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Operator: Good morning. My name is Christie, and I will be your conference operator today. At this time, I would like to welcome everyone to the AMC Networks' Fourth Quarter Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer session. Thank you.
I would now like to turn the call over to Seth Zaslow, Senior Vice President of Investor Relations.
Seth Zaslow - SVP, IR: Thank you. Good morning, and welcome to the AMC Networks' full year and fourth quarter 2012 earnings conference call. Joining us this morning are members of our executive team Josh Sapan, President and Chief Executive Officer; Ed Carroll, Chief Operating Officer and Sean Sullivan, Chief Financial Officer.
Following a discussion of the Company's full year and fourth quarter 2012 results, we will open the call for questions. If you don't have a copy of today's earnings release, it is available on our website at amcnetworks.com. This call can also be accessed via our website.
Please take note of the following; today's discussions may contain statements that constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Investors are cautioned that any such forward-looking statements are not guarantees of the future performance or results and involve risks and uncertainties that could cause actual results to differ. Please refer to the Company's filings with the Securities and Exchange Commission for a discussion of risks and uncertainties. The Company disclaims any obligation to update the forward-looking statements that may be discussed during this call.
Further we will discuss non-GAAP financial information. We believe the presentation of non-GAAP results provides you with useful supplemental information concerning the Company's ongoing operation and is appropriate in your evaluation of the Company's performance. Please refer to the press release and related footnotes for GAAP information and a reconciliation of GAAP to non-GAAP information which we'll refer to on this call.
I would now like to turn the call over to AMC Network's President and CEO, Josh Sapan.
Joshua W. Sapan - President and CEO: Good morning and thank you for joining us. I will provide a brief summary of our financial performance, followed by an update on the business and then turn it over to Sean Sullivan for greater financial detail. 2012 was a successful year for AMC Networks. We made significant strides on both the financial and operational front and the fundamentals of our business are quite strong.
In the fourth quarter, the Company reported 8% revenue growth and AOCF decline 4%. As we discussed in our last call, our results for the quarter were negatively impacted by our litigation with DISH Network and the associated temporary drop of our networks from the DISH platform. Sean will discuss the impact in more detail, but as a reminder our networks throughout to this platform for essentially the month of October and we incurred marketing and legal expenses related to the dispute during that period.
If not for the situation with DISH we would have reported healthy double-digit growth in AOCF in the quarter. For the full year 2012, we grew revenue 14% and AOCF 5%. Excluding the impact of the dispute with DISH, we would've also reported healthy double-digit growth in AOCF for the full year.
Our overall strategy remains fairly simple and straightforward, I think it can best be described as being content driven, as the overall Pay TV ecosystem continues to evolve we believe that we will be increasingly defined by the content that we create. We've been steadily and fairly significantly increasing the investment in our programming across all of our channels. Our four networks are each at various stages of evolution against that strategy, but the focus for each of them has principally been on that content. In 2012, original programming remained as the core driver of our success.
AMC, the largest of our channels, has clearly been the most notable for us, as its slate of scripted dramas has met with the greatest retention. The third season of The Walking Dead drove records for basic cable TV. The mid-season premiere that aired earlier this month drew almost 8 million adults 18 to 49, making it the most watched episode in the series' history. Season to date, viewership in key demos adults 18 to 49 has increased roughly 50% over the prior season and has made the show the number one program on all of television among 18 to 49 year olds, out-delivering hits such as Modern Family and CIS, The Big Bang Theory and Two and a Half Men on broadcast.
As we look into 2013, we're pleased that our other scripted series including the critically acclaimed Mad Men and Breaking Bad will be returning along with the crime drama, The Killing and our Western series, Hell on Wheels. As you may be aware, we've also green light a new cop story set in Detroit called Low Winter Sun that we expect to air in the second half of the year.
We look to build off the success of these scripted dramas by introducing nonfiction or unscripted original programming on the channel as well. The Talking Dead, which is a live talk show that airs following The Walking Dead, has consistently generated ratings that are several times higher than time period average. Earlier this month, we introduced a new programming night, Thursdays, devoted to our expanding lineup of original unscripted series.
Our commitment to original content is also in place across our other networks. At WE tv, primetime ratings in the fourth quarter were up double digits year-over-year in the key demo for that channel women 25 to 54. For the full year, primetime ratings in the same demo were up high single digits despite being off the DISH platform.
Adjusting for the loss of DISH carriage, primetime ratings would have been up double digits for the full year. WE tv's performance was led by returning shows such as Braxton Family Values and the introduction of several other successful reality shows, including a show called Tamar & Vince, which is a spinoff of Braxton's; Mary Mary, a show about two sisters who are Grammy award-winning singers and several other successful reality shows.
At IFC, we are continuing to develop the strategy of producing alternative comedy across the channel lineup. That effort is led by a show called Portlandia, which stars Fred Armison from Saturday Night Live and returned for its third season in January. The series won a Peabody award in 2012, and just a few days ago won a Writers Guild award for comedy, vesting some very lofty competition that included Saturday Night Live, Colbert's, Stewart and Jimmy Kimmel, among others.
At Sundance Channel, we are pursuing both scripted and non-scripted originals. Rectify, the channel's first wholly owned scripted original from the producers of Breaking Bad, will premiere in April this year. Two other projects, Restless, an original scripted miniseries that premiered in December, played quite well; and Top of the Lake, written and directed by Academy award winning director Jane Campion and starring Holly Hunter and Elisabeth Moss from Mad Men, will premiere in a few weeks. The success of this original programming is increasingly driving our topline performance. On the advertising side the National Networks grew revenue by 16% in the fourth quarter versus the prior year.
For the full year 2012 National Networks grew ad revenue by 17%, despite the temporary interruption by DISH. We saw healthy demand for our original programming most notably the scripted originals on AMC and we were able to attract new quality advertisers to our channels further diversifying our ad client base.
On the distribution side the National Networks grew distribution and other revenue by 7% in the fourth quarter over the prior year period. For the full year distribution and other revenue at the National Networks grew 15%. This growth for the full year reflected significant increases in ancillary revenue streams such as digital, licensing and international that are derived from the sale of our original programming primarily at AMC.
As for affiliate revenue reported growth was in the mid-single digits over the prior year 2011. Excluding the impact of the dispute with DISH affiliate revenue would have grown high-single digits for the full year 2012 as compared to the prior period.
Before I turn the call over to Sean, I did also want to give you a brief update on the activities at our international and other segment. We further expanded our international footprint during 2012 and now have channels in over 20 countries including Canada and various territories throughout Europe and Asia. We remain committed and excited about the growth opportunities that these market present, but continue to view this part of our business as a longer-term initiative.
IFC Films, our film distribution business, had a somewhat challenging year, primarily due to some difficult comps with the prior year where we had a few films that worked quite well. However, the business continues to build its library of content, now at over 500 films, and recently received an Oscar nomination, it's ninth for the film How to Survive a Plague.
During 2012, we also increased our R&D activities with regard to Internet delivery of video. We think that this is an important area to stay focused on and believe that it could lead to some attractive and new opportunities in the future.
With that, I'd like to turn the call over to Sean Sullivan, who will provide further detail on the financial results for the quarter and the year.
Sean S. Sullivan - EVP and CFO: Thanks, Josh, and good morning. Turning to the results for the fourth quarter. Total Company revenues grew 8.2% and AOCF declined 4%. For the full year, total Company revenue grew 13.9% and AOCF increased 5.4%.
As Josh mentioned, fourth quarter and full year results, particularly AOCF, were negatively impacted by the temporary termination of our carriage with DISH. This dispute resulted in a meaningful loss of affiliate and advertising revenues, as well as increased marketing and legal expenses in both the third and fourth quarters of the year. Excluding the impact of the dispute with DISH, we would've reported healthy double-digit AOCF growth in both the fourth quarter and full year 2012.
On a segment basis, National Network revenues for the full year increased 15.9% or $172 million. National Networks' AOCF for the full year increased 10% or $45 million versus the prior year period to a total of $492 million. In the fourth quarter, National Network revenues increased 10.8% or $33 million.
Advertising revenues increased 16% to total $157 million the year-over-year increase was primarily driven by the growth at AMC. AMC benefited from the performance of its original programming most notably The Walking Dead which offset a decrease in original programming hours versus the prior year period, principally related to the airing of one scripted original in the fourth quarter of 2012 as compared to two scripted originals in the fourth quarter of 2011. Results in the quarter were also negatively impacted by not being carried on the DISH platform for essentially one month.
Distribution and other revenues of the national networks increased 6.8% or $12 million to a total of $182 million versus the fourth quarter of 2011. Results reflected an increase in affiliate revenue, partially offset by a decrease in digital distribution revenue.
The decrease in digital distribution revenue principally reflected the timing of revenues associated with the S5 release of The Walking Dead on Netflix. More specifically, we recognize the revenue from the second season in the third quarter of 2012 as opposed to recognizing the revenue from the first season in the fourth quarter of 2011.
As for affiliate revenue, the year-over-year growth rate was negatively impacted by the temporary loss of carriage on DISH for the month of October. In addition, based on a fair value assessment of the affiliate -- affiliation agreement with DISH, we determined the fees to be paid by DISH for the period from the effective date October 21, 2012 through December 2013 are below fair value. This resulted in a recognition of $31 million deferred revenue on October 21, 2012. $5 million of this amount was recognized as revenue in the fourth quarter of 2012 as the services were provided. We will recognize the balance or $26 million ratably through the year end 2013.
Moving to expenses, expenses increased 13.5% or $27 million in the quarter principally due to increased programming and marketing costs. The increase in programming expense was associated with our continued investment in original programming for our four channels. The fourth quarter of 2012 included a charge of $2 million related to the write-off of a programming asset as compared to the fourth quarter of 2011 that included charge of $80 million. For the full year 2012 programming write-offs were $10 million as compared to $18 million in 2011.
Marketing costs increased principally due to the dispute with DISH and activity at the networks related to our original programming. The DISH-related expenses were incurred in connection with communicating to our viewers through messages such as third-party media buys and direct marketing.
Turning to the International and Other segment, revenues for the full year decreased $11 million to a total of $115 million. AOCF for the full year was a deficit of $30 million, a decline of $25 million versus the prior year period. In the fourth quarter, International and Other revenues decreased $7 million. AOCF for the fourth quarter was a deficit of $4 million, a decline of $11 million versus the fourth quarter of 2011.
The revenue performance in the fourth quarter principally reflects an increase in international affiliate fees, which was more than offset by a decrease in revenues at IFC Films and Broadcasting & Technology. The decline in AOCF in the fourth quarter was mainly due to the decrease in revenues as well as increase in litigation expenses to the VOOM lawsuit.
As we discussed on our last call, we began allocating a portion of the VOOM litigation cost to Cablevision in the third quarter of 2012. AMC Networks shared the litigation cost worth $3 million in the fourth quarter as compared to less than $1 million in the fourth quarter of 2011. For the full year, the company recognized litigation costs of $11 million as compared to $5 million in 2011.
Total Company net income from continuing operations for the full year was $136 million or $1.89 per diluted share compared to $126 million or $1.79 per diluted share in the prior year period. This increase was a result of growth in operating income, which is partially offset by an increase in interest expense.
For the fourth quarter, total Company net income from continuing operations was $15 million or $0.21 per diluted share compared to $29 million or $0.40 per diluted share in the prior year period. This decrease reflects the expenses of $21 million related to the repayment of the term loan B facility in December, partially offset by an increase in operating income.
As we noted in our press release, the $21 million of cost related to the term loan B repayment consisted of $12 million in expenses in connection with the extinguishment of the debt as well as an unrealized loss of $9 million on the related interest swap contracts that was included in interest expense in the quarter.
Before I review our capital structure, I wanted to give you an update on the allocation of the VOOM settlement proceeds. As we previously disclosed in connection with the settlement agreement, AMC Networks and Cablevision collectively received a cash payment of $700 million from DISH. These proceeds were disbursed, on a preliminary basis, evenly between the two parties. AMC Networks and Cablevision are working to finalize the allocation of the VOOM settlement proceeds. However, the final amount to be allocated to either party has yet to be determined. I hope you'll understand that since the process is ongoing, we're limiting our ability to discuss this matter in more detail.
In terms of free cash flow, the Company reported $551 million in free cash flow for the 12 months ended December 2012. This amount includes the preliminary dispersement of $350 million related to the VOOM lawsuit settlement that I just mentioned. Excluding this amount, free cash flow for the full year was $201 million. Capital expenditures were $19 million, cash interest was $113 million and cash taxes were $41 million.
Turning to the balance sheet. As of December 31, AMC Networks had $2.2 billion of outstanding debt. We had cash and cash equivalents of $611 million for a net debt position of $1.6 billion. Excluding the $350 million related to Voom, our net debt position was $1.9 billion and our leverage ratio was 4.2 times based on LTM AOCF of $465 million. The 4.2 times leverage ratio was down from 5.4 times on June 30, 2011, and up slightly with the prior quarter, principally due to the impact of the dispute with DISH on our full year results.
During 2012, we prepaid $150 million of the term loan A debt. This consisted of three $50 million prepayments that were made in March, July and November of this year, and were in addition to the two $50 million prepayments we were made in 2011. These prepayments totaling $250 million since the spin are consistent with our strategy of using excess free cash flow to delever.
In closing, 2012 was a successful year for AMC Networks, and we look forward to the continued success in 2013. With that, we'd like to move to the question-and-answer portion of the call. Operator, please open the call to questions.
Operator: Bryan Goldberg, Bank of America Merrill Lynch.
Bryan Goldberg - Bank of America Merrill Lynch: Just got a couple of quick ones. With all the noise cause from Voom in 2012, we are trying to figure out a clean base line number for our 2013 forecast. So Sean I think you called out $11 million in legal expense for the year that won't be recurring. But could you frame for us the 2012 full year impact from loss of affiliate fees from the Caris disruption, as well as incremental marketing expense?
Sean S. Sullivan - EVP and CFO: I don't think I will be able to satisfy you with a quantitative answer for obvious reasons, as it relates to our affiliate deals and the terms of those, so I need to be somewhat restrained when I say, but as you guys know, we're off the platform for essential four months in terms of the affiliate revenue. I think you guys do fairly good job of modeling what the advertising impact of that would be. I believe the updated subscriber information was in the press release, so you can see that. In terms of the marketing expenses it's a meaningful amount of money that we spend communicating and really engaging with our audiences. So, beyond what we said in the prepared remarks in terms of where we expected our AOCF growth to be over '11 that's probably the best we can do at this point.
Bryan Goldberg - Bank of America Merrill Lynch: Then I guess just to looking at the fourth quarter trends, the margins at domestic were a little lower than what we were thinking they would be, and considering last year's Rubicon write-off, and I was just wondering, with programming expense in the quarter, how much was sort of related to ongoing stuff that's on your air as opposed to development spending? I know you guys have a lot of stuff in the pipeline. Was your development spending up a lot in the quarter?
Sean S. Sullivan - EVP and CFO: No. I don't think the development spending wasn't significantly up. We've certainly announced a number of pilots on AMC specifically, but those, you're not seeing any of those expenses necessarily impacting the fourth quarter. No, I think that the theme in the fourth quarter, at least on the technical expense category, is an increased investment, not only on AMC, but all four of our channels. So it's We, it's IFC, it's Sundance as it moves into the scripted original category as well. So I think as we've said historically, we're going to continue to increase the absolute dollar investment in programming to strengthen each of our core channels. So, that's really what's going on in the programming side in the fourth quarter.
Bryan Goldberg - Bank of America Merrill Lynch: Just one last one. I've seen a few articles recently about you guys potentially airing some of the AMC scripted originals on your other channels, i.e. potentially playing Walking Dead episodes on IFC and airing old seasons of Breaking Bad on Sundance. So could you walk us through some of the thinking behind this, how it could build audience on the other channels and enhance channel brands and how that might impact the P&L?
Joshua W. Sapan - President and CEO: This is Josh. I think, some of those are accurate and specific reports of our plans and some reports you may have written are speculative. So I will share just the way we think about it. If we control rights or license rights, each show and each circumstance is evaluated separately. So, I think in general, and for the most part, a show or series that airs on a channel is on that channel. We have, in the past, I don't know if you've noticed, previewed certain shows on our other sibling channels in order to gain sampling and in an effort to increase audience on the channel that the show will be on and it has had a good effect. So in the case of Breaking Bad, we think that, that it has some application for Sundance, and so that's an initiative that we pursued with those who hold the rights. I think as we look at each show going forward, we evaluate whether there's some economic benefits, strategic benefit, programming benefit to either air it on a preview basis to gain sampling and make it more successful when it airs on the channel that it resides on, or if it makes sense, to have a different channel become the place that it goes on a post-premiere channel window. And so those things, in the world will live in, we'll continue to evaluate. They're actually -- it's a pretty interesting and rich subject. We think that if we pursue it properly, particularly where we own rights, we can advantage ourselves across different channels. And of course, with that said, we have to be mindful of the brand integrity of each channel. So that's the sort of basic thinking around it.
Operator: Michael Morris, Davenport and Company.
Michael Morris - Davenport and Company: Two questions. First, just going back to the question of the technical and operating expense growth. Can you share with us how much the cash cost growth was relative to the book programming cost growth? Because the question is, your technical and operating expenses were up $33 million in the quarter, excluding the write-down from last year, and we're trying to figure out how much of that is a closing of the gap of book versus cash and how much of that represents continued expansion of the cash spending, and then I have another one?
Sean S. Sullivan - EVP and CFO: In terms of the fourth quarter, I think when you see the K filed later today, actually, the amort for the fourth quarter is actually in excess of the change in the programming assets and liabilities for the quarter. So that certainly has closed the gap the other way for the quarter. I will say, just to highlight for the full year, the cash change in asset and liabilities, I think about $70 million, ahead of the amort for the year. So I don't think the fourth quarter necessarily is a trend in that -- on that front, but that's what you'll see when the K is filed later today.
Michael Morris - Davenport and Company: Okay, great. And then with regard to the VOOM litigation proceeds, can you help us understand what the delay is in the process there or what's kind of taking so long if are not determine and when the timing of that may be completed and also for your language in the release that the ultimate amount allocated you could be significantly less than the 350, why did you choose significantly less could it not be more or how should we be thinking about that comment?
Sean S. Sullivan - EVP and CFO: Sure, it's good question. In terms of the VOOM, I don't know that we manage your expectation it all. I think the process is the process and it's going on as we expected to just to remind you, we're using the VOOM litigation share agreement. We have related party transaction policy. We have independent committees. So, I send some filtration, but from our perspective its proceeding as planned and will continue certainly not going to sit here give you a date when we expected to be resolve and just go through the process. In terms of the ultimate settlement, I think that's more just SEC disclosure I think we required certainly let you know that there is a range of possible outcomes in light of this process. So, I think it's in the company's interest to characterize in that manner.
Operator: Richard Greenfield, BTIG.
Richard Greenfield - BTIG: A couple of questions. I mean just another way of thinking about the AOCF issues in the quarter. If you back out your write-downs and just look at what you organically did, you'd have had $125 million of AOCF in total for Q4 last year dropping to 105-ish million this year, can you give us any color on what type of growth rate you would have seen without DISH would have been when you add back in that non-recurring each quarter just to get a better sense, because that's obviously impacting the comparison year-over-year, as well as the DISH issue? So just trying to isolate DISH from the write-off expense. Then the other issue is, when you talked about International, Josh, you mentioned that there would have been roughly $11 million related to the VOOM settlement. That implies that you would have still lost like $20 million or almost $20 million in International and Other versus essentially breakeven in the prior year. Just wondering, how do we think about the profitability of International to business that I don't think a lot of people on the call know a lot about what you're doing there? What is the kind of trend line rate that, that business should throw off in a given year? I realize it's volatile, but is that a business that's basically break even at this point plus or minus? Any color would be great.
Joshua W. Sapan - President and CEO: Sure, I'll take the second one first if I may. The International and Other has several segments in it. It's not just – so one is International channels, which is, they either bear the name AMC, WE or Sundance, and we're now in, I think, as I mentioned, 20 countries. The horizon, in general, for profitability, and this is general, is probably in the range of five years when we open a new territory. So where we have been for five years, Canada, we're substantially profitable. We then expanded into various parts of Europe and to Asia and those territories are in investment mode. So just perhaps more than you want to know on it, we of course create a plan for each territory, and territory really means fee that encompasses several countries that we go into, and we do a detailed plan before we trigger or say yes to a territory, so we make sure that we have a disciplined plan that is going to achieve profitability. The more we press the button and expand those the more our investment, read loss increases. So last year we did expand in Spain, in Turkey, in other territories and so that creates more investment and it brings the aggregate look at that one element in the international and other category down. Also in that category which we touched on, I touched on in the prepared remarks is R&D, as we call it, which is some experimentation that we are doing in direct-to-consumer Internet video, and this shouldn't be confused with TVE activities, where we are in pursuit or doing that in association with cable operators where we're doing it, but rather some experimentation at what would happen as we complement our activity with direct-to-consumer sort of offerings. Think iTunes like, if you would, of shows, and we think that's an area that it's worth us being educated in and smart in and facile in. So we increased the investment in that. I think it's fairly characterized as R&D. And then in our broadcast operation, which we refer to as B&T, which is the facility that we use for technical operations for our own channels, we had, in the past, had some third-party business that went away. So on a comparability basis that was negative. And I also mentioned that IFC Films, also in that category, it's a fourth component in that broader category, had some negative comps year-over-year which really were largely a function of the variability from the prior year period when we'd had a couple of films that were inexpensive and performed particularly well, you wouldn't have heard of them, but that film business is a function of sort of comparability and a very so there was a bit of negative comp there. So, those are components of the negative the way it looks going forward is probably in general moderates from where we were, but those of the broad components what happened in that specific areas you asked about.
Joshua W. Sapan - President and CEO: Rich, back to your first question in terms of AOCF, again, I'll point you back to the script on a reported basis, we said we would have delivered healthy double-digit AOCF growth again I am not going to size the exact impact of DISH for obvious reasons, but I will say as you know there's a lot of quarter-to-quarter variability in this business as it relates to the premiering of our originals as well as the marketing of those shows. If you just look at the full year results I think the after accounting for write-offs its double-digit growth. So, again, we are very pleased with the year.
Richard Greenfield - BTIG: Maybe just one last way ask the question, when you look at 2011 on national you actually had a 43% National Network margin excluding the write-off, is there any reason to believe that you won't be able to perform at or above that margin level in 2013 just given that you now are back on DISH and your revenue growth has been significant since 2011?
Joshua W. Sapan - President and CEO: I don't know, I think here is a general answer if I may. We have not seen over the past few years much variability in our margin. It's been I'd say probably pretty consistent and we have been able to grow revenue while investing and that revenue growth has come from significant increases in advertising is other revenue that we have been able to develop from international sales shows and SVOD, TVOD or transactional video exploitation, and then the affiliate part of our world, which moves less quickly. So I think that we will continue to invest in content. We particularly think that we need to invest in Sundance. Pointedly, we think that it's sort of undernourished and really is both in need of it and rich with opportunity and that AMC is a pretty good example of the payoff of investment in terms of what can happen from a sort of overall dimension of an asset point of view. So that's a sort of just a guiding principle, which is that we will continue to invest. We think that this investment gets rewarded now not by two revenue streams, but by really three, meaning the exploitation of own content and then over time, of course, the expansion internationally. So that's a general statement. It doesn't specifically comment on our margin profile in '13 to '14 and beyond, but I do think it's fair to say we've been generally within a band pretty consistent on a margin basis historically.
Richard Greenfield - BTIG: Beyond the one-offs of 2012?
Joshua W. Sapan - President and CEO: Well, 2012 was a unique specific circumstance.
Operator: Chris Merwin, Barclays.
Chris Merwin - Barclays Capital: I know you can't comment on what the actual final collected amount might be for the VOOM settlement, but I think a lot of investors are focused on the timing of when you receive that cash and what your priorities are. So are debt paydowns still the first priority, and is there leverage ratio where you start to think about buying back your stock, maybe sometime later this year?
Sean S. Sullivan - EVP and CFO: Again, this management team's priorities are obviously to continue investing the business, delver with excess free cash flow and we're still not in a position where we're going to socialize what our leverage target is other than to say, less than where we are today.
Chris Merwin - Barclays Capital: Okay. And then you recently reached a short-term carriage deal with Time Warner cable for IFC and WE tv. Can you give us any color on how the terms of that extension compared to the prior deal? And is there anything you can say about when you might expect to reach a longer-term agreement for those networks?
Joshua W. Sapan - President and CEO: Right. So there really isn't too much to say except by way of background that we've had a 25-, I guess, almost 30-year relationship with Time Warner, and I think we enjoy a very good relationship with them. So we are in very, very regular conversations with them, and we're hopeful that we'll reach sort of firm and final agreement in sort of in the natural order.
Operator: Ben Swinburne, Morgan Stanley.
Ryan Fiftal - Morgan Stanley: It's Ryan Fiftal on for Ben. Josh, I think you said that you've struck a number of deals in 2012 with some leading distributors. First, can you give us any indication of how much of your carriage has that been in 2013, either -- just even broadly if it's in above or below average year? And then second, I know you can't comment on specific deals, but generally, could you comment on how you think those negotiations ended up relative to your expectations, maybe your expectations 1.5 years ago when you guys spun out? Obviously, you're competing for distribution dollars against some much larger programming groups. So I'm wondering how you would think AMC is competing along those lines and if you're getting fair value for your content?
Joshua W. Sapan - President and CEO: Right. It's sort of a rich question. I think, first of all, in terms of deals completed, I think you're aware that in 2012 -- perhaps you're not aware, we've completed, of course, DISH, Suddenlink, Verizon, AT&T and Comcast on a long-term basis. So I think we were, in general, pleased with the breadth of agreements and the number of agreements, and I think in a general manner, with the terms of those agreements. On your question about 2013, there is, in general, something always up as the agreements tend to be somewhere between, on the short-end a year or two, on long-end, seven or eight years. They tend to group into three to five years most commonly. So there tends to be, if you look at 9 or 10 companies being responsible for the lion's share of the domestic cable or pay universe, there's almost always something coming up. In terms of expectations, it's an interesting question because we do -- we have invested, as we talked about, and we'll continue to invest. So we think it's important to get fair value for the content that we are putting on our air and making available on various platforms to our distributors, and I think we're doing okay. The situation, which I'm sure you're aware of, is that our distributors are feeling margin pressure and probably particularly margin pressure on video, so they come to the table with that disposition, and we have this increased investment, and we think, very strong performance. So there's some tension around those conversations, obviously. I think that – we think that they're going okay. It'll be nice if they were a little smoother, but they probably can't be, so that's sort of the state of the union today, and we'll continue to just work through it with the distributors who we value immensely and try and reach fair ground and try and trade values in a way that's successful for everybody.
Ryan Fiftal - Morgan Stanley: Then, just one last one, I think you confirmed The Killing is coming back to AMC this year. So, it sounds like Fox is looking for another partner or additional partners on that. So, were there any changes to your rights for that show versus, seasons one and two and should we think about any change to the cost that you'll incur for that show?
Joshua W. Sapan - President and CEO: So just by way of background, so The Killing was, we thought, was a strong show, and we had a lot of attachment to it, not emotional attachment, but attachment to it, because we thought it had a lot of creative life and opportunity left in it and we'll get an indication of whether that judgment is true, of course, as the series comes to AMC. We did sort of alter where we were about it, because the economics, when we made the decision originally not to go forward, looked like they were questionable, and then we were able to work with Fox to basically bring them into a place where we finished where we thought they made sense against what our expectations were. There's nothing, I don't think, radical in the alteration of rights. There may have been some things on the margin. We sort of moved pieces around with Fox, our, in this case, studio supplier, and we were able to make it work.
Operator: Vasily Karasyov, Susquehanna Financial Group.
Vasily Karasyov - Susquehanna International Group: Sean, I have a question about this DISH affiliate revenue value. Question number one, why did you have to make the determination in the quarter? And what does it tell us about the rate that you have now with the DISH with the new affiliate agreement there? And also, would that be benefiting the bottom line in 2013?
Sean S. Sullivan - EVP and CFO: I'm sorry, 20 which?
Vasily Karasyov - Susquehanna International Group: 2013.
Sean S. Sullivan - EVP and CFO: 2013, yes. So why did we account? So we finalized the settlement on October 21. Our services were stored to the DISH platform on November 1st. And as you can -- for the -- I'm not sure you're accounting background, but this is a multiple element arrangement where we needed to account for the relative fair values of the elements of the deal. So as we looked at the affiliate agreement, the new affiliate agreement with DISH, given that there's a ramp-up in '12 and '13, there was a true-up. So they're going to pay us -- they paid us certain monies for November, December. They're going to pay us certain monies in 2013 and we're going to true-up by $31 million incremental revenue to get what we believe is fair value. And then from that point forward, we believe the deal we have with DISH is fair value. So it's really an accounting-driven thing. When you see the K today, again, there'll be more disclosure. We have deferred litigation proceeds on our balance sheet for the preliminary disbursement of the cash. So our affiliate revenue stream in 2013 will benefit to the tune of $26 million incremental for what DISH will be paying us.
Vasily Karasyov - Susquehanna International Group: The question I had about The Walking Dead, the ratings were really high. To what extent were you able to monetize the audience on a -- for an average episode?
Joshua W. Sapan - President and CEO: I think we monetized them quite well. The Walking Dead, now in its third season, is well established. In the upfront, we, I think, judged well and did well in terms of selling an appropriate amount of inventory and leaving an appropriate amount of inventory, and I think the market was reasonably good and cooperated, and so both on an absolute unit basis and on a price basis, we did quite well with The Walking Dead and had the slight added benefit of this talk show following it called The Talking Dead, which, in its own small way, is sort of a bit of a phenom for us in that we find 2 million plus people in the demo staying with a talk show about The Walking Dead right after The Walking Dead ends. So it's been a very good experience all around, and I think on the pricing and volume and unit, sales unit basis, pretty good.
Operator: Ben Mogil, Stifel.
Benjamin Mogil - Stifel: So Sean, I wanted to make sure I'm understanding this correctly. From a GAAP or an income statement perspective, 2013 sort of sees the DISH affiliate revenues being recorded at fair values of the plus $26 million that you talked about. So then when we look into '14, the year-over-year change is kind of more whatever the general contract inflation is, and the bigger change is actually on cash and not on the income statement. Is that the right way we should be thinking about it?
Joshua W. Sapan - President and CEO: Yeah, the first part yes. So, fair value in '13 including a 26 million, back to what the contract stipulates and in terms the cash I mean as you know we received a preliminary distribution. So the cash that we will receive, that will be attributable for that fair value, true-up has yet to be determined since we haven't finalized the allocation with Cablevision.
Benjamin Mogil - Stifel: Leaving aside the allocation in Cablevision, in '13, let's assume that this doesn't get resolved in '13, the cash, but I'm sure it will, but just for the sake of simplicity. For the sake of simplicity, is it fair to say that in '13, your revenue from DISH will be $26 million higher than your cash receipts from DISH?
Sean S. Sullivan - EVP and CFO: Correct.
Benjamin Mogil - Stifel: So if you would have, in '14, a contract that had no inflation escalator, your revenue would be flat year-over-year from an income statement perspective, but your cash receipts would be $26 million higher in '14. Is that correct?
Sean S. Sullivan - EVP and CFO: Right, assuming there's no increases in the deal, correct.
Benjamin Mogil - Stifel: Yes, just to make it easy, okay.
Sean S. Sullivan - EVP and CFO: Yes.
Benjamin Mogil - Stifel: So then flipping over now, you obviously have in your file that you expect that you believe your DISH deal is below fair market value. DISH, in their filings, has your deal as being above fair market value. In terms of settling with Cablevision, and I know you're obviously not there yet, how important are these two public data points?
Sean S. Sullivan - EVP and CFO: Yes, I think you need to look at the litigation share agreements. I think it speaks to how you deal with all proceeds, both cash and noncash, and whether they're attributable to the settlement as it relates to the affiliate agreement or not. So I mean, that's where I would direct you back to that agreement.
Benjamin Mogil - Stifel: Then lastly, just in terms of the commentary that both you made in terms of that had fourth quarter, DISH being there for the full quarter, you would have a double-digit EBITDA increase. I want to make sure you're working off of the reported 4Q '11 number, not adding back the write-offs. Is that correct?
Sean S. Sullivan - EVP and CFO: Yeah, correct. I think we said it on an as reported basis.
Benjamin Mogil - Stifel: Then when you look at that, I know you're not going to sort of break down as a percentage, but just directionally would you say that it was more revenue focused or more cost focused, the sort of EBITDA impact if you will?
Sean S. Sullivan - EVP and CFO: The EBITDA impact of DISH?
Benjamin Mogil - Stifel: Yes.
Sean S. Sullivan - EVP and CFO: As we've spoken about in the past, in terms of what the affiliate add-in, we obviously have litigation and marketing expenses. So I'll leave it at that.
Operator: Alan Gould, Evercore Partners.
Alan Gould - Evercore Partners: Most of my questions have been asked, but the one question I do have is, Sean, you must have a pretty good idea what your programming expenses are going to be for 2013 at this point. Can you give us some sense? I know some of your competitions give some guidance on how much program expense you can increase for the year. Is it going to be greater than mid-teens growth rate this year?
Sean S. Sullivan - EVP and CFO: Yes, Alan. Again, I'm certainly familiar with other people have said. We don't give the guidance unlike -- similar to those people. So I think as Josh said, and we've said consistently for the last 18 months, we're going to incrementally invest in programming. So on an absolute dollar basis that will happen. So I apologize, I can't guide you further, but we're going to increase the investment.
Edward A. Carroll - COO: Alan, this is Ed. We can look at the number of series. We have said that on the scripted side, we're going up from 5 series to 6 series in AMC. We are adding unscripted series. We'll have approximately 8 unscripted series on AMC, we anticipate by the end of the year. And as Josh mentioned, with Sundance we are investing more. We have a first fully owned scripted series, which premieres in April, and we anticipate a second scripted series fully owned on Sundance to premier in the winter-spring.
Alan Gould - Evercore Partners: Okay, that's helpful, Ed. Sean, could you give us now though what the program -- cash program payments and amortization were for 2012 as opposed to waiting until the 10-K is filed?
Sean S. Sullivan - EVP and CFO: So, total fourth quarter amortization on programming is a $120.5 million and the net change in the rights and obligations is a use of $98.9 million.
Operator: Alexia Quadrani, JP Morgan.
Caroline Anastasi - JPMorgan: This is Caroline Anastasi for Alexia. Just a couple of questions. First, can you update us on what you are seeing in the scatter market? Then secondly can you give us a sense of how much revenue growth you've seen from international distribution of The Walking Dead this season and versus last season and maybe what the opportunity is there going forward?
Joshua W. Sapan - President and CEO: Sure, I think the scatter market is fine. So, we are it's preceding of course, I think it's seems to be in good stable shape and it's responding quite well to our originals on AMC and WE and IFC. So far so good the sale of The Walking Dead, did you mean it in ESP or which I wasn't sure your question what you are exactly referring to on the sale of The Walking Dead, forgive me.
Sean S. Sullivan - EVP and CFO: I think she was referring to the international sale of the FOX.
Joshua W. Sapan - President and CEO: So, basically sale to FOX year-over-year, it's fairly consistently. So, you see it's a per episode cost and it doesn't change much that specific sale to Fox for international rights.
Seth Zaslow - SVP, IR: Great. Well, thank you, everyone, for joining us on today's call and for your interest in AMC Networks. Operator, you can now conclude the call.
Operator: Thank you. This does conclude today's conference call. You may now disconnect.


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2800 28th St
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Founded in 1986, La Agencia de Orcí & Asociados is an independent and Latino-owned advertising and marketing agency. The company specializes in Hispanic marketing and advertising offering such services as direct marketing, interactive marketing, public relations and promotional marketing in addition to its creative advertising services. The agency's clients have included Georgia Pacific, MassMutual, and Jack in the Box. Its strategy is led by CEO Hector Orcí.


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The long anticipated album by Drake Bell finally released today. Few words can really articulate why I feel the way I do, but choice words would include: Impressive, mature, and refreshing.
So much of what's being made today lacks a certain finesse. People often make music just to make it, and ignore notes of character and movement; music production has largely become about making money or representing the often depressing zeal of an artist than attempting to entertain people; Ready Steady Go accomplishes both.
Drake Bell finally breaks the mold from what I believe his fans and the critics generally pinned him as. No longer the rock and roll punk from television, Bell comes forwarded with a rockabilly style, and an album that brings us back to a dead era, injecting lots of modern value to appeal to a greater audience. "Bitchcraft" was a huge risk on part of the musician, but a successful one that I enjoyed, and now hearing the rest of the album, I can say without a doubt, it only gets better.
Straight from "Sunny Day," "Bull," and "I Won't Stand In Your Way," the first three tracks set a precedent of what the record is going to encompass in three different ways. By far my favorite of the three is the latter, which makes me want to find out if this beauty is on vinyl and invite my lady to a slow dance in our apartment livingroom. The impression you get is this passionate, soft, and melodic tone that still manages to sound upbeat and entertaining instead of, you know, droll and depressing.
"Makes Me Happy," isn't exactly a new song for anyone who knows the artist's repertoir, but I was excited to see it on the list, and to hear it re-recorded. It's the kind of thing that reminds you he hasn't forgotten who he is, and still believes in the work he's created in spite of what anyone has to say about it.
Other songs like his cover of "Crazy Little Thing Called Love" add the cherry on top for me, and hopefully, for you too. It really brings together the theme of the album, and as if it can be said enough, Drake Bell's style of singing and composition really exemplifies what was great about the track in its day without feeling the need to "modernize" it with too many crazy effects. I was happy to see a natural and faithful cover on this release.
There are obvious hints of '50s influence among the tracks, often comparable to Elvis and other singers of that age, but again, incorporated with modern themes and production value that makes a classic sound thoroughly enjoyable for any ages. Given the quality of music today, and what we're willing to accept as "popular," and "authentic," Ready Steady Go is a godsend among insects.
To top this off without giving up anymore, the final track "Give Me A Little More Time," had me pining for the vinyl version again, so much so that my Google search history is flooded with page after page of looking for one. On the whole, it's another great slow-song, and in today's era, I think that's incredibly difficult to find.
Sure, you'll find emotional ballads, depressing screams, and uplifting final numbers on most albums, but I challenge you to show me a better song than this to really grab a partner and dance to. It's the kind of thing you could get away with playing at a school dance or even, dare I say, a wedding. (I do dare).
Heralded as the album he always wanted to create, Bell pulled out all the stops with this one. It's certainly the kind of new album you can sink your teeth into, whether you like rock 'n' roll or not. Drake's voice is one that entices the listener, and the smooth, original, and creative music that modern trends can't come within a quarter mile of, there's nothing you won't like about Ready Steady Go.


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Background Checks at center of Zuffa's multi-million dollar lawsuit against DSE
Sun, 2008-02-10 17:22 — Bevois
The UFC's purchase of Pride Fighting Championships was met by great expectations when it was announced in March 2007. Executives, fans, and fighters alike hailed the acquisition as the start of a new golden age for the sport, the beginning of an era of undisputed champions and global ascendance of MMA under the direction of Zuffa. At the time, UFC co-owner Lorenzo Fertitta told ESPN.com, "This is really going to change the face of MMA. Literally creating a sport that could be as big around the world as soccer. I liken it somewhat to when the NFC and AFC came together to create the NFL."
While unification bouts in the light-heavyweight and middleweight divisions have materialized and many of Pride's top stars now call the Octagon home, dreams of continuing the popular Japanese MMA brand and creating an annual "Super Bowl of MMA" evaporated when Pride FC Worldwide's Japan office was suddenly closed last October.
UFC President Dana White told media last year that the purchase of Pride was "the worst deal ever done in the history of business." He indicated efforts to reestablish the Pride brand in Japan, including finding a new television home for the company, had fallen short. Yet despite all the difficulties, he said, the deal gave Pride's new owners what they wanted.
One week ago Pride FC Worldwide Holdings LLC and its related subsidiaries, which were created when Frank and Lorenzo Fertitta acquired the UFC's top competitor, filed suit against the company's former owners: Dream Stage Entertainment, Nobuyuki Sakakibara, Ubon, Dream Stage Holdings, and unidentified defendants to be named at a later date.
The crux of the lawsuit, which alleges 14 claims for relief, stems from the purported failure of Pride's former ownership to cooperate with background checks and drug tests as required by the agreements. The complaint states that because of the Fertittas' involvement in the Nevada gaming industry, specifically their possession of privileged gaming licenses as owners and operators of Station Casinos, it was "essential" for the selling parties "to undertake certain post-closing actions."
Section 5.3 of the asset purchase agreement expressly required that the defendants, particularly Sakakibara, "submit to and pass any reasonable background checks." However, according to the complaint, the selling parties "have repeatedly and consistently failed to submit basic information to and have materially obstructed the Investigator in the conduct of its background checks and due diligence investigation of, among others, Sakakibara and Ubon."
Pride Worldwide alleges that "the Selling Parties never intended to comply with this material term, thereby defrauding the Purchasing Parties into entering into the AP Agreement, the Consulting Agreement, the Non-Compete Agreement, and the other related transactional documents and into paying the Selling Parties millions upon millions of dollars." Notice of breach was first provided on August 22, 2007.
The complaint specifically cites a series of articles published in Shukan Gendai magazine, which linked the previous ownership of Pride with organized crime in Japan, as heightening the necessity of the parties to cooperate with the investigation. Because of their failure to cooperate, Sakakibara and Ubon were ultimately found "unsuitable to conduct the Business and perform the services as anticipated under the AP agreement and the Consulting Agreement." According to the filing, Sakakibara and Ubon received more than $1.5 million in consulting fees through September 2007.
Pride Worldwide alleges two other specific breaches, including the failure to provide "account information from April 2007 to the present of all transactions into and out of the fan club membership account and any other accounts, deposit collections repositories, payment processing funds or any other revenue collection accounts, including all documents, customer information, transaction reports, bank account statements, and related information." This breach has "further jeopardized and diminished the viability and operational condition of the Business," according to the complaint.
Also cited is the former owners' failure to arrange for the termination of agreements relating to the master disc rights for the "Pride" and "Victory" theme songs, as well as other fighters' theme songs and their transfer to Pride Worldwide.
The complaint also alleges that the former owners breached a seven-year non-compete agreement. Because of the "breaches, misrepresentations, and other wrongful actions as set forth," Pride Worldwide is asking that the court discharge it from any further payment obligations under the Consulting Agreement, refund the millions of dollars already paid under the agreements and discharge it from any further obligations under the asset purchase agreement, including the duty to maintain Pride post closing.
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Oh No! The gorgeous Lady Gaga has reportedly become ill with a case of altitude sickness in Denver, Colorado, according to a Thursday article by People. Gaga was in the Rockies for a concert, and after the event, she then was admitted into a local hospital for treatment of the ailment.
Luckily, Lady Gaga was feeling well enough in the hospital to take a selfie of herself wearing an oxygen mask and posting it on her Instagram account. Despite not feeling one hundred percent, the "Born This Way" singer looked stunning with classic black liquid liner and huge false eyelashes.
This may be Gaga's first time encountering the potentially dangerous condition, stating that "Altitude Sickness is no Joke!" on her Instagram, according to a report in Extra. Denver's official website has some simple tips to help dealing with the high altitude, such as limiting physical exertion (well, she did perform at a concert), abstaining from drinking alcohol and eating foods that contain the vitamin, potassium. Maybe Lady Gaga should try out some of these practices the next time she comes to the "Mile High City".
Altitude sickness should be taken seriously. The illness can potentially cause death and being aware of the symptoms can alert someone to this great risk. According to U.S. National Library of Medicine and the National Institutes of Health, anyone traveling over 8,000 feet above sea level is at risk for altitude sickness. The most common symptoms are mild, like dizziness, shortness of breath, headache. It can also be can be severe, such as turning blue or pale, being unable to stand and coughing up blood.
Thankfully, there has been no word about any future dates of her "artRAVE" tour being cancelled. Her next concert will be held in another cannabis state, Seattle, Washington, on Friday. All of us are hoping Lady Gaga will rest well before her show that night.


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CHATSWORTH, Calif.—Betty White, the Golden Girl of Saturday Night Live, didn't just help improve the show's ratings last week to its highest in a year, and she didn't just make 80-somethings the coolest demographic in the country—no, the beloved star of little screen (and big screen) has also spawned renewed and intense interest in what comes next for the actress whose theatrical debut was in 1939, which means her show business career has spanned nine decades.
As if that remarkable achievement alone is not worthy of a standing ovation—which Betty received at the beginning of her monologue Saturday night, the first standing ovation given to an SNL host in its 35-year history—media outlets are falling all over themselves speculating about What's Next for the irrepressible potty-mouthed octogenarian.
USA Today reports there's been talk about Betty kicking up her heels on Dancing With the Stars. Newsday thinks she should run for president of these United States (Well? Why not, they ask.) And the NY Daily News reports on the new Facebook page on which over 20,000 people have already said they "like" the idea of Betty hosting the Oscars.
Great ideas, all, but Movieline.com had an idea that really got the crew around here excited. In her Tuesday TVLine column, Julie Miller writes that all of the ideas percolating out there are fine and dandy, "but what Betty's Facebook foot soldiers don't understand is that her charisma, naughty one-liners and white-hot fan appeal could better energize some of the industry's other tired award shows. Here are Movieline's five pitches."
First on the list? That's right, The AVN Awards Show.
"Betty is known for balancing the sweetness of your favorite grandmother with the raunchy humor of your least favorite uncle, and those chops will serve her well as she delivers bon mots to a crowd of adult film stars in Las Vegas," wrote Miller, who then suggested a Sample Patter for the intended audience: "I feel a little uncomfortable here, but I can't be totally modest about my history in adult film. I was still an unknown actress until Woodrow Wilson and I made that sex zoetrope." (ba-dum)
Other awards that could benefit from Betty's notorious wit include the NAACP Image Awards, the Teen Choice Awards, the Country Music Awards and the Nobel Prize Awards Ceremonies.
A quick survey of the office resulted in a big thumbs up for the idea of allowing Betty White to breathe some youthful exuberance into the "tired" AVNs.
Now I have to go pick up my last paycheck.


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Oct. 23, 2011
EUGENE, Ore. - Achijah Berry's first half goal lifted Oregon past No. 18 Washington State 1-0 in Pac-12 women's soccer, Sunday.
The victory for the Ducks (8-7-2, 3-4-1 Pac-12) was their first at home over the Cougars (10-6-2, 4-3-1 Pac-12) in eight tries all-time.
The goal came in the 25th minute as Berry beat redshirt-freshman goalkeeper Gurveen Clair from 15 yards after receiving a pass from Mo Fitzgerald.
Following a quiet first half offensively, Washington State generated seven shots and earned six corner kicks after intermission.
Five of the Cougars' nine shots in the match were on frame and sophomore Rachael Doyle's attempt in the 65th minute hit the crossbar, denying Washington State the equalizer.
Washington State has three matches remaining in the regular season, all Pac-12 road meetings. The Cougars visit Arizona State at 7 p.m., Friday.


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7.1 Introduction
The implementation process and its outcome as revealed in this study should not be taken as a reflection of the situation in all nursing schools in Hong Kong as this is a case study of one nursing school. However, the findings may shed some light on the work of curriculum developers and those concerned with nursing education in other nursing schools.7.2 Major Problems and Recommendations
From the present study, it is evident that despite the hard work and devotion of the staff in the case school, the level of implementation was low. Major problems associated with the implementation are:
Discussion about the major problems and recommendations for improvement will be presented in the following section.
- (a) discrepancy between the syllabus requirements and the Registration Examination demands;
(b) hospital context is not ready for the change; and
(c) absence of essential support.
A. Discrepancy Between the Syllabus Requirements and Registration Examination Demands
The discrepancy between the syllabus requirements and the Registration Examination demands has negative impact on teachers' commitment in adopting the recommended teaching approach. According to the syllabus, teachers are required to equip students with' critical thinking and problem solving skills necessary for the nursing process approach. However, analysis of the Hong Kong Nursing Board Registration Examinations reveals that the vast majority of the examination questions were set to test students' ability to recall knowledge while the intellectual skills required for the nursing process were not measured. Under the present training system, students have to pass the Hong Kong Nursing Board Registration Examination before they are eligible to register with the Nursing Board and become a qualified nurse. It is understandable that both teachers and students see passing the Nursing Board Examination as an important goal. So like secondary education they are led by the examination requirements. Unfortunately, the examination papers are content-oriented. This has discouraged nurse teachers from investing time and effort in developing students' critical thinking or problem-solving abilities. Being influenced by the nature and the format of the Registration Examination, teachers tended to direct their teaching towards instilling knowledge. The amount of instruction time available for them to cover the syllabus and to drill students became a very important issue. Teachers claimed that owing to insufficient instruction time, lecturing was unavoidable. The facilitative teaching approach and active learning encouraged in the new curriculum were perceived as time consuming and unworkable. In 1995, the Hospital Authority suggested a remedy by simply increasing the learning element for student nurses by 22% (additional nine weeks of theory input for general nurse curriculum). But this may not have significant results. In order to encourage teachers to implement the new teaching approach, it might be necessary to conduct a critical review of the nature and format of the Hong Kong Nursing Board Registration Examination to make it more compatible with the new curriculum.
As indicated by Morris (1992), within a highly centralized system which places a premium on education as a process of certification, the public examination can be used as a major tool for implementing curriculum change. He points out that,
The Hong Kong Nursing Board has endorsed the importance of the nursing process and individual nursing schools are required to equip students with the knowledge, skills and attitudes necessary for its practice. These requirements should be reflected in the Board Examination.
- " The change in the content and perspective was effectively implemented by changing the examination syllabus, the types of questions set and most importantly the nature of the marking schedule. "
(Morris, 1992, p.75)
B. Hospital Context is not Ready for the Change
This study has discovered that the curriculum innovation was introduced without the appropriate ground work being laid. As a result, hospitals are not yet ready for the exercise. The aim of the curriculum innovation is to improve the quality of nursing through an introduction of a new curriculum designed for developing student nurses' skills in the nursing process. The implementation of the innovation not only requires a change in the curriculum content but also a change in clinical practice from the traditional approach of care to the nursing process approach of care. However, findings of the study indicate that the hospital environment is not yet ready for this change. The nursing process approach of care promoted in the new curriculum is not being practised in the clinical setting. The nursing practice in the hospital is still disease-oriented, task-centred while the role of nurses and patients remains unchanged. Some practical strategies are recommended and presented in the following section to remedy the situation.
Based on an extensive study on the evaluation of the implementation of the nursing process in the United Kingdom, the Nursing Process Evaluation Working Group (1986) comments that successful implementation of the nursing process within a clinical or educational setting requires not only extensive ground work being laid in hospitals but also the cooperation of all those concerned: practitioners, nurse teachers, managers, doctors and other health care workers. The Working Group (1986) goes on to suggest that for the introduction to be successful, important decisions have to be taken by nurse teachers and practising nurses supported by their respective managers who must recognise that adoption of a different approach to nursing care imposes strains on a work force which may already be under pressure and can result in high stress levels for many of those concerned.
The World Health Organisation [WHO] (1991) stresses that nurse teachers alone cannot bring about the needed change in the schools. For effective implementation nurse teachers, nurse managers and clinical nurses should work together in a spirit of mutual support and understanding of the aims of the change. Shaw (1992) also points out that strong linkages between education and service is essential for the effective management of change. She said that,
In addition to obtaining the support of nursing colleagues, it is necessary to involve the medical staff prior to introducing the nursing process to avoid giving medical colleagues the impression that nurses have changed their patterns of work and approach to patients without informing the doctors. (Nursing Process Evaluation Working Group, 1986). The involvement of medical staff could help nurses to clarify misconceptions about the aims and the nature of the nursing process. Learning (1983) as quoted in the report of the Nursing Process Evaluation Working Group (1986), pointed out that,
- " Linkages between nursing education and nursing services must remain strong and effective at all time, but most particularly during times of significant and rapid change. If this does not happen, their educational preparation may be less realistic in terms of the environment that nurses will be working in, and change in these services may be harder for nurses to accept. "
(Shaw, 1992, p.54)
Apart from obtaining the support of nursing and medical colleagues, support from hospital administrators must also be secured prior to the process of change. The introduction of the nursing process requires considerable resource investment. In order to meet the development needs of the trainees appropriate staff development progranunes should be Provided and this is where the administrators' support is critical for they play a key role in obtaining and allocating resources. WHO (1991) stresses that,
- " At first it (the nursing process) seems similar to the medical process, but then you realise that it is different and that it is helpful, essential, to good interdisciplinary health care. "
(Learning, 1983 as quoted in the Nursing Process Evaluation Working Group, 1986, p. 16)
The application of the nursing process calls for a fundamental change in attitudes between patient and nurse. The patient becomes a partner in care and where possible is consulted at each stage of the process (Nursing Process Evaluation Working Group, 1986). This implies that patients (the public) need to be involved in the change process. The public need to be informed about the purpose and the nature of the nursing process and should be consulted about their opinions towards their participation in the caring process. Recently the Hospital Authority has launched a large campaign in promoting the Patient Charter, this may be a ground work for the promoting of the nursing process approach too. The aim of the Patient Charter are not only to promote the rights and responsibilities of patient but also encourage active involvement of patient in the health care services which is in line with the philosophy of the nursing process approach.
- " Administrative support is crucial to the change process and all efforts to achieve change are likely to be frustrated unless such support is forthcoming from informed and committed administrators. "
(WHO, 1991, p.20)
Clearly the many diverse efforts to introduce the nursing process must be collective and coordinated. Before embarking on the change support from nursing colleagues, the medical staff, hospital administrators and patients should be secured. Insufficient support from all parties or the absence of preparatory inter-professional dialogue and consultation will bring about discrepancy between theory and practice, the end result of which is teachers' frustration and disappointment with the teaching of the nursing process.
The process of curriculum development should also be reviewed. It might be helpful to make the curriculum development a joint venture among nurse teachers, nurse managers and hospital administrators. Medical staff, other health care workers and patients should also be involved at an early stage of planning and implementation.
C. Absence of Essential Support
Teachers hold the key to any process of educational change. To enhance teachers' competency in the new teaching approach which is an important element in the introduction of the nursing process, adequate educational preparation and continuous assistance must be made available to the teachers. These essential supports were found to be conspicuously absent in the case school. Teachers were not allowed adequate time to enable them to learn and plan for the new practice; there was also a lack of appropriate teaching and learning materials as well as continuous assistance and input of professional knowledge. These inadequacies could be one of the reasons for teachers' frustration leading to the unsatisfactory results of the implementation. A similar scenario was found in Lam's (1991) study on the development and implementation of moral education in Hong Kong. He commented that,
What might be done to enhance the level of change? How might curriculum developers and those involved in nursing education in Hong Kong achieve a better result? In view of the present situation in Hong Kong, several strategies may induce the desired change.
- " Though teachers were very committed and ready to make personal sacrifices for the curriculum change, lack of professional knowledge and experience seriously affected their effectiveness and the level of change achieved. If these teachers had been better equipped, the implementation process would have been much smoother and would have yielded better results. "
(Lam, 1991, p. 175)
7.3 Conclusion
- Staff Development
Mutual Support Among Nursing Schools
- As indicated by Fullan (1992), staff development is a strategy for effective implementation and a means to motivate teachers to adopt innovative programmes. Staff development can be conducted in many forms. Formal training can be offered during pre-service training. It can be in-service programmes offered by the Institute of Advanced Nursing Studies, Hospital Authority, college of nursing in Hong Kong, tertiary institutions and individual schools. According to Lam (1991) school-based staff development activities have several advantages over territory-wide ones, viz. the programmes can be tailor-made to meet the needs of individual teachers, practical advice can be channeled to those attending the course, and participants save on travelling time. Lam (1991) goes on to stress that no matter which form of staff development is adopted, the central agency should try to provide a certain amount of resources and support to the organisations and individual schools organising these staff development programs. Teachers must be given adequate time to learn, digest, think and reflect and develop their professionalism (Lieberman, 1992). The Nursing Process Evaluation Working Group (1986) also indicates that it is a fact of life that the implementation of change will almost always incur some costs - both direct and indirect. On the other hand, if change is effected successfully, it is reasonable to assume that some financial savings and/or great efficiency may result. Although the nursing process approach has been formally introduced recently in Hong Kong, there is little evidence of its success or failure. However, in the United Kingdom, some positive outcomes have been reported (Law, 1979/80) including
It is hoped that this will convince the statutory body, the Hospital Authority of Hong Kong of the importance of giving adequate resources to nurse teachers for staff development activities.
- - improved nurse-patient communication;
- improved the content of written records;
- continuity in patient care in hospital and between hospital and community;
- a framework for nurse education at basic and post basic level; and
- nursing workloads assessed by means of individualized patient care plans.
(Law, 1979/80)
Collaboration Between Teachers
- There are only ten nursing schools in Hong Kong offering the three-year hospital-based certificate programme. It may be practicable and helpful to develop a network among the nursing schools to study and deal with issues related to development of the new curriculum and its implementation. This network concept implies collaboration in the use of resources, and the sharing of expertise to facilitate curriculum development. Those involved in the network would be able to learn from joint ventures, to improve existing programme, to develop new ones and to become increasingly self-reliant (WHO, 1991). Collaborative activities might include curriculum design, the preparation of teaching materials, the development of improved teaching approaches, practices and appropriate methods of assessment, and the sharing or exchange of learning facilities and resources, the identification of research topics and joint research ventures. Through a wide range of collaborative activities, teachers would become more confident in curriculum design, be more comfortable with new teaching approaches. The problem of the availability of teaching and learning materials could be resolved, as more local materials would be produced through the joint effort. The Nursing Process Evaluation Working Group (1986) also emphasizes the importance of stimulating a spirit of enquiry into methods of teaching and learning, and encouraging nurse teachers to work together more closely in devising and try out materials that might contribute to the improvement of nurse training.
Provision of Local Facilitators
- Teachers collegiality and collaborative work cultures are known to be related to the likelihood of implementation success (Fullan & Pomfret 1977). Little and Milbrey (1993) has also identified the importance of collegiality in implementing innovation. They stress that peer interaction is a major factor in promoting change because collegial interaction facilitates teachers to discuss, observe, analyse and study problems together.
An obstacles to the development of collaborative working relations among teachers has been a shortage of time for teachers to meet, share, help and discuss within the regular school day. Fullan (1992) suggests that if teachers are to make the most of opportunities to meet discuss, solve problems, and do research, then the school day will have to be structured to accommodate these activities to the extent that these activities are viewed as integral to providing quality schooling. Lieberman (1992) also stresses that in a school where teachers assume leadership in curriculum and instruction and reflective action replaces routine practice, the need for providing opportunities and time for disciplined inquiry into teaching and learning becomes crucial. In a school of nursing, nurse teachers have to contend with heavy workloads, in their busy work schedule, how and where to find time might be a problem. To solve this problem, a critical review of the timetable and the job of nurse teachers would help to identify solutions. The review may be helpful in offering some insight into reprioritizing and redesigning teachers' daily duties to find time for collaborative activities. School administrators also have an important role to play. It is the administrators' responsibility to obtain and allocate sufficient resources to alleviate teachers' heavy workload.
- It is evident from this study that nurse teachers on the whole lacking the knowledge of and experience in the facilitative approach to teaching. At the same time they are not familiar with the nursing process and have little experience in curriculum development. In view of this, providing 'local facilitators' for schools would be useful to the nurse teachers. The key responsibilities of local facilitators are to advise on the change process and to provide support and reassurance to curriculum users when necessary. Lam (1991) confirms that the presence of a facilitator who can assist with the implementation is helpful, especially during in initial attempts. However finding enough suitable local facilitators will not be easy. She or he must be well equipped with professional knowledge of the nursing process approach and must have experience and expertise in school-based development work. It is hoped that with more resources and training input, experienced nurse teachers can, without much difficulty serve as local facilitators.
There are several lessons that can be learned from the experience revealed in the study. Firstly the Hong Kong Nursing Board Registration Examination has very strong influence on the teaching and learning process. Therefore the registration examination can be used as a major tool to induce and facilitate curriculum change.
Secondly, to launch a curriculum innovation involving changes in the nursing practice, appropriate ground work has to be laid. Cooperation and support from all those concerned should be secured before embarking on the change effort.
Thirdly, the findings of the present study reveal that the curriculum innovation appear to be carried out on an ad hoc basis with inadequate preparatory work. Implementation without adequate planning has left the teachers insufficiently prepared and unable to cope with the demands of the implementation. Although teachers have an almost completely free hand in designing the curriculum content and choosing teaching strategies, they are handicapped by their lack of professional knowledge of the nursing process and school-based curriculum development. When interview the teachers expressed the view that adequate staff development, practical guidance and advice from people who have expertise and professional knowledge but who at the same time understand their situation, would be a great help towards better implementation.
Fourthly, the findings also reveal that the innovation was not adequately assisted or supported by the Hong Kong Nursing Board and the Hospital Authority. Although a school-based curriculum development strategy was adopted, it was the responsibility of these central agencies to provide guidance and the necessary resources to ensure a greater degree of success in the implementation.
Finally, the investigator was able to obtain in-depth information and data from multiple sources through the case study approach. Working from a holistic view of the implementation process, the investigator was able to identify the problem areas and to investigate their causes. From this data, the investigator gained insight into the future directions of the innovation and was able to suggest certain measures for future improvement. Initially the dual role of the investigator who was also the principal of the nursing school of the case study was a barrier to gaining the trust of the teachers, maintaining confidentiality and protecting individual privacy. However, with caution and careful planning these problems were eventually overcome.
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The Shure BLX2 PG58 Wireless Handheld Transmitter for BLX Systems features the PG58 mic capsule that captures vocals in both singing and speaking applications with great accuracy. This transmitter is for use with the BLX series systems and is perfect for users of those systems who need a replacement transmitter or want the capability to switch between a bodypack and handheld mic.
Shure BLX2 PG58 Wireless Handheld Transmitter Features


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Anyone who loves to dance is welcome at New York's Lincoln Center outdoor dancing festival for several weeks starting next week. Staged at a specially designed open-air ballroom in Damrosch Park on West 62 Street between Columbus and Amsterdam Aves.) Midsummer Night Swing brings well- known bands to the stage Tuesdays through Saturdays from June 24 to July 12. Each night there will also be lessons in the style of the evening's music.
Jazz artist Cécile McLorin Salvan backed by Vince Giordano and the Nighthawks,will headline the initial dance Tues. June 24, according to a Lincoln Center press release. Expect classic swing by tunesmiths from Ellington to Count Basie. The next night, Wed. June 25 brings African soukous, semba, and kizomba with Cuban rhythms from Ricardo Lemvo and Makina Loca, joined by salsa dura trombonist Jimmy Bosch. Thursday June 26 is Disco Night, with the collective known as The Loser's Lounge. The music of ABBA is on the menu in honor of LGBT Pride Week.
The Hot Sardines stars on Fri. June 27 with jazz and swing from the Depression-era 1930s. Sat June 28 the Crescent City takes center stage, with the New York debut of The Band Courtbouillon – the Grammy Award-winning Cajun supergroup featuring three generations of Louisiana stars: Wayne Toups, Steve Riley (of the Mamou Playboys) and Wilson Savoy (of The Pine Leaf Boys). A complete lineup of weeks two and three can be found online.
Tickets to individual nights are $17. Multi-evening passes are priced at $84 for six dances, and $170 for the full season. Four dance passes are available for $60. A special "ambassadors pass" is available this year for $100, which admits four to a single night and includes a complimentary glass of wine or beer. The dance floor opens at 6 p.m. each night with the evening's lesson at 6:30.
Tickets and passes can be obtained in advance at the Avery Fisher Hall box office in Lincoln Center at Broadway and 65St., by phone through CenterCharge at 212-721-6500, or online. On a given night tickets can be bought at the box office in Damrosch Park.


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Photo by: m_bartosch
With summer right around the corner it's time to get our butts in gear…literally. Between our job, kids, and the endless list of errands we have to run sometimes heading to our local gym for a "butt blaster" class just isn't an option.
Here are 10 butt sculpting exercises that you can do right from home:
1. Squats- Squats are one of the best exercises you can do for hips, butt, and thighs. To begin place your feet hip width apart making sure your toes are parallel. Keep your weight on your heels while you bend your knees, lowering until your legs make a 90 degree angle. Remember to tighten your core muscles by pulling your belly to your spine in order support your low back. For beginners start by doing this exercise with a chair behind you, and lightly touch your bottom to the chair with each squat. As balance and strength improve remove chair and add weights.
2. Lunges- If you want to work numerous leg muscles at once then lunges are for you! Hips, butt, inner thighs, hamstrings, and calves….Wow lunges do it all! To do a proper lunge you want to keep your weight evenly placed on the front and back leg ensuring sure your front knee doesn't go past your toe. This will keep the pressure off the knees and ensure your muscles are doing the work.
3. Hip extension- Start on the ground on all fours. Bring one leg off the ground. Bring your knee into your chest and extend the leg straight behind you without touching the floor. Do this on both sides and feel the burn!
4. Dead Lifts- Dead lifts are great for your hamstrings, low back, and of course your butt! To perform a dead lift place your feet hip width apart and hold two weights in front of your thighs. Activate your core, and lower down with a flat back as far as your flexibility allows. As you straighten back up remember to squeeze your glutes!
5. Butt Ups- Butt ups are the classic butt firming exercise. Start by laying flat on your back with your knees bent and feet on the floor. Squeeze your glutes and raise your hips up bringing your body into a bridge position. Repeat this up and down motion of the hips, and you are on your way to a tighter rear end!
6. Pilates can-can- Get into the bridge position (same as above) and hold. While holding lift one leg off the ground making sure to line up your knees. Switch legs and continue to increase the time you hold on each side as your strength improves.
7. Floor leg lifts- Lying on your side with your feet stacked kick your top leg up and lower down slowly.
While the exercises listed above are excellent strength exercises keep in mind you can also use your cardiovascular training to tone your butt muscles as well.
8. Walking on an incline- Walking on an incline is an excellent way to burn calories and engage your glutes and thighs . You can burn about 50% more calories on a 30 minutes walk by just adding an incline because it demands more "work" from your legs.
9. Biking- Not only is biking a good source of cardiovascular exercise but it also targets the hips, thighs, and of course the butt. To target the butt exclusively stand up while in spin class or while pedaling up the hilly terrain of
10. Ice skaters- Jump side ways from one leg to the other and touch your opposite hand to the ground. Continue this swift motion for 1 minute to build muscle and burn calories.
To read more articles by Jenn click the "subscribe" button above.


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Chairing the regular weekly meeting of the Council of Ministers last night, Crown Prince Abdullah Bin Abdul Aziz, Deputy Prime Minister and Commander of the National Guard, voiced once again the Kingdom's support for Bahrain in its confrontation with schemes for sabotage, and plots to instigate dissent, describing such acts as "foreign to our society and desperate attempts to undermine regional and Arab security and stability".
Information Minister Dr. Fouad Al-Farsi reported that Prince Abdullah, reviewing several Arab and Islamic issues, stressed that an independent Palestinian state will be formed, as evidenced by the outcome of the recent elections enabling the Palestinian people to exert their legitimate rights. Prince Abdullah, referring to the Serbians' criminal acts of genocide against Bosnian Muslims, said that such acts are denounced by international laws and norms, and that Islam in fact has rules to protect Muslims during times of war.
At the domestic level, Prince Abdullah showed concern that efforts be exerted by charitable societies in the Kingdom, especially during the Holy Month of Ramadan, in line with Islamic Shariah. He also confirmed that the Kingdom under the leadership of Custodian of the Two Holy Mosques King Fahd Bin Abdul Aziz will continue to shoulder its responsibilities and duties towards pilgrims, with early meetings of all concerned authorities to offer the best possible services in Makkah, Madinah, and the rest of the Holy Places.
Dr. Farsi reported that the cabinet reviewed a number of issues on the agenda, and adopted the following resolutions:
First, the cabinet approved signing of the United Nations Agreement on Maritime Law, including an accord to implement Clause 11 and the announcements prepared in line with Article 310.
Second, after due review, the cabinet decided to delegate the Minister of Foreign Affairs or whomsoever he deputizes to initial a draft agreement with the Sultanate of Brunei covering the fields of economics, commerce, investment, technical domains, culture, youth, and sports.


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April 21, 1998
UCLA VB QUICK FACTS 1998 MPSF Tournament at Pauley Pavilion*
Apr. 23 Semifinals Pepperdine (20-4) vs. Hawaii (23-5), 5 p.m. UCLA (25-3) vs. Long Beach St. (22-6), 7 p.m. Apr. 25 MPSF Championship
*All match times Pacific.
Recent Results Apr. 18 UCLA d. LMU, 3-0 in MPSF Tournament Quarterfinals
Top-ranked UCLA will host the 1998 MPSF men's volleyball tournament this week after advancing with a 3-0 quarterfinal victory over Loyola Marymount Saturday at the John Wooden Center.
Pairings for the MPSF semifinals Thurs., Apr. 23 have second seeded Hawaii (23-5) playing Pepperdine (20-4) at 5 p.m. and top-seeded UCLA (25-3) hosting Long Beach State (22-6) at 7:30 p.m. Winners advance to Saturday's 7 p.m. championship match. All matches will be played in Pauley Pavilion.
The MPSF Tournament winner receives an automatic berth into the 1998 NCAA Tournament, scheduled for Apr. 30 & May 2 at the University of Hawaii. Eastern Intercollegiate Volleyball Assn. champion Princeton (16-8) and Midwest Intercollegiate Volleyball Assn. titleist Lewis University (25-8) have already qualified. An NCAA at-large team, to be announced on Apr. 27, will complete the tournament field.
Last Saturday the Bruins defeated Loyola Marymount 15-10, 15-8, 15-2 for the third time this season and the 56th consecutive time overall. Sophomore quick hitter Adam Naeve slammed a team high 16 kills and blocked eight balls. Senior quick hitter Tom Stillwell spiked 13 kills and hit .667.
The Bruins overcame a 0-6 deficit in Game 1 and tied the score at 7-7 before pulling away on kills by junior Fred Robins and sophomore Evan Thatcher.
In Game 2 the Lions saw a 2-0 lead evaporate into a 10-3 deficit as a result of several hitting errors and tough UCLA serving.
In Game 3, the Bruins cruised to a 14-1 advantage as a result of three consecutive aces by sophomore setter Brandon Taliaferro and two straight aces by senior Ben Moselle.
The MPSF announced its 1998 All-Conference Team today and Taliaferro and Naeve were selected to the first team. Moselle earned second team acclaim and Stillwell was a third team selection. Loyola head coach Rick McLaughlin was voted Coach of the Year and Pepperdine's George Roumain and Scott Wong were voted Player of the Year and Freshman of the Year, respectively.
Probable Starters: #3 Brandon Tailaferro, 6-5, So., S, San Clemente, CA (1.1kpg, 17.1apg, 1.8dpg, 0.9bpg) #14 Fred Robins, 6-6, Jr., OH, Waimanalo, HI (2.5kpg, 2.5dpg, 0.5bpg) OR #5 Mark Williams, 6-7, Fr., OH, Los Angeles, CA (3.1kpg, 2.1dpg, 0.6bpg) #17 Tom Stillwell, 6-8, Sr., Q, Northridge, CA (3.6kpg, 1.6dpg, 1.4bpg) #18 Adam Naeve, 6-10, So., Q, Westchester, CA (5.4kpg, 1.5dpg, 1.2bpg) #20 Ben Moselle, 6-4, Sr., OH/Op, Encinitas, CA (3.5kpg, 1.9dpg, 0.6bpg) OR #9 Evan Thatcher, 6-8, So., Op, Encinitas, CA (4.1kpg, 1.5dpg, 0.8bpg)
Substitutions: #15 Danny Farmer, 6-4, Jr., Q, Los Angeles, CA (3.5kpg, 1.2dpg, 0.7bpg) #19 Charlie Jackson, 6-0, Sr., S, Poway, CA (0.3dpg)


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Akshay and Shirish fall out
2 Akshay and Shirish fall out Articles
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