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from £43 / night help Price for guests, Nights approx:
Traditional stone and wood chalet in central Megev – Home 132361 Chalet
- 6 bedrooms
- 16 sleeps
- min stay varies
Traditional stone and wood chalet in central Megev – Home 132361
- Chalet
- 6 bedrooms
- 16 sleeps
- min stay varies
Chalet / 6 bedrooms / 5 bathrooms / sleeps 16
Key Info
- Beach / lakeside relaxation
- Nearest beach 3 km
- Ski
- Child friendly
- Car not necessary
- Ask about pets
- Private garden
Description from owner
Our comfortable well equipped chalet is well located a five minute stroll from the centre of Megeve. The log burning fire and magnificent mountain views make this a truly memorable place to stay on your holiday.
There is dining space for up to 16 people and ample seating space between the sitting room and snug for everyone.
We can sleep 10 adults in 6 bedrooms with space for up to 6 additional children The snug that can be used as a 7th bedroom for larger groups.
Our well equipped kitchen that should leave even the most ardent cook with a big smile. We have everything from an apple corer to zester including slow cooker, grills, pierrade sets, and cake making items galore. Alternatively during the winter let us cater for you some or all of the time and enjoy a truly relaxing holiday.
There is a DVD library, books, a large selection of games and toys. We have wifi, Freesat, Livebox TV which includes channels in almost every language and Ipod speakers. Should you
Our comfortable well equipped chalet is well located a five minute stroll from the centre of Megeve. The log burning fire and magnificent mountain views make this a truly memorable place to stay on your holiday.
There is dining space for up to 16 people and ample seating space between the sitting room and snug for everyone.
We can sleep 10 adults in 6 bedrooms with space for up to 6 additional children The snug that can be used as a 7th bedroom for larger groups.
Our well equipped kitchen that should leave even the most ardent cook with a big smile. We have everything from an apple corer to zester including slow cooker, grills, pierrade sets, and cake making items galore. Alternatively during the winter let us cater for you some or all of the time and enjoy a truly relaxing holiday.
There is a DVD library, books, a large selection of games and toys. We have wifi, Freesat, Livebox TV which includes channels in almost every language and Ipod speakers. Should you decide to spend some of your holiday indoors we think you will be suitably entertained.
We accept bookings for either the whole chalet self-catered, B&B of half board and part chalet for B&B and half-board.
Further details
One third deposit to secure booking, with remainder due 8 weeks prior to arrival date.If you are elf-catering there is a 500euros secuity deposit payable in euros to cover damage or breakages We take credit card payments in Euros at the standard tourist exchange rate. We accept payments by bank transfer and credit cards
Further details outdoors
Large garden with an area for outdoor dining for up to 12 people, this is in addition to a dining area on the balcony. BBQ. Sledges and other outdoor games. Lockable storage area suitable for bikes, skis and other outdoor equipment. Private off-street parking for 2 vehicles, additional on street parking available.
Location description from owner
The Auvergne-Rhône-Alpes region
WINTER CLIMATE Megeve benefits from a unique micro-climate influenced by Mont Blanc which results in a great snow record throughout the season. SKIING With 460km of pistes there are slopes to suit everyone from the complete beginner, improver to expert. If you are looking to get away from it all engage a Guide du Montagne for an enjoyable randonee or off piste feast.There are also several areas for ski du fond including some wonderful trails through the woods WINTER ACTIVITIES You can snowshoe on quiet trails, some of which join pistes so you can meet up with your skiing friends. Try ice skating at either the indoor or outdoor rinks, have a go at curling, we can arrange a lesson for you. The spas, shops and Sports centre are open year round so non-skiers have plenty to do.Whatever you decide to do on your winter holiday there are amazing resturarants all around Megeve which can be accessed on foot, ski, sledge, lift or car so you can experience Savoie hospitality in a log cabin with wood burning fire and regional food or modern French cuisine. Groups of skiers and non-skiers have the opportunity to meet for lunch at many different locations.SUMMER CLIMATE During the summer temperatures average 27 degrees which is not too hot for walking, mountain biking, tennis and other activities but still perfect for lazing around in a swimming costume and getting a tan in our large garden.HIGH SOCIETY Try the tree top adventure, paragliding, hot air ballooning and light aircraft flights ADRENALIN FUELLED Speed riding, white water rafting, canyoning, climbing or the stupendous ridge walk between Cote 2000 and Mont Joly LAZY DAYS Chill out at the pool or one of the many swimming lakes, have a go at trout fishing at Javen lake, play boules at the Megeve Plage or sample some of the delicious home made ice-creams.
The 13th Century pedestrianised centre of Megeve has a unique atmosphere year round. The cobbled square has a stunning painted and gilt Baroque church a local museum and cultural events are organised throughout the year. Horse drawn sleighs are ready to take you on a discovery of the town and surrounding areas.
Megeve boasts nearly 200 restuarants from the 3 Michelin starred Flacons du Sel to pizzerias. People watching and celebrity spotting from one of the many cafe terraces is a popular pastime. In the evening relax at the world reknown jazz club or have a flutter at the casino, or simply relax on our balcony. You can shop till you drop in the many boutiques from Hermes to Benetton.
More Less
- Great for children of all ages
- Some pets are welcome - please contact the owner
- 2 Cots available
- High chair available
Bed & bathroom
- 4 Double Beds, 11 Single Beds, 2 Cots available
- 2 Family bathrooms, 2 En suites, 1 Toilet Only
- Wi-Fi available
- Private garden
- Balcony or terrace
- Internet access
- Central heating
- Fireplace
- Staffed property
- Games room
- Cooker
- Fridge
- Freezer
- Microwave
- Toaster
- Kettle
- Dishwasher
- Washing machine
- Clothes dryer
- Iron
- High chair available
- Satellite TV
- DVD player
- CD player
- Telephone
- Fax machine
- Hair dryer
- Linen provided
- Towels provided
More Less
- Parking
- Not suitable for wheelchair users
- Check in time:16:00, Check out time:10:00
- If you have any questions about check-in or check-out times, please contact the owner/manager.
- Payment
- To be covered by Payment Protection this rental needs to be paid for online through Holiday Lettings using your credit/debit card or PayPal. Never pay for your holiday rental by wire transfer (such as Western Union or Moneygram) as this type of payment is untraceable.
- Smoking
- Yes, smoking allowed
- Cancellation policy
View Policy
About the owner
Catherine G
- Response rate:
- 85%
- Calendar updated::
- 14 Sep 2016
- Years listed:
- 5
- Based in:
- United Kingdom
- Overall rating:
Languages spoken: English, French
This Chalet has 6 bedrooms, 5 bathrooms and sleeps 16. It's been listed on Holiday Lettings since 09 Jun 2010. Located in Haute-Savoie, it has 14 reviews with an overall rating of 4.5. The average weekly rate varies from £1484 to £7916.
The Owner has a response rate of 85% and the property's calendar was last updated on 14 Sep 2016.
Map and how to get there
Guest reviews
– based on 14 reviews
Very Good
14 reviews
- Excellent
- 6
- Very Good
- 8
- Average
- 0
- Poor
- 0
- Terrible
- 0
"Comfortable and relaxed"
We felt very welcome and taken care of! The house is cosy and comfortable. It is also very well equiped. The moment we arrived we felt at home. We were surprised by the extra service of daily bed making and releaving us of garbage and empty bottles. The owners and their helpers are very friendly and relaxed. The skibus is only 2 minutes walk. No fuss with trying to find a parking space on the crammed mountainroad as well as the centre of Megeve. Thanks very much for the relaxed stay!!
"Chalet in Megeve is exactly what we were looking for!"
Our stay started with a lovely greeting from Paul and Kate. It got better as we found plenty of space for our luggage, a well outfitted kitchen, the beds to be very comfortable as well as beautiful balcony views. The location is perfect, just a short walk to the busy center village without being too close. We would recommend this chalet for big families or large groups because everyone can spread out on 3 levels.
"Perfect short break"
Great location with a short walk into centre of megeve. Everyone was incredibly helpful and welcoming. Food was excellent, a really lovely cosy chalet.
"Good location, and great ski hosting."
For a group of mates this was a great chalet. We had a great welcome, Kate and Paul were very helpful getting us sorted out with skis and boots from Champfort sports. Breakfasts were fab and set us up for great days skiing. The bus stop is a short walk, although the road can get quite busy. Paul was a great ski host and showed us some amazing skiing and lunch stops. Skiing with him as a pleasure from start to finish! He managed to keep smiling all day although he had to put up with 9 ladies of variable ski ability wanting to ski together! We liked the fact that we could pick and choose the evenings that ate at the chalet and evenings that we ate out. Kate's recommendations for restaurants were spot on. We did pick up a couple of injuries (from skiing) and had a few issues booking taxis to take the injured to and from restaurants. Would recommend this chalet for a family or a group of friends who want a relaxed environment as a base for their skiing holiday.
"Gorgeous comfortable chalet with wonderful hosts"
We stayed in Megeve with our elderly parents and young children for a skiing holiday. We had an absolutely wonderful time mainly due to the wonderfully comfortable chalet and the experience, friendliness and efficiency of Kate and Paul - the chalet owners. Kate and Paul are the most wonderful hosts, nothing was too much trouble. They are both superb cooks, - if you are lucky enough to stay there do try the catered service. Kate and Paul are very knowledgeable about Megeve, the ski areas and the surrounding areas as they live in Megeve so they can help you with anything you need. The chalet itself is beautifully clean, spacious and very comfortable. It has a beautiful sitting room with an open fire and wonderful views as well as a lovely sunny balcony. We would thoroughly recommend this chalet to anyone - for winter sports, summer or any time in between. Thank you Kate and Paul.
"Comfortable, practical and convenient with accommodating hosts"
Warm and welcoming hosts- created a 'home from home' atmosphere. Catered food and drink was good value. Flexibility of meals was excellent - ie could choose which meals you wanted catered or self-catered. 5 Minute walk (via main road) into Megeve town. Located close to a bus stop which takes you to the local ski area (10 minutes- very convenient). Outdoor garden big enough to create your own sledge run in the snow for children - great fun! Laundry room with washer and dryer great for drying out end of day ski gear. Top floor rooms comfortable but snug (ie in the eaves with some very low beams!) Bathroom on the ground floor master bedroom needs updating. Lots of games and DVDs available. Overall a very good choice for a family with children wanting a relaxed and convenient skiing holiday in Megeve.
"Great Place to Stay"
We have been renting this chalet for three years now for the Christmas holidays and have rented it for next Christmas. We are a family of nine so there is plenty of room for all of us. And it is conveniently located to the ski lifts and is only a short walk or drive into the village. Lynne Schlenker 78652 Deisslingen Germany
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The Drake net worth total comes from concert tours, endorsements, investments, album sales and music sales. Taxes and expenses take a bite out of the Drake net worth pie.
Drake's Net Worth as of 2016: $78 Million. But how did Drake get here? And how did he do it in only a handful of years? Let's take a look. 2006.
Is Drake net worth in 2017 is going down or up? Well we have to understand fame of each celebrity either it is singer, rapper or actor may increase or decrease with the passage of time.
The below financial data is gathered and compiled by TheRichest analysts team to give you a better understanding of Drake's net worth by breaking down the most relevant financial events such as yearly salaries, contracts, earn outs, endorsements, stock ownership and much more.
Drake Net Worth – Acting. Drake started off as an actor in 2001, he starred in a Canadian teen Drama, Degrassi, playing a wheelchair bound teenager.
Drake Net Worth $35 Million. Aside from being an actor, Drake rose to fame as a rap artist as well.
Legendary Drake has incredible net worth of $60 million in 2015. One of the best years in his career measured by income was 2012 when Drake's Club Paradise Tour grossed about $42 million. It was a record among rappers.
With Drake net worth being bigger he moved to a mansion that cost 9 million of dollars, but he has not bought it, Drake just pays the rent of 45 thousands of dollars for one month.
A voice actor in the 2012 film Ice Age 4: Continental Drift as Ethan alongside Ray Romano, John Leguizamo, Denis Leary, Nicki Minaj, Drake, Jennifer Lopez, and Queen Latifah. Drake Net Worth (Forbes) Salary and Wealth in 2016
How much is Drake worth in 2014 and how much money is he making: We'll take an in depth look at all that in this Drake Net Worth 2014 article! Drake is currently one of the most influential rappers in the world with his career skyrocketing in the last couple of years.

subset: commoncrawl


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VIJAYA BANK RTGS HO Branch in DHANBADJHARKHAND - Address, IFSC, MICR Code
VIJB0008402MICR Code
DHANBAD JHARKHANDContact
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IFSC Code of VIJAYA BANK situated at DHANBAD JHARKHAND - RTGS-HO is
What is the meaning of IFSC Code, MICR Codes in Banking industry?
IFSC or Indian Financial System Code is the code allocated to all banks branches. Bank branches use this code to participate in RTGS and NEFT transactions.
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IFSC Code is a 11 digit code and we can use this code to communicate between different branches of different banks. Upon receiving the request for fund transfer it is easy for a bank to identify the payee branch. First four characters are code of bank, last six digits are branch code and fifth character is left 0, for any future use.


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- Billions (4 pics) ... Metallica
- Get Him to the Greek (83 pics) ... Droning Man
- Hemingway & Gellhorn (4 pics) ... Joris Ivens
- The Simpsons (159 pics) ... Lars Ulrich
Lars Ulrich (/ˈʌlrɪk/ UL-rik; born December 26, 1963) is a Danish drummer and one of the founding members of the American heavy metal band Metallica. He was born in Gentofte, Denmark to an upper-middle-class family. A tennis player in his youth (he is the son of former tennis pro Torben Ulrich), Ulrich was originally a drummer in San Francisco. He then moved to Los Angeles at age sixteen in the summer of 1980 to train in the sport of tennis. However, rather than playing tennis, he began playing the drums. After publishing an advertisement in a local Los Angeles newspaper called The Recycler, Ulrich met James Hetfield and formed Metallica.
He has been in relationships with
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He has been in relationships with
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The Store in Hogan's Alley > Vandelay Industries Central! > The Jerk Store > Monk's Diner Gear! > "Monk's Diner" T-Shirt
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10+ Stunning Photoshop CS4 Video Tutorials for Trainings of New Features
Author: tutoriallounge | Posted in Freebies, Photoshop, Videos No comments
If you're like me, occasionally you are so busy with projects that you be unsuccessful to take time to disseminate yourself with the new features of upgraded software. Since Photoshop is the design tool of alternative for many web designers, and since CS4 hasn't been out very long, I've determined to round up some helpful video tutorials that demonstrate some of it's new features.
Content Aware Scaling
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Photoshop CS4 Extended Depth of Field Tutorial
Using the New Layer Palette in Photoshop CS4
Brush Resize in Photoshop CS4
Photoshop CS4 – New Dodge and Burn Tools
Using 3D in Photoshop CS4
Photoshop CS4 – New Layout
Content Aware Seam Carving Tutorial
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With QuickBooks 2010 you can now attach document images to customers, vendors, employees. You can also attach document images to transactions. Documents are easy to find using a search feature, they are backed up online, simple to share with others, and you can even restrict user access to certain documents. You can attach electronic documents and even scan documents within QuickBooks.
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Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Essay:
Organizational Behavior Analysis
Explored here will be a former employer, whose culture and method of communication in the workplace made it difficult for the organization to work together as a whole. Many organizations struggle with this particular issue, because they are not aware of what they can do to make much-needed changes that will allow for better communication in the workplace. The company in question was domineering in a sense, in that it did not allow for a good mixing of the cultures of the people who worked there. There was some mixing, because that is inevitable when there are a number of people who have different cultural beliefs all working in one spot. However, there was far less mixing and understanding than could have been seen and then could have been expected. This made it very difficult for people to do their jobs properly, because a significant number of them felt as though they were not successful at blending into the organization and being accepted.
The lack of acceptance in an organization is a big part of a behavioral analysis, since there is an unspoken "rule" that acceptance is important and necessary when it comes to whether an organization sees success. People need to be able to work well together, and they need to get along and understand one another, in order for an organization to do well. That is not to say that companies cannot survive without this, but only that it is something over which many companies have been troubled and have struggled, because they have found that people who do not mesh well together culturally are also not able to mesh well together from a work standpoint. That is, of course, a serious problem for any company that wants to be successful. In order for a company to do well in reaching its goals, it needs the proper culture and method of communication, along with motivation and other factors that keep it moving forward as one unit.
Type of Culture
There are three types of culture -- pluralism, dualism, or salad bowl (Sopow, 2007). The former employer had and seemed to encourage the salad bowl style of culture. One would think that would not be a problem, but it did not allow people in the organization to really work together. Everyone had their differences, and those differences seemed to be what each person clung to. There were many similarities, as well, but those were not as pronounced. Because of the salad bowl way in which the company culture was handled, it appeared as though the company simply consisted of a number of different people, all doing their own thing in their own way. That was fine for routine, daily tasks, but it was very difficult when there was any need to work within a group. People were so different and they had not been encouraged to see their similarities or to get to know one another, and that made things very confusing when they suddenly had to find common ground so they could get something done.
Unless people have some familiarity with one another across cultural boundaries, working together in a group in any kind of successful way can be very difficult (Barney, 1986; Black, 2003). It would have been much easier if the owner of the company would have worked to build an organization in which people felt valued for who they were and were also encouraged to learn about and embrace the differences of their coworkers. That would have made working in teams a great deal less stressful and confusing, because there would have been much more harmony within the company. Unfortunately, the owner did not see the value in doing that, and nothing had changed by the time the company became a former employer, instead of a current one. The company has still not made any effort to change, and is still stagnating in its field. Until and unless the company focuses on moving forward in a way that encourages people to work together properly, little success will be seen.
Modes of Communication
The way an organization communicates can be a big indicator of whether it is negative or positive where organizational behavior is concerned (Papa, 2008). Verbal and written communication both have their place, however, and both are important. The key is knowing when to use one or the other in order to make sure there is a level of formality, but that it does not become so formal that nothing can get done because it is not possible to get past the "paperwork" stage of a request or decision. That was slowly happening to the former employer, in that more and more requests and ideas were required to be emailed or provided in writing, instead of simply providing them verbally. The company's official position on that was that it was necessary to have a written record of everything, in case there were questions or concerns at a later date. However, many of the times that written communication was required, verbal communication would have been more than sufficient. This frustrated the people who worked for the company, and kept them from communicating as much as they should.
When people are frustrated because communication has been made difficult for them, they often just stop communicating (Sopow, 2007). That is a problem, of course, because much of the communication that would have taken place, and that was necessary to the successful running of the organization, then does not take place at all. That is unfortunate, and also makes moving forward very difficult for the organization. In short, there is little that can be done about the issue, because one has to follow the rules of the company. That, in turn, can be much more stressful for the people who work there, and can even cause them to leave and seek employment elsewhere. Too much required written communication means too much stress and too much formality. It also takes longer to get anything done, and that can put a company behind its competitors (Jex & Britt, 2008).
Nature of Authority
The nature of authority in an organization is another area that is very important. Those who work for the organization must be aware of who is in charge, but there are different ways for a person to be in charge of something, as well. The most common difference is in transactional vs. transformational leadership (O'Donovan, 2006). The former is much more strongly focused on a boss who tells people what to do and expects them to do it, while the latter is much more focused on a person who is in charge but who is also a team player who likes to work with others for a common goal. If that type of leadership is offered, a person is much more likely to be receptive to it, because that person feels as though he or she is included and can make a difference, instead of just being ordered to handle something. The way a person is spoken to by a leader, and how much that person feels the leader is invested in the outcome, can both make a significant difference. These are issues that should be carefully considered, because they strongly affect how an organization operates.
The former employer discussed here was very much a transactional leader. The entire goal of the company seemed to be for the employer to tell everyone what they were supposed to do, and then sit back and wait for them to do it. Naturally, that harmed morale because people resented being ordered around by someone who did not appear to be doing any work at all. It was likely that the boss was actually doing a lot of work, but the lack of teamwork that was presented made things difficult because people felt as though they were being ordered to do something that others would not, and they did not see their value to the organization. A leader who is more focused on teamwork is better able to help people see that they have worth and value when it comes to what they do for the organization, and that can help keep everyone working toward a common goal.
Motivational Techniques
The way in which people are motivated is very important. There are two main types of motivation, and these are intrinsic (internal) and extrinsic (external). People can be motivated by things that matter to them on the inside, or they can be motivated by something that is offered to them on the outside (Barney, 1986). Often, there is more than one way to motivate a person. The former employer was mostly interested in motivating people through money, which was a good way to motivate a lot of employees. However, not everyone is motivated that way, and the boss was not good at thinking outside of the box and realizing that there could be other ways in which a person might be interested in being motivated. Some people wanted time…[continue]
"Organizations And Behavior" (2014, August 18) Retrieved November 30, 2016, from http://www.paperdue.com/essay/organizations-and-behavior-191202
"Organizations And Behavior" 18 August 2014. Web.30 November. 2016. <http://www.paperdue.com/essay/organizations-and-behavior-191202>
"Organizations And Behavior", 18 August 2014, Accessed.30 November. 2016, http://www.paperdue.com/essay/organizations-and-behavior-191202
Akan, O., Allen, R. & White, C. (2009). "Equity sensitivity and organizational citizenship behavior in a team environment." Small group research, 40 (1), pp. 94-112. The factor measured before the study was conducted was the degree of the participating subjects' equity sensitivity orientation. People on the benevolent end of the equity sensitivity scale tend to be happy in positions where they give more than they receive, while those on the
HRM Organizational Citizenship Behavior and Counterproductive Workplace Behaviors Employee performance can be highly variable, even those with the same set skills may provide employers with different levels of contribution/productivity based on personal characteristics and attitude. The sunny side of employee behavior, which relates to organizational citizenship behavior (OCB), can be very beneficial for employers (Landy & Conte, 2013). However, while there are employees with positive behavioral traits, there may also be employees
Leadership in Organizations Leader-behavior approach Leadership refers to the process of influencing other people towards attainment of organizational or group goals. Leadership entails three key factors: first, leadership is a process of social influence. It is non-existent without followers and a leader. Second, leadership requires that the followers act voluntarily. The nature of compliance is voluntary thus differentiating leadership from other forms of influence based on formal authority. Finally, leadership elicits behavior
Organizational Behavior Terminology and Concepts Organizational Culture An organization's cultural composition encompasses a wide array of structural variables, all of which comprise the ultimate operational atmosphere of the company. Productive capacities and efficiency levels are almost always determined by the effectiveness and receptiveness of an organization's culture. The culture within an organization is also a key determinant of why and how leadership bodies will integrate strategic decisions. Depending of the various specificities
Organizational Behavior Employees in public sector organization are known to be -- and in many instances expected to be -- more flexible and more committed when it comes to putting in extra hours and extra effort to complete important assignments for the organization and the community. That concept is believed to be true because public sector organizations are more focused on the betterment of the community rather than on profit, power,
Therefore, there is a room for future research (Swaminathan & Jawahar, 2013). The results of this study indicated a possibility of other factors that influence job satisfaction. From this fact, it is important to recommend further research for the purpose of revealing the factors and improving job performance through the use of the results (Mohamed & Anisa, 2012). Researchers should perform the investigation by using many and few participants
Organizational Psychology There is a link between organization behavior and organization effectiveness. Organizational citizenship behavior is an aspect of an individual activity at work that is discretionary, not formally recognized by the conventional reward system, and promotes efficient and effective functioning of an organization. Organizational citizenship behavior has two main facets namely: OCB altruistic and OCB compliance. The compliance aspect implies that things have to be done in a the right


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March 6, 2006
STATE OF NEW JERSEY, PLAINTIFF-RESPONDENT,v.SHANNON K. LUTHE, DEFENDANT-APPELLANT.
On appeal from the Superior Court of New Jersey, Law Division, Atlantic County, 104-04.
Argued February 8, 2006
Before Judges Conley, Weissbard and Winkelstein.
Defendant appeals the incarceration aspect of her Atlantic County Superior Court, Law Division third-offender DWI sentencing. Essentially, she claims other counties afford third-offenders alternative sentencing options, contends such options are statutorily permissible, and opines that the sentencing judge's refusal to offer such an option here denies her equal protection. We affirm.
Prior to its amendment in 2004,*fn1 N.J.S.A. 39:4-50(a)(3) had provided in pertinent part:
For a third or subsequent violation, a person shall be subject to a fine of $1,000.00, and shall be sentenced to imprisonment for a term of not less than 180 days, except that the court may lower such term for each day, not exceeding 90 days, served performing community service in such form and on such terms as the court shall deem appropriate under the circumstances and shall thereafter forfeit his right to operate a motor vehicle over the highways of this State for 10 years. . . .
As amended, the law now requires:
For a third or subsequent violation, a person shall be subject to a fine of $1,000.00, and shall be sentenced to imprisonment for a term of not less than 180 days in a county jail or workhouse, except that the court may lower such term for each day, not exceeding 90 days, served participating in a drug or alcohol inpatient rehabilitation program approved by the Intoxicated Driver Resource Center and shall thereafter forfeit his right to operate a motor vehicle over the highways of this State for 10 years. . . . [Emphasis added.]
The language is clear. Confinement, either entirely in jail or partially in jail and partially in an inpatient facility, is required. There is no allowance for non-custodial alternatives.
As the mandate is clear, we need not resort to extrinsic evidence to discern the Legislature's intent in enacting this amendment. State v. Hrycak, 184 N.J. 317, 364 (2005). Contrast State v. Reiner, 180 N.J. 307, 318 (2004). But were we to do so in order to discern the "internal sense of the law," Jimenez v. Baglieri, 152 N.J. 337, 347 (1998), the result would be the same. The statement on the amendment from the Senate Law and Public Safety and Veterans' Affairs Committee expressly asserts: "The [amendment] . . . makes drunk drivers who are required to serve the mandatory term of imprisonment ineligible to participate in a work release program." The Assembly Law and Public Safety Committee Statement is comparable. The Governor's official news release reiterates the statements provided by both the Assembly and Senate Committees: "Michael's Law will keep third-time DWI offenders off the streets, even if they won't keep themselves off the streets. It will guarantee they spend time in jail."*fn2
Nonetheless, defendant points to N.J.S.A. 39:4-51 as authority for judicial discretion to fashion non-custodial alternatives for third offenders. Indeed, that statute does authorize work release as an option. It also permits out-patient treatment as an option where an inpatient sentence has been imposed. However, there can be no question but that the statute applies solely to "[a] person who has been convicted of a first or second violation of Section 39:4-50 . . . ." N.J.S.A. 39:4-51.
State v. Fyffe, supra, 244 N.J. Super. 310, seemingly relied upon by defendant, is inapposite. First, it predates Michael's Law. Second, it does no more than hold that inpatient confinement to an alcohol treatment facility served prior to defendant's DWI sentence may be credited toward his jail sentence. Id. at 315-16. That has no bearing on the statutory construction issue raised here.
Simply put, N.J.S.A. 39:4-50(a)(3) does not authorize non-custodial alternatives to the mandatory 180 days confinement, whether that confinement be served entirely in jail or partially in an inpatient facility. There is no statutory authority for work release programs, out-patient treatment, or the like as an alternative.
As a result, there can be no equal protection claim. Furthermore, even if defendants in other counties were offered different sentencing alternatives, such as work release, the Superior Court judge here declined to do so because N.J.S.A. 39:4-50(a)(3) does not allow work release as an alternate form of sentencing. Therefore, if the sentence here is disparate, it is for an entirely rational basis. See State v. Senno, 79 N.J. 216, 229-31 (1979).
That being said, we take note of a certification supplied by counsel in which his secretary recounts her "survey" of work release programs available to third offenders convicted of drunk driving in the State of New Jersey. As of December 2004, according to her "survey," fourteen of the twenty-one counties provide such alternatives as work release, home arrest, day reporting and weekend reporting. Her "survey" consisted of speaking "with representatives of the program or the jails or the wardens . . . ." Needless to say, the certification is not competent evidence of what sentences Superior Court judges are imposing on third or subsequent DWI offenders. Nonetheless, if disparity exists as to the use of these alternative programs, it must cease, consistent with our construction of the statute. We refer the matter to the Administrative Director of the Courts for consideration of the need for such directives as may be appropriate to ensure uniform compliance with the statute.
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Residence Inn by Marriott Atlanta Midtown Unveils Reno
Tuesday April 22nd, 2014 - 10:27AM
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ATLANTA—Noble Investment Group's Residence Inn by Marriott Atlanta Midtown at 17th Street has completed an extensive renovation and enhancement of its 160 suites and living areas.
"The physical new look of our Residence Inn by Marriott reflects the vibrant and innovative feel of the Midtown area," stated Melissa Turner, the hotel's general manager. "Midtown is Atlanta's epicenter of culture and business and we are proud to be in the heart of it. Green space, art venues, dining and a fantastic hotel; we've got them all right here."
The new studio, one-bedroom and two-bedroom suites offer separate living quarters. Each suite contains a fully equipped kitchen featuring a full-sized refrigerator.
Significant upgrades were also incorporated into the hotels public areas from a newly developed health and fitness center to technologically enhanced meeting spaces. Guests will enjoy a larger lobby living room area and the hotel now affords business travelers a second business center. The hotel's Hearth Room features a large communal table with access to multiple nodes of technology.
Tags: Residence Inn by Marriott Atlanta Midtown • Hospitality • Brands • Construction/Renovation •
The Hotel Business team just returned from this year's HX: The Hotel Experience, which was held in New York City at the Jacob K. Javits Convention Center. As we usually do post-event, we talk amongst ourselves about trends we noticed at the show, held in conjunction with BDNY. And while the latter—and now larger—show was abundant with design trends (let's just say blue seemed the prevalent color; bold, geometric forms the dominant shape; and metallics a common thread…pun intended!), the more traditional "hotel" side of the convention center had its own story to tell.
Marriott's Luxury Collection Signs Flagship Properties »
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Full Time Employee Contractor
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The Program Analyst performs a variety of resource and acquisition management duties in support of the customer Program, Office, Directorate, and Staff components. Program Control Analysts focus specifically on the resource planning, analysis and execution of large space system development, acquisition, and operation programs and need to interact with a multidisciplinary technical workforce and development contractor in the accomplishment of their duties.
•Review program requirements and spend plans for accuracy and completeness. Identify and convey resource trade-offs within and among competing programs and provide senior managers with resource alternatives.
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•Conduct final review of program level submissions for budget exercises and the IPBS, CBJB, and CJB closing gaps and resolving discrepancies prior to submission for senior management review
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Security Clearance: Active TS/SCI based upon a SSBI within the last 5 years required to be considered for this opportunity. Must be willing to obtain CI Poly.
To apply for this job, contact:
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Joujuu Senjin!! Mushibugyou
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Mushibugyo (ムシブギョー, Mushibugyō) is a Japanese manga series written and illustrated by Hiroshi Fukuda. A second series, Jōjū Senjin!! Mushibugyō, a retelling of the original series, started in 2011. An anime television series adaptation premiered on April 8, 2013.
Mushibugyo is set in Edo-era Tokyo in the early 1700s when the eighth shogun Tokugawa Yoshimune has ordered boxes to be installed so commoners can submit their thoughts. After hearing their opinions, the shogun creates a new magistrate unit called Mushibugyo to protect the people in the heart of the city. Each member of the unit happens to be a specialist with unique fighting skills.
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Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Coffee Industry: Economics and Investment
An interesting industry to consider in terms not only of investment, but also in terms of history, socio-cultural and economic influences, is coffee. It appears that, although the industry has recently experienced a world-wide crisis in sales, prices and quality, the industry is still flexible enough to provide opportunities for small companies and even coffee-producing individuals. Indeed, it appears that the crisis has brought about the highest of quality not only in some coffees, but also in the collective planning strategies of major stakeholders.
According to TechnoServe (2003) for example, 68 stakeholders from all sectors within the coffee industry have agreed to a collective analysis of the coffee industry in order to determine how best to deal with the crisis. Among these stakeholders are companies from specific countries where coffee has a major impact on the economic and social well-being of their residents. These include Cafecom and Fedecocagua from Guatemala, The Colombian Coffee Federation and Racafe & CIA from Colombia, Nestle USA and the National Coffee Association from the United States, Oxfam International from both the United States and Europe.
According to De Palma (2001), the coffee industry has been struggling to recover since the September 11, 2001 attacks. Since the United States has such a significant stake in international trade, coffee-producing countries have also felt the effect of this. Yet, according to the American Coffee Association (De Palma, 2001), the American coffee market has recovered, with coffee-loving Americans spending $9.2 billion per year on retail coffee and $8.7 billion on brewed coffee, espresso and cappuccino when dining out.
Other issues that have significantly affected the coffee market are supply and demand trends. The price of raw coffee, despite a healthy trading market for the finished product, had been declining prior to the 2001 attacks, according to the fairly slow rise in coffee demand. Another influencing factor for coffee producing countries is environmental factors such as rainfall. Excellent rainfalls during 1999 and 2001 have resulted in an over-supply of coffee from countries such as Nicaragua, forcing farmers to sell their produce at less than cost price. Coffee-producers are thus most directly affected by the fluctuating coffee market, and indeed the crisis currently experienced. In this light, coffee-producing as well as coffee-consuming countries are discussed below. These include: Guatemala, Colombia, Hungary, France and the U.S.A.
Despite the crisis, two small producers of coffee in Nicaragua have placed quality above pricing and succeeded (BBC News Online, 2002). This is particularly significant, since the produced coffees are the two practically unknown local brands, San Isidro and El Regreso. These coffees gained the highest per pound price during Latin America's Cup of Excellence coffee auctions of 2002. At the auctions, these coffees sold for $11.75 per pound, which at the time was more than 20 times the price on the current market, and also much better than the 20 cents per pound offered locally to the farmers, or the international market price of 50 cents (BBC News Online, 2002).
Because of the low international market prices, the Latin American coffee auctions are aimed at uplifting consequently impoverished coffee producers, who are the most greatly disadvantaged by unfavorable market fluctuations. At the same time, these farmers are encouraged to produce high quality coffee, which would then be sold at a deserving price. The Nicaraguan coffees earned about $500m, which went directly to the farmers in question. The event was also prestigious for the country itself, since 2002 was the first year during which Nicaragua was represented at the auction. Such events also serve to rekindle enthusiasm for the coffee industry in general.
Further success was reached at these auctions under the leadership of Warren E. Armstrong (Roastersguild, 2003). Mr. Armstrong started a dairy and coffee farm with his Nicaraguan business partner in 1988, situated in Jinotega, Nicaragua. He has been the Executive director of the local farmer association, Association Aldea Global Jinotega, which represents more than 700 small Nicaraguan farmers. It is through this association that the above farmers attained their victory. In the subsequent year, three small farmers gained ninth place out of 385 entries in Nicaragua's Cup of Excellence competition, held to determine entrants into the Cup of Excellence coffee auctions.
In terms of investments, events such as the Cup of Excellence competition in Nicaragua could serve as an opportunity not only for the coffee industry, but also for industry investors, especially with the help of the Aldea Global Association. The competition could for example be sponsored to offer more opportunities for holders of second to 10th place in the competition for example. Monetary rewards could for example be offered in the interest of producing the highest possible quality of coffee for global consumption. This coffee could then reach a market price that is more favorable for the producer. At the same time the market is enhanced because producers are motivated to produce better quality, and consumers are ensured that the higher price also means higher quality. It is obvious that Nicaragua has the means and the resources to produce high quality coffee. Thus an investment in this country's coffee industry would be favorable, especially if untapped sources of income are identified and exploited to its full potential.
Columbia has a long and colorful history of coffee production. After Brazil and Vietnam, the country is the third largest producer of coffee in the world, and the quality of the coffee produced here is recognized globally (Colcafe, 2001). The quality of the coffee is ascribed both to the long tradition of coffee production and to the excellent suitability of the region of the country in terms of soil quality, climate and attitude, to the coffee plant.
Besides the climate, the Colombian farmers' tradition of coffee production also ensures its superior quality. Special care is taken to preserve age old family traditions within farming families: coffee beans are handpicked, and prepared carefully, resulting in what Colcafe (2001) terms "the mildest coffee in the world." Colombian farmers and their expertise are thus an important asset to the coffee industry of Colombia, like they are in Nicaragua. The result of such excellent coffee production methods is that this trade has provided Colombia with its main export product and source of foreign currency for many years. Its average yearly production of 11 million sacks of green coffee from 1996-2000 has provided for 10.5% of the total global coffee production. It is thus not surprising that coffee, since the beginning years of its Colombian production in the 16th century, has grown to affect nearly every area of the country's social and economic culture.
The product for example provides the main source of income for residents in rural areas. Colcafe (2001) estimates approximately 400,000 families who depend directly on the coffee growing industry for their income, in addition to which almost 600 small towns dedicate their time to the production of this beverage. It is thus clear that, being exceptional, and coming from a long tradition, the coffee industry of Colombia has provided well for the country's citizens, providing social and economic welfare. Colcafe is one of the larger coffee manufacturers in Colombia, producing and exporting coffee products. Although its history is therefore impressive, the crisis in the coffee industry is particularly felt in Colombia, precisely because the country is so dependent on it for the country's economic welfare. This may serve as either a deterrent or an attractive force for investors.
Josh Frank (2004) addresses the difficulties faced by the Colombian coffee production industry as a result of global forces in the economy. Increasingly huge coffee corporations such as Starbucks and Seattle's Best have for example profited increasingly from the coffee trade while small farmers have exponentially suffered as a result. The reason for this is that quality is no longer the primary concern over quantity. The race for an increasing amount of cheaper coffee beans of lower quality has driven small Colombian farmers to the back of the market.
A further problem is that pressure to produce increasing amounts of coffee beans has caused significant environmental deterioration. Land previously covered by forests have been cleared in order to produce crops, emaciating the very crop-producing ability of the land. In this way coffee producing countries such as Colombia and to an extent Nicaragua as well have suffered under the onslaught of multinational companies in search of coffee buying opportunities. With the wider availability of coffee in retail stores, coffee exports from Colombia began suffering (Frank, 2004).
The once profitable industry, accounting for 50% of the country's legal exports in the 1970s, dropped to 7% by 1995 due to wider availability of cheaper products in industrialized countries. During the 1960s to 1970s, Colombia coffee traded at $3 per pound. This has dropped to just $0.62 per pound in October 2001. While coffee farmers however still employ most of the country's workers, oil has become Colombia's greatest legal export, while other former coffee farmers left the country, or sought more profitable trading…[continue]
"Coffee Industry Economics And Investment An Interesting" (2004, May 11) Retrieved December 7, 2016, from http://www.paperdue.com/essay/coffee-industry-economics-and-investment-170459
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Coffee Industry According to legend the origins of the coffee industry began when an Arabian goatherd named Kaldi found that his goats reacted strangely around a certain green-leafed bush with red cherries. He ascertained that the excitement exhibited by the goats was due to the effects from eating these cherries. He also consumed some of the fruit and felt "invigorated"; later monks were said to have benefited from the plants qualities
Coffee Shop The case regarding Hermes fund management supports a much larger and contentious theme regarding investment management. Are managers responsible for the social initiatives of their shareholders? More important is it a fund manager's duty to uphold the social and political aspirations of their shareholders. As the case illustrates, the duty to both shareholders and society is indeed a fine line. In regards to the case Hermes is correct in its
Economic System of Mexico Mexico, which is officially United Mexican States, is a country that is bordered by the United States, the Gulf of Mexico and the Caribbean Sea; Belize and Guatemala; and the Pacific Ocean (Concise Columbia, 2000). The country's capital is Mexico City and its other main cities include Guadalajara, and Monterrey. Mexico's landscape is predominantly mountainous. While lowlands lie in the southeast and along the coasts, the heart of the
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As it has been mentioned throughout the previous sections, the literature review represents the research conducted through secondary sources. The information is divided into six distinct sub-sections as follows: 2.1. Consumer behaviour 2.2. Maslow's hierarchy of needs 2.3. The product brand 2.4. Elements in the coffee purchase decision 2.5. The coffee industry and the coffee market in Thailand 2.6. The ability of advertising and marketing to stimulate coffee purchase 2.1. Consumer behaviour Customer behaviour can be understood
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- 12-13-2012, 11:41 PM Thread Author #1
Most stable Rom?
So ive been rocking universe rom for about a week now. Touchwiz keeps freezing up on me and my icons on the status bar keep disappearing on me. Ive reflashed twice. Wondering if it might be a bad DL?
Anyone know of a good stable rom that i can use as a daily driver without messing with much?
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Re: Most stable Rom?
I would try another download.
- 12-13-2012, 11:55 PM Thread Author #3
- 12-14-2012, 12:08 AM #4Banned
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Re: Most stable Rom?
you could also try fixing permissions before you flash the new one and see if that helps
- 12-14-2012, 12:45 AM Thread Author #5
- 12-14-2012, 10:13 AM #6Flashaholic
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Re: Most stable Rom?
Try out my rom, LightWeight. It's in the dev section on xda.
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- 12-14-2012, 11:48 AM Thread Author #7
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United, Continental, Delta and American raised many of their domestic fares by USD20 a round trip and cut that increase to USD10 by 28-Mar-2011 due to pressure from US discount carriers (AP/New Mexico Business Weekly, 01-Mar-2011). The carriers have reportedly attempted five broad-based price increases in 2011 with most of them sticking. CEO of FareCompare.com Rick Seaney stated the recent rollback occurred after Southwest, JetBlue, AirTran and Frontier began raising fares only half as much as the larger carriers. Southwest reportedly led the resistance to the fare hike.
US carriers roll back fare increase
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jetBlue Airways, armed with its premium product Mint, is poised to disrupt the trans-Atlantic market
Periodically throughout the last few years jetBlue has hinted that long haul trans-Atlantic flights could be a possibility at some point in its evolution. But in mid-2016 the company took a more concrete step towards serving trans-Atlantic routes by altering its Airbus order book – potentially to support long haul expansion.
JetBlue's decision to option the Airbus A321LR occurs at a time when airlines such as WestJet, Norwegian Air Shuttle and WOW Air are pushing the low cost model into the long haul international market. Perhaps the steps those airlines are taking to carve out the low cost niche in the long haul space has accelerated jetBlue's evaluations of trans-Atlantic service. The company has declared that it would make a decision about its options for the long-range Airbus narrowbody in 2017 ahead of the narrowbody's debut in 2019.
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Virgin Australia realigns its airline partnership priorities on new long haul strategy: Part 1
There have recently been important shifts in Virgin Australia's partnership relations, as Air New Zealand withdraws its ownership and the roles of Singapore Airlines and Etihad evolve with HNA becoming a substantial shareholder. As a consequence, Virgin is restructuring its long haul network for the first time in over two years. Individual changes are not significant, but they help tie up loose ends in Virgin's strategy. Virgin and its US JV partner Delta have been static since United and Qantas-American Airlines greatly altered the Australia-US market profile, a route which constitutes most of Virgin's long haul network.
Virgin struggled to find a use for what was essentially leftover aircraft capacity that it allocated to Sydney-Abu Dhabi as part of a JV with Etihad. With a limited fleet, North America beckoning, and Etihad seemingly losing some lustre since a Virgin-Singapore Airlines partnership, Virgin is having to cut Sydney-Abu Dhabi to free up capacity to relaunch Melbourne-Los Angeles.
Virgin will still commit to its Etihad partnership by adding three weekly Perth-Abu Dhabi flights on the A330-200, which will finally be moved out of the domestic market and deployed long haul. Since the end of the West Australian mining boom, these well equipped aircraft are no longer needed on transcontinental domestic service. Virgin's fleet of five 777-300ERs now will exclusively be used on Los Angeles.


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