Herders realize they can't afford to be a single-product kind of business. They can produce dairy goods, make furniture, run gas stations.

I liked it because they just started service down here from Manchester, (N.H.,) ... It's not nonstop, but it's a direct flight. They seem to be doing something right. They got us in early.

The kids go to school together, lunch, class, bus, the whole nine yards. It's a whole different atmosphere. It allows them to gain a lot more respect for each other as people and athletes.

That's the difference in being able to determine without taking everything to (a lab for a) culture. That's why we were really happy to get that grant.

For anybody who lived in the western end of town, it was the place to go to catch a train either to Harrisburg or Dillsburg,

Administratively, a lot of people settle on her money, his money and their money, and in some cases, the kids' money, too. There can not only be segmentation of accounts that already exist but income as well. It can work, but you do spend a considerable amount of time on how to manage the cash flow in a different way.

We buy many products off the shelf, and vendors say that nobody else cares about security, but they should. We don't want to be in the newspaper with the bad headline.

To be competitive with the Ivy League schools, the coastal schools, we absolutely need chairs and professorships. It recognizes our very best faculty and provides them with unrestricted resources to try new ideas, things they wouldn't otherwise be able to get money for. It supports undergraduate student researchers and gets them in labs. These are things that are critical, and our competitors have chairs and professorships, and we need to as well to keep people here.

He was an amazing guy. He managed to find a way to do really fun things, but scientifically very important research.

If it's enacted and you prioritize your capital expenses for a number of years, that's actually a good thing.