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Operator: Good day, everyone. Welcome to the Adobe System's Q2 FY 2012 Earnings Conference Call. As a reminder, today's conference is being recorded.
At this time, I would like to turn the call over to Mr. Mike Saviage, Vice President of Investor Relations. Please go ahead, sir.
Mike Saviage - VP of IR: Good afternoon and thank you for joining us today. Joining me on the call are Adobe's President and CEO, Shantanu Narayen, as well as Mark Garrett, Executive Vice President and CFO.
In the call today, we will discuss Adobe's second quarter fiscal year 2012 financial results. By now, you should have a copy of our earnings press release, which crossed the wire approximately one hour ago. If you need a copy of the press release, you can go to adobe.com under the Company and News Room links to find an electronic copy.
Before we get started, I want to emphasize that some of the information discussed in this call, particularly our revenue and operating model targets and our forward-looking product plans is based on information as of today, June 19, 2012, and contains forward-looking statements that involve risk and uncertainty. Actual results may differ materially from those set forth in such statements. For a discussion of these risks and uncertainties, you should review the forward-looking statements disclosure in the earnings press release we issued today, as well as Adobe's SEC filings.
During this call, we will discuss GAAP and non-GAAP financial measures. A reconciliation between the two is available in today's earnings release and on our Investor Relations' website in the investor data sheet.
Call participants are advised that the audio of this conference call is being broadcast live over the Internet in Adobe Connect, and is also being recorded for playback purposes. An archive of the call will be made available on Adobe's Investor Relations' website for approximately 45 days, and is the property of Adobe Systems. The audio and archive may not be re-recorded or otherwise reproduced or distributed without prior written permission from Adobe Systems.
I will now turn the call over to Shantanu.
Shantanu Narayen - President and CEO: Thanks Mike and good afternoon. We had strong Q2 with $1.124 billion in revenue representing 10% year-over-year revenue growth. Our non-GAAP earnings per share was $0.60. Both results were towards the upper end of our targeted ranges for the quarter.
In our Digital Media business our strategy is to help customers create, publish, measure and monetize their content on any device. We launched Creative Cloud in May a subscription-based offering that is a hub for creating and publishing content and applications.
Creative Cloud includes our new Creative Suite 6 desktop software, tablet applications and integrated publishing services. Creative Cloud will enable us to rapidly deliver new technology to our customers, attract new users through its lower cost of entry, help us build more direct relationships with our customers and address piracy.
At the heart of Creative Cloud is Creative Suite 6, CS6 includes major updates to all of the course CS products including Photoshop, Premiere Pro, After Effects, InDesign, Illustrator and Dreamweaver.
It advances our HTML5 and mobile content creation and app development offerings. Response to the product innovations in CS6 has been strong. Photoshop CS6 won a PC mag Editors Choice award we also received positive reviews in MacWorld, CNET and Gizmodo.
The value of CS6 has enhanced through innovative touch applications on both iOS and Android devices. We've already released apps such as Photoshop Touch, Debut, Ideas, Proto, and Kuler.
Creative Cloud services include file storage, font services from Typekit, web publishing using Business Catalyst, and will be enhanced through cloud-based sync capabilities. A key part of the Creative Cloud value proposition will be the ongoing rapid delivery of innovative products, new features, and services. Creative Cloud members will receive new offerings such as Lightroom 4, PhoneGap Build, Edge, a version of Photoshop that supports the retina display in Apple's new MacBook Pro and Digital Publishing Suite Single Edition as soon as they are available. While early, feedback from the Creative community has been outstanding and Creative Cloud subscriptions are ahead of our targets.
In Digital Publishing, a strong momentum continued during Q2. At our recent Digital Publishing summit in New York, we announced an array of new features that enhance its display and social capabilities. Digital Publishing Suite now has 850 customers worldwide, up from 600 last quarter. These customers have already published more than 1,700 applications and were currently distributing 120,000 publications on average every day to tablet readers with our solution. New customers include Meredith Corporation, which has chosen Digital Publishing Suite to produce and distribute its leading magazine titles, and companies such as Benjamin Moore, Sotheby's, and Red Bull which are using it to deliver apps which increase customer engagement and sales.
In our video business, we announced advancements to Project Primetime, the industry's first fully integrated video technology platform to deliver seamless viewing of ad supported TV content across TV, PC and IOS and android devices.
Our new Primetime Simulcast enables media companies to simultaneously broadcast their channels online and seamless replace ads stitched into the broadcast stream with dynamically inserted ads. We believe the upcoming Olympic Games will be the largest video streamed event ever. Adobe Technologies including Adobe Media Server, Pass, Access, Flash, AIR and Altitude will help power the first truly digital and mobile Olympic Games to a global audience.
Our Document Services business had a record quarter driven by strong Acrobat revenue. This was driven by large enterprise adoption including landing a $10 million contract with the U.S. Air Force. The record quarter also included momentum in our document exchange services including EchoSign. In our Digital Marketing business our strategy is to help marketers measure, manage and optimize their marketing investments.
As every business moves online and increases their digital spend we will deliver an integrated marketing suite that enables our customers to create personalized Web experiences, optimize their multichannel campaigns and manage and measure social engagement. Our Digital Marketing suite which is a combination of Omniture, Day, Demdex and Efficient Frontier and our recently introduced Adobe Social is the most comprehensive solution in the market.
Our leadership positions in content creation and web analytics and a long-term relationships and brand presence with marketers gives us the unique advantage. No other company in the industry offers the end-to-end capabilities that Adobe provides today. This market is clearly heating up given the recent acquisitions by many enterprise software companies as well as the rising interest in big data.
Our Q2 results in Digital Marketing demonstrate the momentum we have. We achieved 35% year-over-year growth with our Digital Marketing Suite. During the quarter, we also hosted successful Digital Marketing summits in the U.S. and Europe. Overall attendance doubled, demonstrating strong customer interest in our solutions. We repeated the success in Japan earlier this month where we held an Innovation Summit that was attended by over 700 Digital Marketing customers.
In key focus areas such as web experience management, social media management, and multichannel campaign management, we announced significant new developments at these summits. We introduced a new cloud-based version of Day Content Management and extended the current offering with new e-commerce and social capabilities.
We announced Adobe Social to give marketers the ability to attribute social activity to business results. In fact, we now manage hundreds of millions of fan engagements and interactions on Facebook through the acquisition of Context Optional via Efficient Frontier. We established leadership in companies providing technology to manage online spend through the integration of Efficient Frontier and SearchCenter in our Digital Marketing Suite.
There was significant customer interest in our Digital Marketing Suite's predictive marketing capabilities to reduce the complexity of uncovering hidden behavioral patterns in big data. Predictive marketing is the next frontier in this space and we are collaborating with our customers to push the envelope in this area.
In Q2, we continue to build momentum with our Digital Marketing Suite as we closed business with customers such as Barclays, Electronic Arts, Lenovo, MLB.com, and Time Warner Cable. Later, I will have some closing comments.
Now, I'll turn it over to Mark for a more detailed discussion of our Q2 results. Mark?
Mark Garrett - EVP and CFO: Thanks, Shantanu. In the second quarter of fiscal 2012, Adobe achieved revenue of $1.124 billion. This compares to $1.023 billion reported in Q2 fiscal 2011 and $1.045 billion reported last quarter. Q2 GAAP operating expenses were $688.4 million compared to $637.3 million reported in Q2 fiscal 2011 and $648 million last quarter. Non-GAAP operating expenses in Q2 were $611.7 million compared to $556.7 million reported for Q2 fiscal 2011 and $571.3 million last quarter.
In Q2, Adobe's effective tax rate was 24% on a GAAP basis and 22.5% on a non-GAAP basis. The GAAP rate was slightly higher than planned due to lower than targeted international profits. GAAP diluted earnings per share for Q2 fiscal 2012 were $0.45. This compares with GAAP diluted earnings per share of $0.45 reported in Q2 fiscal 2011 and GAAP diluted earnings per share of $0.37 reported last quarter.
Non-GAAP diluted earnings per share for Q2 fiscal 2012 were $0.60. This compares with non-GAAP diluted earnings per share of $0.55 in Q2 fiscal 2011 and $0.57 reported last quarter.
I'll now discuss Adobe's results in Q2 by business segment. Digital Media segment revenue in Q2 was $818.4 million, compared to $754.1 million in Q2 fiscal 2011 and $730.3 million last quarter. Year-over-year this represents 9% Digital Media segment revenue growth.
Before I comment on Q2 Creative results, I'll review our current offerings. Perpetual CS6 products are now available in most geographies to individuals, small and medium size businesses and enterprises through our traditional routes to market. Creative Cloud subscriptions target initially at individuals include both the entire Creative Cloud membership offering, as well as individual point product subscriptions and are primarily available through Adobe.com. Subscribers can commit to either offering on a monthly or annual basis.
While it's only been a few weeks since the launch of CS6 and Creative Cloud, we can make some initial comments regarding adoption during Q2. Overall, Creative performance was in line with our expectations, despite some softness in Europe. We now defined performance as a combination of perpetual revenue recognized up front and our Creative Cloud subscription revenue recognized ratably.
Total Creative units, including perpetual and subscription were slightly up from the CS5 launch. We exited Q2 with more than 90,000 paid subscriptions exceeding our goal. This total includes CS5.5 subscribers who were transitioned to the new subscription offerings approximately 75% of all paid subscribers are choosing the annual commitment as opposed to month-to-month.
While early approximately 65% of total paid subscribers have chosen the entire Creative Cloud membership offering as opposed to point product subscriptions and of those subscribing to the entire Creative Cloud membership offering approximately 70% of them are taking advantage of the introductory promotional price of $30 per month for existing customers.
We are building a healthy pipeline for potential Creative Cloud paid subscribers through marketing programs, trial downloads and free memberships. Currently we are adding more than 5,000 total net paid subscriptions per week.
Within the Digital Media segment document services revenue was $206.7 million compared to $184.3 million in Q2 fiscal 2011 and $183.3 million last quarter. This was a record quarter for our document services products. Driven by strong volume licensing of Acrobat as well as continued momentum with EchoSign and our other document exchange services.
Digital Marketing segment revenue in Q2 was $250.9 million compared to $215.1 million in Q2 fiscal 2011 and $259.9 million last quarter. Within the Digital Marketing segment Digital Marketing Suite revenue was $189.9 million compared to $140.7 million in Q2 fiscal 2011 and $174.3 million last quarter. Year-over-year Digital Marketing Suite revenue grew 35%. Excluding revenue from Efficient Frontier, Digital Marketing Suite revenue grew by more than 20% year-over-year. Mobile transactions increased to 17% of total Site Catalyst transactions in the quarter, up from 14% last quarter. Print and Publishing segment revenue was $55.1 million compared to $54 million in Q2 fiscal 2011 and $55 million last quarter.
Turning to our geographic segments in Q2, results on a percent of revenue basis were as follows; the Americas, 49%; Europe, 29%; Asia, 22%. We experienced stable demand in the U.S. and Asia, which was partially offset by some softness in Europe during Q2.
From a year-over-year currency perspective, FX decreased revenue by $14.5 million. We had a $10.7 million hedge gain in Q2 fiscal 2012 versus a $0.2 million hedge gain in Q2 fiscal 2011. Thus the net year-over-year currency decrease to revenue considering hedging gains was $4 million.
From a quarter-over-quarter perspective, FX decreased revenue by $8.3 million. We had a $10.7 million hedge gain in Q2 fiscal 2012 versus a $10.3 million hedge gain in Q1 fiscal 2012. Thus the net sequential currency decrease to revenue considering hedging gains was $7.9 million.
Employees at the end of Q2 totaled 10,474 versus 9,963 at the end of last quarter. The sequential increase was driven by hiring in our field organization as well as the addition of summer interns.
Our trade DSO was 43 days, which compares to 51 days in the year ago quarter and 45 days last quarter. During the quarter cash flow from operations was $448.2 million. Our ending cash and short-term investment position was $3 billion compared to $2.8 billion at the end of Q1. Our ending deferred revenue balance increased by $43.9 million to $592.8 million. In Q2 we repurchased approximately 5.3 million shares at a total cost of $175.7 million.
This concludes my discussion of our results. I would now like to discuss our financial targets. In Q3 we are targeting a revenue range between $1.075 billion and $1.125 billion. At the midpoint of the Q3 targeted range we're factoring continued softness in Europe and expect our Digital Media segment to be down sequentially.
In our Digital Marketing segment, we expect Digital Marketing Suite revenue to grow sequentially in Q3 offset by a slight sequential decline in our legacy enterprise products. We expect Print and Publishing to be relatively flat.
We are targeting a Q3 GAAP earnings per share range of $0.38 to $0.43 per share and a Q3 non-GAAP earnings per share range of $0.56 to $0.61. In addition, we are targeting our Q3 share count to be 501 million to 502 million shares. We are targeting non-operating expense to be between $18 million and $20 million on both the GAAP and non-GAAP basis. We are targeting a Q3 GAAP tax rate of 23.5% and a non-GAAP tax rate of 22.5%.
For the full year, we are narrowing our annual revenue growth target to a range of 6% to 7% to reflect the current European economic conditions. Our updated full year GAAP diluted earnings per share targeted range is now $1.69 to $1.76 and non-GAAP EPS diluted earnings per share targeted range is now $2.40 to $2.46.
This concludes my section. I'd now like turn the call back over to Shantanu.
Shantanu Narayen - President and CEO: Thanks Mark. Our vision at Adobe is to change the world through digital experiences. Over the last few years, we've laid the groundwork for the future of the Company through product innovation, acquisitions and business model changes. We talked earlier this year about focusing our efforts on two market opportunities, Digital Media and Digital Marketing.
The goal of our Digital Media business is to revolutionize the creative process. In Q2, we delivered CS6 and Creative Cloud, an offering that provides a comprehensive set of creative tools, applications and services that will take content creation to the next level. Customer and industry response has been outstanding with subscription adoption ahead of our internal projections. We will build on this early success by providing more rapid innovation and believe this will lead to increased loyalty among our existing customers while attracting the next generation of creative users.
In Digital Marketing, our goal is to be mission-critical to digital marketers by transforming how they manage, measure and optimize their marketing campaigns. We are uniquely positioned to win in this rapidly growing category given our leadership position, the breath of our offering in this strong relationships we have with the creative community. We intend to expand our offerings and integration across our product lines to ensure we stay ahead of the market and our customers' evolving needs. Thank you for joining us today.
Now, I'll turn the call back over to Mike.
Mike Saviage - VP of IR: Thanks, Shantanu. In regard to today's earnings report, we have posted several documents on our Investor Relations' website including a copy of the script containing our prepared remarks for today's call. To access these documents, and the other investor related information, go to www.Adobe.com/ADBE. For those who wish to listen to a playback of today's conference call, a web-based Adobe Connect archive of the call be available from the IR page on Adobe.com later today. Alternatively, you can listen to a phone replay by calling 888-203-1112 with conference ID number 462-2651. Again the number is 888-203-1112 with ID number 462-2651. International callers should dial 719-457-0820. The phone playback service will be available beginning at 4 PM Pacific Time today and ending at 4 PM Pacific Time on Friday, June 22, 2012.
We would now be happy to take your questions. Operator? Operator we're ready for the first question.
Operator: Walter Pritchard, Citigroup.
Walter Pritchard - Citigroup: Mark, I'm wondering if you could just walk us through the math a little bit on the 90,000 subscribers. First of all, I'm not sure if that was all in the quarter. I'm just trying to get a sense of, you talked about a little bit more of an adoption of Creative Cloud than you expect and I'm wondering sort of, any quantification to provide and how much revenue that approximate? If I do 90,000 subs times $300 or $400 equivalent product, that's $30 million or so, just wanted to make sure I understood kind of what was going on there in that 90,000, if that was all new subs in quarter, it sounds like some were converted?
Mark Garrett - EVP and CFO: Sure, Walter, it's Mark. So you are right, we did have some people that converted over from the 5.5 memberships. As we mentioned on the call, we are now running at about 5000 net new subscribers per week. If you look at the quarter, to answer your question on the revenue impact, we overachieved our projection and that had an approximately $10 million impact to Q2, but again this is the impact of the overachievement of subscribers relative to our expectation, it's clearly not the impact of all subscribers. So the net answer is about $10 million in the quarter can be attributed to our overachievement on subscribers.
Walter Pritchard - Citigroup: If you think about your guidance renewal to range a bit towards the low end, it sounds like Europe is obviously a piece of that, is a piece of that also you guys are kind of projecting that that competed going forward and then it's more of a headwind for that year than you might have anticipated back in November when you start talking about that.
Mark Garrett - EVP and CFO: When we originally guided 6% to 8%, a few things were different and we've tightened that to 6% to 7%. On the year our business looks really healthy and we're happy with how the business is progressing. But we are trying to be prudent about European demand and the currency impacts of what's going on in Europe. And then the third piece is we are more optimistic about the move to subscriptions than to the Creative Cloud and that will have some impact on the revenue for the year as well.
Operator: Steven Ashley, Robert W. Baird.
Steven Ashley - Robert W. Baird: I just like to follow-up on Walter's question. Just specifically of the 90,000 paid subscribers how many of those were new to the franchise.
Shantanu Narayen - President and CEO: Steve let me take that question I mean first in terms of the subscribers that we had coming into the quarter there were approximately 30,000 coming into the quarter in terms of subscribers from the CS5.5 and earlier, and so we did see a good adoption. The other thing I think to remember that we really are very pleased about is, when you look at the pipeline that we have for new subscribers. These are both the people who have awareness as a result of the trials and the free downloads that's a significant portion. So as Mark I think also said in his prepared remarks. Given the promotion that we are running a number of the customers are adopting about 70% of them are adopting the lower promotional pricing. And of the rest a significant portion are new to the franchise.
Steven Ashley - Robert W. Baird: Can I just ask, if we were to look at the business by addition. If we were to look at the older CS4 or CS3 we see those people come forward and move to CS6. I think the expectation that we had, maybe you had, with a large percentage would choose subscription of those older customers, is that indeed happening?
Shantanu Narayen - President and CEO: The perpetual business is also very healthy, and again, I think it's important to remember that at this time, the only thing we are offering, Steve, is subscriptions to individual users. So I think it's important to remember, as we actually think about subscriptions that as we introduce the team offering and the enterprise offering, we would expect to see more subscription adoption. So, at this point, the subscribers are primarily individual users, either former users or new people to the platform. Over time, certainly we believe that it's in our best interest to move more and more people to the subscription, because that makes it more loyal to Adobe.
Operator: Brent Thill, UBS.
Brent Thill - UBS: I was wondering if you could talk about the higher education business. Correct me if I'm wrong, but this is still I think when your number one vertical, and perhaps when your largest revenue verticals – what you're planning for in the third quarter, and if you could just kind of walk through what you expect in the perpetual versus subscription in that particular segment of the business?
Shantanu Narayen - President and CEO: So Brent, I mean we would expect in Q3 to have seasonal uptick relative to Q2 in the educational business. It certainly is the back-to-school part of the education business, which as you correctly point out is one of our largest verticals. I think in terms of the mix, again, we would expect that individual students could start to adopt the subscription mix. We think it will be on the same order as individual outside in the broader commercial space, but we would imagine that the enterprise – or in this case, the education licensing business and the site license will continue to be the majority of the revenue in the quarter.
Brent Thill - UBS: Mark, I don't know if you could follow up just in terms of what is the percentage of revenue that higher education represents? Just one quick follow up on the European demand; I would assume that this is just customers holding off rather than going to a competitive solution. I guess from your perspective you are not seeing this spill into other territories correct?
Mark Garrett - EVP and CFO: Correct, we haven't seen it spill into other territories. On the education side, Brian, we haven't really disclosed a number every quarter, but its north of 10% as a vertical.
Operator: Kash Rangan, Bank of America Merrill Lynch.
Kash Rangan - Bank of America Merrill Lynch: I was wondering if you could give us some color...
Shantanu Narayen - President and CEO: Kash we have lost you.
Mike Saviage - VP of IR: Operator maybe we can go to the next question, and then we will come back to Kash.
Operator: Peter Goldmacher, Cowen and Co.
Peter Goldmacher - Cowen and Co: In the Digital Marketing category you have Digital Marketing Suite and then you have LiveCycle and Web Conferencing. Digital Marketing Suite did well and you talked about stopping investing in LiveCycle and Web Conferencing, but the sequential decline was pretty dramatic. Can you give us a little color on that please?
Shantanu Narayen - President and CEO: At the beginning of the year and at the Financial Analyst meeting we had talked about in both the LiveCycle and the Connect business to actually focus just on government and financial services and for the year, we had mention that we would expect to see something like a $150 million decline. It's actually probably a little bit even less than that. So, it's very much in line with this strategy to drive focus on Digital Marketing, and so we would continue to expect to see declines in the LiveCycle and Connect business moving forward as well.
Operator: Kash Rangan, Merrill Lynch.
Kash Rangan - Bank of America Merrill Lynch: The Digital Media guidance for down sequential, I was wondering if that's driven by Document Services or is it more of a Europe commentary or really driven by the subscription revenue which clearly you would recognize less upfront? I'm just curious to get your take on the mix behind the guide down, if I recollect right, in the prior cycle with CS5, your August quarter was actually sequentially up for Digital Media. I know that there's been re-class, but it was up rather meaningfully sequentially. I'm just trying to get at what's different about this cycle versus a previous one. That's it. Thanks.
Mark Garrett - EVP and CFO: Yeah, you touched on both of the reasons. It is different this cycle. Like I said, we are optimistic about the move to subscriptions and that might have some impact in the third quarter as well as the fact that we are trying to be prudent about Europe, both from a demand's perspective and from currency perspective.
Kash Rangan - Bank of America Merrill Lynch: Mark, at this point, the move to subscription, do you feel like that your revenue guidance for the year fully contains that transition to the subscription model or do you think that we need to see one more quarter before we can size up the subscription impact on your revenue growth rate this year?
Mark Garrett - EVP and CFO: We feel pretty good that we've now captured the impact to 2012 as people move to subscriptions based on the run rate that we've seen so far.
Shantanu Narayen - President and CEO: Maybe two other things to just add to that Kash. Clearly, relative to what we had outlined at the Analyst Meeting in terms of the impact that we thought we would see in this year as we move to the subscription, we think subscription adoption is better than expected than what we had said at the Analyst Meeting and therefore the impact to revenue is higher. The other thing I'd just like to point out is that during the quarter we launched both the perpetual as well as the subscription offerings, and it's gone extremely well from our point of view because we had to deliver all of the perpetual product, we've delivered individual subscriptions in over 30 countries via Adobe.com and through some other partners and the response actually of people who got subscriptions, their success rates are actually higher than all other traditional means. So, that really bodes well for customer set and loyalty moving forward. So, just wanted to point out that the execution on the move towards the Creative Cloud globally has actually has actually gone really well.
Operator: Adam Holt, Morgan Stanley.
Adam Holt - Morgan Stanley: I wanted to go back to the subs question, I apologize, I have a little bit trouble hearing some of the answers. So, if you said this I apologize, but it sounds like you said 30,000 of the subs came from five, which implies baby 60,000 were net new and A, is that right and if that's the case, can you update us on your thoughts for what you would expect to see seat growth be this fiscal year?
Shantanu Narayen - President and CEO: Adam, I think there are two questions in that. We had said that subscriptions moving forward we are sort of modeling it for the time being given it are only the individual subscribers at about 5,000 a week moving forward. You did catch it right, we said we had about 30,000 coming in to the quarter of CS5 and before subscribers. Your third question was?
Adam Holt - Morgan Stanley: Update us on what you expect? You had given some parameters for what you expected seats to do this year at the Analyst Day, what is the updated target for seat growth.
Shantanu Narayen - President and CEO: We are attracting to that. I think at the Analyst Day we had said that we expect to see something like a 10% seat growth and we think we are on track accomplish that.
Operator: Brad Zelnick, Macquarie Research.
Brad Zelnick - Macquarie Research: Just a follow-up on Adam's question and not to belabor this, but specifically I think you had said that and I know it's only 25 days shipping the product in the quarter, but the total seats or total units were up just slightly from the CS5 launch. So kind of resolve that against what else was said and tracking to that 10% target, Shantanu, which you say is still on track. Is that – should we then infer that the perpetual sales perhaps were less than you had expected in the quarter or is that not a fair conclusion?
Shantanu Narayen - President and CEO: I think Brad, continuously comparing to the units would be all models given some of the new offerings we have in subscriptions is actually going to be harder, what we were really trying to give you is a health of the business which we feel the health is really strong in the business, perpetual continues to do well as it relates to small and medium business and enterprise and individuals, you know the subscription offering is seeing an uptick that is higher than our project. So what we were trying to do was give you flavor not just of units and subscriptions for individuals, but the overall business. So we continue to be optimistic about this move towards the cloud as being the right strategic move for the company. In terms of total units, we had talked about how the cloud enables us to attract new customers and to drive seat growth and again in response to Adam's question, we think we're on track to accomplish that. That certainly includes units not just as part of subscriptions, but also everything that we are doing with respect to enterprise seat licenses.
Brad Zelnick - Macquarie Research: Just a separate topic I want to ask how the acquisitions of Vitrue and Buddy Media change the competitive dynamic around social marketing I think Oracle and Salesforce.com would argue that this capability is an extension of CRM. Is it an advantage or disadvantage to be selling this type of solution separate from a CRM platform.
Shantanu Narayen - President and CEO: Well, a couple of responses to that, the first is its clear that Digital Marketing as a category is absolutely heating up and we continue to think that we are very, very well positioned in that entire space with respect to everything we offer. The content management business continues to do really well. Efficient Frontier we had you know the best quarter in bookings in terms of Efficient Frontier. The integration between analytics and content management and the integration between analytics and multichannel campaigns going really well. So specifically as it relates to social we introduced Adobe Social. And we think that since Adobe site catalyst is widely deployed on all of these thousands of brand sites because we collect in 1.6 trillion transactions. We're uniquely positioned frankly to correlate those social media mentions with the business metrics on the site and that continues to be from our point of view a key thing from customers. The other thing we can actually do is demonstrate the impact on business results, we also now enable them to actually do the content creation through context optional and you know we are the first and actually I think the only Facebook preferred marketing developer who supports all of Facebook's marketing API. So clearly the space is heating up I think difference companies are going to come at it from the CRM point of view, the IP point of view and the marketer, we think we are uniquely positioned on the market here and the content, and this is such an explosive space, I think all companies will continue to do well right now.
Operator: Thomas Ernst, Deutsche Bank.
Thomas Ernst - Deutsche Bank: I'm curious what feedback you're getting from your enterprise customers or your non-individual customers regarding the Creative Cloud. What's your sense for the demand? Are they asking for the availability in the cloud?
Shantanu Narayen - President and CEO: Tom, what we're hearing from the enterprise customers is the rapid innovation that we're going to be delivering as part of the Creative Cloud, they certainly want access to that. I would say the file storage capabilities, they not only want it across the enterprise through Creative Cloud, they really want digital asset management through the Day solution, and so we have provided that. So, their content requirements and their app requirements, we're hearing more demand not just for the content creation tools but frankly for content management through Day as well as the Digital Publishing Suite set of solutions. So, that's really what we continue to hear from the enterprise and selling the entire solution, I think is really resonating with them.
Thomas Ernst - Deutsche Bank: As a follow-up to that, do you think that this might be something you pursue and open up ahead of the next major cycle?
Shantanu Narayen - President and CEO: Yes, we intend to do that before the next major cycle, Tom, and for those of the customers who are on enterprise site license agreements, since they are on a per seat basis, there really is no risk associated with them, whether they get the perpetual or the subscription to get access to all of this technology.
Operator: Mark Moerdler, Sanford C. Bernstein & Co., LLC.
Mark Moerdler - Sanford C. Bernstein & Co., LLC: two quick questions on it. The first is, what drove what looks like an increase in the cost of goods in the Digital Marketing, is this one-time, or should we see this as a part of bigger change in trend that we are going to need to model to a bigger cost?
Mark Garrett - EVP and CFO: On the Digital Marketing side the cost is mainly around hosting. On the Digital Media side, COGS were up this quarter primarily due to the shipment of the CS6 product, things like localization, increased shrink wrap product that went out into the channel, and things like that. Both of those are somewhat unique to this quarter.
Mark Moerdler - Sanford C. Bernstein & Co., LLC: Second one is, Mark, what data would you be able to supply us on Q-over-Q in the next couple of quarters to be able to model the growth on the subscription?
Mark Garrett - EVP and CFO: We gave you quite a few numbers given the fact that the product's only been out for four or five weeks. As we move forward we will certainly continue to give you the numbers that we did this quarter and will look to expand that as it starts to settle into a range that's a little more predictable. So, you can look forward to us providing more information as we move forward.
Operator: Jay Vleeschhouwer, Griffin Securities.
Jay Vleeschhouwer - Griffin Securities: Couple of questions around two subjects that came up at the Digital Marketing Summit in Salt Lake couple of months ago. First, Adobe mentioned in one of the presentations that Adobe.com does over $0.5 billion in revenue. The question first perhaps to Mark is, how are you thinking about the progression of Adobe.com revenues this year and beyond when you take into account all the mix of upgrades per subscription plus perpetual. So can you talk about that outlook? And then secondly for Shantanu, also at Salt Lake, there was good amount of discussion about the integration plans you have between Creative Cloud and the Digital Marketing Suite. The question there is could you talk about some of the critical next steps along that integration path that you have for those two sides of the business?
Mark Garrett - EVP and CFO: Sure Jay, it's Mark. So for Adobe.com, directionally, we fully expect Adobe.com to be a larger and larger percentage of our business, especially as we move more and more subscription people over onto Adobe.com. It gives us one-to-one relationship with our customers that we don't always get when product is sold elsewhere, and frankly its better margin as well, so we would expect that business to grow going forward without a doubt.
Shantanu Narayen - President and CEO: And Jay on the second question as it relates to the integration plans, I mean, there are probably three key areas that we focus on right now, both between the Digital Marketing Suite and across them, which is Content Management and Analytics, that's been a huge customer request, which is, if they are implementing the content management system to make sure there is analytics associated with it, I would say the second one has been with content creation tools, the CS tools and Digital Asset Management, so that all of the content that we are creating is automatically stored in these Digital Asset Management areas, and so you can consider that an integration between CS as well as the Day Content Management repository. The third I would say and its related to the question that was asked earlier is everything to do with analytics and measuring whether it's marketing spend or conversion. So I would say the integration is going really quite well. We will continue to push on it, and there are so many ideas on the table. I'll put one more out there. Virtually, every customer is interested in also exploring Digital Publishing suite because they all recognize that they have to publish things not just on their website through Day or on social sites through Context Optional, but also increasingly through app stores using the Digital Publishing suite. So that's clearly another area of integration between the content creation tools and our services.
Jay Vleeschhouwer - Griffin Securities: Just one follow-up on the subscriber numbers that you talked about earlier. At the Analyst Meeting you mentioned that you had a new subscriber goal of 800,000 by 2015 and if all we do is just extrapolate the 5,000 a week that you've been seeing then you get there by early 2015 assuming no change in the 5,000 a week. Is there any reason to believe from the pipeline comments you've made that you should in fact see some step-up in the net adds of subscribers and perhaps you hit that 800,000 goal sooner than 2015?
Shantanu Narayen - President and CEO: So Jay, firstly as Mark said I think it's really early. We've only introduced the individual offering. We haven't yet introduced the team. We haven't yet introduced the enterprise as we committed to at the analyst meeting. We wanted to give you some color, but we will have to wait and see a couple of quarters to see the mix, how this all plays out. What we clearly wanted to share was overall feedback has been really positive and the fact is that people are looking at this as a natural way. We've talked about piracy, we're definitely hearing anecdotal evidence that people who pirated copies in the past are now wanting to become legitimate by paying the monthly fee. So it's all off to a good start, but I think it's too early to project 2015 right now.
Operator: Michael Olson, Piper Jaffray.
Michael Olson - Piper Jaffray: On the Creative Cloud, in talking with volume resellers, I think there is a lot of enterprise interest as you said, so when that does become available for volume license distribution as you indicated would happen maybe sometime before the next version launch, would you anticipate a material acceleration in Creative Cloud uptick rates, potentially accelerating later in the year whenever it is launched above the 5000 new subscriptions per week that you are seeing at the end of the May quarter?
Shantanu Narayen - President and CEO: Mike, the 5000 is only as it relates to individual subscribers and yes, we would expect acceleration when the other offerings come to market, because the numbers there you know per individual customer do tend to be large.
Michael Olson - Piper Jaffray: Just quickly, if you could share what was the recurring revenue as a percent of overall in the May quarter, I think it was 23% last quarter. I'm just wondering if you could give a equivalent metric for Q2?
Mark Garrett - EVP and CFO: This is Mark, it was 23% last quarter, it's about 23% again this quarter. Keep in mind that these subscription revenue from the cloud really doesn't impact our financials this quarter at all, because obviously the offering was late in the quarter and it takes a while to ramp up from a revenue perspective. One other thing, while I'm on this, that I should mention is, if you look at deferred revenue we had nice healthy deferred revenue increase which is great. Deferred revenue does not and will not include cloud revenue because we bill on a monthly basis, we don't bill in advance even for the annual subscriptions. So I just want to make sure you understand not to look at deferred revenue as a metric to figure out future cloud revenue.
Operator: Ross MacMillan, Jeffries & Company.
Ross MacMillan - Jeffries & Company: I just had one follow-up on the Digital Media business I think you said 90,000 subscribers and 30,000 coming from the CS5.5 or earlier which imply 60,000 from CS6, but if the run rate is about 5,000 a week. I'm just curious as to whether that math is right and was there a bulge at the front or is there some other reason why you know that 60,000 number has happened over four or five week period.
Mark Garrett - EVP and CFO: Those numbers are correct and yes we did have an initial spike when we first launched the product and then we settled into the 5,000.
Ross MacMillan - Jeffries & Company: Great and the just one follow-up as you thought about making some slight adjustments to the full year you talked about Europe demand FX and then better adoption of the Creative Cloud. I think from our own work I think you said 70% of existing customers seem to be driven by the promotional pricing. Could you help us understand the weight of those two items, Europe plus FX as one versus the higher portion moving to subscription any sort of sense of that mix if you will.
Mark Garrett - EVP and CFO: Well if you look at the fact that we had a $10 million impact in terms of overachievement in the second quarter. You can use that as a surrogate for what that might mean going forward you we took a point if you will off the top end of the range we didn't lower the range we just took the point off the top of it and you can look at $10 million impact in the second quarter as a surrogate to come up with what the subscription impact might be as you go forward and then rest is Europe and FX.
Operator: Heather Bellini, Goldman Sachs.
Heather Bellini - Goldman Sachs: I had two in particular, just to follow-up to some of the ones people were asking. Where in particular are you seeing demand for Creative Cloud? I was just wondering if you could characterize the customers for us that are coming into that fold. Then also, Shantanu, you said comparing units to the old model is going to be hard. What in your opinion should we be using to judge the performance of CS6 collectively then?
Shantanu Narayen - President and CEO: Heather, first with respect to the interest in demand that we are getting for Creative Cloud. It's actually very broad-based. The number of customers who have signed on for the free membership, the trial downloads, the volumes associated with that has been broad, it's across multiple countries in which we are offering it, and it's across multiple customer segments. So, whether you consider them imaging or video or folks who are creating web applications and it's across all of the individual point products as well, which suggests that it's a broad-based demand right now for the Creative Cloud. The thing I will remind everybody who is listening is that it is so early and none of them have actually seen the amount of innovation that we can add on a monthly and a quarterly basis. So, I think the beauty of the Creative Cloud offering really is that it feeds on itself with respect to all of the new innovation that we can provide, and we're so early, while we have a roadmap for all of that development, it really hasn't materialized yet. So, we think that that actually should help accelerate adoption of the Creative Cloud as well as when we move people through the funnel because there is a significant amount of awareness of the Creative Cloud. With respect to your second question on units, as Mark said in his prepared remarks, the way we look at performance is going to be a combination of the perpetual revenue, the site license revenue as well as subscription. So, we will start to give you that data as the quarters proceed. So, you have to look at all of that cumulatively as you get a true state of the business.
Operator: Robert Breza, RBC Capital Markets.
Robert Breza - RBC Capital Markets: Mark, your recent comments in the last question or two, you talked about not reading too much into the deferred revenue move. I am wondering. I know you will give financial targets for deferred (indiscernible) talk to us directionally on how you think it will trend? Also, maybe just directionally help us understand how you think cash flow will trend given the mix versus subscription and perpetual that would be helpful?
Mark Garrett - EVP and CFO: Sure, so. like I said, deferred revenue you can see was up $44 million, that's driven by the Omniture and the Digital Marketing businesses that are subscription oriented business and substantial ones today, as well as maintenance and support, and we actually also have from time-to-time some royalty contracts in the Print and Publishing that get renewed and they are booked to deferred and then recognized ratably over time. I would expect over a longer period that deferred revenue will continue to go up. I think next quarter it's conceivable that it's flat to maybe even slightly down next quarter just because of this royalty contract that got renewed this quarter, and that was worth – I'll tell you, that was worth $13 million in deferred. Of the $44 million, $13 million was from a royalty contract in Print and Publishing. So that would come out next quarter and we might see it slightly down, but over the longer period, I would fully expect deferred revenue to continue to increase even though Creative Cloud subscriptions won't be reflected in deferred, because we've got the Digital Marketing business which is going to be a very large SaaS business moving forward. And then from a cash flow perspective, I don't foresee any changes in the near-term. We continue to have a very healthy cash generating business model and I fully expect that to continue. One thing I did want to add before I turn the call to Shantanu to wrap up is I think there's been some question about the digital marketing revenue and I just want to make sure if you look at the data sheet that you understand that Digital Marketing includes the LiveCycle and Connect businesses, and if you look at our supplementary data, it's a better way to look at those businesses, so that you can see how much was LiveCycle and Connect and how much is what we call the Digital Marketing Suite revenue, which is the Omniture products and the WEM products together, which is really where the growth is going to come from.
Shantanu Narayen - President and CEO: Again, at the beginning of the year, we had talked about two key goals for the Company. We were going to move the creative business to the cloud to attract new customers, to make that far more predictable and to continue to drive innovation. While early, we think we are off to a really successful start with respect to the Creative Cloud introduction that we've seen so far. As we've said subscriptions are ahead of track and we have now a platform on which we can build to drive continuous innovation. The second goal that we had talked about was focusing on this fast growing category of Digital Marketing. It's clear that that's spanning out and that the acquisitions in the organic innovation that we've done position us very well. As Mark said, we've had 35% year-over-year growth in revenue in that category. The pipeline is healthy. And so, while there was some softness in Europe, we do not think that it impacts our confidence, both in our strategy as well as in our execution. So, thank you for joining us today.
Operator: This concludes our call. Thanks for joining us.


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George creates a dessert-dispensing vending machine powered by Gnocci the cat. Also: George's new wool scarf unravels when he tugs on a loose strand, so he sets out to find a sheep to give him wool for another scarf.
Monday, July 11 at 7:30 am on Main
Monday, July 11 at 1:30 pm on Main
Funding for Curious George is provided in part by:

subset: commoncrawl


text:
- June 27: Exploding Takata Airbag Involved in Death of Malaysian Woman news | 2 days ago
- June 10: U.S. Virgin Islands Sues Honda and Takata news | 19 days ago
- May 13: Hawaii Sues Honda and Takata Over Explosive Airbags news | 47 days ago
- May 8: Honda To Recall 21 Million Takata Airbag Inflators recalls | 52 days ago
- May 5: Two More Malaysian Deaths Possibly Caused by Takata Airbags news | 55 days ago
Transmission Leaking Fluid
CarComplaints.com Notes: The 1998 Honda Accord suffers from widespread transmission failure, peeling paint, & subframe rust. We recommend avoiding this model year like the plague.
The transmission begins slipping & eventually has to be replaced, typically soon after 100,000 miles & with a repair cost of over $2,000.
Peeling paint has also been a huge issue for these Accords. Most of the complaints are with darker paint colors -- especially green & blue.
Subframe rust near the front passenger side wheel has become a problem recently, due to the poorly positioned A/C drain hose directly above that area. Repair cost to the subframe is over $2,000.
8.7pretty bad
- Typical Repair Cost:
- No data
- Average Mileage:
- 104,817 miles
- Total Complaints:
- 3 complaints
Most Common Solutions:
- not sure (2 reports)
- new transmission (1 reports)
transmission problem
Helpful websites
- No one has added a helpful site for this 1998 Accord problem yet. Be the first!


text:
Two decades ago, investors scoffed at the idea that people would pay a premium to buy food that was certified organic. "They simply don't care," the naysayers quipped. But Whole Foods Market (NASDAQ:WFM) co-founder and co-CEO John Mackey knew better.
Between the depths of the Great Recession and last October, investors who bet on Mackey's strategy were sitting on an unbelievable return of 1,560%. Since last October, however, fortunes haven't been nearly as good, with shares losing 40% of their value.
Much has been made recently about new entrants into the organic/natural food space in America. While Sprouts Farmers Market (NASDAQ:SFM), The Fresh Market (NASDAQ:TFM), and Natural Grocers by Vitamin Cottage (NYSE:NGVC) attempt to use Whole Foods' blueprint, Wal-Mart (NYSE:WMT) is teaming up with Wild Oats to offer more organic goods in its discount stores.
However, while those developments do warrant caution on the part of investors, there are still many reasons to believe Whole Foods' stock has better days ahead. Here are three reasons Whole Foods stock could rise.
The organic movement's sustainable growth
It would be easy to assume that the growth of organics will soon reach a saturation point. Sales of organic goods between 2000 and 2012 delivered an annual growth rate of 13.5%. That's a torrid pace!
However, as of 2012, organic food sales, though they had grown rapidly, accounted for less than 5% of all food purchases in the United States.
That means there's still tons of room for growth. This is particularly true for fruits, vegetables, dairy products, and meats, all of which are particularly popular among purchasers of organic goods.
Pricing the competition out
Part of the reason investors have been so worried about Whole Foods' prospects has to do with shrinking margins. As I've shown before, Whole Foods enjoys margins that are the envy of the industry.
Management has said for a number of quarters now that it is "investing in price." That's industry speak for "selling food for lower prices." Obviously -- all things being equal -- that means Whole Foods' profit will come down.
But that's a short-term view, and all things are not equal. While Wal-Mart could likely compete on the price of some goods, its customer base is distinctly different than Whole Foods'. Instead, I think Sprouts, Natural Grocers, and other upstarts will find it increasingly difficult to beat Whole Foods on price and/or selection. Over the long run, that means Whole Foods grabs more share of what is -- this is the key-- a rapidly growing market.
So even if margins come down, volume should take off in the long run.
Rapid expansion
For a long time, Whole Foods stated that its goal was to establish 1,000 stores stateside. But last December that number was upped to 1,200. (It currently has 388 stores.) More important, however, was the recent announcement that the pace of expansion would pick up rapidly.
Whole Foods already has far more locations than its closest pure-play competition.
When you combine its pricing power, the larger selection that Whole Foods offers, and the fact that it has a large and expanding footprint across the country, the company has a great chance to gain an increasing share in the ever-expanding market for natural and organic foods.
The takeaway for investors
It will take a while for Whole Foods' lower prices to filter down to everyday consumers. Investors shouldn't expect an immediate turnaround in the stock price.
Long-term investors, though, should have no problem waiting to see how this story plays out. If things go according to plan, there's a good chance they'll be rewarded for their patience.
Top dividend stocks for the next decade
One part of an investment in Whole Foods is also the expectation that once it reaches 1,200 stores, it will start paying a sizable dividend. The smartest investors know that dividend stocks simply crush their non-dividend-paying counterparts over the long term. That's beyond dispute.
They also know that a well-constructed dividend portfolio creates wealth steadily, while still allowing you to sleep like a baby. Knowing how valuable such a portfolio might be, our top analysts put together a report on a group of high-yielding stocks that should be in any income investor's portfolio. To see our free report on these stocks, just click here now.
John Mackey, co-CEO of Whole Foods Market, is a member of The Motley Fool's board of directors. Brian Stoffel owns shares of Whole Foods Market. The Motley Fool recommends The Fresh Market and Whole Foods Market. The Motley Fool owns shares of Whole Foods Market. Try any of our Foolish newsletter services free for 30 days. We Fools may not all hold the same opinions, but we all believe that considering a diverse range of insights makes us better investors. The Motley Fool has a disclosure policy.


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The pastor of a large Michigan Catholic church has alienated many of his parishioners by telling a long time homeschool group that that they were a "loose cannon" and could no longer use the parish facilities for their meetings.
Father Wayne Ureel of Holy Spirit Parish in Highland Michigan, met with surprised homeschooling parents in late spring and told them that he did not see "any value" in their group, despite the fact that Catholic leadership and canon law support homeschooling.
After this decision was made, there were many supportive parishioners who tried to speak to Pastor Ureel on the homeschoolers' behalf. After all, homeschoolers score higher than 88 percent of the population in core subjects.
However, Father made it clear to anyone who attempted to meet with him that he had made his decision. He also gave a controversial speech to his congregation, scolding them and telling them they need to accept his decisions.
"I want to remind you that the church is not a democracy." he said. "It is an autocracy, and a benevolent one at that. The structure of the church is based upon that of the Roman Army. The person in charge is the pastor, and the last time I checked I had the key, and I have the paperwork to prove it."
He continued. "Regarding the homeschool group, which is not a parish organization, there are circumstances to which I am not going to agree to speak that color the situation significantly, which led me to the decisions that were made."
What really happened with the Holy Spirit homeschool group?
Leaders of the homeschool group say that six of them were called into a meeting with Pastor Ureel, who told them that they could no longer use the church's facilities due to scheduling issues.
During the meeting, the homeschoolers, who have met at the parish for more than 14 years, tried to convince the pastor of their worth and their scheduling flexibility. However, as the meeting progressed, Pastor Ureel told them that the group was a "loose canon" and that he had issues of liability and discipline.
"It was horrible, awful" stated one member. "When we asked Father Wayne if he saw any benefit at all of the homeschool families, he stated that he did not."
After the meeting, individual members of the group made a statement when a Teen Mass/Swing Dance was canceled without notifying the pastor, who was scheduled to perform the Mass.
"Father stated that volunteers have no right to cancel events, but how could we continue when we don't feel welcome?" asked one parent.
The homeschool group leaders respectfully declined to say anything more about the issue, as they have left the parish after refusing the pastor's too-late attempt to offer a compromise.
"To say we are saddened by Father Wayne's decision is an understatement, but through much prayer and discussion with members of the group, we feel it is better for the church and our group to respect his decision," stated Angela Vogel, contact person for the group.
"It is important to find a church home that meets our needs of being encouraged as homeschooling parents and children in our vocation to homeschool and allow us to contribute to the greater church community."
The other side of the story
Father Ureel stated that he does not interact with the media, so Ned McGrath of the Archdiocese of Detroit spoke on his behalf.
"The Archdiocese of Detroit respectfully declines to participate in what you exaggeratingly (sp) describe as a 'national story regarding the fiasco with Holy Spirit Highland homeschoolers,' other than to correct and clarify your misinformed claims about the parish and the pastor," stated McGrath.
"It is not, per se, a group of Holy Spirit homeschoolers. It is a group of some 20 homeschool families, about a third of whom happen to be parish members, who were meeting monthly at Holy Spirit. The group is not sponsored by or affiliated with the parish."
McGrath said that the group was offered the option of coming under the guidance of the parish's religious education director, but declined.
"They also remain uninsured," he said, explaining that coverage would be available through the Michigan Catholic Conference.
"Given these circumstances, they have been asked to find another location for their monthly meetings," he stated.
"No homeschool parents or students have been asked or encouraged to stay away from parish liturgies and gatherings. No homeschool families have been asked or encouraged to discontinue their efforts at homeschooling their children."
Jillian Peck, the Religious Education Director, also supports Father Ureel.
"A decision was made by Father Wayne after several discussions at staff meetings to no longer allow the homeschool group to use the parish for their meetings once a month," she stated. "They were not told that they could no longer be a part of the greater parish community."
Compromise offered to homeschoolers: too little, too late?
Ms. Peck says that Father Wayne concluded the meeting with the homeschoolers telling them that his decision stands, but that he would take their discussion into consideration.
However, in the meantime, a large number of parishioners, who were also angry about many other issues, called an "open forum" meeting with the pastor. Staff members were not invited to this meeting.
When Father Wayne found out about the open forum meeting, he asked Ms. Peck to call Bill Crantas, one of the homeschool group leaders, to discuss a compromise/negotiation for allowing the homeschool group to continue meeting.
"Bill listened to what I had to say, but said he had to consult others in the group," explained Ms. Peck. "No one is paying attention to the fact that the church is open to allowing the group to stay, albeit under stricter guidelines."
She said that the homeschool group rejected their offer to compromise. "Mr. Crantas emailed Father Wayne around May 28th announcing that a meeting was not necessary as the Home School group had found another church where they would meet."
Ms. Peck also stated that she supports any family wishing to home school their children in general education as well as religious education, either using the same program used by the parish, or another approved program.
"I strongly suggest that children join the parish sacramental prep. for the community aspect," she said.


text:
Where is the best place or tourist destination in the northern part of Philippines (most especially in summer season)?
Where is the best place or tourist destination in the northern part of Philippines (most especially in summer season)?
By Nelson Silva
on 2010-03-22 Answers 3 Views
By TEOFISTO GUINGONA
on 2010-03-22
We have beautiful beaches in the upper north like in Pagudpud IN iLOCOS nORTE. The beach is very nice, white sand like in Boracay, very clean and the location is very fresh - no pollution.
By midnaytt
on 2010-03-22
bolinao pangasinan or potipot island in zambales.
By Ria
on 2010-03-22
Baguio is the best place to go this summer especially with the weather we are experiencing right now
88DB.com Philippines is an Online Classified Ad and Buy and Sell Site for Filipinos where you can find products and services on Wedding, Beauty & Wellness, Real Estate, Pets, Business Services, Arts & Crafts, Automotive, Health & Medical, Food & Beverage, Personal & Home Services, Lessons & Instructions, Travel & Leisure, Computers & IT, Digital Media, Music & Entertainment, Performing Arts, Sports & Fitness, Event Management, Photo & Video, Clubs & Associations, and Buy & Sell; It features sections like Magazine, Knowledge and Forum which allow you to read Lifestyle Articles on Advertorials, Everyday Tips and Success Stories, share trivia, and exchange ideas respectively; 88DB.com is also an online advertising solution provider designed to help freelancers, SMEs, companies, and organizations find customers online.


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Rain is in the forecast! Highs today will reach the low to mid 70s with a chance of rain. The later we head into the day, the better chance of rain. A few t-storms are also possible. Winds will gust up to 25mph this afternoon as a cold front moves through, bringing much cooler air into the state.
Overnight, lows drop to the low to mid 40s as skies clear.
Thursday, get ready for fall like weather with highs in the mid 60s with sunshine!
A beautiful weekend is in store, check out the extended forecast!


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Running Head: STRATEGIES USED BY SUPERINTENDENTS IN DEVELOPING TEAMS 1 Strategies Used by Superintendents in Developing Leadership Teams by Michelle M. Morse THE USC ROSSIER SCHOOL OF EDUCATION UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF EDUCATION May 2013 Copyright 2013 Michelle M. Morse
Object Description
|Strategies used by superintendents in developing leadership teams
|Morse, Michelle M.
|Author email
|Doctor of Education
|Document type
|Degree program
|Education (Leadership)
|Rossier School of Education
|Date defended/completed
|Date submitted
|Date approved
|Restricted until
|Date published
|Advisor (committee chair)
|Castruita, Rudy Max
|Advisor (committee member)
Garcia, Pedro Enrique
García, Pedro Enrique
Gross, Gwen
|The purpose of this study was to determine the strategies public school superintendents across the nation use to develop executive leadership teams. Extensive research has been conducted in private for profit and medical settings, however relatively little research on leading teams has been conducted in the public education sector. Research based practices from the current research were considered and the following three research questions were asked: 1) How do superintendents select leadership team members? 2) What strategies do superintendents use to foster a collaborative climate? and 3) How do superintendents distribute and share leadership responsibilities? A mixed methods approach was used to ascertain how superintendents select their leadership team members, develop a collaborative climate, and distribute leadership responsibilities among the executive team. The study included the purposeful sampling of five superintendents and 51 leadership team members who work in large K-12 districts across four states. The results indicate that superintendents in this study balance person-focused and task-focused competencies in the selection process for new team members; however, issues of recruitment and retention are barriers to the selection process. Superintendents utilize six major collaboration strategies (clearly defined roles and responsibilities, climate of trust, openness, honesty, consistency, and respect) and also use individual reflective practices as a means to build leadership capacity. Superintendents use participative strategies with their leadership teams at a higher rate than delegation strategies when distributing leadership across the team. Implications for practice are provided in the researcher-developed "Framework for Building a Leadership Team."
|superintendents; leadership; teams; selection; collaboration; distributed leadership; strategies
|Part of collection
|University of Southern California dissertations and theses
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|University of Southern California
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|Los Angeles, California
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|University of Southern California. Libraries
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|University of Southern California
|Morse, Michelle M.
|Physical access
|The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.
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|University of Southern California Digital Library
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|USC Digital Library, University of Southern California, University Park Campus MC 7002, 106 University Village, Los Angeles, California 90089-7002, USA
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|Running Head: STRATEGIES USED BY SUPERINTENDENTS IN DEVELOPING TEAMS 1 Strategies Used by Superintendents in Developing Leadership Teams by Michelle M. Morse THE USC ROSSIER SCHOOL OF EDUCATION UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF EDUCATION May 2013 Copyright 2013 Michelle M. Morse


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"I want people who watch this fight to be satisfied. I don't care about a belt and I don't care about the money – I want to win in style."- Manny Pacquiao
Juan Manuel Marquez better watch out. Manny Pacquiao is going to put the hurt tonight. But that will only happen if the Filipino boxing superstar is in top shape and true to his pronouncements.
We may say, Manny Pacquiao and Juan Manuel Marquez have fought for 36 rounds before, and the Filipino fighter managed to put the Mexican down four times but failed to finish him off; what else is new this time around?
For a change, the news that came out of his training camp was nothing but positive, encouraging and spectacular. They say that Manny Pacquiao is very focused and has worked very hard for this fight. Gone are the usual distractions: the booze, the gambling, the women and the late nights. They advertised that the fire in his belly is back and that he has knocked down several sparring partners this time around, a fact that has not been seen in his training camp since his preparation for the Miguel Cotto fight as proof.
Yet amid all these pronouncements and press releases, many of us remain skeptical since we all have heard this kind of news before, and we all have read this kind of script before, and we all have seen this kind of movie before.
Truth is, Manny Pacquiao has not been the same fighter inside the ring ever since he showed mercy on a bloodied Miguel Cotto in 2009. He then went out and had fun with Joshua Clottey and made mince-meat of Antonio Margarito a year later. And in 2011, instead of fighting, Manny Pacquiao engaged Shane Mosley in a 'touched-gloved' diplomacy and did not take Juan Manuel Marquez seriously in their trilogy.
And last June, Manny Pacquiao cruised and sleepwalked on Timothy Bradley, which he could have easily taken care of if he only cared enough to push for a stoppage. And so Manny Pacquiao paid the price for his lackluster performance by eventually losing the said fight albeit a controversial one.
Yes, Manny Pacquiao has been shamed and humbled by the Bradley debacle. And he is on a mission to bounce back and show the boxing world that he can still be a fireball inside the ring.
Yes, despite his age and the wear and tear, Manny Pacquiao wants to prove that he can still be the 'Typhoon from the Pacific' who can unleash a storm against his opponent. Yes, Manny Pacquiao wants to silence his critics and convince the skeptics and regain the stature that made him one of the most loved, if not the best fighter of his era.
Manny Pacquiao states that tonight, there will be "no doubts this time" when he hammers the final nail on the coffin on the Juan Manuel Marquez question.
However, all these talks about Manny Pacquiao's exploits in training camp would not matter if on fight night, Manny Pacquiao fails to deliver. All these press releases to be the 'old' Manny Pacquiao and knock out Juan Manuel Marquez will be for naught if he fails to pull the trigger.
So, if Manny Pacquiao hopes to 'win in style', then all he has to do is bear in mind that old famous Nike slogan, "Just Do It."
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White Flint District - East - Transportation
Project Details
Contact Person: Dan Sheridan
Description: This project provides for completing preliminary engineering, 35% plans, for three new roads and one bridge in the White Flint District East side area.
When dialing outside of the county, call 240-777-0311 or submit via their website.
For website comments or to report website problems or broken links, please email us. This email address does not handle service requests or complaints.
Transportation Engineering · Montgomery County Department of Transportation
100 Edison Park Drive · Gaithersburg, MD 20878 · email@example.com
· telephone: 240-777-7220· fax: 240-777-7277 ·


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Office: 306D Rowell
Phone: (802) 656-7742
Email: email@example.com
Dr. Susan Kasser's teaching and research within the Department of Rehabilitation and Movement Science centers around physical activity and exercise in clinical populations. Her scholarship focuses on identifying the underlying mechanisms of postural dyscontrol in people with multiple sclerosis (MS) and evaluating exercise-based interventions aimed at mitigating balance impairment and reducing falls in those with the disease. Dr. Kasser also has extensive clinical experience. For the past 16 years, she has served as Director of MS IDEAL, a campus-based program offering tailored exercise and balance training programs for people with MS.
Ph.D., Oregon State University, 1997
M.S., University of Wisconsin – La Crosse, 1984
B.S., University of New Hampshire, 1982
EXMS 150 - Introduction to Exercise Science
EXMS 260 - Adapted Physical Activity
EXMS 263 - Exercise Prescription for Special Populations
Postural control and fall risk in adults with multiple sclerosis
Physical and psychological outcomes of exercise for individuals with multiple sclerosis
Physical activity and health in people with multiple sclerosis
Current projects include:
Kasser SL, Jacobs JV, Ford M, Tourville TW. Effects of balance-specific exercises on balance, physical activity, and quality of life in adults with multiple sclerosis. Disability and Rehabilitation 2015, DOI: 10.3109/09638288.2015.1019008
Kasser SL, Jacobs JV. Understanding and treating balance impairment in multiple sclerosis. JCOM 2014;21(9):419-431.
Kasser SL, Jacobs JV, Littenberg B, Foley JT, Cardinal BJ, Maddalozzo GF. Exploring physical activity in women with multiple sclerosis: associations with fear of falling and underlying impairments. Am J Phys Med Rehabil 2014;93:461-469. PMID: 24398582.
Padgett P, Kasser SL. Exercise for managing the symptoms of multiple sclerosis. Phys Ther J 2013;93:723-728.
Kasser SL, Rizzo T. An exploratory study of fitness practitioner intentions toward fitness programming for individuals with multiple sclerosis. Disabil Health J 2013;6:188-194. PMID: 23769477.
Kasser SL, Lytle RK. Inclusive physical activity: promoting health for a lifetime (2nd Ed.). Champaign, IL: Human Kinetics, 2013.
Padgett PK, Jacobs JV, Kasser SL. Is the BESTest at its best? A suggested brief version based on inter-rater reliability, validity, internal consistency, and theoretical construct. Phys Ther J 2013;92(9):1197-1207.
Kasser SL, Kosma M. Health beliefs and physical activity behavior in adults with multiple sclerosis. Disabil Health J 2012;5(4):261-268.
Jacobs JV, Kasser SL. Balance impairment in people with multiple sclerosis: Preliminary evidence for the Balance Evaluation Systems Test. Gait Posture 2012;36(3):414-8.
Jacobs JV, Kasser SL. Effects of dual tasking on the postural performance of people with and without multiple sclerosis: a pilot study. J Neurol 2011;259(6):1166-1176. (Abstract)
Kasser SL, Jacobs JV, Foley JT, Cardinal BJ, Maddalozzo GF. A prospective evaluation of balance, gait, and strength to predict falling in women with multiple sclerosis. Arch Phys Med Rehabil 2011;92:1840-6. (Abstract)
Kasser SL. (2009). Exercising with multiple sclerosis: insights into meaning and motivation. Adapted Physical Activity Quarterly 2009;26(3):274-289. (Abstract)Kasser SL, Lytle R. Inclusive physical activity across the lifespan. Champaign, IL: Human Kinetics Publishers, 2005.
Kasser SL, McCubbin JA, Hooker K. Variability in constraints and functional competence in adults with multiple sclerosis. Am J Phys Med Rehabil 2003;82(7):517-525. (Abstract)Kasser SL, Stuart ME. Psychological well-being and exercise behavior in adults with and without multiple sclerosis. Clin Kines 2001;55(4):81-86.
Kasser SL, Rose DJ, Clark S. (1999). Balance training for adults with multiple sclerosis: multiple case studies. Neurol Report 1999;23(1):5-12.
North American Federation of Adapted Physical Activity
Multiple Sclerosis Consortium
Greater New England Chapter National Multiple Sclerosis Society


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If you are seeking a world-class educational experience within a vibrant, Christ-centered learning community, Cedarville is the place for you. Step up to the challenge of our arts, sciences, professional and graduate programs, and achieve more than you ever imagined. Be challenged and transformed by professors who are experts in their fields and invest their lives at Cedarville to mentor and guide students like you.
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Top Definition
The act of a man whapping his weiner across someones face in an unanticipated moment.
When his girlfriend was unable to make him climax, Todd chili whapped her in an act of frustration.
dari Nurseeep Sabtu, 23 April 2011
Email dikirim dari email@example.com. Kita nggak bakalan nge-spam kamu kok :).×


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The first walk-off of the season was long overdue.
Catcher Miguel Montero waited until the final day of April for his first career walk-off home run and, if anything, lifted the Diamondbacks temporarily out of their misery.
Montero's lead-off blast in the bottom of the 10th inning gave Arizona a 5-4 come-from-behind victory over the Colorado Rockies before 19,135 Wednesday night in Chase Field.
Montero's heroics were set up when Martin Prado singled in two with the bases loaded and two out in the ninth. Prado's hit up the middle scored A. J. Pollock and Chris Owings and tied the score at 4-4. Prado's hit help send the D-backs to their third extra inning victory this season in as many games.
"I was not trying to do too much but trying to launch it," Montero said. "When you swing hard, results are bad. Really, I wasn't thinking at all and just tried to get a good swing."
Montero ripped a 1-2 fastball from Rockies' reliever Tommy Kahnle over the right field fence and gave the Diamondbacks some breathing room.
"We needed this one," said manager Kirk Gibson. "Nice to see Montero come through. He's made some recent adjustments and they have paid off. We had the right guy in there at that situation in the 10th inning."
Despite falling behind 4-0 early, D-backs' starter Josh Collmenter settled down and kept his team in the game. Over the initial three innings, Collmenter was rocked for four runs and five extra-base hits. A two-run homer from former Diamondback Carlos Gonzalez gave Colorado an quick 2-0 lead in the first and the Rox added a pair in the third.
Over his final 3.2 innings, Collmenter retired 14 of his the last 15 hitters he faced and gave the Diamondbacks an attempt to gain ground.
"Pitching is about a big-time feel and how you feel at any one time," Collmenter said afterward. "Early in the game, I wasn't feeling it and many pitches were high. They jumped on several of those but I was able to settle down. After the first three innings, the ball felt smoother and was coming out of my hand better."
The victory brought the D-backs' season mark to 9-22, still worst in the majors, but improved their home record to 3-13, including two defeats to the Dodgers in Sydney, Australia.
Despite the first team in the majors to reach 20 loses, spirits remain positive.
"Good win for the team and a good way to end April," Collmenter added. "We hope this gets things rolling in May."
On Wednesday, the Diamondbacks made a roster move.
The team sent reserve outfielder Roger Kieschnick to Triple A Reno and called up outfielder Ender Inciatre.
The trademark with Inciatre is speed. Tabbed by Baseball America as the Diamondbacks' "Fastest Baserunner" and "Best Outfield Arm," the 23-year-old native of Maracaibo, Venezuela was hitting .312 (34-for-109) at Reno, 22 runs scored, 12 RBIs and seven stolen bases in nine attempts.
For his part, Kieschnick appeared in four games for Arizona and was 0-for-7.
"Roger struggled here and was over-matched," said manager Kirk Gibson before Wednesday's home game with the Rockies. "I put him in tough situations so by sending him to Reno, he'll have some relief."
As a result of Wednesday's win to the Rockies, the Diamondbacks are now 9-22.
That includes 6-7 on the road and 3-13 at Chase Field and 3-15 counting two loss to the Dodgers in Australia. The difficult start has weighted on manager Kirk Gibson.
"So far, this team has underachieved," he said. "We're much better than we've shown. Look, I've never been a good loser and it's been tough on everyone. You have to stay positive. What's the alternative?"
For the first time, Gibson began talking about circumstances in the past-tense. Referencing his career as a player, coach and manager, Gibson said the game of baseball has been very good to him and retains great memories.
Yet, he said the conversation needs to be upbeat and put in the future.
"This team continues to be positive," he said. "You would like to see them rewarded by their work ethic. Right now, we're losing by many different ways and it's deflating. But, it's something we have to overcome."
The Diamondbacks now embark on a three city, nine-game road trip.
First stop is San Diego.
On Friday night, Bronson Arroyo (1-2, 7.77 ERA) opens the trip against Padres' right-hander Andrew Cashner (2-3, 2.68). Among those facing Arroyo, San Diego third baseman Chase Headley is a career .292 hitter (7-for-24) with two home runs. Headley is currently on the Padres' disabled list with a strained left calf muscle.
On Saturday, Brandon McCarthy (0-5, 5.54) takes on former Diamondback Ian Kennedy (2-3, 3.16 ERA). Martin Prado has the most lifetime at-bats against Kennedy and a career average of .267 (5-for-14).
In the Sunday finale, Wade Miley (2-3, 5.36) opposes right-hander Tyson Ross (3-3, 3,68).
Then, it's on to Milwaukee for three and then three with the White Sox in Chicago over Mother's Day weekend.
The D-backs return to Chase Field May 12-18 to face Matt Williams and the Washington Nationals for three and the Dodgers for three.
The San Diego-Milwaukee-Chicago road trip also marks the start of 15 of the Diamondbacks next 21 games away from Chase Field.


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By Raymond Freeman 08/15/2013
UPDATED Aug. 19
No more Saturday delivery. No more door-to-door mail service for millions of Americans. The Postal Reform Act of 2013 recently introduced by Rep. Darrell Issa, R-Oceanside, would force these drastic changes on the Postal Service, slashing more than 100,000 jobs and fatally gutting it.
Don't be surprised. It's part of the GOP's plan to destroy America to get rich. It's business as usual. They've been doing it for years, in broad daylight, in a democracy, in the Information Age. It's like taking candy from children.
Republicans have done an outstanding job of destroying America's industry and sending jobs overseas, solely to make the top 1 percent even richer. Many of the remaining jobs are ones that can't be shipped out (food, hotels, warehousing, etc.) and pay starvation wages. A quarter of America's workforce makes less than $10 an hour. Millions have full-time jobs but live in poverty. Most of the jobs created since the Crash of 2008 have been at minimum wage. By rights, minimum wage should be $22 an hour, to keep up with productivity gains. It's $16 (American) in Australia. (No, it doesn't cause unemployment; theirs is lower.)
In 24 states Republicans have passed "right to work" laws, meaning that workers have the "right" to slave labor because unions are essentially banned. The latest wheeze is "80/20," which puts 80 percent of workers on "flexible" schedules, meaning they're basically slaves on call. These workers must then rely on welfare. So taxpayers subsidize hugely profitable companies and overpaid CEOs. Even Newt Gingrich was disgusted, calling it "right-wing social engineering."
The USPS is America's second-largest employer, is not subsidized, and is unionized. But the GOP doesn't want slave workers to see secure, well-paid workers. They want to privatize it (a) to weaken unions further, (b) to make their rich pals richer, (c) so that they'll finance their campaigns. Clearly, this cannot be done by rational Jeffersonian debate. So the trick is to manufacture a crisis. The USPS is bankrupt! The sky is falling!
In 2006, the GOP pushed through a time bomb whereby the USPS had to pre-fund all retiree benefits for 75 years within a 10-year span. Hence, money has to be set aside, super-fast, for workers who haven't yet been born. This is pure Alice in Wonderland. Without this, the USPS would be profitable and have $1.5 billion on hand. In fact, the USPS has overpaid its various retirement funds by an estimated $56 billion.
Republican treachery is nothing new. The Postal Service once ran an ad campaign showing that Express Mail was vastly cheaper than FedEx and UPS. These two companies tried to block that in court. The judge told them to boil their heads. No problem: they simply went to their Republican pals in Congress and got them to kill the ads. And the Postal Service cannot even raise the price of postage to an economic level. By international standards, the cost of a first-class stamp is ridiculously low.
Could it be that FedEx and UPS contributions of $50 million to the Republican Party had anything to do with the slow destruction of the Post Office? Nah, couldn't be. Don't be cynical.
In short, the Postal Service was given a deliberately insane set of rules under which no company could possibly survive. Now that it has run into trouble, as intended, we're told that the thing doesn't work and must be privatized (with nary a peep about that $56 billion stashed away). The family silver will get passed over the fence by Republican burglars to their pals, postal workers will be rehired at slave labor rates, and postal rates will go sky-high.
But surely, as the American public owns the USPS with all that family silver, you'll get some compensation like any other takeover? Dream on. Small children with silver are no match for large burglars with experience. And with more legislative tricks, guess who'll get that $56 billion? Retired postal workers? You? Aw, c'mon, it'll be Darrell Issa's friends!
Get this: poverty-stricken Republicans in rural areas in Red States, who need decent jobs and post offices the most, voted for Republicans and for this rip-off! If you don't know whether to laugh or cry, cry very hard. Those states have gone from Norman Rockwell's America to Charles Dickens's London. Republican consultants figured out years ago that Republican voters can't think.
And there are two bonuses. Votes by mail for Democrats will get mysteriously "lost" by Republican-friendly private carriers. Political campaigns need fliers mass-mailed at bulk rates. But campaigns will become ruinously expensive when the rates get jacked up. That's not a problem for well-funded Republicans, is it?
The British media report about Republican schemes almost as though America were a Third World country run by robbers. Americans will be robbed blind if Issa's heist succeeds. Moral? To prevent robbery, don't vote for robbers in the first place.
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100 BILLION to the Republican party, really Mr. Freeman? UPS has a net profit of about 7 billion a year, FedEx about 2 billion, so your saying they gave over 11 years of pure profit to the Republican party? Either you dont have basic math skills, or you are dilusional. Personally, I think your vying for a job at Fox/MSNBC, and you'd fit right in, your not trying to get the facts right, your just trying to be the loudest. Your mother must be so proud.
Editor's note: $100 billion was a typo. It was meant to be $100 million. see corrected version.


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Dwayne Wyatt, APA
Dwayne is a planner with the City of Los Angeles Planning Department and is a founding member of the Planning Department's South Central/Southeast Task Force. A group within the Planning Department which works to sensitize planning staff on issues within low-income communities. Dwayne serves on the adhoc Organization Relation Committee of the American Planning Association/Planning and the Black Division, active in under-served communities in South Los Angeles. He holds an MA degree from in Urban Planning from UCLA. Dwayne expressed an early interest in cooperatives while he was still in graduate school. He came onto the CRSP board in the early 1990s. Dwayne lives in Mt. Washington.
David Somers
David Somers works for the Los Angeles Department of City Planning as a Bicycle Planner and is generally interested policies that reduce the City's transportation-related carbon footprint. A resident of Los Angeles since 2006, he moved to the City straight out of urban planning graduate school in Ann Arbor, Michigan on his wife's urging to move to another challenging City, but with nicer weather. While in Michigan, he also worked on a youth-lead watershed restoration project and community-based economic development in Detroit. He lives in Mt. Washington where you can see him on his daily bicycle commute into City Hall, or walking his dog Neela. He lives there with his wife and fellow CRSP Board Member, Priya.
Ian McIlvaine, AIA
CRSP Board President
Ian received his BA in East Asian Studies from the University of Virginia, and lived and worked in Taiwan before entering UCLA's Graduate School of Architecture and Urban Planning. He received his M-Arch in 1993. He worked with Pizzinini-Luxembourg before leaving to form Tierra Sol y Mar with architects Aidan Bird and Victoria Yust (whom he later married). Fascinated by natural building technologies, Ian has worked on rammed earth, adobe and straw bale structures. Following the Malibu fires, he organized a conference for the City of Malibu called "From Ashes and Quakes to Opportunity". He is a co-founder of the Los Angeles Eco-Village, and continues as a board member of CRSP. He is also a past board member and president of the Los Angeles County Bicycle Coalition. Ian grew up in Guinea and Kenya, and speaks French, Spanish and Chinese (Mandarin). He is a licensed architect in the state of California. He is an avid bicyclist and lived in Los Angeles Eco-Village from 1995 to 1997. He has been the architectural adviser on all of the LAEV building retrofits. He also provided the pivotal architectural support for saving the northeast corner lot at Bimini and White House Place for a multi-school learning garden instead of an LAUSD parking lot in LAEV.
Priya Mehendale
Priya Mehendale works for the Los Angeles Department of City Planning, where she reviews development projects in the Valley. Priya received a Permaculture Design Certificate in 2011, and has a keen interest in watershed restoration and food security. A resident of Los Angeles since 2006, she relocated to the City from Southeast Michigan, where she was intrigued by the City's many challenges and opportunities. She lives in Mt. Washington with her husband and fellow CRSP Board Member, David, and their pet family. She has a B.A. in Anthropology and a Masters in Urban Planning, both from the University of Michigan.
Jesse Moorman, Esq.
Jesse completed his undergraduate work at the University of Texas with a major in biology. Settling in Southern California in the mid 1980s, he was amazed to see homeless people sleeping on the street, a phenomenon that had startled him on his first trip to India in 1975. Graduating from Southwestern Law School in 1987, he began working on environmental cases, but ended up doing primarily immigration law. Notable among various public-interest pursuits, Jesse has worked on the Sierra Club legal committee, was editor of the Los Angeles Audubon Society monthly newsletter, served on the board of Southern California SANE/Freeze, and was an active organizer of the California Green Party eventually running for Congress on the Green ticket. In 1996 he became one of the first intentional community members to move into CRSP's then recently acquired 40 unit apartment building in LAEVwhere he lived for nearly eight years. Jesse has been a member of the CRSP board since 1992. He currently practices immigration law in a downtown firm.
Lois Arkin is the founder (1980) of the nonprofit CRSP Institute for Urban Ecovillages. In 1993, she co-founded the Los Angeles Eco-Village as a project of CRSP. Co-author/editor of two books on sustainable cities and cooperative housing, she is the former editor for the "Ecovillage Living" column in Communities Magazine. She represents the Western U.S. with the Ecovillage Network of the Americas, is on the board of the Global Village Institute, and served for 17 years on the Community Advisory Committee of the Wilshire Center/Koreatown Redevelopment Area. CRSP is a co-founding organization of the Beverly-Vermont Community Land Trust and the Urban Soil/Tierra Urbana limited equity housing cooperative. Lois lives and works in LA Eco-Village, and is passionate about reducing auto use in L.A. She is a frequent public advocate for sustainable urban living and gives regular public tours of the L.A. Eco-Village neighborhood. You can see her occasional blogs on the LAEV blog site. She holds a BA degree in Anthropology from Cal State University Northridge.