Create and develop a youth-based digitally networked community (networked two-way telecommunications) of inclusive entities to include schools, neighborhood and city community centers, human service organizations, various community capacity building organizations, public service organizations, arts and cultural organizations, business, industry and government.

Attributes of Aspirations (Limited Only by Our Combined Imaginations, Creativity and Innovation)

  • Community Interaction and Engagement

*Build deeper and richer community alliances. Build organizational leadership and capacity, service-learning and engagement vehicles for change from merely synergistic to systemic imperatives.

  • Educational Enhancement and Distribution Channels

*Utilize existing K-12 educational assets; teachers, pedagogy, curriculum, underutilized digital infrastructure, etc. Develop digital media and learning curriculum, pedagogy, distribution methodologies and modalities aligned with new 21st Century economic realities with a particular focus on Science, Technology, Engineering and Math (STEM) disciplines. Create connections to relevant real-world experts and working environments.

  • Youth Development and Leadership

*Create student-led, student-taught, project-based explorations emphasizing creativity, innovation and entrepreneurial endeavors that resonate with their world as they encounter it while also learning how to think instead of what to think.

  • 21st Century Skills for New Creative Economy Career Development
*Utilize digital technological innovations as a foundational element to further our youth’s interest in connecting socially to the world around them while coaching and facilitating conventional understandings (problem solving, critical thinking, cognitive discipline, creativity, innovation, collaboration, social responsibility) of how our great society works thereby enhancing our local, regional, state, national and global competitiveness in the urgent “brute-force to brain-force” transformation.

Sunday, September 16, 2007

The Absence of Fear (A true MISSION Statement)

ANTI-TERRORISM

If SEND is about any specific business it is definitely in the anti-terrorism business.

Terrorism is, according to Webster is the systematic use of terror as a means of coercion. Well then what does Webster say about terror? It is 1. A state of intense fear 2. One that inspires fear, worry or anxiety and includes an appalling person place or thing 3. Reign of terror 4. Violence with the intent to intimidate a population or government into granting their demands ( an extreme form of manipulation) .

Well then our friend Mr. Webster does not declare that any one country has a monopoly on this terrorism problem . So lets examine some of the basic underlying terrors that are gripping the Earth’s populace now. They are war, poverty, hunger, and in general a deprivation or total lack of comfort in life. Wow, that covers a lot of territory. So, what if anything can a small organization like SEND add to the world that could possibly mitigate even a fraction of all this terror?

In order to gain the most ground for the Earths population in this fight, we realize that the essence of terror is fear of the unknown, fear of what is around the corner. It is fear of the dark unknown.

It is a helplessness bred from not understanding how one would go about the business of changing their worldly situation to a sustainable living environment. Sustainable from a personal immediate view could mean a general feeling that tomorrow will most likely bring about a continuation of fulfillment of their hopes dreams and aspirations. That may be just some shelter, food and health.

So let’s start with the most common denominator and go from there.

Our shared-vision of Sustainable ENergy Delivery LLC (SEND) is to create shared learning environments for people that can empower them to develop the cognitive skills as quickly as possible in order to bring light to their world .

The light of understanding of the natural world and human beings impact on it is essential in order to bring about any change that will help us to continue to exist as a species on this planet.

We will teach in ways that will chase away the darkness that has suffocated their minds and thereby been such a breeding ground for terror. We are about education of how to realize ones own potential to bring about changes in the world that will link up with positive developments already underway.

SEND is creating project environments where this new found cognitive power can grow into the known and as yet unknown answers to our most pressing problems. Right now our most pressing problem is the seeming ignorance of how to bring about any kind of real change in our world.

As our beloved Pogo said in his comic strip “We have met the enemy and it is us”. If you are going to fight your enemies then start with the one you can change first. In other words the only real thing in this world you can change is yourself.

We at SEND believe that the greatest renewable energy is that of the creative spirit. The interchange of these creative minds is the currency we will use to bring about a sustainable world, a world where the ignorance of terrorism has no place to hide. Will you join us in chasing away the darkness?

Thank You,
James W. Bates

Friday, September 14, 2007

LAW and ORDER

There are laws that have been broken and as a consequence there is a price that has to paid in order to right these wrongs. This is one of the basic tenets of the human made legal systems the world over. Is it not? The truth of these Laws under consideration here is irrefutable. These Laws are so right and honorable that one might even be moved to say “We hold these truths to be self evident”.

Well, you may be wondering, which legal system is under consideration here? Is it western law? Or perhaps it is Islamic law? Some people are already thinking “ laws are made to be broken” and the (assumed) Law of Averages is that I won’t be caught in one small indiscretion or perhaps even the successful completion of a really great caper. "Society can afford it, right?”

Other litigious type folks are lining up on both sides of the law ready and waiting to press the legal limits on both sides of the assumed to have been broken law.

The laws under consideration here are the Laws of the Universe. These are the laws or guidelines and context from which all life; organic, inorganic and spiritual are governed. The first identified transgression of these laws was documented millennia ago and is still a major news-breaking story. As a matter of fact the results of this crime have reverberated to such a degree that all of life on this planet is in jeopardy.

This was the fall from grace when humans began to believe that they were above the laws of the universe and could do as they pleased without regard or humility. These laws represent what people have come to call God. You may not believe in God , but you had better become acquainted with the Laws that govern your very existence. Because ignorance (and the supply of that is abundant) does not relieve you of the consequences of your actions or inactions.

This paper is not a thesis though or argument about who God is or isn’t.

This document is about identification of the problem and discovery of some answers.

Sustainable Energy Delivery LLC or SEND is about the business of doing it’s part to educate people about finding ways to live, work and play safely within these natural laws of our shared universe. There is a new awareness of an existing system of commerce. The system of commerce is Natural Capital development. Natural capital is simply the accumulated bounty accumulated by all life that has preceded you. Natural Capital development in human terms is working with this natural bounty in ways that do no harm and lay the groundwork for the next generation into infinity.

It is this interest or bounty, that the industrial world has rapidly consumed to the point of which we are witnessing the collapse of the very systems that have supported life on this planet for time untold.

We are about empowering people, with a focus on youth, to learn HOW to begin to think. Not WHAT to think but HOW to think. This is the essence of cognitive development. We, as all teachers should be, are project managers. These projects are learning environments, where everyone involved including the “teacher” can be empowered to discover new (and old) ways to work creatively within these universal laws. We are about discovering the pathways to sustaining life, true liberty and real happiness.

School is in session. Would you like to sit in on the classroom?

Thursday, September 13, 2007

Digital Directions Readers Respond

Published: September 12, 2007

Readers Respond

The premiere issue of Digital Directions, launched in June, prompted many responses from readers. Here is a sampling.


Digital Natives

This is a great publication, and I truly appreciate all of the articles, especially John Q. Porter’s interview. I agree with him that technology is being held to a greater standard than some of the other instructional tools.

I am the K-12 technology curriculum leader for the Long Beach Unified School District in California and am constantly looking out for effective emerging technology for use in the district and in the classroom. Our student population has changed, and we need to help our teachers meet the needs of these digital natives.

I am currently working on my dissertation on the changing roles of teachers in one-to-one laptop classrooms and am interested in seeing what is happening in other educational institutions.

Our district technology budget is currently limited since there is no line item for technology at the state level and we have to depend on district general funds. We are looking at our needs and hope to have a budget that will allow us to support the emerging technologies.

I think this publication is above average and look forward to future issues.

Vanitha Chandrasekhar
K-12 Technology Curriculum Leader
Long Beach Unified School District
Long Beach, Calif.


Exemplary Methodologies

Congratulations! Finally, something that is both innovative and generative with regard to truly exemplary educational digital-technology methodologies and executions. Thank you on behalf of all teachers, students, and parents currently constrained by traditional education irrelevance.

Jim Ross
President
21st Century Digital Learning Environments
Clinton Township, Mich.


Keep It Up!

Education Week does wonderful work, and I’m really looking forward to this new resource for information on a field of such large and growing importance. Keep it up!

Brian Taylor
Managing Editor
California School Boards Association
West Sacramento, Calif.


Gaming in the Classroom

I wanted to drop you a note and tell you how much I enjoyed the Digital Directions magazine. I wanted to share something that we are working on in West Virginia that you might be interested in. I have done a lot of research on teachers’ using gaming in the classroom. What I found was until teachers have their own “game” to play and learn from, they will not transfer that methodology to the classroom. With that being said, we worked with Ruby Payne and one of her books, Working with Students,and used the context of it to build an online simulation game for teachers to play to practice classroom-discipline strategies. We have done formative and summative evaluations on it in five universities across West Virginia.

Nancy Sturm
Education Technology Adviser to Gov. Joe Manchin III
West Virginia Office of Technology
Charleston, W.Va.


Correction: A story in the Summer 2007 issue, “Wireless Technologies Present New Set of Challenges,” incorrectly referred to routers and hubs in wireless networks. It should have referred to wireless hubs, which do not use routers. Also, the story should have said that the common wireless standards are 802.11 b and 802.11 g, and that 802.11 b moves data at up to 11 megabits per second, and 802.11 g moves data at 54 megabits per second. In addition, the story should have said that standard wired networks move data at 100 megabits per second.

Vol. 01, Issue Fall 2007, Page 5