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Quotes & Info
|NWL > SEC Filings for NWL > Form 10-Q on 6-Nov-2012
|All Recent SEC Filings
Quarterly Report
Business Overview
Newell Rubbermaid is a global marketer of consumer and commercial products that help people flourish every day, where they live, learn, work and play. The Company's products are marketed under a strong portfolio of brands, including Rubbermaid«, Levolor«, Goody«, Calphalon«, Sharpie«, Paper Mate«, Parker«, Waterman«, Irwin«, Lenox«, Dymo«, Graco«, and Aprica«.
Effective January 1, 2012, the Company, as part of Project Renewal, implemented changes to its organizational structure that resulted in the consolidation of the Company's three operating groups into two and the consolidation of its 13 global business units into nine. One of the two operating groups is consumer-facing ("Newell Consumer"), while the other is commercial-facing ("Newell Professional"). In addition, while not an operating group, the Baby & Parenting global business unit is treated as a stand-alone operating segment. Business Strategy
Newell Rubbermaid's vision is to become a global company of Brands That MatterÖ and great people, known for best-in-class results. The Company is committed to building consumer-meaningful brands through understanding the needs of consumers and using those insights to create innovative, highly differentiated product solutions that offer performance and value.
The transformation that began several years ago building Brands That MatterÖ and insight-driven innovations that win in the marketplace has created a solid foundation. The Company now has a stronger and more tightly focused portfolio of leading brands with a margin structure that allows for brand investment. The Company has devised its new Growth Game Plan, which is the strategy the Company is implementing to fulfill its ambition to build a bigger, faster-growing, more global and more profitable company. The Growth Game Plan encompasses the following aspects:
Business Model
? A brand-led business with a strong home in the United States and global ambition.
? Consumer brands that win at the point of decision through excellence in performance, design and innovation.
? Professional brands that win the loyalty of the chooser by improving the productivity and performance of the user.
? Collaboration with our partners across the total enterprise in a shared commitment to growth and creating value.
? Delivering competitive returns to shareholders through consistent, sustainable and profitable growth.
Where To Play
? Win Bigger - Deploying resources to businesses and regions with higher growth opportunities through investments in innovation and geographic expansion.
? Win Where We Are - Optimizing the performance of businesses and brands in existing markets by investing in innovation to increase market share and reducing structural spend within the existing geographic footprint.
? Incubate For Growth - Investing in businesses that have unique opportunities for growth, with a primary focus on businesses that are in the early stages of the business cycle.
5 Ways To Win
? Make The Brands Really Matter - Sharpening brand strategies on the highest impact growth levers and partnering to win with customers and suppliers.
? Build An Execution Powerhouse - Realigning the customer development organization and developing joint business plans for new channel penetration and broader distribution.
? Unlock Trapped Capacity For Growth - Delivering savings from ongoing restructuring projects, working capital reductions and simplification of business processes.
? Develop The Team For Growth - Driving a performance culture aligned to the business strategy and building a more global perspective and talent base.
? Extend Beyond Our Borders - Accelerating investments and growth in emerging markets.
In implementing the tenets of its strategy, the Company is focused on Every Day
Great Execution, or EDGE, to capitalize on and maximize the benefits of
investment and growth opportunities and to optimize the cost structure of the
Organizational Structure
The Company's core organizing concept is the global business unit ("GBU") and each GBU supports one or more of the Company's key brands worldwide, with a focus on developing and marketing differentiated products designed to meet consumers' needs. The GBU structure positions the business units to leverage research and development, branding, marketing and innovation on a global basis and facilitates the Company's objective of optimizing working capital and shared resources. As of September 30, 2012, the Company's nine GBUs comprise the Company's three operating segments as follows:
Reportable Segments GBU Key Brands Description of Primary Products Newell Consumer Home, Organization & Rubbermaid«, Indoor/outdoor organization, Style Levolor«, food storage and home storage Goody« products; window treatments; hair care accessories Writing & Creative Sharpie«, Writing instruments, including Expression Expo«, Paper pens, pencils, markers and Mate« highlighters Fine Writing & Luxury Parker«, Fine writing instruments and Accessories Waterman« leather goods Culinary Lifestyles Calphalon« Gourmet cookware, bakeware, cutlery and small kitchen electrics Newell Professional Commercial Products Rubbermaid« Cleaning and refuse products, Commercial hygiene systems, material Products handling solutions and medical and computer carts, and wall-mounted work stations Construction Tools & Irwin«, Hand tools and power tool Accessories Shur-line«, accessories, manual paint Bulldog« applicators and convenience hardware Technology Dymo«, Mimio« Office technology solutions such as label makers and printers and interactive teaching solutions Industrial Products & Lenox« Industrial bandsaw blades, power Services tool accessories and cutting tools for pipes and HVAC systems Baby & Parenting Baby & Parenting Graco«, Infant and juvenile products Aprica« such as car seats, strollers, highchairs, and playards
In October 2012, the Company committed to an expansion of Project Renewal, designed to further simplify and align the business around two key activities - Brand & Category Development and Market Execution & Delivery. As part of the expanded program, the Company's Consumer and Professional groups will be eliminated and the Company's nine global business units will be streamlined into six business segments. The six business segments and the brands included in each of the six business segments are as follows:
Ģ Tools: Irwin« and Lenox« tools and Dymo« industrial
Ģ Commercial Products: Rubbermaid Commercial Products« and Rubbermaid« Healthcare
Ģ Writing: Sharpie«, Paper Mate«, Expo«, Prismacolor«, Parker« and Waterman«
Ģ Baby & Parenting: Graco«, Aprica« and Teutonia«
Ģ Home Solutions: Rubbermaid«, Calphalon«, Levolor«, Kirsch« and Goody«
Ģ Specialty: Bulldog«, Ashland«, Shur-Line«, Dymo« office, Endicia« and Mimio«
The Company will begin reporting under the new structure in the fourth quarter of 2012.
Market and Performance Overview
The Company operates in the consumer and commercial products markets, which are generally impacted by overall economic conditions in the regions in which the Company operates. The Company's results for the first nine months of 2012 were impacted by the following factors:
Ģ Core sales, which exclude foreign currency, increased 2.2% in the first nine months of 2012 compared to the same period last year. New products, geographic expansion and core sales growth in emerging markets were the primary drivers of the core sales growth, with double-digit core sales growth in Latin America and Asia Pacific. Deteriorating macroeconomic conditions in Western Europe and lower merchandising in Europe in advance of the SAP go-live adversely impacted core sales and were the primary drivers of a 4.7% core sales decline in the Europe, Middle East, and Africa region.
Ģ Core sales increased 4.3% in Newell Professional, with growth across the segment led by high-single-digit growth in the Industrial Products & Services GBU and mid-single-digit growth in the Commercial Products and Construction Tools & Accessories GBUs. Core sales grew 11.2% in Baby & Parenting, with improved retail-level sales in North America and sustained momentum in the Asia Pacific region. Newell Consumer realized a core sales decline of 1.2%, primarily due to continued operational challenges in the Dķcor business (Levolor window treatments) within the Home, Organization & Style GBU and challenges in the Culinary and Dķcor businesses related to a change in merchandising strategy at a significant retail customer.
Ģ Input and sourced product cost inflation was more than offset by pricing and productivity which resulted in a 50 basis point improvement in gross margins compared to the same period in 2011. The Company's gross margins increased despite continued operational challenges in the Dķcor business within the Home, Organization & Style GBU and pressures due to uncertain macroeconomic conditions in Western Europe.
Ģ Continued focused spend for strategic SG&A activities to drive sales, enhance the new product pipeline, develop growth platforms and expand geographically. During the first nine months of 2012, the Company's spend for strategic brand-building and consumer demand creation and commercialization activities included spend for the following:
Ģ Continued investments to support the global roll out of Paper Mate«'s InkJoy« line of writing instruments, which feature innovative ultra-low viscosity ink for a smooth writing experience; Ģ Continued expansion of dedicated Parker« "shop-in-shop" retail outlets in China and other regions to enhance in-store merchandising; Ģ Expanded the launch of the Parker« Ingenuity Collection featuring Parker 5thÖ Technology into Japan and China in the first half of 2012; Ģ Continued support for "Irwinization" marketing and merchandising initiatives, including the Irwin National Tradesmen Day, "Blue wall" and other merchandising vehicles that get the Irwin« brand and new innovations in front of contractors in a more effective way; Ģ Launched Irwin« 2500 Series Level featuring a robust new frame design that enables guaranteed vial accuracy for the life of the product; Ģ Expanded the sales forces in the Industrial Products & Services, Construction Tools & Accessories, Fine Writing & Luxury Accessories, and Commercial Products GBUs to drive greater sales penetration, enhance the availability of products and to support geographic expansion; Ģ Supported new innovations in Baby & Parenting, including the Graco« Fast-Action and Ready2GrowÖ travel systems which are driving significant market share gains; and, Ģ Supported the launch of the Rubbermaid« Clean & Dry Plunger with NeverWetÖ nanotech coating which forms a shield that repels water, Rubbermaid« Bathroom Scrubbers with four tools to choose from, and Rubbermaid« LunchBloxÖ - a collection of customizable, modular food storage containers that snap together to save space and stay organized in lunch bags.
Ģ Continued the execution of Project Renewal to simplify the business, reduce structural costs and increase investment in the most significant growth platforms within the business.
Ģ Continued the execution of the European Transformation Plan, which includes projects designed to improve the financial performance of the European business and centralize decision making in the Geneva headquarters, and successfully went live with SAP in Europe in April 2012.
Ģ Improved the Company's capital structure by completing the offering and sale of $500.0 million unsecured senior notes, consisting of $250.0 million principal amount of 2.0% notes due 2015 and $250.0 million principal amount of 4.0% notes due 2022, the aggregate proceeds of which were used in July 2012 to redeem the $436.7 million of outstanding 5.25% junior convertible subordinated debentures due December 2027 underlying the Company's 5.25% convertible preferred securities.
Ģ Retired $250.0 million principal amount of the 6.75% medium-term notes (the "2012 Notes") upon maturity, for which interest expense was previously recorded at a rate of approximately 3.5% after contemplating the effect of the interest rate swap related to the 2012 Notes.
Ģ Continued the $300.0 million three-year share repurchase plan that expires in August 2014, pursuant to which the Company repurchased and retired an additional 3.8 million shares of common stock for $67.2 million during the first nine months of 2012.
Ģ Increased the Company's quarterly dividend by 25% from $0.08 per share to $0.10 per share, which took effect with the Company's dividend paid in June 2012.
In October 2012, the Company announced the expansion of Project Renewal such that the cumulative pretax costs of the expanded Project Renewal are now expected to be $340 to $375 million, with cash costs of $300 to $340 million and annualized savings of approximately $270 to $325 million. Project Renewal is expected to be complete by mid-2015.
In October 2012, the Company increased the quarterly dividend by 50% from $0.10 per share to $0.15 per share, effective with the Company's dividend payable in December 2012.
The Company expects its financial results for the remainder of 2012 could be
impacted both positively and negatively by the continued momentum of the
Company's growth businesses; the impact of macroeconomic, fiscal policy and
political uncertainty in the U.S. and Western Europe; and, the degree to which
the Company accelerates brand building investments.
Projects and Initiatives
Project Renewal
In October 2011, the Company launched Project Renewal, a program designed to reduce the complexity of the organization and increase investment in the most significant growth platforms within the business, funded by a reduction in structural selling, general & administrative ("SG&A") costs. Cost savings from the program are expected to be achieved in large part through the consolidation of three operating groups into two - Newell Professional and Newell Consumer - and of 13 GBUs into nine, with the Baby & Parenting GBU operating as a stand-alone operating segment.
In connection with the program, the Company expected to incur cash costs of $75 to $90 million and record pretax restructuring charges in the range of $90 to $100 million, the majority of which were employee-related cash costs, including severance, retirement, and other termination benefits and costs. The consolidation of a limited number of manufacturing facilities and distribution centers has also been initiated as part of the program, with the goal of increasing operational efficiency, reducing costs, and improving gross margin, and the Company estimated a total net headcount reduction of approximately 500 resulting from Project Renewal.
During the first nine months of 2012, the Company continued the execution of the closure of the Newell Consumer segment's Greenville, Texas manufacturing facility aiming to consolidate operations of the facility into the Company's existing facilities in the states of Kansas and Ohio. The Company also began implementing a distribution center consolidation in the Newell Consumer segment as well as a project to align the Newell Consumer GBUs' sales and marketing organizations with the Company's newly created Customer Development Organization. In the Newell Professional segment, the Company began reorganizing its sales and marketing functions within certain GBUs, began a project to consolidate certain distribution operations and began a project to close one of its U.S. manufacturing facilities. Through September 30, 2012, the Company has incurred restructuring and restructuring-related charges of approximately $57 million and $7 million, respectively, under Project Renewal.
Restructuring-related charges represent incremental SG&A expenses associated with the implementation of Project Renewal.
In October 2012, the Company committed to an expansion of Project Renewal, designed to further simplify and align the business around two key activities - Brand & Category Development and Market Execution & Delivery. As part of the expanded program,
the Company's Consumer and Professional groups will be eliminated and the Company's nine global business units will be streamlined into six business segments. The Company expects to incur incremental cash costs of $225 to $250 million, approximately 80% of which are employee-related cash costs, including severance, retirement, and other termination benefits and costs, as the Company estimates that the expansion of Project Renewal will result in slightly over a 10% reduction in the global workforce by mid-2015. The Company also expects to record pretax restructuring charges in the range of $250 to $275 million over the same period. Cumulative pretax costs of the expanded Project Renewal are now expected to be $340 to $375 million, with cash costs of $300 to $340 million. Charges of between $55 and $70 million are expected to be incurred in 2012.
The expansion of Project Renewal is expected to generate annualized incremental
cost savings of approximately $180 to $225 million. Project Renewal in total is
expected to generate annualized costs savings of approximately $270 to $325
million when fully implemented by mid-2015, with annualized savings of $90 to
$100 million expected by the first half of 2013. The majority of the savings
will be reinvested in the business to unlock accelerated growth and to
strengthen brand building and selling capabilities in priority markets around
the world.
European Transformation Plan
In June 2010, the Company announced a program to simplify and centralize its European business (the "European Transformation Plan"). The European Transformation Plan includes initiatives designed to transform the European organizational structure and processes to centralize certain operating activities, improve performance, leverage the benefits of scale and to facilitate a more efficient and cost-effective implementation of SAP, an enterprise resource planning system, in Europe, all with the aim of increasing operating margin in the European region to approximately 10%. The European Transformation Plan is expected to result in aggregate restructuring and other plan-related costs of $110 to $115 million. The European Transformation Plan is expected to be completed by the end of 2012 and is expected to result in cumulative restructuring charges totaling between $35 and $40 million, substantially all of which are employee-related cash costs, including severance, retirement, and other termination benefits and relocation costs. The Company also expects to incur an additional $75 to $80 million of incremental selling, general and administrative expenses, referred to herein as restructuring-related charges, to implement the European Transformation Plan. Through September 30, 2012, the Company has incurred cumulative restructuring and restructuring-related charges of approximately $31 million and $75 million, respectively, under the European Transformation Plan. The Company expects to realize cumulative annual after-tax savings of $55 to $65 million upon completion of the implementation of the European Transformation Plan, the majority of which have been realized and were included in the Company's 2011 operating results.
In April 2012, the Company migrated its enterprise resource planning systems in Europe to SAP and began operating in a centralized European business model. The new operating structure affected and is expected to continue to affect the Company's assessment of the realizability of certain income tax assets in Europe and the Company's uncertain income tax positions in Europe. These assessments adversely impacted the Company's income tax expense by $15 million in the first nine months of 2012, and ongoing assessments of these matters could favorably or unfavorably impact the Company's income tax expense in future periods. Since the Company reports sales and operating income based on the region from which the products are shipped and invoiced to external customers and the new model defines how certain regions import and export products, the new model impacted the regions in which the Company's sales and operating income are reported in the second and third quarters of 2012 and will continue to impact the comparability of the Company's geographic reporting for the remainder of 2012. Compared to prior periods, the new model generally results in the European region's sales and operating income being lower with corresponding increases in the Company's other regions.
One Newell Rubbermaid
The Company strives to leverage the common business activities and best practices of its GBUs, and to build one common culture of shared values with a focus on collaboration and teamwork. Through this initiative, the Company has established regional shared service centers to leverage nonmarket-facing functional capabilities to reduce costs. The Company is also migrating multiple legacy systems and users to a common SAP global information system platform in a phased, multi-year rollout. SAP is expected to enable the Company to integrate and manage its worldwide business and reporting processes more efficiently. Through September 30, 2012, the North American and European operations of substantially all of the Company's nine GBUs have successfully gone live with their SAP implementation efforts.
Foreign Currency - Venezuela
The Company began accounting for its Venezuelan operations using highly inflationary accounting in January 2010. Under highly inflationary accounting, the Company remeasures assets, liabilities, sales and expenses denominated in Bolivar Fuertes into U.S. Dollars using the applicable exchange rate, and the resulting translation adjustments are included in earnings. As of September 30, 2012, the Company's Venezuelan subsidiary had approximately $60.3 million of net monetary assets denominated in Bolivar Fuertes at the SITME rate of 5.3 Bolivar Fuertes to U.S. Dollar, and as a result, a 10% increase (decrease) in the applicable exchange
rate would result in a one-time estimated pretax charge (benefit) of $6 million. On an ongoing basis, excluding the impacts of any actions management might otherwise take in response to a change in exchange rates, such as raising or decreasing prices, a 10% increase (decrease) in the exchange rate would unfavorably (favorably) impact annual net sales and operating income by an estimated $5 million and $2 million, respectively.
Results of Operations The following table sets forth for the periods indicated items from the Condensed Consolidated Statements of Operations as reported and as a percentage of net sales (in millions, except percentages): Three Months Ended September 30, Nine Months Ended September 30, 2012 2011 2012 2011 Net sales $ 1,535.3 100.0 % $ 1,549.9 100.0 % $ 4,383.9 100.0 % $ 4,369.4 100.0 % Cost of products sold 953.0 62.1 970.6 62.6 2,709.8 61.8 2,720.8 62.3 Gross margin 582.3 37.9 579.3 37.4 1,674.1 38.2 1,648.6 37.7 Selling, general and administrative expenses 380.2 24.8 383.4 24.7 1,138.5 26.0 1,122.0 25.7 Impairment charges - - 382.6 24.7 - - 382.6 8.8 Restructuring costs 13.7 0.9 5.5 0.4 37.5 0.9 12.3 0.3 Operating income (loss) 188.4 12.3 (192.2 ) (12.4 ) 498.1 11.4 131.7 3.0 Nonoperating expenses: Interest expense, net 18.0 1.2 21.8 1.4 58.7 1.3 65.0 1.5 Losses related to extinguishments of debt 6.8 0.4 - - 6.8 0.2 4.8 0.1 Other (income) expense, net (1.2 ) (0.1 ) 6.0 0.4 (0.8 ) - 11.0 0.3 Net nonoperating expenses 23.6 1.5 27.8 1.8 64.7 1.5 80.8 1.8 Income (loss) before income taxes 164.8 10.7 (220.0 ) (14.2 ) 433.4 9.9 50.9 1.2 Income tax expense (benefit) 58.2 3.8 (53.6 ) (3.5 ) 135.7 3.1 (2.0 ) - Income (loss) from continuing operations 106.6 6.9 (166.4 ) (10.7 ) 297.7 6.8 52.9 1.2 Income (loss) from discontinued operations 1.7 0.1 (11.2 ) (0.7 ) 1.7 - (8.1 ) (0.2 ) Net income (loss) $ 108.3 7.1 % $ (177.6 ) (11.5 )% $ 299.4 6.8 % $ 44.8 1.0 %
Three Months Ended September 30, 2012 vs. Three Months Ended September 30, 2011 . . .


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Wild Canyon Games (WCG) is a unique team-based event, designed to promote camaraderie and business development through... More about the events
On Your Mark. Get Set. And...
WCG will take place on May 20-22. Click here for a detailed look at the 2016 schedule.
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subset: commoncrawl


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I normally renew Chris' pass every, but this year we are thinking about getting one each as we will hopefully be going from the last week in August 2013 so we can be there for our wedding anniversary. This will mean we will get 2 visits out of each pass
I've been thinking about buying the passes now or just before they increase the prices this year. I think you used to be able to buy the pass and they sent you a card that you activated when you got there, but I've completely confused myself
I don't want them to start until mid September 2012 so that they will expire mid September 2013.
I know that I will have to buy Chris a new pass this year and won't be able to re-new it, but can anyone shed some more light on this please


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I recently replaced the thermostat on my 2003 Jetta 4 cylinder. The engine temperature is normal at 190F. However, I cannot adjust the inside blower temperature. It is always hot. The fan works and the heat can be directed to defrost, vent and floor.
by DonBB in Moorefield, WV on January 10, 2014


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"I lived in old San Jose" Provincia de San José by ornito
Provincia de San José Travel Guide: 628 reviews and 1,274 photos
I first encountered San Jose in 1975 as a 19 year old exchange student. I lived near the University not to far from the Iglesia de San Pedro, which was a big landmark. The entire city could be traversed in a morning, from my barrio (la Paulina) to la sabana on the opposite end of town. Desamparados was on the far edge of town. All the buses went to Parque Morazan in the center of the city. There were no connections between the outer areas of the city. I wondered why they called all the little shops "pulperia", what did they sell there, octopus?
I loved the little Costa Rican wooden houses that were everywhere. They were simple. No insulation, no furnace, no ductwork, basically just dollhouses where people lived. They could do that because of the mild climate. I loved the strange foods you could get down there: nances, pejibayes, and palmitos. I loved hiking in the hills of San Ramon. I loved the fact that the country was so small, and that you could get the train and be on the black sands of Puntarenas in the same day. I loved the Ticos -- they seemed easy going compared to some of the more politically radicalized countries. I loved visiting my friend Julio who lived in basically a wooden box. I got my own wooden box later on and I liked it too. Mine was even better, because it was on the second story. It was a coldwater flat but I didnt care. Who needs a hot bath in Costa Rica. I didn't need the ants and fleas and mildew that develops during the rainy season but in retrospect it is a funny story when in the middle of the night I threw my mattress (really just a straw tick) down the flight of stairs and started whacking it with a stick and a whole bunch of red ants promptly emerged from
the ticking. Dang! That's what was biting me! I was sleeping on that WOW!
I loved eating lunch at Dona Juana's. I developed the taste for cilantro down there that has never left me. I loved visting Dona Juana and sitting on her porch on fine evenings and watching her try to set me up with her son. Nice boy, but not my type unfortunately. I loved a lot of things about San Jose. I would love to go back.
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TrendMicro Offers Tips on Preventing Security Breaches in the Workplace
MANILA, Philippines - Corporate information appears to be on the target list of a growing number of cyber criminals.
These cyber criminals have capitalized on a variety of social engineering techniques to target the weakest link in any type of information security structure who are the employees.
Traditional security software are often designed to face outward with very minimal security measures in place to prevent data loss from the inside. Employee activity is therefore very crucial. Confidential information, from personal banking credentials to management plans to in-office politics, can be leaked if workers are not careful with what they share online.
An estimated 23 million Filipinos have access to social networking sites such as Facebook and Twitter, and many of those are workers who check and update their accounts in their offices.
Cyber criminals can piece together data from information uploaded by employees in these sites to create convincing ploys that would eventually give them access to vital places inside the network. This can potentially lead to information theft through malware attacks or data leaks endangering company trade secrets.
According to Myla Pilao, Director of TrendLabs Marketing Communications, unit of TrendMicro, there is still the possibility that cyber criminals may gain access to sensitive corporate data if an unsuspecting employee executes a malicious script sent via their email or social networking accounts. Pilao states that the problem is exacerbated by the increase in the use of mobile devices such as tablet PCs, laptops, netbooks, and smartphones in the workplace, plus the employees' unofficial use of the Internet.
The recent "Nicole Santos" spam and the fake Bin Laden execution videos on Facebook are just some examples of cybercriminals taking advantage of the social medium. These attacks employed social engineering tactics that tricked people into clicking links that directed to malware.
The easiest solution for a corporation to prevent attacks is restricting employee Internet access. In other cases, policies even go as far as disallowing workers to use their mobile devices in the office. Pilao explains that though these solutions seem foolproof, they can actually hinder growth in the long run as social networking sites not only provide direct access to targeted customers and clients, they can also foster lasting relationships with such clients, who use their own social networks to promote certain services. …


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B Building 5
Free and open to CCA community only
More info: Office of Special Programs, Carol Pitts, firstname.lastname@example.com, 510.594.3732
ITALY Interdisciplinary Studio: Art & Contemporary Culture
Rome/Ravenna/Venice: 55th Venice Biennale
Information Session with Mariella Poli
Alternative information session: San Francisco campus, the Nave, Room 101: Monday, November 14, 3:15–3:45 p.m.
Rich in history and culture and with a singular place in the development of Western art, Italy offers unique perspectives to all students of the arts. This interdisciplinary course examines Italian art, culture, and every day life from the Renaissance to present day, while providing students with the opportunity to work in the medium of their choice.
For summer 2013, students conclude the course with six days experiencing the Venice Biennale in-depth.
Prerequisite: Completion of sophomore year and instructor approval
For undergraduates, this course satisfies a studio elective, 3 credits of the Visual Studies requirement, or an Upper Division Interdisciplinary studio requirement.
For graduates, this course satisfies a gradwide elective.


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When things get scary for me, I just stare at the ever-so-dreamy Patrick Wilson. He and the gorgeous/talented/funny Rose Byrne star in Insidious: Chapter 2, the terrifying sequel to 2010′s huge psychological thriller.
We got to talking about which movies scare the bejesus out of Wilson and Byrne, and their answers may or may not surprise you.
Hold me close, tanned Patrick Wilson.
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Hanna Andersson
'Star Wars™' Organic Cotton Boxer Briefs (Toddler Boys & Little Boys)
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Colorful characters from a galaxy far, far away cover supersoft boxer briefs in earth-friendly organic cotton. Smooth, flatlock seams and completely encased elastic give him a totally comfortable fit. Certified by OEKO-TEX® Standard 100.
- 100% organic cotton.
- Machine wash warm, tumble dry low.
- By Hanna Andersson; imported.
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'Star Wars™' Organic Cotton Boxer Briefs (Toddler Boys & Little Boys)
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Game Credits
Quality Assurance
|Asterix & Obelix: Bash Them All! (2002)
|(Q.A. Manager)
|Turok 3: Shadow of Oblivion (2000)
|(QA Manager)
|Turok: Rage Wars (1999)
|(Game Testers)
|Radikal Bikers (1998)
|(Lead Tester)
|Turok 2: Seeds of Evil (1998)
|(Game Testers)
|Turok: Battle of the Bionosaurs (1998)
|(Game Testers)
|Hugo 2 (1997)
|Tintin: Le Temple du Soleil (1996)
|(QA Managers)
|Tintin in Tibet (1995)
|(Q.A. Manager)
|Astérix & Obélix (1995)
|(Thanks to)
|Inspector Gadget Racing (2002)
|(Bit Managers)
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9 Reviews
Yummy, yummy! Loved the easy recipe, as I am posting this just after the Christmas 2011 weekend, and after two fancy dinners -- I as the cook have had enough of slaving!! Made just as suggested, although I used fewer wings as we are only 2 now the guests have left. Great taste, and the wings were tender and delicious. I would add this caveat: DO NOT add salt. The Caesar salad dressing plus the cheese adds enough salt. (Oh well, according to taste!)Thank you, Minxcat1!
These went down really well. I cooked them for about 15 mins just in the dressing and pepper, then poured the excess juices into a bowl. I then topped with some parmesan. After about 30mins cooking, I basted with the juices from the bowl then grated a good helping of parmesan to the top. Lovely and crispy. Will make again!
These were good, I used Renee's light dressing and a touch of Parm....tasty!
Hubby hated this, he loves spicey stuff! I should have known! I liked this! Will make it again!!!! Hubby can eat something else! Thank u!
I thought these were ok, but nothing spectacular. I used 1/2 plain and 1/2 light. It was definately different from your normal chicken wings though! And the dressing did make them very tender.
I am not sure if it was the recipe or the ingredients I used in this, but overall I ended up throwing out all the leftovers. The wings smelled fantastic when they were baking, but were very bland when we tasted them. I used a light caeser dressing, so maybe that is the difference? I am not sure, but probably not one we would try again, thanks anyway!
We had "wing night" for dinner and this recipe is one that I made and it was a huge hit! The wings are tender and delicious with great flavor. I made as posted and I think it would also taste great with boneless breasts and/or chicken nuggets. Thanks for posting this keeper recipe!
I always enjoy recipes that are quick easy and then taste so good. The bottle of dressing I used was 250ml and that was enough for my packet of 20 chicken nibbles. Thanks for sharing.
Everyone liked this! My picky 3 yr old wolf down two with out complaint! I will definetly be making this again! Thanks so much for the recipe!


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Dial M for Murder
The Jungle returns to an early favorite, bringing the venerable stage thriller back for a third go. It's an oddly lifeless affair, with the actors seemingly sleepwalking their way through the proceedings, apparently content just to explain the twists and turns of Frederick Knott's play. The action centers on the plans for a perfect murder by ex-tennis-champ Tony, who wants to off his heiress wife after he discovers she's been having an affair with an American mystery writer. He enlists a down-on-his-heels college alum to do the deed—and then things go horribly awry. Bain Boehlke's directing brings out a bit of suspense along the way, especially in tense moments that happen outside of our vision (there's a lot of business with latchkeys, especially near the end of the play). Apart from the plot—and believe me, there's a lot of it—there isn't much to follow. Tony is the most intriguing character here, but Michael Booth doesn't let us see if he's enjoying anything. It's all grim determination, whether he is convincing a virtual stranger to commit murder or spinning a fresh story out of the plot gone wrong. As heiress Margot, Cheryl Willis seems uncomfortable and unsure long before her character gets ensnared and then wrongly accused of murder. Some of this goes back to Knott's script, which treats everyone here as plot delivery machines, but the company does it no favors, making what should be thrilling a chore.
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Traffic Talk: STAR drivers are needed on the road
One of the great things about living in this country is you can express your opinion.
Another is that we don't have to agree.
We don't all have to go the same direction, even when we're going to the same place.
Debate leads to discussion, or discussion leads to debate, depending upon how you look at it. But open discussion can sure improve the final result.
Each week, someone will express his or her opinion on a transportation issue.
Mostly, I hear or read comments about traffic situations — a road that needs improvement, a slow traffic signal, a dangerous intersection ... or driving habits of others on the roadway.
There's always room for improvement, whether it's the drive, or the driver, and safety is a key component.
Here's a recommendation from a reader:
Ronald, the sender, calls these STAR drivers. I think you can see why.
"Dear Sir:
"The local traffic safety devices I like to see are STAR drivers.
"S — Sober — not under the influence of alcohol or drugs; showing mental and emotional balance.
"T — Thoughtful — attentive and considerate.
"A — Alert — observant and careful.
"R — Responsible — able to distinguish between right and wrong and to think and act rationally.
"No doubt STARs have a driver's license, current license tag and compulsory insurance. A challenge — to those who might think the highways are too crowded. Try this: drive the speed limit and stay in the right lane. Watch the road open up right before your eyes!"
Thanks, Ronald.
Definitely things to think about.
By the way ...
A little common sense can take you a long way, too.
Enjoy your week and drive safely.
To learn about
road construction
projects throughout Oklahoma, go to www.
on the "Traffic
advisories" link.


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Quarterly Schedules
Quarterly Schedules are only available in PDF format. You will need Adobe Acrobat Reader to view these documents.
(All schedules are subject to change)
Region I
April 4, 2016 - July 1, 2016 Alfred Superior Court, Biddeford District Court, Springvale District Court, York District Court.
Region II
April 4, 2016 - July 1, 2016 Cumberland Superior Court, Portland District Court, Bridgton District Court.
Region III
April 4, 2016 - July 1, 2016 Androscoggin Superior Court, Lewiston District Court, Franklin Superior Court, Farmington District Court, Oxford Superior Court, South Paris District Court, Rumford District Court
Region IV
April 4, 2016 - July 1, 2016 Kennebec Superior Court, Augusta District Court, Waterville District Court, Somerset Superior Court, Skowhegan District Court.
Region V
April 4, 2016 - July 1, 2016 Penobscot Superior Court, Bangor District Court, Lincoln District Court, Millinocket District Court, Newport District Court, Piscataquis Superior Court, Dover-Foxcroft District Court. See schedule for Millinocket District Court.
Region VI
April 4, 2016 - July 1, 2016 Knox Superior Court, Rockland District Court, Lincoln Superior Court, Wiscasset District Court, Sagadahoc Superior Court, West Bath District Court, Waldo Superior Court, Belfast District Court.
Region VII
April 4, 2016 - July 1, 2016 Hancock Superior Court, Ellsworth District Court, Washington Superior Court, Machias District Court, Calais District Court.
Region VIII
April 4, 2016 - July 1, 2016 Aroostook Superior Court, Caribou District Court, Fort Kent District Court, Houlton District Court, Madawaska District Court, Presque Isle District Court.
(All schedules are subject to change)
Supreme Court
Also see: Courthouse directories and Court closings.
Administrative Weeks:
During Administrative Week the courts and clerk's windows will be closed from 8:00 am - 12:00 pm to allow court staff to complete important work. The courts and clerk's windows will be open during Administrative Week from 12:00 pm - 4:00 pm. We apologize for any inconvenience and thank you for your cooperation.
2016 Administrative Weeks:
- Administrative Week Spring 2016 - March 28 through April 1, 2016
- Administrative Week Fall 2016 - October 17 through October 21, 2016