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Fleet Management Training document sample
VEHICLE FLEET STRATEGY JUNE 2007 NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY CONTENTS 1. Introduction 1.1 Aim 1.2 Objectives 2. The Strategy - Meeting operational demand 2.1 Service Provision 2.1.1 Key Customer Services 2.1.2 Service Level Agreements 2.1.3 Charges 2.1.4 Alternative Service Provision 2.2 Vehicle Acquisition 2.2.1 Vehicle Evaluation and Approval 2.2.2 Vehicle & Equipment Specification 2.2.3 Fleet Matrix 2.2.4 Procurement 2.3 Vehicle Replacement & Disposal 2.4 Fuel 2.5 The Environment 2.6 Performance Monitoring 2.7 Collaboration 2.8 Resource Management 2.8.1 Staff 2.8.2 Sites and Security 2.8.3 Systems – Computer and ISO 9001:2000 2.8.4 Budgetary Control 3. Management of the Vehicle Fleet Strategy Appendix Fleet Services & Supplies Staff Organisation Chart - December 2006 IP / FM; 19/04/2011 2 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY 1. INTRODUCTION 1.1 Aim The aim of Fleet Services is to provide a fit for purpose, safe, reliable and cost effective vehicle fleet, enabling Surrey Police to deliver optimum policing services. This Vehicle Fleet Strategy seeks to provide an overarching reference which entwines key vehicle- related policy strands into a coherent structure. 1.2 Objectives To achieve the aim of this Strategy, key objectives for Vehicle Fleet Services have been set, as follows:- To maintain cost-effective and timely processes for repair and maintenance, commissioning, decommissioning and disposal of the vehicle fleet (see 2.1 below). To identify and meet the transport needs of Surrey Police, for operational and support functions (see 2.2 below). To maintain an efficient and effective vehicle fleet, ensuring vehicles are replaced by following optimum replacement cycles (see 2.3 below), in line with the Asset Management Strategy. To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Fleet Management Groups (see 2.4 below). To protect and enhance the environment, supporting the concept through Fleet Services Environmental Policy (see 2.5 below). To continue to develop and communicate Service Level Agreements in association with the Vehicle Fleet Management and Vehicle User Groups (see 2.6 below). To extend opportunities for collaboration between Forces in the Region and nationally for the benefit of Surrey Police (see 2.7 below). To maximise output from the most cost effective solutions (see 2.8 below). IP / FM; 19/04/2011 3 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY 2. THE STRATEGY – MEETING OPERATIONAL DEMAND 2.1 Service Provision Objective - To maintain cost-effective and timely processes for repair and maintenance, commissioning, decommissioning and disposal of the vehicle fleet. 2.1.1 Key Customer Services Servicing, repair and maintenance, fitting-out and decommissioning of fleet vehicles. Servicing of cars and vans every 9,000 miles and motorcycles every 4,000 miles, or every six months, depending on which occurs first Fitting-out of new vehicles to meet approved operational specifications, produced in conjunction with the Vehicle User and Vehicle Fleet Management Groups. Repair and maintenance work is undertaken as required by vehicle users and in accordance with the ISO9001:2000 Quality System and national standards. Storage and safekeeping of seized vehicles. Maintaining full and detailed records of each vehicle's history. Timely collision repairs are arranged in liaison with insurance and repairers. Procuring and disposing of vehicles and equipment in a timely and cost effective manner using national collaborative contracts where possible. Decommissioning vehicles at the end of their useful lives, removing police equipment and livery prior to pre-sale roadworthiness checks. 2.1.2 Service Level Agreements (see table on the next page) 2.1.3 Charges Users are charged monthly through their Finance Officers, one month in arrears, based on a different hire charge for each category of vehicle. Seized vehicles or equipment / plant stored at Stonebridge are charged on the basis of a daily flat rate. Charges for equipment and other approved (by 14/17 request) non-stock transactions are also listed and charged back on a monthly basis. Statements detailing vehicles in use and any additional charges are issued to divisional / departmental budget holders, who have 14 days to check prior to the appropriate sum being charged to the budget code shown. Charges are recalculated annually based on the costs within the separate vehicle roles. IP / FM; 19/04/2011 4 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED Service Standard Target 1. Vehicle servicing is carried out every 1. To complete scheduled services within 1 9,000 miles for operational 4-wheeled working day, where vehicle is left by 9.00hrs. To 1. 80% of all servicing and repairs are vehicles, 4,000 miles for motor cycles or supply pool / courtesy car to substitute for completed within one day every six months, depending on which frontline operational vehicle, where available. occurs first. 2. Repair and maintenance work to be 2. To complete emergency repairs / non- 2. Above 94% availability of frontline undertaken as required and in accordance scheduled work within 1 working day. Priority operational vehicles with the ISO9001:2000 Quality System. given to frontline operational vehicles. 3. Maintaining vehicle data to maintain 3. Vehicle and fleet related data available upon 3. Open access for approved users to records of the vehicle fleet history. request vehicle records via the web portal 4. a) If no Assessor is required, a repair order is 4. Arranging vehicle incident / collision sent to the repairer and user Div/Dept notified. 4. a) Within 1 working day repairs in liaison with users and service b) If an Assessor is required (estimate over b) Within 4 working days providers. £1,500), the Repairer and user Div/Dept are notified on receipt of the Assessor's report 5. Vehicles checked and maintained in 5. Storage and safekeeping of seized 5. Vehicles to leave in similar condition as reasonable condition, subject to restrictions (keys vehicles. received. for access, evidence, etc.). 6. Customer Service arrangements; Open hours, all sites:- 8.00 – 16.30hrs Monday - Friday 8.00 – 13.00hrs Saturday - using Group e-mails to log vehicle details 6. To answer the telephone within 4 rings via 65/1e on Surrey Forms tab 6. To respond in a timely and effective manner or respond to Voice Mail / e-mail, for - Saturday opening prioritises frontline service/repair enquiries during working operational vehicles hours, within 2 hours. - Vehicles may be collected or delivered to all sites out of hours using special arrangements / key boxes provided - For Stonebridge, Divisional keys for site access are available. SURREY POLICE VEHICLE FLEET STRATEGY – 2.1.2 SERVICE LEVEL AGREEMENTS NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY 2.1.4 Alternative forms of Service Provision Fleet Management are responsible for ensuring best value of the vehicle maintenance and repair activities. To this end, benchmarking data continues to be developed to evaluate and assess viable alternatives to in-house provision of fleet services. This includes comparison with other Forces and external suppliers. External garages are used for warranty work and can be used for possible contingency repairs. Vehicle bodyshop repair facilities at approved outlets are used for collision repair and the work checked by Fleet Services for compliance with standards. Warranty repairs are undertaken externally wherever possible to take advantage of the cover provided by manufacturers. 66% of the vehicles are fitted-out through our own Commissioning Bay. The heavier construction work is outsourced to manufacturer based specialists to gain product liability cover. All vehicles are finished through Surrey Police workshops for number plates, tax, livery, equipment checks, IDR calibration and the like. Where possible, police equipment such as blue lights, switch panels and relays, IDRs, equipment cages and sirens are re-used, to make significant cost savings. The use of Radio Engineers on the main site to install other equipment is a cost-effective solution to augment the in-house commissioning and ensures that the costs, security implications and logistics associated with transferring police equipment to external firms are reduced. 2.2 Vehicle Acquisition Objective - To identify and meet the transport needs of Surrey Police, for operational and support functions. 2.2.1 Vehicle Evaluation and Approval. In conjunction with the Vehicle User Group (VUG) and Vehicle Fleet Management Group (VFMG), new and alternative vehicles are evaluated and the results collated according to the Vehicle Evaluations procedure. This allows users to test their relative strengths for the designated Police role. This will be matched with the financial case to provide objective data for the comparison of options available and ensure that Surrey Police have the best value and fit-for-purpose vehicles. Additions or changes to the fleet follow the method set down in the pro-forma request 'Additions to Vehicle Fleet' (Form 65/17). This ensures that a formal justification is evidenced and placed in context of the Fleet Strategy, plus is authorised by operational and financial managers. It also entails matching the vehicle request to the Fleet Matrix to comply with Force and Health & Safety requirements and ensure that the vehicle is fit for the purpose of the designated operational role. All requests are channelled through the VFMG as the executive approval body. Where capital funding is necessary, approval of the Surrey Police Authority is sought for a place in the annual Capital Bid with the Vehicle Replacement Programme (outlined in 2.3 below). Appeals may be forwarded to the Chief Officer Group (COG). IP / FM; 19/04/2011 6 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY 2.2.2 Vehicle & Equipment Specification Selecting effective vehicles for the wide variety of police roles is a complex process that takes into consideration a number of factors such as:- - existing fleet mix - parts availability - technical expertise - manufacturer support - specialist tools - fuel type - performance - load capacity - vehicle evaluation by Force personnel - suitability for role - environmental considerations - vehicle whole-life costs - Health & Safety aspects of prisoner transportation - compliance with National Association of Police Fleet Managers (NAPFM) / National Police Improvement Agency (NPIA) stipulations which ensures testing for handling and braking for police use, for radio interference and conformance with police contract requirements Incident Data Recorders (IDR, otherwise known as 'blackbox') are put in all vehicles to provide data for integrated collision management forged with the Risk Management, Force Driving School and Police Vehicle Incident Unit that is managed through the Police Vehicle Incident Management Group (PVIMG) and Driver Permit scheme. The aim is to manage the risk associated with vehicle use and driver behaviour. IDRs provide accurate data to improve information for internal use and for collision investigation which allows speedier action and reduced insurance costs. Marked police vehicles provide one of the greatest opportunities for Surrey Police to provide a visible presence and reassurance to the public. Wherever possible, all frontline vehicles will be white in colour and marked-up in Battenberg livery, including the corporate Surrey Police logo as recommended by the Home Office Scientific Development Branch. 2.2.3 Fleet Matrix The practical application of the Fleet Strategy is encapsulated within the Fleet Matrix which has been devised to clarify Force policy and how it is manifest in the different categories within the vehicle fleet – and is a Surrey Fleet Services innovation that is being adopted by other Forces. The Fleet Matrix divides the fleet by the different operational national role, shows whether livery is applied, the vehicle driving classification, pursuit mode, how Surrey Police use it, the approved vehicles within the role and replacement criteria. There are Fleet Matrix sections to delineate fixtures and fittings that form part of the commissioning and items of equipment that are locally placed in the vehicle for operational use. The Matrix is maintained using the technical input of the VUG and PVIMG and authorised through the VFMG. 2.2.4 Procurement Vehicle funding options are being developed to capitalise lease vehicles through purchasing, thereby reducing revenue costs. This will ensure better control over vehicle IP / FM; 19/04/2011 7 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY numbers, use and location by bringing lease vehicle acquisition into the 'Additions to Vehicle Fleet' process. Vehicle acquisition follows the Vehicle Replacement Policy at 2.3 below and conform to Surrey Police Contract Standing Orders. Fleet management takes advantage of the Home Office Standing Offer arrangement with manufacturers for all vehicle acquisition, to conform with NAPFM / NPIA contracts as given in 2.2.2 above. Fleet Management strive to achieve economies of scale and other savings by using national contracts wherever feasible, to take advantage of preferential purchasing terms. Vehicle hire for short-term contingencies is available through a central procurement contract to allow for local call-off in conjunction with Departmental and Divisional Finance Sections. 2.3 Vehicle Replacement & Disposal Objective - To maintain an efficient and effective vehicle fleet, ensuring vehicles are replaced by following optimum replacement cycles, in line with the Asset Management Strategy. Vehicle acquisition, utilisation and disposal policies follow best practice encompassed within the Asset Management Strategy to ensure Surrey Police provides value for money services. The annual Vehicle Replacement Programme is based on predicted vehicle usage over the forthcoming year. Vehicles that reach the vehicle replacement criteria based on mileage and age (set out in Fleet Matrix Part 1) are listed for replacement and the results checked and collated to form the Capital Bid. The criteria ensure that the optimum combination of age and mileage is reached, taking account of the cost of repair and maintenance and level of commissioning to obtain best value. Vehicles with an average usage of less than 200 miles a month for a period of six months are not automatically replaced within the Vehicle Replacement Programme. These are identified through regular vehicle utilisation monitoring by VFMG. Changes to specification are built in to the replacement programme to ensure that the latest technical and safety features are included where necessary (such as ABS, EBD, parking sensors and IDRs). Changes in operational requirements are programmed in to the next year's plans for acquisition via the Police Authority approval of the Capital Bid. Once they are de-commissioned, vehicles are sold at auction. This safeguards Surrey Police from risk through our own vehicle safety checks, from consumer legislation by using an auction house and from possible use for terrorist purposes by removal of equipment and livery whilst in our care. IP / FM; 19/04/2011 8 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY 2.4 Fuel Objective - To review developments and opportunities in fuel types and carry them through to the vehicle replacement policy and procurement strategy in conjunction with the Vehicle User and Vehicle Fleet Management Groups. A key factor in determining the vehicle replacement and acquisition policy is the Force fuel strategy. Alternative fuels, along with other technical enhancements will be reviewed as developments and opportunities arise to maximise budgetary and environmental benefits, in line with the operational requirements of the Force. Fleet Management, in liaison with the fuel card contractor analyses and communicates to budget holders data on fuel use trends, costs and options. This enables information to be shared and fuel use to be better managed. 2.5 The Environment Objective - To protect and enhance the environment, supporting the concept through Fleet Services Environmental Policy. Fleet Services seeks to reduce the adverse environmental impact of our activities, including air, land and water pollution, noise and despoliation. We aim to encourage the efficient use of resources through the minimising of waste and through the conservation, re-use and recycling of resources wherever possible. For example, through the procurement of vehicle maintenance products that aid the reduction of harmful pollutants. Fleet Management works with vehicle manufacturers to keep abreast of advances in technology and alternative fuels such as LPG, Bio-Diesel, Bio-ethanol, Electricity and Hydrogen and how they are presented through bi-fuel, hybrid or fuel cell vehicles. The evaluation of new developments in vehicles will be assessed in terms of operational fitness for purpose, ease of maintenance, ease of use and environmental impact. We are developing benchmarks using environmental impact assessments carried out for each site to include energy use against targets, the level and type of waste produced and the proportion recycled, vehicle evaluations for environmentally beneficial alternatives, measurement of CO2 and other vehicle exhaust emissions, plus the logging of fuel types and quantity used by the Force. This will enable Fleet Management to recommend more environmentally friendly vehicles for each role. 2.6 Performance Monitoring Objective - To continue to develop and communicate performance indicators in association with the Vehicle Fleet Management and Vehicle User Groups. Key performance indicators, set out in 2.1.2 above, are monitored to ensure that Fleet Services can demonstrate the extent to which operational expectations are met. Such key performance indicators are constantly being enhanced in conjunction with the VFMG and changing demands. IP / FM; 19/04/2011 9 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY Surrey Police participates in the National Benchmarking process in conjunction with the National Association of Police Fleet Managers (NAPFM). This enables Forces to compare and contrast data on a range of activities relating to all aspects of Police fleet services, including vehicle reliability, turnaround, availability and whole life costs. Fleet Management are participating in the NAPFM Best Value / Benchmarking Group to improve national indicators and to ensure that Surrey Police stay in the forefront of developments. Customer feedback is provided through the VUG, VFMG and PVIMG to ensure that fleet services are reviewed and improved to support operational policing. Performance indicators are also communicated to senior representatives of all main users through the Vehicle Fleet Quarterly Report. The fleet management system (Tranman) allows for the development of performance indicators and Service Level Agreements between the Vehicle Fleet section and our internal customers. This also provides a basis for feedback and review within the continuous improvement cycle of the ISO 9001:2000 Quality System under which Fleet Services operate. 2.7 Collaboration Objective – To extend opportunities for collaboration between Forces in the Region and nationally for the benefit of Surrey Police. Surrey Police Fleet Management makes use of collaborative opportunities through NAPFM to improve standards and standardisation between Forces and reduce costs through economies of scale wherever possible. Collaboration with training, contracts, apprentice schemes and workshop issues are current examples of successful on-going projects. Compliance and assistance with NAPFM / PITO/NPIA contracts enhances collaboration, reduces costs and improves safety and conformity through nationally agreed specifications. 2.8 Resource Management Objective – To maximise output from the most cost-effective solutions. 2.8.1 Staff – see Organisation Chart Appendix 1 Fleet Services staffing have been developed to support operational demands. As the fleet has grown, the organisation has been modified to reflect a more customer-focussed environment with the introduction of a Vehicle Services section to co-ordinate collection and delivery for repair and maintenance, plus all the services associated with maintaining the vehicle fleet – including liaising with the Divisional Fleet Co-ordinators, suppliers, workshops, recovery firms, pool/courtesy car issuing and the like. Commissioning is a growth area as a result of higher levels of equipment going into vehicles and ever more sophisticated electronic devices. An illustration is seen with IP / FM; 19/04/2011 10 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY IDRs. IDR fitting links the main vehicle functions to the 'Black box' which has to be calibrated before issue – a whole area of work that did not exist before 2004. Contingency and succession plans to back up behind key staff for added resilience and to meet extra demands from increasing fleet size and changes in operational policing have been initiated. From this, a successful Apprentice Scheme working with Waverley Training has been devised to allow up to two trainees at a time which provides resilience and experience for trainers and trainees. One of these students is now a full-time employee and another is likely to follow. A Training Programme is in place to ensure that staff are proficient within the changing technology and able to operate the latest equipment on the latest vehicles. We have staff trained to cover First Aid, Fire Marshalling, Health & Safety and Fleet Management, along with the technical training of the vehicle mechanics, including MOTs. 2.8.2 Sites & Security Fleet Services workshops are strategically placed to support Surrey Police operational needs; from Godstone in the East, Woking for the North and Stonebridge, the principle site for the South and West. The two satellites at Woking and Godstone provide local repair and maintenance functions, with the full range of services carried-out at Stonebridge. The workshop locations were endorsed by external consultants in 2005. The main site utilisation plans have been developed to ensure that the varying demands of all site functions, including Radio Engineers, Repair & Maintenance, Commissioning, Decommissioning, Seized Vehicle storage and Uniform & Equipment Stores (Supplies section) work together to make best use of the facilities and optimise the available space. Site and vehicle security is constantly under review to ensure that risks are identified and managed in line with best practice and National Counter Terrorism Security Office recommendations. 2.8.3 Systems – Computer and ISO 9001:2000 Significant improvements to the software, data input and reporting have been made with the computerised fleet management system in the last three years. This enables better vehicle service and management. A variety of KPIs are used for monitoring of vehicle downtime, frontline vehicle availability and vehicle utilisation, to give a few examples. KPIs are reviewed to stay abreast of changing demands such as the need for more sophisticated environmental indicators which are being developed. Direct access to the computerised fleet management system through a web portal has been developed to allow users to have direct access to view vehicle inventory details and progress through the workshops. This will continue to be upgraded to improve the benefits for users as opportunities arise. The three Fleet Services workshops have had the longest continuous quality system in place in Surrey Police and continue to comply with the requirements of ISO 9001:2000. IP / FM; 19/04/2011 11 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED SURREY POLICE VEHICLE FLEET STRATEGY This ensures that we have the right training, equipment, reference material, calibrated tools plus the documentary evidence to prove it. 2.8.4 Budgetary Control Fleet Management operates a balanced-budget mechanism whereby the revenue cost of the Fleet Services is matched by income. The level of charges for each user relates to the quantity of vehicles held in the key vehicle groups, representing the main operational categories. This allows the users with cheaper vehicles that are less expensive to run, to pay less than those with expensive transport requirements. Monthly reports depicting the latest vehicles in use are disseminated to budget holders by vehicle user and budget code for the full range of services provided by Fleet Services. The rationale behind the budgetary information disseminated is for ease of use and transparency of charges. External income is off-set against expenditure to lower the monthly charges for internal users. This income is for work undertaken for outside bodies such as South Coast Ambulance and SOCA and is carried-out without compromising the operational needs of Surrey Police. 3. MANAGEMENT OF THE VEHICLE FLEET STRATEGY Responsibility for achieving the objectives in the Vehicle Fleet Strategy rests with the Head of Fleet & Supplies who reports to the Director of Finance & Services (DFS). Achievement and progress of outcomes from the Strategy will be monitored by DFS using the objective setting and review of the PDR process. Operational matters are referred to ACC Territorial Operations, policy matters through the Vehicle Fleet Management Group (VFMG) and technical matters through the Vehicle User Group (VUG) and the Police Vehicle Incident Management Group (PVIMG) (for Terms of Reference for these Groups see Fleet Services intranet site). Fleet Management will continue to ensure the provision of services to match the varying levels of demand in a challenging 24/7 service environment. Examples of increased supply of services already include Saturday opening, additional overtime, use of RAC for roadside assistance, giving frontline vehicles priority, replacing frontline vehicles that have been written-off sooner and using pool cars to back-up key operational roles - all resourced within the balanced budget of this cost-centred section. Ian Plumridge Head of Fleet & Supplies IP / FM; 19/04/2011 12 of 13 D:\Docstoc\Working\pdf\4d726a32-3895-49b0-b64e-92281f3aa556.doc NOT PROTECTIVELY MARKED APPENDIX TO VEHICE FLEET STRATEGY Director of Finance & Services Head of Fleet & Supplies Quality Management Representative Divisional Fleet (Vehicle Recovery Co-ordinator (4) Manager) Vehicle Service Systems Analyst Supplies Manager Manager Senior Fleet Administrator Fleet Services Vehicle Service Admin Supplies Assistant Assistant (2) Foreman (2) (3) (1) Vehicle Fleet Vehicle Technician Apprentice (2) Fleet Admin Storekeeper (2) Stonebridge (7) (1) Godstone (2) Woking (2) FLEET SERVICES & SUPPLIES STAFF ORGANISATION CHART – JUNE 2007 NOT PROTECTIVELY MARKED
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William V Wright Elementary School - Las_Vegas, NV
William V Wright Elementary School - Las_Vegas, NV
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School Name
District Name
William V Wright Elementary School
8425 Bob Fisk Ave
Las Vegas, NV 89178
(702) 799-5701
Clark County School District
School Head Official
Betty Roqueni
Students Getting Free Lunch
I have to say that I am so happy to be out of this school. I have had to keep quiet the past few years out of fear of retribution. The past two years have been the WORST ever. The only good thing about this school is if you are lucky enough get one the outstanding teachers they have. But it is becoming harder and harder to get one because they are slowly packing their bags for greener pastures. The problems at this school all stem from the top. I personally know that many parents have expressed concerns with the sanitation of the school and it never has, and probably never will be addressed. What a filthy place for our children to have to spend their day. Dirty lunch tables and floors, no toilet paper or hand towels in the bathrooms, walls are never cleaned, the list goes on and on. The overcrowding at this school needs to be addressed but hasn't for the past three years. And finally the traffic. Absolutely nothing has stuck in any efforts to improve the traffic around the school. My children and I are looking forward to another school year , NOT at this school.
My daughter started attending this school 2011/2012. She absolutely loved it! The teacher she had was wonderful. Its amazing what one year of schooling can do. We were fully updated by voicemails from the principal and letters sent home of upcoming events and news. The only complaint I can come up with is the traffic situation. However I believe it's more the drivers faults than the school when it comes to the danger of our children. We are looking forward to another fabulous school year!
Wright Elementary has been a big disappointment because of the lack of communication and concern from teachers and principle. The traffic picking up kids is absolutely horrible and doesn't seem like any changes will be made regardless of one of the students was hit by a car last month.
I feel this is by far the WORST school in CCSD! No communication from teachers, rude teachers, a traffic mess, NO ORGANIZATION. I'm just counting the days to get my kid out of this school. And the PTA...they think they run the school, they demand the students to sell a required amount..granted I know the schools need money but as a parent whom is struggling (in the economy with no job) I can not purchase everything they send home. And where does the money go??It seems the parents are asked to supply the school from the most basics (copy paper) to everything. My son came from a school that was the best school to this mess. How can one school be so good and another be so bad???
Going into our fourth year here...I can see they are trying to make improvements with the traffic and safety issue, however with the amount of kids here, it may be a losing battle. My child will never walk to or from this school because it is simply not safe. And it's not only the school's fault...it's more about rude and unsafe drivers at drop off & pick up. The teachers are great. Mrs. Lane has been our favorite so far. She gives the kids a great foundation, we hope to get her again with our second child!
William Wright is a great school with great administration and staff and a great PTA. It is very unfortunate that parents do not want to get involved in their childs' education. PTA has only a minimum number of members and volunteers helping out. I personally receive a phone call or an email from PTA Board to help out when there is an event, so I will have to disagree with the comment about not getting phone calls!!! Everyone likes to gripe and get upset. Instead, GET INVOLVED!!!! I helped out during fall festival and a couple of dances they sponsored, and the ladies were great. Very nice, and helpful. My children have gone there since the school opened 4 years ago.
The teachers are magnificent; they go above and beyond and teach each child as an individual to insure their education experience fits their needs to strive for success.
I'm going to have to ditto everything in the previous post. My daughter has been at Wright since it opened-4 yrs ago. We've been very fortunate to get the teachers we've wanted every year, and these fabulous teachers carry the school. I'm pleased with the Honor's Choir, Chess Team, and GATE program...all of which my daughter participates in and are quality programs. On the other hand, student safety is in jeapordy everyday, as there are no crossing guards, the kids play chicken with traffic. The PTA has had my name for 4 years now and has not contacted me once, so instead I volunteer independently through my child's classroom teacher. Another con is that track 5 kindergarten is full day only-$300 a month. So, if you have an older child on track 5 and one entering school, you'll have to plan on them being on different tracks-or pay $300/mo.
Been here for 2 years now. The good: 1.We have had 2 really good teachers...if we hadn't have been lucky enough to get these teachers, we would have put our child in private scool already. 2.The extracurricular events are fun, although I'm not sure what the turn out will be now that the school doesn't send home a monthly newsletter. The bad: 1.Traffic. I've seen many close calls with the kids in the street and fear for thier safety. No sidewalks, no crossing guards, and a no parking zone all around the school. 2.The PTA. Yes, same group of ladies because they do not want any help. I've been a member 2 years and the only time they ever called me was to help with the fall fest, and they were rude to me when I helped with a booth! Outdated website, no meeting info, I tried to help. We'll see...
My child has attended this school now for 2 years and the teachers have been wonderful! In fact they have actually been quite demanding in the way they challenge the kids to do better! The principal isnt the best but she means well. She really does care about the kids genuinely! The PTA is wonderful, they are very involved and the school offers a lot of great extra curricular classes too like spanish, dance, art, drama, etc! Unfortunately the schools hands are tied when it comes to traffic directions and crossing guards since the county controls that and no one will bother to volunteer to be a crossing guard! The PTA has been the same 7 ladies for 3 yrs now also because other parents will not get involved. The parents will complain constantly but they will not bother to help out when push comes to shove.
Communications, in general, is very poor. Little interaction, from what we can tell, among teachers, parents, and the administration.
Since this school opened up my child has attended. She is a very bright kid. This school from its front office staff (who are very rude) to the way bullies and how teacher react to the children and parents is poor.. This school is way over crowed and the teachers that are not native nevadians ( which is most) are recent transplants and really are thrown in to the class's with little training or help. I have been lucky with the teachers but it is concerning the lack of communication there is with the parents on test dates, pta. I have made the choice to put my younger kids in private for there own safety and education. Clark County needs to get on the ball. From Childrens safty with crosing roads, to how parnets drive around the school and put more students in classrooms that English is the primary language.
I have had two children at this school since it opened. The teachers are wonderful. Space is limited short sighted on the districts side. But all in all a great school. Moved to this part of town for the better schools.
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subset: commoncrawl


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Kenyan leaders appeal for peace ahead of vote
NAIROBI, Kenya Leaders in Kenya called on the country Tuesday to carry out a peaceful referendum, as police said they were better placed to deal with any post-vote violence than during the 2007-08 killing spree after the presidential election.
Kenyans vote Wednesday on whether to accept or reject a new constitution, a draft that has raised emotions over land rights, abortion and Muslim family courts.
The international community, and particularly the United States, has urged Kenyans to pass the constitution, which would reduce the powers of the presidency.
The "No" camp has alleged that the vote will be rigged, but election officials said that the vote tallying will be broadcast live on TV and radio.
Violence following the last nationwide vote 2 1/2 years ago killed more than 1,000 people, and the country's authorities are working to avoid a repeat of the mayhem.
The constitutional referendum is one of the conditions of the power sharing agreement between President Mwai Kibaki and Prime Minster Raila Odinga that ended the 2007-08 violence. Both leaders back the new constitution.
"I appeal to Kenyans to turn out and cast their votes in large numbers. Let us do so peacefully. Let us also embrace one another as brothers and sisters even after the referendum," Kibaki said in a televised address. "I assure you all that security has been stepped up in all parts of the country."
Political and religious leaders campaigning against the constitution alleged the government plans to rig the vote. They claimed this included using a branch of the police force to impersonate campaign agents during the count. The "No" camp said they had informed the electoral commission and had put in place measures to guard against rigging.
"We urge all Kenyans to vote peacefully during the referendum tomorrow. Do not engage in any form of violence or coercion, and indeed do all in your power to restrain those who try to disrupt the peace of our nation," said Njeru Kathangu, reading a statement on behalf the other "No" leaders.
The head of Kenya's electoral commission said that vote tallying will be more transparent than during the last election, when claims of vote rigging led to violence. The count will be broadcast live on TV and radio.
"When it is on the public domain it becomes difficult to manipulate the results," Isaack Hassan said.
The leaders of the "Yes" campaign called on Kenyans to remain peaceful after the vote.
"We shall accept the democratic choice of the Kenyan people and we shall congratulate the Kenyan people for doing a good job," said Anyang Nyongo, the government minister of the Medical Services ministry.
The "No" vote is backed by most of Kenya's church community, which objects to a clause that says abortion is permitted if the life or health of the mother is in danger according to the opinion of a "trained health professional." The draft also has stirred emotions over publicly funded family courts for Muslims.
Polls show the constitution is likely to pass. Politicians and analysts predict the referendum will be largely peaceful, but at least 200 people in the volatile Rift Valley have fled their homes, fearing a new flare-up.


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Recent Meetups
August 3, 2014 · 3:15 PMA movie (New York melody) and a drink !Dear all, I offer you to join me and see the American movie New York melody (original title : Begin again) in its original version of course. It seems to be a nice... Learn more
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November 30, 2013 · 8:00 PMThanksgiving dinnerDear all, I offer you to join me for a traditional Thanksgiving dinner in the restaurant Le Saint-Martin. The owner is American and the menu is a typical Thanksgiving... Learn more
October 5, 2013 · 3:15 PMMovie Blue Jasmine and chat at Indiana CaféDear all, I offer you to see a movie for a change and then talk about it or anything else of course ! The movie that I suggest is Blue Jasmine by Woody Allen. It has... Learn more
April 11, 2013 · 7:30 PMLet's have a drink at Promenade LoungeDear all, what about meeting up at Promenade Lounge one more time ?! This American pub offers a happy hour until 9 pm (50 cl beers and cocktails for 5 Euros) and a... Learn more
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1986 Buick Regal T-Type, 3.8 Ltr V-6 Turbo with intercooler. 58,300 miles, Like Grand National, but silver not black. Stock, never raced. 58,400 miles.... More
Even almost 30 years after they went out of production, there's something special about the Buick Grand National. Maybe it's the fact that this... More
***ON SALE*** Passing Lane Motors, LLC, St. Louis's Premier Classic Car Dealer, is pleased to offer this convertible 1986 Buick T-Type for sale! Highlights Include: 3.8L V6... More


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To anyone on Twitter, raise your hand if you don't pay attention to your number of followers. No matter how not vain you claim to be, your follower number is something that tugs oh-so-gently at your consciousness.
To those using Twitter for a while, it becomes obvious that you can quickly increase your followers in one of two ways:
1) Become incredibly famous.
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Since most people are not incredibly famous, most peeps seeking to build up their followers choose option #2: they follow a bunch of people they never intend to pay any attention to. A lot of people will reciprocate the follow, even though they never intend to pay any attention to you in return. Building-up the number of followers in this way works for the most part.
However, this potentially leaves you in the position of following more people than follow you. When grossly out of proportion, the follower to followee ratio speaks poorly of a Tweep, since it tends to indicate intention of using Twitter as principally a broadcast medium. In other words, if someone follows way more people than are following them, that person may be perceived by some as a Twitter parasite.
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Bradley Handwerger / WWLTV.com Sports Reporter
Email: firstname.lastname@example.com | Twitter: @wwltvsports
METAIRIE, La. By now, the banner of Sean Payton glaring down at those looking at it in the New Orleans Saints' indoor practice facility is well known.
The phrase which accompanies the banner, 'Do Your Job,' has become the de facto motto for the team.
But according to interim head coach Aaron Kromer, not only were the players doing their jobs in the season opener, they were trying to do others' jobs as well.
And that turned out to be a recipe for disaster.
'I think it was a collective effort of everyone,' Kromer said. 'The biggest thing we came out of that game talking about is everybody do their own job. There were a lot of people trying to cover for other people it appeared watching the game live and watching it on tape.
'I think it's a case where we just have to make sure we are doing our job, our particular job, and handle that and things will be fine.'
For much of the past six years, it could be argued that the Saints have gone into game week as one of the most prepared teams in the NFL.
New Orleans is 62-35 in the past six seasons, seventh-best in the league. Its 30-18 road record is third-best in the NFL over that period
Yet, it's also arguable that Sunday's disastrous result against a rookie-led Redskins team came about, at least partially, because of poor preparation.
To get back to what the Saints will recognize of themselves on tape they'll attempt to head into Sunday's game at NFC South rival Carolina more prepared.
'You focus on routine and the process throughout the week and then know and trust and have confidence in the fact that that's going to prepare you go out, do your job, trust the guy next to you and play well,' Saints quarterback Drew Brees said.
According to linebacker Jonathan Casillas, the fact that the topic already has been broached in team meetings is a step in the right direction.
Not acknowledging, or even knowing, the problem is the biggest part of the troubles, he said.
'(Defensive coordinator Steve Spagnuolo) gets the negative plays and makes us watch it as a group,' Casillas said. 'He'll point it out to the whole group. You know, this player, 'We appreciate your effort, but it's not the right thing. You're not supposed to be doing that.' And we all take it as a whole and we correct it.'
It's also partially poise, which left tackle Jermon Bushrod hinted wasn't there against Washington.
The stats bear that out the Saints had 12 penalties for 107 yards, including three offensive false starts, a 12-men-on-the-field penalty and three offensive holding penalties. New Orleans also went 2 of 11 on third downs while only rushing the ball 10 times for 32 yards. Included in Brees' 28 incompletions were four dropped passes.
'We've got to stay poised and we have to take a deep breath and go out there and play as 11 and trust the guys playing to our right and left,' Bushrod said.


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CRN Security News
Network Appliance had a strong showing for its fiscal quarter, in part due to its increased sales through the channel.
3Com Announces TippingPoint Security PlatformBetting that intrusion prevention will be the nexus around which security technologies evolve, this week 3Com will unveil the TippingPoint X505, an integrated security platform built on Intrusion Prevention System (IPS) technology.
Panel: Services Key To Channel GrowthVendors need to do more to bring services to the channel, while solution providers need to make sure they can take those services to their customers.
Will rebrand Teros' offering as the Citrix NetScaler Application Firewall
Citrix Acquires Web Application Firewall ISV TerosCitrix acquires privately held Teros to offer a Web application firewall for business applications, Internet applications and XML Web services.
Microsoft Set To Launch New Partner CompetenciesMicrosoft will officially launch four new partner competencies for system builders and for licensing, mobile and development partners on Nov. 14.
CRN Channel Research Report, November 2005Solution providers' overall near-term sales expectations rebounded last month to their highest level since April, according to CRN's latest channel research.
Enterasys To Go Private In $386M AcquisitionEnterasys Networks on Monday said it has signed an agreement to be acquired by a private investment group in a deal valued at $386 million.
Google Offers Web Analytics FreeGoogle on Monday began offering its basic Web analytics service free.
Tired of letting the big guns get the best component prices? With careful shopping on this auction site, you can find PC components for rock-bottom prices. Here's how
eBay for System Builders, Part 2Tired of letting the big guns get the best component prices? With careful shopping on this auction site, you can find PC components for rock-bottom prices. Here's how...
BorderWare Update Focuses On ComplianceBorderWare this week is set to launch an update to its e-mail security product that partners said will help catapult them into higher-end, strategic sales opportunities around regulatory compliance.
Briefs: November 14, 2005Hewlett-Packard is altering its enterprise Big Deal pricing effective Jan. 3 to reward partners on profitability rather than a fixed percentage of the product&'s list price. It will also institute a minimum deal threshold of $50,000 to qualify.
TippingPoint Device Has Broad AppealTippingPoint is poised to step outside its high-end intrusion-prevention niche into the broader security market with a new multifunction device that marks the vendor&'s entry into the growing unified threat management space.
Software works with Enterprise SmartDefense Service to protect against spyware
Check Point Adds Integrated Antispyware To Integrity 6.5Check Point Software Technologies has ratcheted up endpoint security for the enterprise—adding integrated antispyware, secure automatic downloads, instant message (IM) safeguarding and support for the SUSE Novell Linux Desktop to its Integrity software.
Protecting Enterprises From Ever-Changing Data ThreatsAs IT security becomes more specialized, protecting data reaches beyond an all-in-one security solution—Imperva aims to help solution providers guard critical information with SecureSphere Database Security Gateway.
X-Fi: Hi-Fi For Custom SystemsHigh-fidelity audio is being brought to the world of custom systems by Creative Technology&'s latest Sound Blaster X-Fi Platinum sound cards with technology that surpasses all competing cards in clarity and quality.
Solution providers report lack of qualified technicians, salespeople
Slim Pickings: Is There A Skills Shortage Looming?With advanced technology markets such as security and IP telephony booming, solution providers are running into a roadblock that harks back to the days of the Y2K boom: Skilled technicians and tech-savvy salespeople are becoming harder to find.
Security Vendors Increase Antiphishing InitiativesTwo of the security sector's leading vendors have stepped up their efforts to educate partners and users about the rapidly growing threat of phishing.
New advanced technologies on the horizon
Stock Options Expenses Lower Cisco's Q1 ProfitsCisco Systems Wednesday reported a small dip in first-quarter earnings as a result of costs relating to the expensing of stock options.
Check Point Targets Enterprise SpywareCheck Point Software Technologies has ratcheted up end point security for the enterprise -- adding integrated antispyware, secure automatic downloads, IM safeguarding and support for the SUSE Novell Linux Desktop to its Integrity software.
Critical Flash Flaw Found, FixedMacromedia's Flash has a critical bug that leaves all browser users armed with the popular media player open to attack, according to security firm eEye Digital Security, but a patch is available.


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This is one of 2 birds. It is about 100 feet long and is suspended from the ceiling of St. John the Divine, as a temporary exhibit. It weighs 12 tons and is made from leftover materials at Beijing construction sites.


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|Property type
|Minimum Stay
|7 nights
Nessebar View is a newly built luxury complex over looking the beautiful resort of Sunny Beach and the historical town of Old Nessebar. This fully furnished self-catering apartment has 3 bedrooms (the main bedroom with king sized bed opens onto the balcony, also two twin rooms). There is 1 double sofa bed and sofa in the living area. The spacious kitchen/dining area includes washing machine, oven/grill, hob, microwave, fridge and dining table and chairs. This leads into a very spacious living area with two sofas, DVD/CD and TV with satellite connection. The balcony has a table and 4 chairs and overlooks the pool (with kids pool) and patio area with sun-loungers and umbrellas. There is a regular bus service into Sunny Beach and Old Nessebar Town. The apartment is finished to an extremely high standard.
Nessebar View - Office: English speaking staff can help with your queries.
Daily tickets for the regular Shuttle Bus (run by the complex) going to Sunny Beach and Old Town Nessebar can be purchased in the office for 5 leva (approx £2).
Nessebar Complex: Nessebar View complex offers the ideal family holiday. 24 hour security and CCTV gives total peace of mind. The children's pool and play area are immediately below the apartment. The rural setting (complete with shepherd and sheep) provides tranquillity for your holiday, yet is only a few minutes from the bars and restaurants of Sunny Beach.
We have just returned from a wonderful two weeks at this apartment. Margaret and Stephen have been amazing from the initial booking to receiving a text when we arrived in Bulgaria to wish us a 'happy holiday'!
We arrived to a substantial welcome pack and laid table with fruit, biscuits, bread, cheese, ham and not forgetting the beer and wine!! They have thought of everything you could possibly want, washing machine, books, games, dvd's, music cd's and pool inflatables!
They arranged collection and return from the airport with 'Mr Bean' a truly wonderful man who really is at your 'beck and call' with answers to any questions, taxi service when needed and any unforeseen problems!
The shuttle bus is fantastic for supermarket trips and going into Sunny Beach. Daily ticket costs 5Lev (about £2.50) and you can use the bus as many times as you want during that day. The friendly driver will drop you at the supermarket and collect you in an hour. There is a coffee shop next door to have a drink while you wait.
Wonderful and incredibly cheap to eat out. Meals with drinks for less than £10 a head. We particularly liked Condor Garden (great service & lovely food) and Jacks for a little bit of 'British'!
Old Nessebar is well worth a visit and much quieter than Sunny Beach. You can catch a bus for 1Lev (about 50p).
This apartment is in a lovely peaceful location yet close enough to enjoy all Sunny Beach has to offer. It is really spacious and has a lovely maid who will come in daily to tidy up and change the linen and towels weekly.
The Sky Bar has amazing views and watching the sunset at night was really beautiful.
We would certainly look to return next year.
Thanks for everything!!
We had another brilliant 2 weeks at Margaret and Stephens apartment. This being our 3rd year going to this apartment. The apartment is very spacious and has everything you need its like a home from home. My partner myself and our 2 children aged 3 & 5 just love going out to this apartment we have made so many good friends there. Mr Bean who looks after the apartment is a real gem our 2 children just adore him as does my partner & I. He picks us up at the airport and is nearly knocked of his feet the children are so pleased to see him. He has become a true friend to us nothing is too much trouble for him.
Our little girl celebrated her 3rd birthday (as she has every year since she was born) at the apartment. Margaret being Margaret is so generous she even had a birthday cake arranged for Lily's birthday (chocolate in fact yum yum) by the pool and Mr Bean generous as he is provided drinks and sweets etc. The apartment is about 2 miles from Sunny Beach which is nice you don't have the hustle and bustle of Sunny Beach. There is a small shop and bar on site which is a good place for meeting people in the complex. We enjoy Nessebar both Old and New towns so spend a lot of time there.
Margaret and Stephen like to make sure all there guests are looked after well and have become great friends.
Just returned from a fabulous holiday in Bulgaria at Stephen and Margaret's apartment. We were met at the airport by Mr Bean who looks after the apartments and who became invaluable to us taking us wherever we wanted to go in his minibus. A truly wonderful man nothing too much trouble for him a very dear friend to us now. The apartment was fabulous very spacious living room/kitchenette with 3 bedrooms. The kitchen had lots of cupboard space oven & hob, a microwave, kettle and toaster lots of cutlery dishes etc. There is a good size fridge/freezer and a washing machine which was great for washing towels etc. My daughter-in-law found the washing machine a big asset with having 2 small children aged 1 & 3. Margaret and Stephen had also left a quite substantial welcome pack for our sons' arrival. Margaret texted me regularly while on holidays to make sure everything was alright for us and has now become a great friend. Anisha our maid called every day to tidy up and even put the washing out if it had finished while she was there. A very pleasant lady who loved our little grandson Jack and always had a cheery greeting for him "Morning Jack" when he opened the door to let her in.
The balcony is a good size with table and chairs The pool area is brilliant and it was lovely to have our own sunbeds and never be crowded around the pool.The temperature each day was about 46C but there is a lovely breeze which made it quite nice. I found it very relaxing with wonderful views from the apartment.The Skybar at the apartment was a great meeting place for all at the apartments and we had some great nights criac up there and made some very good friends. The barmen Big Jack (so called because my grandson was Little Jack) and Newry were great lads with always a smile on their faces considering the long hours they worked. There is a beautiful view from the Skybar and at night you have a magnificent view of the fireworks display in Sunny Beach. There is also a small shop on site if there is anything you have forgotten at the supermarket. Mr Bean took us to the Supermarket the day after arriving and called back for us about an hour later which gave us enough time to get some food in for breakfast and lunches. We ate out every night either in Sunny Beach or Old Nessebar town.
A wonderful holiday was had by us all and we will most definitely be returning. My son has already booked with Stephen and Margaret for next year.
Margaret and Stephen's apartment is an excellent choice for a family. There is plenty of room with very comfy seating and even comfier beds. All rooms are very bright and spacious with excellent aircon. Margaret and Stephen have gone to a lot of effort in supplying CD's, DVD's, Books etc. There were five of us and we never felt cramped. The kitchen was well stocked with crockery etc and the washing machine was a great help and weI took most of our clothes back home washed and ironed! Outside the pool and gardens are kept well maintained and you have your own sunbeds belonging to the apartment, although, you do have to keep an eye on them!
We enjoyed going to Nessebar over Sunny Beach and we recommend going to Miami Restaurant in St Vlas and Jollys in Kosharitsa just ask the wonderful Mr Bean and he will sort out the booking of tables and transport. Talking of Mr Bean we soon became friends with him as he was so polite and helpful who speaks very good english! Khan's Tent is a must although compared to everywhere else can be pricey! Overall we found the Bulgarians to be very friendly and helpful even the lady at the supermarket could speak english which made shoping a lot easier. Also worth a mention is the maid, she was very good at her job and will only clean if you want her to.
The only disappointment for us was when we arrived there was no shop or restaurant and after our first week the bar shut down. This meant that because of the location there was nothing close by. The shuttle bus driver will go out of his way for you if you ask and even took us to the supermarket an hour before the bus started and took us to the Waterpark which is not on his route. At 5 levs for a day ticket we used the bus regularly.
We have been told that hopefully the bar and maybe shop will reopen next year. For us to return the complex this would need to happen as if you have forgotten to get something at the supermarket you have had it.
On the whole we loved Bulgaria and the apartment so we will be returning.
Not forgetting Margaret. From the initial enquiry to coming back home she was superb. We feel like we have a friend for life!
Just back yesterday from this appartment. As everyone else has described, on arrival the appartment & complex was immaculate and spotlessly clean. Stephen and Margaret arranged our transfer with a friendly & extremely helpful taxi service.The welcome pack was a treat when we arrived, which included beer & wine!, No need to worry about shopping for a day or two until youve settled in and got your bearings. The appartment had everything we needed and more as there was 8 of us.The settee pulls out into another large double bed. Not mentioned there is a large store with shelves and hanging space where we kept suitcases and luggage. We used the pool everyday so the washing machine was handy for towels.There was also a friendly maid service which was daily.
We went into sunny beach in the evenings and ate out every night as it was unbelievably cheap! All the restaurants we went to were very good. It was about 50p a pint of beer. Transport in and out of town is also very cheap and the complex minibus runs every hour and is very punctual. The town is very lively day and night but there are quieter options aswell or you could cook and have a quiet night in and watch a dvd or relax at the complex bar which looks over sunnybeach.
There are all types of excursions and activities for all ages. We spent a day at the Nessebar waterpark,was fun for everyone.and weather was great.
Plenty of sunshine!!
We would recommend this appartment to anyone!!!
The with the communication from the owners Margerat and Stephen was excellent and took all the hassle out of the booking process.
They arranged the transfer which was waiting at the airport on arrival.
The apartment is very good with everything u could need and more.
The three bedrooms were great and the washing machine very handy.
The bus from the complex to sunny beach and supermarket is tremendous, the supermarket is one of the cheapest around by a long way.The bus doesn't go to Nessabar as a matter of course but just ask the driver and he will take u there at no extra cost.
Overall a great apartment and if i return to the area i would certainly book it again
Sunny Beach is situated in the southern part of the Bulgarian Black Sea Riviera with 8 kilometres of golden beach stretching from St Vlass to the ancient town of Nessebar. There is a wide range of shops, bars and excellent restaurants, all at very low prices. The centre of Sunny Beach is less than 10 minutes by shuttle bus/taxi from the complex. Sunny Beach Aqua Park and Go Kart Circuit are all close at hand. Activities available locally include wind surfing, water skiing, para-sailing, hang-gliding and motor launch cruises. Old Nessebar town (a UNESCO World Hertiage site) with its cobbled streets and ancient ruins is perfect for a relaxing day out. The summer temperatures average around 30C with over 1700 hours of sunshine from May to October.
|Rental Period
|Minimum Price
|Additional Nights
|Weekend Night
|Event Price
1 Jun 2015 - 30 Jun 2015
7 night minimum stay
for 7 nights
1 Jul 2015 - 31 Aug 2015
7 night minimum stay
for 7 nights
1 Sep 2015 - 30 Sep 2015
7 night minimum stay
for 7 nights
|No additional mandatory fees
The above rates include all utilities and air-conditioning. A 25% deposit will be required on booking with the balance due 6 weeks prior to stay.
Reliable airport transport can be arranged by owners, paid locally.
The apartment is located 20 minutes from Burgas Airport and approximately 1.5 hours from Varna.
This apartment is available for long term and winter rental, prices on request.
Please Note: The owner of this property accepts payment in the original currency specified (GBP), before use of conversion tool. The conversion tool is provided for your convenience only. The owner may accept other currencies if specifically agreed in advance.


text:
There is nothing in this life more important than love. When your lives come together, when you laugh and cry together, when you lose the certainty whether you are two or one, when you care more for the happiness of your other: then its time to come and talk.
We listen to your story, to what is important to you, to what is important to her, and then we make you a ring. Elegant design, and exquisite craftsmanship is our hallmark. That our values are love, honesty, tenacity, loyalty, and that every element of how we source and craft your ring is something we care about, is a given: yet this is what sets us apart.
Welcome to 1791. A team of friends with a passion for making one of the most important things you will ever buy for the most important reason we can think of: because you love someone.
Thank you coming here, now relax, take a breath, and tell us your story.
For a small design fee you can have a uniquely designed engagement ring by our designer Alice Herald.
Catch our beautiful Amore Collection of engagement rings in VOGUE magazine.
All diamonds over 0.30ct are accompanied by an independent diamond certificate.
Come and take a look at our contemporary collections, Amore and Modena, or if its more her thing, the timeless classic designs such as solitaire, princess cut and three stone in our Signature Collection. We think we have an engagement ring for you, but please remember we can customise any of them, or design you something unique if you require.
If you have a special anniversary coming up, then we trust you will find something in our two diamond ring collections. Our Amara rings are simply breathtaking and quite unique, but we also have some very traditional designs if that is what you are seeking.
We have both Yellow and White Gold Engagement Rings in each of our collections. White gold's beautiful lustre compliments the sparkle of a diamond. Yellow Gold radiates a warm glow and is chosen for its soft rich colour
Platinum is the most durable precious metal used in our jewellery. It's also hypo-allergenic. Platinum suits all styles of diamond engagement rings. Its silvery white appearance means it is particularly well matched to very high grade colourless diamonds.
|09 889 0981


text:
Fallout Who is a group of releases, which work with Fallout, with many features including the TARDIS, Weird and wonderfull places to visit and Just plain old fun.
Jan 23rd, 2011 3 people agree 0 people don't
great, better than official doctor who games
May 4th, 2013 0 people agree 0 people don't
If you can get it to work it's an excellent mod! My only complaint is...
that it doesn't change the ending if you have spare regenerations and chose the option that normally does kill you at the end.
otherwise it's one of the best mods for a doctor who fan.
Feb 17th, 2013 0 people agree 0 people don't
Very Fun, Greatly designed, and very few bugs found.


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How to Skin Nuts
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$790—$810 2 bed 3274 West Ashlan Ave., Fresno CA, 93722
: from $790 2 bed
3274 West Ashlan Ave., Fresno, 93722
Commute to Downtown Fresno
The rent at Arbor Ridge Apartments ranges from $790 for a two bedroom to a $810 two bedroom. Apartments in this building are about as expensive as the Fresno average.
This apartment is in Fresno. Nearby parks include Lions Park, Wilson Park and Furlong Field.
Arbor Ridge Apartments has a Walk Score of 60 out of 100. This location is Somewhat Walkable so some errands can be accomplished on foot.
The Enclave Apartment Homes for rent in Fresno, CA offers spacious 2 bedroom apartments that feature private patios and yards, spacious dining areas, gas fireplaces, and large walk-in closets. Set in a beautifully landscaped community, the Enclave's recreational amenities include two pools and spas, tennis court, basketball court, fitness center, and a park area with playground equipment. We are dedicated to providing unparalleled personal service through our on-site management and maintenance teams. We await the opportunity to assist you with the selection of your new home.
Maria Yang
Jan 04, 2015
This place is unprofessional and rude, especially the office. I moved out before shit got real. For example, the office talking about about an associate getting terminated while a tenant was waiting in the receptionist area because "the manager" wasn't aware of the tenant was standing inside the office area. The office demanding rent from tenants when they were never notified to resign another contract with their company, whether it was month to month, 6 months or 1 year lease. Not once did the office bother to call to set a date to resign a contract. Now they are demanding the rent, late fews, and any other dues that goes along with the bill. I wouldn't refer anyone to this place because they are advertising false information on what is being provided as a company. A new hire quit on the spot because the company was scandalous. This company comes from San Jose and changed information on their pamplets which nothing is true about the place. Please The Enclave does not need to reply to this review because nothing you say is true.
Bizzy Z
Dec 20, 2014
I want to worn everyone about this place. Do not move here. You will be sorry if you did. This place was originally called Arbor Ridge Apartments. If you look it up you will see some bad reviews. It has bad management and maintenance. They claim they fix things yet they don't. They will blame you first before they do fix something you had asked for. Their is a lot of problems with security. You are not well protected. Your apartment will get broken into like mine did few years ago I was their. Their is also a lot of drug activity going on as well. To much crime going on in that complex. The place is dirty, dirty, dirty..... If you do decide to check the place out check the building cause they are falling apart. They do cheap quick fixes. I drove by their today to see what it looked like when I was their two years ago. It is the same except the name change and the address change. Please do not move here. I am trying to save you as a tenant a lot headache. If you want to move in a descent affordable place their is a place on Valentine just around the corner that is better managed and well kept up. Try them first.
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Fresno, California, 93722
Some errands can be accomplished on foot.
A few nearby public transportation options.
Flat as a pancake, some bike lanes.
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Explore how far you can travel by car, bus, bike and foot from Arbor Ridge Apartments.
Arbor Ridge Apartments has some transit which means a few nearby public transportation options.
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41 N. Marks Ave. / Shields Ave / VMC
0.3 mi
20 N. Hughes / N. Marks / Downtown
0.6 mi
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Arbor Ridge Apartments is in the city of Fresno, CA. Fresno has an average Walk Score of 42 and has 494,665 residents.


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PBS NewsHour | Dissecting Prose and Squid With Biologist/Poet Kate Larson | PBS (#10283)
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Staff Reporter
They plan to protest every Sunday until it is lifted
'Those who make a living with music are losing out on locations to perform at'
'No other metro in the country has such narrow-minded rules'
Bangalore: Even as the Bangalore police have resolved to curb "illegal" live bands in and around the city, a group of musicians, music managers and supporters gathered in front of Mahatma Gandhi statue and at Cubbon Park to stage a protest on a rainy Sunday afternoon.
The sudden decision to stage a protest against the ban on live bands was taken after Opus, the restaurant and bar on Palace Cross Road, had to call off its live act on Saturday night due to police intervention.
With banners asking for the ban to be lifted and singing songs on the theme, the protest was an impromptu decision taken at 11 a.m.
"We are among the 32 other clubs, pubs, lounges and discotheques that have been asked to cancel live gigs. Only recorded music is allowed," said Carlton Braganza, owner of Opus.
While the protest was staged by those who have little or nothing to do with Opus, their anger is focussed on the fact that those who make a living with music are losing out on locations to perform at.
Kabir Ahmed, owner of Soul Cirkus, an entertainment management company and spokesperson for the protesters, said: "We plan to protest every Sunday until this ban is lifted." Sources say that the Live Band Association has pushed for the ban because it believes that if it is not allowed to operate, then neither should others be allowed to have live performances.
Refusing to comment on demands made by the protesters, Commissioner of Police Shankar M. Bidari said: "The owners of some bars and restaurants have given representations to permit live music performances. But we are merely implementing the law under Section 31 of the Karnataka Police Act."
The Hindu spoke to members of two well-known bands in the city who are upset over the turn of events. A rock guitarist who did not want to be named, said if the ban stays, then local bands would have no place to perform.
"As it is, night life in Bangalore ends at 11 p.m. This ban will be the last nail in the coffin (for performers) in Bangalore," he said.
Another artiste, specialising in vocals, said that the only choice they are left with is to perform in places outside the State.
"No other metro in the country has such narrow-minded rules. Such rules don't exist anywhere else. Bangalore is now famous for implementing rules that will surely lead to the decline of whatever music culture is left," he said.


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in 1990 the first time on paros,with a friend,staying in vassiliki.heaven on earth for us!! and after all those years me and my wife stay there every year.Eleni and all off the famely are now very good friends and famely.the rooms are so nice and very clean,eleni and the rest off the famely help you in eny way.for us still... More
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Kohli and Rohit make merry after the West Indies batsmen fail to get going
After the explosive fare that Australia and Pakistan served up earlier in the evening, India's contest with the West Indies was always in danger of underwhelming the crowd at the Sher-e-Bangla stadium here on Sunday.
What followed was indeed no more than tepid. India beat West Indies away by seven wickets, the contest at no stage threatening to slip out of the former's grasp though the win came with only two balls to spare.
Amit Mishra was again at the forefront of a controlled bowling display, taking two for 18 from his four overs, as the opponent was confined to a total of 130. If India had harboured any concerns about Samuel Badree, Sunil Narine, Krishmar Santokie, they were banished by the force of some resounding stroke-play by Virat Kohli and Rohit Sharma, both of whom made half-centuries.
Shikhar Dhawan was the only casualty and even his dismissal in the first over was perhaps unfortunate; replays showed Samuel Badree's delivery had pitched outside leg.
Delightful hitting
In any case, it failed to hold India back. Kohli treated Badree with disdain, thumping him deep over the fence on the leg-side. That was followed by Rohit's attack on the same bowler, yielding successive fours through cover and point. Santokie posed no problems either, Kohli deflating him with shots of some insouciance.
The first 10 overs fetched 76, and the total soon ticked past 100. Kohli was bowled by Andre Russell for 54, his stand with Rohit realising 106 runs for the second wicket.
Earlier, a huge cheer rang out as Chris Gayle emerged to bat, India having inserted the opponent. The Jamaican was let off when he was yet to score a run, Ashwin spurning a straightforward chance at first slip.
India looked worried when Gayle sent Mohammed Shami over long on and then welcomed Mishra with a similar shot. The leg-spinner induced a mistimed stroke at once, the edge floating towards Yuvraj Singh at deep mid-wicket but inexplicably, it was put down. Gayle was on 19 then; Yuvraj had perhaps misjudged the path of the ball.
At the other end, Dwayne Smith was struggling to get bat on ball.
Neither Gayle nor he looked at ease facing Bhuvneshwar as West Indies plodded to 24 in the Powerplay. It was only a matter of time before a wicket fell. It was Smith who went, handing a return catch to Ashwin that the bowler took, diving to his left.
Marlon Samuels struck a couple of boundaries off Ravindra Jadeja to lend the innings some impetus. But it didn't last long.
Comic run-out
Gayle fell for 34, run out in almost daft fashion. Samuels drove the ball to point and hailed Gayle for a single; the non-striker seemed to run across in slow-motion as a quick throw from Shami ran him out.
Mishra then produced another stumping, dragging Samuels out with his flight, beating him with his turn, and depositing him on his backside as M.S. Dhoni swept the bails off. Dwayne Bravo went the very next delivery, trapped in front by a flipper.
The dangerous Darren Sammy was then caught by Rohit Sharma at long off for 11.
Lendl Simmons thought he was out soon after, but it emerged Jadeja had overstepped. From the resulting free hit, Andre Russell cleared the long-on boundary with spectacular ease.
That no-ball not only caused confusion over the total — leading to a 10-minute delay at the start of the second innings — but also hurt India. For Simmons cut loose in the final over, biffing two sixes as Jadeja went for 21 runs.
West Indies ran up a total of 129, perhaps a little more than India should have allowed, but it barely came to matter.
India would sail to a second straight win in the Super 10 while the champion would stutter in its defence of the title.
West Indies: Dwayne Smith c & b Ashwin 11 (29b, 2x4), Chris Gayle run out 34 (33b, 1x4, 2x6), Marlon Samuels st. Dhoni b Mishra 18 (22b, 3x4), Lendl Simmons c Dhawan b Jadeja 28 (22b, 1x4, 2x6), Dwayne Bravo lbw b Mishra 0 (1b), Darren Sammy c Rohit b Jadeja 11 (7b, 2x4), Andre Russell c Kohli b Jadeja 7 (5b, 1x6), Sunil Narine (not out) 7 (2b, 1x6), Denesh Ramdin (not out) 0 (0b); Extras (lb-1, w-12, nb-1): 14; Total (for seven wickets in 20 overs): 129.
Fall of wickets: 1-38 (Smith), 2-62 (Gayle), 3-74 (Samuels), 4-74 (Bravo), 5-97 (Sammy), 6-109 (Russell), 7-122 (Simmons).
India bowling: Bhuvneshwar Kumar 3-0-3-0, Mohammed Shami 3-0-27-0, R. Ashwin 4-0-24-1, Amit Mishra 4-0-18-2, Suresh Raina 2-0-8-0, Ravindra Jadeja 4-0-48-3.
India: Rohit Sharma (not out) 62 (55b, 5x4, 2x6), Shikhar Dhawan lbw b Badree 0 (3b), Virat Kohli b Russell 54 (41b, 5x4, 1x6), Yuvraj Singh c Gayle b Samuels 10 (19b, 1x4), Suresh Raina (not out) 1 (1b); Extras (w-2, nb-1): 3; Total (for three wkts. in 19.4 overs): 130.
Fall of wickets: 1-1 (Dhawan), 2-107 (Kohli), 3-130 (Yuvraj).
West Indies bowling: Samuel Badree 4-0-28-1, Krishmar Santokie 4-0-27-0, Sunil Narine 4-0-20-0, Dwayne Bravo 1-0-12-0, Darren Sammy 1-0-9-0, Marlon Samuels 3.4-0-22-1, Andre Russell 2-0-12-1.
Man-of-the-match: Amit Mishra.


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What's New?
Thursday, June 12, 2014
AFR App Video Tutorial
If you have not tried our Ancient Faith Radio app yet, we now have a helpful video tutorial to show you what it does. Simply click on the image to the left to view the video. Our app is free and available for IOS, Android, and Windows.


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Netegrity Positioned in Leader Quadrant for Extranet Access Management.
According to Gartner, leaders are vendors who are performing well today, have clear vision of market direction, and are actively building competencies to sustain their leadership position in the market. The Extranet Access Management Magic Quadrant acknowledges those software vendors who have developed strong identity administration, integration with user provisioning, and federated identity and Web services capabilities. Vendors must also have strong mind-share, ability to influence industry direction, and an installed base with growth in the past year.
According to the Gartner report, suite product presentations or integration with user provisioning and federated identity capabilities remain the primary functional differentiators in 2004.
Netegrity has maintained its position in the identity and access management market with:
--End-to-End Identity and Access Management Solution - Netegrity provides customers with an end-to-end and integrated identity and access management solution consisting of access management, identity administration, and user provisioning.
--Robust Identity Federation Technology - The Netegrity Universal Federation Architecture enables companies to securely share identity information across applications within the enterprise as well as to external partner companies by supporting a broad range of federation standards including Liberty, SAML, and WS-Security. With over 60 federation customers today, Netegrity has one of the largest numbers of federation customers in the market.
--Strong Customer Base - Netegrity solutions are licensed for more than 350 million users at nearly 850 organizations, including over half of the Fortune 100. Netegrity's software is running some of the largest and most innovative identity and access management deployments, with over 100 customers who have licensed over a million users.
"Netegrity is very pleased with its position in the Leader Quadrant of one of the most respected market research tools," said Stephanie Feraday, vice president of marketing at Netegrity. "Netegrity continues to set itself apart from the competition as an application stack-neutral vendor with a comprehensive and integrated identity and access management solution."
About the Gartner Magic Quadrant
The Magic Quadrant is copyrighted June 2004 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a marketplace at and for a specific time period. It depicts Gartner's analysis of how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those vendors placed in the "Leaders" quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
About Netegrity
Netegrity, Inc. is a leading provider of security software solutions that securely manage identities and their access to enterprise information assets, letting business in while keeping risk out. Netegrity provides a comprehensive identity and access management product line for continuously evolving computing environments, including legacy, Web, and service-oriented architectures. Netegrity's flexible, standards-based offerings increase security, reduce administrative costs, and enable revenue enhancement. Supported by a network of over 1200 trained integration consultants and 300 technology partners, Netegrity solutions are licensed for more than 350 million users at nearly 850 organizations worldwide, including more than half of the Fortune 100. For more information, visit http://www.netegrity.com.
Netegrity, SiteMinder, IdentityMinder, TransactionMinder, and Universal Federation Architecture are trademarks or registered trademarks of Netegrity, Inc. All other product names, service marks, and trademarks mentioned herein are trademarks of their respective owners.
Various statements in this release concerning Netegrity's future expectations, plans, and prospects constitute forward-looking statements for the purposes of the safe harbor provisions under The Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those indicated by these forward-looking statements as a result of various important factors such as, but not limited to, general economic conditions, weakness in the global economy, increased operating expenses, our ability to develop and enhance our products and services or remain competitive in product pricing, competition in the marketplace, including competitors' sales strategies, development and performance of our direct and indirect sales channels, delays in product development, changes in customer and market requirements and standards, market acceptance of new products and technologies, and technological changes in the computer industry, as well as those risks more fully discussed in the Company's reports on file with the Securities and Exchange Commission including the Company's latest Form 10-K/A, Form 10-Q and any subsequent filings. In addition, any forward-looking statements represent the Company's views only as of today and should not be relied upon as representing its views as of any subsequent date. While we may elect to update forward looking statements at some point in the future, we specifically disclaim any obligation to do so, even if our estimates change and, therefore, you should not rely on any of these forward-looking statements as representing the Company's views as of any date subsequent to today.
(1)Magic Quadrant for Extranet Access Management, 1H04, Ray Wagner, June 29, 2004.
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By WAYNE ALLEN
PDT Staff Writer
The Scioto County Department of Job and Family Services is joining with six other counties in Southern Ohio to cost share digital management services.
Scioto County's department is joining Meigs, Pickaway, Pike, Gallia, Lawrence and Jackson counties to aid the counties in their efforts to apply for a grant from the Local Government Innovation Fund (LGIF). The Scioto County Commissioners approved a resolution Tuesday supporting the application.
"If granted, the funds will be utilized in our continued motorization efforts of the Southern 7. The purpose of this effort is to gain efficiency and reduce costs by sharing services for hardware and maintenance of our existing digital management systems," said Paige Robbins, director of the Scioto County Department of Job and Family Services.
Robbins said the action is a result of diminishing resources and escalating service demands.
"Scioto County Job and Family Services confronted these challenges by engaging in a modernization effort with six other counties from the Southern Seven," Robbins wrote in a letter to the Scioto County Commissioners.
She said the reason Scioto County and the Southern 7 are able to do this is because the seven counties use the same document management system.
She said if grants funds are awarded the savings could reach 20 percent annually.
When asked if other services are being considered for possible consolidation, Robbins said, "at this point the conversation among the seven counties have been about cost sharing and staying within our budget, and nothing else."
Wayne Allen may be reached at 740-353-3101, ext. 208, or firstname.lastname@example.com.