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Brussels Art nouveau. Around Gabriel Charle's houses (1868-1919) at the Halles Saint-Gery in Brussels – from 1 to 31 August 2014
Brussels is a region full of Historical buildings. In spite of a complexe history, the city has préserved buildings which are real pieces of Art around the year 1900.
The exhibition Around Gabriel Charle's houses (1868-1919) is an invitation to discover the intimacy of significant works of art from the architect and decorator Gabriel Charle in Brussels.
Through a selection of important ornaments, detail foto's and original comments, the tour in the Halles Saint-Géry will make you appreciate a less known tendancy of Art nouveau in Brussels.
Open during August in the Halles Saint-Géry, a guided tour on request can give you more information about the exhibition.
Halles Saint-Géry
1 Place Saint-Géry, 1000 Bruxelles
Information about guided tour
Tel : 0032 498 70 11 03
E-mail : firstname.lastname@example.com
Travelling exhibition The Nature of Art Nouveau 1 in Barcelona – from 9 October 2014 to 6 January 2015
International Conference Lechner at the Museum of Applied Arts in Budapest – from 19 to 21 November 2014
Exhibition Art Nouveau in the Netherlands at the Riga Art Nouveau Museum - from 3 July to 23 November 2014
Call for public subscription chandelier decorated with seaweed of L. Majorelle for the Ecole de Nancy Museum – from 20 September 2014 to 4 January 2015
With the support of the Culture Programme of the European Union
Responsible publisher: Arlette Verkruyssen, General Director,
Brussels Regional Public Service - Bruxelles Développement urbain (Brussels Urban Development),
CCN - Rue du Progrès 80, B. 1, 1035 Brussels - Belgium


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Commercial - POTTSTOWN, PA
This is a commercial lot with frontage on 2 roads. Next to medical complex on Porter Rd and mixed use offices on S Sunnybrook Rd. Best use would be office/office condos and parking off S Sunnybrook Rd with addl. ingress/egress on Porter. Approx-200 feet on S Sunnybrook. Zoned Limited Commercial and Office District. Convenient to major highways and near Hospital and various other medical practices.
Data Provided by TREND MLSMore Information for this listing

subset: commoncrawl


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Scottsdale's Martini Ranch is headed for the last roundup this weekend. As we reported last week, the Old Town concert hall/dance club/drinkery/hangout is gonezo after Sunday night as its owners are closing down the joint for good. Three straight nights of live music are scheduled to transpire, ho ... More >>
Speaking with Robyn Hitchcock back in 1996, the conversation quickly diverged from music to the difficulties of growing tomatoes at high-elevation. It was not his issue, but mine, as he lives in England where growing tomatoes is much easier, and I was in Colorado. Still, that conversation made it cl ... More >>
The Baseball ProjectMartini RanchFriday, March 25There's really no better tune to sum up The Baseball Project's set than their opening one, "All Future and No Past." In its 3-odd minutes, the tune encapsulates everything that makes the band so great, the opening day optimism that makes eager fan ... More >>
Volume 1: Frozen Ropes and Dying Quails
(Yep Roc)
The best end-to-end albums from a singles-driven year
At the Organ
(Yep Roc)
On a new split double disc, the Young Fresh Fellows and the Minus 5 revive good-natured pop-rock
Peter Buck goes West with Eitzel, Middle Eastern with Tuatara, and everywhere else with Minus 5


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By Paul Strauss: How can anyone's description do justice to what Manny Pacquiao managed to do tonight at Cowboy Stadium against Antonio Margarito. Pick a superlative: great, unbelievable, incredible, one of a kind, unsurpassed, never been done before. No matter what you say, I guarantee it will still fall short.
Understandably, prior to the start of tonight's fight, there were those who were seriously questioning the validity of odds makers favoring Manny by a six to one margin. Several trainers, fighters and journalist wondered if Manny maybe bit off more than he could chew this time, because of Margarito's size and toughness. How can an overgrown lightweight successfully deal with that kind of threat?
However, Manny pulled it off in style. He probably took every round; although one judge gave Tony two rounds, another one round, and the third, who was probably more accurrate, scored it a shut out. Even in the six and seventh rounds, when Tony finally pinned Manny against the ropes and pummeled him with several shots, Manny still came back and took the rounds..
Manny was gracious in victory and credited Margarito's courage. He expressed disbelief in how much punishment Margarito was able to absorb. He acknowledged having motioned to Referee Laurence Cole to stop the fight in the tenth and eleventh rounds, because Tony was a sitting duck. He also acknowledged that he lightened up in the twelfth and didn't go for the knockout.
Tony, on the other hand, told Max Kellerman he never thought about quitting. He further explained that his trouble started when he got cut. He never acknowledged Manny's greatness, other than to say, "He is fast!" The fact is Tony's problems were many, and they started in the fourth when Manny landed a huge body shot, which buckled Tony. From that point on Manny really started to slice up Tony.
The fight opened with Manny keeping his distance, and Tony trying to land a left jab to drive Manny back. However, before the round was over, Tony was already starting to back up a bit. In the second round, Tony looked dangerous even though Manny landed some additional body shots. Tony landed a few power shots, and squeaked through a couple of uppercuts, but they didn't seem to cause any real damage to Manny.
In between rounds, Freddie Roach cautioned Manny that it was too early to trade power shots, and he encouraged Manny to box. Manny followed orders and landed a great flurry of punches from numerous angles that stopped Tony in his tracks. Tony came back though, but then Manny finished the round with another great flurry of accurate punches.
The fifth round was a great one for Manny. Whenever Tony would to mount any kind of attack, Manny would simply tap his gloves together and then unleash another blinding flurry of punches that put Tony back on his heels. The six round was one of Tony's best rounds as he got through some good body shots, but Manny came right back again with about six or seven clean punches that all got through.
By this time, Manny was feeling pretty good about things, so much so that he even gave his version of an Ali shuffle. He wasn't showboating. Rather, he was just feeling the enjoyment of being in the zone. Tony briefly looked like he was coming on, only to be stunned again with numerous shots. In the seventh round, Manny probably got Freddie's pulse racing a bit when he lingered on the ropes, only to have Tony rip home several hard shots. One left hook in particular got through, and you could tell it hurt Manny. Then Tony also sent a good uppercut up into Manny's chin. Manny definitely showed ill effects from those punches, but he got through it, and regained control.
In between rounds, Freddie reminded Manny that he should take the fight back to the center of the ring, which Manny did, along with putting on a great exhibition of counter punching. He really ripped Tony from all sides and up the middle, mixing his punches unbelievably well.
Just a few seconds into round ten, Referee Cole stopped the action long enough to check Tony's vision, as by now both of his eyes were slits, along with a nasty cut under the right eye, and a swollen nose. Cole allowed the action to continue, and moments later Manny landed what might have been the best shot of the fight. It was a right hook that came in between Tony's left and right. It hurt just watching it land.
In the eleventh round, Manny continued the barrage of punches that were rearranging Tony's face.
Jim Lampley, Emanuel Steward and Max Kellerman all expressed concern about the beating Tony was absorbing. It wasn't so much the bruises and cut, but the possible damage to his brain that they were worried about. But, the fight continued.
Incredibly, trainer Robert Garcia told Tony to work the jab! He could have handed him the stool and told him to use it, because nothing else he was doing was working, and a jab certainly wasn't going to
accomplish much at that point. Manny continued to rip through numerous shots, but it was apparent he was pulling his punches. There was no doubt in anyone's mind that he had won the fight, and won big.
Manny says he is going to continue fighting anyone his promoter lines up for him. Tony, on the other hand, was looking for redemption over the handwrap scandal. It's doubtful he accomplished that. He did prove his courage, but all the nonsense he and his trainer Robert Garcia attempted prior to the start of the fight did nothing to enhance their reputations. Apparently, they're content with the "warrior" mentality, and fail to see the big picture.
Congratulations to Manny and Freddie. They deserve all the accolades. They truly symbolize the mark of greatness for which others in the fight game should strive. I salute you.
In other action on the card:
Mike Jones UD 10 Jesus Soto-Karass
Dennis Laurente UD 8 Rashad Holloway
Oscar Meza UD 4 Jose Hernandez
Robert Marroquin TKO 1 Francisco Dominguez
Richie Mepranum SD 6 Anthony Villarreal
Jose Benavidez TKO 3 Winston Mathis
Mike Lee KO 1 Keith Debow
Brandon Rios TKO 5 Omri Lowther
Guillermo Rigondeaux SD 12 Ricardo Cordoba
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text: Actress Wants Free Breast Implants, Asks For Donations (VIDEO) by Jon David Kahn 14 Jun 2013 Share This: SAN DIEGO (KGTV/CNN) - A 21-year-old aspiring model and actress has launched an online campaign to raise money for breast implants. Kali Woods believes that larger breasts will help her land more roles. According to Woods, she witnessed other thespians procuring roles presumably due to their ample bosom. "They were getting bumped to speaking parts all this different stuff and they all had really large breasts and I noticed that. And I was like, maybe that's the ticket," she said. "I think there is absolutely no shame in it. I'm a 34B so I'm hoping to go to like a D." Woods is using the myfreeimplants.com in hopes of raising $7500 to fund the surgery. Myfreeimplants.com boasts a fairly impressive record: over 1000 success stories! Not to mention some stunning testimonials: "...an innovative website that allows men to donate money to women to help them fund a free boob job." - BBC America


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Fire Tower Restaurant & Tavern
- Address:
5 Village Lodge Road
Stratton Mountain, VT 05155Neighborhood:
- Cuisine:
AmericanPrice: $30 and under
Fire Tower Restaurant & Tavern
- Dining Style: Casual Dining
- Website: http://www.firetowerstratton.com/
- Phone: (802) 297-2000
- Hours of Operation:
The Fire Tower Restaurant & Tavern has re-opened for the 2015 Winter Season.
Winter Season Hours
Monday through Friday
4pm - Full Menu
Saturday & Sunday
12 Noon Lunch/Apres Menu
5pm - Full Menu
Please check our website www.firetowerstratton.com for more information.
- Payment Options: AMEX,Diners Club,Discover,MasterCard,Visa
- Cuisine: American
- Dress Code: Business Casual
- Accepts Walk-Ins: Yes
- Additional Details: Beer, Full Bar, Wine
A word from Fire Tower Restaurant & Tavern
A casual, yet sophisticated dining experience in a rustic Vermont meets urban chic atmosphere. Our menu is similar to the State of Vermont...."a little weird"Continued
The restaurant is named after the iconic fire tower that sits atop of Stratton Mountain where multi generations of skiers and riders made the hike to the summit.
Nestled in the heart of Stratton Village. Whet your appetite with Fire Tower Shrimp, our famous Ahi Nachos or a Winter Chevre. Salad. For dinner variety of eclectic menu options to choose from including Samoan Tombo Tuna, Seared Spiced Venison Medallions, Sausage & Kale Cavatappi, Hand Crafted Flatbreads or Mountain Burgers
Combining the spirit of a traditional tavern with upscale modern materials we take great pride in our unique bar design.
We offer some of the most unique Vermont craft beer and craft cocktail selections.
Come try a Makers Cider Smash.
The restaurant is named after the iconic fire tower that sits atop of Stratton Mountain where multi generations of skiers and riders made the hike to the summit.
Nestled in the heart of Stratton Village. Whet your appetite with Fire Tower Shrimp, our famous Ahi Nachos or a Winter Chevre. Salad. For dinner variety of eclectic menu options to choose from including Samoan Tombo Tuna, Seared Spiced Venison Medallions, Sausage & Kale Cavatappi, Hand Crafted Flatbreads or Mountain Burgers
Combining the spirit of a traditional tavern with upscale modern materials we take great pride in our unique bar design.
We offer some of the most unique Vermont craft beer and craft cocktail selections.
Come try a Makers Cider Smash.
Foodspotting photosSee all photos
Fire Tower Restaurant & Tavern reviews from OpenTable diners
8 reviews since July 29, 2014
- Food4.8Service4.5
- Ambiance4.1Noise LevelModerate
neighborhood gem (6)good for groups (5)fit for foodies (4)kid-friendly (3)special occasion (2)hot spot (2)vibrant bar scene (2)romantic (1)late-night find (1)scenic view (1)Show More
- Great mountain dining!FranksFallLineDined on 10/4/2014We have been at Stratton for over 10 years. So happy to have another option for fine dining in the village. Service was excellent and the food was delicious, from appetizers through dessert. The chef served our dinners...what a great touch!Special Features:I would recommend this to a friend.
- Wonderful dinner!SteveDined on 10/3/2014We enjoyed another great dinner Friday night. Both the Venison and Steak were superb, with mouthwatering sauces. The atmosphere and service (Chissy) matched the food and wine raving us with another great experience. Looking forward to coming back again!Special Features:I would recommend this to a friend.
- Loved itPreciousDined on 9/11/2014This is our 4th time at The Fire Tower Restaurant and we have thoroughly enjoyed it every time. What was particularly notable about our dinner the other night was the summer chevre salad - my husband and I shared it and we absolutely loved it. Two of us had the pork schnitzel, one of us the steak from the Prix Fixe menu, and Al had the mountain prima vera. Everyone was very pleased. We love the space, the staff is wonderful and Feb, our server that night, is a real professional - yet warm and very helpful. It was an outstanding experience - we'll be back!Special Features:I would recommend this to a friend.
- :) MAXQueenDined on 9/11/2014He's a real chef not a short order cook. Never disappointed especially with meat cooked as ordered and everything else on the plate is fresh and healthy . He's the best on Stratton with his culinary talent and he has a personality that is unforgettable . The wait staff is professional and efficient. Thank you Fire Tower.Special Features:
- localpeepsDined on 8/21/2014We have been twice now for the Thursday night specials and brought friends because it is so consistently good. We don't hesitate to recommend it to our friends. Keep up the special Thursday nights! Service is excellent and like that the chef delivers our entree personally each time.Special Features:
- The following 58 reviews are from the Fire Tower Restaurant & Tavern reviews archive.
- OpenTable Diner Since 2010Dined on 7/19/2014The ambiance is good, very kid friendly, the food was somewhat disappointing, especially for the price pointSpecial Features:I would recommend this to a friend.
- Very nice dinner all around!SteveDined on 7/4/2014Four of us dined at Fire Tower on a Friday night and all of us really enjoyed the food and atmosphere! Our server was very professional and sweet, had good recommendations and the right balance of attentitiveness. We'll be back!Special Features:I would recommend this to a friend.
- I want to love this place.StrattonRegularVIPDined on 7/3/2014....but the food is never quite there - especially for the price. It's a really great looking place with great lighting and ambience.
- TimothyDined on 5/24/2014Great food, good drinks with a lively dinning environment..........this restaurant is a wonderful addition to the Stratton neighborhood......We will be back very soon.Special Features:I would recommend this to a friend.
- Decent food at a ski resortOpenTable Diner Since 2014Dined on 4/11/2014As I write this, this place is just finishing its first season at Stratton Mountain. They have pretty good food and the prices are not too bad considering where it is located. Lots of first year growing pains, but I dined there about a half-dozen times because of its convenient location. My wife is fond of the ahi nachos which are tasty and the portion generous. I have had the ribs, burgers, and a dish called Mountain Bleu which were all tasty too. The salads are huge and also tasty. I like the staff - friendly and courteous. The chef comes from another place that has a longstanding reputation for good food at reasonable prices. I'll definitely keep going back.Special Features:I would recommend this to a friend.
- Service great, food not so greatWonderfulVIPDined on 3/27/2014Food was completely underwhelming. Seafood tasted frozen not fresh and got some grit in the scallops. I wish Stratton could get down the food bill!
- Nice Restaurant in Stratton MtnOpenTable Diner Since 2012Dined on 3/26/2014Nice restaurant in Stratton Mountain Village. Nicely decorated with beautiful wood furnishings & 'fireplace' in the bar area. Our group ordered starter salads and the veggie potstickers for appetizers - all delicious and fresh. For main course, we ordered the Green Curry Grouper, Sesame Ahi, NY Strip Steak, and Classic Burger - all very good - excellent flavors and sides. Only issue was ordering 'medium' on the meat came out more 'medium rare' than desired. Overall - very goodSpecial Features:I would recommend this to a friend.
- a small step upPkatDined on 3/25/2014The village at Stratton mountain has always needed additional dining spots....while I wouldn't say its fine dining, it is a step up from what has been available........looking forward to faster service (please) and lunch next year!!!!!Special Features:I would recommend this to a friend.
- Great SpotJoeloves2skiDined on 3/22/2014In the Stratton area this is a great spot to eat after skiing. The food is great and the service is good. This was a much needed spot in the areaSpecial Features:I would recommend this to a friend.
- Nice place to eat at Stratton MtnSkiDinerDined on 3/18/2014It's a new restaurant at Stratton. Limited selection of appetizers, soups, salads at up to $12. Entrees include few selections seafood, port, chicken, and beef at up to $30. Decent wine list but pricy by either glass or bottle. Good chicken and ravioli dishes. Good thin crust all-veggie pizza. Wait staff friendly and attentive. Very busy and somewhat noisy during peak hours.Special Features:I would recommend this to a friend.
- FeedbackWeinerfaceDined on 3/16/2014Just like to say that it was a great experience but there were some bad things. For example our waiter was Mike. When we asked our the pork was his response was "ah it's okay" . That didn't really make me feel like ordering that dish. But I ordered it anyway. When the pork came out, I thought like I was eating a leather shoe! Mike came over and asked us how our food was. I said it was a little bit rough. He said " okay" and then he smiled/laughed. I thought that was pretty rude. My friends asked how is was and I told them not to go there because I don't think your waiters have the training. So they are not going there in the near future. Overall I thought it was a good, but you need a lot of improvement to stay open!Special Features:
- finally fabulousOpenTable Diner Since 2008Dined on 3/15/2014After years of struggling with bad dining in the Stratton Village, Firetower has finally come along and made it work. The food was fresh and fabulous with something for everyone. Our cocktails were delicious and different. I only wish I had a reservation sooner in the season because I will definitely be a regular now.Special Features:I would recommend this to a friend.
- Pricey & AverageOpenTable Diner Since 2014Dined on 3/15/2014The appetizers were scrumptious, however, the entrees were very disappointing. I would recommend having drinks and apps here only. Dining room was cramped and noisy --- not suitable for a dinner for two.... When the door to the restaurant opened, the entire dining room received a blast of cold air... We checked out the bar after dinner and that area was much more intimate and appealing than the main dining room.
- Much Needed Option at StrattonmtngrrlDined on 3/14/2014The Firetower has it figured out: good range of menu options, so you can order bar-type food, pizza, small plates, or a high end entree. The atmosphere is welcoming and friendly, even though the place is very busy on weekends. Bartenders remember their patrons, making us feel at home. A lone diner can usually find a place at the bar and have a nice meal and pleasant conversation. This is the place we take our visiting friends because the food is good, they try to source locally, and there is good variety.Special Features:I would recommend this to a friend.
- This is a terrific new additionDiDiDined on 3/14/2014This is a terrific new addition to the dining on Stratton Mountain - perfect casual dining after a day on the mountain or late night Friday after arrival .Loved the menu selection,service and atmosphere!!Special Features:I would recommend this to a friend.
- Much neededMimi22Dined on 3/14/2014Stratton village was in great need of a good restsurant and I will say they got a great one!! Thank you!!Special Features:I would recommend this to a friend.
- Think the restaurant is aOpenTable Diner Since 2008Dined on 3/13/2014Think the restaurant is a great addition to mountain options. Good food great ambience and reasonable pricesSpecial Features:I would recommend this to a friend.
- Third time there and havedrnappyDined on 3/8/2014Third time there and have not had a bad meal! Recommend it to everyone we know!Special Features:
- We're there twice. Busy bothTwofersDined on 3/4/2014We're there twice. Busy both times. Under staffed one time but staff worked to compensate. Specials ran out both times, Bhutto food generally excellent. Prices reasonable in very pricy area. Seated promptly both times at reservation time.Special Features:
- GEMBeantownDined on 3/2/2014This is the third time back to the Fire Tower and I have the Maryland Crab and Corn Chowder every time. It is outstanding! There are only a few restaurants on the mountain but finally this one gets it. They make you feel welcomed, great food with fresh ingredients without having to go rob a bank to pay for it. They touch on all the food groups each having a great different twist to them. Will be back to try more.Special Features:I would recommend this to a friend.
- Enjoyablem52pDined on 3/1/2014We enjoyed our dinner. The only problem was that I ordered a salad with my dinner and it was never brought out to me. Other than that it was a very nice experience.Special Features:
- Really enjoyed our dinnerOpenTable Diner Since 2006Dined on 3/1/2014We were able to snag a 5:30 dinner reservation (we were very last minute!) for our party of 4. The bar was very lively with the apres-ski crowd, but the dining area to the left of the door was great, not too noisy. We loved the Ahi tuna appetizer. Our service was prompt and friendly, and the atmosphere was great. What a nice step up from pub food without breaking the bank or getting too fancy! It was tasty and interesting, and wonderful for a family.Special Features:I would recommend this to a friend.
- Better sides pleasegrad2013Dined on 2/28/2014Good cranberry chicken but the veg side was 95% onions , add some peppers or broccoli please. The $14 burger, $16 if you count the added Cheese and bacon comes with string fries just Like McDonalds. Way more than a Manhattan Burger without the taste.The "runners" forgot our second round of drinks so we got out cheaper Than expected .
- Good, not great.Mojo4Dined on 2/27/2014Overpriced. It was a nice meal and probably the best place to eat in Stratton, but not enough to be great. Ahi Tuna nachos are THE dish to order. Everything else was good, not great.Special Features:
- Ultimately... the food matters mostOpenTable Diner Since 2011Dined on 2/22/2014I want to love this place and a part of me does. However, been there twice so far and both times - they were out of the specials. A little disappointing but everything here is really delcisious. The second time our meals came out before our appetizer (it came out in the middle of the meal). Even still both the entrees and appetizer were phenomenal. The staff were super friendly and apologetic (kind of). I like this place and I really like the food. It upsets me I can't give it more stars but it's difficult when I have yet to try a special. Ultimately this place is great, obviously busy but for good reason. You won't be disappointed.Special Features:
- Work in progressTrickyDDined on 2/18/2014Nice space and staff. Prime location in Stratton Village. Menu is probably a little too ambitious. Should keep it simple and really good.Special Features:
- Pizza was good. The turkeyluvnewfoodDined on 2/16/2014Pizza was good. The turkey burger was very brown and rubbery. Returned it for a Caeser wedge.
- Ahi Tuna Nachos are the best!!BethVIPDined on 2/14/2014Everything was perfect from beginning to end. Great food , atmosphere, & wonderful service. The Ahi Tuna Nachos are fresh & so good it makes you want to order more!Special Features:I would recommend this to a friend.
- Worst hostess and managementCTfoodiegirlDined on 2/13/2014I would give this an overall ZERO starts if I could. The hostesses know nothing about customer service & the waiter/bartender tried to pass off a 1/2 full martini glass as "the right amount". The food is actually pretty good if you can deal with the rest of the nonsense. Wanted to sit near friends who had a table for 5 but the hostesses refused DESPITE us both having 545 reservations and place was empty. Then they proceeded to kick us out (we were 2 adults 2 kids not rowdy people) around 730 saying there was their next reservation. I've never heard of having to leave your table in under 2 hrs. Plus they served me Cosmos that were literally only 1/2 full telling me that the glasses were big (they're not!) & that's the right amount.Special Features:
- This restaurant was trulyLauraDined on 2/1/2014This restaurant was truly incredible. We ordered so many dishes because they all looked so unique and delicious that we wanted to try them all! The Apres-tizers (cute nickname!) were delicious. They take all the classic favorites but put a unique twist and they are amazing. I would highly recommend the shrimp, wings and pot stickers, all delicious! The menu has a great variety which makes it great for large groups as there is truly something for everyone! I had the Mountain Bleu which was a filling, hearty, delicious pasta that had a unique vermont flare with short rib. The drinks were delicious as well. All in all, this place was great and I am looking forward to the next time I can go back!Special Features:
- Yucky special. Fabulous pizzaOpenTable Diner Since 2014Dined on 1/30/2014I ate the seafood cioppini. It was very salty ( broth a bit like sea water!) but fish was tasty. Unfortunately I was up all night with a very upset stomach after eating it. On the other hand the pizza my husband ate was delicious. I love the menu and last time we ate with you it was delicious.Special Features:
- great dinnerSeanDined on 1/30/2014Everything we had was great - soup, ahi tuna nachos were amazing, pot stickers were really good, scallop app was great. Server was good too.Special Features:
- Fire Tower Rocks !!FoodloverDined on 1/29/2014I would like to say from the hostess who honored our request for a booth to Devon our waitress who was very knowledgeable of the menu items and gave us great suggestions for our first time there. It was so much better atmosphere from years past and the food was excellent !!Special Features:I would recommend this to a friend.
- charming & excellent food selectionstratton5Dined on 1/26/2014a wonderful experience! our family of 5 chose one place to dine out in the Stratton Village and we couldn't have made a better selection. first reserving a table was awesome online with open table. service excellent, menu was creative and with traditional entires as well for my 'meat eating' men! the 'winter salad' was unique and I almost went back for one at lunch the next day :-) ambience was great.. warm ,cozy.. they sat us by the window at a lovely round table. wine selection extensive and creative cocktails for the adventuresome. I love that they had prosecco by the glass. Will definitely go back and recommend!Special Features:I would recommend this to a friend.
- Great food, great bar, food (?)RichDined on 1/25/2014Bar was great. Good bartenders and a hectic scene of friendly folk. Food was a bit of a let down. My steak was a 1" slab of fat and grizzle, and pretty much inedible. My friends steak "special" was special similarly cheap cut of meat at a magnificent price. Maybe the rest of the menu is better prepared, but do not bother ordering the steak... Service as good, in that it was unobtrusive and same time attentive.Special Features:I would recommend this to a friend.


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December 2, 2013
Alstom set a high-speed record in Poland reaching approximately 182 miles per hour while conducting tests on its Pendolino train on the Gora Wlodowska-Psary line north-west of Krakow.
The record was reached as Alstom was conducting tests in the presence and in partnership with its customer, Polish operator PKP Intercity, to obtain circulation permission for the 20 Pendolino trains ordered by PKP Intercity in 2011. All the tests have been successful so far, which will enable PKP Intercity to start operation by the end of 2014.
The contract signed with PKP Intercity also includes 17 years of maintenance and the construction of a new maintenance depot, to be inaugurated in the first quarter of 2014. The trains will circulate between Warsaw, Gdansk, Gdynia, Krakow, Katowice and Wroclaw.
The previous Polish high-speed record of approximately 155 mph was set in 1994, also by a Pendolino train.
Pendolino is mainly produced at Alstom's Savigliano factory in Italy. The Savigliano factory is currently executing contracts for PKP (Poland) and SBB (Switzerland).
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To hell with you.
Revert to type or the standard Christian term back slide
Free will not free willy that caused the slide we were going forward was it a hill we had to climb
That caused the slide
We start to swear we talk like we always did
Was it Jesus hes still there by your side that caused the slide
Was it an offense somebody said we no longer read our Bible to see what it sez
Start back on your journey repent another word we hide on our slide
We remember today
At last the end of the day
At last the end of the day
Does it annoy you I have a lot to say
Basically Im a blogger and I write every day
I try to learn something from the Bible and observations of the day
I have to be careful Im not a show off .. Like I observed today
Those with true wealth are discreet and dont always make a display of what theyve spent and done today
True spiritual wealth is not always on display so I should be careful what I say and display
"Monothematic Gestures"
If we consider what Paul has to say in Rom. 1:18-32, he argues that all can come to a Monotheistic understanding by considering what is around them in the created order. If we consider what Paul further has to say in Romans 2, then we can see that all can also come to a moral understanding of behavior, also. This monotheism is echoed in the three major Faiths that emerged from that general area. Judaism, Christianity, and Islam all
The bible said in 1 Thessalonians 4: 16 "For the Lord himself shall descend from heaven with a shout, with the voice of the archangel and with the trumpet of God: and the dead in Christ shall rise first: 17 Then we which are alive and remain shall be caught up together with them in the clouds, to meet the Lord in the air; and so shall we ever be with the Lord.
If the above verses are not about our Lord's second coming, then why was it necessary for Him to descend only halfway in
Updated May 12th 2014 at 01:18 PM by Trivalee
Wrath at our gaff.
Spirits come in to our literal house via visitors or people who live in our gaff
This requires a close walk with Jesus to sort it out
Fear anger doubt a few of the things that introduce spirits that Jesus is not about
Even the dog has bad dreams so if Im about Ill start to sing not out loud but in my heart
In the name of Jesus we have the victory
Then at the end demons will have to flee
Try it quietly and you will see it does what it sez on the tin


text:
Her mother was by her side hoping against hope for naught. The "Fink" goes on a raping spree with several more women, but one escapes her bonds and is able to identify him and he is brought to justice. Oh, not really.
Sure he received the death penalty, but is released on parole in 1990. He spends 17 years in prison and is released on good behavior.
"Fink" admits to everything, all the girls (whose lives have been irreversibly altered) he welcomes his death sentence and begs to be put away.
Our system doesn't work! Bad people are bad, they are murderers and child rapists and freely admit that if they are released they will carry on.
The ACLU and spineless ANTI-death penalty wonks have gained such a foothold on our society that we, even though we continue to approve of the death penalty, are bullied into thinking we are doing something wrong by punishing misdeeds.
The ANTIs have finally obfuscated the issue and put up such roadblocks to execution that they can look us in the face and rightfully say that it's cheaper to put someone in prison for life than it is to enact the death penalty.
Of course if you delay the process 20 plus years so that legal fees and extra bodily protection is needed you have a point.
All the arguments against the death penalty after all is said and done is that "you wouldn't want to execute an innocent man". No duh. That didn't go without saying?
Folks, we didn't have DNA as an investigative tool in 1966. If a potential perp is found to have the victim's DNA on their stuff, and other contributing factors we've got our man.
Conversely, if an already incarcerated man is exonerated from a conviction, I say bravo, well done. I would spearhead a process to that end gladly. Not the ANTIs, they won't allow us the same privilege to use the same tool to execute bad guys.
David Yates


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|25 Apr 2013
Flash stuttering issues
I have Windows 7 x64 installed on a Packard Bell (sub-brand of Acer) MH35 laptop, also known as Hera-C.
The computer works fine otherwise, but flash video has skippy audio, and occasionally locks up for a few seconds, only to then jump forward in the video when it gets unstuck. This gets worse if I upsize the video; if I fullscreen it it just gets awful. Conversely, the skipping diminishes a lot (though it doesn't entirely go away) if I switch to another window. I've noticed that when I'm on another window it tends to skip a lot more if I do things like scrolling the page. Thing is, it's not just video - Grooveshark stutters too, and that's audio-only. Google Music as well.
The laptop has an awful SiS Mirage 3 video chipset, but I don't think that's the problem because it happens even with the generic VGA driver that Windows loads when I uninstall the SiS driver. Rather, it seems CPU-related somehow.
The video chipset has made it a massive problem to run Linux on this computer (Ubuntu doesn't even want to start), but the two distributions that get the widescreen resolution right - PCLinuxOS and Puppy, the former via proprietary driver and the latter via generic VESA - both run Flash flawlessly (though they have other video-related problems that make them unusable on the laptop).
What can I do to fix this? I tried to disable hardware acceleration in Flash and it did a whole lot of nothing. I'd much rather get Windows 7 working properly than fight more than I already have in an attempt to get Linux to behave with that video chipset.
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Comparison of Three Methods of Hemoglobin Monitoring
- Full Text View
- Tabular View
- Study Results
- Disclaimer
- How to Read a Study Record
This study will further investigate the Masimo SpHb [FDA Approved] continuous non-invasive hemoglobin monitor in spine surgery patients. (See NCT00792597) We will investigate the effect of enhanced circulation to the finger (which will be attached to the sensor) following a local injection (digital block) of lidocaine (an FDA approved local anesthetic), and assess the accuracy of the SpHb reading as it relates to a standard laboratory hemoglobin value (tHb).
Digital Block
Drug: Lidocaine digital block
Device: Masimo SpHb continuous hemoglobin monitor
|Study Type:
|Study Design:
|Intervention Model: Single Group Assignment
Masking: Open Label
|Official Title:
|Comparison of Three Methods of Hemoglobin Monitoring in Patients Undergoing Spine or Hip Surgery
- Categorical Groups Based on Magnitude of Differences Between Noninvasive (SpHb) and Laboratory Co-Oximeter (tHb) Hemoglobin in Patients With a Finger Regional Anesthetic Block. [ Time Frame: A minimum of 2-4 differences recorded approximately hourly during surgery ] [ Designated as safety issue: No ]
|Study Start Date:
|August 2010
|Study Completion Date:
|October 2011
|Primary Completion Date:
|October 2011 (Final data collection date for primary outcome measure)
|Assigned Interventions
|Experimental: Digital block
Drug: Lidocaine digital block
One dose of lidocaine 2% injected locally into one finger (2 mls total)Device: Masimo SpHb continuous hemoglobin monitor
Masimo SpHb continuous hemoglobin monitor
Detailed Description:
We have completed a study with 20 patients using the latest version of the SpHb monitor software and finger sensor.
The purpose of this study is to assess the accuracy of the SpHb reading as it relates to a standard laboratory hemoglobin value (tHb) following the digital block.
|Ages Eligible for Study:
|18 Years and older
|Genders Eligible for Study:
|Accepts Healthy Volunteers:
Inclusion Criteria:
- Male or non-pregnant female 18 y/o or older
- ASA Classification 1, 2 or 3
- Scheduled to undergo spine or hip revision surgery
Exclusion Criteria:
- Pregnant or nursing
- Patients who in the study investigators clinical judgement would not be suitable for research.
Please refer to this study by its ClinicalTrials.gov identifier: NCT01284296
|United States, California
|University of California San Francisco
|San Francisco, California, United States, 94143
|Principal Investigator:
|Ronald D Miller, MD
|University of California, San Francisco
No publications provided
|Responsible Party:
|University of California, San Francisco
|ClinicalTrials.gov Identifier:
|NCT01284296 History of Changes
|Other Study ID Numbers:
|Study First Received:
|January 19, 2011
|Results First Received:
|April 3, 2012
|Last Updated:
|May 18, 2012
|Health Authority:
|United States: Institutional Review Board
Additional relevant MeSH terms:
Anesthetics, Local
Anti-Arrhythmia Agents
Cardiovascular Agents
Central Nervous System Agents
Central Nervous System Depressants
Membrane Transport Modulators
Molecular Mechanisms of Pharmacological Action
Peripheral Nervous System Agents
Pharmacologic Actions
Physiological Effects of Drugs
Sensory System Agents
Sodium Channel Blockers
Therapeutic Uses
Voltage-Gated Sodium Channel Blockers
ClinicalTrials.gov processed this record on November 25, 2014


text:
For Jody Smith, the ticking of a clock was enough at one time to chase her back to her bed. But with the passage of time, she has been able to reclaim her living room ...
Discuss the article on the Forums.
Managing Potassium Deficiency - Share your experience
Discussion in 'Detox: Methylation; B12; Glutathione; Chelation' started by caledonia, Sep 29, 2013.
Page 10 of 13
Page 10 of 13


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|Program Code
|Program Title
|Regulation of Federal Credit Unions
|Department Name
|National Credit Union Admin
|Agency/Bureau Name
|National Credit Union Administration
|Program Type(s)
Regulatory-based Program
|Assessment Year
|Assessment Rating
|Assessment Section Scores
|Program Funding Level
(in millions)
|Year Began
|Improvement Plan
Continue to work with Federal financial regulators on identifying comparable outcome goals with which to allow greater comparison of program performance and to ensure best practices are shared.
|Action taken, but not completed
|This improvement action is ongoing and will be continuous. NCUA continues to chair the GPRA Financial Working Group where outcome goals and performance measures are discussed for possible sharing among the regulators. Additionally, NCUA meets on a periodic basis with the other regulatory agencies through the FFIEC participating on over 40 committees and working groups and continuously share best practices.
|Year Began
|Improvement Plan
Measure: Percentage of Adequately and Well-Capitalized Federally-Insured Credit Unions (FICUs) to all FICUs
Explanation:This is a leading indicator of safety and soundess for the credit union industry via capital adequacy.
Measure: Percentage of Federally-Insured Credit Unions (FICUs) with CAMEL rating of 1,2, and 3 compared to all FICUs
Explanation:Leading indicator of safety and soundness for the credit union industry based on risk assessments. CAMEL rating range from 1 to 5.
Measure: Percentage Increase in Federally-insured Credit Union membership.
Explanation:Indicates increased access to financial services through membership growth.
Measure: Percentage Increase in Federally-Insured Credit Union Assets
Explanation:Indicates increased access to financial services through asset growth.
Measure: Percentage of Total NCUA Operating Expenses to Total Assets of Federally-Insured Credit Unions
Explanation:This is a strategic level measure of overall agency efficiency.
Measure: Percentage of the credit union industry's market share of consumer credit
Explanation:Indicates a flexible regulatory scheme that allows credit unions to successfully compete in the market with other financial institutions.
Measure: Percentage of Federally-Insured Credit Unions with CAMEL Ratings of 4 or 5 resolved within 12 months.
Explanation:Indicates the prompt resolution of risks threatening safety and soundess.
Measure: Increase in Federally-Insured Credit Unions' Average Share Balance
Explanation:Indicates investment in the community through improved savings rates.
Measure: NCUA FTE Hours per million Federally-Insured Credit Union Assets Examined
Explanation:Operational level measure of overall regulatory and supervision efficiency
Measure: Total shares of Federally-insured Credit Unions Rated an overall CAMEL score of 1, 2, or 3 per total number of NCUA FTE (in millions)
Explanation:Tactical level measure of field level staffing efficiency.
Measure: Percentage of Federally-Insured Credit Unions with Low or Moderate Risk Ratings in Institutional-Related Risk Areas
Explanation:Indicates assets at normal institutional risk levels. Target based on a composit measure of reputation, strategic, transaction, and compliance risk.
Measure: Growth of Low-Income Designated Credit Union Assets
Explanation:Indicates increased service to members and communities of lesser means.
Measure: Growth of Low-Income Designated Credit Union Membership
Explanation:Indicates service to members and communities of lesser means. (High level of growth in 2004 resulted from a peak in low-income designations assigned.)
Measure: Percentage of Federally-insured Credit Union Assets with a CAMEL "Management" rating of 1, 2, or 3.
Explanation:Shows the effective management of risks.
Measure: Percentage of credit unions involved in real estate lending
Explanation:Indicates flexibility through credit unions' ability to compete in the mortgage market.
|Section 1 - Program Purpose & Design
Is the program purpose clear?
Explanation: The NCUA was created to ensure the safety and soundness of federally-insured credit unions and enhance the viability of the federal credit union system.
Evidence: "Federal Credit Union Act, Sections §1751, §1752, §1752(a), §1766, §1781(a). NCUA 2004 Annual Report, Mission Statement (foldout to front cover), Page 5. National Credit Union Administration - About NCUA. NCUA Strategic Plan 2003-2008. NCUA Examiners Guide, June 2002 with revisions"
Does the program address a specific and existing problem, interest, or need?
Explanation: Credit unions have a unique, cooperative structure and intended purpose (to extend financial services to those of modest means) with member ownership, equal representation of all members, volunteer officials, and equitable service of membership representing all economic strata.
Evidence: "Federal Credit Union Act, Sections §1752, §1752(a), §1756, §1766, §1781(a) NCUA Strategic Plan 2003-2008"
Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?
Explanation: While the cooperative structure and intended purpose of the credit union system as well as the NCUA structure are unique, other agencies perform similar types of regulatory functions in the banking industry. OCC is the primary regulator of national banks, FDIC performs limited supervision of national banks, OTS regulates thrifts, and the Federal Reserve Board regulates Federal Reserve banks. FDIC both regulates some banks and supervises an insurance fund like NCUA with credit unions.
Evidence: "Federal Credit Union Act, Sections §1756. §1782a, §1786a, §1789 NCUA Strategic Plan 2003-2008 The Future of Banking in America, FDIC Banking Review 2004, Volume 16, No. 1, page 17"
Is the program design free of major flaws that would limit the program's effectiveness or efficiency?
Explanation: The agency's credit union oversight program was developed to have flexibility to act and react to trends within the credit union system; with local oversight of individual credit unions by examiners reporting directly to the credit unions they are assigned. The oversight by examiners incorporates on-site -- where examination reports are released directly to officials upon completion of examinations -- and off-site monitoring through the quarterly, or monthly in the case of Corporate credit unions, call-reporting system. For credit union failures that result in a cost the National Credit Union Share Insurance Fund, post mortems are conducted -- either by the regional office or central office based on size of loss -- to assess systemic issues and address needed deficiencies within the examination program. Training of staff is provided locally, regionally, and nationally to ensure timely, and appropriate skill sets are learned. Appropriate tools, incorporating IT exam and supervision software platforms and hardware, are revised incorporating feedback from field staff and from the credit union system. Routinely the NCUA has revised the guidance and regulations provided to encourage innovation within the financial industry while ensuring an appropriate level of supervisory oversight through technological improvements in analysis, hardware, and software. The program also operates under a risk-based approach to more efficiently target credit unions needing more resources.
Evidence: "National Credit Union Administration - About NCUA Federal Credit Union Act, Sections §1756, §1766, §1781, §1782(a), §1784 NCUA Examiner's Guide Web Page, Chapters 1, 2, 2a, 3, 22 NCUA's Corporate Credit Union Examiner's Guide Web Page, Chapters 101, 102, 103 NCUA 2004 Annual Report pages 15-18 NCUA Compliance Self-Assessment Guide HMDA Reporting Guide Supervisory Committee Guide"
Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?
Explanation: Resources are focused on the effective oversight of the federal credit unions by means of a risk-focused examination program. The program tailors supervision for every credit union based on its risk profile. This allows the agency to focus resources on credit unions exhibiting weaknesses, displaying adverse trends, or other emerging issues (e.g. sub-prime lending and Bank Secrecy Act) The risk-focused exam program has four required review areas to ensure NCUA meets its regulatory responsibilities and ensure consistency. The standard review areas are: Supervisory Committee Audit; 5300 Call Report validation; Bank Secrecy Act, and Flood Disaster Protection Act. The agency complements this with a quality control system to ensure the examinations meet standards. Also, over 70 percent of the agency's budget is for salary and benefits, with the majority of those funds provided to the field examiners who conduct direct and on-site oversight of individual credit unions. The resources are utilized to support the efforts of the field staff, ensure the quality of the examination process, and develop and implement regulations that ensure the continued viability of the credit union financial system.
Evidence: "NCUA Examiner's Guide Web Page, Forward, Chapter 1, 2, 2a, 3. 22 NCUA's Corporate Credit Union Examiner's Guide Web Page, Chapters 101, 102, 103 NCUA Budget Briefing Web Page NCUA 2005 Annual Performance Budget"
|Section 1 - Program Purpose & Design
|Section 2 - Strategic Planning
Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?
Explanation: NCUA has long-term measurements of success for each of its three strategic goals for the program. Each strategic goal contains one or more long-term, strategic level performance measures and targets. They are as follows: (1) A safe, sound and healthy credit union industry. Long term measures cover the key indicators of a healthy credit union industry - capital/net worth levels and the ratings assigned by NCUA. (2) Access to cooperative financial services for all people throughout the United States. The long-term measure tracks four key credit union growth areas - membership, assets, shares and loans which indicate increased access to financial services for people throughout the United States. (3) A prudent, flexible and efficient regulatory environment for all federally insured credit unions. The long-term measure tracks the percentage of the credit union industry's market share of federally insured assets and the credit union industry's market share of consumer credit - improvements in these areas are indicative of a flexible regulatory environment without unnecessary restrictions.
Evidence: Draft NCUA Strategic Plan 2006-2011 and NCUA Annual Performance Budget 2005. 2004 Annual Report.
Does the program have ambitious targets and timeframes for its long-term measures?
Explanation: Each of NCUA's long-term measures includes targets based on quantifiable data. The long-term targets are set using historical data as a baseline; then using actual economic conditions to modify as required. In addition to the long-term measures discussed in 2.1, NCUA has 3 long-term efficiency measures which are monitored annually.
Evidence: Draft NCUA Strategic Plan 2006-2011 and NCUA Annual Performance Budget 2005
Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?
Explanation: Strategic Goal 1 is supported by three outcome goals - (1) Institutional risks are effectively managed, (2) Balance sheets are optimally structured and (3) Credit risks are identified and resolved timely. Supporting annual goals are based on credit union performance as measured by NCUA's Risk Rating System and CAMEL Rating System in the areas of (a) management of institutional risks, (b) balance sheet performance and (c) credit quality. Strategic Goal 2 is supported by one outcome goal - Optimal financial access to all. Supporting annual performance goals are based on (a) financial access opportunities for people of lesser means - measured through key low income designated credit union growth rates and (b) community investment measured through improved savings rates, homeownership and small business opportunities offered by federally chartered credit unions. Strategic Goal 3 is supported by one outcome goal - Credit union growth and development through regulatory measures. Supporting annual performance goals are based on (a) increased product and service offerings - measured through the percentage of credit unions involved in various products and services and (b) improved operating efficiency - measured through credit union operating expenses to assets.
Evidence: NCUA Annual Performance Budget 2005.
Does the program have baselines and ambitious targets for its annual measures?
Explanation: Each outcome goal has measurements specifically linked to achieving the Annual Performance Budget in the short-term and the Strategic Plan in the long-term. The targets and their baselines are established through historic performance. The measurements are reflective of prevention, identification, and/or timely resolution of safety and soundness issues.
Evidence: NCUA Annual Performance Budget 2005 page 7 enumerates the specific outcomes used to identify progress toward program completion. Pages 10-13 enumerates the specific measures and targets used to measure progress toward the desired outcomes.
Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?
Explanation: NCUA and the other financial regulatory agencies share the same short and long-term goal of safe and sound operations of their respective financial institutions. All are inextricably linked through the reputation risk associated with their respective and collective financial institutions. As a result, the entities work together through numerous working groups and alliances to collective further our shared goal through the sharing of ideas, best practices, economic information, etc. NCUA and its efforts are inextricably linked through the reputation risk associated with the State Chartered Credit Unions. Therefore, NCUA works cooperatively with all the State Supervisory Authorities to achieve their shared goals.
Evidence: The Federal Financial Institutions Examination Council was established on March 10, 1979. In 1989, title XI of the Financial Institutions Reform, Recovery and Enforcement Act of 1989 established The Appraisal Subcommittee within FFIEC to prescribe uniform principles, standards, and report forms of the member agencies and to make recommendations to promote uniformity in the supervision of financial institutions. www.ffiec.gov. See the Federal Credit Union Act and Document of Cooperation (with NASCUS) for specifics on cooperation between SSAs and NCUA toward achieving their collective short and long-term goal of credit union industry safety and soundness.
Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?
Explanation: Evaluations of the program are conducted routinely by the GAO, IG, CPAs, as well as internal evaluations of the quality of individual examinations performed by supervisors, regional assessments, and through surveys sent to recently examined credit unions requesting feedback on the quality of the examination contact.
Evidence: GAO-04-91, October 2003, Credit Unions; GAO-040977 September 2004, Corporate Credit Unions;NCUA Examiner's Survey Results; NCUA OIG, July 2005, Process for Reviewing Federally Ensured State Chartered Credit Unions; NCUA OIG Semi-Annual Report to Congress; NCUA Quality Control Review Process; NCUA Examination Surveys; NCUA Operating Fund and Share Insurance Fund Audits.
Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?
Explanation: NCUA directly ties its budget development to its short and long-term performance goals through the integration of its Planning/Budgeting Processes. NCUA first develops its Initial Annual Performance Plan. The Initial Annual Performance Plan is approved by the NCUA Board and it establishes the initial priorities for the planning year. It also provides estimated budgetary resources per goal using historical data for the planning year. This plan is provided to all Regional and Central Offices to be used as the baseline for their program development which they develop from the bottom up. Most notably the Resource Branch of the Office of Examination and Insurance works with each Regional Office to establish time to be spent by the examiners as they achieve NCUA's regulatory and supervision missions. Zero based budgets are developed by each Region and Office which are compared to the historical estimates. They are then reviewed and justified to the NCUA Senior Staff and NCUA Board. They updated proposed zero based Operating Budget and NCUA Annual Performance Budget are presented to the NCUA Board in a public meeting for approval.
Evidence: NCUA Instruction 9501 for planning process and NCUA Budget Instructions for budget process. NCUA Budget Instructions are published annually to initiate that aspect of the NCUA budget development process. See also NCUA Combined Annual Performance Report 2003 and Initial Annual Performance Plan 2005.
Has the program taken meaningful steps to correct its strategic planning deficiencies?
Explanation: NCUA Strategic plans are developed under the guidance and direction of its Strategic Management Council, which consists of senior officers of the agency, and coordinated by the Director of Planning. It meets bi-monthly and each year has Senior Leadership Summit which kicks off the annual planning process for the planning year and reviews the NCUA Strategic Plan and Annual Performance Budget for necessary revisions. Where necessary, NCUA Strategic Plan is updated with the Annual Performance Budget, but at a minimum every three years in accordance with GPRA requirements. Revisions when made are incorporated in the updated Strategic Plan when published. Annual Performance Budgets are developed by personnel from all major offices of the agency and vetted through each office prior to final adoption.
Evidence: NCUA Combined Annual Performance Report 2002 and Initial Annual Performance Plan 2004; NCUA Combined Annual Performance Report 2003 and Initial Annual Performance Plan 2005; NCUA Strategic Plan 2000-2005; NCUA Strategic Plan 2003-2006; and Draft NCUA Strategic Plan 2006-2011. The draft NCUA Strategic Plan 2006-2011 was developed using input from outside stateholders and representatives from all Regional and Central Offices. It incorporates the guidance and changes in the July 2004 OMB Circular A-11 and should be approved by the NCUA Board no later than November 2005. NCUA Annual Performance Budget 2006 and beyond will follow the approved NCUA Strategic Plan 2006 - 2011.
Are all regulations issued by the program/agency necessary to meet the stated goals of the program, and do all regulations clearly indicate how the rules contribute to achievement of the goals?
Explanation: The preamble of proposed and final regulations clearly stipulate the intent and objectives of ensuring the viability of the credit union system while remaining within the statutory authority. With the pertinence of all established regulations being reviewed triennially, the regulations continually evolve with advances and changes in the financial services industry. Further, the agency's regulatory flexibility program -- established in February 2002 -- exempts credit unions that maintain a sound net worth and operations from certain regulations that require prior agency approval.
Evidence: Rules and regulations issued follow the requirements laid out in the strategic plan -necessary, flexible and facilitative - at the same time meeting safety and soundness. For example, NCUA is in process of completing its transition to flexible risk-based scheduling process and risk-focused examination process. See NCUA Strategic Plan 2000-2005, pages 8-9 where the Risk-Based/Risk-Focused approach was first introduced. Additionally, the NCUA Board passed the Regulatory Flexibility or RegFlex initiative in response to Strategic Goal 3 in NCUA Strategic Plan 2000-2005, page 15 and the supporting strategy in Strategic Goal 1, page 9 of the same strategic plan. The RegFlex initiative recognizes the need to treat each credit union based on its ability to manage risk and sets guide lines for flexibility in specific regulations.
|Section 2 - Strategic Planning
|Section 3 - Program Management
Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?
Explanation: Credit unions provide quarterly financial and statistical reports to the agency with analysis conducted to determine any issue relating to individual credit unions, along with any systemic issues on regional and/or national basis. The information provided by credit unions in their financial and statistical reports is validated at the time of receipt through a system of flags and then again during on-site examinations. The agency conducts risk-focused examinations at natural person credit unions, with those troubled credit unions receiving more timely examinations and additional follow-up on-site contacts. Corporate credit unions, which provide a source of liquidity to natural person credit unions, provide monthly financial and statistical reports to the NCUA and are examined through a separate risk-focused examination program unique to the challenges within the Corporate credit union system. In addition, the NCUA receives examination reports from the State Supervisory Authorities for state-chartered credit unions where the reports are reviewed by field and office staff to assess potential regulatory or safety and soundness issues.
Evidence: NCUA Quarterly Credit Union Financial and Statistical Data Federal Credit Union Act, Sections §1756, §1766, §1782(2) NCUA Examiner's Guide -- Chapter 1 Risk Focused Program NCUA Examiner's Guide -- Chapter 2, Scope Development and Planning NCUA Examiner's Guide -- Chapter 3, Total Analysis Process NCUA - Corporate Credit Union Guide Web Page - Chapter 102 Corporate Credit Union Examination and Supervision Process NCUA Examiners Guide -- Chapter 26 Federally Insured State Chartered Credit Unions
Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?
Explanation: Responsibilities for conducting the program are clearly defined and continually reviewed to assess appropriateness. Senior staff are assessed and any salary increase based on a performance management system that measures Program Management, Leadership, and Resource Management. Management's effectiveness in achieving the regulatory program is assessed through the evaluation system based on achieving specific objectives. The evaluation of management's effectiveness correlates to the merit increase received based on a pay-for-performance system. Further, through formal agreement with the State Supervisory Authorities and their representative trade organization -- NASCUS -- the NCUA is coordinating examination and training programs and has provided the software and hardware platforms to the SSAs, improving the knowledge, skills, and consistency of regulatory oversight of the credit union system.
Evidence: NCUA - Corporate Credit Union Examination Web Page NCUA Examiners Guide Web Page NCUA Examiners Guide Chapter 22 - Examination Evaluation and Review Policy NCUA's Personnel Manual - Chapter 6 Performance Management Program AIM Study AIM 2 Study
Are funds (Federal and partners') obligated in a timely manner and spent for the intended purpose?
Explanation: Internal controls (e.g., transaction authorization and monitoring) ensure that obligations and outlays are executed timely and in accordance with the approved budget (i.e., the intended purpose). Item 3.6, below, includes additional financial management practices. The program provides monthly financial statements for the Operating Fund and NCUSIF that reflect expenditures of the program. These financial statements are validated through annual independent financial audits. Seventy six percent of the operating budget provides for salary and benefits of the agency staff. Human resource needs are routinely assessed, with annual resource budgeting performed for field staff, accounting for 58 percent of total agency staff. This resource budgeting need is based on the identified problem institutions, number of credit unions and anticipated examination and supervision time based on historical information and current trends, planned initiatives, training, and other administrative needs. Such needs feed into the annual budget.
Evidence: NCUA 2005 Performance Plan NCUA Management Automated Resource System NCUA Board Action Bulletin -- 2005 Budget NCUA 2005 Budget Briefing
Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?
Explanation: As mentioned above, the funding for the program is developed through a systematic approach of identifying needed time resources -- by field staff -- to accomplish the program, vetted through supervisors, then systemically analyzed through a review of historic, current, and anticipated data elements, which include the condition of the individual credit unions, average examination/supervision times, economic conditions, anticipated systemic compliance, economic and operational issues. As a result of these efforts, the average cost of conducting the program compares favorably with similar federal programs. Further, administrative costs have decreased while the asset size of the credit unions has grown. As a result of the demographic changes within the credit union system - where there has been a consolidation of credit unions while assets and membership have continued to increase - this provided the opportunity for the NCUA to further consolidate operations, with the recently completed initiative that resulted in reduction of regional offices, realignment of central office duties, and reduction of staff and an estimated savings of over $27 million over 10 years. Further, the NCUA has incorporated the Information Technology Strategic and Human Capital Management Plans integral for achieving the agency's Strategic Plan.
Evidence: NCUA 2005 Budget Briefing NCUA Management Automated Resource System - It provides both a Supervisory Examiner Management information system and an automated system for budget management and resource allocation. NCUA Examiner's Guide -- Chapter 2 Scope Development AIM Study AIM 2 Study Examination Survey
Does the program collaborate and coordinate effectively with related programs?
Explanation: The agency coordinates regulatory oversight of the credit union system with State Supervisory Authorities (SSAs) and their representative trade organization -- National Association of State Credit Union Supervisors (NASCUS). This is accomplished through documents of cooperation with the SSAs and NASCUS, with the NCUA providing the examination software and hardware platform used by all except one SSA to ensure greater consistency of the examination product, and providing the training opportunities given to agency staff for state examination staff to further improve the skills and knowledge of all regulatory staff within the credit union system. Further, the agency -- through myriad of task forces and committees -- develops and coordinates regulatory processes with the other federal financial regulators as a member of the Federal Financial Institution Council (FFIEC).
Evidence: www.FFIEC.gov NASCUS Document of Cooperation NCUA Examiners' Guide -- Chapter 26 - Federally-Insured State Chartered Credit Unions
Does the program use strong financial management practices?
Explanation: The program has received unqualified audit opinions on its financial statements since 1983. Further, GAO and the IG office have scrutinized many aspects of the program without identifying any material deficiencies. Strong financial management practices for the revolving fund include: ?? Disclosing to the public each month its financial statements. ?? Preparing annual operating and capital budgets through zero based budgeting methods and in compliance with OMB Circular A-11, Preparation, Submission and Execution of the Budget. The budget formulation process includes a press conference to communicate the preliminary budget and seek public comments. ?? Executing the Board approved operating and capital budget with daily, monthly and quarterly monitoring activities. Monthly budget reports -- by office -- are reviewed for accuracy and validated. ?? Reprogramming of budget items is approved by the Executive Director or Board, based on dollar thresholds. The Board is notified of all reprogrammings. ?? Updating the current budget at mid-year by all offices with such being approved by the Board. ?? Submitting to Treasury of FACTS financial data and reconciling such to the annual Presidential Budget submission. ?? Integration of financial information into the agency's (GPRA) performance budget. ?? Evaluating and developing responses to items communicated by external and Inspector General auditors through their management letters and reports.
Evidence: www.ncua.gov/OIG/FinAudits.htm www.ncua.gov/OIG/OtherAudits.htm NCUA 2004 Annual Report, Pages 69-100
Has the program taken meaningful steps to address its management deficiencies?
Explanation: Changes needed to the program, to address any deficiencies, are initiated based, among other areas, on trend analysis, examination results, economic conditions, regulatory need, and postmortems on credit union cases. Management's effectiveness in achieving the regulatory program is assessed through the evaluation system based on achieving specific objectives. The evaluation of management's effectiveness correlates to the merit increase received based on a pay-for-performance system. To further address management development, Human Capital Strategic Goals have been incorporated into and aligned with the NCUA's Strategic Plan, to further integrate human capital policies with program; recruit, develop, and retain employees based on identified strategic competencies; inspire leadership to achieve the agency's mission, and develop and promote a high performing culture that strives for continuous learning.
Evidence: NCUA's 2004 Annual Report pages 15-18 GAO Study -- Corporate Credit Unions, Sept. 2004 GAO: Summary -- Credit Unions Financial Condition, October 2003 NCUA Strategic Plan 2003-2008 AIM Study AIM 2 Study
Did the program seek and take into account the views of all affected parties (e.g., consumers; large and small businesses; State, local and tribal governments; beneficiaries; and the general public) when developing significant regulations?
Explanation: The program is designed to comply with all appropriate regulations, with the NCUA Board establishing a process for all regulations to be reviewed triennially for appropriateness. After formulation of regulations based on economic trends, statutory requirements, operational, financial, and/or managerial issues, the agency encourages comment and provides easy access to the general public through the agency's web site. Draft final regulations awaiting approval by Board include assessment of comments received with any appropriate revision. Interim Final rules are limited in their use. Recent effort to revise the Federal Credit Union Act's section on Prompt Corrective Action is a prime example of the agency's outreach effort to solicit feedback from the credit union system and outside parties on significant rules. Recognizing the imposition of PCA in 1999 has caused many challenges within the industry, the agency initiated a task to propose a revision to the statute, allowing greater flexibility for the agency in imposing PCA requirements. After initial development presented the draft proposal to the impacted parties, discussing the draft and soliciting feedback prior to submitting the proposal for Congressional consideration, resulting in a more thorough understanding of the proposal while not undermining the agency's primary mission of ensuring the safe and sound operations of the credit union system.
Evidence: Interpretive Ruling and Policy Statement 87-2 "Developing and Reviewing Government Regulations" NCUA Regulatory Review Plans -- 2005 Change 3 NCUA Rules and Regulations -- June 2005 --Preamble to Change 3 of the NCUA Rules and Regulations -- Reprinted from the Federal Register Vol. 70, No. 14, January 24, 2005, 12 C.F.R. Part 708b
Did the program prepare adequate regulatory impact analyses if required by Executive Order 12866, regulatory flexibility analyses if required by the Regulatory Flexibility Act and SBREFA, and cost-benefit analyses if required under the Unfunded Mandates Reform Act; and did those analyses comply with OMB guidelines?
Explanation: With the diversity of asset size and complexity of operations for credit unions, efforts are made to develop regulations that are flexible in their application. The regulatory impact on credit unions is included in all regulations developed and included within the preamble for the proposed regulation prior to final consideration by the NCUA Board. Recent revisions to Part 703 of the NCUA Rules and Regulations - which addresses Investments by credit unions -- and Part 742 - which provides for Regulatory Flexibility by credit unions meeting certain criteria - are recent examples of the agency's efforts to design and implement regulations that provide for the safe and sound operations while recognizing differences in complexity of operations, management capabilities and performance, financial and operational strength of a credit unions.
Evidence: Interpretive Ruling and Policy Statement 87-2 "Developing and Reviewing Government Regulations" Change 3 NCUA Rules and Regulations -- June 2005 --Preamble to Change 3 of the NCUA Rules and Regulations -- Reprinted from the Federal Register Vol. 70, No. 14, January 24, 2005, 12 C.F.R. Part 708b NCUA Rules and Regulations Part 703 - Part 703.4 NCUA Rules and Regulations Part 742
Does the program systematically review its current regulations to ensure consistency among all regulations in accomplishing program goals?
Explanation: All regulations are reviewed triennially for appropriateness. Comments for revisions are elicited from organizations within the credit union system along with the general public on those regulations under review.
Evidence: Interpretive Ruling and Policy Statement 87-2 "Developing and Reviewing Government Regulations" NCUA Regulatory Review Plans -- 2005
Are the regulations designed to achieve program goals, to the extent practicable, by maximizing the net benefits of its regulatory activity?
Explanation: As mentioned above, the agency has pursued efforts to craft regulations -- such as Parts 703 and 742 of the NCUA Rules and Regulations that recognize the diversity of the credit unions regulated. Regulations have been designed to provide flexibility to credit unions based on financial, managerial, and operational conditions of the institutions, along with complexities present within the credit unions' balance sheets.
Evidence: NCUA Rules and Regulations Part 703 - Part 703.4 NCUA Rules and Regulations Part 742 Interpretive Ruling and Policy Statement 87-2 "Developing and Reviewing Government Regulations"
|Section 3 - Program Management
|Section 4 - Program Results/Accountability
Has the program demonstrated adequate progress in achieving its long-term performance goals?
Explanation: NCUA Regulatory/Supervision long-term performance progress is measured through Strategic Goals 1 - 3. NCUA has achieved most of the associated goals annually and has demonstrated good progress in meeting its long-term goals. NCUA reports its goal achievement in NCUA Combined Annual Performance Report and Initial Annual Performance Plan.
Evidence: NCUA Combined Annual Performance Report 2000 and Initial Annual Performance Plan 2002; NCUA Combined Annual Performance Report 2001and Initial Annual Performance Plan 2003; NCUA Combined Annual Performance Report 2002 and Initial Annual Performance Plan 2004; NCUA 2004 Annual Report; and NCUA Annual Performance Budget 2005. Five years of data is provided in each Combined document if the data is available and the goal/measure/target existed for the reporting period.
Does the program (including program partners) achieve its annual performance goals?
Explanation: NCUA Regulatory/Supervision short-term annual performance progress is measured through the outcome goals supporting Strategic Goals 1 - 3. NCUA has achieved most of the associated goals annually. NCUA reports its goal achievement in NCUA Combined Annual Performance Report and Initial Annual Performance Plan.
Evidence: NCUA Combined Annual Performance Report 2000 and Initial Annual Performance Plan 2002; NCUA Combined Annual Performance Report 2001and Initial Annual Performance Plan 2003; NCUA Combined Annual Performance Report 2002 and Initial Annual Performance Plan 2004; NCUA 2004 Annual Report; and NCUA Annual Performance Budget 2005. Five years of data is provided in each Combined document if the data is available and the goal/measure/target existed for the reporting period.
Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?
Explanation: NCUA reports its goal achievement in NCUA Combined Annual Performance Report and Initial Annual Performance Plan up through 2003 and in the NCUA Annual Report (PAR) for 2004. NCUA has reduced its operating budget ($98.4M down to $97.8M) and FTE for these goals each year since 2000 (from 767 to 658 rounded to nearest FTE).
Evidence: NCUA Combined Annual Performance Report 2000 and Initial Annual Performance Plan 2002; NCUA Combined Annual Performance Report 2001and Initial Annual Performance Plan 2003; NCUA Combined Annual Performance Report 2002 and Initial Annual Performance Plan 2004; NCUA Annual Performance Budget 2005; and NCUA Annual Report 2004 (PAR). Five years of data is provided in each document if the data is available and the goal/measure/target existed for the reporting period.
Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?
Explanation: While it is difficult to compare program performance between the financial regulatory agencies becomes of different outcome measures and differences in regulated entities, when comparing NCUA's costs and FTEs relative to other FFIEC agencies, NCUA demonstrates cost efficiencies.
Evidence: GAO-04-91, October 2003, Credit Unions; NCUA OIG, July 2005, Process for Reviewing Federally Ensured State Chartered Credit Unions; Department of Treasury Study, January 2001, Comparing Credit Unions with Other Depository Institutions; GAO-05-412, May 2005, USA Patriot Act - Additional Guidance could Improve Implementation of Regulations Related to customer Identification and Information Sharing Procedures.
Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?
Explanation: Numerous evaluations conducted by the GAO, IG, Department of the Treasury, and external auditors have been completed and determined the agency is achieving its overall mission to ensure the viability of the credit union system. These evaluations have included assessments on the financial performance, consumer compliance, regulatory responsibilities, and examination performance.
Evidence: GAO-04-91, October 2003, Credit Unions; NCUA OIG, July 2005, Process for Reviewing Federally Ensured State Chartered Credit Unions; Department of Treasury Study, January 2001, Comparing Credit Unions with Other Depository Institutions; GAO-05-412, May 2005, USA Patriot Act - Additional Guidance could Improve Implementation of Regulations Related to customer Identification and Information Sharing Procedures.
Were programmatic goals (and benefits) achieved at the least incremental societal cost and did the program maximize net benefits?
Explanation: NCUA regulatory/supervision goals are designed to ensure that the credit union industry is safe and sound and is balanced by a regulatory environment that is flexible and facilitative to encourage credit union growth and innovation. NCUA Annual Performance Reports show the programmatic goals have been accomplished each year. NCUA views its operating costs as a societal cost as it is funded by the credit unions themselves. These funds could be otherwise used to make loans and/or pay dividends to the members. NCUA costs have remained relatively flat even though membership and assets have increased. Net benefits to society are viewed as providing cooperative financial access to members and the increase in wealth for them and current members. NCUA has ensured a safe and sound credit union industry while providing a flexible, facilitative environment where membership, assets and savings accounts have increased with every year.
Evidence: NCUA Annual Report 2004 (PAR), pages 51-67. NCUA budget for regulatory goals was $98.4M, $101.5M, $100.7M, $98.7M and $97.8M in years 2000, 2001, 2002, 2003 and 2004 respectively. Credit union assets for the years 2000 - 2004 respectively; $438B, $501.5B, $557.2B, $610.1B and $646.9B. Credit union membership for the years 2000-2004 respectively; $77.6M, $79.3M, $80.9M, $82.4M and $83.6M. Total credit union savings accounts for the years 2000-2004 respectively; $131.5M, $136.2M, $139.1M, $142.3M and $145.2M.
|Section 4 - Program Results/Accountability


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Help me vary my granola recipe?
I like my basic granola recipe, but am interested in suggestions on ways to vary it, since I've been making it for a while and am about to make a large quantity in preparation for maternity leave.
Currently, I bake/toast oats w/ a very small amount of brown sugar/molasses/honey, a little oil, and enough water or juice to let me mix it all together. I usually use a touch of vanilla, cinnamon, and sometimes cardamom, along with nuts (usually almonds), and sometimes some filler in the form of wheat germ, oat bran, etc. I then add dried or fresh fruit at serving.
Any interesting ideas on ways to vary the flavors a bit? I do so already with the fruit and sometimes by varying the nuts, but I'm interested in others' favorite additions or other ways to switch it up.
re: ipsedixit
Oops--yes, I include a bit of salt with the other spices. Haven't tried nutmeg yet, though.
re: sholli
Well, ok, then ... could also try some toasted sesame seeds along with nori flakes.
re: ipsedixit
I just thought of another ingredient ... crush potato chips.
When I make granola with almonds I often add almond extract instead of vanilla. The almond flavor really comes through. I also have had success using canned pumpkin added to the wet stuff. This is especially good with pecans and cranberries and maple syrup. I have also used apple cider, apple juice or cranberry juice. All are good and give a different flavor.
I like maple syrup for adding sweetness and flavor. Maple and orange juice is a good combo. I like to add sunflower seeds along with the nuts.
I put a little cinnamon in my last bach of granola. I always like the dried granolas and the ground flax. Nutmeg and salt sound like good additions.
i know you use wheat germ, and i love that.
maple syrup as recommended.
my old friend used to add coconut milk... and dried pineapple bits... pina granolada!
hazelnut oil and dried (bing) cherries
do a take on gramercy gingerbread - boil together some guiness stout and molasses - not a lot obviously. add that to recipe along with cinnamon, nutmeg, cloves, and ginger. add crystallized ginger pieces as well.
Would you consider savory? If so...
Savory Granola
3/4 cup water
3 cups rolled oats
1/2 cup sesame seeds
1/2 cup almonds
1/4 cup flax meal
1/4 cup wheat germ
1/4 cup oat bran
1 Tbsp paprika
2 tsp tumeric
2 tsp oregano
1 tsp onion powder
3/4 tsp chili powder
1/2 tsp garlic powder
1/2 tsp black pepper
1/8 tsp cayenne
1/8 tsp dry mustard
1/2 tsp salt


text:
by ANNE HVIID NICOLAISEN
Phone Cases
Protect your iPhone with a one-piece, impact resistant, flexible plastic hard case featuring an extremely slim profile. Simply snap the case onto your iPhone for solid protection and direct access to all device features.
Botanical illustration made in watercolors. Amaryllis is sold in the winter months for their ability to bloom indoors.
- 9Promote


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YouGov have two new polls out tonight – the regular GB poll for the Sun, plus a new Scottish poll for the Times. The regular GB poll has topline figures of CON 33%, LAB 32%, LDEM 7%, UKIP 15%, GRN 7%, putting the Conservatives ahead by a margin.
Meanwhile the Scottish poll in the time has topline Westminster voting intentions of CON 15%, LAB 27%, LDEM 4%, SNP 43%. It isn't as extreme as the Ipsos MORI poll we saw earlier today, but it's still a very solid lead for the SNP in Scotland, and one that on a uniform swing would translate into the SNP getting a hefty majority of Scottish seats.


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|This article is a stub and needs to be expanded. If you can provide information or finish this article you're welcome to do so. Please remove this message afterwards or replace with {{inuse}} while making major edits. - Thank you.
2010 02 10 : Initial draft of this article
With the introduction of System tests in February 2010, there are also a number of Joomla! specific methods that can be used. These methods are part of the SeleniumJoomlaTestCase class, as defined by the file
These methods exist so that none of the path or login information is coded into the tests. Instead, it comes from the config file located at
tests/system/servers/configdef.php See Running_Automated_Tests_for_Version_1.6#Create_a_Selenium_Configuration_File
As of this writing, there are seven methods that belong to the SeleniumJoomlaTestCase class.
function doAdminLogin() { //$this->setUp(); echo "Logging in to admin.\n"; $cfg = new SeleniumConfig(); $this->open($cfg->path . "administrator/index.php?option=com_login"); $this->waitForPageToLoad("30000"); $this->type("mod-login-username", $cfg->username); $this->type("mod-login-password", $cfg->password); $this->click("link=Log in"); $this->waitForPageToLoad("30000"); }
function doAdminLogout() { $this->gotoAdmin(); echo "Logging out of back end.\n"; $this->click("link=Logout"); }
function gotoAdmin() { echo "Browsing to admin.\n"; $cfg = new SeleniumConfig(); $this->open($cfg->path . "administrator"); }
function gotoSite() { echo "Browsing to site.\n"; $cfg = new SeleniumConfig(); $this->open($cfg->path); }
function doFrontEndLogin() { $this->gotoSite(); echo "Logging into front end of site.\n"; $this->type("modlgn_username", "admin"); $this->type("modlgn_passwd", "password"); $this->click("Submit"); $this->waitForPageToLoad("30000"); }
function doFrontEndLogout() { $this->gotoSite(); echo "Logging out of front end of site.\n"; $this->click("Submit"); $this->waitForPageToLoad("30000"); }
function setTinyText($text) { $this->selectFrame("text_ifr"); $this->type("tinymce", $text); $this->selectFrame("relative=top"); }


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Credit unions from California to Minnesota announce new conversion deals.
In a stroke of good luck, Community First CU's new branch will open as planned, replacing another that is closed due to earthquake damage.
Concerns about the financial viability of Oshkosh Central Credit Union and the revelation that more than $1.7 million was missing from its vault, Wisconsin regulators approved July 30 the merger of the Oshkosh-based $28.2 million credit union with the $2 billion Community One Credit Union in Appleton, Wis.
Oshkosh Central Credit Union files a civil suit to prevent the sale of allegedly ill-gotten gains by a fired bookeeper.
Mark Patchak, president/CEO of the $28.6 million Oshkosh Central Credit Union, was one of two employees suspended while the state investigates what it calls "substantial irregularities" at the Wisconsin credit union.
CEO Mark Patchak suspended as Wisconsin authorities investigate substantial irregularities at the $28.6M credit union.
The Internal Revenue Service's recent publication on UBITs represents far more than tax refunds to credit unions.
San Diego County CU hires two new SVPs; read other new hire, promotion and retirement announcements from this week.
The federal regulator approved just 17 mergers in November 2013, lower than previous months and the 23 approved in November 2012.
The brutally honest feedback from a recently assembled focus group of small business owners revealed most of them won't even consider aligning with a financial institution if there isn't a robust suite of online banking and technology services.


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I love this. I was hoping it would be more opaque, but you can see through it if the lights are on. Not a problem for me, but I was surprised by it. It was relatively easy to put together EXCEPT when actually putting the screen part on. You definitely need two people, maybe even three would be best. The screen doesn't want to fit into the grooves easliy so you need to coax it while others are holding it. Other then that, the rest was easy. The size is prefect for my studio apartment and I like that it doesn't take up a large foot print and it is very sturdy unliuke many of the folding screens I have tried.
Usually leaves our warehouse in 1 business day. *
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