Attacks Resume After Israeli Assault Kills Hamas Leader

KIRYAT MALACHI, Israel — Israel and Hamas widened their increasingly deadly conflict over Gaza on Thursday, as a militant rocket killed three civilians in an apartment block in this small southern town. The deaths were likely to lead Israel to intensify its military offensive on Gaza, now in its second day of airstrikes.

In Gaza, the Palestinian death toll rose to 11 as Israel struck what the military described as medium- and long-range rocket and infrastructure sites and rocket-launching squads. The military said it had dispersed leaflets over Gaza warning residents to stay away from Hamas operatives and facilities, suggesting that more was to come.

The regional perils of the situation sharpened, meanwhile, as President Mohamed Morsi of Egypt warned on Thursday that his country stood by the Palestinians against what he termed Israeli aggression, echoing similar condemnation on Wednesday.

“The Egyptian people, the Egyptian leadership, the Egyptian government, and all of Egypt is standing with all its resources to stop this assault, to prevent the killing and the bloodshed of Palestinians,” Mr. Morsi said in nationally televised remarks before a crisis meeting of senior ministers. He also instructed his prime minister to lead a delegation to Gaza on Friday and said he had contacted President Obama to discuss strategies to “stop these acts and doings and the bloodshed and aggression.”

In language that reflected the upheaval in the political dynamics of the Middle East since the overthrow of Hosni Mubarak last year, Mr. Morsi said: “Israelis must realize that we don’t accept this aggression and it could only lead to instability in the region and has a major negative impact on stability and security in the region.”

The thrust of Mr. Morsi’s words seemed confined to diplomatic maneuvers, including calls to the United Nations secretary general, Ban Ki-moon, the head of the Arab League and President Obama.

The 120-nation Nonalignmed Movement, the biggest bloc at the United Nations, added its condemnation of the Gaza airstrikes in a statement released by Iran, the group’s rotating president and one of Israel’s most ardent foes. “Israel, the occupying power, is, once more, escalating its military campaign against the Palestinian people, particularly in the Gaza Strip,” the group’s coordinating bureau said in the statement. The group made no mention of the Palestinian rocket fire but condemned what it called “this act of aggression by the Israelis and their resort to force against the defenseless people” and demanded “decisive action by the U.N. Security Council.”

In his conversation with Mr. Obama, Mr. Morsi said, he “clarified Egypt’s role and Egypt’s position; our care for the relations with the United States of America and the world; and at the same time our complete rejection of this assault and our rejection of these actions, of the bloodshed, and of the siege on Palestinians and their suffering.”

Mr. Obama had agreed to speak with Israeli leaders, Mr. Morsi said.

The Thursday’ deaths in Kiryat Malachi were the first casualties on the Israeli side since Israel launched its assault on Gaza, the most ferocious in four years, in response to persistent Palestinian rocket fire.

Southern Israel has been struck by more than 750 rockets fired from Gaza this year that have hit homes and caused injuries. On Thursday, a rocket smashed into the top floor of an apartment building in Kiryat Malachi, about 15 miles north of Gaza. Two men and one woman were killed, according to witnesses at the scene. A baby was among the injured and several Israelis were hospitalized with shrapnel wounds after rockets hit other southern cities and towns, they said.The apartment house was close to a field in a blue-collar neighborhood and the rocket tore open top-floor apartments, leaving twisted metal window frames and bloodstains.

Nava Chayoun, 40, who lives on the second floor, said her husband, Yitzhak, ran up the stairs immediately after the rocket struck and saw the body of a woman on the floor. He rescued two children from the same apartment and afterward, she said, she and her family “read psalms.”

Isabel Kershner reported from Kiryat Malachi, Israel, and Fares Akram from Gaza. Reporting was contributed by Rina Castelnuovo from Kiryat Malachi; Mayy El Sheikh and David D. Kirkpatrick from Cairo; Gabby Sobelman from Jerusalem; Rick Gladstone from New York; and Alan Cowell from Paris.

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Samuel Adams Brewer Counsels Small Businesses

Gretchen Ertl for The New York Times

Jim Koch, who started brewing Samuel Adams Boston Lager at his house in 1984, and Carlene O'Garro, who runs a cake business, participate in a program in which big businesses help small ones.

Carlene O’Garro’s cake business was barely a month old when she arrived at the Samuel Adams brewery in South Boston recently to meet with business counselors, but she brought with her an agenda that hinted at outsize ambitions.

Ms. O’Garro bakes nondairy cheesecakes that she was selling at a handful of grocery stores, including two Whole Foods outlets, in the Boston area. She hoped to learn how to expand the business and distribute the cakes nationally. “I know Jim is all over the place,” she said, “and I want to be like that.”

Jim is Jim Koch, the founder of the Boston Beer Company and one of 36 advisers who spent an evening last August “speed coaching” fledgling food, beverage and hospitality businesses. In 20-minute sessions, some 95 bakers, brewers and restaurant owners peppered the coaches — Boston Beer employees and consultants who included lawyers, accountants and small-business counselors — with questions about both basic day-to-day issues and more strategic concerns.

Speed coaching is one element of “Brewing the American Dream,” a program Boston Beer established with a microlender, Accion, to help small businesses. Mr. Koch, who started brewing Samuel Adams Boston Lager at his house in 1984, remains central to these efforts even as he presides over a company with a market capitalization of $1.4 billion and annual revenue of more than $500 million. He said he had not forgotten his early days, when he struggled to find capital, get his beer into distribution networks and expand.

In six sessions that August evening, Mr. Koch spoke with perhaps a dozen entrepreneurs and then stayed another hour to visit with six or eight more. This year, Boston Beer and Accion are staging 12 speed-coaching events in 11 cities, and Mr. Koch expects to attend about half of them.

Big businesses reaching out to help smaller businesses has come into vogue since the recession. In 2009, Goldman Sachs introduced its 10,000 Small Businesses campaign. Starbucks raises money from customer donations to finance small-business loans. American Express encourages consumers to shop locally on “Small Business Saturday” after Thanksgiving. The New York Stock Exchange links small vendors with large corporations and finances loans through Accion. And several corporations have run contests — Wal-Mart, Chase Bank and Staples have furnished winning small companies with opportunities for retail distribution, capital and office equipment.

It is the latest example of what is known in corporate circles as cause marketing — hitching a brand to a social issue. “How you improve the American economy and create jobs is on everybody’s minds these days,” said David Hessekiel, founder and president of Cause Marketing Forum. “Companies know that it’s on the minds of their consumers, and they want to be seen as part of the solution, not as the enemy.”

That has been a particular concern for chains like Wal-Mart and Starbucks, given their longstanding reputations for forcing local competitors to close. Helping small businesses, Mr. Hessekiel said, “helps them deal with an old issue.”

The Boston Beer program actually predates the recent economic crisis. The seeds of the idea, Mr. Koch said, came to him in 2007 as he walked to his car after he and his employees had volunteered to paint a nearby community center. “I should have felt really good, and I didn’t — I felt a little depressed,” he said. “What I realized is, I’d just taken about $10,000 worth of management time and talent, and turned it into about $1,000 worth of painting. And it was pretty bad painting, too.”

Mr. Koch retooled his company’s philanthropy to take advantage of its resources, particularly its employees’ expertise. The company has committed $1.4 million to finance loans, which are handled by Accion. The loans are small, typically $5,000 to $7,000, with terms of 18 months to two years and interest rates that vary regionally. (In New England, the rate is around 13 percent, typical for microloans.) Perhaps as important as the money is the tutoring by Mr. Koch and his employees. Most microloan programs provide borrowers with rudimentary counseling, but Boston Beer is unusually “high touch,” said Shaolee Sen, vice president for strategy and development at the Accion U.S. Network.

Ms. O’Garro was one of the program’s original clients — she has had two loans, totaling $4,000 — and though she’s repaid that debt and though the muffin business it helped finance has been dormant since 2010, she continues to derive benefits from the program with her cheesecake business, Delectable Desires. She learned how to price her cakes from an employee in Boston Beer’s finance department, Mike Cramer, who went to Whole Foods and scoped out the competition. “He actually made a spreadsheet for me of how much the high-end and low-end desserts cost,” she said.

Another borrower, Sandy Russo of Lulu’s Sweet Shoppe in Boston, said that when she had questions, she sometimes called Mr. Koch’s executive assistant. Last summer, when Lulu’s opened a second location, Boston Beer’s lawyers reviewed the lease and its public relations staff wrote the news release.

Of course, it’s one thing to provide that kind of support to a handful of companies. The question facing Accion and Boston Beer is whether the program can remain as intensive as it expands nationally. “We’re really struggling with that right now,” Ms. Sen said. “The portfolio has been so small up until this point that they really are passionate about their clients.”

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F.D.A. Asking for More Control Over Drug Compounding

WASHINGTON — The commissioner of the federal Food and Drug Administration will recommend changes in the regulatory landscape for compounding pharmacies, placing those that produce drugs on a large scale in a new category that would give the agency greater powers to police them.

The commissioner, Dr. Margaret Hamburg, will tell the House Committee on Energy and Commerce during a hearing on Wednesday that compounding in its traditional form — mixing medicine for individual patients — should be preserved, but that pharmacies that have in effect turned into mini-drug companies should be placed under the agency’s oversight, according to her written testimony posted by the committee.

Pharmacy compounding has come under a spotlight in recent months since the New England Compounding Center in Framingham, Mass., produced thousands of vials of pain medicine contaminated with fungus that caused a national meningitis outbreak, sickening more than 400 people and killing 32. Dr. Hamburg’s testimony was her first substantive comment on regulatory problems in the compounding industry since the outbreak, and outlines the changes that the Obama administration will seek.

Among the changes proposed by Dr. Hamburg are requiring larger compounders to register with the F.D.A. and abide by its so-called good manufacturing practice, which requires drug producers to report any problems with their products to the agency. She is also recommending new labeling requirements that would make the origin and the risks of a compounded drug clear. She is also requesting that some products, including drugs with complex dosage forms, be banned for compounders.

“In light of growing evidence of threats to the public health, the administration urges Congress to strengthen federal standards for nontraditional compounding,” Dr. Hamburg stated in the written testimony. “Such legislation should appropriately balance legitimate compounding that meets a genuine medical need with the reality that compounded drugs pose greater risks than those that are evaluated by F.D.A.”

Large-scale pharmacy compounding has greatly expanded since the early 1990s, lifted by tectonic shifts in the health care industry, including a widespread turn toward outsourcing. The practice fills shortage gaps in the health care system and provides lower-cost drugs. But pharmacies are primarily regulated by states, a situation that federal regulators argue is risky.

The F.D.A. had dealings with the New England Compounding Center in the past, including an inspection in 2002 after reports of problems and a warning letter in 2006. The agency argued that the actions failed to head off the current disaster, in part, because the company took great pains to avoid F.D.A. oversight.

“Throughout this time, N.E.C.C. has repeatedly disputed F.D.A.’s jurisdiction over its facility,” Dr. Hamburg said in the written testimony.

Barry J. Cadden, the chief pharmacist at the company and one of its principal owners, was subpoenaed by the House committee. To every question posed by committee members on Wednesday, he replied: “On advice of counsel, I respectfully decline to answer on the basis of my constitutional rights and privileges, including the Fifth Amendment to the U.S. Constitution.”

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F.D.A. Asking for More Control Over Drug Compounding

WASHINGTON — The commissioner of the federal Food and Drug Administration will recommend changes in the regulatory landscape for compounding pharmacies, placing those that produce drugs on a large scale in a new category that would give the agency greater powers to police them.

The commissioner, Dr. Margaret Hamburg, will tell the House Committee on Energy and Commerce during a hearing on Wednesday that compounding in its traditional form — mixing medicine for individual patients — should be preserved, but that pharmacies that have in effect turned into mini-drug companies should be placed under the agency’s oversight, according to her written testimony posted by the committee.

Pharmacy compounding has come under a spotlight in recent months since the New England Compounding Center in Framingham, Mass., produced thousands of vials of pain medicine contaminated with fungus that caused a national meningitis outbreak, sickening more than 400 people and killing 32. Dr. Hamburg’s testimony was her first substantive comment on regulatory problems in the compounding industry since the outbreak, and outlines the changes that the Obama administration will seek.

Among the changes proposed by Dr. Hamburg are requiring larger compounders to register with the F.D.A. and abide by its so-called good manufacturing practice, which requires drug producers to report any problems with their products to the agency. She is also recommending new labeling requirements that would make the origin and the risks of a compounded drug clear. She is also requesting that some products, including drugs with complex dosage forms, be banned for compounders.

“In light of growing evidence of threats to the public health, the administration urges Congress to strengthen federal standards for nontraditional compounding,” Dr. Hamburg stated in the written testimony. “Such legislation should appropriately balance legitimate compounding that meets a genuine medical need with the reality that compounded drugs pose greater risks than those that are evaluated by F.D.A.”

Large-scale pharmacy compounding has greatly expanded since the early 1990s, lifted by tectonic shifts in the health care industry, including a widespread turn toward outsourcing. The practice fills shortage gaps in the health care system and provides lower-cost drugs. But pharmacies are primarily regulated by states, a situation that federal regulators argue is risky.

The F.D.A. had dealings with the New England Compounding Center in the past, including an inspection in 2002 after reports of problems and a warning letter in 2006. The agency argued that the actions failed to head off the current disaster, in part, because the company took great pains to avoid F.D.A. oversight.

“Throughout this time, N.E.C.C. has repeatedly disputed F.D.A.’s jurisdiction over its facility,” Dr. Hamburg said in the written testimony.

Barry J. Cadden, the chief pharmacist at the company and one of its principal owners, was subpoenaed by the House committee. To every question posed by committee members on Wednesday, he replied: “On advice of counsel, I respectfully decline to answer on the basis of my constitutional rights and privileges, including the Fifth Amendment to the U.S. Constitution.”

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Bits Blog: RIM's Chief Is Confident of BlackBerry 10 Success

Thorsten Heins, the chief executive of Research in Motion, tells his employees, developers and customers that BlackBerry 10, the company’s new phones and the software platform running them, is a very big bet for RIM. If it catches on, he has saved the company.

In a meeting with New York Times editors and reporters, he expressed his confidence. “I don’t expect things to get much worse,” he said.

It was clear from the presentation that the phone, which will have its debut on Jan. 30, will not introduce any significant hardware innovations. It has the rectangular slab look of smartphones already on the market.

The hardware varies in the absence of a home button and the inclusion of a red LED light that flashes when a message comes in. According to earlier announcements by Mr. Heins, RIM is also making a model with a physical keyboard.

On Monday, Mr. Heins focused on the integration of the usability of the software. A home button is needed on iPhones and phones using Google’s Android operating system, he said, because those operating systems require users to switch repeatedly between applications to perform different tasks. In contrast, BlackBerry 10 will consolidate bits of information and capabilities that are distributed through separate apps on current smartphones. BlackBerry 10’s messaging center, for example, can display Facebook updates, LinkedIn messages, texts and Twitter posts along with e-mails. In turn, BlackBerry 10 users will be able to use that hub, as an example, to reply to Facebook messages without opening their phones’ Facebook app.

And he says it can be done with a flick of the thumb.

Similarly, the BlackBerry 10 address book can display all recent e-mails from any contact and even pull news stories and other information related to his or her company from the Web.

“It is stress relief; it doesn’t make you look at all your applications all the time,” Mr. Heins said. “This is going to catch on with a lot of people.”

First, of course, RIM will have to show consumers how BlackBerry 10 differs and then persuade them that its features are indeed an advance.

On Monday, it look the RIM group just over 30 minutes to demonstrate only some of the new phone’s features. But Mr. Heins said that the new phone’s advantages will be so apparent to customers that it will take only “a one-minute sales pitch in a shop” to win them over.

It was clear from RIM’s presentation, however, that the company is banking on the phone’s really catching on with corporate information technology departments. Frank Boulben, RIM’s chief marketing officer, who was also at the interview, said that he believed that only about half of companies allowed employees to choose their own smartphones. Unlike many other industry observers, Mr. Boulben predicted that some companies might return to selecting their employees’ phones to reduce technology support costs.

To that end, BlackBerry 10 will allow corporations to segregate corporate data and apps from a user’s personal material. As a result, Mr. Heins said, information technology departments will be able to wipe out all of a company’s data on a phone when an employee quits, while leaving the former worker’s data, including photos, untouched.

Despite the dismal failure of the BlackBerry PlayBook tablet computer, Mr. Heins has grand ambitions for the BlackBerry 10 phone in the corporate workplace. He said that RIM is pitching the new phone to corporations as a replacement for desktop and laptop computers in offices over time. He sketched out a situation in which BlackBerry 10 phones will act as building passes for employees who, once at their desks, will connect their BlackBerrys to keyboards and displays.

“Whenever you enter an office, you don’t have your laptop with you, you have your mobile computer power exactly here,” Mr. Heins said, patting a BlackBerry 10 phone sitting in a holster on his hip. “You will not carry a laptop within three to five years.”

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Israelis Kill Hamas Military Commander in Gaza

Reuters

Palestinians extinguished a fire after an Israeli airstrike on a car carrying Ahmed al-Jabari, who ran Hamas's military wing, on Wednesday in Gaza City.

GAZA — The Israeli military carried out multiple airstrikes in Gaza on Wednesday and blew up a car carrying the commander of the Hamas military wing, making him the most senior official of the group to be killed by the Israelis since their invasion of Gaza four years ago. Hamas announced that Israel would “pay a high price” for the attack, which also deeply angered Egypt’s new government.

The death of the commander, Ahmed al-Jabari, 52, who was on Israel’s most-wanted list of Palestinian militants, was confirmed by Hamas officials. The Israeli military said it had ordered the airstrikes as part of a response to days of rocket fire launched from Gaza into Israeli territory.

Mr. Jabari’s death signaled a further escalation in the renewed hostility between Israel and Hamas, the militant organization regarded by Israel as a terrorist group sworn to Israel’s destruction, and came amid rising tensions between Israel and all of its Arab neighbors. Israeli officials declared a heightened state of alert in the country, anticipating a new round of rocket fire from Gaza.

The Israeli attacks especially threatened to further complicate Israel’s fragile relations with Egypt, where the Islamist-led government of President Mohamed Morsi, reversing a policy of fallen predecessor Hosni Mubarak, had established closer ties with Hamas and had been acting as a mediator to restore calm between Israel and Gaza-based militant groups.

In a sign of rising anti-Israel hostility in Egypt, Mr. Morsi’s Freedom and Justice Party issued a statement saying: “The wanton aggression against Gaza proves that Israel has yet to realize that Egypt has changed and that the Egyptian people who revolted against oppression/ injustice will not accept assaulting Gaza.”

Hamas said in a statement that it considered the Israeli attacks to be the basis for a “declaration of war” against Israel. A spokesman for Hamas, Fawzi Barhoum, said the Israelis had “committed a dangerous crime and broke all redlines,” and that “the Israeli occupation will regret and pay a high price.”

Military officials in Israel, which announced responsibility for the death of Mr. Jabari, later said in a statement that their forces had carried out additional airstrikes in Gaza targeting what they described as “a significant number of long-range rocket sites” owned by Hamas that had stored rockets capable of reaching 25 miles into Israel. The statement said the airstrikes had dealt a “significant blow to the terror organization’s underground rocket-launching capabilities.”

Yisrael Katz, a minister from Israel’s governing Likud Party, issued a statement saying that the operation had sent a message to the Hamas political leaders in Gaza “that the head of the snake must be smashed. Israel will continue to kill and target anyone who is involved in the rocket attacks.”Hamas and medical officials in Gaza said both Mr. Jabari and a companion were killed by the airstrike on his car in Gaza City. Israeli news media said the companion was Mr. Jabari’s son, but there was no immediate confirmation.

The Israel Defense Forces said in a statement that Mr. Jabari had been targeted because he “served in the upper echelon of the Hamas command and was directly responsible for executing terror attacks against the state of Israel in the past number of years.”

The statement said the purpose of the attack was to “severely impair the command and control chain of the Hamas leadership as well as its terrorist infrastructure.”

The statement did not specify how the Israelis knew Mr. Jabari was in the car but said the operation had been “implemented on the basis of concrete intelligence and using advanced capabilities.”

A video released by the Israeli Defense Forces and posted on YouTube showed an aerial view of the attack on what it identified as Mr. Jabari’s car on a Gaza street as it was targeted and instantly blown up in a pinpoint bombing. News photographs of the aftermath showed the car’s blackened hulk surrounded by a large crowd.

Hamas has controlled Gaza since 2007, a year after the Israelis withdrew from the territory captured in the 1967 Arab-Israeli war. But Israeli forces went back into Gaza in the winter of 2008-09 in response to what they called a terrorist campaign by Palestinian militants there to launch rockets into Israel. The three-week military campaign killed as many as 1,400 Palestinians, including hundreds of civilians, and was widely condemned internationally.

Fares Akram reported from Gaza, and Isabel Kershner from Jerusalem. Rick Gladstone contributed reporting from New York, and Mayy El Sheikh from Cairo.

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Square Feet: A Wounded Wall Street Is Expected to Stay Put

Emmanuel Dunand/Agence France-Presse — Getty Images

A businessman made his way Monday into One New York Plaza in Manhattan's financial district, where the cleanup from Hurricane Sandy was still underway.

More than two weeks after Hurricane Sandy came ashore in Manhattan, sending an 11-foot surge of seawater over much of the southern tip of the island, the financial district is still in tatters.

Dozens of office buildings that were flooded by the storm still lack power and are off-limits to tenants, and many streets are a chaotic mess of generators, work crews and pumps.

Still trying to gauge the extent of the damage, many landlords have been vague about when their buildings will reopen. And some tenants, who have been uprooted to tiny conference rooms in New Jersey or industrial spaces in Brooklyn, are weighing whether to come back to the neighborhood at all.

But despite the uncertainty and destruction, many analysts don’t expect the bulk of tenants to pack up and leave for good, nor do they think that future tenants will rule out the neighborhood over fears they might get flooded.

“I don’t think it will become an overriding factor in the location decision,” said John Wheeler, the head downtown broker for Jones Lang LaSalle, echoing other top brokers. “I guess time will tell if I’m being too sanguine about this.”Brokers add that the neighborhood remains a compelling place to locate a business. Even with some train lines hampered by storm damage, it is still amply served by mass transit, with more than a dozen subway lines and ferry service. The new apartments and condos built in recent years, along with new boutiques and restaurants, also mean that many people can now live a few blocks from their office.

Besides, rents are notably competitive with other business districts in Manhattan, at about $40 a square foot in the financial district, compared with $65 in midtown, according to Cassidy Turley, the brokerage, though the downtown figure is expected to climb when the two new World Trade Center buildings come online.

Complicating the prognosis about the neighborhood’s long-term health is the fact that getting an exact handle on the extent of damage has been tricky. Many major landlords have been reluctant to respond to even basic questions about the status of their buildings. And many brokers have refused to discuss individual properties.

And while the city’s Buildings Department declared early last week that nine downtown buildings were completely off-limits, and another 445 were partially habitable, it did not differentiate between commercial and residential structures.

Jones Lang LaSalle has been one of the few brokerages to tackle the issue. It concluded that a hefty 20 percent of all the major office buildings below Canal Street are closed, or 37 out of 183, according to data compiled as of Monday. And those shuttered buildings, most of which are east of Broadway, represent 29.2 million square feet of space, the data shows.

Anecdotal evidence, too, suggests the damage has been severe. Late last week, the Water Street corridor, which runs along the East River, appeared alarmingly hard-hit.

Men in white hazmat outfits pushed garbage bins on streets, which rumbled with the sounds of generators. Several traffic lights were still dark. Clumps of yellow hoses snaked up escalators and through lobbies. And security guards, protecting against looters, were more numerous than people wearing suits.

Among the buildings confirmed closed were: 99 Wall Street, 199 Water Street, One Wall Street Plaza and 180 Maiden Lane. Others that appear to be closed include 55 Water Street, 85 Broad Street, 7 Hanover Square and 10 Hanover Square, among others. Four New York Plaza, where The Daily News is based, could be closed for a year, though One New York Plaza, whose basement shopping center took on 30 feet of water, should reopen in two weeks, according to a spokeswoman for the building’s landlord, Brookfield Office Properties.

Going forward, some tenants are concerned that floods will become a regular occurrence; after all, just 15 months ago, the city was soaked by Tropical Storm Irene. These tenants say their fears were confirmed by comments that Gov. Andrew M. Cuomo made after Hurricane Sandy about how destructive weather events are likely to recur.

“He was like, ‘If you don’t believe in global warming, wake up and see what’s happening here,’ and he was right,” said Andrea Katz, a development director for WBAI, the public radio station, which has a 10,000-square-foot space at 120 Wall Street. The lower floors of the Art Deco building, which is at South Street and owned by Silverstein Properties, were flooded by Hurricane Sandy.

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Global Update: A Solar Device to Help Sterilize Instruments

Solar power can steam-sterilize surgical instruments, according to a new study — but the contraption needed to do so is not pocket-size.

Sterilizing instruments needed in surgical emergencies like Caesarean births or appendectomies can be a problem in rural clinics in Africa: There may be no electricity, jugs of bleach or tanks of propane.

So a Rice University team recently modified a prototype of an old solar stove to power a simple autoclave, which is a pressure-cooker for instruments, and tested it in the Texas sun.

On all 27 attempts, it reached United States government sterilization standards.

How practical it is awaits African trials; it is nearly 12 feet long and 6 feet tall and has bright curved mirrors to focus sunlight on a water-filled pipe. On sunny days, it can make steam at 150 degrees Celsius (302 degrees Fahrenheit) from about 9 a.m. to 3 p.m.

Douglas A. Schuler, above, a Rice business professor and lead author of the study, published in The American Journal of Tropical Medicine and Hygiene, said he “married into the project.” His French father-in-law designed the solar stove years ago after a student trip to West Africa. But women in Haiti, where they tested it, “just hated cooking on it,” Dr. Schuler said, so they found a different use for it.

The initial setup costs about $2,100. But sunlight costs nothing, making five years of operation about $2,000 cheaper than using propane.

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Global Update: A Solar Device to Help Sterilize Instruments

Solar power can steam-sterilize surgical instruments, according to a new study — but the contraption needed to do so is not pocket-size.

Sterilizing instruments needed in surgical emergencies like Caesarean births or appendectomies can be a problem in rural clinics in Africa: There may be no electricity, jugs of bleach or tanks of propane.

So a Rice University team recently modified a prototype of an old solar stove to power a simple autoclave, which is a pressure-cooker for instruments, and tested it in the Texas sun.

On all 27 attempts, it reached United States government sterilization standards.

How practical it is awaits African trials; it is nearly 12 feet long and 6 feet tall and has bright curved mirrors to focus sunlight on a water-filled pipe. On sunny days, it can make steam at 150 degrees Celsius (302 degrees Fahrenheit) from about 9 a.m. to 3 p.m.

Douglas A. Schuler, above, a Rice business professor and lead author of the study, published in The American Journal of Tropical Medicine and Hygiene, said he “married into the project.” His French father-in-law designed the solar stove years ago after a student trip to West Africa. But women in Haiti, where they tested it, “just hated cooking on it,” Dr. Schuler said, so they found a different use for it.

The initial setup costs about $2,100. But sunlight costs nothing, making five years of operation about $2,000 cheaper than using propane.

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Digital Domain: Online Merchants Again Pursue Same-Day Delivery Service

IN the exhilarating, anything-is-possible days of 1998 to 2001, Kozmo.com offered an online store with a quick delivery service in a number of American cities. “Free delivery in under an hour” was its motto.

Kozmo would perish, but some online merchants and their delivery partners are inching back toward that shining vision. Though they aren’t promising free delivery within an hour, they are trying out same-day service for a fee. And in doing so, they are addressing the asymmetry that has bedeviled online purchases of physical goods since Kozmo’s demise: it takes mere seconds to find and buy goods on the Web, but often several days for them to arrive at the doorstep.

Could the wait again be shortened to just an hour? That remains to be seen.

The United States Postal Service will experiment with same-day delivery of online orders in San Francisco. It sees the new option, called Metro Post, as a way to put its delivery infrastructure to fuller use while developing a new source of revenue — a matter of pressing importance as the service’s finances go from bad to worse.

The Postal Service proposes once-a-day pickup of goods ordered online from participating retailers in the city before 2 p.m. and delivery to homes between 4 and 8 p.m.

John G. Friess, a Postal Service spokesman, says the packages won’t go through the normal processing centers, but will instead be passed directly between the Postal Service workers who pick them up and deliver them.

“This will be a new experience,” Mr. Friess says, “having a uniformed Postal Service employee knocking on your front door at this hour, delivering the package that you had ordered earlier in the day.”

A flat rate will be charged for all packages up to 25 pounds, he says, but the price has not been announced and may be adjusted as the trial proceeds.

With its fleets of trucks, United Parcel Service also has the delivery infrastructure for same-city, same-day service. But for now, the company is not set up to do both pickup and delivery in the same day, in the same city, at a modest price.

I used the online U.P.S. pricing guide to find the cost of having a one-pound book picked up at a San Francisco bookstore at 2 p.m. and delivered to a home address a mile and a half away by 8 p.m. the same day. This required U.P.S.’s “Express Critical” service, and the company estimated the cost at $226.46.

If U.P.S. decided it wanted to enter the intracity delivery business in a serious way, it could no doubt offer much more attractive pricing. In fact, it would seem positioned to offer a lower price than the Postal Service, whose market tests of experimental products are regulated by the Postal Regulatory Commission. The Postal Service’s filing with the commission to try out Metro Post is timorous in tone and lists self-applied hobbles. For example, the service says it will enlist 10 or fewer companies for the trial and limit the volume to 200 packages a day, at least until it can “further test its operational capabilities.”

The big online retailers are running their own experiments with same-day delivery in some markets.

 

Last month, Wal-Mart announced that it had begun same-day delivery of online orders in a handful of cities. A check last week of the price of two-hour delivery windows in San Francisco showed flat fees of $6 to $7. (The minimum order is $45.) Amazon also offers a same-day delivery option in 10 markets. In addition to a delivery charge of $8.99 for all orders other than gift cards, it adds a charge of 99 cents for each item in the order.

Very fast delivery of online purchases can be found in Lower Manhattan, the area served by UrbanFetch, which offers 10,000 products online that will be delivered within an hour. The speed is the same as Kozmo’s — in fact, the company was founded in 2005 by Chris Siragusa, who was chief technology officer at Kozmo — but the selection of goods is far larger.

Customers must live within an eight-square-mile service area, and all deliveries are carried by bicycle. There is no delivery fee for orders of more than $100; a $4.95 fee is charged for smaller orders.

When Mr. Siragusa set out to build an online store with home delivery — originally called MaxDelivery — he did not plan to match Kozmo’s one-hour promise. With friends and family, he first tried a service in which the ordering was done earlier in the day and the deliveries in the evening. But he concluded that late-in-the-day delivery was not compelling to customers. “It was still more convenient to walk to the store yourself,” he said.

UrbanFetch’s fast delivery is possible because its goods are physically close to its customers in a densely packed city.  In other places, online customers must be a bit more patient, as Son of Kozmo is not in sight.

Randall Stross is an author based in Silicon Valley and a professor of business at San Jose State University. E-mail: stross@nytimes.com.

This article has been revised to reflect the following correction:

Correction: November 13, 2012

An earlier version of this column referred imprecisely to the Postal Regulatory Commission’s oversight of the Postal Service. While the commission regulates the Postal Service’s market tests of  experimental products, regulatory approval is not required for all its operational decisions.

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