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Back in July I wrote about the Reaves Utility Income Fund's (NYSEMKT:UTG) rights offering in which it gave existing shareholders (or others who purchased the rights) the opportunity to buy up to 7.7 million new shares (about a 33% increase in common shares) at a price to be set at 95% of the lower of market price or NAV immediately before the exercise date.
As a longtime fan of the fund, I thought getting a 5% discount was a great opportunity, even though, as I also pointed out, there was a chance that the price advantage could evaporate during the period between when an investor paid in his/her money to exercise their rights and a week later when they actually received their shares. In other words, this was not a slam dunk arbitrage opportunity for traders, but it did seem - to me, at least - like a good bet for serious long-term holders. Many readers commented that I was being overly optimistic about the opportunity the rights issue presented, while some even said that the stock price would drop sufficiently, as a result of dilution and the supply/demand imbalance of so many additional shares dumped on the market, that the 5% discount would be wiped out completely. (As it turned out, they issued 5.9 million new shares, for an increase of 25%; less than the original plan, but still a sizeable expansion.)
Now the results are in, and, just like in our national politics, both sides can claim to be somewhat right, depending on how they interpret the data. In general, those who said I was overly optimistic turned out to be correct. On the other hand, I stand by my overall belief that the rights offering, with its 5% discount, turned out to be a good deal for long-term investors in UTG, albeit not as good a deal as I'd hoped for. Now that the dust has mostly settled, the shares are trading at a price (as of September 5) of $24.96, which is 55 cents above the subscription exercise price of $24.41.
That means any shareholder who exercised the rights they were issued has additional shares, paying the same dividend that they previously did prior to the rights offering, that are today worth 55 cents a share more than he/she paid for them. That's not the $1.27 discount that it would have been had the market price stayed firm during the subscription period, but 55 cents per share is still, well... 55 cents. Meanwhile the premium that the share price previously included, which averaged about 6.3% above NAV and got as high as 15.8% during the past year, has now flipped around to a discount of just over 2.4%. The yield, which had previously been below 6% for much of the year, is now slightly above 6%. So holders who like the stock, and want to continue re-investing in it, can now do so at a higher yield and without paying a premium. Plus they got to buy some additional stock at a discounted price, although not as impressive a discount as I anticipated when I wrote the article.
Anyone who went out and bought additional subscription rights on the open market (as I did) did not do as well. Although we didn't actually lose money, the cost of the rights (about 10 cents per right, and you needed three of them for each share you bought at the exercise price, or a total of 30 cents per share) reduced our gain (at the current price) to 25 cents per share. Again, as a long-time acquirer of Reaves Utility Income Fund, I am not personally unhappy that I bought additional shares at what now appears to be a 25-cent discount. But was it such a great opportunity, in retrospect, that it deserved a Seeking Alpha article? Perhaps not.
One thing the rights offering may have done was to increase overall investor interest in the stock. Prior to the announcement of the rights offering at the end of June, UTG shares seldom had a daily trading volume as high as 100,000, with 50,000-60,000 or even less being the norm. But in July and August, during the days leading up to the exercise date and the weeks following, 100,000 to 200,000 share days and even higher became relatively common. Much of the movement in the stock was downward during that period, as many rights exercisers probably disposed of the additional stock they acquired. But having bottomed at a closing price just slightly above the exercise price about a week ago (proving some comment writers correct who predicted that a patient investor - with excellent timing - would probably be able to wait and buy the stock without rights at close to the exercise price), UTG has risen steadily back to its current level (55 cents higher, or $24.96) while the volume has remained higher than its pre-subscription levels. Trying to "interpret" the meaning of price movements over a week or two in thinly traded markets is a foolish exercise, but if I were being interviewed on CNBC and had to come up with something, I'd say that the market for UTG "may have hit bottom as it digested the additional supply, and is now positioned for 'normal' trading at a slightly higher volume level, reflective of the higher market cap."
Personally I am glad to see the additional interest in UTG, if that means a bit higher trading volume and greater liquidity going forward. Readers of my other articles know that I like to maintain a stable of pre-selected and vetted closed end funds with roughly similar risk/reward and yield characteristics, and to then alternate among them as market forces (including the overall inefficiency of the closed end fund market generally) cause them to move from premium to discount and (hopefully) back again. So the greater investor interest in UTG, with accompanying higher volume and liquidity, should make it an even more attractive stock to buy, hold, and (occasionally) trade in and out of over the long-term.
Disclosure: I am long UTG. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.


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The Distance between Mysore to Kalpetta is 210Kms by road. A total of 1 operators provide bus service from Mysore to Kalpetta, connecting two important cities of India and a total of 3. Kallada Travels are the major operators of Mysore to Kalpetta route. Mysore to Kalpetta bus timings vary with different operator and bus type, the journey takes 2hrs 15min to 4hrs 45min to complete this journey depending on the operator, type of bus and traffic conditions. The buses start from 06:00 AM to 11:30 PM in the night, which provides the flexibility to the customer. Minimum Mysore to Kalpetta bus fare is Rs.950 and maximum being Rs.1000, lowest fares provided by redBus depending on the operator you choose and the type of bus.
Travelling from Mysore to Kalpetta can be comfortable and easy as there are many types of buses available for travellers. Different type of buses are available in this route like Volvo A/C Multi-Axle Semisleeper. Now that redbus has tied up with many operators, booking tickets from Mysore to Kalpetta has become very easy.
Mysore, the erstwhile capital of the Wodeyar dynasty, is located in the state of Karnataka. Situated at the base of the Chamundi hills, Mysore is a popular tourist destination and a weekend getaway particularly for the visitors from Kerala and Tamil Nadu. Mysore Palace, one of the major tourist attractions in Mysore, is known for its exquisite craftsmanship, architecture and carvings. During the ten day long Dassera festival, the palace is fully lit up with lights and is worth a look. Vrindavan Gardens, situated on the banks of Krishnarajasagar Dam, is another popular tourist spot and is famous for the lit up musical fountains. A temple dedicated to Goddess Chamundeshwari, the local deity of Mysore, is situated on the Chamundi hills and is popular as a religious centre. The other tourist attractions in Mysore are the Mysore Zoo, Tipu Sultan Palace, Lalit Mahal Palace, Railway Museum and St. Philomina's Church.
maintaining promised run time is important for long distance travel. It was quite disappointing with Kallada bus journey from Kalpetta to Hyderabad on 19/04/2015. The bus which left kalpetta at 3.30 pm, could leave banglore only at 12am. The bus must leave Banglore before 10.30 pm to make it in time in Hyderabad. they started behaving like passenger trains with too much delays and reaching Hyderabad by 7.30 am after considerable rash driving and over speeding.

subset: commoncrawl


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Travelers trudging through snowy New Jersey on the ground today are better off than those hoping to escape the storm by air.
At Newark Liberty International Airport fliers are seeing an average of two-hour delays. About 170 flights were canceled — a relatively small number compared to the total number of flights, according to Port Authority spokesman Steve Coleman.
The state's major highways are in relatively good shape, according to state officials.
"Things are looking pretty good right now," said Joe Dee, a Department of Transportation spokesman. "The roads are clear."
The state has almost 1000 plows on standby if several inches accumulate, Dee said. Currently there is not enough snow to deploy plows, although motorists are encouraged to drive slowly due to slush.
More than 500 trucks started spraying the roads with salt last night.
"Obviously we'll keep monitoring it and we're ready to do what needs to be done to clear them and keep everybody safe," Dee said.
A Turnpike Authority spokesman said this morning that conditions were good on the New Jersey Turnpike and Garden State Parkway, but 45 mph speed limits were being enforced.
There are currently 15 ongoing weather-related incidents on state roads, according to State Police Sgt. Brian Polite, including several accidents:
• An accident closed a lane Interstate 295 northbound in West Deptford.
• A ramp on Interstate 195 westbound in Hamilton Township is also closed due to an accident.
• A vehicle spun out on Interstate 295 southbound in Hamilton Township, closing the left and center lanes.
• There is an accident closing the left lane heading north on Route 23 in West Milford.
• In Salem County, all lines are closed on Route 40 due to an accident.
More coverage:
• Fliers see two-hour flight delays, some cancellations at Newark airport
• No accidents reported on New Jersey Turnpike, Garden State Parkway as snow begins
• No accidents reported on New Jersey Turnpike, Garden State Parkway as snow begins


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on January 10, 2014 - 12:38 AM
SALAMANCA – A new year brings a new president for the Salamanca City Common Council, as well as new projects, priorities and policies.
Councilman Ronald Ball will succeed Councilwoman Sandra Magera as president of the Council.
Before the Common Council meeting Wednesday, Mayor Carmen Vecchiarella laid out the process for developing and adopting the city's operating budget for 2014, as well as a tentative list of projects for the coming year.
On Jan. 27, department heads, Council members and the mayor will draw up the tentative budget, which will be presented at the Feb. 12 Council meeting. Once adopted, the tentative budget will face public scrutiny at a hearing Feb. 19. Should the budget need modification, Vecchiarella said it would be taken care of immediately after the hearing to allow for adoption of the budget. According to state law, the budget process must be completed by the first week of March.
"I don't believe we are inclined to raise taxes this year," Vecchiarella said. "Last year, we had an increase of about 1.5 percent and collected less than $10,000. We seem to continually hit the same people. I don't think we need to be raising taxes again."
Vecchiarella also laid out his plan for projects in the coming year before the Council meeting.
Highlights of the plan include:
• Replacing an eight-inch drain pipe along Central and Wildwood avenues with 16-inch pipe. The work would be done in-house and is expected to cost about $10,000.
• Expansion of State Park Avenue, to include curbs and sidewalks. The project would also include the replacement of water and sewer lines under the road. It is expected to cost $3.5 million to $4 million.
• Patch and pave work on roads is expected to start around May 1. This project also will include replacement of between 2,000 and 3,000 sidewalk blocks throughout the city, completing the project started last year.
• Expansion of the Veterans' Memorial Walls near the entrance to Veterans Park. Demand for memorialization of more veterans has created the need for more space at the monument, Vecchiarella said.
• Rebuilding Summit Avenue, Front Avenue and Center Street. The three roadways are deteriorating very badly, according to Patrick Reed, public works supervisor.
• Examining the possibility of moving the skating pond from its current location to an area that will allow for more use and better maintenance, according to Vecchiarella. The current facility depends on the freezing of three to four feet of ice. In many years, he said, the temperatures do not allow for that full freezing. Sites being considered would have a four- to five-inch-thick layer of ice with no water underneath.
A change in policy will occur in 2014 for nonprofit entities that seek funding from the city's casino revenue pot, Vecchiarella said. The current policy is very lenient and does not have strong enforcement, the mayor said. A meeting with representatives of the city's 501(c)3 entities will lay out criteria that the city will be using in future awards.


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HI experts,
I have a scenario where i have to post the X qty from batch B ( GRN in april ) to batch A (Grn In mar) for same material.
I have consumed the material from full qty from Batch A in April and the material from batch B remained unutilized.
Now i have to consumed some more material in the month of March . Period is still open.
What is the solution as i tried batch to batch transfer using 309 but error appears "Deficit of BA :Unresticted material".
What is the alternate solution for this?
if batch B was created in April, then you cannot move its stock in March, as you did not have any stock of this batch in March.
Because of this fact, you cannot perform a transfer posting in one step.
You have to use a 2 step movement, e.g. 201 to consume the batch B to cost center in April, and a 202 to unconsume this quantity with batch A in MArch.
Thanx. How to do inconsumpption i.e. 202 (using which Tcode)
MIGO or MB1A, just the same as you do the goods issue to cost center with 201, just exchanging the movement type and using a different posting date
Thanks > Jurgen.
thread Closed.


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Star Tracks: Monday, May 16, 2016 42 years, 2,191 covers and 55,436 stories from PEOPLE magazine's history for you to enjoy
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- October 26, 1992
- Vol. 38
- No. 17
Picks and Pans Main: Song
Appreciating Ol' Blue Eyes With...tony Bennett
Bennett's late flowering, which began with his return to recording in 1986 after a 10-year absence, keeps unfolding, inching the creative fulcrum of his career remarkably toward the present. In this golden autumn, Bennett, 66, has paid tribute to the looming and illuminating presence of Sinatra, 10 years his senior, who has often publicly honored Bennett, calling him "the best singer in the business" and his favorite.
With his uncannily relaxed and openhearted singing here, Bennett repays the compliments by proving again that the master's confidence was not misplaced. Selecting 24 choice tunes from Sinatra's big-band zenith in the '50s, Bennett and Ralph Sharon, his consummate accompanist for the last quarter-century, reduce the scale to an intimate conversation: Sharon on piano, Paul Langosch on bass, Joe LaBarbera on drums.
Everything about the album seems inspired. The sequence: a trip from "Time After Time" ("The passing years will show/ You've kept my love so young, so new") to "I'll Be Seeing You." The tempos: Bennett slows "I've Got the World on a String," "I Wished on the Moon" (a bouquet to Billie as well as to Frank), "You Go to My Head" and "Call Me Irresponsible," richly opening them. The phrasing and expression: a shatteringly dramatic "Here's That Rainy Day," followed by a delicate, spine-tingling "Last Night When We Were Young."
Tributes can be competitive, sour with one-upmanship, obscuring the honoree. There's no envy here. The spirit is gentle, generous, joyous. By being Totally Tony on Perfectly Frank, Bennett has shown how well he understands the lessons of Sinatra's artistry. (Columbia)
Rosemary Clooney
There's a short way to review a new Clooney collection: Buy! For those who insist on specifics, here goes: In these 10 songs associated with Lady Day—including "God Bless the Child" and "I Cover the Waterfront"—Clooney avoids imitation. Holiday in her later years always put the full measure of her anguished life on display. The sad songs are threaded with pain and bitterness; even the more upbeat never quite suggest that our love is here to stay. Clooney gives this material a sunnier gloss. In "Good Morning Heartache" she's done in by love but not done with it. She lends a special buoyancy to "He's Funny That Way" and "Come Love," a verge-of-laughter joy to "Them There Eyes." While her "Don't Explain" and "Lover Man" don't quite possess Holiday's wrenching soulful-ness, she imbues both with a quiet dignity.
To comment on Clooney's skillful phrasing in the rueful "Everything Happens to Me" or the adroitly placed pauses in "Good Morning Heartache" or her sheer musicianship seems unnecessary, like noting that Everest is high. (Concord)
From the racing heart of Seattle's grunge-rock scene comes Mud-honey's fourth album, their first for a major label. In 1988 their legendary underground hit single, the misanthropic "Touch Me I'm Sick," kicked open the recording-studio doors that dozens of other alienated, flannel-shirted suburban youths—including, eventually, Nirvana—would romp through, wielding guitars, big amps and wawa pedals.
Though Mudhoney is less polished than Nirvana, Reprise let the band work with its regular producer in his Seattle basement studio. There the guys spewed out their usual alcohol-glorying sludge-metal with fuzz, feedback and friendly get-out-of-my-face attitude intact.
Ever perverse, the band refuses to open Cake with the customary radio-seeking single, playing a practical joke instead: "Techno," a one-minute spoof of the thumpingly mindless techno dance craze. They also distance themselves from the commercialism of the scene they helped found, satirizing in "Ritzville" the long-haired grunge wannabes who have descended on Seattle with dollar signs in their eyes ("They say you return to the scene of your crime/ I'm digging the scene, but I'm not sure if it's mine").
But Cake is mostly straightforward explosions driven by noisy guitars and Mark Arms's edgy, acidic vocals. Masters of the modern garage sound, Mud-honey has perfected the angry three-minute aural ambush. Cake continues the band's dead-on chronicling of the disillusioned and disaffected generation to which they belong. (Reprise)
Travis Tritt
Tritt's third album is so moany-whiny and self-pitying that he counteracts the affection and admiration he earlier won. Consider the titles: "Looking Out for Number One," "I Wish I Could Go Back Home," "Leave My Girl Alone." Not even the clever, jaunty title tune can relieve the oppressive tone. And while "Lord Have Mercy on the Working Man" is less self-absorbed, Tritt can't take that populist territory from Merle Haggard.
The album also suffers from obtrusive backup playing, especially by Hargus "Pig" Robbins, who pounds hard enough to break Jerry Lee Lewis's records for keyboard demolition. More of backup singer Dana McVicker and less Pig would have helped. On the insert, Tritt poses as a bicep-flexing, leather-jacketed hard case. His singing is sometimes overstated and gruff, yet his energy can be winning in his more playful mode. (Warner Bros.)
BACKSTAGE AT RADIO CITY MUSIC Hall, Tony Bennett was nervous. "This was 1982, the Night of 100 Stars," Bennett says, leaning back on a big white sofa in his apartment above the Astro Diner in midtown Manhattan. "I was about to make my entrance in this horse-drawn carriage, and I was afraid it would fall into the audience. Orson Welles was next to me. I had never met him, so I said hello. He said, I go to all Frank Sinatra's parties, and he doesn't play anybody else's records but yours.' At that moment the announcer said, 'Ladies and gentlemen, Tony Bennett!' I went out there feeling fantastic."
Just an offbeat entry in Bennett's 40-year mental log of gratitude to the singer he regards as "the Al Jolson of our time—he conquered every aspect of the entertainment world." With Perfectly Frank, Bennett hopes to repay Sinatra for years of private encouragement and public praise. Bennett first saw Sinatra perform with Tommy Dorsey at the Paramount Theater on Broadway during World War II (admission, with movie: 75 cents). By the time they first met in 1956, Bennett had already placed six songs in the Top 10. Yet when he was offered Perry Como's NBC variety show for the summer, butterflies hit.
"I told people I wanted to ask Sinatra's advice, and they said. "He can be tough. Better look out.' He was at the Paramount again, and I went backstage, and he was just the opposite—very interested, very caring. I said, 'I'm falling apart, I'm overwhelmed, I don't know what to do.' And he gave me a wonderful solution. He said, 'Don't let that bother you. The audience only dislikes you when you're not nervous.' He also said, 'Don't ever do cheap songs,' and that became a battle I waged with producers my whole life." Bennett credits Sinatra with having pioneered the charity benefit concert in the '50s. "He's a complex character. It's like the way Olivier played Hamlet—he's everybody rolled into one. With Sinatra you never know what's going to happen next." As for Bennett, "In painting [his lifelong avocation] and music, if you keep your wits about you, the older you get, the better it gets. If I'm lucky, maybe I'll be able to show future singers that they can do that."
- Contributors:
- Eric Levin,
- Joanne Kaufman,
- Rob Spillman,
- Ralph Novak.
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MMA Forum - UFC Forums - UFC Results - MMA Videos (http://www.mmaforum.com/forumindex.php)
- Introductions & Greets (http://www.mmaforum.com/introductions-greets/)
- - Hey everyone. New here. (http://www.mmaforum.com/introductions-greets/3384-hey-everyone-new-here.html)
Hey everyone. New here.
Hello all,
I'm new to this MMA forum, and I hope to learn more about the MMA world here. Became interested into MMA a few months ago. I don't train at any club and I don't think I will be able to in the near future because of school, and work but I am about to start training a bit here at home once I get some equippment and some more knowledge about this wonderful sport.
your best bet is to go out and rent/buy some pride and ufc videos. two pieces of advise #1 have fun. #2. think about what you post before you actually post it. don't want to offend anyone and get flamed for three or four pages.
welcome. im sure u will find out much from this site.
Yes, most definitely search Youtube, and get a better feel for the sport. You can pretty much check for any fighter, and there's usually a highlight someone made.
For DVD's, get UFC 49 & 47 first. Both are exciting, and there's never really a dull moment.
Find Frank Shamrock vs Tito Ortiz from UFC 22. This is just me spewing my love for Frank Shamrock, but the fight is my favorite fight of all time. Just an incredible battle where conditioning plays a huge factor. Find some 1994-1996 Pancrase tapes as well. Highspots.com has some.
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This is the event not to miss. The Reel Rock Film Tour is being shown at The Hollywood Theater Oct. 7th. Get your tickets at Climb Max Mountaineering.
This show starts at 7 p.m. Tickets are $12 in advance and $15 at the door. A REEL deal. The show features climbing action from around the globe. Featuring Daniel Woods and Paul Robinson push bouldering limits, Peter Croft and Lisa Rands ignite the Sierras, Ueli Steck speed solos The Alps, Dean Potter continues his madness, a Tasmanian mega adventure and more! (previous verbage from Reel Rock Film poster).
I have always enjoyed the shows in past years. Climb Max is having an after party at the shop at 9:00 p.m. Alex Honnold is supposed to attend. Meet the man that is a current legend after soloing Half Dome in Yosemite
Why is patience a virture?
Because not many people have it.


text:
Sergei Zhirikov wrote:
> Hi all,
> I have moved automatic updates hosting of my extension to a new server. I
> have also configured the old server to return permanent redirect (301) to
> the new location for both rdf and xpi. Now if I tell Firefox 3.0b5 to check
> for updates I get "An error occurred while trying to find updates for
> ...".From the log files on both servers I can see that FF contacts the old
> server, receives redirect response, and then it does not even attempt to
> follow the redirect. Both locations (the old and the new) are plain HTTP, no
> SSL. The update manifest is properly signed, but that doesn't seem to be
> relevant as FF doesn't even attempt to retrieve it. I'm also sure I didn't
> make a mistake in the server configuration, because FF2 finds and installs
> the update without any problems. Am I dealing with a bug or is it another
> security restriction introduced in Firefox 3?
This seems strange as one of my own extensions has its update on a
redirect and that seemed to work fine. Can you enable
extensions.logging.enabled, then clear your error console, do an update
check for just your extension and see what appears in the console.


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Marvin Sapp's Back to School Rally will have R&B Heartthrobs, Mindless Behavior, performing and distributing school supplies at this years celebration.
It will be held from 2 to 5 p.m. on the campus of Kingdom Square, 600 Burton Avenue SE Grand Rapids, Michigan.
"This is actually our 15th year holding the rally and to be able to bring one of the top R&B groups in the country right now to be apart of it is just amazing," said Sapp.
Source: http://www.gospelbreak.com
Also On AM 1310: The Light:
comments – Add Yours


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Police are on the lookout for a hungry burglar.
Someone broke into a home in the unit block of Zerbe Street in the borough of Cressona in Schuylkill County.
The incident happened sometime between 1:15 a.m. and 9:30 a.m. on Monday.
Police said the burglar stole several food items and around 15 cans of beer from the refrigerator.
Anyone with information is asked to call state police at Schuylkill Haven at 570-739-1330.


text:
Responding to The Associated Press' story "Will Facebook deliver an IPO surprise?" reader fermosan commented:
"Facebook has seen its heyday. It will pull in ad money, but I don't believe it will grow much henceforth. I don't have a page and that's because I don't want one. Most people who want one have one by now. The company has implemented some type of change to their format called a "timeline" that I have heard, even as a non-user, is causing a lot of grief and some are even quitting Facebook over it. In other words, they are pulling a Netflix. Remember Myspace? Five years ago it may have been all the rage, but Facebook has run it over. Another site will do the same to FB. I suspect it will be a more customizable site with an option of a more professional look, better securing of personal info, Skype-type capabilities and better networking and grouping options."
Join the conversation; reply to fermosan.


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Wrigley Terrace Lots - Rare Opportunity to Own Buildable Lots - Take advantage of this rare opportunity to build the home of your dreams on Catalina Island. Choose from six buildable lots with breathtaking world-class views of Avalon, the harbor, the iconic Casino building and the blue Pacific Ocean beyond. Your home will accentuate Avalons already magnificent hillsides and will continue to influence the Island for years to come. Located on Wrigley Terrace Road. Lot B is already sold but you can still choose from the remaining six lots: Lot A ~ 9412 SF; Lot C ~ 6538 SF; Lot D ~ 7881 SF: Lot E ~ 5779 SF: Lot F ~ 4771 SF: Lot G ~ 5209 SF. Spectacular View Properties Rarely Available. Six of Avalons Most Beautiful Building Sites. Between $950,000 and $1,200,000. Call to Learn More About Owning Land and Building on Catalina.
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Randolph Countians are, for the most part, no different from anyone else who lives in the western foothills of the beautiful Appalachian Mountains.
Sometimes we stop and let a waiting motorist into our line of traffic the moment they are spotted. Other times we won't; we make them sit and wait for what seems like forever when one would-be good natured driver would lose nothing by letting the motorist in line. We speed up when the traffic signals turn yellow often times running the red light before getting through an intersection - all at the risk of eternity to save three or four minutes. We hesitate to yield to pedestrians in the crosswalks (where they have the right-of-way) taking our chances with fate.
When it comes to charity, though, we are as generous as anyone anywhere. We open our wallets and purses at the asking for help. Here are some examples of the charitable organizations we support and the amounts of money they collect. In most cases all of the money collected in tickets sales, food and beverage vendor sales, raffles and the many other activities involved is returned to the community either on the day of the fundraising event or eventually through the way or ways the organizations meet their charitable objectives.
I don't have space to look at each individual organization or the time to gather their statistics and I am loathe to disappoint anyone by not including them. (As best I could determine there are approximately 33 charitable organizations registered with the Elkins-Randolph County Chamber of Commerce that are actively engaged in fundraising.) Here is some information provided by a few of the larger fundraising organizations.
The United Way of Randolph County set a goal of $155,000 for its fundraising year 2010 and reached it. Its goal for 2011 is $170,000. According to Cindy Nucilli, executive director, all the money raised by United Way stays in Randolph County.
Each year the Tygart Valley Lions Club sells 200 tickets for $150 each as its primary fund raiser - that's $30,000. I don't know how much the club keeps to meet its objectives, but as anyone who has attended the club's "Great Give Away" knows the vast majority of it is returned to those who buy tickets through food and beverages on the day of the event. This event is so popular that it is nearly impossible to get a ticket if you are not on the list of last year's purchasers.
One of the largest fundraising events that Randolph County citizens have been involved in for the past two years is The Snowshoe Foundation's "Treasure on the Mountain." Each year the goal has been half a million dollars and they didn't miss it by much this year. According to officials with the organization, this year they raised $412,800. They gave approximately $250,000 back to ticket holders on the day of the event, Aug. 7, in cash and prizes. Several other organizations participated with the foundation as a means of raising money for their organization during the day as food and beverage vendors raising the overall amount by an untold sum.
While a small portion of the total money raised by this charity may come from Randolph County, it is still one in which our residents participate. Residents of Pocahontas, Webster and Greenbrier counties and probably some other nearby counties participate. One must consider, too, the demographic base this charity has to draw from - it includes all those who own property at Snowshoe for whom a $100 ticket is not a "big ticket" item.
Relay for Life of Randolph County raised a total of $110,722.73 during its 2010 fund raising year. I'm told by organization officials that all of the money they raise goes to the American Cancer Society for a variety of things including research.
We as local residents may not see the money returned to us directly but those who either have or may get cancer receive benefits through the ACS when they visit their cancer clinic.
Those who would like to know specifically where the money goes may log on to www.cancer.org.
The Kiwanis Club of Elkins, according to a member I talked to who wished to remain anonymous, said that their club raises about $20,000 per year, which goes back into the community.
The Elkins-Randolph Family Y raised $36,100 this year during its "Run for Fitness" fundraising campaign. All of the proceeds, after expenses, goes back into the Elkins and Randolph County community through capital improvements on the Y, providing scholarships of various kinds to those who otherwise could not afford to be a member and many other benefits.
They, like most other charitable organizations, have other fundraisers so this is only a part of what our local residents fork out to help keep the Y running and to help others enjoy the organization's programs.
It would be interesting to know exactly how much money is dolled out to charitable organizations by our residents each year but gathering that data would take much more time than is available. Additionally, I am not interested in reporting exactly how much money is kept by each organization after all expenses are met. My purpose is simply to give a basic idea of how generous we are as a community.
If only 100 people donated to the Snowshoe Foundation fundraiser, and I suspect it would be more like 200 or 250 people who participated in that campaign, we have given almost $362,000. Folks that's only $134,000 short of half a million dollars - pretty good wouldn't you say.
Here's an interesting bit of trivia. As many of you have noticed, this year August has five Sundays, Mondays and Tuesdays. According to statisticians who keep track of this kind of information this happens only once every 823 years. Guess none of us will be around for the next time.
There's a new book on the market by Elkins resident David Armstrong filled with stories, history and pictures of railroading, mining, timbering and many other interesting tales from the Allegheny Region during the Age of Steam. Titled "Blue Steel, Timber and Steam: A Scrapbook of Tales from Boom-era Allegheny," the book, according to promotional material I received, is put together in a way so one can open it on most any page and find a short anecdote, caption or clipping that could be read by itself.
It also contains longer stories and memories as told by the people who were there - those who built and operated railroads, mills and coal mines in the Allegheny Region in the late 1800s and early 1900s.
Another interesting thing about the book is that it pays special attention to the role and trials of women who lived and worked along the railroads, in the mining towns and lumber camps. It also covers the transition that mountain people have made from extractive industry to tourism.
The book contains more than 75 vintage photos including some taken in Randolph, Pocahontas, Tucker and Upshur counties. More than 100 newspaper stories are sampled or shown in their entirety. More than 15 interviews made from 1916 through 1990 are given in whole or in part; interviews with those who had a common story - they saw the turbulent and formidable changes of the era.
The 143-page soft-bound book is only $25, plus $2 if mailed. It may be purchased from the author at 227 Sylvester Drive, Elkins, by calling 304-636-0657 or my e-mail at firstname.lastname@example.com .


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Gun control group plans Des Moines stop
Published 7:08 AM CDT Aug 06, 2013
A national bus tour calling for tougher gun laws is coming to Des Moines.
The No More Names: National Drive to Reduce Gun Violence tour will make a stop Wednesday morning in the city's Union Park as part of a 25-state tour.
The event will include Carlee Soto, whose sister was killed at the Newtown, Conn., school where 20 children and six educators died.
Pat Maisch also will attend. He survived a mass shooting in Tucson, Ariz., where former U.S. Rep. Gabrielle Giffords was injured.
They will be joined by local officials, including Des Moines Mayor Frank Cownie.
Copyright 2013 by The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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Eighty percent of women who get breast cancer have none of the known risk factors!
This means we don't have a clue as to what causes this disease. Could it be a virus? Is it due to certain environmental factors? Is it because of something that no one has even thought about and that we will never discover unless someone is daring enough to stand up to the status quo and start looking?
The mission of the Dr. Susan Love Research Foundation is to find the cause of breast cancer so we can prevent it once and for all. We are willing to buck the tide and focus our attention on the innovative research that no one else is willing to do. We are willing to go where no one else will go.
- I was out on a limb in 1990 when I wrote the first book on breast cancer for women that explained the science!
- I was out on a limb when I stood up against high dose chemotherapy and stem cell rescue as a treatment for breast cancer!
- I was out on a limb when I first sounded the alarm about postmenopausal hormones as a potential danger!
- And I'm out on a limb again as I take on the big job of finding the cause of breast cancer! That's why I need your help!
This has been a tough year and I know that, like many others, you are probably re-evaluating where to put your charitable dollars. I can assure you that the Dr. Susan Love Research Foundation works hard to invest every dollar into research that is looking into the cause of breast cancer and how to prevent it. We are not afraid to try new ways of getting to the answers!
It was support from women like you, along with a grant from the Avon Foundation for Women, which allowed us to launch the Love/Avon Army of Women initiative in October 2008. To date, we have recruited more than 320,000 women who want to take part in breast cancer research—leaving many investigators who have said it's too hard to recruit women for studies speechless!
The Foundation is also continuing to advance the intraductal approach to breast cancer. As part of this effort, we are conducting studies that could result in an at-home breast cancer risk detection device, determine the role low grade chronic inflammation plays in breast cancer development, or lead to a new method of breast cancer prevention that entails administering chemotherapy down the breast ducts to treat precancerous changes.
With cause and prevention as our mission, we have become a pioneer of a new frontier. Our pioneering spirit will become even more evident in 2010, when we launch the biggest research project we have ever taken on: The Health of Women Study, which will be the first ever online "cohort†study of one million women!
As you can see, we have no lack of ideas. But to make these ideas come to fruition, we need your support! That's why I'm asking you to make a year-end donation to the Dr. Susan Love Research Foundation.
I know that we will find the cause of breast cancer. I also know that we cannot do it without you!


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UNFCCC Publishes AWG-LCA and AWG-KP June Meeting Reports
28 June 2010: The UNFCCC Secretariat has released the report (FCCC/KP/AWG/2010/7) of the 12th session of the Ad Hoc Working Group on Further Commitments for Annex I Parties under the Kyoto Protocol (AWG-KP) and the report (FCCC/AWGLCA/2010/7) of the tenth session of the Ad Hoc Working Group on Long-term Cooperative Action under the Convention (AWG-LCA), held in Bonn, Germany, from 1-11 June 2010.
In its conclusions, the AWG-KP requests the Secretariat to, inter alia: organize an in-session workshop at AWG-KP 13 on the scale of emission reductions to be achieved by Annex I parties in aggregate and the contribution of Annex I parties, individually or jointly, to this scale; and organize, before AWG- KP 13, subject to the availability of supplementary resources, a pre-sessional workshop on forest management accounting, including any new available information, taking into account progress made during AWG-KP 12 regarding the use of reference levels. The AWG- LCA did not adopt conclusions at the June session. [AWG-LCA Report] [AWG-KP Report] [Climate Change Policy & Practice Story on the UNFCCC June Talks]


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Top Definition
To stock shelves in a way retarded monkeys would do so.
"man the black guy sammied all of aisle 3, it's going to take me all day to fix."
viết bởi JK11 23 Tháng mười hai, 2009
Trending Now
Can you define these popular missing words?
taking in a large consumption of alcohol in a short period of time. symptoms include foaming from the mouth excess vomiting and sometimes even self induced pain.
i was tryna get a bop so i got this bitch drunk but she drank too much and got sammie'd and got alcohol poisening ):
viết bởi Steeeeeeeeeeeeeeeeeeeeeeeeeezy 13 Tháng tư, 2011


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Latin Curves: Finding a Dress that Clings in the Right PlacesCarmen Ordonez
Finding a dress that hugs our Latina curves in all the right places can sometimes be challenging. But with some simple tips and learning what styles work with our body types, dress shopping can be cinch. Here are a few tips on picking the perfect cocktail dress to flatter your curves.
Pear-Shaped: If you're pear shaped (smaller on the top and bigger on the bottom) look for dresses in an A-Line cut. This type of style is great for balancing your frame and helps define your waist. Avoid styles that cling to your hips.
Hourglass: If you have an hourglass figure, look for dresses that will play up your small waist without adding bulk. Dresses with a defined waistline are a great option. Avoid dresses with too much fabric or that have a boxy-style.
Curvy: Dresses with an empire waist (one that hits right underneath the bust line) are very flattering. It also highlights the narrowest part of your waist. Also look drapey fabrics that skim over your curves, without clingy.
Overall the goal is to highlight your curves, not hide them! So be sure to choose fashions that will help accentuate your best features.


text:
Video Several school districts throughout the country are empowering teachers to lead the way to successful implementation of the Common Core.
Report A new CAP report highlights six districts that are using teacher leadership and labor-management collaboration to successfully implement the Common Core State Standards.
Report An examination of how 10 school districts are redesigning teacher compensation systems so the teachers who make a bigger difference get a bigger paycheck.
A new CAP study calls into question the idea that up to half of beginning teachers leave the profession by their fifth year. In fact, 70 percent of new teachers stay longer than five years.
New data show that 95 percent of principals believe they have a major influence on teacher evaluation, yet they do not receive the professional support they need to take on new responsibilities related to teacher evaluation.
The ruling in Vergara v. California sparks strong reactions on both sides of the issue, but all can agree that great teaching matters.
Issue Brief Lessons learned from state takeover districts' innovation in the area of teacher professional development could influence professional-development spending and practices in districts throughout the United States.
Report According to ESEA waivers, many states allow school districts' discretion in the design and implementation of teacher-evaluation systems. State departments of education are new approaches to hold districts accountable for their evaluation plans.
A large majority of new teachers have stayed in their profession during a period of dramatic education reforms that critics claimed would drive them away.
The way that funds from Title II, Part A, of the Elementary and Secondary Education Act are currently used needs to change substantially.
Interactive A number of grassroots organizations and fellowships have recently emerged in locations across the United States with the goal of giving teachers a stronger voice in the policies that affect their daily work in the classroom.
Video This video features teachers from across the United States who are members of new teacher-voice organizations and fellowships—groups whose missions involve getting more teachers' voices heard in education-policy discussions.
Report As education policies have evolved and recent policy initiatives have worked to expose the organizational and structural barriers to improving teaching, teacher voice in policy is perhaps more relevant and important than ever before.
Congress must act before the March 1 deadline so that our most disadvantaged children do not lose access to vital education programs and services that are already inequitable at current funding levels.


text: From: firstname.lastname@example.com ------------------------------------------------------ So, I have a small project I finished. Took me about two weeks of off and on tinkering here and there on my work desktop. I spent probably about an hour a day, sometimes off hours (via remote vpn), sometimes no hours in a day, mainly on work days. This may not be useful to some of you that have IT departments with piles of computers. However, this is a cable company. Our IT department hates talking with us and uses red tape to prevent requests. All in all, I have about 8 hours of work in this. I was able to perform this upgrade WHILE working, and performing other duties. Sometimes, I was remote. Sometimes, I was at my desk. The only downtime I had was the three reboots (initial 64-bit kernel, boot into 64-bit install, final reboot to ensure settings). I had one burp in that the new gentoo renames my ethernet interface to something like enp0s25. Not a big deal to update. [unrelated note, but it slightly complicates the upgrade] My system's LVM partition is LUKS encrypted using a keyfile (dd if=/dev/urandom) that I store on a small USB stick on my keychain. At reboot, I have to plug in my usb stick (backed up at home and in other places). If you don't have the keyfile plugged in, you can't access the main drive's partition at boot up. [Materials] * Gentoo Linux installed about 5 years ago, with semi-frequent updates over the years * Intel(R) Core(TM)2 Duo CPU E8400 @ 3.00GHz * 8 gigs of RAM (using PAE extensions) * 32-bit ABI (due to 64-bit support 5 years ago) * 3.10.7-gentoo PAE SMP i686 * Luks encrypted partition * LVM2 volumes including / on encrypted partition * initramfs as initrd with rescue image and keyfile bootstrap [Goals] * Gentoo Linux updated * 64-bit x86


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Taking a gamble with new IPs in this day and age is risky; one that paid off real well for developer Visceral Games. Dead Space was a game that combined action and horror to near perfection, offering players a chilling ride, playing as an engineer forced to face his fears aboard a derelict ship.
With the sequel, Visceral expanded upon what we loved about the first game, introducing some truly impressive set pieces along with a multi player mode reminiscent to the one from Left 4 Dead 2.


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In your weekend TV Picks, a host of shows make their returns to kick off a busy January, including "Downton Abbey," "Revenge" and more.
Up first, the fourth season of "Downton" on PBS's "Masterpiece Classic" (8 p.m. Sunday on cable channel 3), picking up six months after the tragic close of the last season. From the sound of it (and if you want full spoilers, they're available, since the season has already run in full in England), the season will focus primarily on Lady Mary's (Michelle Dockery) transition from full mourning for her late husband Matthew (Dan Stevens, who chose to leave the show).
By the end of Sunday's two-hour premiere, Mary is beginning to feel her oats as a modern woman who's trying to take a larger role in the running of the estate. Elsewhere, brother-in-law Tom (Allen Leech), whose wife Sybil (Jessica Brown Findlay, who also chose to leave the show) died after childbirth in season 3, still struggles to fit in with the upper-crust, and Matthew's mother Isobel (Penelope Wilton) still grieves heartbreakingly.
Tragedy isn't all around: The Dowager Countess (Maggie Smith) is still quipping madly, Lady Edith (Laura Carmichael) just may see her luck turning around, and Carson (Jim Carter) is comically bemoaning the arrival of a more modern era. The biggest change downstairs is the sudden departure of Mrs. O'Brien (Siobhan Finneran), whose deviltry will be sorely missed. Plus, Mary looks ahead to a possible new romance with newcomer Lord Gillingham (Tom Cullen of "Weekend").
I'm looking forward to much of what this season has to offer as the Crawley family and their servants face the onrush of the Roaring Twenties, particularly the upcoming arrival of the show's first black character, a jazz musician played by Gary Carr. And a shocking development downstairs in next week's episode will have you reeling.
Also on:
- "The Carrie Diaries" (7 p.m. on The CW, cable channel 11): Carrie (AnnaSophia Robb) gets some harsh advice from Larissa (Freema Agyeman).
- "Grimm" (8 p.m. on NBC, cable channel 5): Nick and Hank (David Giuntoli and Russell Hornsby) face a Wesen whose healing powers come with a cost.
- "Dracula" (9 p.m. on NBC): Grayson (Jonathan Rhys-Meyers) is thrilled with his newfound immunity to sunlight.
- "Blindsided" (7 p.m. on Lifetime, cable channel 29): A sadistic criminal (Michael Keaton) upends the life of a blind photojournalist (Michelle Monaghan).
- "Mythbusters" (7 p.m. on Discovery, cable channel 30): The popular science show celebrates its 11th anniversary by testing out the physics of some popular "Star Wars" stunts, like Luke and Leia swinging across a chasm and the possibility of survival in a tauntaun's belly.
- "The Simpsons" (7 p.m. on FOX, cable channel 13): Bart introduces Homer to the joys of pirating movies, which lands them in the FBI's crosshairs. Guest stars include Judd Apatow, Leslie Mann, Paul Rudd, Seth Rogen and Channing Tatum.
- "The Bachelor: Countdown to Juan Pablo" (7 p.m. on ABC, cable channel 8): The network gets a jump on its upcoming season with a look at the new man looking for love.
- "Bob's Burgers" (7:30 p.m. on FOX): I'm going to have to start watching this series again after seeing it land on several lists of 2013's best. In this episode, Bob and Linda leave town on a romantic getaway.
- "Best of Late Night with Jimmy Fallon Primetime Special" (8 p.m. on NBC): Catch up on Fallon's talk show before his upcoming shift into the "Tonight Show" seat being vacated by Jay Leno.
- "The Good Wife" (8 p.m. on CBS, cable channel 12): Alicia and Will (Julianna Margulies and Josh Charles) face off in a copyright case that has them both pulling out all the stops.
- "Chopped" (8 p.m. on Food Network, cable channel 65): The chefs must make use of ingredients commonly tossed out, like fruit peels and scraps of poultry.
- "Revenge" (8 p.m. on ABC): Everyone's trying to figure out what happened on the night of Emily's (Emily VanCamp) wedding -- particularly, it seems, Emily, who appears to have a severe case of amnesia.
- "The Mentalist" (9 p.m. on CBS): Patrick Jane (Simon Bakers) settles into Austin as he tries to start a new life following the death of longtime nemesis Red John.
So, what are you watching?


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The Pyramid Crumbles
Last week we detailed the sketchy claims Irving-Based BioPerformance made about its "non-toxic, non-flammable" miracle fuel pill made out of toxic, flammable mothballs. We also examined the company's shady marketing tactics that Texas Attorney General Greg Abbott decided violated the state's weak anti-pyramid scheme statute.
This afternoon, a judge upheld the May 17 court order that shut down BioPerformance. Lowell Mims and Gustavo Romero, the elusive founders of the scheme, surfaced for a three-day hearing in San Antonio--just long enough to offer stunning testimony about how much money they had bilked out of their 50,000-plus faithful followers in only five months. Some of their more interesting admissions:
Mim and Romero skimmed at least $7.4 million from the company.
Mims set up a trust fund for his family's use of $2.7 million, Romero for $2.4 million.
Mims bought a $90,000 Hummer and twin Rolexes; Romero, a $40,000 BMW and a $50,000 down payment on a pool.
BioPerformance's lead counsel, Dallas lawyer John Jerome Lewis, undoubtedly did his best, but you'd have to forgive him if he was a little distracted. After all, he still has to worry about that pesky FBI investigation into the $250,000 worth of bribes he allegedly negotiated for Mayor Pro-Tem Don Hill. --Rick Kennedy
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Is Greenville pronounced "Green-vil" or Green-vul?"
Does the Ravenel Bridge cross the "COO-pur" or "CUP-puh" River?
The South Carolina Information Highway Web site, www.sciway.com, a directory of state information, recently tested residents' pronunciation skills for places that often are mispronounced.
The site asked people to write in with places that they had trouble pronouncing or heard others stumbling over. After receiving dozens of e-mails and speaking with many locals, from Chamber of Commerce representatives to librarians, fishermen and teachers across the state, the Web site now boasts a comprehensive list of frequently mispronounced places and the "correct" ways to say them. Here are a few Lowcountry area names:
--Beaufort - BU-fort
--Berkeley - BURK-lee
--Clemson - CLEM-zun, CLEMP-sun, CLEM-sun
--Cooper - COO-pur, CUP-puh
--Edisto - EH-dis-toe
--Huger - HU-gee, u-GEE
--Kiawah - KEY-uh-WAH
--Legare - le-GREE
--McLeod - muh-CLOUD
--Moultrie - MOOL-tree, MOLE-tree
The Web site states that South Carolinians alternately pronounce places ending in "-ville," sometimes stressing the "-ville" and sometimes de-emphasizing it. An example would be Greenville, interchangeably said GREEN-VIL or GREEN-vul. Others include Abbeville, Graniteville, Leesville and Summerville.
The "correct" way to pronounce any place name can be subjective, and may change over the years as residents come and go, the Web site reads.
A full list of places in South Carolina can be found at www.sciway.net/ccr/sc-pronunciations.html. For more suggestions about mispronounced places, e-mail firstname.lastname@example.com.


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Last time Golden Valley and Hart boys volleyball met on the court, it was over quickly.
But last time, the teams weren't fighting for second place in the Foothill League.
Hart had to battle a passionate crowd to rally for a 3-2 victory in Thursday's league finale at Golden Valley High School.
The Indians (24-7, 8-2) won by scores of 20-25, 29-27, 25-14, 23-25 and 15-9, securing outright second place in the league standings.
When the teams last met on April 20, Hart won 3-0.
This time around, Golden Valley (16-11, 6-4) came out firing, winning the opening game.
"Every time they scored a point, I have to give it to them, the intensity was there," said Hart co-head coach Mary Keen. "They were loud, they were cheering and they definitely overpowered us with their excitement."
In the next two games, Hart countered strong with outside hitter J.J. Mosolf attacking through the Grizzlies' block.
Mosolf finished with a season-high 30 kills to go with a team-high 17 digs.
"We couldn't block him to save our life," said Golden Valley head coach Jeff Cody. "We couldn't, and that hurt us."
The Grizzlies forced a fifth game with the help of its own senior hitters, Ryan Kessler and Alec Schlossman, who had 22 and 18 kills, respectively.
Kessler also had a match-high 32 digs.
Hart went up 8-0 to start the fifth game behind the strong serving of Tanner Tengberg. Golden Valley couldn't recover.
Tengberg landed 16 kills and three aces.
Valencia 3, Saugus 0
Another year, another undefeated season league season for Valencia.
After already clinching a Foothill title, the Vikings swept Saugus on Thursday at Saugus High School to cap a perfect 10-0 record, extending the state-best league winning streak to 102 straight matches.
That marks a 10th straight undefeated league season for Valencia, which finished 19-7 overall and won by game scores of 25-19, 25-17 and 25-22.
"I think last year, there was a lot more sense of relief when we finished undefeated because we had a couple matches that went to five (games)," said Valencia head coach Mark Knudsen. "This year, we're a lot more mature and we have a lot more confidence. We managed to stay controlled the whole time."
Throughout league play, Valencia lost just two games - one to Golden Valley and one to Saugus in a previous meeting.
On Thursday, Valencia took advantage of numerous service errors committed by the Centurions (6-13, 3-7).
Kurt Fults led the Vikings with nine kills and Broc Oppler followed with eight kills as well as four aces.
"That's kind of been our story all season long," said Saugus head coach Barry Nua. "We battle our own errors. It's kind of tough when we don't make our serves and don't really help ourselves out."
Shane Nazarian finished the day with 22 assists for Valencia and Griffin Ender had 13 digs.
Canyon 3, West Ranch 0
Neither team has had it easy this season, but Canyon gets to finish with a good taste in its mouth.
Canyon shut out West Ranch to pick up its first win of the season against a Foothill opponent on Thursday at Canyon High School, winning the games 25-23, 25-17 and 25-20.
With both teams finishing the season under .500 overall, neither can qualify for a CIF at-large bid.
"I hope that they take a lesson from this," said Canyon head coach Andrew Spackman of the win. "If you don't invest emotionally in the game, you're not going to win. If you do, you are."
For the first time in league play, Spackman said, the Cowboys (7-12, 1-9) stayed mentally tough throughout.
Danny Daniyelyan had match-highs in two categories with 12 kills and nine aces for Canyon.
As a team, Canyon tallied 19 aces and missed just four serves.
"Canyon probably played their best match of the season," said West Ranch head coach Nate Sparks. "I give them all the credit. They were serving well."
Dylan Grant led the Wildcats (9-11, 2-8) with seven kills in two games played. Chet Nordskog added six kills.


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The waterfall project methodology is deeply entrenched within many organizations, so much so that the decision to migrate to agile processes is often beyond the control of development teams who implement the code. This is particularly true of large projects that span several organizations.
Despite several propositions to move one recent major project to agile development, no progress was made in doing so until the development team responsible for one of the project's critical applications decided to move ahead and apply agile methodologies to those pieces of the project over which they had control. The result of this decision illustrated the value and benefits of agile development in a way that the greater project management team could appreciate and understand within the context of the overall project.
This article describes how that development team was able to successfully implement agile development within a larger waterfall project. This example, including the concepts and techniques that were implemented, the challenges that were faced, and the benefits that resulted, might help you find a similarly useful manner with which you could introduce agile concepts and processes to your organization.
This article assumes a general familiarity with basic project management, and with agile development concepts and terminology.
Project background
The particular application at the center of this case study is an existing sales contract application used by a worldwide sales team. The application has been in production for several years, and typically has three to four releases a year, both major and minor. The application's client base is large and diverse, with 3,000 power users plus thousands more occasional users.
The ongoing project is managed by the CIO's office, with solution leaders representing the clients. The various members of the overall project team -- users, designers, architects, developers, testers, production operations, and so on -- are from different organizations within the company.
The integrated development process for this waterfall project included these phases:
- Pre-concept
- Concept
- Plan
- Development
- Qualify
- Rollout.
During pre-concept phase, the development team provides a rough order of magnitude (ROM) for proposed release content and (not committed) target dates. In concept phase, the client prioritizes the list of candidates for the release, business and system requirements are created and reviewed, and the development team provides level of effort (LOE) for business requirements (BRs) and system requirements (SRs). In plan phase, the SR candidate list is firmed up, and the development team builds low-level sizings for these requirements.
For this project, a typical schedule would be something like this:
- Concept phase: 2 months
- Plan phase: 2 months
- Development phase: 6 weeks
- Qualify phase: 6 weeks
The candidate lists of customer wants and needs (CWN), BRs, SRs, and, eventually, change requests, are constantly updated and reprioritized throughout these phases, even into the six week development phase.
In terms of technologies used in the application, it was built on a Service Oriented Architecture (SOA) platform utilizing the high availability capabilities of IBM® WebSphere® Process Server V184.108.40.206, IBM WebSphere Portal V6.1, and IBM DB2® 9.1.6. The application leveraged Web services to integrate with other internal company applications. In addition, WebSphere Process Server technology was utilized to manage business rules and process workflows. Coordinating with the requirements and release schedules of the other internal applications contributed to the complexity of planning and scheduling releases for the project application.
Why be agile in a waterfall?
A significant amount of time of each typical release of this application (four months out of a seven month cycle) was spent in the concept and plan phases. Even then, requirements still changed. The development team decided to pursue an agile approach because it accounted for changes to business priorities and needs, and for development re-factoring as the project evolved. Such an approach would enable the development team to eliminate significant time from the concept and plan phases, add more time to the development phase, and focus on delivering more function and higher quality.
Due to restricted deployment windows and the availability of users to participate in acceptance testing, deployment dates were limited and usually decided early in the concept phase. Lengthy planning and re-planning typically resulted in a shortened development phase, which in turn resulted in the development phase being consistently frantic and reliably late. Frequent changes to release priorities during the development phase did not help.
A major goal for the development team was to adopt better development processes to control the chaos from both external influences (late requirements, changing requirements, and so on) and their own poor procedures (inadequate development processes, low code quality, and so on). Adopting an agile approach would be a means toward changing their development culture and gaining control over their processes.
Beyond that, the development team was aware of the other benefits of the agile approach: improved quality, faster implementation, and greater customer satisfaction. They also believed that if they could move forward with agile processes, they would gain momentum in convincing the greater project to move to an agile methodology overall. Their resulting lessons learned would aid them in working out any kinks in their tools and processes, and speed up the eventual shift to agile processes.
How much agile methodology was really implemented?
When the project first started, the development team attempted to adopt some (though not all) of the concepts of the Scrum framework, an agile process based on empirical process control theory that focuses on transparency, inspection, and adaptation. The team implemented daily stand-up meetings and burndown charts, but chose not to adopt components to enable inspection, such as sprint planning, sprint review, and retrospective meetings.
As the project moved into the waterfall qualify phase -- in which the development team needed to handle a constant stream of testing defects -- the team's scrum process ended. They would have to pick it back up when the next release started its development phase. This failure of the initial Scrum attempt was ultimately a consequence of not having adopted the processes of inspection; this lesson learned helped the team in their follow-on Scrum efforts.
In the development phase of a more recent release, the development team decided to start fresh and introduce the complete agile process based on the Scrum concepts and hallmarks. The team established a commitment to sprint planning, sprint review, and retrospective meetings. More importantly, they committed to process inspection and self-governance.
- Roles
To fully adopt the Scrum way of doing things, the team needed to identify who on the scrum team would assume the three required roles of Product Owner, ScrumMaster, and Team. Initially, the development project manager was positioned as the primary Product Owner. The Team consisted of the existing development team members. A ScrumMaster was selected who established a sprint calendar of three- to four-week cycles, with start and end dates that didn't necessarily line up with the waterfall process milestones; the team learned that sprint meetings scheduled close to waterfall milestones result in the team focus being shifted to one of these events, but not both, leaving an unfavorable result for the one that became neglected.
- Backlog
For the sprint planning meeting, the development team started with the product backlog of candidates that the client had identified (in the concept and plan phases) for future release of the application. The Product Owner selected a subset of these items, which constituted the possible product backlog to be considered for the sprint. During the sprint planning meeting, the development team committed to the product backlog items they believed they could complete during the sprint, and from that built the sprint backlog, which was the tasks, task estimates, and assignments that the team would actually work on during the sprint.
- Reviews
At the end of each sprint, the development team held a sprint review meeting. The purpose of this meeting was to demonstrate to the stakeholders what had been completed in the sprint, and provide a timely opportunity for the stakeholders to comment and ask questions, possibly resulting in a list of desired changes. Such changes and any missing or incorrect functionality were added to the product backlog for the next sprint.
- Retrospective
At the end of each sprint, the development team also held a sprint retrospective meeting to review what went well during the sprint and what could be improved upon. Based on this feedback, they changed their processes as appropriate and added non-functional action items to the product backlog.
- Schedule
The typical schedule was to hold the sprint review and sprint retrospective meetings on the same day at the end of the sprint, followed by the sprint planning meeting for the next sprint on the following day. These meetings were conducted within the Scrum time-boxing guidelines.
- Participants
Client representatives (solution leaders) attended the sprint planning and sprint review meetings. Initially, the client's interests were represented by the development project manager, but in later sprints, the development team was able to pull in the solution leaders and get direct client input and feedback through these key participants. This approach was purposeful; the team wanted to understand the processes and methodology well before expanding the circle of participants to include the solution leaders.
- User stories
The development team also incorporated user stories into their planning. Although the client representatives (solution leaders) should be responsible for creating user stories, the development team did this instead, based on existing requirements, because the greater project was not yet committed to agile processes. The team then engaged the solution leaders in validating the user stories, collaborated to refine them and gain a greater understanding of the requirements. This practice has greatly improved the understanding and accuracy of the requirements, and greatly reduced rework after the fact.
- Quality assurance
While the development team has long used continuous integration, they recently incorporated automated testing into the development process. Work items were not considered complete until an automated test was available and merged into the testing tool. Daily builds and automated testing ensured that the code base was not broken as code was checked in. This resulted in higher quality code and fewer defects being found in the qualify phase. Coding items were not considered complete until the functionality could be demonstrated on a live server. Non-coding items, such as new processes or documentation, were published on the development team's internal wiki and distributed to the team for review prior to being presented as complete at a sprint review meeting.
Other agile elements
Because the development team operated within a rigid, waterfall process, they could not adopt all aspects of agile development. The team still went through a requirements cycle of refining CWNs to BRs and SRs, prioritizing, ROM, LOE, and low-level sizings, adding new requirements, and circling around repeatedly.
The development team was able to drive some improvements in the requirements cycle; for example, they were able to move to prioritized lists vetted by the client representatives, and to size users stories at different points in the requirements cycle to build candidate scope lists for client review. The team leveraged the Scrum processes to address this activity and generated the needed work products for the requirements cycle, ultimately reducing the dreaded requirements churn during the development phase.
When the project moves fully to agile processes, the expectation is that user stories will be built early in the cycle, prioritizing will be limited to one or two cycles, and more time will be spent in the development phase. This state of agile adoption supports reviewing the implemented features with the client and updating the functionality based on their feedback, rather than reworking the various levels of requirements multiple times on paper.
Rather than completely rely on the sprint backlog and burndown chart tooling to assign and track work, the development team used a traditional Microsoft® Project plan to schedule tasks during the development phase. There were a couple of reasons for this. First, this demonstrated to the client that resources allotted to the project were fully utilized to deliver as much content as possible. Second, Microsoft Project was the expected and more recognizable form of communicating status in a waterfall project. However, by referencing burndown in addition to a project plan in status updates, the development team was taking steps toward exposing and transitioning the other teams to agile tracking methods.
Addressing challenges
Of course, working with two inherently different styles (and cultures) of project management presented a number of challenges to the development team:
- Language
A key challenge in transitioning from a waterfall process to an agile process is bridging the terminology. For this project, the development project manager did an excellent job of doing this translation, both in terms of "speaking waterfall" to the client and in minding the gap between tools and status in the agile world to their counterparts in the waterfall world. With this "bridge" in place, the development team had more freedom to adopt their own processes and take the incremental steps described here.
- Schedule
The development team's standard mode of operation was to constantly be in a sprint cycle -- whether or not they were specifically working on a release candidate. Therefore, the sprints covered the sizing work, production support activity, and qualify work. Because of this, the team tried to not have the sprints start and stop on the development cutover milestone (DCUT). Similarly, it was useful to not have the sprint end on the DCUT date; taking time at that point for the required two days of meetings was not conducive to getting the target release into qualify phase. The sprint typically ended the following week.
- Support
Initially, the development team struggled with the inevitability of handling production support within the sprints. Some of the developers were dedicated to handle Level 3 Support, but the majority of the production defects that occurred needed to be addressed by members across the development team. While all of this work could not be fully planned, a general level of support-related work could be anticipated. This work was addressed in two parts: analysis and resolution. The ground rule that helped move the team forward with integrating production support into the Scrum model was to set the priority of any production defect to the highest possible value, thus initial analysis trumped anything else on a developer's plate or task list.
On the analysis side, when a production defect was created, the ticket was added to the current sprint and assigned based on severity. Root cause analysis was performed to determine the effort involved in providing a solution, and this analysis resulted in identifying the cause of the problem (or if not obvious, what was needed to identify the cause), an estimated sizing to implement the fix and create a unit test, and the difficulty of implementing the fix. Once this was done, the ticket was removed from the current sprint and the Product Owners determined the priority in relation to other items in the product backlog. Root cause analysis was targeted to be performed within existing Service Level Agreement requirements.
The Product Owners then assigned the issue to a sprint backlog (which could be the current sprint, or the product backlog for a future sprint), which enabled the fix to then be delivered within a release, a fix pack, or via a hot fix.
The development team estimated ten defects per week during the two weeks after a new release was deployed, and three defects per week otherwise, with four hours for analysis.
- Changes
Periodically, production issues resulted in a change request. The development team's guidelines set forth that these must be prioritized by the Product Owner for inclusion in a sprint. If the Product Owner believed a change request was the highest priority for the development team, the ScrumMaster and Product Owner decided whether the current sprint should be adjusted or (in a rare case) halted to accommodate it.
- Diversions
A subset of the development team was an infrastructure team that handled build tools, server administration (both test and production), database administration, and so on. This team had assignments within the sprint, but they also periodically received work requests from other teams on the project. This violated the principle of Scrum which states that the team is to be left alone to perform their sprint work.
To alleviate this problem, the development team enlisted three tactics:
- The team identified infrastructure tasks that should be included in every sprint and included them in the sprint backlog (for example, alpha deployments, beta deployment support, production online backups, and so on).
- Any infrastructure tasks related to product backlog items were identified and included in the sprint backlog.
- The Infrastructure Team Lead was designated as the focal point for external requests for infrastructure skills, worked with the Product Owner to determine the priority of such work items, and included them in the sprint backlog as deemed necessary.
Infrastructure team members learned to refuse the interruptions, deferring to the process above for such requests. This enabled them to remain fully engaged in the Scrum process.
- Size
The development team eventually moved to a hierarchy of Scrum teams because of its size, dividing into four teams:
- Business Process/Backend Services
- User Interface
- Life Cycle Management
- Infrastructure.
These teams conducted daily scrums among themselves. A biweekly scrum of scrums was held in which one representative from each of the Scrum teams participated and summarized their team's status since the last meeting, the team's plans before the next meeting, any impediments that existed, and what obstacles they would impose on other Scrum teams.
Tools used
The development team utilized a bug/issue tracking system that provided an integrated Wiki with convenient reporting facilities. IBM Rational Team Concert™ provides this functionality. The team created tracking tickets for all development work items and generated burndown charts (among other reports) for the sprints. The team was also able to extend the tool and the Wiki to accommodate the team's requirements. For example, the team created a tool for user stories that was incorporated into the Wiki.
The development team heavily utilized a development Wiki to document processes, provide access to progress reports, and interface to their tracking system. Because of the interface to the tracking system, the Wiki was a particularly good mechanism for documentation and collaboration.
The development team built their project plans in Microsoft Project. The project plan referenced a tracking ticket for each low-level task included in the plan; this was an evolution that started before moving to agile processes. Instead of referencing a CWN with its associated hours, a tracking ticket was created for each task involved in delivering a CWN in a release. Where possible, tasks were subdivided and hours were distributed among two or more developers to increase productivity and reduce overall coding duration. Each subdivided task received its own tracking ticket and was individually referenced in the project plan (the intent was that each ticket/task should have a maximum of one owner). The project plan also identified the priority of tasks among individual developers and the overall priority of release candidates. A custom priority field was created on the tracking tickets, updated based on the project plan, and dictated to each developer in the order they should perform their tasks.
Benefits realized
As expected -- and as advertised -- adopting agile processes resulted in improved code quality, faster implementation, greater customer satisfaction, and better development processes. The development team achieved other benefits as well, including some that are not usually thought of as agile benefits:
- Handling large tasks
A key benefit of adopting Scrum was that it has enabled the development team to fit big ticket items into releases. This might seem counter-intuitive; after all, according to some, limiting sprints at two to four weeks eliminates the ability to handle large pieces of functionality. On this project, large features were hard to fit into the prioritized list for a release; the client often preferred ten smaller items to one large item, even if that large item was important. Scrum forced the development team to regard these big features incrementally, breaking them down into analysis or research, and then incremental implementation. The team was able to fit the analysis or research into sprints not tied to the development phase, providing them with the discipline to finish the upfront tasks, and making it easier to then fit the incremental implementation into the release priorities.
This approach was utilized for non-functional items as well, such as code re-factoring and automated integration testing. Convincing the client that such work was important was challenging, but the development team was able to break the re-factoring work into small pieces, build a gradual plan for the changes, and then fit the incremental changes into sprints and releases.
- Flexibility
Related to this is the benefit of gaining the ability and discipline to deconstruct large tasks; sprints forced the development team to think in terms of smaller-sized tasks. With smaller tasks, the team was better able to plan release content, as well as reallocate resources in the event that tasks slipped. Large tasks tended to require a broader range of skills and expertise, but when broken down into smaller tasks, many of these could be assigned to developers with narrower skills, which enabled greater flexibility in assigning resources. After several releases and multiple sprint planning sessions, this "small task" thinking had become ingrained on the entire team.
- Process improvement
The Scrum process also provided a framework for incremental process improvement that the development team previously lacked. The sprint retrospective meetings provided useful feedback, and process changes were added to the next sprint. In some cases, such as production support and the infrastructure team's tasks, it took several sprints to refine the processes to the point of success. The team committed to the process, worked through the issues, and built processes that work well for the team.
- Handling change
The development team became better able to deal with change, even mid-sprint. During one release, they began the development phase with a clear understanding of the priorities, then in the middle of a sprint, the client came forward with a new number one priority. Normally such churn could demoralize a team, but they utilized the principles of Scrum to talk about the options (halting the sprint and starting over versus carrying on with an incorrect priority list). Because the development team was empowered to make the decision, they were able to shift gears and accept the new priority with success.
- Work environment
The adoption of Scrum processes had a significant impact on team morale, team discipline, and team interaction. Because the development team was empowered to improve their own processes, they strongly committed to the processes and put energy and enthusiasm into everything. Creativity was applied to process improvements, and this creativity carried over into the team's development efforts. In addition, the updated processes greatly improved the development cycle, reduced the panic at the DCUT milestone, and reduced the number and severity of defects found in both the qualify phase and in production. The release process became more of a steady, well-planned effort, and less a time of the chaos, as the team had experienced before. Work hours were more predictable, even as the team hit key milestone dates, which improved morale and reduced tension between the developers and the other teams working on the project.
With the value and benefits of agile development made clear – and with impressive results -- the overall project intends to move to agile processes using Scrum with the next release of the application; a kickoff agile workshop for that release has just been held. The development team will be able to easily retain their development processes, adjusting in minor ways to accommodate the larger agile processes.
As part of the development planning and tracking, the development team has a lengthy backlog of candidates (CWNs and defects) that did not make the cut. These will be stored in the team's issue tracking tool and will be pulled into the new agile processes for consideration in a future release.
A big change for the development team will be the development of user stories by the Product Owners. This effort started with the kickoff agile workshop, using Rational Team Concert as the tool of choice. Because the user story process provided higher quality requirements, the Product Owners have committed to this and driving it will improve the processes greatly.
Another significant change will be shifting the Scrum teams from the current silo structure (based on functional areas in development) to a structure that includes representatives across the project. Previously, since Scrum was limited to the development team, the functional division was natural. During the kickoff, the team structures were discussed and mapped out for the next release. The development team has taken steps to move to a mixed-team structure for the current release, and they will review and revise the process as they go, applying lessons learned to the next release.
The development team plans to become a more test-driven development shop, and has taken steps to that end with the test team (which is in separate organization). The development team will work with the test team, bring them into their sprints, teach them the Scrum concepts, and jointly work toward the goal of agile adoption across the project, regardless of timeline.
Finally, future plans include evangelizing Scrum and agile principles to the partner teams across the overall project. The development team's experience puts them in a unique position to train others, not only because they have the agile knowledge and have learned the lessons, but also because they are the most knowledgeable with the workings of the application, and have lived the cultural experience of using agile development in the organization.
- Scrum Guide from Scrum Alliance
- Agile Project Management with Scrum, Ken Schwaber, Microsoft Press, 2004
- Agile and Iterative Development: A Manager's Guide, Craig Larman, Addison-Wesley, 2003
- An Introduction to Agile, Kevin Aguanno, Multi-Media Publications, 2005
- Education: Succeeding with Agile
- IBM developerWorks WebSphere
- IBM WebSphere Developer Technical Journal
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Would you like to organize a FUKUSHIMA IS HERE event at a beach or other location near you?
We'd like this to be a global event in as many locations as possible. The contamination from the Fukushima nuclear disaster is spreading across the global. Whereever you are, FUKUSHIMA IS HERE.
Please contact us at email@example.com to get set up as an organizer.
You will be responsible to getting a team of people to make your event happen. Below are some things to consider.
We can create a page for you on this site with information about your event, links to your poster and event flyer, and contact information.
Things potential organizers should consider:
The first three recommendation are the same:
-- Keep it as simple as possible. Less can go wrong.
-- Keep it as simple as possible. Less can go wrong.
-- Keep it as simple as possible. Less can go wrong.
Choosing a Site
-- Scenic? Powerful? Does it represent your area? Would someone who has never visited your area relate to an aerial photo of the site?
-- Adequate parking and/or public transportation?
-- Toilet facitilites?
-- Food available? (not required - event very short - a San Francisco event was completed in less than an hour.)
-- Does the site require a permit? (It is MUCH preferable to not need one, but some of the most powerful and accessible sites require them)
-- Does obtaining a permit hinge on obtaining insurance? (Insurance can be a major hassle and adds $400-$500 to the cost)
-- Sand? Grass? Snow?
-- Flat? (in some cases, a slope might work)
-- How can a photograph be obtained?
-- Helicopters (optimal) cost around $600/hr.
-- Small airplane (cheaper, but less maneuverable).
-- Tall building nearby? 200 feet? higher?
-- Construction crane?
-- Balloon?
-- 1,000 people or more is optimal. Approximately 940 needed to fill lettering for "IMPEACH!"
-- You can use sign boards of letter and bodies lying down for smaller scaled events.
-- Need to have an online organizing tool to communicate with and manage volunteers.
-- You'll want and probably need a core of approximately 20 volunteers to help pull this off.
Outlining lettering of "FUKUSHIMA IS HERE"
-- It's simplest in sand.
-- Work out the letter on graph paper until it looks right.
-- Letters can be 100 feet tall, made up of lines that are 10 feet wide. If you have fewer people 50 feet tall letters and 5 feet wide lines can work too.
-- Use tape measure, your mallet, your step ladder (so you can stand up and look at your curve lettering and see how they're looking), and your many dozens of wooden stakes. Start pounding stakes, and then stretch a rope from stake to stake. Have someone drag their heel in the sand alongside the rope and you've got the outline of your lines.
-- Using blankets and tarps, people can sit or lie down in a linear party.
-- Media coverage is essential.
-- In major markets, if a crowd is guaranteed (if somewhere in the neighborhood of 1,000 people have registered to participate), TV stations may well put up their own helicopters. Nonetheless, you're going to want to obtain your own professional still photos of the event. They make great postcards, and people who were at the San Francisco event love to point to the photos and say, "I was in the crossbar of the 'H' " Or: "I was in the exclamation mark " Or: "I was at the tip of the 'A' " Also, postcards continue to spread the message.
-- The event CAN be pulled off for nearly nothing, or it might cost $1,500 -$2,000, depending on circumstances. If collection jars are passed, it comes to only $2 or less per person. In any case, someone needs to be responsible for fronting and also collecting money. The event is NOT ABOUT money, and it's probably a good idea to identify a worthy cause in case there is an excess of donations.
-- If you pull this off, you and your country and our world will never be the same again.


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Thursday News/Links – 8/27/09
A rare Thursday edition of News/Links to keep you updated on all the latest from St. Louis, as well as other major news from around the NHL.
This week we look at more optimism surrounding the Blues, brand new commercials as well as a few more looks into the headache that is the Phoenix ordeal. Also, a quick look around the world of sports and as always, our video of the week which has recently become videos of the week.
Blues News/Links
- The official St. Louis Blues website features an NHL.com article on optimism heading into the 2009-10 season. FrozenNotes produced a similar article earlier this summer, which just goes to show that there are a lot of high expectations heading into this season.
- Have you had your dose of cheesy commercials lately? No? Well here are three new Blues commercials promoting the single game tickets being on sale. Solid idea, but just a little too high in the cheesy quality, which shouldn't really be a surprise. Wish the old Perron ad from last year would come back.
- In case you missed it, ESPN posted an article on the 2nd day of USA camp on how Erik Johnson has a lot to prove this season.
- Is October 2nd here yet?
NHL News/Links
- Dany Heatley blah blah blah blah blah. Enough said.
- Mike Sillinger, the man who played for the Blues (and 11 other teams in his career) announces his retirement.
- The NHL is offering $140 million to buy the Phoenix Coyotes, which is the lowest of the three offers currently on the table.
- The Phoenix saga explained.
- Martin St. Louis has been promoted to a line that will feature Crosby and Nash. Sickening.
- A look at Chris Drury and how Little League Baseball helped build leadership from an early age.
- Simon Gagne of the Flyers has a groin strain, but should be ready in time for training camp. Philadelphia will need him to be healthy, as he helped carry the team with 34 goals and 40 assists last season.
Other News/Links
- Michael Vick. In case you cared, here is a breakdown of Vick's bankruptcy plan.
- Court rules that the Feds were wrong to seize the MLB drug list.
- No linkage here, but for all you soccer fan: the Champions League groups are set to be drawn this afternoon. One of the most exciting tournaments in all of sports is set to return.
- Trouble in Minnesota. Looks like there is a "schism" in the Vikings locker room. Go figure.
- The New York Jets name the rookie Sanchez as their starting QB.
Video of the Week
In general, people are stupid. In case you ever doubted this statement, swing by failblog.org some day and give yourself a laugh. I guarantee it will make you feel smarter. Today's installment – man tries to open garage door before his car smashes into it. Wow.


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It began as an off-season afterthought.
Football and basketball were John Linehan's sports at Haverford High. He was so serious about football that he resisted playing lacrosse until his senior year.
However, Linehan was so good that he was named a second-team Pennsylvania Scholastic Lacrosse Association defenseman that spring. He continued with football and lacrosse at Penn, and after graduation played lacrosse with the Philadelphia Lacrosse Club and the original Philadelphia Wings in 1974 and '75.


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Ms. Islip is an advisor, especially interested in Algebra 1, Civics and Economics, Leadership, and career decision making. She teaches a Digital Math class at Placer during 3rd and 4th block, during the fall of 2012. She believes Maidu offers students the freedom to learn.
e-mail: firstname.lastname@example.com (best way to reach her)
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