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Familiarity breeds magic in 'Pippin'
"Join us, come and waste an hour or two," the Leading Player (played by Patina Miller) sings the opening strains of "Magic to Do" to the spellbound audience as she rips through the fourth wall with a menacing grin. Don't let Miller's friendly gesture fool you, however: "Pippin's" Tony-winning Broadway revival (at the Music Box Theatre) isn't the harmless and preternaturally perky Stephen Schwartz musical you're familiar with.
You only need to see the new production's stunning opening sequence—in which the Leading Player introduces the audience to a mysterious troupe of players who set out to perform a coming-of-age play about young Prince Pippin's (Matthew James Thomas of "Spider-Man: Turn Off The Dark") search for purpose and meaning—to realize that the next couple of hours won't be wasted on glib and shallow niceties.
With its fresh sheen, "Pippin" coherently fuses dazzling musical-theater pomp and thrilling feats of derring-do as it plays out its protagonist's dilemma: He doesn't get much help from a busy father, King Charles (Terrence Mann), who doesn't know how to deal with his dreamer son, or a manipulative stepmother, Queen Fastrada (Charlotte d'Amboise), who wants her self-absorbed son, Lewis (Erik Altemus), to take over her gullible husband's throne.
In his quest for his "corner of the sky," the restless prince becomes more estranged from his family, especially after he contradicts his father's war policies. He then flees to the countryside estate of his exiled grandmother, Berthe (Andrea Martin)—who encourages him "to start livin'."
Pippin's ascent to the throne has contrasting repercussions. It may have caused the demise of his tyrannical father, but it has also led him to his fateful meeting with widow Catherine (Rachel Bay Jones) and her son, Theo. Will their love and affection be the storybook ending he's always craved for?
The musical's success is a case of familiarity breeding magic. The tunes are hum-worthy and catchy as heck, so don't be surprised to hear your seatmates singing along with the actors when a familiar tune is performed onstage—from "Corner of the Sky" and "Spread A Little Sunshine" to "Morning Glow" and "With You"—an "uncontainable" consequence that the production occasionally incorporates into the show, with Martin conducting, as lyrics flash onscreen!
Director Diana Paulus' take on "Pippin"—which returns to Broadway after 41 years—is hard-edged, unpredictable, exuberant and death-defying, with stunts that'll drive viewers to the edge of their seats!
Circus stunts
The musical's free-flowing melodies may not be all that hard to sing, but try performing them as you execute choreographer Chet Walker's Fosse-style combinations and Gypsy Snider's big-top circus stunts. —Your jaw will drop as the impossibly fit and muscular lead actors hold their own beside the acrobats and gymnasts in the troupe!
In fact, 66-year-old Martin—who, like Miller, won a Tony last month for her performance—sings a portion of granny Berthe's "No Time At All" as she scales the heights, swings in the air, and literally hangs by her toes—upside down!
Miller ("Sister Act") told Playbill's Frank DiLella, "I wasn't familiar with 'Pippin' prior to signing on. But, I knew what kind of director Paulus was—so, I couldn't just wing it!"
The actress felt the pressure of taking over from Ben Vereen, the original Leading Player, and was "scared out of my wits" during the show's pre-Broadway run-up in Massachusetts. To get herself up to speed, she trained with Snider and Walker, a Fosse protégé who was part of the original 1972 production.
Miller shares, "As a performer, you want to hit every moment hard. But, Fosse's style is very contained—it's about making it look like a walk in the park. When there's a jolt in the movement, it's on purpose!"
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subset: commoncrawl


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Terms & Conditions
About our Markets
We aim to provide a chic, inspired and unique marketplace to showcase a diverse range of quality merchandise as part of a relaxed and supportive community. There are opportunities to network with other businesses and share knowledge with like minded colleagues who can truly relate to the benefits of running a small or home based business.
We compliment our marketplace with our dedicated online presence through facebook and also our websites to complete our circle of growth strategies which specifically promote businesses like yours both on-line and in the real world. We aim to increase exposure for your business which we believe will flow on through increased sales and therefore business growth.
'The Mummy Tree Markets' aim is to offer quality unique merchandise at affordable prices and offer stallholders a desirable venue to showcase their wares without having a top price attached.
Selection Process
We do not want mass produced, second hand or products which are easily found in shops.
Products/services have to be of a high quality and there has to be a uniqueness to what is showcased, we prefer handmade but are not limited to this and we will also look at some vintage lines and anything which has a point of difference which we believe will enhance our Market.
If you are unsure if your range meets out criteria, please contact us to discuss.
We reserve the right not to accept retailers who do not meet our criteria or who we feel are not suitable for the demographic we are catering for.
Also it is essential your products meet Government Standards. before applying to attend our markets as we take no responsibility in regards to your compliance.
Business products and services must cater for conception, pregnancy, babies, children, teens and/or families (Mums & Dads) to be considered.
We will also have stall holder opportunities for gourmet food products as we feel these businesses will compliment our overall market experience as well as those for food retailers.
We will also select retailers to ensure we have as much variety as is possible. We would like each of our retailers to have a point-of-difference to what is available elsewhere. We will look for a depth of product/service range, style, uniqueness, quality and realistic pricing when selecting retailers.
If your application is unsuccessful and you feel you do meet our guidelines please do not take it personally and please do not be put off applying again. It may be that we have other businesses already booked in which offer a very similar product. It is in the interest of all our retailers that we do not have too many of the same type of stalls at our Markets, to both limit competition and to also offer enough variety, therefore providing a positive market experience for everyone including our customers.
We have kept our stall holder prices as low as is possible however we still wish to ensure the standard of the market remains high and that we can also promote it effectively.
Market Day
Please treat all other stallholders and visitors with the same respect we expect them to treat you with. We have a No Smoking Policy for stallholders and visitors within the Market area.
Please ensure your market stall clearly shows your name in an attractive way.
We will be operating within the Sanctuary Cove precinct, close to the main shopping street and in the shopping area exclusive for our use on market day. This will be a Boutique Family Style market with all stalls being BYO Marquee and full set-up. You can only trade with us if you have a 3m x 3m quality pop-up marquee (oz-trail or equivalent) as it is important that we maintain a cohesive look to ensure our market stalls fit with our boutique feel.
All your tables require a full length cover so any items stored underneath are not visible at all. It is imperative that your stall is presented attractively to highlight your products and our market as this will encourage buyers to pay more attention to your stall and increase your sales – aim for a full but not overcrowded stall. Add a personal touch and aim for stylish and welcoming. This is very important for the overall quality feel of our Market so you need to pay great attention to this to ensure your stall fits well within our Market.
Please make sure all rubbish from your stall area is disposed of before you leave or is taken with you. We wish to keep cleaning costs to a minimum therefore keeping stall prices down.
Please arrive on the premises no sooner than 1.5hrs prior to the market start time, to ensure your stall is set up and ready for operations by market start at either 9am for a day market or 2pm for an afternoon market. Please check with market day manager for market bump-in and bump out times and location.
Please do not close your stall before 6pm when the market starts at 2pm and 1pm when the market starts at 9am.
Our Gold Coast Sanctuary Cove Markets will be a combination of afternoon and morning markets 4-6 times per year. Please note this is an outdoor market so please ensure all BYO marquees are secured by the stallholder in the case of bad weather and is the stallholders full responsibility.
Stall Pricing – PLEASE NOTE ALL PRICING IS PLUS GST in 2013
|Stall Size
|Total Price
|Casual – BYO Marquee
|3m x 3m Marquee
|NIL own set-up
|3.0m x 3.0m
|Casual – BYO Marquee
|3m x 3m Marquee
|NIL own set-up + Power
|3.0m x 3.0m
We will be following the lead of our Brisbane/Toowoomba Markets by providing, free craft, children's entertainment and more at our Gold Coast Markets as we see our markets as events in their own right, these added benefits are what we believe will make our market stand out in the eyes of the customer.
If you choose to/need to bring children please make sure to the best of your ability that they do not disturb other stall holders or cry extensively during operating hours. It is best to have another adult present to supervise them if possible.
It is important that there is someone manning your stall at all times. It is best two of you operate each stall in case you need to go to the bathroom or leave the premises for any reason. Another option is to arrange with a next door stallholder to look after things for you if you need to have a toilet stop.
Try to be considerate of other stallholders and help if you can and they will do the same for you. We are trying to create a community goodwill and success.
Please make sure all walkways and thoroughfares that we have allowed for remain unblocked. This is a safety issue. Please do not store any items outside of your designated stall area.
Please ensure you have racks or whatever you need to clearly display your merchandise in addition to your table.
These conditions must be adhered to at our Markets so as to be able to continue to have the opportunity to trade with us.
Booking Information and Stall Pricing
Please complete the online application under the APPLY tab for the market you are interested in if you wish to apply to participate as a stall-holder at the 'Mummy Tree Sanctuary Cove or Westfield Helensvale Markets'.
PLEASE NOTE – Full stall payment is required at the time of making your application to have your application assessed/approved. Any application which comes in without payment will not be assessed until payment has been received and our markets do fill up fairly quickly so please do bear this in mind.
Applications will still be individually assessed however it will be on a first come basis, so if you have a similar business to another who has already applied/paid before you, they may be successful and you may not be to ensure competition is limited as much is possible.
This system enables us to save time and to allows us to focus more on our marketing and less on chasing up stallholder payments.
You will be approved or contacted within (7-21) business days after making application to advise of your success – in some instances you may be put on a back-up stallholder waiting list however if this is the case and you do not wish to be on our waitlist please advise us and we will issue a full refund.
Full refunds will be issued for all unsuccessful applicants – a small fee will be deducted by paypal for this service however we can deposit back into your bank account to avoid this – just let us know details if this is your preference.
*Please note making and paying for your application is not a guarantee of selection BUT if unsuccessful you will be refunded.
NB/ Stallholders have the opportunity to be featured in our 'Best & Beautiful Buys' online directory and you will receive details about this in your approval email.
Power is available ($10 extra per market – limited – Sanctuary Cove only), please advise if this is required on your application, as mentioned power is limited so only choose this option if it is necessary to your business.
Applications will open approximately 6 weeks prior to each market date and will remain open until the market is full and we do have some suitable back-up stallholders. Full payment MUST be made at time of application to be considered for our market. Full refunds will be issued within (7-21) working days if your application has been unsuccessful.
Market Promotion
Most of you will know we promote all our markets very heavily to a targeted audience. We spend considerable time and money on this and employ people to help us and we also use a PR Company engaged to focus on even more media opportunities for us. Our Sanctuary Cove Markets will also be heavily promoted by us and Sanctuary Cove into their community. Our Westfield Helensvale Market will be promoted extensively by the centre and by us in the lead up to every market.
We will also promote with 10000+ flyers into local schools, kindergartens, community groups, pools, and daycares each and every market and we will also have our banner up in a prominent position prior to the market to be visual to passing traffic as well as promoting through our other markets throughout Brisbane and Toowoomba. We also look at stallholder contributed advertising too.
If you book for a market and find you will no longer be able to attend, please notify us immediately.
Please note NO refunds will be granted for our Westfield Helensvale Market or Sanctuary Cove unless you meet the following criteria:
If you advise us at least (1) month prior to the day of the Market and we are able to then re-book your position for the full price we will only retain a $25 administration fee and we will refund the balance. If we do not fill your position no monies paid will be refunded except in exceptional circumstances and at our discretion.
50% of monies (not including application fee) will be refunded if you advise us of your cancellation within (1) month of the day of the Market but not less than 14 days and if we can re-book your position for the full price.
No monies will be refunded if you advise us of your cancellation within (14) days of the day of the Market.
Important to Note
Limited powered sites are offered at our Sanctuary Cove Markets. If power is required for your stall you will have to pay an extra fee of $10 per market, if power is imperative to your business please note on your application.
We do not refund in the case of bad weather as we have already invested time and money into promoting the markets. Our Markets are only on 4-6 times a year so they are difficult to re-schedule and promote without it costing far more money to do so.
You will be able to access stall location map and number as well as our market stallholder information (1-2) weeks prior to the market – you will be provided with registration details when you have been approved.
PLEASE NOTE: You will have to register for every different Market location you attend of ours, once you are approved to access stallholder information 1-2 weeks before each market, details are sent in your approval letter. However keep this information safe so it can be re-used every time you attend that market.
Our Approvals Manager will activate your registration and your Best and Beautiful Buys Directory Submission 1-2 weeks prior to each market.
You never apply by registering, you simply select the option to APPLY as a new or previous stallholder on the Home Page of this website to make the process simple. We have so many markets with many stallholders attending more than one so it is important we have all stallholder details in the back-end of each of our websites to ensure our operations are run smoothly.
Please remember we try and source quality venues for our Markets therefore any damage caused to the premises will be the responsibility of the stall holder in question to have suitably rectified.
Failure to abide by our terms and conditions may jeopardize any further opportunities with the Mummy Tree Markets.
It is a requirement of approval for all of our markets that you SHARE and promote your attendance at our Markets through all Social Media Channels. Failure to do so may jeopardize your ability to trade with us in the future. You will be sent marketing material you can use to do this prior to every market.
Payment Methods
Paypal at the time of applying is our preferred method.
www.paypal.com.au using our email password firstname.lastname@example.com
If you apply for a Market position and you meet all criteria but no places are available at that time you are able to elect to go on a 'waiting list' or be a standby stallholder. We do sometimes have late cancellations .
Joining our Markets
We want the Mummy Tree Markets to have a positive vibe and to be a place both stallholders and families look forward to spending time- to be truly chic, inspired and unique. To be a place where you can get great exposure for your business as well as providing an opportunity to socialize and talk to others about your products and services.
We believe we offer great value for money as we are always looking at new promotional tools and advertising methods for our Markets and strategies for further growth, in fact we are working hard on making our markets the best around.
Please do not hesitate to contact us if you have any questions or if you would like to know about all the other methods the Mummy Tree has to help promote your business.
We hope to see your Market Application for our Gold Coast Markets very soon.
Cinde & Kim and our Gold Coast Market Team
The Mummy Tree 2010
P.O. Box 4167, St Lucia 4067, Brisbane Qld


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The JS-502D Double-Braced X-Style Keyboard Stand from Ultimate Support is a flexible and portable stand for holding keyboards up to 125 lbs. An easy-to-grip knob makes adjustments simple whether you play seated or standing.
- Sturdy
- Steel double-braced X-Style stand securely holds up to 125 lbs
- Easy-to-Use
- Quickly open or close with large, easy-to-grip, tightening knob
- Versatile
- Adjustable to sitting or standing positions
- Portable
- Folds flat for easy transport or storage


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Oral Surgery Center - Manhattan, KS
WebMD Physician Directory
Manhattan, Kansas
Oral Surgery
Impacted Teeth
Wisdom teeth, otherwise known as third molars, are the last set of teeth to develop. Sometimes these teeth emerge from the gum line and the jaw is large enough to allow room for them, but most of the time, this is not...
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*Provider Directory Terms of Use:
The WebMD 'Provider Directory' is provided by WebMD for use by the general public as a quick reference of information about Providers. The Provider Directory is not intended as a tool for verifying the credentials, qualifications, or abilities of any Provider contained therein. Inclusion in the Provider Directory does not imply recommendation or endorsement nor does omission in the Provider Directory imply WebMD disapproval.


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31st March 2008
No complaints over Bounty Killer concert says Met 4
10:40 AM — The Metropolitan police have responded to criticism that it let a homoophobic singer perform in London.In a statement to PinkNews.co.uk, a spokeswoman said that meetings have been held between police, the venue's management and lesbian and gay groups to discuss this issue."It has been agreed that the artist would not perform songs that contain what could be considered to be homophobic lyrics," she said.
Northern Ireland gay rights group welcome bill of rights
10:20 AM — The Coalition on Sexual Orientation (CoSO) has welcomed the handover of the final Recommendations of the Bill of Rights Forum to the Northern Ireland Human Rights Commission.The group said that the Yogyakarta Principles were used to inform the drafing of the bill.The principles were adopted by a meeting of experts in international law in Yogyakarta, Indonesia in 2006.
29th March 2008
Coronation Street adds gay character as Emmerdale axes two 1
2:30 PM — Coronation Street is to become the latest British soap opera to add a gay character, following EastEnders which is about to air a bisexual storyline. But fellow ITV drama Emmerdale will lose two gay characters.The popular ITV drama will soon feature Michael Byrne playing Ted Paige, the long lost gay father to long suffering character Gail Platt.
28th March 2008
Met Police criticised for allowing gay hate concert 4
5:30 PM — The Metropolitan Police have allowed a concert by artist Bounty Killer to go ahead, despite his lyrics inciting homophobic hatred and violence.The Jamaican reggae and dancehall DJ, born Rodney Basil Price, has already had two concerts cancelled in Bradford and Birmingham following protests by the gay human rights group Outrage!The Met have previously stated that artists would not be allowed to perform unless they sign the Reggae Compassionate Act (RCA).
Scottish campaign aims to stop deportation of gay teenager 5
12:50 PM — A campaign has been launched to save a teenager from Syria being deported to his homeland.Jojo Jako Yakob, 19, claims he will be executed if he is returned.He has been held at Polmont Young Offenders in Falkirk, Scotland for the last 12 months after being arrested for possessing a fake Belgian passport. His lawyers say an asylum application for his stay in the UK was mistakenly withdrawn.
'Blogfather' joins Paddick campaign as nominations close 5
12:45 PM — A second American political strategist has been appointed to Brian Paddick's campaign to become the first Lib Dem Mayor of London.Nominations for Mayor close today and the election will be held on May 1st.Jerome Armstrong, sometimes called the Blogfather, will be the campaign's web strategist. He was instrumental in US Presidential hopeful Howard Dean's grassroots campaign in 2004, regarded as the first major campaign to effectively use the internet to fundraise and win support.
INTERVIEW: Pi, mythology and the black male form
12:05 PM — A church is not the sort of place one would expect to find a celebration of male sexuality.But next month, St Pancras Church Crypt will play host to the 'Reverie' exhibition by London artist Charlie Pi, showcasing his interpretation of masculinity and sex.Known for his paintings of the black male form, the Deptford-based artist will premiere a selection of 50 new oil paintings of black male iconography displayed on unconventional canvases, such as old table tops and bread boards.
2,630 gay men diagnosed with HIV in 2007 4
11:30 AM — The Health Protection Agency has revealed that there were an estimated 6,840 new HIV diagnoses in the UK last year, more than a third of them gay men.It is the third successive year that new diagnoses among gay men have risen above 2,600, the highest levels since records began.Increased testing is likely to have contributed in part to these recent high numbers of HIV diagnoses. 2,630 gay men were diagnosed as HIV positive last year.
Homophobia claims rejected by police complaints body 16
11:10 AM — Sixteen allegations of homophobia made against the eight Devon and Cornwall police officers have been rejected by the Independent Police Complaints Commission.The complaints were made in 2004 and 2005 by Malcolm Lidbury, a local LGBT activist.He claimed he was "treated poorly" because of his sexuality and claimed that the Devon and Cornwall police have an "inherently homophobic" attitude.
27th March 2008
Gay 'wedding' planners to sponsor London Falcons
6:30 PM — London's newest gay-friendly football club is landed a major sponsor.Perfect Partnerships promote and specialise in co-ordinating civil partnerships, gay and lesbian stag and hen weekends, commitment ceremonies, gay honeymoons and overseas gay weddings.London Falcons Football Club, which fields teams in both 5-a-side and 11-as-side competitions, was founded less than two years ago but already boasts more than 100 members.They recently reached the final of the Yorkshire Terriers 5-a-side tournament.
Tributes paid to legendary gay DJ
3:02 PM — One of London's best known scene figures has died. DJ Tallulah had been a club DJ for forty years and was a regular at Heaven.Born in 1948 in Hamburg to English parents, he returned to live with his grandmother in Bexley three years later.He immersed himself in London's underground gay scene as a teenager, and by the early 1970s was established as a leading DJ. In 2007 he became the first inductee into the House Of Homosexual Culture's Hall Of Fame.
UK asylum system "not fit for purpose"
1:55 PM — A commission established to examine asylum policy and practice in the UK has concluded that it falls below the standards of a civilised nation.The 12-member Independent Asylum Commission's findings have been rejected by the Border and Immigration Agency, who claim they treat people with "care and compassion."The volume of people seeking asylum in the UK has fallen sharply and last year there were just over 23,000.
INTERVIEW: My short career as a gay Apprentice
12:45 PM — Last night the new series of The Apprentice started on BBC1.PinkNews.co.uk spoke to Sir Alan Sugar's first victim, 23 year old Nick De Lacey, about being booted out in the first week, his fear of chavs, and what how homophobia still exists in the workplace.You had to compete with over 20,000 people to get on to The Apprentice, how did it feel to get on the show?It felt really good!
Activist calls on people to ditch LGBT labels 3
12:20 PM — An ambitious campaign that aims to change the ways in which young people label themselves was launched last week in the form of a funky teen-oriented website.The website Ditch the Label (www.DitchtheLabel.com) was 'virtually' launched last Saturday night in a co-ordinated browsing of the new site, after being advertised via its original Myspace and the founder's personal Myspace sites.The founder of DitchtheLabel is 17-year old student, activist and part-time model, Liam Hackett.
26th March 2008
Paddick still favourite with gay voters 47
6:20 PM — The results of the second PinkNews.co.uk Mayor of London poll show that Lib Dem candidate Brian Paddick still leads among respondents.225 people who live in the London area took part in the poll. Mr Paddick, who until last year was the most senior out gay police officer in the UK, won 43.5%, or 98 of the first preference votes.He was followed by incumbent Mayor and Labour candidate Ken Livingstone, with 29.4% (66 votes). Tory candidate Boris Johnson won 12% (27 votes).
Fundraising auction lots range from Take That to Tate Modern
5:10 PM — Stonewall has launched its 2008 silent auction. All proceeds will go toward funding the gay equality organisation's charitable work, including the Education for All campaign, which aims to stamp out homophobic bullying in schools.Up for grabs is an array of rare and unusual prizes, including a chance to be a VIP guest to the stars of Strictly Come Dancing, an afternoon in the studio with BBC Radio 2's Paul Gambacinni and snowboarding lessons for four with the UK's number one snowboarder, Jo Chastney.
New England captain has learnt from past mistakes
4:40 PM — Rio Ferdinand's appointment as the new captain of the England football squad has been accompanied by a pledge from the player that he has learnt from past mistakes.The 29-year-old stirred controversy in 2006 during an interview with Radio 1 DJ Chris Moyles, in which he used the word "faggot."In 2003 he failed to appear to give a drugs test and was suspended from club and international games for eight months and fined £50,000.
INTERVIEW: How the internet changed gay society 2
3:01 PM — Channel 4 News technology correspondent Benjamin Cohen spoke to PinkNews.co.uk about what his report into how the gay dating site Gaydar changed the lives of the gay community.The report, one of a series of three marking ten years since the dot.com boom for More 4 News, will be broadcast this evening.Ownership and Control, to be broadcast tomorrow evening, compares the development of the internet to the division of land into enclosed, private areas, controlled by the few to control the masses.
Lords debates illustrate objections to gay equality 17
12:45 PM — The Prime Minister's decision to allow Labour MPs a free vote on three clauses of the Human Fertilisation and Embryology Bill has surprised many Westminster watchers.The issues surrounding so-called 'saviour siblings,' human-animal embryos and the requirement for doctors to consider 'the need for a father' when deciding on whether to agree to carry out fertilisation or fertility treatments were all discussed at length in the Lords.Those debates should give us a flavour of the debate in the Commons, which is not expected until after the local council elections in May.
Downing St explains why MPs are getting a free vote 17
12:30 PM — Gordon Brown is "following the precedent set in 1990 with the original Human Fertilisation and Embryology Bill" in allowing his MPs a free vote on measures that ensure gay equality.Roman Catholic Labour MPs are expected to challenge the removal of a requirement for doctors to "consider the need for a father" when deciding to consent to IVF or assisted conception treatments.The bill proposed to replace that with a need for "supportive parenting."


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Major League Soccer standouts ready for match in Corpus Christi
FC Dallas, Houston Dynamo play Feb. 12 at Whataburger Field
CORPUS CHRISTI - Since entering the Major League Soccer ranks in 1997, goalkeeper Kevin Hartman has etched his name into the record book several times.
But 2010 was truly an exceptional campaign for the 36-year-old, now with FC Dallas, his third MLS team.
Hartman added another jewel to his crown last season. He set another MLS record with his 0.62 goals-against average as Dallas reached the league championship match in his first season in Texas.
"I think it's something that after 14 years in the league I think I probably have a pretty good grasp on exactly how fortunate I was to be a part of a season like we had last year at FC Dallas," Hartman said. "So you never take that for granted and you never know when you're going to have the opportunity to get back there again."
Hartman and Houston Dynamos defender Bobby Boswell were in town Thursday to promote the Feb. 12 exhibition between Dallas and the Dynamos at Whataburger Field. It will be the Dynamos' second appearance at the home of the Hooks, as they edged the Laredo Heat of the Premier Development League 2-1 in front of 6,111 last June.
Hartman was a member of the Los Angeles Galaxy when they won the MLS title in 2005. Last year he wasn't as fortunate as Dallas (12-4-14) fell to the Colorado Rapids 2-1 for the MLS Cup in November in Toronto.
"Unfortunately the bounces didn't go our way in that championship game so you want to get back there as soon as you can," Hartman said. "Hopefully, if everything goes the way we want it to go and people have similar seasons to what they had last year, I think we have the ability again in 2011."
The third-round draft pick in 1997 by the Galaxy out of California State-Dominguez Hills has proved he has the ability. In addition to the single-season goals-against mark, Hartman is the all-time MLS leader in games (370), saves (1,341), victories (165) and shutouts (100). Hartman credits the record he set last season to several factors.
"My defense was very, very solid. We were playing attacking soccer, pressing in advanced portions of the field," Hartman said. "I . . . was getting worked alongside with Dario Sala, who had been the starter there for FC Dallas for a long time, and he really kind of pushed me. It was never an easy thing to keep him on the bench.
"He was certainly a great asset and the goalkeeper coach had me playing really well. So it was a bunch of different factors, but it certainly was an enjoyable run," Hartman said. "We look forward to trying to do it again."
Neither Hartman nor Boswell are strangers to playing on a pitch converted from a non-soccer facility. Hartman played at Arrowhead Stadium when he was with the Kansas City Wizards and Boswell played here last year, as well as at Nationals Park when he played for D.C. United.
"Every guy in the league at some point has played on a baseball field. When I was in D.C. we shared it with the Nationals so I've been on a baseball field," Boswell said. "Guys aren't unfamiliar with it. It's not always about the field because both teams have to deal with it. It's just like you can't blame the ball and you can't blame the ref because everyone has to deal with it. It's going to be more about the quality of soccer."
Both players said the quality of the Feb. 12 exhibition will be worth watching.
"I think hopefully the game we played here last year created some buzz, that it was a fun game to watch, that the Houston guys were fun to watch," Boswell said. "Adding another MLS team, especially an in-state team that's a rival that had a great year last year, it should add more incentive for people to come out and watch."
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Reengineering the rapidly growing entrepreneurial company.
What is an RGEC?
We can define rapid growth as sales volume that increases at greater than 40 percent annually. An entrepreneur is one who takes risks to initiate business activity. So, RGECs are companies that are achieving rapid growth because of their success at taking risks. This success is usually measured in terms of growth in sales volume. The risks involve implementing new products or entering new markets at a rapid pace. The resulting organizational culture is biased toward growing sales volume, finding new customers, and finding products that these customers will buy.
The emphasis on sales usually corresponds to a de-emphasis on the process of product fulfillment. This is not to say that the fulfillment of sales to customers is de-emphasized; it means only that the process of fulfilling customer orders is not a priority of the RGEC. Product fulfillment proceeds with the same entrepreneurial approach that the sales were initially made. The result is usually a build-as-you-go product and a service delivery process that is inefficient.
Effects of rapid growth
Rapid growth, and focus on maintaining that growth, can hide the inefficiency of the product and service delivery process. First, the rapid growth in volume dilutes the operating expenses of the organization. In a business where the timing of expenses lag the timing of sales, any business success ratio that relies on gross sales as a denominator will necessarily paint a better picture than is truly the case. Second, the bias toward sales that the RGEC has will tend to motivate the organization to assess the success of the business using ratios with gross sales as a denominator. Third, the organization sends a message that operations expenses take a lower priority to sales growth, so process evaluation and feedback systems are not fully developed. As sales volume grows, so do expenses. Often, the expenses grow at a faster rate than sales.
Another effect of the rapid growth strategy is that the actual products and services being sold are often loosely defined and rely on customization to meet individual customers' needs. This is because in the entrepreneurial spirit the RGEC has not taken the time to analyze the market, define the product, and develop a product and service delivery process. If it had taken time to develop these processes it might have missed the market opportunity! Or, maybe the flexibility of a vague product allows for a market to be created where none existed before. Whatever the case, from an operations point of view the processes that are created during this growth strategy are full of special handling, customized applications, and unique one-time transactions. The operations are like those of a craft shop.
At first it may not be important that the product and service delivery infrastructure is not efficient. However, as the volume of transactions grows beyond the capabilities of a craft shop, a need to develop standard processes arises. As the market matures, there will be a demand to deliver a standard quality of product or service in order to maintain customers that have been acquired through the rapid growth strategy. There will also be a need to deliver products and services at a controllable cost. When an RGEC reaches this point, there are two directions it can go: turn to reengineering to bring order to the business process, or remain on the same path of "business as usual" and risk the business blowing itself up.
Reengineering issues
The tools of reengineering are usually underutilized in an RGEC. Often, they are foreign to the organization's culture. The reason for this is that reengineering is a structured process that requires a disciplined, methodical approach. This type of approach to business design goes against the entrepreneurial organizational culture discussed above. A reengineering project must overcome some significant obstacles prior to implementing significant change. Some of these obstacles are as follows:
* Denial of the need to reengineer - Every reengineering project faces resistance to change and denial. The RGEC is different in that it has good reason to deny the need to change. It is successful at its business and, unless the business has already blown up, has few compelling reasons to change anything.
* Lack of attention - The company is biased toward sales growth, product implementation, and market penetration. It is hard to swim upstream against this organizational culture. Reengineering requires a substantial commitment of time and energy to make it effective. It is difficult to get senior managers to apply sufficient time and attention to address operational issues.
* "Not invented here" syndrome - Individuals have difficulty accepting ideas from sources outside their domain. This obstacle is harder to surmount in an RGEC because the success of the organization is the result of the entrepreneurs in the organization implementing their ideas. The thought of an outsider telling them how to improve their operations results in comments such as, "You don't understand our business," or, "That won't work at this company."
* Need for customized products and services - The entrepreneurs in the RGEC believe that there is a market-driven need to customize their products for each customer. This belief is driven by past practices and experience. It is difficult to envision a transition to products and services that are well defined and thought out to an extent that a standard product set is robust enough to satisfy a large market segment.
* Unwillingness to turn away business - The RGEC's culture makes it difficult to turn away business. A sale is a sale, even when making the sale requires the product to be modified, enhanced, and customized to the point where it loses money for the company. "So what if it loses money, we'll make it up on volume," say the entrepreneurs.
* Attempting to satisfy all customers at all costs - This obstacle is related to the previous one, but it deals with the customer relationship once the initial product has been sold. When the customer discovers that the product he purchased has erratic quality characteristics, the RGEC tends to try to appease him with more services, for free, rather than fix the original problem. In other words, it is easier to build a new process to rework the poor quality product than it is to fix the problem at its source. This is all too easy for the RGEC, since it perceives this rework process as enhanced customer service.
* Selling before the product is developed - While the reengineering project is underway, it is likely that many new products and services will be offered to customers under the old "product development" method. This means that until the reengineering is completely implemented, it is likely that these new products and services will not have defined processes. This keeps the reengineering effort constantly playing catch-up with the product development effort. By the time a process is redesigned, the RGEC will say, "Well, we don't do it that way anymore. That product has completely changed."
* Customer desire for special attention - Customers who have had long term relationships with an RGEC will have mixed emotions regarding reengineering. Many have become used to the hand holding and special treatment they have received while the company grew from its infant stage to its current stature. On the other hand, the customers are probably anxious to see an improvement in the quality and consistency of the company's product and service delivery. The obstacle becomes getting customers to release their desire to be treated with special care, even though this special care was the result of poor product and service quality in the past.
Implementing reengineering at the RGEC
Some RGECs will realize that they need to take a step back and evaluate what they are doing, to rationalize their business processes. The reason for this realization may be financial - the company may have realized that revenue has been increasing, but income has remained flat. Or, customers may be complaining or leaving because of the erratic quality of products and services being supplied. It could even be that the company outgrew the ability to implement products and services on the fly, because it had simply become too big to react to the market without structured processes in place. In any case, the RGEC discovers it needs to go through the reengineering process, but that discovery does not alleviate the obstacles identified above. The team that is responsible for reengineering must set a strategy to mitigate those obstacles. One way to do that is to focus on the benefits of reengineering. Following are some ideas for how this can be accomplished.
1) Identify the benefits - Establishing project benefits is difficult in an RGEC. Benefits are measured improvements from a baseline. Since the RGEC has little stable history to compare to, and little process management discipline, there are probably few baseline indicators from which to measure. Other issues regarding measurable benefit goals are:
* The products and processes are moving targets and are undefined, which makes it difficult to measure cause and effect from a reengineering effort;
* When rapid growth is involved, it is difficult to achieve cost savings (versus cost avoidance), since expenses will likely rise in some proportion to volume;
* The RGEC will have developmental or strategic needs that may require adding resources to improve the long term success of the business; and
* In many cases, the benefit is continued success, versus a reduction in measurable resource utilization.
2) Establish a baseline - The first step in the reengineering process is to establish a baseline of productivity, quality, and financial status. Establishing the baseline is, by itself, a major improvement for an RGEC. It becomes the springboard from which the organization can establish a strategy, set objectives, and design an action plan.
3) Establish an organizational strategy - Small companies with strategic plans are more successful than those without strategic plans, regardless of the reengineering process. For the purposes of reengineering, it is vital that the reengineered organization support the strategic direction of the company. Therefore, it is important to develop a strategic plan. This plan can be developed within the reengineering framework, external to the reengineering effort, or in conjunction with the reengineering effort. The latter two seem most reasonable, since the baseline established as part of the reengineering project is a good beginning for developing a strategic plan. Once developed, the strategic plan is a direct feed to the next step in the reengineering process.
The baseline identifies where an organization is. The strategic plan will identify the direction in which the organization should move. The strategic plan should include discussions regarding three key success indicators: productivity, quality, and financial. This will establish expectations for the reengineering process from which to develop action plans and measure success.
4) Design the new organization - With the data from the baseline analysis and the strategic plan available, the reengineering team is ready to design the new organization. Now the project becomes more like a typical reengineering effort. The team designs a new organization, new macro business processes, new detail processes, and new management processes. The design is performed with the specific goals outlined in the strategic plan. The benefits of the changes recommended must relate to these goals.
For example, if one goal from the strategic plan is to increase market penetration through mergers or acquisitions, and this strategy is new to the organization, then any functions and processes to support this effort will need to be designed. The benefit of this design may be the creation of the organization and processes, not an improvement to productivity or quality. This is one of the gray areas of reengineering an RGEC. A strategic addition to an organization will probably affect productivity and/or quality. The problem is that thinking of benefits from strategic additions in terms of productivity or quality may be too restrictive in the context of the RGEC. The development of the strategic plan should have already encompassed an analysis of financial, productivity, and quality criteria. Therefore, to the reengineering effort, the implementation of the strategy may be the benefit.
Each recommended change must be identified and documented as either a strategic addition to the organization or a productivity, quality, or financial benefit relating to the existing organization. Through the documentation of anticipated benefits from design recommendations, the success of the reengineering implementation can be measured.
5) Measure successes of the reengineering effort - Some of the typical reengineering benefits may prove elusive to the RGEC. The total expenses of the organization will probably be higher at the end of the project than they were at the beginning (in absolute terms). Quality and productivity improvements will be measurable only for processes that existed at the beginning of the project. So, in order to capture the true overall benefit of the project, the following recommendations should be considered:
* Utilize the benefits identified in the design process to categorize expected benefits. The categorization should minimally include a separation between strategic additions and reengineered processes;
* Establish a project plan and timeline that identifies actions to be taken to implement the recommendations and the expected date of implementation;
* Track actions completed versus the plan to establish a project management methodology. Utilize the timing of actions completed to maintain an updated overall timeline;
* Track and report all planned benefits received as the recommendations are implemented; and
* At the end of the project, measure all benefits received versus expected benefits. Present the benefits by category, as previously established.
Following the project management process identified above may be difficult in an RGEC. The entrepreneurial nature of these companies does not usually foster many highly structured and disciplined managers. One might even find that recommendations for strategic additions are implemented much faster than changes to existing processes because they are more exciting and risky.
In many ways, the reengineering project at an RGEC is like any other reengineering effort. Yet, there are significant differences that will interfere with the direction of the project if they are not taken into account. These considerations include:
* The organizational culture can be predicted - The bias toward revenue growth, sales, and risk taking must be considered when initiating a disciplined process such as reengineering.
* A baseline must be established for productivity, quality, and financial criteria - This will create definition where little definition existed. Definitions of the market, the product, the processes, the results, and success factors will need to be established.
* A strategic plan must be created - This plan should document the direction that the organization intends to take. Otherwise, the reengineering effort may lead in a direction different to the desired strategy.
* The reengineering design must consider the organizational culture - This is done to accommodate people within the organization and outside the organization (customers, partners, and vendors).
* The reengineering design must consider the baseline - This is done to consider the total "distance" that the organization must travel. Accommodate phasing of changes to facilitate implementation.
* The reengineering design must consider the strategic plan - This is done to ensure that the direction built into the reengineering process is consistent with the strategic direction desired by the organization.
* A project planning and management process must be implemented prior to implementing changes - The project management process will be vital in supporting a disciplined approach to the implementation of project recommendations. It will also allow for accurate benefit tracking and reporting. In a rapidly changing environment, it is important to maintain control of the direction of the changes being made.
* All changes and the benefits they achieved must be reported - Not only does this validate the change, but it presents a carrot to the rest of the organization to continue with future changes.
Embarking on a reengineering project for a rapidly growing entrepreneurial company can be very successful. In fact, the positive aspects of growth can take away some of the bitter perceptions many people have of reengineering. It is an exciting environment that is full of rapid change and many challenges. Properly implemented, the reengineering of a rapidly growing company will establish a path toward a successful future.
Michael Scott is a senior associate with LoBue Associates Inc., a financial consulting firm based in Fair Lawn, New Jersey.
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On 27 June 2013, Brereton J of the Supreme Court of NSW gave judgement in the matter of Maiden Civil (P&E) Pty Ltd; Richard Albarran and Blair Alexander Pleash as receivers and managers of Maiden Civil (P&E) Pty Ltd & Ors v Queensland Excavation Services Pty Ltd & Ors [2013] NSWSC 852, a case that dealt with priorities under the Personal Properties Securities Act 2009 (PPSA). This decision highlights the dangers of not perfecting a security interest and confirms that Australian courts will look to decisions of the Canadian and New Zealand courts for guidance when interpreting the PPSA.
In May and August 2010, the first defendant, Queensland Excavation Services (QES), purchased caterpillar excavators (Excavators). Concurrently, QES leased the Excavators to Maiden Civil (P&E) Pty Ltd (Maiden) for civil construction work in the Northern Territory (Leases). The Leases were not registered by QES under the PPSA or by any other means.
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No Ranking Awarded
Add your Air India Express Review here
Airline Reviews : A-Z Index
Airport Reviews : A-Z Index
Rating : 9/10
Cabin Flown
Value for Money
Seat Comfort
Staff Service
I used travelled Air India Express back in September on AUH-COK-AUH sector. The fare was pretty much the best
compared to other airlines. AUH-COK took off on time and with only less than 50 passengers on board due to off-
season. The crew were pleasant and helpful. They provided snacks and even I got 3 bottles of water extra upon
request. On the return, the flight was almost full. Good service, on time departure on both segments.
Surprisingly, there was not any IFE screens there. After describing the security and safety instructions, the
screens were turned off and folded back to the berth!
Rating : 8/10
This is a summary of several flights I have taken on AIX on the Dubai-Pune-Dubai route. These flights were at a
very convenient time during the day. Now they have been shifted to the early hours of the morning which makes it
less convenient though still better than driving BOM-PNQ-BOM. All the flights I have taken so far have been smooth
and excellent - take-offs, landings and en route. Service is generally excellent and they surprisingly serve a
small snack with unlimited water. I have invariably requested and obtained emergency exit seats with ample
legroom. Toilets are clean, again surprisingly, but smell a bit. The main thing that needs to be improved is the
maintenance of the cabin. The carpets are worn and the leather seats need refurbishing. The interior of these 738
aircraft need a good scrubbing. But other than that, AIX does well on this route.
Rating : 3/10
Flew from Dubai to Lucknow and back to Dubai. The crew seemed bored and the service was horrible. The table was
broken and the meal served was inedible. The toilets were dirty. The seats were uncomfortable, which made
spending those hours on the aircraft unbearable. Choosing Air India Express was a poor choice in spite of the low
cost tag attached to it.
Rating : 1/10
Apart from having point to point connection there is nothing else that this airline can offer. I flew from Dubai
to Amritsar and back and found this trip rather exhausting and uncomfortable due to the airline service. Being a
budget carrier does mean to save costs but its doesn't mean to keep your aircraft's dirty and unhygienic. When I
entered the aircraft both the times I felt as I am traveling in one of those public buses which are disposed for
public use (to be honest even public buses are well maintained that Air India Express aircraft's) the crew looked
angry for no reason it felt as if they were punished to come here and serve us, they did not have the decency to
speak politely with passengers and just dumped their frustration on us. Food was awful as everything looked stale
and had no taste. Since this was the only flight available for me to reach Amritsar I was forced to take it.
Booked Dubai-Pune-Dubai in Jan 2014, however, had to change the Dubai-Pune leg of the journey. My return journey
(Pune-Dubai) was a nightmare. On arriving at the airport in the early hours of the morning, I realized that my
flight had been delayed for reasons unknown/unannounced to me. Then delayed 40 minutes in the security check line
because other domestic flights need to be released earlier. After much delay I arrive at the final gate only to
see no information displayed about my flight. Its delayed further. No one at any counter to enquire for any
information. Felt relieved when the announcement to board was being made but there was more to come, we were made
to sit inside the aircraft as the pilots did not have clearance from ATC. It turned out to be for an hour or more
until we finally were given clearance to fly. So a trip which I chose on purpose to save time and money did
everything else but those two things.
Rating : 7/10
Flew Pune to Dubai and back. Flight was on time in both legs. Seat quality could have been improved. No common
inflight entertainment too as airline fell short of earphones for passengers so did not distribute any. Snacks
were served but were unhealthy (deep fried). Air hostesses had a stern look through the journey. Cost of ticket
was very less as compared to full service carriers.
Traveled SHJ-COK-SHJ last month. I have selected this flight because the holiday season started and IX was the
cheapest available from UAE to Kochi. After my disastrous trip by Air India last month on the same sector, I was
not expecting much from IX, but I should admit that I was surprised. Nice and clean aircraft with enough legroom,
polite cabin crew who were attending the passengers with a smile and on time take off and landing was part of the
surprise package. And all these were for half the price of the next available airline.
Rating : 6/10
DXB-PNQ-DXB. Check in was smooth at DXB T2 and I managed to get 1C. The plane from the inside looked a bit shabby
as most AI aircraft somehow do but I was happy for the extra legroom for my 6'3" frame. A very overweight couple
took seats 1A and B after smiling sheepishly at me. The man was overflowing into my seat. I saw that 1D was empty
and moved over. AIX served a flimsy cardboard box containing a sandwich, a small packet of banana chips, something
fried and inedible and a muffin. Strange assortment but better than nothing and welcome on a low cost carrier.
Unlimited water as well. Drinks are chargeable. Flight left about 30 minutes late but arriving into PNQ was a
breeze and I was home in 10 minutes after leaving the airport. Check-in in PNQ for the return leg was chaotic as
usual and the woman insisted my bags were overweight. I smiled a lot and finally, after I removed my laptop from
my hand luggage, she let me go through and even gave me a reclining exit row seat. The seat bottom was worn out
and the metal bar kept poking my rear. When I asked for a blanket (even a used blanket) I was told they had run
out of them. I avoided serious long term damage to my tailbone by moving and shifting through the flight. Same
food was served on this leg. Overall, it was good value for money. But basic maintenance, a word missing in
India's lexicon, could be better. Sitting on metal for 3 hours is no fun.
AIR INDIA EXPRESS review : 8 August 2009 by Rohit Fernandes
Customer Rating : 4/5
DXB-IXE. Boarded with apprehension but quite pleasantly surprised. Reasonably clean aircraft,
pleasant crew and food! Not bad for a budget airline and way better than Air India (the so
called full service airline). Have flown them a couple of times again on the same sector.
AIR INDIA EXPRESS review : 27 December 2008 : by M Haridas
Customer Rating : 3/5
I am regular passenger in UAE-Kerala route. Flights seems to be fairly reasonable compared to the
fare structure and clean. Crew helpful. But the snacks to be supplied as per the timing. On mid
night flights supplying banana chips and cakes really upset the stomach. Any toasted bread
sandwiches (veg or non-veg) would be more ideal which will not add up the cost to the airlines. The
fare calculation methods seems strange. Sometimes a person buying an online ticket far earlier
before 1 or two months pays more than someone take it on the day or previous day of the flight.
Also the taxes calculation. More basic fare is with less tax and vice versa. Recently the
cancellation charges have been increased to 35% which is really unbearable. It should be reversed
to 10% before 10 days and 15% prior to 24 hrs at least.
Air India Express- by Souk Lan Lim
24 October 2008 Customer Trip Rating :
Singapore to Calcutta return. An adequate performance from this budget carrier. The flights were on
time, the comfort was adequate, and the staff generally reasonably friendly. The only slight
downside was the quality of food offered in the snackbox - barely edible pastries and deep fried
cookies. However, the flight is only about 4 hours, so having little to eat wasn't a big problem.
The tickets were 50% cheaper than the only other carrier to offer non-stop flights on this route
(Singapore Air), so overall I was extremely pleased with Air India Express.
Air India Express- by Ramanathan Krishnan
27 December 2007 Customer Trip Rating :
TRZ to KUL via Chennai return. The aircraft was relatively clean on both sectors. Since this was the
only flight to Trichy from Kuala Lumpur, I thought it would be more practical to just take this
flight since there is no hassle of getting out into Chennai. However the transit procedure in
Chennai is terrible. We had to get on bus, queue up till everyone got off the plane and go though
security check again. For the price you pay, the service is not at all worthwhile.
Air India Express- by P Bhaduri
27 November 2007 Customer Trip Rating :
I paid INR 13,000 on IX flight from Kolkata to Singapore compared to about 21,000 in SQ. The
aircraft was clean, crew reasonably friendly. They served snacks on the flight. I would say if they
keep the aircraft clean and maintains time it's good value for money. I would have to fly few more
times to see if they are reliable!
Air India Express- by Ravi Shirodaria
26 January 2007 Customer Trip Rating : n/a
Used IX for a domestic flight from BOM-COK. I have to say for the fare I
paid I was not expecting much. A spotless aircraft and a hospitable
crew. Overall a very average airline, which offers value for money.
Air India Express- by Kurt Müller
6 May 2006
My third flight on IX (from Dubai to Cochin), and quite possibly my
last. It appears that there is no cabin maintenance at all. Most seat
cushions badly soiled - as if the plane had been used to carry
livestock. No paper or cloth covers for the head rests. Carpet in a
filthy and lamentable state throughout the cabin. At first I thought the
window I was sitting next to was covered in a layer of condensation. I
then found out it was a film of grease and grime, with the window frame
covered in a brownish substance containing lots of human hair.
30 November 2005
Air India Express from Cochin to Dubai on 25/11/05. Aircraft quite new
and thanks to being seated in one of two emergency exit rows, lots of
leg room. Despite travelling on a low cost airline, you nevertheless are
served a snack consisting of sandwich, cake, fruit juice, water, coffee
or tea. On the downside, the passenger next to me was allowed boarding
in a clearly less than sober state, and the crew continued to serve him
hard liquor throughout the flight (alcoholic beverages available on a
for sale basis). He even managed to complete the entire flight without
ever having availed of the seat belt. Also, despite being a non-smoking
flight, crew were quite relaxed at seeing the lavatories being used
continuously as smoking rooms - with the obvious and objectionable
result of extremely bad air quality in the cabin throughout the flight.
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Big Brother
Big Brother Top Story Big Brother Day 12: Who had a good day and who had a bad day? Which of the housemates had a good day in the house, and who struggled?
BB: More housemates win luxury privileges Big Brother: Is the romance over for Nick and Jade? Jade isn't the most popular housemate right now Big Brother Day 11: Good Day / Bad Day Big Brother: Nick and Jade spark romance rumours Big Brother: Sally and Amy get a telling off Big Brother: Sarah and Cristian row again Adjoa: 'God didn't want me in Big Brother' BB Day 10: Good day / bad day Big Brother's Adjoa on her 'p***y' talk Big Brother: Who's been evicted? Big Brother's task sparks row upon row Big Brother Day 9: Good Day / Bad Day 10 of the best ever Big Brother tasks Big Brother's Adjoa is not having much fun The Big Brother housemates are furious BB: Jade cashes in her Luxury Timebomb Big Brother Day 8: Good Day / Bad Day Watch BB housemate scream for mummy The Big Brother housemates are terrified Is Big Brother's Jack a cannibal? Not yet BB: Harriet, Cristian argue over arm wrestling Big Brother Day 7: Good Day / Bad Day Big Brother's Aaron regrets all the wine BB: Sarah thinks she could go this week BB's Jade is angry at being called superficial BB housemates face darkness for shopping task BB: Housemates learn what the public think Big Brother Day 6: Good Day / Bad Day Big Brother: Who's up for eviction? Everyone's crying on Big Brother tonight BB: Sarah thinks Chloe doesn't like her BB: Joel's confused about where eggs come from Big Brother's Aaron Frew really loves wine BB: Harriet calls Sarah a "very strong woman" Big Brother Day 5: Good Day / Bad Day BB: Harriet and Adjoa argue over eggs and crisps BB: Eileen gets emotional for a secret task Big Brother's Cristian dubbed "beautiful" Big Brother day 5: Aaron gets emotional


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Palace: Napoles brother may surrender to authorities
More News from Maila Ager
More News from INQUIRER.net
MANILA, Philippines– Janet Lim-Napoles' brother, Reynald "Jojo" Lim, might also surrender to authorities, a Palace spokesman said, quoting Napoles herself.
"I think, if I remember it right, si Ms. Napoles said hopefully the brother will also surrender," presidential spokesperson Edwin Lacierda said at a press briefing in Malacañang.
Napoles and her brother are facing illegal detention charges of whistleblower Benhur Luy but both went into hiding after a warrant was issued for their arrests.
Napoles voluntarily surrendered to President Aquino in Malacañang Wednesday night.
Unlike Napoles, whose P10 million bounty had been withdrawn, Lacierda said, the P5 million reward for the arrest of the brother would stay.
"He's at large, so the bounty exists for the brother," the spokesman said.
Napoles surrenders to Aquino—Palace
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Zaragosa, De Claro surge to 4-shot win
RUPERT Zaragosa fired a one-under-par 71, and partner JP De Claro salvaged a 74 for 145 in aggregate play yesterday as the tandem came from behind to win the men's title of the Meralco National Doubles Amateur (Closed) Championship at Wack Wack's West Course.
Zaragosa-De Claro was steady on a pressure-packed day as the pair overhauled a three-stroke overnight deficit to win by four shots over erstwhile leader AR Ramos and Miggy Yee for the centerpiece title of the event sponsored by Meralco and organized by the National Golf Association of the Philippines.
Zaragosa-De Claro tallied a 54-hole 283 counting 69s in the two-ball and foursome, even as Ramos-Yee closed out with 76s for 287.
Jobim Carlos and Jonar Austria never got it going and finished third after returning a 76 and 77, respectively, for a 289 total.
Carlos, a member of the University of San Francisco squad in the US NCAA, and Austria started the day just one shot behind Ramos-Yee.
Gabriel Manotoc carded a 74 and JR Gonzales, who was half of the winning tandem last year together with Carlos, closed with a 75 for 149, good for fourth place at 291.
Kristoffer Arevalo had a 72 and Raymart Tolentino added a 76 for 148 and a 295 total, giving the pair a whopping 16-shot victory in Group II over Paolo Uy and Patrick Uy.
The Uys tallied 163 for the day on the 78 of Paolo and the 85 of Patrick for 311.
Meanwhile, Princess Superal fired a flawless 67 and powered her tandem with Daniella Uy to 141, completing a rally from seven shots overnight and a two-stroke win over Felicia Medalla-Mia Legaspi in the women's division.
Superal canned four birdies over the final nine and Uy carded a 74 as the duo tallied 292 in the event backed by Pancake House, Titleist by Empire Golf, Pacsports and Golf Depot.
Legaspi returned a level 72 and Medalla had a 76 for 148 and 294 to finish second over second-day leaders Sam Martirez, who ballooned to an 80, and Marvi Monsalve, who closed out with a 79 a 159 and 303 overall. Musong R. Castillo
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If you're a good SharePoint Administrator, this should be your default answer for most requests that you receive. No, I'm not crazy, and yes, I'm serious. Don't believe me? Let me ask some basic questions:
What is the single most important job of any System Administrator? (Hint: It's not installing the software.)
Let me ask a different way: What is the one thing that an end users expects of a system more than anything else?
(seriously… think about it…)
The System Administrator for ANY system, including SharePoint, is very simple: Keep the system up, available, and usable, and secure. It doesn't matter what the system is… end users expect it to be there for them when they need it (and they always need it now). It's not installing more software, providing TPS reports (yellow only, please), answering phone calls, sending/responding to emails, updating facebook/twitter, or reading Slashdot or XKCD. If you're the Sys Admin, you have one job… protect the system. In general, this means maintaining existing functionality.
There are two evil, rogue groups of people (joking) that are your arch enemies in your one purpose in life: Business Users (including management), and Developers. Lets compare…
Or, to put it another way:
Trying to increase use while decreasing investment without any change in expectation.
Trying to introduce new system functionality without regard to existing configuration, performance impacts, testing, or architecture.
Trying to maintain existing functionality and performance despite a constantly changing baseline.
You could think of it this way: The business users and developers are constantly trying to do more with less, while the SharePoint Administrator is being held accountable for any negative experiences the end user may experience… regardless of cause. The goals of the business users and developers are fundamentally opposed to those of the SharePoint Administrator.
This also means that a good SharePoint Administrator (or really any system administrator) has one job: SAY NO. At least initially. :)
"I can't say No" you might be saying. I understand… and you might be right. Saying "No" outright can be a "career-limiting decision". So, instead of outright "No", it may be possible to help others come to your own conclusions… though you'll have to do your homework first. In some instances you may find that "Yes" is really the right answer anyway. As you review what you're being asked to do or implement, document the answers to the following questions:
What the business understands boils down to one simple statement: Increased Cost ($$$). If you can describe what the financial impact will be to the system and the company for the change being requested, the business can make a better decision about whether to move forward with that change. The business usually views this strictly from the view point of licensing, developer time, or the initial purchase… but in truth, there's almost always an operational impact to deploying a change. Our job is to quantify that operational impact, in dollars, so that the business can decide whether the new functionality is worth it. If the business decides it is worth it, then you can say yes because you're going to receive enough funding to compensate for the change. If the business isn't willing to fund at the level necessary to support the change, then the business is effectively telling you that they don't want the change, or they are willing to accept a reduction in the level or quality of service. If someone says they are willing to accept the reduction of service, you should point out that you're going to quantify and advertise the reduction in service to all of the end users. The goal here isn't to be a jerk… but rather to either set expectations appropriately with the end user community, or to make the acknowledge that they're not really ok with a reduction in service.
The main point is, if the business is willing to back up their request with funding such that you, the administrator, can meet the current and ongoing expectations of your end users, then by all means, say yes. More often though, when faced with the financial reality of the request being made, many business will simply say "never mind" and move on or find a different way. Occasionally someone else will say yes without factoring all of this in. Look for the person that's afraid to take a vacation and is constantly complaining about the business making unreasonable requests of them… that would be where the request landed. :P
Well said, Mr. Mullendore! I think one of the insidious challenges here is for people in a dev-ops role where the system administrator is also the developer! Not every business has figured out that these need to be or should be separate roles!
Great post. I'm explaining this a lot as well. A good parallel to draw is that a SharePoint support team is really a service provider.


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High School vs. College
How to Help Your College-Bound Student
Guidelines for Documentation of a Learning Disability in Adolescents and Adults
Guidelines for Documenting Attention Deficit/Hyperactivity Disorder
Helpful Web Sites
IEP Diplomas
College can be exciting for you and your child. It can also be a little scary. There is a big difference between a parent's involvement in the k-12 system and college. There are no more annual meetings where you get to help with the planning of your student's next year. College personnel talk to your son or daughter instead of to you. In college, students are considered to be adults and are treated as such.
Many parents find this an abrupt and uncomfortable transition. Here are some ways that high school and college are different:
In high school:
In college:
Teachers call you to tell you how your child is doing.
Professors will not contact a parent if a student is having difficulty. Students are expected to know how they are doing and to seek assistance if they are having problems. The college is not permitted to release information about a student's academic progress.
Parents are included in the Committee on Special Education annual review to plan for the next phase of their child's education.
Students are expected to do their own planning. This includes deciding which degree to study for and which courses to take each semester. Advisors do not consult with parents about a student's schedule.
Reports cards are available for parents to review.
Grades are sent to the student. Parents see grades only if their child shares them.
The laws governing special education guarantee all children an education.
The laws guarantee a student access to programs. They do not guarantee success.
Students receive help from specially trained teachers during scheduled times.
There are no resource rooms or other segregated services. There is no one assigned to ensure that the student uses the resources available to him or her. The Learning Disabilities Specialist reviews documentation and provides students with letters outlining their accommodations. Students must then meet with their instructors to arrange to receive the accommodations.
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Start the process early. Your student will have to provide documentation of the disability in order to receive services.
Help your student look for colleges that offer programs he or she wants to pursue. Collegeboard.com is a Web site that can help students find colleges that fit their study goals.
Look for a good fit between the student and the college. Does your student prefer an urban setting? Is a large university the most appropriate?
Investigate disability services at the colleges. Decisions should not be based solely on these services, but the kind of support available (general as well as for disabled students) should be investigated.
Encourage your student to take the initiative in researching colleges. They will be required to be independent and do things for themselves. It is better to develop these skills before arriving at college.
Review the College Catalog and Student Handbook with your student to ensure he or she understands degree requirements, registration procedures, satisfactory academic progress, financial aid information, etc.
Transition to College
College Search
Learning Disability and Attention Deficit/Hyperactivity Disorder Information
IEP diplomas are not equivalent to Regents diplomas or a GED. A student who leaves high school with an IEP diploma has met the goals set forth in his or her IEP, but has not met the requirements for graduation as required by New York State. The IEP diploma does not meet the entrance requirement of most colleges that incoming students be high school graduates.
Hudson Valley Community College accepts students who are not high school graduates and do not have a GED. However, the student must meet an Ability to Benefit test in order to receive financial aid, and will be enrolled in a general course of study as outlined by New York State. This course of study requires the student to complete 24 credits of college level courses in several areas including English, mathematics, natural sciences and others.
Students who wish to enter college with an IEP diploma are advised to consider carefully the demands of the 24 credit hour program. Additional academic preparation before entering college might be advisable.
For more information on entrance requirements and IEP diplomas, please click on the following link http://www.ccdanet.org/ecp/resources/suny_and_iep_diploma/


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Just some nitpicking since your spell checker did something. It's Dark Thaumaturgy (It's a real word, Greek for 'miracle work') and Fires of the Inferno rather than Lure of Flames.
The fire wielded by infernal mages need to be green in order to stick with PnP or be blue and sparkly like the fire Andrei and the Sabbat Tremere use if you want to be consistent with the vanilla game.


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Contact Us Today!
To schedule an appointment with a design consultant
877-278-0584Email Us
When it comes to where you buy new marble, granite or quartz countertops, you have plenty of companies to choose from. At Premier Surfaces, you'll find the best of both worlds. Our process includes handpicking the best materials from local suppliers and importing slabs directly from the granite quarries to provide a huge selection of unique and exclusive granite and marble countertops – all of which are offered at great values.
Stop in and let one of our friendly and talented design consultants help you find the custom design countertop of your dreams.
Summer is fast approaching, but you still have enough time remodel your existing outdoor kitchen. Here are few simple upgrades that will make a huge impact on your outdoor kitchen remodel.
Many people spend more time in the kitchen than almost any other room in the house. That's why it's important to take special care when designing and maintaining your kitchen. Finding the best and most beautiful countertops will enable you to put together a kitchen that's both attractive and original. Continue Reading
The Premier Surfaces team is dedicated to your ultimate satisfaction. We will work with you from the beginning of your project until the end, perfecting the design, selection, fabrication and installation of your countertops. When you visit our Atlanta, Birmingham, Chattanooga or Huntsville granite showrooms, you can see for yourself the top-of-the-line technology we use to design and create your countertops.
While other companies use inexperienced day laborers, all of our installers are full-time, fully trained employees. From materials to personnel, we only associate ourselves with the best so that you can enjoy complete peace of mind. We are also OHSA compliant and the only countertop fabrication company in Georgia accredited by the Marble Institute of America (MIA).
When you're a four-time winner of the Consumers Choice Award and your walls are lined with testimonials from happy customers, you're not afraid to brag a little. However, we don't want you to take our word for it when we say that we are the best; we want you to experience it for yourself.
If you are looking for low quality, discounted Atlanta, Alabama or Tennessee granite countertops that you will be embarrassed to show your friends, we are not the company for you. However, if you are looking for a fun shopping experience and a stunning addition to your home décor that will make eyes pop and jaws drop, contact Premier Surfaces today or drop by any of our showrooms and we will help you find the perfect countertops for your home.
Headquartered in Atlanta, our countertop showrooms in Atlanta, Birmingham,Chattanooga and Huntsville are open to the public and boast the largest selection of slabs available at any fabricator in the region. We are able to offer you a selection that is simply unmatched; whether you are looking for granite, marble, soapstone, quartz, wood, metal, recycled glass and concrete countertops, Premier Surfaces has the perfect countertop for you.
We provide tile backsplashes, sinks, faucets – everything you need to create the perfect look for your kitchen, bathroom vanity, basement bar or outdoor kitchen. However, what truly sets Premier Services apart from other Alabama, Atlanta or Tennessee granite countertops manufacturers is not only our incredible selection, but also our exceptional service.


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Latest FoodNetwork.com Stories
IRVINE, Calif., Aug.
On Thanksgiving Day, crown your feast with a delicious dessert, complements of the experts at FoodNetwork.com.
Whether you're looking for traditional stuffing recipes like your Mom made or innovative new versions, FoodNetwork.com has stuffing recipes to help create the perfect Thanksgiving celebration.
Nielsen Online's recently released traffic numbers for October 2008 have put FoodNetwork.com on top of the Food & Cooking category for the 28th consecutive month. FoodNetwork.com finished October 2008 as the No. 1 Web site in Food & Cooking with 8.6 million unique users having visited the site.
Add one more item to your list of things to be thankful for this Thanksgiving -- FoodNetwork.com's one-stop Thanksgiving page, the best place on the internet for Thanksgiving recipes.
Endeca Technologies, Inc., a search and information access software company, today announced that SN Digital - the interactive division of Scripps Networks, the leader in lifestyle media, and home to Web sites including the No. 1 content site in home, HGTV.com, and the No.
FoodNetwork.com has held the No. 1 spot in Nielsen's Food & Cooking category for 26 straight months. Now, the site heads into the popular holiday season by unveiling a new chapter, an all-new FoodNetwork.com.
Scripps Networks Corporate Communications: Jerilyn Bliss, 865-560-4181 email@example.com or Kristin Alm, 865-560-4316 firstname.lastname@example.com Logo: http://www.foodnetwork.com Newly released Nielsen Online numbers show that FoodNetwork.com completed June 2008 with a unique audience of 8.3 million users making it the No.
Whether you're mindful of healthy cooking or need ideas for simple meals on a shoestring, FoodNetwork.com has a heaping helping of tips and recipes in the form of exclusive new original Web series "Conscious Cooking" and "Easy Meals, Good Deals." Many people find it difficult to maintain a "casually healthy" yet fun lifestyle in the face of day-to-day eating temptations.
- To say in too many words; to express verbosely.
- To express in too many words: sometimes used reflexively.
- The leading idea or a repeated phrase, as of a song or ballad; the refrain; burden.