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Cintas Corporation (NASDAQ:CTAS)
F2Q2011 (Qtr End 11/30/2010) Earnings Call
December 21, 2010 5:00 pm ET
Bill Gale - SVP, Finance and CFO
Mike Hansen - Treasurer
John Healy - Northcoast Research
Gary Bisbee - Barclays
Scott Schneeberger - Oppenheimer
Ashwin Shirvaikar - Citi
Vance Edelson - Morgan Stanley
Andrew Steinerman - JPMorgan
Greg Halter - Great Lakes Review
Justin Hawk - Robert W. Baird
Chris McGinnis - Sidoti & Company
Good day, everyone, and welcome to the Cintas quarterly earnings results conference call. Today's call is being recorded. At this time, I would like to turn the call over to Mr. Bill Gale, Senior Vice President of Finance and Chief Financial Officer. Please go ahead, sir.
Bill Gale
Good evening and thank you for joining us. With me today is Mike Hansen, Cintas' Vice President and Treasurer. After some comments on the quarter's results, we will open the call to questions. For the quarter ending November 30, 2010, total revenue was $936.6 million, an increase of almost 6% compared to the second quarter last year. Organic growth was 4.2%.
As noted in the release, revenue in all of our business segments grew over last year, with rates even better in Rental, and First Aid, and Safety and Fire than what we saw in the first quarter of this fiscal year. We also saw improved revenue per work day of 3% compared to our first quarter results. Net income was $55.9 million and earnings per diluted share were $0.38.
Our tax rate in the second quarter was 38.3% versus 30.8% in our first quarter. The first quarter tax rate reflected the release of certain tax reserves, resulting from the resolution of several tax audits. As we mentioned in our first quarter call, we expected the tax rate to be higher in the second through fourth quarters.
While unemployment continues to be stubbornly high, we are encouraged that business confidence has appeared to turn the corner. We have seen the third consecutive quarter of increased wears in our uniform rental business and our direct sale business posted another good growth quarter. Our emerging businesses are First Aid, Safety and Fire Protection and Document Management had good revenue increases also.
We continue to reiterate the guidance we've provided at the beginning of the fiscal year and updated at the end of the first quarter for the share buyback. We expect our revenues to be between $3.55 billion and $3.75 billion and our earnings per share to be between $1.55 and $1.63. Our financial condition remains very strong, while we did use approximately $200 million of our U.S. cash to purchase our stock.
We still have sufficient borrowing capacity, as well as sufficient cash outside the U.S. to fund our growth initiatives. The board of directors also gave us another $500 million share authorization in late October, to be used as directed by the board if market conditions warrant. None of that authorization has been used as of this time.
Cintas paid its annual dividend of $0.49 per share on December 15, approximately three months earlier than our traditional March date. The dividend was increased from the $0.48 paid last year, the 28th consecutive year we have increased our annual dividend since we went public in 1983.
The last couple of years have been very difficult for the U.S. economy with the loss of millions of jobs, while it could take some time for employment to return to pre-recession levels. We are encouraged by some of the positive signs that are appearing. Generally speaking, our customers businesses have stabilized their work forces and appear to be on the verge of modestly expanding.
We also are very appreciative of the efforts of all of our employees, who we call partners, who made it their mission to take care of our customers and to continue to keep Cintas profitable and cash flow positive during the difficult past few years. We see growth opportunities with all of our business segments. We believe that with the growth as well as the ongoing productivity initiatives underway in the company, we will continue to see margin improvement and positive operating cash flow.
The Private Securities Litigation Reform Act of 1995 provides a Safe Harbor from civil litigation for forward-looking statements. This conference call contains forward-looking statements that reflect the company's current views as to future events and financial performance. These forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ materially from those we may discuss. I refer you to the discussion on these points contained in our most recent flings with the SEC.
I will now turn the call over to Mike Hansen.
Mike Hansen
Thank you, Bill. Total revenue for the second quarter of fiscal 2011 was $936.6 million, representing a 5.9% increase from the second quarter of last year. Total company internal growth was 4.2%, an increase from the 2.8% internal growth in our first quarter. Each operating segment's revenue grew compared to last year, both in total and organically.
Before discussing the quarter in more detail, please note that our fiscal 2011 work days are the same as last year. That means there were 65 days in the second quarter and there will be 64 in Q3, and 66 in Q4.
We have four reportable operating segments, Rental Uniforms and Ancillary Products, Uniform Direct Sales, First Aid, Safety and Fire Protection Services and Document Management Services. Uniform Direct Sales and First Aid, Safety and Fire Protection Services and Document Management Services are combined and presented as Other Services on the face of the income statement.
The Rental Uniforms and Ancillary Products operating segment consists of the rental and serving of uniforms, mats, towels and other related items. The segment also includes restroom supplies and other facility products and services. Rental Uniforms and Ancillary Products revenue accounted for 70% of company revenue in the second quarter. Rental revenue was $657.8 million for the quarter, which is up 2.2% compared to last year's second quarter.
Internal growth was 1.9% over last year, which is an improvement from last quarter's internal growth of the 0.1%. Our revenue momentum of the last few quarters continued in our second quarter. The modest U.S. private sector job growth in the second quarter positively impacted our business.
In addition, the productivity of our sales force continued to improve. This improvement was due to the impact of new products and services like Carhartt and our tile and carpet service, and was due to improved rep tenure. As you may recall, we increased our investment in sales about a year ago and have seen steady productivity improvements since then as new reps become more efficient.
In addition to the productivity improvements, our account retention improved compared to last year and compared to this year's first quarter. The stabilization of the economy has certainly helped, but we have also been very focused at providing outstanding customer service.
Our Uniform Direct Sales operating segment includes the direct sale of uniforms, branded promotional products and other related products to national and regional customers. Uniforms and other related products are also sold to local customers, including products sold to rental customers through our direct sale catalog.
Uniform Direct Sales revenue accounted for 12% of company revenue in the second quarter. Second quarter revenue of $180.8 million represents an increase of 9.4% compared to last year's second quarter. Internal growth was also 9.4%. Our Uniform Direct Sales business has shown a nice rebound over the past three quarters. As in the first quarter, this rebound continued to be broad improvement in which we saw large national account customers, as well as lodging, hospitality and gaming customers increase spending.
Our First Aid, Safety and Fire Protection Services operating segment includes revenue from the sale and servicing of first aid products, safety products, and training, and fire protection products. First Aid, Safety and Fire Protection revenue accounted for 10% of company revenue in the second quarter. During the quarter, revenues within this operating segment were $93.3 million, an increase of 14.4% versus last year's second quarter. Internal growth was 8.4%, a strong improvement over the first quarter internal growth rate of 2.2%. Both First Aid and Safety and Fire Protection Services internal growth improved relative to the first quarter, and the Fire Protection Services internal growth was in double digits.
Fire benefited from an improving economic environment, growth in our national accounts business and greater sales team productivity.
Our Document Management Services operating segment includes document destruction, storage and imaging services. Document Management accounted for 8% of second quarter total company revenue. Revenue increased 27.9% over last year's second quarter to $76.6 million, with internal growth of 14.7%. While this is still very positive internal growth, it is a decrease from the first quarter internal growth of 23.2%. Much of this decrease in growth rate relates to recycled paper revenues. The price of recycled paper increased significantly during last year's second quarter, and has remained at historically elevated levels since that time.
As a result, we have started to anniversary that large increase, thereby reducing our recycled paper revenue growth rate. If the recycled paper prices continue at current levels into our third quarter, we will see some further slowing of the growth rate.
Moving on to margins, total company gross margin for the second quarter was 41.7%, which is in line with last year's second quarter gross margin of 41.8%. Energy-related costs were up 15 basis points, and as was the case in our first quarter, our maintenance expenses were up 25 basis points.
The gross margin of 41.7% decreased, compared to the 42.6% gross margin for the first quarter. This decrease is largely due to having one less work day in the second quarter compared to the first. An example of the work day impact is that our in-service inventory material cost is based on a monthly amortization schedule. So we essentially have the same expenses as in the first quarter, but one less revenue-generating day.
We experienced a similar decrease, in that case 110 basis points from last year's first quarter to the second quarter. Rental gross margin of 42.6% was down 90 basis points from last year's second quarter. Higher energy and maintenance expenses accounted for 50 of the 90 basis points. The remaining decrease is due to higher material cost.
As our wearers have increased over the past three quarters and new business results accelerate, we have injected more garments into our in-service inventory.
The rental gross margin of 42.6% was also a decrease from the 43.5% in our first fiscal quarter. As already discussed, this decrease is largely driven by one less work day in our second quarter.
Other Services gross margin was 39.6% for the quarter as compared to 37.3% in last year's second quarter. All three of the operating segments within Other Services improved, with Fire Protection Services improving the most due to the elimination of installation work. All businesses also benefited from higher volumes this year. Relative to the first quarter, the Other Services gross margin of 39.6% was a decrease of 80 basis points. This is primarily due to the Document Management Services gross margin, which decreased by 180 basis points from the first quarter for a few different reasons. Our European Document Management business, which now accounts for roughly 14% of our total Document Management business, had a decrease in its gross margin due to various initial expenses associated with our recent acquisitions.
Our Storage business had several Greenfield starts this fiscal year. And lastly, our Imaging Services business is primarily a project-based business, which makes the margins more volatile from quarter-to-quarter.
Selling and administrative expenses in the second quarter were 30.8% of revenue. This is a 100 basis point decrease from the 31.8% of revenue in the first quarter. A number of different areas contributed to this decrease, including G&A labor and medical expenses. Selling expenses as a percent of revenue were similar to the first quarter.
The selling and administrative expense of 30.8% of revenue was an increase from the 29.3% for the second quarter last year. Selling expenses were 60 basis points higher than last year's second quarter.
As we have discussed on the last few calls, we had a planned increase in our sales force during mid fiscal 2010 as a result of the stabilization that we saw in the economy.
In addition to the increase in selling expense, Professional Service expenses increased 30 basis points due to our Enterprise Live system conversion, and bad debt expense was 20 basis points higher than last year due to a slight deterioration in our aging compared to last year.
Please keep in mind that last year's second quarter included a legal settlement amounting to $4.1 million pre-tax net of insurance proceeds.
Our effective tax rate was 38.3% for the quarter compared to 39.3% last year. Due to the timing of specific reserve bills and releases under FIN 48, our effective tax rate can fluctuate from quarter to quarter. We expect our fiscal 2011 effective tax rate to be approximately 37.3%.
Our cash and marketable securities were $285 million at November 30, a decrease of $85 million from August 31, 2010. As we discussed last quarter, we used $72 million in September for the execution of our share buyback program.
Accounts receivable increased by $18 million since August 31, primarily because of the higher revenue levels. DSOs on accounts receivable remained at 40, the same as at August 31.
New goods inventory at November 30 was $208 million, up $24 million from August 31. We will be converting our global supply chain to the SAP system in our third quarter as part of our company conversion to the Enterprise Live resource system.
In anticipation of this and as a precaution, we have intentionally built up inventory levels prior to the conversion. We have also built up our Carhartt and our flame-resistant clothing inventory levels.
Uniforms and other rental items in service increased by $17 million from August 31 to November 30 due to the higher volume levels throughout the second quarter. Accrued liabilities increased $101 million compared to August 31 due to the $72 million accrual of the dividend which was paid on December 15, and increased bondage risk and accrued profit sharing.
Long term debt at November 30 remained at $787 million. Any early retirement of this debt would require pre-payment penalty, and it is not currently attractive. Our average rate on the outstanding debt is approximately 6%. Total debt as a percentage of total book capitalization was 25%, while net debt or long term debt less cash and marketable securities as a percentage of total capitalization was 17%.
Turning to our cash flow, cash provided by operating activities was $74 million for the second quarter, a decrease from $149 million in last year's second quarter. Last year's cash flow benefited from lower working capital needs associated with our decreasing volumes and the accrual of the legal settlements. This year, the increasing revenue levels have increased our working capital needs such as increased inventory levels and higher accounts receivable balances.
The second quarter cash provided by operating activities of $74 million dollars was an increase over the first quarter's $35 million.
CapEx for the second quarter was $40 million. Our CapEx by operating segment was as follows; $27 million in rental, $1 million in uniform direct sales, $5 million in first aid, safety and fire protection and $7 million in document management.
We invested $41 million in the second quarter on strategic acquisitions. This includes a number of small acquisitions in our document management business and our first aid, safety and fire protection services business. We will continue to evaluate acquisition candidates as opportunities arise.
That concludes our prepared remarks and we will now take any of your questions.
(Operator Instructions) And we will take our first question from John Healy with Northcoast Research.
John Healy - Northcoast Research
Question for you about cost and input cost in your business. I have been reading a lot about rising cotton prices and I was wondering if you could talk a little bit about those and maybe how much they are as a percentage of sales and what you are seeing there, and as well as your thoughts on energy prices going forward. There is a lot of speculation there. Oil is going to have a big run up in 2011, and I wanted to get your thoughts on how you feel about the likelihood that you will be able to pass any sort of energy cost increases that we see next year through your business without that really crimping back the margins.
Bill Gale
Sure, as far as cotton prices go, they are less than 5% of our rental business. And the reason is because many of our garments are 65/35 Poly Cotton Blend. And then when you include the direct labor cost component, the overhead cost component, freight, to get in, the cotton content is not a significant piece of the garment's total cost.
When you then think about that cost of the garment being amortized over 18 months, it almost acts like a natural hedge such that cotton costs need to be elevated for quite a long period of time before it has a significant impact on us. So we don't expect that big of an impact on us this fiscal year, but certainly we're keeping our eyes on it. And we are working with our vendors to minimize the impact to us. As it relates to passing those costs on, we feel pretty good about the ability to do so to our customers.
There is a lot of talk about this increasing cost, and I think it's a reasonable thing to do to pass that on at some point.
In the energy area, certainly, especially with gasoline, John, it's something that we are having to keep our eyes on. We believe that if the gasoline prices continue to increase, we will have the ability to pass along those increases through our price increases. Tends to be a bit of a lag, but we'll be able to recoup that as we go forward, we expect at this time.
John Healy - Northcoast Research
And then was hoping if could talk a little bit qualitatively about the environment that you're seeing out there on the new sale side, and what you are thinking more of on the rental business. Are you seeing any signs of life that the small business customer that you focus on is showing any better vital signs? Are you starting to see more free activity? I know the rental business continues to firm up a little bit. And we are just trying to get a better understanding of where the firming is taking place.
Bill Gale
We are seeing a much more, I guess, accepting attitude on the part of businesses to look at potential expansion of their own businesses. I don't want to characterize it as extremely bullish, but certainly, we have turned the corner on this given that it's our third consecutive quarter of increased wearers. Our sales people are getting a lot of presentations, a lot of interest on the part of prospects, both at our current programmers as well as no programmers.
So yes, it is a better environment than we have seen for the last few years. And we're cautiously optimistic that as we get into '11 we're going to see a reasonable growth rate in our wearers and continued expansion of all of our business lines.
And we'll take our next question from Gary Bisbee with Barclays.
Gary Bisbee - Barclays
I guess a couple of questions. Let me follow up that one on Rentals. I've seen a couple of press releases out there targeting what looks more like some of the facility services type stuff. There was one last week I think that had sounded to me like it had a health care angle to it, maybe was infection control or something, and I have seen a couple of others. How much is this whole facility services area contributing to the rentals growth? Should we think of that as one of the things that's driving the growth rebound, or I should say re-acceleration there?
Mike Hansen
Gary, it's contributing to it, but I don't want to leave the impression that the garment revenue wasn't growing also, because it is. If you look at our total rental business today, it's about 50/50, facility services versus garments. And so, I would tell you that we're seeing growth in both areas.
Gary Bisbee - Barclays
Okay, that's good to hear. I guess two questions on the Document Management business. You mentioned a couple of new storage facilities. I know a year or so ago you were sort of treading cautiously, maybe the right way to say, with that business. It seems to me that there is a fairly weak return on invested capital and it takes significant upfront capital investment to scale I guess given what seems like a pretty competitive business.
How are you thinking about the decision to scale the storage piece? And how are you trying to position yourself competitively to be successful in that business?
Bill Gale
We are continuing to be very cautious in the storage business. We have not, in the U.S. made any acquisitions of existing storage operations, but rather we have selectively picked out cities where we will have a base amount of business from a national customer and established a shredding business that we will then start up an operation on storage.
While there are some short term losses associated with these Greenfields, its nothing like the significant investment that needs to be made and then a lengthy return on the investment that might happen from being very acquisitive with storage companies.
So it is selective, it's very strategic and it's pretty much driven by customer relationships that we already have.
Gary Bisbee - Barclays
And I guess a follow-up question on that business. I think you mentioned, growth could slow a bit more if recycled paper prices continue to stabilize where they seem to have been recently. But I guess we lapped a big year-over-year increase. How should we think about the margins as we look over the next few quarters? You mentioned a couple of investments that have brought margins down a bit. Is that reasonable to expect you'll continue to make that level of investments and the margins could drift a little lower, or should we think of scale helping the margins in the document business overall?
Bill Gale
You know, it's difficult to project when an acquisition might make itself available. But I would tell you that we believe that you should see margin expansion in those businesses. We are not going to pass up on a great acquisition opportunity if it becomes available. But I think that at this point, my expectation is that the new acquisitions that we made and specifically the European ones are going to continue to show improved margins going forward. And certainly our U.S. operations have done very well and we'll continue to do so. So I think you'll see improvement there.
Gary Bisbee - Barclays
And then just one last one on the SG&A. Can you give us any sense how you're thinking about that trending. Nice to see it down a bit this quarter as a percent of revenue, but now that we're starting to lap that sales hiring, should we expect that you might begin to get some leverage on that if we continue to see this modest sales reacceleration, or are you still investing heavily there?
Bill Gale
Mike and I both talked about the fact that we expected leveraging of our SG&A line as we went through the year. So I think it is clear that what we said is starting to happen and you could see it in the second quarter. And as long as that revenue continues at the growth rates that we have seen and even accelerate some, I think you'll continue to see even more leverage in that line.
Mike Hansen
Something to keep in mind, our third quarter has 64 work days, so one less than the second quarter and to some payroll taxes reset, so the sequential movement of SG&A will likely reflect some impact of that. However, as Bill said, we do expect some leveraging going forward.
And we'll take our next question from Scott Schneeberger with Oppenheimer.
Scott Schneeberger - Oppenheimer
I'm curious in the press release and your discussion, you guys mentioned that customer penetration, could you speak a little bit about what you're seeing there and perhaps just ability to cross sell as well?
Mike Hansen
Well what we're seeing is, it kind of goes back to the comments we've made on businesses now realizing that the economy is generally beginning to improve. There is some more visibility with regard to what's going to happen. Now that the tax changes have been resolved, I think that our existing customers are more confident on their ability to grow their businesses.
And as such they are more willing to talk about other products and services that we may have to offer, as well as expanding their own work forces. It's a modest type of growth, but it's certainly a much more positive development than what we saw 12 months ago.
Bill Gale
As we increase that investment in sales, we did focus some of sales team on improving penetration. So that's been part of the momentum that we've seen in the last year.
Scott Schneeberger - Oppenheimer
And along these lines mention of retention improved, could you speak a little bit to as well as new business. Could you speak to the competitive environments specifically the pricing, primarily in rental but also across other businesses?
Bill Gale
Pricing continues to be aggressive and I think that what we have seen for the last several quarters has continued. And our competitors and all of our business lines are looking to grow their own businesses. And as such they have been aggressively going after our customers as well as customers who are looking for the service from a number of different providers.
So the competitive environment has not really changed. In terms of aggressive pricing, I would say it has not gotten any more aggressive. But certainly there's not a lot of ability to get increased prices on new business at this time any different than what we've seen over the last several quarters.
Scott Schneeberger - Oppenheimer
And then finally, I think you mentioned $41 million in M&A, primarily in document management and some for safety and fire. Could you give a little more color on geographically where these were and were they predominantly document management? And then just kind of a prioritization of use of cash from here, a bit of buybacks recently, a sizable authorization, but just kind of the (inaudible) there?
Mike Hansen
We did make an acquisition in document management in the U.K., the acquisition we made last summer, the rest of the acquisitions in document management, first aid and safety, and some in-facility services were located here in the United States and they were all pretty much small acquisitions. Some were tuck-in, some opened up into some new markets with some of their products, but nothing was very big during the quarter.
As far as use of cash, I think the attitude is that we will continue to use our cash to grow our businesses. We are going to look for good acquisitions and have the appropriate internal rates of return that we require. But the Board did issue another authorization on the share buyback. And depending upon what the availability is of acquisition opportunities as well as the market conditions of our stock, they'll direct us in how they want us to execute under that buyback, if at all.
We'll take our next question from Ashwin Shirvaikar with Citi.
Ashwin Shirvaikar - Citi
My first question is with regards to the topline growth. Congratulations, by the way, a very good rebound there in the internal revenue growth.
Is it possible to parse out, maybe size, the various components, how much is coming from new clients versus same-store sales versus pricing? You mentioned pricing stability a bit here. But is it still negative on a year-over-year basis?
Bill Gale
Ashwin, we used to break that out many, many years ago, and that was when the business was much simpler and we had a better ability to make sure that the information we were being provided from our operations was consistent.
At this time, I am not comfortable in breaking out the details of the growth in specifics. I would tell you that most of the growth though has come from new store fronts, that is new customers or new products at existing customers. We have not really seen a significant amount of growth like wearers within a customer. There has been some of that, but not a significant amount. What we have seen is no further deterioration.
Right now, it's mostly new store fronts that we're seeing the growth from. Pricing, we are not getting a lot of growth from pricing at all. The CPI is basically flat. So on our existing contracts at this point, it has been relatively minimal about price increases. So it's pretty much at the new store fronts.
Ashwin Shirvaikar - Citi
When you think of target margin by segment, and the reason I ask this is obviously the business has changed a bit as you've gone through this downturn with regards to your own cost structure as well as a little bit in the competitive environment, how do you think of target margin by segment?
Is it possible in the core rental business to get back to the levels that you used to have? What should we think about for the paper destruction business?
Bill Gale
Let me answer the paper destruction business. Assuming stability in the recycled paper price, the margins in the paper destruction and shredding business should certainly be at levels that we see in kind of traditional rental type margins.
The rental margins themselves, I would be little too optimistic to say we could get back to pre-2005, 2004 levels, because it is difficult to assume that all of the cost increases that we now have incurred is the result of much higher medical cost, higher energy cost, expensing of stock options, Sarbanes-Oxley. I am not sure we can ever overcome all of those expenses.
But however, I will say that we are optimistic that we will see improved margins from what you're seeing today in the rental business as well as the other businesses and borrowing again a spectacular increase in some component of costs like energy or medical expenses or something along those lines.
Ashwin Shirvaikar - Citi
With regards to the buyback that is announced in October, I was a little bit surprised to not see any of it used in the remainder of the quarter. Is there not a time limit to use it within two years, three years? Is that how you're thinking of it or is it purely use it only if the stocks below a certain price or something like that?
Bill Gale
Well, I think it certainly is driven to a degree by the stock price, but it's also driven by the other cash needs in the company. We are always looking out into the future of what we are going to do and what we are going to need for our cash.
As I mentioned, we did pay the dividend here just last week. So we knew we had $70 million-some that we needed to do for that. We had some acquisition activity. We have this working capital build-up. So we balance all of that out and we also look at what's coming down the road here in terms of growth initiatives, capital requirements, potential acquisition opportunities, et cetera.
We've got borrowing capacity. If the market condition and our stock warranted it, we would certainly look at the opportunity to execute under that buyback. But it's a very complicated evaluation of what we expect to happen and what we see happening with our valuation. And the Board helps us figure out what they think we should do for the benefit of our shareholders.
Ashwin Shirvaikar - Citi
What are your free cash flow expectations for this year?
Bill Gale
Ashwin, we really don't give that out as guidance at this point, because it becomes of a little bit more specific in terms of evaluating the working capital needs and the capital. So we publicly have decided not to disclose that. We'll let you guys figure that out based on your expectations. We give the sales and the EPS and capital spending, and that's about it.
We'll take our next question from Vance Edelson with Morgan Stanley.
Vance Edelson - Morgan Stanley
First, just a follow-up on an earlier one on the level of competition. Is it strictly in the form of pricing aggression or is anyone out there trying anything new or exciting in terms of service, quality or anything else, or is it more like all they can think of is price?
Bill Gale
I wouldn't characterize our competition is just being on price. We have some very good competitors in all of our businesses, and I think they are always attempting to do things to help distinguish themselves in front of our prospects and customers.
I think we are at the forefront in many of our businesses and the things that we do, as evidenced by our ability to provide the Carhartt uniforms and some of the other comfort uniforms that we have that many of our competitors don't have. Some of the services that we have in the imaging and shredding side I think distinguish us from some of the competitors. And certainly in first aid and safety, and fire services, we have really provided lot of new things and a lot of interesting approaches to providing those services.
But our competitors are aggressive. They look for their niches also, and we respect them very much. So they're keeping us on our toes.
Vance Edelson - Morgan Stanley
I want to make sure I heard you correctly. The bad debt was higher due to a change in methodology. Can you share with us what the change was?
Mike Hansen
No, we did not change our methodology. We had a slight deterioration in our aging compared to last year, but no change in the methodology.
Vance Edelson - Morgan Stanley
Just on the geographic expansion initiatives within the U.S., is that ongoing, is there anything new to share there in terms of efforts to expand greenfield or otherwise within the U.S.?
Bill Gale
The primary expansion greenfield-wise that we've had was in document storage. And our document management shredding business and fire service business continue to expand in different markets throughout the U.S., because we still don't have the same coverage that we have in our rental business.
So we are finding opportunities to expand into cities where we might have a rental operation, but we don't have fire service or document management at this time. And that's where that expansion takes place.
We'll take our next question from Andrew Steinerman with JPMorgan.
Andrew Steinerman - JPMorgan
Could you give us a sense of what rental gross for the second half of the year is implied within the revenue guidance? We just did 1.9%. In the first quarter we did basically zero. And so I'm asking in the second half of this fiscal year, what would be the organic rental growth implied in the overall revenue number that's guided for.
Bill Gale
The revenue guidance we gave you is still relatively broad. So for us to break that out is a little difficult, because I still got a pretty broad revenue guidance there. Let me just say it from my expectation is that assuming things continue as we've seen so far and the trend that I would expect organic growth in all of our businesses to improve from what you saw in this last quarter. I can't really give you any more details on that at this time.
Andrew Steinerman - JPMorgan
When you're looking for organic revenue growth acceleration in uniforms, do you think it would be the same drivers that drove the second quarter? I think you called it new store fronts being the biggest driver.
Bill Gale
Andrew Steinerman - JPMorgan
When you're saying new store fronts, do you mean new business? I didn't quite catch what store front meant.
Bill Gale
Well, what I mean by that, Andrew, is basically a new customer renting uniforms as opposed to an existing customer increasing their workforce.
We'll go next to Greg Halter with Great Lakes Review.
Greg Halter - Great Lakes Review
Looking at your cash and securities, how much of that is held in the U.S. and how much is outside?
Mike Hansen
Roughly about $160 million is outside and the remainder is in the U.S.
Greg Halter - Great Lakes Review
And capital spending, I think you've had been talking levels around $150 million for the year. Is that still in line?
Bill Gale
Yes, we're going to be certainly at that high end of the range that we talked about.
Greg Halter - Great Lakes Review
How much of that is for the SAP installation?
Bill Gale
It is likely going to be somewhere in the neighborhood of $10 million per quarter.
Greg Halter - Great Lakes Review
And talking about SAP, any issue so far that you've run across that would cause any problems in deliveries and billings and so forth?
Bill Gale
No, not at this point. We have not run into any problems. We have fairly extensive testing and re-testing underway. So we don't expect there to be any problem when we convert over the supply chain early next year.
Greg Halter - Great Lakes Review
I missed the figure you provided on SG&A due to selling expenses in terms of the increase year-over-year.
Mike Hansen
It was 60 basis points.
Greg Halter - Great Lakes Review
I don't believe you specifically addressed the add/stop metric. I think you have directionally, but I presume that figure was a positive.
Bill Gale
Likely positive, yes, similar to what we saw in the first quarter.
We will take our next question from Justin Hawk with Robert W. Baird.
Justin Hawk - Robert W. Baird
First of all on the productivity upgrade that you guys have initiated, beyond the SAP upgrade, can you just remind us what all is included in that and I guess what hasn't been rolled out thus far and what run rate you have to continue to improve things on that side?
Bill Gale
We've got a long way to go, Justin, in terms of what we are going to do with SAP. All we have really tackled up to this point from a conversion is our financial system. So we have now all of our financial systems and financial reporting under SAP. We are very closely nearing the conversion of our global supply chain. And then you will begin to see some of our business units converted over, if everything continues to go well, over the course of the next couple of years.
Justin Hawk - Robert W. Baird
So when you were talking about the productivity upgrades, you were talking about the SAP upgrades specifically.
Bill Gale
I'm having difficulty recalling the context of productivity. So I am not sure.
Justin Hawk - Robert W. Baird
There were other initiatives that you guys did that are driving some of the SG&A improvement?
Bill Gale
There is a lot of other things that are going on in terms of leveraging our staffing. It's not just all driven by SAP by any means. There are a number of different areas that go back to this whole concept of value-added work and making sure that what we're doing makes sense and we're doing it efficiently. And it's certainly beyond just SAP.
Mike Hansen
When we were talking about productivity improvements, it may have been in reference to our sales rep productivity. So as those sales reps have been around the longer, as they get tenured, they become better sales reps and their productivity levels improve. That may have been also what you heard.
Justin Hawk - Robert W. Baird
On the acquisitions again, just curious if you could give us a sense on kind of what pricing looks like for deals that you're doing, especially since document management business seems that it's been pretty successful for you. And I would imagine there are other players out there looking at some of the same companies. Just a sense of what pricing looks like right now.
Bill Gale
Well, we don't disclose specific pricing in terms of multiples on our acquisitions. We tend to keep that confidential. What I would tell you though is that we have seen no real increase or decrease in the multiples that we have been paying for businesses over the past 18 months or so.
We'll take our next question from Chris McGinnis with Sidoti & Company.
Chris McGinnis - Sidoti & Company
I think the gross margin increased on the rental side. I guess just because of the pricing has been so aggressive over the last almost two years, how much of the growth rate do you need for that to start move in your favor. Is there another dynamic that I'm missing in terms of that improving from hereon now?
Mike Hansen
If the pricing remains at the levels that it's at, we're going to see some margin improvement because of the higher revenue levels that we're able to spread all the fixed costs over and the improved amount of volume that we have on existing routes and that sort of thing.
So price increases will only add to the speed of the margin expansion. But at this point, I still believe that margin expansion will happen even without prices.
Bill Gale
And really current customer hiring will be the best driver of gross margin improvement. So if we can see our customers and generally the job employment levels improve, that's going to be very positive.
Chris McGinnis - Sidoti & Company
Just in term of the new customers coming in, how many are new to wearer programs themselves?
Bill Gale
We only look at that on an annual basis, Chris. So we don't really have that data on a quarter-by-quarter basis.
Chris McGinnis - Sidoti & Company
Just the acquisition market for the industrial laundry segment, any lowering of valuations, any expectations you're looking for?
Bill Gale
Really haven't seen any change. Most our acquisition activity has taken place in the emerging businesses area, document management and fire service.
We'll take our next question from Gary Bisbee with Barclays.
Gary Bisbee - Barclays
Given one less work day this next quarter, it would seem reasonable that the rental gross margin will probably creep down a little bit more. Is that the right way to think about it or is there anything we should think about?
Bill Gale
You are absolutely right that there is a way to think about it and then an improvement in the fourth quarter.
Mike Hansen
From last year's second quarter to third quarter, we had a drop of about 80 basis points and same number of work days.
And at this time, there are no other questions in queue.
Bill Gale
Well, thank you all very much for joining us this evening. On behalf of all of the Cintas family, we want to wish you and your families very happy holidays and a prosperous 2011.
That concludes today's conference call. We appreciate your participation.
Copyright policy: All transcripts on this site are the copyright of Seeking Alpha. However, we view them as an important resource for bloggers and journalists, and are excited to contribute to the democratization of financial information on the Internet. (Until now investors have had to pay thousands of dollars in subscription fees for transcripts.) So our reproduction policy is as follows: You may quote up to 400 words of any transcript on the condition that you attribute the transcript to Seeking Alpha and either link to the original transcript or to www.SeekingAlpha.com. All other use is prohibited.
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David Hasselhoff - My Spoof Diary
This is the spoof journal of David Hasselhoff. It is purely a parody of what we imagine a diary made by David Hasselhoff would be like and hope you find the fake diary as funny.
Showing David Hasselhoff's diary, as written by 'R. Mejia'.
Currently showing entries from: 2007
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January 2007
Wednesday 31 January 077
January 31, 2007 Woke up to discover I'd been the butt of a nationwide "joke's on you" bit proffered by a very homely con...
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Vegas Gamblers Change Word for Wild Cards from "Trump"By an anonymous vote, because of Trump's unpopularity, the word for a wild card will be a "Chump."
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Masco Corp (MAS) reported quarterly earnings results on Tuesday, Apr-26-2016. The company said it had a profit of $0.32 Earnings per Share for the quarter. The results exceeded Wall Street expectations beating the analyst consensus estimate by $0.06. Analysts had a consensus of $0.26. The company posted revenue of $1720.00 million in the period, compared to analysts expectations of $1725.19 million. The company's revenue was up 3.7% compared to the same quarter last year. During the same quarter in the previous year, the company posted $0.18 EPS.
Many Wall Street Analysts have commented on Masco Corp. Shares were Reiterated by Barclays on Feb 10, 2016 to "Overweight" and Lowered the Price Target to $ 31 from a previous price target of $32 .
Masco Corp opened for trading at $32.35 and hit $32.56 on the upside on Friday, eventually ending the session at $32.47, with a gain of 0.53% or 0.17 points. The heightened volatility saw the trading volume jump to 29,58,872 shares. Company has a market cap of $10,843 M.
In a different news, on Apr 4, 2016, Lokeren Mary Ann Van (director) sold 767 shares at $31.28 per share price. According to the SEC, on Mar 24, 2016, John P Lindow (VP-Controller) sold 2,946 shares at $31.20 per share price. On Mar 21, 2016, Kenneth G. Cole (VP, General Counsel and Sec.) sold 1,142 shares at $30.77 per share price, according to the Form-4 filing with the securities and exchange commission.
Masco Corporation manufactures distributes and installs home improvement and building products. The Company's segments include Cabinets and Related Products Plumbing Products Installation and Other Services Decorative Architectural Products and Other Specialty Products. Its Cabinets and Related Products includes assembled kitchen and bath cabinets and home office workstations entertainment centers storage products; bookcases and kitchen utility products. Its Plumbing Products include faucets plumbing fittings and valves showerheads and hand showers bathtubs and shower enclosures toilets and spas. The Installation and Other Services includes the sale installation and distribution of insulation and other building products. Its Decorative Architectural Products include paints and stains and cabinet door window and other hardware. Its Other Specialty Products include windows window frame components and patio doors staple gun tackers staples and other fastening tools.


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Home > Detailed search > Takada Castle Cherry Blossom Viewing for 1 Million People
Main content starts here.
Month held April
Cherry blossoms
2016.04.01 -2016.04.17
Packed full of attractions such as the carrying of the miniature shrines and stage performances as well as the illumination lighting ceremony and the cherry blossom viewing parade. The event will bustle with food exhibitions selling local specialties and three hundred outdoor stalls. It is one of the three major nocturnal cherry blossom-viewing events in Japan.
Venue : Takada Park
Date : Friday 1 - Sunday 17 April
Bombori lanterns lighting and Sakura Road illuminations: Until 23:00
Cost : Free (within the park)
Takada Castle Three-Tiered Turret: General Cost 300yen
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At many of the nation's most prominent institutions of higher education, sports are far more than just extracurricular activities or even campus spectacles. Contests in football, basketball, and often other sports unite colleges and universities with their students, fans, friends, and alumni, both in person and across the globe. Big- time college sports are integral to the identity of many institutions, including our own.
However, rising expenses—and the pursuit of more revenue to support college sports—have become a destabilizing force for many institutions, regardless of athletic mission or program size. According to the National Collegiate Athletic Association (NCAA), over the past decade, spending on athletics has been rising at a rate three to four times faster than the rate of increase of academic budgets among institutions competing in the NCAA's Division I.
Moreover, most programs rely on institutional resources—in the form of student fees, general-fund transfers, and, in a few cases, state appropriations—to balance their budgets. such transfers are also rising much faster than other educational expenses. According to a recent analysis in USA Today, only seven universities generated enough outside revenue from athletics to cover their athletic costs in each of the past five years.
This is particularly concerning given the challenging financial conditions facing institutions. Universities are dealing with double-digit cuts in state appropriations and sharply reduced endowments in the face of rising costs across the boar—not to mention the loss of federal stimulus money meant to address the current recession. With employee furloughs, program reductions, and increased tuition and fees, spending on college sports can seem questionable or even counterproductive.
Such trends get lost in the news of multimillion- or multibillion-dollar contracts to televise college sports, but they pose real-world problems for many universities. Should institutions pay salaries at the top of the market, in this environment, for head and assistant football and basketball coaches? Should they invest heavily in new facilities designed for the exclusive use of specific teams, such as basketball-team practice facilities? And if athletics programs cannot cover their costs, should universities raise student fees or devote more general funds to keep up?
These are serious concerns for presidents and boards to consider. Athletic programs can be distinctly valuable to their institutions, but only if operated with a full and clear understanding of the costs and benefits they present. Especially given current economic conditions, presidents and boards must ensure that investments in athletics neither displace nor devalue academic priorities.
Examining the Challenges
To address these concerns, the Knight Commission on Intercollegiate Athletics embarked on an 18-month examination of the economic challenges facing inter- collegiate athletics. The commission is an independent group of presidents, university trustees, and former student-athletes that advocates for policies to ensure that athletics programs operate within the edu- cational missions of their institutions.
The commission's examination and the resulting recommendations are set out in Restoring the Balance: Dollars, Values, and the Future of College Sports, published in June 2010, which can be found online at the Knight Commission site. The report calls for greater transparency of athletic finances; for rewarding practices that make academic values a priority; and for treating college athletes as students, not as professionals. Trustees have important roles to play in considering all three goals.
During our examination, we studied data, held public meetings to hear directly from leaders in academe and athletics, and surveyed university presidents leading the 120 institutions competing in the major football division, the Football Bowl Subdivision (FBS) of Division I. We focused on this subset of institutions both because the financial trends in this sub-division pose the greatest challenges for intercollegiate athletics, and also because spending practices in this subdivision are beginning to adversely affect the cost of athletics at all levels of college sports.
Our findings will not be surprising to those involved in the governance of intercollegiate athletics. Ever-increasing demands for higher coaching salaries, more staff, better facilities, and more extensive travel have created a never-ending cost spiral. These demands continue to be met despite data that show athletics-spending growth is out-of-balance with growth in academic spending. At the median, public universities in the FBS spend about $84,000 per athlete annually but only $13,349 per student. Their athletics spending from 2005–08 grew 38 percent—nearly twice as much as spending on academics.
Moreover, the trends do not look good. Last year, the 10 public FBS institutions with the most expensive athletics programs spent an average of $98 million on athletics; by 2020, that amount is projected to rise to $254 million, given the rate of growth from 2005 to 2009.
The problems these trends present are widely acknowledged. In the 2009 survey of FBS university presidents sponsored by the Knight Commission, fewer than a quarter of presidents said they believed intercollegiate athletics were sustainable in their current form at their institutions. Nearly half expressed concern about the proportion of institutional resources being used to support athletics programs, and a similar proportion said they feared that economic pressures might force them to discontinue a sport.
The great diversity in budgets, resources, funding models, institutional practices, and state laws presents practical challenges to any one-size-fits-all solution, even among FBS institutions. But the commission agreed with and, through its recommendations, acted upon the key finding from the earlier presidents' survey: the need for strong support for collaborative actions by groups of institutions, whether at the national level, through the NCAA, or through athletic conferences. While curbing expenses can be particularly perilous if actions are viewed as harming an institution's competitiveness, collective change at the highest levels of governance gives institutions an opportunity to make progress together.
The commission's report was particularly timely given the recent shifts in athletic-conference affiliations by four public universities and other proposed realignments that could have drastically altered the college-sports landscape. The pursuit of television revenue to cover escalating spending was one of the key factors in both the actual and proposed realignments. Without considerable effort to control spending growth, additional shifts are likely as institutions position themselves to produce greater revenues. The financial conditions driving these major changes give new urgency to the survey's conclusion that presidents must work together to achieve greater financial stability in athletics, particularly with the support of their boards.
Reshaping Athletics
To achieve these goals, the commission calls for universities, conferences, and the NCAA to reshape the way athletics programs operate. In particular, three fundamental changes in national and institutional policies, all of which would strengthen trustee oversight and responsibility, would begin the process of bringing college sports back into proper perspective:
Greater transparency and strengthened oversight: Institutions should publish accurate and comparable information annually on what their athletics programs cost, including debt-service costs, what those programs generate in revenue, and how much they are supported from the institution's general funds. Institutions should also make public data on growth rates in both academic and athletics spending. Reinforcing board responsibilities for oversight; reforming the NCAA athletics certification process, which requires that all member institutions undergo a comprehensive examination of their athletics programs every five years; and including assessments of athletics spending in regional accreditations are also recommended. In particular, boards should review the revenue and expense models in use at their institutions in light of institutional missions and strategic plans.
Enhanced support of academic values: Teams not on track to graduate at least half their athletes should not be eligible for championships. Also, a portion of revenue from NCAA and conference television contracts should be used to provide incentives for institutions to graduate student-athletes and keep athletics spending in check. The report describes this proposed revenue-distribution program as the "Academic-Athletics Balance Fund." The commission recommends that 20 percent of postseason football and basketball revenues be redirected to such a fund and distributed to institutions that demonstrate fiscal discipline and academic success. If such an incentive program existed this year, over $100 million would have been distributed through the new fund.
A heightened focus on amateurism: Athletics programs should be organized to treat athletes as students first, not as professionals. This may include reorganizing postseason schedules so as to minimize intrusions on academic schedules and shortening athletics seasons by reducing the number of contests. NCAA limits on the number of coaching personnel should be enforced, and new limits on the number of non-coaching personnel, such as directors of recruiting or sports operations, should be established to keep programs from hiring auxiliary personnel to gain competitive advantage. And reductions in the number of scholarships offered, particularly the 85 allocated to BFBS football teams, should be considered.
These proposals are not a panacea, but they provide a solid foundation upon which future reforms can be built. Leaders in higher education, including the presidents of the top higher-education associations, have endorsed our proposals and our approach. Indeed, U.S. Education Secretary Arne Duncan praised the commission for protecting educational priorities and strengthening accountability in intercollegiate sports.
AGB President Richard Legon notes the importance of examining the commission's recommendations in an environment where there are increasing demands for higher education to be more efficient, graduate more students, be more competitive globally, and perhaps most importantly, be more transparent and accountable. "The financial crisis has wreaked havoc on our institutions; public and private institutions are operating in an unprecedented fiscal environment that has already required serious changes in what we do and how we do it," Legon says.
"Intercollegiate athletics is not immune from the need for change."
Moreover, AGB traditionally has acknowledged and embraced trustee responsibilities and opportunities in this area, most explicitly in the AGB Statement on Board Responsibilities for Intercollegiate Athletics—adopted in 2004 and updated last year. In our report, the commission reiterates its endorsement of this statement, which provides effective guidelines for boards to follow, such as paying close attention to the appropriate level of revenues and spending on athletics, heightening transparency and accountability, and ensuring that academic values are properly reflected in spending decisions.
Publicly Reported Metrics
The NCAA provides presidents and chancellors with a set of metrics in the form of "dashboard indicators" to assess their athletics programs' financial health and their revenue and expense patterns relative to peer institutions. over the past year, these financial patterns and projections prompted two universities to move from Division I to Division III and another university to abandon its formal transition from Division II to Division I.
In making his recommendation to the Winston-Salem State University board, Chancellor Donald J. Reaves said the escalating expenses required by the move to Division I could not be met "without diverting resources from competing academic priorities." Chancellor Reaves cited the overwhelming reliance on student fees to support those expenditures as one of the primary reasons for not continuing the transition. More presidents and boards will have to explore similar strategies to control athletics expenses in the near future, particularly in the absence of the reforms we recommend.
More effective disclosure of finances—and of financial priorities—will enhance the long-term prospects of college athletics by ensuring they remain part of the central mission of colleges and universities. Some boards already call for the type of public transparency recommended in our report. For example, the Arizona Board of Regents requires its institutions to provide detailed breakdowns of revenues and expenses, including a careful analysis of external revenues generated by athletics programs as well as funds transferred from institutional sources such as student fees. Our proposal would require that these data, including metrics that compare athletics and academic spending, be publicly reported for all Division I institutions.
In addition to their oversight responsibilities, trustees can be particularly helpful in supporting actions at the institutional and conference levels. Athletic conferences can modify revenue-distribution formulas to reward educational values, and trustees can have tremendous influence over such decisions. And meanwhile, boards and their institutions can make their own decisions about operations that impact growth, such as whether to expand athletic staffs or support curbs on such numbers. For instance, a rules change establishing limits on the number of football and basketball non-coaching staff members is being proposed for NCAA institutions to consider. We urge institutions to endorse this national initiative as the first of many that will be required to change the financial trajectory of our athletics programs.
The Salary Conundrum
A particularly difficult issue is that of coaching salaries. The multimillion-dollar salaries of many football and basketball coaches have made headlines, and the majority of the presidents surveyed in 2009 pointed to such compensation as the single largest contributing factor in the unsustainable growth of athletics expenditures. But federal antitrust laws prevent colleges from acting together to restrain salaries, through action by conferences or the NCAA. The commission was advised that it would be very difficult at best to secure even a limited exemption to the antitrust laws for this purpose, so it recommends that an exemption to address compensation not be sought—at least not at this time. Instead, the commission recommends that the higher-education community focus on a more comprehensive and permanent collaborative solution that should be entirely consistent with the antitrust laws: developing and implementing the broader transparency and accountability systems, and the financial incentives and structures, recommended in our report.
In sum, there is every reason to believe that the current direction of big-time college sports is leading us to even greater imbalances of fiscal priority for athletics over academics. We worry about a scenario in which a college must use ever-growing amounts of general funds or increased student fees to maintain a Division I FBS football team instead of using those resources for teaching and research. In this era of declining state support for higher education, trustees, academic leaders, and stakeholders must think hard about how investing in athletics and academics will shape their institutions in the long term.
We are striving to get this right. We did not embark on this effort merely to examine the problem and issue statements. We stepped forward because institutions of higher education must take action now, together, to restore the balance between academics and athletics.


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Motown Legend Smokey Robinson at the Greek
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The sweet sounds of Motown legend Smokey Robinson have been entertaining rapt audiences for decades, and you have the opportunity to hear one of the all-time greats perform his arsenal of hits at the Greek. Robinson, often called the "King of Motown," has recorded 37 Top 40 hits, both as a solo artist and as lead singer of the legendary group the Miracles, and is a Grammy Lifetime Achievement Award winner and Kennedy Center Honoree. His string of hits includes Motown's first million-selling single "Shop Around," "Ooh Baby Baby," "My Girl," "The Way You Do the Things You Do" and many others. Still recording and releasing new music today, Robinson's latest album is aptly titled Time Flies When You're Having Fun.
* Additional fees apply. No coupon or promo codes necessary to enjoy the displayed discount price.
All offers for Smokey Robinson have expired.
The last date listed for Smokey Robinson was Saturday August 16, 2014 / 8:00pm.
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Smokey Robinson
Featured review from Dan ClaytonRed Velvet
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Smokey still has it. What a performance!
attended Aug 16 2014
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He's still got it...great show!
attended Aug 16 2014
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This was a fabulous show. It could have been called "Sing along with Smokey". His voice has not changed. It was definitely an old school night with friends. The weather was wonderful, parking good, venue & seating was great. We also enjoyed the...continued
attended Aug 16 2014
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He was entertaining but did not do an on core at the end of his performance.
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Stevens Concert Band
Thank you for supporting the Stevens Concert Band 2015/16 concert series.
Please check back for 2016/17 concert dates.
Part of DeBaun Performing Arts Center at Stevens Institute of Technology, the Stevens Concert Band was re-organized in Fall 2004 due to the demand for more opportunities for instrumentalists on campus. Currently the Concert Band is comprised of about 50 undergraduate and graduate students.
The Stevens Concert Band rehearses every Sunday evening from 6:00-8:30 p.m. in the Ondrick Music Room on the 4th Floor of the Wesley J. Howe Center. The Concert Band is always seeking new members and invites all those interested to come to the first rehearsal at the beginning of each semester. All skill levels are welcome.
The Concert Band also contains a number of small ensembles that are student-run, but remain under the direction of the Bands Director. The current ensembles are: Brass Ensemble, Woodwind Ensemble, Flute Ensemble and Saxophone Ensemble.
For more information on the Stevens Concert Band or any of the ensembles under DeBaun Center for
Performing Arts, please contact Bands Director Jerry Ficeto.
Below is an excerpt from the Spring 2012 Concert. Other excerpts may be found by visiting the Stevens Performing Arts YouTube Channel at www.youtube.com/StevensPerfArts.


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Bellinzona Grange: Find photos, reviews, information, amenities and compare prices for 3 stars hotels in Hepburn Springs, Australia.
Bellinzona Grange is located in Hepburn Springs and is close to the area's well-known attractions. It provides a spa, as well as a sauna, an indoor pool and a swimming pool.
Hotel description
Bellinzona Grange provides rooms equipped with a refrigerator, plus all the necessities to ensure a comfortable stay.
Bellinzona Grange Hotel Hepburn Springs features both a restaurant and a bar where guests are able to unwind at the end of the day.
The hotel has easy access to Daylesford Spa Country Railway. The helpful staff at the tour desk are available to organise tours and activities in Hepburn Springs.
Hotel features
Restaurant, Refrigerator
Business Center, 24 Hour Reception, Conference Room(s), Meeting Rooms, Luggage Storage, Designated Smoking Area
Swimming pool, Tour Desk, Golf Course, Sauna, Garden, Spa & Wellness Centre, Pool Indoor
Internet Connection (wireless)
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|Low Season May – September
|฿ 110,000 / Month
|฿ 3,667 / Day
|High Season Oct – Nov, Feb – Apr
|฿ 110,000 / Month
|Peak Season December, January
|฿ 110,000 / Month
Rate depends on your dates. Please inquire for additional info.Minimal rent period: 6 nights
The Resort is located in Phuket making it one of the best hotels to stay at while in town. All 10 rooms at the hotel are well-appointed with necessary amenities to ensure that each guest's satisfaction. Each of the hotel's guestrooms offers mini bar, desk, complimentary bottled water, internet access – wireless. Hotel facilities offered at this Phuket accommodation include car park, Wi-Fi in public areas. Being one of the good quality hotels in Phuket, guests staying at this hotel will find its convenient location and tranquil atmosphere pleasurable. For your ascription
Hotel Features
Car Parking, Dry Cleaning, Fitness / Gym, Free Car Park, Internet, Laundry, Outdoor Swimming Pool, Swimming pool, Tour & Excursions, Tour & Excursions Desk, Wi Fi
Room Features
Air Conditioning, Cable TV, Desk, Mini Bar, Refrigerator, Shower, Tea / Coffee Facilities, Television
Cable TV
I weekly clean
I weekly laundry
Lovely Apartment surrounded by beautiful mountains


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7 Danube Street is a comfortable and beautifully decorated bed and breakfast built in the early 1800's and designed by the architect James Milne. The street is part of fashionable Stockbridge, conveniently close to the centre of Edinburgh, a ten minute walk through some of the finest classical architecture in Europe.
- Wifi
- Restaurant Onsite
- Pets Allowed
- Property Size N/A
- Conference Facility
- Kids Allowed
- Nearby City Edinburgh
- Nearby Water N/A
- Open Dates All Year
Nearest Airports
- Edinburgh Airport (EDI) / 6.2 miles
- Perth/Scone Airport (PSL) / 33.9 miles
- Dundee Airport (DND) / 35 miles
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7 Danube Street Edinburgh, United Kingdom
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Rated 5 out of 5 by 4 reviewers.
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New York City is an exciting place to discover lesbian, gay, bisexual and transgender culture any time of year. But every June, the five boroughs come alive with parades, festivals and parties that bring this vibrant community's heritage to the forefront of public attention. Here's our guide to this year's wide range of events celebrating the rich history and unique diversity of the City's LGBTQ community.
June 5
Queens Pride
Pride month kicks off in the heart of Queens with this annual parade through Jackson Heights, followed by an afternoon street festival that features music, drag performances and local cuisine.
June 11
Brooklyn Twilight Parade
The borough puts it own unique twist on its pride parade by starting at dusk for a march through the streets of Park Slope. During the day, there is a pride street fair that takes place on Fifth Avenue between 3rd and 9th Streets. Expect crafts, food and entertainment.
June 21
Family Night
LGBTQ families are welcomed to Chelsea's Pier 63 for a free evening of outdoor, kid-friendly movie-watching. The Pier will open to the public around 7pm for folks to grab a good spot for picnicking before the film starts at dusk. While the event is free and open to the public, there will also be premium tickets for sale (for reserved seating and pre-packaged meals) to support the Heritage of Pride foundation.
June 24
NYC Pride Rally
A month after the Stonewall Riots in June 1969, five hundred peaceful protesters gathered in Washington Square Park to express solidarity and gay pride. Forty-seven years later, the rally continues to serve as the official kickoff for Pride Week. Taking place at Pier 26 in TriBeCa, the Pride Rally will feature dozens of well-known speakers and performers and attract thousands of attendees. The event kicks off at 7pm and ends at 9:30pm.
June 24
After the rally ends, head uptown to a multimillion-dollar nightclub in Times Square, the Diamond Horsehoe, for a night of dancing and special acts at this semi-secret space underneath the Paramount Hotel. The theme this year will be neon, so dress colorfully.
June 25
The VIP Rooftop Party
Be a part of one of the most popular boys' parties of NYC Pride Week, and dance the afternoon and night away on the rooftop of Hudson Terrace. DJs Eddie Martinez, Paulo and Peter Napoli will keep the energy going throughout this eight-hour celebration. Proceeds from the party, which sells out every year, benefit Pride Week events and community organizations.
June 25
Harlem Pride Day
Taking place in Jackie Robinson Park, the seventh annual Harlem Pride extravaganza includes artists, food, entertainment and activities for families, adults and youth of all cultures. The free festival takes place from noon to 6pm.
June 25
DJ Samantha Ronson headlines the 13th annual Pride Week rave for women. This high-energy dance party (formerly known as Rapture on the River) runs from 3 to 10pm, creating a day-into-night experience where revelers can watch the sunset on the Hudson River. Proceeds from this wildly popular evening benefit Pride Week events and community organizations.
June 26
The March
The streets of New York City are never so festive, outrageous and energized as they are during the annual Pride March. Outlandish floats and spontaneous dance parties blend perfectly with the political components of the march, which begins in Midtown at noon (at Fifth Avenue and 36th Street) and makes its way downtown to the West Village. This event is free and open to the public (though to march in the parade, individuals must affiliate themselves with an officially registered group; a list of groups accepting individuals will be posted at nycpride.org in June).
June 26
The streets spill over with a vibrant mixture of food and craft vendors, musicians, entertainers and local residents at the annual Pride Week street fair, now in its 22nd year. The PrideFest smorgasbord runs along Hudson Street, from 14th Street to Abingdon Square, just a few blocks away from the end of the march route, and also just a few blocks from the Hudson River. This event is free and open to the public and takes place from 11am to 6pm.
June 26
Dance on the Pier
Capping off the excitement of Pride Week, the Dance on the Pier is an invigorating montage of bodies, lights and music. World-class talents like DJ Ben Baker and DJ Alain Jackinsky will be manning the turntables and keeping the crowds grooving into the night at Pier 26 in TriBeCa. The dance reaches its climax with the annual fireworks display over the Hudson. Proceeds benefit Pride Week events and community organizations.
July 9–16
Extending Pride Month all the way into July, Staten Island's PrideFest celebrates 12 years of SI pride with a week of events, including a 5K run, a trans open-mic night and a "Seniors Prom" for LGBTQ elders. The week ends with a daylong festival on the grounds of the Snug Harbor Cultural Center & Botanical Garden featuring live music, drag performers, food trucks, craft vendors and plenty of activities for folks of all ages, providing a platform for the borough's growing LGBTQ community to show its numbers—and its pride.


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Netflix says technology is now being deployed to prevent proxies from being used
Netflix is taking steps to thwart users who fake their location in order to get access to foreign shows and movies.
Say you wanted to watch a British show, but the company behind it hasn't figured out distribution rights in the U.S. — the only way to watch it on Netflix is to make the service think you're actually logging in from across the pond. This can be done with online tools called proxies or virtual private networks — but because it allows people to circumvent copyright protections, content providers don't like it.
Netflix's policy toward proxies has been rather laissez-faire…


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Pastor Brian moved to Roseau in July of 2012 to serve as the Senior Pastor.
He grew up in Colorado on a cattle ranch in the foothills southeast of Denver and yes he is a Bronco fan.
Brian is married to Brenda. They have three grown children; Ashley is marred to Larry (they have two daughters, Ellie and Emma), Abby is married to Josh(they have one son, Jaden), & Caleb is married to Brittany. Brian and Brenda have a passion for the family and desire to see families discipled and strengthened through prayer.
Brian has served churches in Colorado, South Dakota, Iowa and now Minnesota. He has served as a Youth Pastor, Senior Pastor, Family Life Pastor and now a Senior Pastor again. Brian has a passion to see God work in and through the local church to reach their community.
In his free time he enjoys family, music and sports. He enjoys playing golf, basketball, baseball, officiating sports, playing guitar, bass.
get to know our pastors
First Baptist Church is affiliated with Converge Worldwide and Converge North Central.


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Mega Walk-in drive for Junior Analyst ( 0 - 2 yrs)
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RS1,00,000 To 2,00,000Chandigarh
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Analysing logs of US customer queries relating to cable TV networks received in various formats including voice calls. Resolving these efficiently. Job requires good English, analytical, technical & customer service skills & ability to work in shift...
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Junior Analyst/Analyst ( 0 - 3 yrs)
Eclerx Services Ltd.
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Senior Technical Support Associate ( 1 yrs)
Geeks Technical Support
RS2,50,000 To 4,50,000Chandigarh
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Geeks Technical Support Llc
RS2,00,000 To 5,50,000Chandigarh, Sector 34 Chandigarh
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RS70,000 To 1,25,000Chandigarh, Mohali ( Chandigarh ), Mohali
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RS1,25,000 To 4,00,000Chandigarh, Panchkula
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Technical Support Executive ( 0 - 2 yrs)
RS1,00,000 To 2,25,000Chandigarh
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Click to zoom photo.
is back-ordered. We will ship it separately in 3 to 10 days.
Download Installation Instructions
Q: Can I go through the car wash? A: We definitely recommend that you wash your car now and again and even your rack, but not when the rack is attached to you car because that could cause some serious damage. Q: Will it fit my factory rack? A: Maybe, see the Fit List for recommendations for your car. If there is a MightyMount fit for your car, you will have to mount the bike facing backwards. Q: Does it lock? A: Yes. A security cable slides out of the HighRoller's frame. SKS lock cores are sold separately, so that you can have matching locks for your system. Q: What bikes will it fit? A: Bikes with 20-29" wheel sizes. Q: What crossbar spread should I use? A: Depends on the load you are carrying. See the Fit List, or ask a local dealer. Q: I need to carry several bikes. Can I place bikes on the car backwards to get more space? A: Yes, just remember to turn the bike around before riding it. Q: What maintenance is required? A: Maintenance is important to keep it working properly and to help it last longer. Apply grease to nuts, screws, and bolts. Lubricate locks with graphite. Remove the rack when not in use. Clean the rack periodically, especially in marine environments and where road salt is used. Q: What is the max size tire width I can fit in my FrontLoader? A: The Yakima FrontLoader is designed and tested to fit tire sizes up to 2.5 inches in width. Q: Can I carry my Fat Bike in my HighRoller if I let some air out of my tires? A: Unequivocally, no.


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