text: AVETRA Conference Papers 2000 Leadership in Vocational Education and Training: Developing social capital through partnerships Ian Falk Centre for Research and Learning in Regional Australia (CRLRA) University of Tasmania The author would like to acknowledge the work of researchers from the entire CRLRA research team in the conduct of the research discussed in this chapter. One of the key features [about Vocational Education and Training] was the central place of new networks of influence and connection. The other was the importance of...leadership capable of pulling together the interests, resources and commitment in a region or community to forge a sense of common purpose and direction for change.... [W]hat matters most in the learning revolution is the work that goes on at a local level. Dickie and Stewart Weeks (1999, p. 5), ANTA National Marketing Strategy for Skills and Lifelong Learning. MANAGING CHANGE THROUGH VET LEADERSHIP The first year of a four year longitudinal research project, Managing change through VET: The role of VET in regional Australia (CRLRA 2000), sought to document the impact of vocational education and training on the social and economic wellbeing across seven of Australia's regions. The aspect of the study reported in this paper is the dynamics surrounding leadership and partnerships across the community collaborators in VET. These collaborators are VET providers, clients, systems, organisations, communities and institutions. The dynamics produce social capital, and social capital builds a strong community with distinctive VET demand and supply characteristics. In turn, a strong community with appropriate VET skills and knowledge provides the platform for a strong local economy. The paper discusses how VET contributes to strong communities and socio-economic wellbeing in a number of ways, yet there is evidence that it can contribute much more effectively. Good quality partnerships developed through a new style of leadership called 'enabling leadership' are shown to enhance both the quality and quantity of VET outcomes. The inherent features of these partnerships are processes that are collaboratively and locally designed to meet local needs (Hugonnier 1999; Kenyon 1999). These local 'endogenous development' processes arise in the context of the local/global tension. Strong social cohesion, trust and social capital underpin these successful VET outcomes. Vocational education, training and learning is a tool which regional citizens use in diverse situations for their diverse lifelong learning purposes. METROCENTRISM AND THE REGIONS? Differences and inequalities between the 'city and the bush' are historical and well documented in Australia (e.g. Butler & Lawrence 1996). In summarising the statistical literature about demographic and social changes in regional Australia, Wahlquist (1999, 1) concludes: Rural and regional Australians are, by every significant measure, disadvantaged. Country people die younger, and receive less medical attention. They find it harder to access medical specialists, dentists, physiotherapists, psychologists, even pharmacists. They have lower levels of education and higher unemployment. They have more accidents, suffer worse health, and rural youth has a shockingly high suicide rate. There are two key indicators of social disadvantage noted by in Australia today: skills and location (Latham 2000, 17). As a key principle of the Regional Australia Summit (1999, 4) Education, Training and Learning Theme, states: Education and lifelong learning provides the capacity to manage change. 1 AVETRA Conference Papers 2000 Managing change, then, is the principal process involved in regional and community development, and it is the function for which VET is most needed. VET's role as a resource to those processes is the next issue to be examined. VET AND PARTNERSHIPS A range of community, government and private VET organisations have been encouraged to change the way they do business by forming configurations and consortiums of partners for various purposes: to collaborate, to multiply inter-organisational networks or partnerships and take on a qualitatively different form in designing VET for specific purposes and regions. One reason for these changes in configuration, as suggest in relation to university and TAFE collaboration, is that: ... smaller, decentralised structures based on strategies of cooperation and horizontal relationships adjust more rapidly to changing technologies and market conditions, develop new products and services in a shorter time period and provide more creative solutions in the process. This form offers great competitive advantage in a global economy. (Sommerlad et al 1998, p. 17) It is these 'structures' which are based on 'horizontal relationships' (that is, trust-based networks focused on common and shared needs and values) that this research sets out to document. This is social capital - the shared values, networks and trust (Falk & Kilpatrick 2000; Putnam 1993) which are identified in the research literature as enhancing economic outcomes. The nature of the dynamics between various VET providers and vocational learning needs requires answering questions not only about the 'what', but also the 'how' and the 'why'. In this paper, answering these questions requires documenting and analysing the way people work with the circumstances they have at the local level, then facilitate and trigger the processes, systems and structures that produce VET outcomes. Capacities such as these are often called 'networking' and 'leadership', which are indeed recognised in the research literature as essential ingredients in the production of resilient and sustainable social and economic outcomes. VET, NETWORKS AND LEADERSHIP FOR CHANGE Dickie and Stewart-Weeks (1999) find the importance of a '...focus on networks and leadership' (p. 6- 7). ANTA (2000) reports the significance of 'local leadership' and 'networks' (p. 25) in enhancing VET outcomes across Australia. This convergence in the research and policy literature is a significant change of direction for VET in Australia, and is supported by comprehensive community-based research into community leadership (Falk & Harrison 1998; Falk & Mulford forthcoming) that shows the different types and purposes of a situated-style of leadership that differs from tradition, top-down leadership forms. Peirce and Johnson (1997) highlight some of the main requirements for leadership under the conditions required in community leadership in the new millennium: What we need...is something new - networks of responsibility drawn from all segments, coming together to create a wholeness that incorporates diversity. The participants are at home with change and exhibit a measure of shared values, a sense of mutual obligation and trust. Above all, they have a sense of responsibility for the future of the whole city and region. (p. iv) Sometimes called 'situated leadership' (Falk 1999) because of its situation-specific characteristics, enabling leadership (Falk & Mulford forthcoming) includes relationship building and collaborative problem-solving, community capacity audits and situational analyses. In short, it involves asset mapping of social, human and economic resources (Kretzmann & McKnight 1993), to establish the developmental needs of the particular community and region. With the results of the situational analysis, the enabling leadership structure for that situation can be designed and relevant, local solutions can be collaboratively established. Enabling leadership as situated network building across traditional barriers for specific situations and purposes, is suspected to be different from traditional top-down notions of leadership, but this has only recently been explored through research. This paper begins the process of expanding and articulating work cited above, such as Falk and Mulford (forthcoming), whose chief findings thus far concerning enabling leadership are now summarised. 2 AVETRA Conference Papers 2000 ENABLING LEADERSHIP The following are some of the key conditions that shape the nature of the interactive process fostering positive learning of knowledge and about identities. These contextual conditions contribute to enhanced networks, relationships, collective action and, therefore, leadership: • Building internal networks: Are the relevant knowledge of skills, knowledge and values present for the purpose in hand? • Building links between internal and external networks: How well are the links between the internal and external networks in the community built and maintained? • Building historicity: How effective is the building of shared experiences (including norms, values and attitudes) and understandings of personal, family, community and broader social history? • Building shared visions: How systematic, inclusive, and inclusive of knowledge and identity resources (including norms, values and attitudes) is the reconciliation of past shared experiences with the desired future scenario/s? • Building shared communication: How explicit and systematic are the communicative practices, about physical sites, rules and procedures? • Building each other's self confidence and identity shifts: How explicit and systematic are the opportunities where these interactions occur? The role of leaders under these contextual circumstances is basically one of developing trust. For example, the building of networks relies for its success on building trust between the network members, a clear leadership role. Likewise, building trust between people as they share communication is fundamental to successful outcomes. It can also be seen that one outcome of the above indicators of sound process will be enhanced levels of generalised trust and commitment in all the networks of that community-of-common-purpose. In other words, trust is apparent at both specific and generalised levels. Building trust must clearly be a goal of leaders of the new millennium. The precondition for 'good leadership' in the new times heralded by the above is that the leadership is not approached from a predetermined 'this is the right way to do the job' stance: the action is situated in a particular location, with particular needs and particular planned outcomes in the form of enabling others. The situation dictates the needs, the planning and the outcomes. The situation determines the type and extent of enabling leadership that is involved. The characteristics of an enabling leader in new times include: • relationship-building across community sectors (genders, classes, ethnicities, ages and so on) to establish common interests and activities for furthering the community's specific future and goals • relationships develop from interactions which need qualities of historicity, externality, reciprocity, trust, shared norms/values • identifying relevant knowledge and identity resources for particular purposes taking account of need for plentiful interactions • bringing people together with resources to plan possible futures • planning opportunities for future events, interactions small, large, across community to facilitate the short and long term goals of the futures agenda • ensuring the facilitation of networking across groups and sectors throughout all processes • celebrating and documenting successes, recognising and moving on from failures. In the section that follows, the methodology for the overall project, from which the data reported here is drawn, will be outlined. PROJECT METHODOLOGY The main study (CRLRA 2000) sought to provide the greatest possible amount of information in a wide range of areas where vocational education, training and learning occurs, across an initial 7 regions. The theory-building research design can be described broadly as a multi-site, multi-method approach (e.g. Maxwell 1996). The interviewee selection process in those 7 regions was informed by the five objectives in the National Strategy for Vocational Education and Training 1998-2003 (ANTA 1998). The objectives are equipping Australians for the world of work; enhancing mobility in the labour market; achieving equitable outcomes in vocational education and training; increasing investment in training; and 3 AVETRA Conference Papers 2000 maximising the value of public vocational education and training. These objectives were used to identify specific issues and groups as foci for the different sites selected, and a purpose-made questionnaire as well as targeted interview schedules were developed. The purposive sampling strategy (Patton 1990) deliberately sought respondents from four groups in each of the seven regions: First, there were organisations concerned with formal VET provision. Second, there were employers. Third were representatives of community organisations, and fourth were learners or community members. The two main sources of data were interview data and questionnaire data. For each of the four interviewee groups, questions were based around the same four interest areas. Information and perceptions were sought about: • changes in the community and their impact on individuals and organisations; • interactions related to vocational education and training among individuals, enterprises, VET providers and community organisations; • recent vocational education and training experiences focussing on their contributions to social and economic wellbeing; • people's perceptions about the future vocational education and training needs. Questionnaires were completed by most interviewees from the 28 sites. In total, 399 questionnaires were completed for scanning purposes. Data were analysed using a combination of manual thematic analyses, NUD*IST, and some detailed ethnomethodological analyses using a range of techniques (Miles & Huberman 1984). Standard statistical procedures were applied to the questionnaire data as appropriate, though these data are not the subject of the report in this paper. The data reported in this paper tests the assumption that local (endogenous) planning and leadership enhance socio-economic VET outcomes for regions, and that these outcomes are in fact more sustainable. Two examples of the data showing this endogenous planning will be shown. They illustrate various features of the trust and social cohesion that are found to be important for enabling leadership, especially across sectors. The research questions from the main study concerning partnership and leadership are: • What are the different configurations of vocational education and training in regional communities? • What are effective models of collaboration between communities and their VET providers? It is stressed here that the following section draws on only a small section of the data as illustrative documentation of the research findings. The paper continues now with a sample of illustrative data, then continues with a section outlining the study's results for partnership and leadership issues. Readers are directed to the main report, available on the web (http://www.CRLRA.utas.edu.au), in photocopy form, or in published report form from ANTA or CRLRA directly. ENABLING VET LEADERSHIP: TWO CASES This section presents two cases of many in the data. Each case shows how the partnerships and leadership differ according to the local needs and situation. Case 1: TAFE as a VET enabler Collaboration in this case brings together four participating partners, all benefiting in a multitude of ways. The case beginnings stem from a number of felt, as well as expressed needs. The members of an Indigenous retirement village express a felt need to the City Council for a place in which they can gather and socialise. The Council is unable to respond due to financial constraints. TAFE offers to offset some of the associated costs by supplying labour to the project and in doing so meeting the need for a practical work experience component of some of its Indigenous trainees. Each of the participants is unable to accomplish their goals without the ensuing interaction between each of the partners. Mutual benefit is accomplished in an efficient manner. Collaboration achieves that which in isolation is unachievable and is accompanied by a number of unintended social outcomes of great importance to each of the collaborators. A representative of the local city council describes the way the case worked in practice: 4 AVETRA Conference Papers 2000 Case 1: TAFE as enabler When the [retirement] village was first constructed it was based on a philosophical principle that it wanted to promote independence of living amongst older people. Even though they were living in supported accommodation they would be encouraged to live as independently as possible and in fact live in a town-like or home-like atmosphere. In practice what we found was that the needs level of the people in our hostel increased, the support needs increased and also that the people there themselves wanted to gather together rather than being necessarily part of the broader community because of the difficulty of moving around and so on. They were happy to work together and to play together if you like, as a community, in itself, and they had been asking council for some time to construct a recreation facility for them where they could meet and conduct their various activities. Well, at that stage council couldn't afford to do that because we had a strong commitment to other works at the village. However the TAFE approached council with an offer to provide labour to construct a recreation room if council would provide the funds for the purchase of materials and other things. Council accepted that as a good idea and went ahead, and the building was actually constructed and it's now in constant use by the people in the village. Now the outcomes from that were, I guess it's a win/win for everybody. First of all, the people in the village got themselves a recreation room that they really love and that they use a lot, and they're very proud of it. Secondly, the people at TAFE got an opportunity to get real work experience building a real building rather than just a mock up on the TAFE site, and particularly that was for younger Aboriginal people who were participating in the building program. They were the - it was basically an Aboriginal training program, (Thirdly) I guess it gave them an insight into the problems of older people in being on the job there and seeing the needs of older people, but also in reverse [it] showed a more positive side of young people to older people. You know ... older people are fairly critical of younger people generally and think that they are just bludgers and threats to their existence and I think that, you know, one of the positives was that there was a bit more understanding and appreciation from the residents in the village to the TAFE students who were there doing the work. So, yeah, it was a two-way thing. And (Fourthly) I guess council was in-between - [it] got the benefit of a building that is now an asset to its retirement village so council thought it was a pretty good project. You know we were very pleased with the outcomes of the project. TAFE were extremely pleased with the outcomes too, first of all because if they hadn't had a project it's most likely that the course would not have run, they basically have to have a project that they can work on and work towards and they were looking for one. What they can provide is the labour, but obviously the other participant has to provide the materials and there is a fair bit of money involved in that, so, it's not easy for TAFE to get another joint venturer if you like in these projects, so they were very happy: it kept a course going that otherwise would have been lost to [The District] and once courses are lost at TAFE and other things, you know, they don't come back. So that, that was part of the drive to do it too, that we didn't want to see that building trade course disappear, or it was pre-apprenticeship training course disappear. And ... as I mentioned before, we were looking at other potential joint venture projects with TAFE as well. We haven't actually entered into any with them, but TAFE has worked with other groups like the Department of Housing to do works on their estates and so on, so TAFE's involvement with the community has continued after that particular project. Maybe that one gave them a bit of a high profile that they can hold up and say, 'look we can do it'. Outcomes of Case 1 • There is external networking (inter-organisational practices) evident on the part of all groups, and to external regional and state structures, initiated by strong local leadership • Changed attitudes are evident, and to personal identities so individuals see themselves as being able to develop in different roles - the capacity and willingness to act in new and different ways. That is, changed attitudes and identity formation promote risk-taking and transfer of learning through networks both within and linking to outside the communities • Raised levels of awareness and caring for other members of community • Learning took place at different levels - personal, group and organisational • Individuals acquired skills • Lifestyle of retirees improved • Cost sharing and reduced capital outlay claimed • Resources associated with drawing on future and past experience evident (dimensions of historicity and futuricity) 5 AVETRA Conference Papers 2000 • Understanding and trust is improved between Indigenous youth and the older Indigenous generation living at the centre • Financial and social benefits from the TAFE course being maintained in the community • Collaboration secured TAFE course for future • Real life skills building project for students In other words, this model demonstrates elements of three different groups of needs being met: Individual, community and region. Case 2: Community as VET enabler Collaboration is not simple, nor is it uniform in its influence. Collaboration occurs for specific purposes in specific places at specific times, and its very nature means that some stakeholders will be included and other groups may not. The trick of the leaders or initiators of the collaboration is to know who should be involved in the case in hand. However, knowing who and actually achieving the involvement of the desired parties are often two different matters, for reasons that may be beyond the control of the local planning group. The following scenario illustrates some of the multi-dimensionality of partnerships and collaboration. Case 2: Community as enabler The Lakeside Committee was formed to try to beautify and reclaim the banks of the lake on which the town is located. The group formed and then needed to affiliate with a registered body to be eligible for Government funding. They became a group under Landcare and received $45,000 over three years. While Landcare is largely rural based, the Lakeside group draws in people from a wide range of organisations, including local orchardists, the Development Association and the local Indigenous groups. A proper project plan was drawn up and the plan is to get rid of the exotic trees that have grown up along the bank and to replace them with native trees. Part of the project involves collecting seeds to use in the revegetation programme. There is a core group of five people in the project, but it is often possible to have up to thirty volunteers come to help on planting days. Generally, it is perceived that the town gets together to work on important projects. The group's major project is building a bush house at the High School to raise seedlings to be planted out. This could be used by the High School as well. The local Convent school and the local High School will plant trees. Volunteer groups will also plant. A group of eight trainees under the management of Greencorp (a training company) has used the Lakeside project as their base for training. They have been working there for six months and are about to finish. They have been involved in all kinds of training on the site. The Project provides the materials and the trainees provide the labour. They have cut down exotics, replanted the shores of the lake, put in walking tracks, and put in a bridge. Local businesses are asked directly if they will help. They have been very generous. The cement works has helped; local orchardists have helped; graziers; ACME Machinery; the welding works donated the steel frame; and a local builder was the works overseer. There were also outside links involved with the project. For example, the Department of Natural Resources was involved with the grant application, Greening Australia and Greencorp have also been involved in different aspects. One section of the lake shore which is a traditional Indigenous area has been allocated to the local Indigenous group to deal with in their own way. They intend to plant bush-tucker trees and to put in a dance area. The Indigenous dancing group will be involved as well. Across the district, there are a multitude of identified training opportunities which remain unmet. However, the local TAFE branch is threatened with closure because the only courses it offers - standard construction and engineering courses - are not viable. The community wanted the TAFE to run a computer course, but the TAFE didn't have the resources, so the course was run from a school at a regional centre an hour's drive away. The decision on which courses to run is beyond the control of the local management, and in the hands of the manager at the main campus about an hour and a half's drive away in the regional centre. 6 AVETRA Conference Papers 2000 The demise of the TAFE would result in the loss of about three jobs to the town, a physical asset of considerable value, and an enormous potential asset to the community and region. A local committee led by the Mayor is now seeking ways to secure the funds to ensure the TAFE stays in town and provides a more community responsive community college offering. Outcomes of Case 2 Strongly evident in the piece are the points already confirmed, especially the interplay of individual, community and regional dynamics. As well: • The role of adequate resourcing is crucial to achieving sound outcomes • The impact of external (in this case regional centre) decisions on more peripheral wellbeing • The impact of the initiative and different forms and styles of leadership are integral to the success of the ongoing collaborative projects • The partnerships open up and identify coherent and locally relevant employment and training opportunities • The case of the TAFE branch provides a different view of collaboration, and demonstrates the contribution of the TAFE - its three jobs, the value-adding that the maintenance and rates of the campus pass on to the local district and the contribution to the community of the employees outside their work role • It also illustrates some of the constraints involved in achieving partnerships when a 'head office' is removed from the community involved by a long drive and therefore does not fully appreciate local issues. There are bound to be local opponents to the above initiatives, and these would lend another view of the situation, although it is to be expected that a collaborative outcome, while aiming for a shared purpose, may not carry all in its path. RESULTS FOR LEADERSHIP AND PARTNERSHIPS The results of this paper show that there are aspects related to partnerships driven by effective leadership in the local organisation of VET that directly impact on its effectiveness. These aspects are not only to do with the physical resources available to the participants (such as transport and childcare). Nor are they solely related to the individual's skill base, confidence or motivation, even though these issues have been shown to be vital in VET's effectiveness in their own right. Each successful partnership within a configuration can be described according to four primary variables: • Purpose : The purpose of the partnership is a stabilising influence on the project as well as needing to vary with emerging vision and needs. Well-defined and well-understood purpose is the linchpin of the development of strong networks among the partners, and the resulting trust facilitates VET outcomes at individual, community and regional levels. • Partnership members: The membership must be of the people who work to get things done. Leaders emerge for different stages of the partnership development. Good leadership is characterised by participation, relevance and flexibility. Partnerships that do not work appear to be those whose membership is 'by sector' rather than 'by operant'-the person who actually exerts the force to get things done. • Intensity: The number of meetings per week, month or year is a crucial factor in the viability and success of partnerships. Early in a cycle, more frequent meetings are important until shared vision and trust are built, and real and expressed needs are understood and planned for. This depends on the strengths of the staff 'on the ground'-their skills as individuals and team workers. The intensity of meetings will taper as trust builds, until meetings are held as required. • Duration: The duration of the project partnership will vary according to purpose, relevance of needs met, adjustment to emerging needs, and the development of the partnership to meet changing community and regional needs. In many instances, the partnership re-configures (has 7 AVETRA Conference Papers 2000 slightly or radically different operant members) for a different purpose, although this is only possible because of the continuity of staff and vision established in the earlier partnership. These four variables are then defined according to five dimensions (see Table below): • on-ground personnel continuity and leadership • vision coherence and continuity • relevance of activating needs • relationship among partners • mix of individual, community and regional focus Table: Elements of effective partnerships On-ground Vision coherence & Relevance of activating Relationship among Mix of individual, personnel continuity needs partners community & continuity & regional focus leadership Purpose Continuity of relevant Vision will change Externally imposed Shared The project purpose personnel is over time but must purposes must intersect with understanding of will serve multiple essential for quality retain aspects of participants' real and purpose will develop ends at different and sustainable continuity and expressed needs for trust and facilitate stages outcomes. Purpose coherence according successful impacts. action determines staffing to evolving purposes Reciprocally, if these needs needs, but changing are the starting point, then purpose (oiled by emerging purposes and trust) may need wider needs may grow changing personnel Partnership Continuity of staff Shared vision Relevance of activating Trust among partners Those who get things members intersects with the facilitates the work of needs will change and so continuously done will do so at need to have those those who get things affect the composition of confirms the status of these different levels staff as the ones who done in working as a staffing needs those who get things of impacts; this mix get things done. team done will help determine Leadership is the staffing requirements issue and continuity Intensity Intensity of Intensity of More interaction has to Trust between Varied individual, interaction between partnership is occur in times of disjuncture partners reduces the community and partners is directly affected and where needs are not being intensity of regional impacts are affected by continuity streamlined by met, putting strains on interactions so likely to demand a of on-ground coherence of vision resources and trust facilitating outcomes more intense personnel with resourcing and minimising meeting schedule for implications resourcing partners requirements Duration Personnel continuity Evolving and relevant Relevance of activating Trust oils the Real impact on directly impacts on visions are needs is a key factor in flexibility of project regional level builds (a) the project strategically linked to determining real project duration, avoiding over time, along with sustainability over project duration duration needless staff and vision time, and (b) the continuance and continuity and relevance of project resources of projects, coherence duration according to facilitating the purpose reformation of partners for new or revitalised purposes The main issue to consider is not the configuration of all the VET players and stakeholders at any one site, but the partnerships within the configuration. The partnerships drive the effectiveness of VET outcomes, where effectiveness includes the variety, depth, time span and availability of provision. WHAT ARE EFFECTIVE PARTNERSHIPS AND THEIR RELATION TO LEADERSHIP? The features of effective VET partnerships are: • Successful partnerships have employed a community-based, bottom-up planning process which is broadly collaborative. 8 AVETRA Conference Papers 2000 • Successful partnerships depend on the relevance of the vocational learning that arises from the planning processes in terms of filling the felt and expressed needs of the participants. • Successful partnerships begin and are carried into practice through leadership of various kinds. • While collaborative community-based planning and development processes are crucial, these depend on government to resource programs and their development processes adequately. • Continuity of relationships over a period of time (historicity) leads to more positive VET outcomes through the consistency of availability and the consequent building of trust. • Collaboration at a rural level reduces some barriers to participation. • Historicity (continuity of relationships) between local partners (community, schools, TAFEs) promotes a self-checking or peer accountability, or 'horizontal accountability'. • One form of provision of VET, or one approach, or one set of courses, or one teaching method, does not work across the board. This is sometimes described as 'one size does not fit all'. Allen (1999, 9) describes the five levels of economic development of which VET is such an integral and embedded feature. Given the inescapable fact that the sole purpose and raison d'etre for vocational education and training is to enhance economic and social wellbeing through a cycle of individual knowledge, skills and identity development, it is significant that the analyses in this and preceding chapters support Allen's contention that levels of capacity must precede strong economic outcomes. Allen's model, with minor amendments in the Figure below, illustrates how economic development, is dependent on the levels of capacity at the foundation of the pyramid: Figure: The five levels of economic development Economic development Community capacity Organization capacity Leadership capacity Human capacity Amended from the original diagram by Allen, J. 1999, The Nebraska model, Keynote address to Regional Australia Summit, Parliament House, Canberra, 27-29 October, p. 9. This paper has presented a section of data that supports a model of partnerships and leadership driven by bottom-up, community-owned planning processes. This appears to ensure sustainable VET outcomes because of VET's resulting relevance in meeting real and expressed needs, in building community capacity, and, as mentioned, in contributing to the likelihood of sustainability. Purposefulness, leadership, vision, and continuity of staff and provision are vital in securing positive and sustainable VET outcomes. None of these is possible without a shift in focus from funding generic VET outcomes to resourcing the building of strategic processes and capacity of a collaborative and inclusive kind. Key barriers to effective collaboration and partnerships include a lack of social cohesion and trust. Partnerships that successfully blend strong community-based goodwill with external networks and resources will achieve the most positive benefits. This results in heightened wellbeing at three levels: individual, community and regional. In very general terms, and from the broader study, there are reports in the data that VET has a positive impact on the social and economic wellbeing of regional Australia. This impact is made through the enabling effect on the achievement of outcomes that are needed by regional Australians, and that directly affect their lives. In general, it was found that "...social cohesion, trust and social capital underpinned all successful VET outcomes" (CRLRA 2000, 129). Specific findings from the main study relating to partnerships and leadership include: 9 AVETRA Conference Papers 2000 1. Vocational education and training (VET) is an enabler for rapid change in regional Australia. It does this by facilitating: • Relevance and purposefulness • Effective partnerships • Trust • Leadership • Quality and quantity of infrastructure • Perceptions of VET as 'learning' rather than education and training 2. VET is most effective when in accord with the principle of 'Integrity of Continuity': • Continuity of personnel, resources and place • Purposefulness • Inclusive planning • Organisational and community history and precedents • Vision for future of vocational education and training in the community 3 Integrity of continuity is achieved through collaborative local, community-based and inclusive planning for VET that meets the needs of: • Individuals • Community • Region 4. VET's impact on social and economic wellbeing is achieved through building capacities consisting of: • Skills • Confidence • Networks • Job readiness 5 Developing quality partnerships in vocational education and training involves bonding communities together as well as connecting them to external agencies and information. Partnerships that successfully blend strong community-based goodwill with external networks and resources achieve the most positive benefits. There is evidence that the benefits translate into heightened social and economic wellbeing at three levels: individual, community and regional. In order to confirm and expand the nature and extent of these benefits, this third aspect should be examined in more detail in the ongoing study. Key barriers to effective collaboration and partnerships include a lack of social cohesion and trust. IMPLICATIONS AND CONCLUSIONS The most significant implication for practice lies in the fact that VET is most effective when local planning and development of VET responses are achieved in collaborative partnerships. The direct implication is that regional audits and capacity building, using an endogenous development design, must be implemented (see Guenther et al 2000, for an example). Once this is achieved, the individual, community and regional VET needs can be fulfilled using the national frameworks and structures as the imprimatur. For practice, this means linking more strongly with local groups and organisations, identifying an enabling leader from the community (who may be from a provider but must have local trust) not only industry but the whole community. It is not enough in itself to cater for industry's needs, since the outcomes, while important, need to be locked into the (as near as possible) whole community for support, resource management and sustainability. It is stressed that strong social cohesion, trust and social capital underpinned all successful VET outcomes documented in this study. In all cases where these factors had been undermined or were lacking in some way, the contribution of VET to the wellbeing of those living in regional Australia was not as clear as in cases where these factors were strongly in evidence. The study carries with it the force of logic that portrays vocational education, training and learning as a tool which regional citizens could use more effectively in diverse situations, for their diverse lifelong learning purposes. 10 AVETRA Conference Papers 2000 References Allen, J. (1999) The Nebraska model, Keynote address to Regional Australia Summit, Parliament House, Canberra, 27–29 October. ANTA, (1998) A bridge to the future: Australia's national strategy for vocational education and training 1998– 2003, Brisbane, Australian National Training Authority. Butler, E. & Lawrence, K. (1996) Access and equity within vocational education and training for people in rural and remote Australia. Adelaide, University of Adelaide. CRLRA. (2000) Managing change through VET: the role of VET in regional Australia. Centre for Research and Learning in Regional Australia, Launceston, Tasmania, ANTA. Dickie, M. & Stewart-Weeks, M. (1999) 'Presentation on the National Marketing Strategy for Skills and Lifelong Learning', ANTA Training update seminar Keynote Address: http://www.anta.gov.au/anta_prod/EVENTS/TUS_NOV99/papers.htm Falk, I. (1999) 'Situated Leadership: A new community leadership model', Chapter in Rural Community Partnerships: Education for the 21st Century. Proceedings of the National Rural Education Conference of the Country Education Project. Held at School of Mines, Ballarat Oct 1-3 1998. Country Education Project. Falk, I. & Harrison, L. (1998) 'Community learning and social capital: Just having a little chat'. Journal of Vocational Education and Training, 50(4), 609-627. Falk, I. & Kilpatrick, S. (2000) 'What is social capital? A study of a rural community', Sociologia Ruralis, 1(40), 87- 110. Falk, I. & Mulford, W. (Forthcoming) 'The leadership challenge of the 21st Century', Chapter 14. Learning to manage change: Developing rural communities for a local-global millennium. Adelaide, NCVER. Guenther, J., Falk, I. & Kendall, L. (2000) Measuring trust in rural communities, CRLRA Research Report, Launceston, University of Tasmania. Hugonnier, B. (1999) Regional development tendencies in OECD countries, Keynote address to Regional Australia Summit, Parliament House, Canberra, 27–29 October. Kenyon, P (1999) Don't wait for the cavalry: It's 'do it yourself' time, Keynote address to Regional Australia Summit, Parliament House, Canberra, 27–29 October. Kretzmann, J & McKnight, J (1993) Building communities from the inside out, Chicago, ACTA Publications. Latham, M. (2000) In G. Milne, Labor rebel's third way on GST. The Australian Newspaper. 6 March, 17. Maxwell, J. (1996) Qualitative research design: An interactive approach, Thousand Oaks, CA, Sage. Miles, M. & Huberman, A. (1984) Qualitative data analysis: A sourcebook of new methods, Newbury Park, Sage. Patton, M. (1990) Evaluation and research methods. Newbury Park, Sage. Peirce, N. & Johnson, C. (1997) Boundary crossers: Community leadership for a global age, The Academy of Leadership Press, University of Maryland, Maryland. Putnam, R. (1993) 'The prosperous community: Social capital and public life', The American Prospect, 13, Spring, 35–42. Regional Australia Summit, (1999) Theme 10 - Education, training and learning, Final report, Canberra, 27–29 October. Sommerlad, E., Duke, C. & McDonald, R. (1998) Collaboration in the emerging world of 'universal higher education', Canberra, Higher Education Council. Wahlquist, A. (1999) Demographic and social changes in Australia, Keynote presentation to Regional Australia Summit, Parliament House, Canberra, 27–29 October. Ian Falk Centre for Research and Learning in Regional Australia (CRLRA) University of Tasmania PO Box 1214 Launceston Tasmania 7250 Australia Telephone 03 6324 3713; Fax 03 6324 3040 E-mail firstname.lastname@example.com http://www.crlra.utas.edu.au 11


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The 2006 Shiraz "The Boxer" is opaque purple. The compelling nose exhibits aromas of scorched earth, smoke, grilled bacon, blueberry compote, and blackberry liqueur. Full-bodied, thick and rich, this layered Shiraz is velvety-textured and opulent. The finish lasts for nearly a minute. It is a sensational value. It can be enjoyed now but will evolve for several years. Mollydooker (the Australian equivalent of "Southpaw"- both Sparky and Sarah Marquis are left-handed) is the label of the renowned winemaking team of Sparky and Sarah Marquis. This is their second vintage following the schism with The Grateful Palate and the end of their involvement in the hugely successful Marquis Philips project. Total case production is 72,000, down from the 120,000 cases produced under the Marquis Philips label. They have also set up their own importing company in the United States. Mollydooker has been divided into four tiers beginning with "The Lefty Series". These five wines are line-priced at $20. Next up the ladder is "The Party Series" priced at $50 a bottle, followed by two wines comprising "The Love Series" priced at $80. At the top of the pyramid is one wine, "The Velvet Glove" Shiraz priced at $175.Author: Jay Miller
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Ripe and smoky. A big, polished mouthful of cherry and raspberry, with peppery, spicy overtones that mingle effortlessly with the fruit as the finish sails on. 23,944 cases made.Drink Dates: 2007-2011
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I bought this case with for a SupraPad 9" Tablet PC and my son borrowed it after setting up the Skype account, wallpaper, after connecting to our WiFi. He's loves the case, and the easy usage of the keyboard which he uses at his discretion. That was over two weeks ago today. He loves the audio which he says gives the sense of being at the movies when he watches his favorite shows, or selected movies from Netflix. I think that when I purchased these units for myself it was really for him.
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I am extremely disappointed that I cannot find a chargee that is compatible to my keyboard case. I haven't been able to use it so I cannot speak intelligently to its functionality!
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Formal Statement Necklace
Twice Bold Tales Necklace$24.99 $11.99Price: $24.99 $11.99 50% off!
You love spinning stories - your words twisting and swirling like the silver details of this bib necklace. Elegant panels of metallic filigree create the luxurious designs of this twinkling accessory - an accent as intriguing as the plot points and metaphors you create in your many tales.
Vogue Verve Necklace$17.99Price: $17.99
You feel glam from every angle thanks to this stunning silver statement necklace! This bold, shining bib design flaunts 30s-era inspiration with an art deco-esque design of slightly curved, sunbeam-shaped charms in graduating sizes, each finessed with sleek cutouts, infusing your look with vintage-influenced drama and luxuriousness.
Posh at the Premiere Necklace$24.99Price: $24.99
Let this golden, ModCloth-exclusive necklace add shine to your sassy ensemble! At the end of an adjustable cable chain, this accessory flaunts seven deco-inspired pendants ornately flourishing with fancy flair.
Glamorous State of Mind Necklace$19.99 $9.99Price: $19.99 $9.99 50% off!
You feel your best when you wear this unique, ModCloth-exclusive statement necklace, and it shows! Slim, golden pendants dangle below and in between teal-green gemstones on this adjustable accessory, which catches the chandelier light and shines as bright as the smile on your face.
Every Now and Gem Necklace in Noir$24.99Price: $24.99
Ever notice how there are some evenings when you cant remove the smile on your face? Have you realized that those evenings always include this striking statement necklace? Its no coincidence that the dangling flourishes of opalescent and clear gems and black baubles of this chain-linked necklace elicit ear-to-ear grins ...
Reliably Refined Necklace$34.99Price: $34.99
Dressing up is a cinch when you choose this ModCloth-exclusive bib necklace! Starring a set of rhinestone-encircled baubles and showcasing small, geometric gems in shades of emerald and jade, this chain-accented accessory seems to make every occasion a special one.
Promising Petals Necklace$24.99Price: $24.99
Each time you showcase this floral statement necklace, you know that your future is full of possibility! Coils of antique gold form every petal of this quintet of posies, each of which flaunts a centermost crystalline gemstone that sparkles auspiciously - just like your very own lucky star.
Feeling So Finery Necklace$36.99 $17.99Price: $36.99 $17.99 50% off!
Savor the sense of sophistication you experience when you adorn your eveningwear with this decadent necklace. The rows of crystalline gems, black rhinestones, and gold beads threaded upon this chain-linked accessory put you in a glamorous state of mind, as they twinkle and gleam below your beautiful visage.
Looped in Loveliness Necklace$19.99Price: $19.99
Whether youre headed to a library lecture or to brunch with your business partner, this gold statement necklace is cute for any occasion! Two thin, solid loops knot in the middle of this antiqued necklace, making any outfit more lovely with its simple, sophisticated shape.
Come What Maze Necklace$19.99 $9.99Price: $19.99 $9.99 50% off!
No matter what direction the day takes, youre bound to leave a memorable impression just by flaunting this eye-catching statement necklace! A maze of zigzagging lines and neon-hued, geometric designs decorates the variously sized circles that dangle from the linked chain of this golden accessory, glistening all the way from ...
Bake a Statement Necklace$19.99Price: $19.99
Prepare your signature sugar cookies and slip on this gold necklace to boldly declare your presence tonight! Rows of fan-like petals sweep to the center of this grand accessory, mimicking the artful arrangement of your baked goods on the plate you carry into the party.
Dare to Bedazzle Necklace$24.99Price: $24.99
A fierce lady like you doesnt hesitate to don statement items like this sparkling, ModCloth-exclusive necklace! A strand strung with tube beads and gem-touched charms dangles from this adjustable cable-chain neckwear to create a positively captivating look.
Stun, Two, Three Necklace$24.99 $11.99Price: $24.99 $11.99 50% off!
Showing off your brilliant taste is as easy as 1, 2, 3 - meaning the three tiers of this sleek bib necklace! Touting two rows of faceted black teardrops above larger teal baubles, this golden ModCloth-exclusive necklace makes a statement as soon as you clasp its adjustable chain atop your ...
Astonishingly Stunning Necklace$24.99Price: $24.99
You bring the dazzle to all the holiday parties thanks to this sparkly statement necklace, which dangles mint and white beads and crystalline faux-rhinestone clusters from an adjustable silver curb chain!
Get Out There Necklace$24.99 $11.99Price: $24.99 $11.99 50% off!
Make your debut a dazzling one by rocking this glamorous statement necklace - a ModCloth exclusive. Rocking five emerald teardrops, each ringed in crystalline rhinestones and shiny spikes, this metallic-gold adornment adds sparkling fanfare to your foray into the weekend.
Quite the Statement Necklace$24.99 $11.99Price: $24.99 $11.99 50% off!
Turn heads with your confident aura and this fittingly bold, brassy necklace! Flourishes of sky-blue and crystal faux-gems adorn the substantial chain of this glitzy piece for vintage-inspired glamour that commands attention.
Playful Potpourri Necklace$39.99Price: $39.99
Bohemian textiles meet luxe baubles in the collage-inspired style of this statement necklace. Jade-green, brown, rust, and yellow rosettes are accompanied by faux-rhinestones and copper and pearl beads, all dramatically dangling from a slender antiqued-gold chain with unique panache.
At the Last Minute Necklace in Teal$29.99Price: $29.99
See you in five, your pal says just before you hang up the phone. Reaching for this teal bib necklace, you dont feel rushed to find a standout look - you know all you have to do is rely on the round beads and tiers of teardrop-shaped baubles that hang ...
Make Your Own Path Necklace$14.99Price: $14.99
Showcase your standout style by slipping on this brassy statement necklace and taking on your day! Crystal-encrusted arrow-like shapes are accented by petite leaves for a bold look ready for anything.
Marbleize the Limit Necklace$24.99 $11.99Price: $24.99 $11.99 50% off!
Add a wow factor to your look with this stunning statement necklace. Boasting a glassy geometric array in swirling, marbled hues of emerald-green and black, this shimmering golden accessory is a sensational, unstoppable sight!
Rhapsody in Bluegrass Necklace$14.99Price: $14.99
Groove to the blues in harmony with this vintage-inspired necklace! Festooned with rich cobalt-blue gems, this ornate golden accessory boasts a distressed, antique-reminiscent finish and an intricately detailed chain - syncing perfectly with your chic, bohemian style!
Fly Me to the Lagoon Necklace in Shoreline$24.99Price: $24.99
Find a coastal state of mind with this colorfully beaded necklace draped around your neck. Maritime shades of jade, navy, periwinkle, and sky blue mingle with shimmering gold on this multi-strand statement necklace - keeping a little piece of seaside serenity close to heart, wherever you are!
A Glimmer, a Glance Necklace and Earrings Set$24.99Price: $24.99
As soft light reflects off this faux-pearl bib necklace and its matching earrings, ballroom guests cant help but look your way! Youre simply entrancing in this tiered, gold accessory, which enamors with clusters of brilliant beading.


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Obituaries Archive
Allie C. Smith, 82
Allie C. Smith, 82, of Stonelick Township, died June 3. She was a postal clerk. Allie was preceded in death by her father, Luther Cunigan; and mother, Beryl Baker.
Verla Aline Walker, 86
Verla Aline Walker, 86, of Milford, died June 2. She was a homemaker. She was preceded in death by her father, Thomas Craig, mother, Anna Johnson; and grandson, Derek.
Norma Jean Runte, 73
Norma Jean Runte, 73, of Anderson Township, died May 27. She was a 20-year employee of Gannett Press Community Papers.
Peggy A. Abney, 58
Peggy A. Abney, 58, of Sayler Park, formerly of Clermont Northeastern, died June 1. She was a homemaker. She was preceded in death by her mother, Helen.
Judy Thomas, 81
Judy Thomas, 81, of Milford, died May 30. He was a customer service worker. Judy was preceded in death by his wife Nancy.
Esther Eileen Schultz, 85
Esther Eileen Schultz, 85, of Milford, died on June 4, 2006. She was a hair stylist. Services were held on June 7 at Evans Funeral Home in Milford.
Rosemary E. Moyer, 84
Rosemary E. Moyer, 84, of Milford and Mariemont, died June 4. She was a homemaker. Rosemary was preceded in death by father, William; mother, Stella; and brother, Harold.
Kenny Ivan Poole, 58
Kenny Ivan Poole, 58, of Miami Township, died May 27. He was a musician and a jazz guitarist. Kenny was preceded in death by his brothers, Russell, Timothy, and Michael.
Richard E. Vinson, 77
Richard E. Vinson, 77, of Amelia, died May 25. He was a retired master machinist and served in the Korean War. He was preceded in death by his brother, Donald; and sister; Virginia.
Lee Heathera Price, 73
Lee Heathera Price, 73, of Milford, died May 20. She was an artist. She is survived by husband, Donald; daughter, Lesa; son, Anthony.


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Switzerland Vacations - Travel guide to Switzerland accommodations and vacation packages. Visit Switzerland for getaways and adventure travel. Plan your Switzerland vacation today.
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Saint Moritz, Switzerland Hotels & Resorts - The Kulm Hotel St. Moritz is a world renowned, most up-to-date luxury hotel and a center of sports and social activity. It is located in a quiet and sunny
Zermatt, Switzerland Hotels & Resorts - Located in the centre of the Bahnhofstrasse walking distance to the train station/cable cars and the ski bus. Located in the heart of Zermatt near shops
Zurich, Switzerland Hotels & Resorts - Continental Mgallery a member of the MGallery collection invites you to experience the Swiss style of living in downtown Zurich.
Interlaken, Switzerland Hotels & Resorts - The Hotel Merkur is situated directly opposite Interlaken West railway station and ship terminus. We welcome you to our friendly atmosphere. As a 3-star
Grindelwald, Switzerland Hotels & Resorts - Centrally situated, only 3 mins. walking distance to station, skibus, sports centre with swimming- pool. Big lounge, cosy bar. Large American breakfast
Zermatt, Switzerland Hotels & Resorts - The Hotel Chesa Valese is just three minutes walk from the church village center and five walking minutes from all mountain-railway and cable-cars stations.
Zurich, Switzerland Hotels & Resorts - The Hotel St. Josef is a Quiet, Homely City Hotel in the Heart of Zurich, Ideally Suited For Private, Business and Holiday Guests.
Crans Montana, Switzerland Hotels & Resorts - Surrounded by forest and Swiss landscaping, LeCrans Hotel & Spa offers a breathtaking view of the Alps and the Mont-Blanc. Perfect for couples, families
Interlaken, Switzerland Youth Hostels - The Hotel Lötschberg is a traditional hotel close to the centre of Interlaken...
Grindelwald, Switzerland Youth Hostels - Downtown Lodge is centrally located in Grindelwald and ideal for active, young and young-at-heart individual guests, families and groups.
|Page: < 1 2 3 ... 11 12 13 14 15 16 17 >


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Bagel Heritage
Photo by Shoko Yanagawa
For a town our size, we've been fortunate to have well-made, fresh and local bagels since 1973. That's the year Bagels Forever opened its first retail bakery and store on University Avenue. Bagels have been part of the Madison food culture ever since. But it was certainly rare at the time. Even in big cities—especially on the east coast—bagels were part of ethnic heritage, but they were not really mainstream.
Yet here in Madison we had a beloved bagel of our own. We've written about Bagels Forever as one of the city's cheap thrills— infinitely delicious, and still less than forty cents. We even possess a bit of bagel in our upbringing: one of us teethed on a bagel tied to her carriage.
In the early '80s the bagel boom exploded, and due to various technological advances and the popularity of the high-carbohydrate diet, chain bakeries began to dominate the scene. We saw an influx of at least three chains in Madison, plus a second local baker—Madison Bagels—and they flooded the market. While quite edible in a pinch, we found Brueggers too soft, Einstein's overly glutinous (chewy), and we don't even really remember Chesapeake, it came and went so fast.
Fortunately our local Bagels Forever was able to keep its well-turned dough rising, so to speak. It weathered the three chains, and then the low-carb diet to boot. And now Gotham enters the picture. Gotham New York Bagels & Eats opened this spring on East Mifflin Street across from Café Montmartre, and a welcome addition it is, both to the city's bagel mix and to the Capitol Square. First, we are glad for local ownership. Gotham is owned by MATC culinary program professor Joe Gaglio and Ian Gurfield of Ian's Pizza. Second, we appreciate the nod to authenticity. These are well-made, New York–style bagels—big, fat, hand-rolled, and fun to eat with the right amount of chew.
Bagels differ from other bread by virtue of a boiling before baking process (in addition to being round with a hole, of course). At a bagel's heart is flour, water, salt and yeast. Some bakers add sugar, some use more high-gluten flour. The most memorable we've had was in Montreal, which is famous for its version made with malt and egg and without salt. These bagels were hand rolled, placed on a long paddle for their boiling bath in honey- sweetened water, then popped into the oven while we watched. Of course, egg bagels are a New York-style staple as well—the addition of the egg makes them a little more "cakey."
The depth of a bagel's taste can be created by the fermentation process as well as adding flavors. Because of the laborious process some bakers have cut corners. Many chains have a centralized dough making operation and then ship the frozen dough to retail outlets for baking. Some bakeries don't boil first but use a device that shoots steam into the oven. Typical signs of this process are a smaller hole and a breadier consistency.
Of course, some bakers add all kinds of ingredients, like blueberries, which shouldn't be in a bagel. But then rye is hardly a traditional ingredient, and we love the ones at Bagels Forever.
Gotham turns out all the standards: plain, poppy, sesame, pumpernickel and egg, along with the now-common cinnamon raisin, garlic, whole wheat, and "everything." There are the usual cream cheeses and spreads (we appreciate the use of artisan cream cheese) along with soups and sandwiches. But it's all about the bagels for us—sesame and cinnamon raisin are our best picks—and Gotham is a worthy addition to a proud bagel heritage in Manhattan by the Lake.
Nancy Christy is the former owner of the Wilson Street Grill. She now runs the consulting firm Meaningful People, Places and Food. Neil Heinen is, among other things, her hungry husband. Comments? Questions? Please write to email@example.com.
|Madison Magazine - August 2007


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Joakim Noah Scared By Hooper [VIDEO]
March 6, 2014 3:18 PM
Detroit Pistons
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By: Evan Jankens
By now I am convinced that the Chicago Bulls' Joakim Noah is a player everyone hates — unless he is on your team.
Last night, Noah recorded a triple-double against the Pistons with 10 points, 11 rebounds and 11 assists. That's his second triple-double in the last three games.
Noah didn't get the best of the entire Pistons franchise though. The Pistons' trusty mascot Hooper was the one who got one over on Noah.
After the game Noah was walking to the locker room through the tunnel and bam — Hooper scares Noah. It was pretty funny if you ask me.


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in Cunda Island / AyvalıkThis photo was shot on film. Taken by juditto with a Lomo LC-A loaded with Kodak Elitechrome EBX film (available in our Online Shop) in Cunda Adası, Turkey. These tags describe this photo: holiday, cunda, island, ayvalık, x-pro, summer, and elitechrome. Date: 2011-07. This photo can also be found in the album LC-A / Cunda Island I.
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capsule easily broken
1 person found the following review helpful
Posted by TSTmalaysia on Jun 14, 2012
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i capsule broken easily turn you off as the smell is strong, and I bought 2 bottle ;(..but it quite good for preventing cold
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Winnipeg Free Press - PRINT EDITION
Bubble-filled bathroom like I Love Lucy episode
As I sit at my computer and stare out the window at the blanket of snow covering my driveway, I am reminded of a harrowing and completely true story about the hazards of being submerged in fluffy white stuff.
This alarming story was relayed to me Friday night, before the snowstorm socked us in the chops, as I attempted to eat my weight in Italian food during a big fundraising event at the Caboto Centre.
There I was, innocently trying to decide between the red velvet cake and the death by chocolate cake and the gooey caramel cake, when, suddenly and without warning, I heard someone shout my name and looked up to see my friends George and Eileen frantically waving at me from a nearby table.
When I pulled myself away from the cake buffet, George explained they had an important story to share. "Tell him about the bubble bath," George excitedly told his wife.
"No, you tell him about the bubble bath," Eileen replied.
This went on for a bit until, in a show of marital unity, they jointly launched into the true tale of a terrifying event that occurred recently when George went on a business trip to Saskatoon and courageously agreed to take his lovely wife with him.
They stayed in a swanky hotel in a lavish suite that had a bathroom equipped with a state-of-the-art Jacuzzi. As it happens, George had to attend a business meeting, which is when Eileen made a terrible rookie mistake -- she decided to have a bubble bath without a lifeguard on duty.
With George closeted away in a conference room, Eileen entered the bathroom of their suite, emptied a bottle of Super Ultra Bubbles of Doom bubble bath liquid into the Jacuzzi and -- you will find this hard to believe -- turned on the water.
Then she marched out, shut the door, and spent the next several minutes trying to figure out how to operate the TV remote control in their room. Eventually, she strolled back to the bathroom, flung open the door and -- WHAM! -- was smacked in the face by a gigantic seething wall of fluffy white bubbles.
"There were bubbles filling the bathroom from floor to ceiling!" Eileen squeaked in horror. "All I could see was bubbles!"
With no thought for personal safety, Eileen plunged into the bubbling maelstrom and began wandering around blindly, smacking random objects in hopes of finding the jacuzzi's off button and halting the superstorm of bubbles.
"I couldn't see where I was going," she declared. "It was like an episode of I Love Lucy." For all you young people, I Love Lucy was a hilarious ancient TV show wherein Lucy would do something incredibly dumb and her husband, Desi, would helpfully shriek: "Luuuuucy, you got some 'splainin to do!"
Unable to locate the off button, Eileen, without the benefit of clothing, hatched another plan -- she flung open the door to the enclosed shower and frantically began trying to clear the bathroom by using her arms to push waves of bubbles into the shower stall like a human snowplow.
It was a desperate gamble, but it worked. Eventually, Eileen was able to push enough bubbles into the shower and out into the hallway to clear a path to the jacuzzi, thereby allowing her to turn off the water.
She spent the next few hours using every (bad word) towel she could find in the hotel to quietly mop up the bubbly mess. She wisely saved just enough bubbles in which to savour a hard-earned soak in the jacuzzi.
How did George react? "This is the cleanest bathroom I have ever seen," is what he blurted after his meeting.
Fortunately, everyone survived this brush with bubbles with their limbs and sanity intact, but there is an important safety lesson to be learned from this incident. When someone figures out what that is, I hope they'll let the rest of us know.
Republished from the Winnipeg Free Press print edition November 12, 2012 A2
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Trelis 15.1 includes the much anticipated Trelis SDK, with an export API for creating custom exporters, and integrated technology from MeshGems.
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Rachael Ray 58522 1.5-qt Round Open Baker
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1.5-Quart Round Open Baker
This bright little number is the perfect way to bake anything from a delicious sausage and cheese quiche to a hearty helping of baked ziti. The wide handles make it a cinch to pull the baker out of the oven and place directly on the table when it's time to eat. Stoneware from Rachael Ray™ is an extension of the aesthetic she has already brought to cookware and dinnerware: bright colors, unique shapes and durable materials in versatile pieces that any home cook will appreciate.
- Wide and comfortable handles mean it's easy to transfer the baker around the kitchen, dining room and right to the table from the oven
- The bright color is great for coordinating with other kitchen pieces and it's sure to be a hit when it makes its way onto the table during a dinner party
- Safe for use in the microwave, dishwasher, freezer and oven – up to 500°F
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Providence, dodgy parks & A LOT of jack o lanterns
... from the dodgiest park full of drug dealers! After dark we got our halloween on and walked around a pumpkin display thingy held at the zoo. As you'd expect it was very americanised with **** loads of snack stalls. We tried some 'pumpkin spiced ale' which neither tasted of pumpkin or spice but was festive! The carved pumpkins certainly rivalled my 'here's Johnny' from last year! Last but not least...on to ...
Like Gretel & Aust' II - Aussies keep coming back!
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All too soon it was time to return on the late bus to our B&B in Providence, having experienced a great day in this unique and very beautiful place!
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There were a few brands that stood out at the Know?Show, including bag company Herschel Supply.
Started only 18 months ago, the Canadian brand has already received test orders from Nordstrom, sells to Urban Outfitters and is in quite a few boutiques in the USA. I sat down with co-founder Jamie Cormack to ask him more.
We consider ourselves more of a lifestyle brand rather than strictly action sports based. We felt that footwear, denim and apparel in general was progressing and the bag market was something that had remained the same for quite some time. We were inspired by a lot of bags outside the action sports circle and wanted to be able to bring well designed product with great attention to detail that would catch the eye of lifestyle stores but also remain at price points that were acceptable from the action sports market.
Fashion may be on our minds but we have skateboard, surfing and snowboarding in our hearts.
We are self-financed and we manufacture our products in Hong Kong and China.
The Agenda Showroom handles our sales in the U.S. So far we are in Urban Outfitters, Karma Loop, Need Supply, American Rag, DQM, Kicks, Reed Space, Thalia Street Surf Shop, Goods and also in one of my favorite furniture stores Modern Anthropology.
We sell to the Boardroom, One of a few, Underworld, Plenty Stores, the Source, Little Burgundy, Simons, Off the hook, and Norml to name a few.
Our USA Sales are quite a bit larger than our Canadian Sales due to the USA having ten times the population of Canada. We are also distributed in Japan, Australia, New Zealand, the UK, China, Hong Kong, Taiwan, Korea, Russia, and we have just set up France, Spain, Portugal, Germany, Switzerland, Austria, Denmark, Norway and Sweden.
Our classic backpack starts at $45. We go up to $150 for a duffel. So far the reaction has been amazing, but yeah, some boutiques were at first skeptical and wanted us to raise our prices because they thought the bags looked too high end to cost this low. We want to stay true to our mission and keep prices affordable.
For Fall, we added some higher-end materials such as Coated 12 oz and 20 oz canvas as well as some military Cordura. These bags start at $69 and go to $149.
We have a collection called "The Winter Club." There are five pieces all designed for mountain gear – made to take on the hill. They range from $99 to $139. We sell to core shops and boutiques. Features include a new Roll top design, compartments for your Shovelhead, handle and probe, Waterproof YKK zippers as well as many neatly tucked away pockets to store cameras, goggles etc. We have a strap system we call KnowStrap. This system recoils on its own so you don't have to deal with webbing straps hanging or flapping around, giving the bag an overall clean look.
For fall we have increased our SKU count in bags from 40 to approximately 110. We have added a nice range of Fall colors to go along with our Core color offerings of black, navy, grey and red. We have also expanded into wallets and have introduced some new travel bags.


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MainStay Suites Near Fairgrounds Casino
10007 Princess Palm Avenue
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10007 Princess Palm Avenue, Tampa, FL, US, 33619
- Phone: (813) 622-8557
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3.7 out of 5 (146 reviews)
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Nuance Galleries
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Mo to Fr from 10:00 AM to 05:00 PM,Sa from 10:00 AM to 04:00 PMFor over 31 years, Nuance Galleries has provided Tampa residents and visitors to the bay area with a plethora of fine art created by both local and international artists. All of the original works of art on display cover a wide range in style and choice of medium. Traditional, classic, contemporary, futuristic, and innovative artwork is available using watercolors, oils, serigraphs, and lithographs. Nuance Galleries has scheduled events during the year. For your personal artwork or keepsake, the in-house staff offers custom framing using the highest quality materials to protect your treasure.
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