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Amniotic Band Syndrome occurs when a fetus becomes entangled in fibrous string-like amniotic bands in the womb, restricting blood flow and affecting a baby's development.
Meet Logan Bagwell, the 8-year-old son of Dale and Ginny Bagwell of Pell City. Logan is a happy-go-lucky kid with a big smile on his face. Logan had ABS at birth, and has no left hand. But ABS has not stopped Logan from participating in the game he loves so much – baseball.
"We had no idea he would be this way," Ginny Bagwell said. "There were numerous ultrasounds, but nothing was ever spotted. I had a C-section, and the only thing I heard was there was something wrong with his left hand."
Estimates vary widely as to how many children are born with Amniotic Band Syndrome, from one in 1,200 to one in 15,000 live births.
"I was scared and worried," Ginny said. "Just not knowing what he would or would not be able to do. We were also worried about how he would be around other kids, and how other kids would treat him. We were worried about him being made fun of."
Bagwell said they learned quickly Logan would not be treated any different than any other child.
Logan started playing baseball at age 5. Ginny said the first two years were more playing in the dirt in the infield than actually playing the game.
"When he first came up to me wanting to play baseball, we were excited," Ginny said. "We had been playing with him in the yard, and we knew he could hit, catch and throw. When we look at him, we do not even see the hand missing."
After taking two years off from playing baseball, Logan wanted to get back in the game he dearly loves, and this past season, he played with the Diamondbacks where he was the starting catcher.
Logan is going into the third grade at Walter M. Kennedy Elementary School.
The word 'can't' is not in Logan's vocabulary, and his parents treat him and discipline him just like their other three boys.
Logan's oldest brother is Tre, 9. After Logan was born, Dale and Ginny say, they did hesitate to have another child.
"We waited four years to have another child," Ginny said. "Even though we knew this problem was not genetic, we were still in the early years of learning what kids would think. We knew the kids at church were okay with him, and after four years we knew we were ready. We were sad and we were scared because we didn't want it to happen again."
Seth was the third son of the Bagwells, and today he is 5. The fourth son is Ollie, and he is 8 months old.
Ginny said Logan has a special heart and he loves everyone.
"Sometimes, he helps too much, whether it is with me or his teacher at school or his friends," Ginny said. "I believe what's missing below his left elbow, God placed in his heart to make it bigger and make it care more."
Dale Bagwell said his son allows nothing or no one to slow him down.
"If you hang around him any length of time, you will notice he is perfectly normal," Dale said. "I have not been able to find anything he can't do that a normal kid with two hands can do."
Logan said he has always been treated okay, and no one has ever made fun of him or looked at him funny.
"In my eyes, there is nothing wrong with me," Logan said. "I love playing baseball and football. I enjoy going to school and have made a lot of friends."
Logan can tie his own shoes, can put anybody to shame on the Xbox and can ride his bicycle without training wheels.
When he gets to high school, Logan wants to play baseball and football for the Panthers.
Both his parents played sports at Pell City High School, and both graduated in 2004.
He hopes to go on to college after high school. Currently, he makes all A's and B's.
One of Logan's baseball coaches this past season was Tommy Snow.
"Logan was very inspiring," Snow said. "It gave the other kids on the team inspiration to see how well he played the game with just one arm. He did an excellent job."
Michael Snow was a teammate of Logan's on the Diamondbacks this past season.
"Being a teammate with Logan was awesome," Snow said. "It was very inspirational to see him play."


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Quad/Graphics (NYSE:QUAD)
Q1 2014 Earnings Call
May 07, 2014 10:00 am ET
Kelly A. Vanderboom - Vice President, Treasurer and President of Logistics
J. Joel Quadracci - Chairman, Chief Executive Officer and President
David J. Honan - Chief Financial Officer and Vice President
Haran Posner - RBC Capital Markets, LLC, Research Division
James Clement - Sidoti & Company, LLC
Brad Tesoriero - CRT Capital Group LLC, Research Division
Good morning, ladies and gentlemen. Thank you for standing by. Welcome to the Quad/Graphics First Quarter 2014 Conference Call. [Operator Instructions] I will now turn the conference over to Mr. Kelly Vanderboom, Vice President and Treasurer for Quad/Graphics. Kelly, please go ahead.
Kelly A. Vanderboom
Thank you, operator, and good morning, everyone. With me today are Joel Quadracci, our Chairman, President and Chief Executive Officer; and Dave Honan, our Vice President and Chief Financial Officer. Joel will lead off today's call with an overview of our financial highlights and then provide a summary of our strategic goals. Dave will follow with a more detailed review of our first quarter results followed by Q&A.
I would like to remind everyone that this call is being webcast, and forward-looking statements are subject to Safe Harbor provisions as outlined in our quarterly news release and in today's slide presentation. Our financial results are prepared in accordance with Generally Accepted Accounting Principles. However, this presentation also contains non-GAAP financial measures, including adjusted EBITDA, adjusted EBITDA margin, free cash flow and debt leverage ratio. We have included in the slide presentation reconciliations of these non-GAAP financial measures to GAAP financial measures. The slide presentation can be accessed through a link on the Investor Relations section of the Quad/Graphics' website. There are also instructions on how to access the slide presentation and our first quarter earnings news release issued last evening. A replay of the call will also be posted on the Investor Relations section of our website after today's call.
I will now turn the call over to Joel.
J. Joel Quadracci
Thanks, Kelly, and good morning, everyone. I am pleased to report that our first quarter results were in line with our expectations. We continue to focus on ways to grow market share, improve productivity and implement sustainable cost reduction initiatives while maintaining a strong balance sheet, invest in our business and pursue compelling acquisition opportunities. Two recent events that I would like to highlight include the completion of our $1.9 billion debt financing and our announcement to acquire Brown Printing. Attractive credit markets made it an ideal time to refinance, extend and expand our company's $1.6 billion senior secured credit facility, as well as complete a $300 million high-yield bond offering. As a result, we've extended and staggered the company's debt maturity profile and further diversified our debt capital structure while maintaining a very attractive weighted average cost of capital of 5.2%. Dave will share additional detail about our new debt capital structure later in the call.
We remain confident in the strength of our balance sheet and the cash generating power of our company. Two areas that allow us to be flexible and opportunistic in terms of our future plans for capital deployment, including investing in our business and pursuing value-driven consolidation opportunities like Brown. The Brown acquisition is consistent with our ongoing strategy to transform Quad/Graphics and create value for our clients and shareholders. Brown serves premier magazine publishers and catalog marketers with printing, distribution and integrated media solutions. The company has 3 print production facilities in the United States and employs approximately 1,800 people. The combination of our 2 companies will enhance the many ways in which we help publishers and marketers drive top line revenue, while better controlling their overall total cost of print production and distribution, especially through volume-driven postage savings programs like co-mail.
We take a disciplined approach to reviewing acquisition opportunities like Brown, focusing on 4 key criteria: First, the company has to be a good strategic fit; second, the economics need to make sense and create value; third, that the integration plan is executable in a timely manner; and fourth, that after the acquisition, we will retain the financial strength and flexibility we had prior to the acquisition. We are purchasing Brown for $100 million and intend to use a combination of cash on hand and our revolving credit facility to finance the transaction. Brown expects to generate approximately $350 million in annual revenues. We anticipate that this acquisition will be accretive to earnings, excluding any nonrecurring integration costs and that the purchase price multiple will be less than 4x adjusted EBITDA after taking into account anticipated synergies. Further, I'd like to point out that we will not inherit any pension obligations or debt as a result of this acquisition. The transaction is subject to customary regulatory clearances and is expected to close later this year. We look forward to welcoming Brown employees and clients into our family. Brown is a well-respected printer, focused on delivering superior quality and impeccable customer service. And employees share a similar corporate culture with us, including a can-do work ethic.
Slide 4 shows a summary of our 4 strategic goals. They are to transform Quad/Graphics and the industry; maximize operational and technological excellence; empower, engage and develop employees; and enhance financial strength and create shareholder value.
Last quarter, I shared with you the reorganization of our U.S. leadership team to better support the needs of our client base and expanding company. This new structure recognizes and gives appropriate focus to the unique characteristics of each product line, while also making it easier for marketers and publishers to take advantage of the entire continuum of our integrated offering in a cohesive approach. While many of our product lines are going through varying degrees of transformation, it is important for you to understand that we strive every day to be a trusted partner to our clients, one that helps from -- navigate the cyclical and secular pressures of today and in the future. For it's from these challenges that we find our inspiration to further innovate, automate and expand our product offering.
Our go-to-market strategies are tailored by product line but driven by the common purpose to create client value in 2 essential ways: First, by maximizing the revenue our clients derive from their print spend, by helping them connect content across channels for improved performance; second, by minimizing our clients' overall total cost of print production and distribution. We believe our consultative approach to creating client value will help retain and grow market share over the long term. We are able to help our clients connect content in a meaningful way across multiple channels. We capitalize on data to deliver the right message to the right person at the right time via the most effective combination of channels: print, digital and mobile. For today's marketers and publishers, it's not enough to have a multichannel presence. They must use the unique strengths of each channel in combination with each other to connect the content that connects to their customers. Print remains one of the most effective marketing and communications channels, and studies have shown that it works even better when used in combination with other nonprint channels.
As a printer and innovator, we are ideally suited to bridge the traditional world of print with a constantly evolving world of digital and mobile technologies. Over the years, we have innovated solutions that logically connect content created for print to other channels, from workflow solutions and streamline clients' upfront production processes to a host of creative and interactive print solutions that heighten brand visibility and improve response.
Let me share a brief example to support this point. Recently, we were pleased to sign an agreement with L.L. Bean that extends and expands our partnership to print millions of L.L. Bean catalogs each year for the next several years. Beginning in January 2015, we will become L.L. Bean's exclusive catalog printer and exclusive imaging services provider, while continuing to furnish 100% of L.L. Bean's studio photography services such as product and model shots and room sets. Further, we are working with this esteemed multichannel retailer on ways to further enhance its revenues, building from its strong trusted foundation in print.
As I mentioned earlier, another key way in which we create value for our clients is by minimizing their overall total cost of print production and distribution, something we expect to be of great value to Brown Printing's clients. Finding cost savings opportunities has become more important than ever, given the recent 6% postage rate increase that went into effect in January. Quad/Graphics has proven solutions for helping our clients offset escalating postage costs. In essence, the rate increase has created new opportunities for us to share our robust mailing and distribution solutions, and we're working more aggressively than ever to help clients take advantage of them. Our co-mailing and co-mingling solutions are extremely effective at combating the postage rate increase. We merge multiple magazine, catalog and direct mail pieces into a single mail stream that then qualifies for reduced postage while also improving delivery efficiencies.
During the quarter, we announced a multimillion dollar investment in our East Coast co-mingling center that includes 6 new state-of-the-art letter sorters in expanded new space. This investment is strategic as direct mail remains one of the most effective channels for engaging consumers and driving response. Our expanded co-mingling platform helps marketers optimize delivery of the powerful print channel to achieve their business goals. As always, we remain committed to enhancing our company's financial strength to retain the financial flexibility we need to strategically allocate and deploy capital.
With that, I will hand over the call to Dave Honan, who will provide a detailed financial review of the quarter, as well as additional information on our recent debt refinancing.
David J. Honan
Thanks, Joel, and good morning, everyone. Slide 5 is a snapshot of our first quarter 2014 financial results as compared to our first quarter 2013. Net sales were $1.1 billion, representing a 2% decline, which was consistent with our expectations. Cost of sales was $893 million as compared to $910 million. SG&A expense was $104 million as compared to $106 million. Depreciation and amortization was $84 million as compared to $89 million. Restructuring, impairment and transaction-related charges for the first quarter were $12 million, representing a decrease of $14 million from 2013. Excluding noncash impairment charges, cash restructuring charges were $11 million, also representing an $11 million decrease from 2013. Interest expense was $21 million as compared to $22 million. Our adjusted EBITDA was $107 million as compared to $114 million. And our adjusted EBITDA margin was 9.7% versus 10.1%. The variance in adjusted EBITDA and margin reflects ongoing industry volume and pricing pressures, as well as $3 million of favorable gains recorded in 2013 that did not repeat in 2014, primarily related to a gain on the sale of the company's business in Recife, Brazil. These decreases in adjusted EBITDA were partially offset by cost reductions, mainly from lower employee-related costs.
Moving to Slide 6. Free cash flow was also in line with our expectations. We define free cash flow as net cash provided by operating activities, which include pension contributions less purchases of property, plant and equipment. Free cash flow was a negative $13 million in the quarter as compared to a positive $93 million in the same quarter in 2013. The variance was primarily attributed to a roughly $70 million benefit realized in 2013 from the restoration of working capital levels for the company's January 2013 acquisition of Vertis, which was acquired without normalized levels of accounts payable and accrued liabilities. The remaining variance primarily reflects an $18 million increase in capital expenditures in 2014, primarily related to carryover projects from 2013, as well as $15 million in higher working capital.
On Slide 7, you'll see that our interest coverage ratio at March 31 remains unchanged from December 31 at 6.7x. Our quarter-end debt leverage ratio increased to 2.55x for the trailing 12 months ended March 31 as a result of a $43 million increase in debt in the first quarter to fund higher capital expenditures, acquisitions and strategic investments such as our recent UniGraphic acquisition and seasonal working capital purposes. However, since the close of Worldcolor acquisition in July 2, 2010, and after the funding of the Vertis acquisition in 2013, we have reduced debt by a total of $345 million through March 31. We continue to anticipate operating in the 2x to 2.5x leverage ratio over the long term, but may operate outside of this range at times due to compelling investment opportunities. As it relates to our pension, postretirement and multiemployer pension liabilities, we continue to make progress in reducing the underfunded liability that was acquired as part of the Worldcolor acquisition. We have reduced the underfunded liability by $377 million since the acquisition with a remaining liability of $170 million as of March 31.
Slide 8 is a summary of our $1.9 billion debt financing completed in April 2014. Through this new debt capital structure, we have enhanced our company's financial flexibility by extending and staggering our debt maturity profile, further diversifying our debt capital structure and providing more borrowing capacity to better position Quad to execute on our strategic goals. This is consistent with our ongoing disciplined approach to maintaining a strong and flexible balance sheet from which to create value for all stakeholders. We amended, extended and expanded our $1.6 billion senior secured credit facility. This facility consists of an $850 million revolving credit facility with a 5-year term maturing in April 2019, priced with a floating interest rate of LIBOR plus 2%. It also includes a $450 million Term Loan A with a 5-year term also maturing in April 2019 and also priced with a floating interest rate of LIBOR plus 2%; and a $300 million Term Loan B with a 7-year term maturing in April 2021, priced with a floating interest rate of LIBOR plus 3.25%, subject to a LIBOR floor of 1%.
In addition to our $1.6 billion senior secured credit facility, we completed our inaugural high-yield bond offering of $300 million of 8-year unsecured senior notes at a fixed 7% interest rate. We used and will use net proceeds from the debt financing to repay our previous senior secured credit facility and an international term loan to fund the pending acquisition of Brown Printing Company and for other general corporate purposes.
Slide 9 is a comparison of our new debt capital structure to our previous debt structure as of March 31. For comparative purposes, the new debt capital structure is treated on a pro forma basis as if it were in place at March 31 rather than our actual April 20 issuance date. Our new debt capital structure extends our weighted average duration by 2 years to 6.3 years as compared to 4.3 years under our previous structure. The blended interest rate increases to a relatively low rate of 5.2% from a 4.5% of our previous debt as we are able to achieve a more balanced mix of floating rate debt profile at an attractive blended rate. Total debt outstanding balances are now a 48% floating rate and 52% fixed rate as compared to 64% floating and 36% fixed under our previous structure. We believe this shift to a more balanced fixed versus floating rate debt structure will provide us with better financial flexibility over the long term.
Finally, availability under the new revolver increased by $261 million and is now $806 million of availability as compared to $545 million under the former revolver. We accomplished our debt financing objectives by extending and staggering maturities, moving to a more balanced fixed and floating rate debt structure and increasing debt capacity to provide capital for our strategic initiatives.
In closing, Slide 10 summarizes our 2014 financial guidance. As a result of our new debt financing, we have an updated guidance for interest expense. We now estimate interest expense to be in the range of $90 million to $95 million, which has increased from our prior guidance of $80 million to $85 million due primarily to our shift to a more fixed rate debt structure. We are also updating our guidance for cash taxes, with 2014 cash tax payments now expected to be in the range of $30 million to $35 million, which is reduced from our prior guidance of $40 million to $45 million due to greater utilization of tax carryforwards than we originally estimated. The reduction in estimated cash tax payments combined with free cash flow trends consistent with our original guidance allows us to offset the additional interest expense and, as a result, free cash flow guidance remains unchanged at a range of $155 million to $165 million. All other 2014 financial guidance remains unchanged.
As we move forward in this challenging industry environment, we continue to be disciplined in how we manage all aspects of our business, especially driving improved productivity and sustainable cost reduction initiatives to remain a low-cost provider. We will continue our focus on maintaining a strong and flexible balance sheet to adjust to changing industry conditions while also investing in our business, including compelling acquisition opportunities like Brown, and returning capital to our shareholders as demonstrated through our $0.30 per share quarterly dividend, which we plan to announce, subject to board approval and consistent with the timing we have historically followed for our first quarter dividend declaration, following our Annual Shareholder Meeting on May 19.
And now, I'd like to turn the call back to our operator who will facilitate taking your questions. Operator?
Question-and-Answer Session
[Operator Instructions] Your first question will come from the line of Haran Posner with RBC Capital Markets.
Haran Posner - RBC Capital Markets, LLC, Research Division
Maybe just starting with the Brown acquisition. I was wondering just, firstly, whether you can share with us maybe some of the sales trends that existed at Brown just before your acquiring them. I believe that they've lost some business with Time. Just a little more color on that would be helpful.
J. Joel Quadracci
Yes, I mean, I think that was something that everyone knew about, which was one of their largest customers. When we went through the bid process with them, Time had decided to do something that they haven't done before, which is really do more of a single-sourcing model with us. And so, yes, that was a loss to Brown, but I'd say they've done a nice job of holding their client base because Brown is a very good printing company. They do a very nice job for their customers and have a pretty diversified client base. So yes, I mean, other than the Time Inc. thing, we don't expect that there's any major underlying issues from a sales standpoint. It's a great company.
Haran Posner - RBC Capital Markets, LLC, Research Division
Okay. That's great, Joel. And then you've highlighted the 3 plants that you're acquiring. I was wondering if you can share with us any plan that you have. I guess the 3 plants will continue to operate at this point. Are you planning to shift any production or anything like that?
J. Joel Quadracci
Well, whenever we do an acquisition, it's not just about what are we going to do with that acquisition. We constantly look at the entire network of plants that we have and see, okay, what opportunities are there as a result of enhancing our business with this type of acquisition. Obviously, we can't comment on what those specific plans will be because we're actually still going through the Hart-Scott Rodino process, but we do expect that the deal will close sometime later this year. But again, they're great plants. And just a comment about it, too. In our previous large acquisitions, you have to remember that these assets were from companies that went through financial difficulty, whether it was Worldcolor or Vertis. And in that process, you run into a situation where the platform deteriorates a little bit because of cutting back on things like maintenance, et cetera. What's great about Brown is being owned by a very strong parent in -- Gruner + Jahr in Bertelsmann in Germany. We haven't run into that. I was able to go see their Waseca plant last week, which is their headquarters, and I was just very impressed with, not only the people, but the state of the platform was well maintained. And so, for us, it's kind of exciting opportunity to add to what is already a very strong network and continue to enhance it.
Haran Posner - RBC Capital Markets, LLC, Research Division
Maybe just one for Dave on this one. I guess you commented in your release that based on the multiple less than 4x, I guess that would imply EBITDA with synergies north of $25 million. I was just wondering, can you give us a little bit more detail there? Is it materially more than $25 million? And maybe if you could share with us kind of how much of that is a run rate versus synergy.
David J. Honan
Yes, Haran, nothing more materially to share with you on that. I mean, we feel pretty good about this acquisition, as Joel had mentioned. Adjusting for the loss of their largest customer in Time Inc., we've talked about an estimated $350 million in annual revenues. And once we complete the integration, we do believe we'll be less than a 4x EBITDA multiple on this.
Haran Posner - RBC Capital Markets, LLC, Research Division
Okay. And then, maybe just lastly for me, maybe back to Joel. Joel, I mean, when you think about the pricing environment out there for printing, you normally give us a very good color. I obviously don't expect this to change on a quarterly basis, but I think on your last conference call, I guess you had sounded a bit more optimistic just given the trend, excluding some of your contract renewals. I'm just wondering how did that play out into Q1?
J. Joel Quadracci
Yes, I think just to remind everybody that we talked about in 2014, when you look at our guidance, in '13, we had twice the number of contracts come due than we normally do. So it was a huge year for resetting some pricing, marking it to market, so that's all embedded in the guidance. But if you took out the noise of that, we had seen some stabilization in pricing, and I think we continue to see some stabilization, depending on the category, but we're not changing what we say that it's typically we're expecting 1% to 2%. But again, between -- in pricing, a couple of things, it's also a mix of product and what you do for people, so we've seen some change in mix that's been positive and -- but other than that, not a significant change from my previous comments.
Your next question is from the line of Jamie Clement with Sidoti.
James Clement - Sidoti & Company, LLC
Joel, a follow-up question there about synergies with Brown. And Brown, obviously, in a lot better condition than the other 2 large acquisitions you've done over the last couple of years. Historically, and with those 2 deals, a lot of your discussion around synergies was related to the platform at which -- in those 2 cases had obviously deteriorated for fairly obvious reasons. In this particular situation, a little bit different in that, obviously, the platform is in better shape, so where do you focus your attention from a synergy perspective?
J. Joel Quadracci
Well, I mean, it's, again, we look at the entire platform of Quad and we look at what -- how do all the parts work together. One of the opportunities for our customers, and Brown's customers in this case, is that we get to enhance, I think, their experience with it from a distribution standpoint. Brown Printing -- and a lot of these smaller printing companies to be able to help offset postage and do it effectively tend to use third-party co-mailers to create more volume, and they do a nice job of it. But we've created just such a huge scale of that as a company that we'll focus on opportunities for bringing that to their customers. And so, yes, I mean, we look at the total platform, we look at what's going to have the most efficient result for us, whether it's size of presses of some older presses that are narrower and no longer function -- we try and shift things to the wider presses, which Brown has a good stable of. But again, it's a process, it's an iterative process. It's something that we review every time we do an acquisition is what is the overall pie going to look like and how do we -- how is the result the most efficient platform in the industry. And so we'll focus on further automation or maybe there isn't automation, we'll focus on certainly the whole cultural aspect of making sure that our employees at Brown know how to navigate within the Quad culture. Because I have to tell you, my experience at Brown, and new from an outsider looking in, is that it's a fairly similar culture on the floor level and that was definitely backed up by my visit at Waseca. And by the way, unfortunately, the day after I was in Waseca, I saw on the national news about a horrendous event where this kid was arrested for wanting to recreate Columbine. I mean, Waseca is a town of 9,000 people, and it was just shocking that I was there that week and suddenly I see it in the national news. So thank God that someone caught them early. But again, we have a really good methodology for integration. We've honed it over time. We've put a lot of work into it. We keep improving it. And so I have no doubt that we will end up with continually having the best platform out there.
James Clement - Sidoti & Company, LLC
Joel, if I could switch gears, just talking about the quarter. This is an earnings season, which, I guess, we're sort of towards the tail end of where even some of your best retailing -- best-performing retailing customers really had an issue. Some talked about the storm, some mentioned other things, but can you share with us as you think about inserts and catalogs and magazines and direct mail, how much did you see that in your business as just reflecting the performance of your customers? I mean, was this a rough quarter?
J. Joel Quadracci
Well, again, I think we were pleased with how our quarter came in. It came in as we expected. That being said, I mean, I've been bouncing between New York and Wisconsin during this whole weather season. And it's like pick your poison, do you want a northeastern, do you want southern below in Wisconsin where it's so cold you want to just drink a vodka or something. And the reality is that retail did get hit -- we saw it in ad pages, the industry saw in magazine ad pages that the 2 leading [Audio Gap] 4% decline for the industry was really retail and technology. So not really surprising, and I don't think it should be surprising to anybody. And catalogs, we saw some softness there, but again, it didn't come in unexpected for what we thought. And retail inserts, they still need to drive the traffic, so some weakness there, but again, I think we're very pleased with how things came in for us. And hopefully, we start to see signs of growth from pent-up spend due to the weather.
David J. Honan
Jamie, I would just add on to that. From a top line perspective, there were puts and takes with what went on with the weather in retail. That also impacted, from a cost structure, what we saw in utility costs, what we saw in freight costs as freight costs were very high given some weather conditions and also some changing industry conditions with freight. But there were puts and takes in the quarter. And it goes back to the sustainability, the cost reduction and productivity initiatives to be able to offset those types of things as they come through. So we feel really good about how we came out of the quarter given all the headwind that came out of retail.
James Clement - Sidoti & Company, LLC
Okay. That's good color. And last question, Joel, I know you think about that capital allocation with a long-term view. But considering where your borrowing costs are and what your dividend yield is, at some point, do you think -- does the board think about getting active from a repurchasing standpoint?
J. Joel Quadracci
Well, as you know, we have an outstanding authorization already. It was originally $100 million authorization with no sort of end to it, and we had taken only about $8 million of that Dave? But I'd say it's a balancing act. I mean, we clearly continue to manage, I think, for what's best for the business. We've told you that if we can put money to work, we like to do that, and that's proven by, I think, a very disciplined purchasing process we had with the likes of Brown. And remember that we also had some other small acquisitions with UniGraphic, which really is a great commercial operation that's already paying dividends for us, as well as into the packaging world. So I think that, Jamie, we're always going to kind of look at this on an ongoing basis in a very balanced fashion. We feel very good about our consistent dividend plan. And as Dave said, we'll be getting approval from the board for the next dividend after our shareholder meeting. So yes, I mean, it's out there. If it makes sense, it will be one of those things we'd look at. But again, right now, we focus on paying down debt and making sure that we can pull off a great acquisition here at the right price and be able to maintain good financial metrics. I mean, we're up a little bit on the 2.55, but clearly, we expect to be between the 2 and the 2.5 in pretty short order.
James Clement - Sidoti & Company, LLC
Yes, I was -- yes, and I didn't mean to sound like I was pressuring it all. It's just the number of companies out there that are worth $100 million is seriously, seriously, seriously dwindling over the years.
Your next question is from the line of Bradley Tesoriero with CRT Capital.
Brad Tesoriero - CRT Capital Group LLC, Research Division
My first question just concerns the Vertis acquisition. It closed January 16, 2013, so you had about 16 extra days with Vertis here in 2014. Did that have any meaningful impact on revenues or EBITDA in terms of comparability quarter-over-quarter for the year?
David J. Honan
Yes, our quarter came in as we were guiding the full year from a top line perspective, as Joel had talked about. We had talked about pricing being down 1% to 2%, which was exacerbated by higher-than-normal renewals last year and that impact coming in 2014, also, from a volume standpoint, of down 1% to 3%. All of this net of the impact of acquisition so that the half -- the 2 weeks of Vertis contribution really left us within the guidance that we went from the -- for the full year of basically flat revenue to down 3%. We came in at down 2.4% for the quarter.
Brad Tesoriero - CRT Capital Group LLC, Research Division
Got you. And then if I could switch gears just on the private placement notes. If all goes according to plan, you guys should have a significant amount of cash on hand by the end of the year. Can you use any of this cash to redeem any of the PP ahead of maturity? And any sort of color you could give on what the call provisions look like or even the maturity schedule beyond the average maturity tenures that I think you guys had discussed in the past?
David J. Honan
Yes, we've stated publicly that our intent for the -- because this new debt financing will temporarily put some cash on our balance sheet, but that will be used to fund the Brown acquisition as we move forward. And then under the term of general corporate purposes, that would cover any other uses we have for that cash. Could mean we could look at our debt structure from a private placement perspective, but we have not publicly commented on that. We like to have a multiple-layered debt capital structure, which includes private placements in there. So we now -- we have a strong revolving credit facility and a bank facility. We have the private placement debts, and now we've entered into that third new deep market of public bonds, which we registered. We have our 144A offering that we will be registering publicly in the next year. So we feel pretty good about having that 3 deep channels for our debt capital structure, and we intend to continue to use that going forward.
There are no further questions. I will now turn the call back over to the speakers.
J. Joel Quadracci
Okay. Well, thank you, everybody. We're pleased with where we're at for the quarter, and we look forward to talking to you again next quarter. Thank you.
Thank you again for participating in today's call. You may now disconnect.
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Astorino Slugging It Out On His Terms With Cuomo
By James Bliss
So, I asked a co-worker if he could name the candidate running against Governor Andrew Cuomo in the upcoming gubernatorial election. He could not. In fact, he didn't even know that Cuomo was up for re-election in 2014. In part, this demonstrates this particular co-worker's complacency with modern politics. He pays no attention to it and has a strong distaste for both of the main political parties, as well as for … well, any politician. I get it. But, it also shows Republican gubernatorial hopeful Rob Astorino's difficulty in getting his name out to New Yorkers across the state. I have a feeling his luck is about to change, for better or worse.
Astorino is not exactly a heavy-hitter on the national scene. His website offers a short resume including and seemingly limited to second term Westchester county executive. The county of Westchester doesn't exactly paint his image as an "upstate-er." The inexperienced and sadly underfunded candidate is trailing Gov. Cuomo by some 37 percent in the latest Sienna poll.
This week, his campaign made some noise, to say the least, and garnered some national media attention. Bad publicity is still publicity, I suppose. It all started with comments from New Jersey Gov. Chris Christie, who is also head of the Republican Governors Association, a group that promotes Republican candidates for governor. While out campaigning in Connecticut, Mr. Christie stated, "We don't pay for landslides and we don't invest in lost causes." Well, looking at his poll numbers and recognizing the similarities, Mr. Astorino took offense to that and swung back at Christie, a political heavyweight at this point with rumors of a 2016 shot at the White House. Astorino needs all the help he can get and it is pretty rough getting denied just one little three-hour campaign stop from the head of the RGA. He really laid it on the line suggesting that Mr. Christie should resign as chair of the RGA.
Not only that, Mr. Astorino took things a step further by throwing in a knock on the "Bridge Scandal" that has previously haunted Christie, but had recently seemed forgotten. Astorino suggested that perhaps it was "inconvenient [for Mr. Christie] to come over the bridge to New York to help a Republican candidate here." I give him credit for both his humor and his brazenness. It's like tossing salt on a wound.
Time will tell if such antics lead to a rise in his popularity, or a continued dismissal. But one thing's for sure, with that extra little dig on Christie's scandal, Mr. Astorino will not be getting much support from the RGA. Though, they did agree to chip in if the race became competitive, but that doesn't look too promising. Aside from horrific poll numbers, Astorino's campaign suffers from a lack of name recognition and funding. Gov. Cuomo's financial advantage is as embarrassing to Astorino as the polls.
Rob Astorino isn't exactly a stranger to ruffling feathers within his own party. Back in June of this year, he upset Dean Skelos of the state Senate by calling out the amount of corruption in the state legislative process. Rather than choosing such Republican themes as tax breaks, gutting government spending, or deregulation as his first priority, Astorino unveiled a package including ethics reform, term limits, and an overhaul of the state's ancient campaign finance laws. These are not top priorities for most of today's Republican candidates and his proposal did not draw cheers from the Tea Party here in New York.
This unusual and boisterous approach could be a double-edged sword for the young politician. He has rebuked many a hand that could support him, like the Tea Party back in June. Yet, this type of national attention may drum up financial support, depending on how the Republican Party reacts to his behavior. I guess the question is this: Is he really a maverick? Or is it just another political stunt to snag votes? The average resident of upstate New York barely knows his name, let alone what his priorities are. His campaign has a lot of work to do in the months ahead. One thing seems certain; he'll be slugging it out with Cuomo on his own terms.
James Bliss is a Jamestown resident who studied literature and philosophy at Florida State University.


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Archive for February, 2014
A History of the Navy in 100 Objects #46: WWII Japanese Radio Headset
By ENS Chris O'Keefe
From the 1890s until World War II, the Navy witnessed tremendous technological development. Wooden ships ceased to exist. The airplane was invented and became mainstream, and submarines entered broad use world-wide. During this same period and with the same rapidity, the Navy (and the rest of the world's navies like Japan) adopted wireless communication, completely changing the way navies fought battles and coordinated movements. Wireless technology directly impacted the course of all future conflicts, particularly WWII, with interceptions of German and Japanese communications leading to key Allied victories. To this day, wireless communication technology continues to develop and change at incredible speed.
Tags: A History of the Navy in 100 Objects, WWII
The Media Circus
By Jeannette Haynie
The Marine Corps Times and the Commandant of the Marine Corps have been in the news together recently, and not in a good way. After hearing sketchy details at work about integrity issues, whistleblowers, and biased reporting, and seeing the associated headlines, I finally spent time doing some catch-up reading to figure out what was actually happening. As a result I am now completely confused, and given the questionable coverage, bizarre headlines, and the "he said-she said" nature of it all, I'm probably not alone.
The news cycle started with the reporting surrounding the video that surfaced in 2012 of Marines urinating on Taliban corpses. The incident and subsequent official investigation garnered attention, and the news cycle continued with stories about unlawful command influence and who did or did not make specific statements to others about the investigation. This winter, media coverage veered off into the bizarre with allegations that the removal of the Marine Corps Times from the front shelves of PXs around the world was a purposeful act directed at the paper by a vengeful Commandant's Office. The reporting of the incidents in question is, of course, mainly performed by the Marine Corps Times and published by the same; as far as professional publications go, Foreign Affairs it isn't. I don't know that stating that "the Commandant's Office punted all questions" is a shining example of unbiased, objective reporting. To be honest, I haven't heard too much grumbling from fellow Marines over the stories; those I spoke to seemed as unaware as I was about the details of the stories in question. It seemed like the kind of background noise and drama that Marines avoid.
But the articles, however biased they may be, are disturbing for their existence if nothing else. Why are we reading about the diverging statements of top Marine generals? Why does it seem like the Commandant's office has a message problem? Is the Marine Corps Times stirring the pot in order to report on legitimate problems? Or is the paper, in the words of the Commandant's office, hoping to undermine good order and discipline by broadcasting stories that question the integrity of a sitting Commandant and cast doubt upon his abilities?
(One article in particular left me thinking that I had forgotten how to read the English language. A Marine Corps Times reporter interviewed four Public Affairs Officers, but I really can't tell if any of the questions were answered in the process. Give it a try here and let me know what you figure out.)
In wading through the mess, one point jumped out: the Marine Corps is creating an OPT to help decide what should be placed near the front of Marine Corps exchanges. We are going to have "focus groups," "discussions," and "an ongoing process" in order to conduct a "holistic," "comprehensive review." (All this from the same article).
What is going on here? Have we completely lost our way? We are at war and the Marine Corps is in a spitting contest with a JV paper over where that paper is placed in the PX? We're cutting funding by the pantload, trying to refocus a force after over a decade of conflict, and are spending money and energy creating an OPT to figure out what should go near the front of the PX? This entire exercise seems way beneath the dignity of the Commandant's office. Figuring out the PX layout and products should be number 800 on his priority list. What am I missing?
The message we are sending to our Marines with this mess is not pretty. It resembles the ugliness and distractions of politics. It reminds me of what my kids do when they are trying to keep me from discovering the indelible marker drawings on the wall or the candy they hid under their pillows. I am honestly not sure where the blame lies for this situation, but I hope for our own sake we recover quickly and move on to the 799 items that are more worthy of our attention as a service.
Sea Control 23 – USS PONCE
By LT Matthew Hipple
CAPT Rodgers, former CO of the USS PONCE Afloat Forward Staging Base, discusses how his ad-hoc crew of Sailors and civilian mariners plucked a 40 year old ship from decommissioning's doorstep and turned it into the most in-demand platform in the Arabian Gulf.
Sea Control is available on Itunes and Stitcher Stream Radio. Remember to tell your friends! We think Sea Control is a fine product. Anyone who says otherwise is going to steal all your banking information and email passwords because information
All images from CAPT Rodgers' unclassified post-deployment presentation on USS PONCE.
Tags: Arabian Gulf, Civilian Mariners, Innovation, PONCE
Commander Robert Peary made eight polar excursions in the late 19th and early 20th centuries. On each one of these, he was accompanied by Matthew Henson. However, whereas Perry received wide-spread acclaim, Henson spent most of his life in relative anonymity because he was African-American. Nevertheless, Henson's contributions to polar exploration were tremendous, and he is now remembered as one of the great American polar explorers.
Tags: A History of the Navy in 100 Objects, Robert Peary
In 1927, young Army Air Corps reservist Charles Lindbergh was catapulted to international fame when he won the $25,000 Orteig prize for the first solo New York to Paris flight. Months later, he published a book on his life, exploits, and his views on aviation. Today we feature one of two authors copies that were signed by Lindbergh himself, one which was presented to his friend and benefactor, Harry Guggenheim. Although not a Navy pilot, Lindbergh nevertheless had a tremendous impact on both naval aviation and the U.S. space program.
Tags: A History of the Navy in 100 Objects, Charles Lindbergh
What direction do we need to go for our next maritime strategy? Using the recent article, Control of the Seas, as our starting point, our guest for the full hour will be Seth Cropsey, Senior Fellow and director of Hudson Institute's Center for American Seapower.
He served in government at the Defense Department as Assistant to the SECDEF Caspar Weinberger and then as Deputy Undersecretary of the Navy in the Reagan and Bush administrations, where he was responsible for the Navy's position on efforts to reorganize DoD, development of the maritime strategy, the Navy's academic institutions, naval special operations, and burden-sharing with NATO allies. In the Bush administration, Cropsey moved to OSD to become acting assistant secretary, and then principal deputy assistant SECDEF for Special Operations and Low-Intensity Conflict.
U.S. Navy photo by OSSN Andrew L. Clark
During the period that preceded the collapse of the USSR—from 1982 to 1984—Cropsey directed the editorial policy of the Voice of America on the Solidarity movement in Poland, Soviet treatment of dissidents, and other issues. Returning to public diplomacy in 2002 as director of the US government's International Broadcasting Bureau, Cropsey supervised the agency as successful efforts were undertaken to increase radio and television broadcasting to the Muslim world.
Cropsey's work in the private sector includes reporting for Fortune magazine and as a visiting fellow at the American Enterprise Institute, and as director of the Heritage Foundation's Asia Studies Center from 1991-94.
His articles have been published in the Wall Street Journal, The Weekly Standard, Foreign Affairs, Commentary magazine, RealClear World, and others.
Join us live or pick up the show later by clicking here.
Tags: Maritime Strategy, Midrats
CNO's Rapid Innovation Cell Trip to San Diego, 10-14 February 2014
By Capt Jerome Lademan, USMC
Innovation is about more than just coming up with new ideas. It is about personal interactions and developing relationships between people and organizations who have a desire to improve warfighter capabilities. Forward thinking organizations cannot exist in a vacuum but must learn from each other in both substance and style.
Last week, the CNO's Rapid Innovation Cell (CRIC) traveled to San Diego, and met various some groups of disruptive thinkers and doers in the area. They visited a number of different innovative organizations and met men and women who had the courage to think and act differently from the status quo. These included a Grassroots science and technology (S&T) organization of young scientists and engineers at SPAWAR Systems Center, Pacific (SSC PAC) and an innovation forum organized by the sailors of the USS BENFOLD known as the Athena Project. In each of these organizations the CRIC saw individuals who had a vision and the courage to act on it, able to effect a positive and beneficial change to whatever field they were working in.
SSC PAC is the premier organization for developing naval command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) technologies. They have some of the best minds in the country advancing this field, but they are often not directly aware of warfighter needs. Along the same lines, warfighters are not technologists. They do not necessarily know what is within the realm of the possible from a scientific standpoint, and so might not fully understand what they can ask for. Under the leadership of Dr. Josh Kvavle, SSC PAC's recently created Grassroots S&T group is working to bridge this technologist-to-warfighter gap and bring solutions to the Fleet faster.
The CRIC was also able to showcase a project led by LT Josh Steinman at the AFCEA West Conference. LT Steinman is working with Google to develop shipboard applications for Google Glass, and leverage its ease and portability to allow sailors easy access to information while performing tasks onboard ship. ADM Harris, Commander Pacific Fleet, utilized the Google Glass owned by the CRIC and SSCPAC as a prompter during his keynote address at AFCEA West. He demonstrated the ease of use and its wide range of applicability, and addressed the need for the Navy to develop and incorporate new technologies and ideas.
Another event the CRIC attended was the Athena Project. The Athena Project is an ongoing innovation forum started by the officers and sailors of the USS BENFOLD aimed at providing junior leaders on the ship the opportunity to present ideas and solutions to problems they are passionate about. The goal is to provide a venue where anyone, regardless of rank or position, can present their idea and be given serious consideration by an engaged audience. A set number of presenters are each given five minutes to present their idea to the audience, followed by a five minute question and answer period. At the end of each presentation, the audience votes on the idea, judging its quality, actionability, and presentation.
After presentations are finished, the votes are tallied, and the winner is awarded the Admiral Sim's Award for Intellectual Courage. Recognition alone is not the reason behind the Athena Project. The real reward is the winner being given full permission and command backing to form a small functional team to put the idea into action during the following quarter. Since the Athena Project has started hosting innovation forums, they have grown from a mere 20 participants from a single ship's company to an event with over 100 participants from multiple commands with onlookers from industry and academia.
The level of initiative and professionalism shown by the presenters was inspiring. Each one had taken time to research an idea they were passionate about and present it, understanding the possibility of failure., the winner of the Admiral Sim's award at this event was an idea presented by LT Nobles and LTJG O'Donnell to pair sailors and scientists in order to foster direct communication between warfighters and the developers of their equipment. This was perfectly aligned with the goals of SSC PAC's Grassroots S&T group. LT Nobles and LTJG O'Donnell will be developing their idea over the next quarter.
The Athena Project and other initiatives such as SPAWAR's Grassroots S&T Group constitute the some of the best junior leaders currently in the Navy. These Sailors and civilians are forming themselves and making connections together now that will serve them as they become the future senior leadership in the Navy. These initiatives are not only important now, but are a key to ensuring the future of the Navy as an adaptable, mobile fighting force.
Tags: CRIC, WEST 2014
DEF[x] Annapolis: New Ideas in an Old Town
By LCDR Benjamin "BJ" Armstrong
In the midst of political battles in Washington, D.C., dramatic cuts to military spending from the sequester and continuing resolutions, and the now infamous government shutdown of 2013, a group of military officers, enlisted, government civilians and men and women from industry gathered in Chicago last fall. The Defense Entrepreneurs Forum was held at the University of Chicago's Booth School of Business to bring together innovators from the junior ranks of the military, senior officers with experience and advice, and experienced entrepreneurs who had come from the ranks to make a difference. Speakers ranged from Silicon Valley gurus, to military officers, and even one history geek. It was an inspiring event, and helped to stoke the embers of innovation that have been a central part of American military success time and again, through the ages.
This spring the opportunity is presenting itself again. This time, it's closer to home for the decision makers in D.C. and the think tank crowd, as well as the U.S. Naval Institute. Not far from where the last Liberty Tree once stood, the gathering place for a previous generation of upstarts and thinkers, DEF[x] Annapolis will be held on 1 March, 2014 on the campus of St. John's College. Bringing together the ideals of intellectual inquiry represented by St. John's unique curriculum, the promise of military service from the U.S. Naval Academy, and a proximity to the movers and shakers in Washington, D.C., the speakers, breakouts, and social events show a lot of promise. Some of the events will be sponsored by organizations like Unleashed Technologies and USNI. The list of TED-style talks slated for this one day event are likely to be just as inspiring and informative as Chicago, including successful military innovators, operators, and again, at least one history geek.
If you're looking to learn a little bit more about innovation in the U.S. military, about successful entrepreneurs, or about operators who have tried something new in the field, this will be the place to be on Saturday, 1 March. Even if you're just looking for an excuse to escape the beltway and see historic Annapolis, it's worth the short drive. Registration is limited and the seats are filling up quickly, so click through to sign up.
"Our objective must not be "safety first" in the sense of adherence to already tested practices and implements, but safety first in being the first to recognize, the first to experiment with, and the first to adopt improvements of distinct military value." – Admiral William S. Sims, 1921.
In an era of defense draw down, technological acceleration, and globalized connections, doing the "same old, same old" is not an acceptable answer. Come join some folks who are interested in trying new things, and looking for creative solutions.
Tags: DEF[x], DEF[x] Annapolis
Sea Control 22 – Behind the Curtain
By LT Matthew Hipple
(Download: Sea Control 22 – Behind the Curtain, the First.)
A. Denis Clift, former Naval Officer, president emeritus of the National Intelligence University, and Vice President for Operations of USNI, joins us to talk about his reflections on his time in the Antarctic, Cold War intelligence, life, and the United States Naval Institute. This is the first of a bi-monthly series that will be investigating his career during the Cold War.
We are available on Itunes, Stitcher Stream Radio, etc… Remeber to subscribe, leave a comment and
Tags: antacric, Cold War, Sea Control, USNI
A History of the Navy in 100 Objects #43: The Momsen Lung
By ENS Chris O'Keefe
Even though submarines entered mainstream use during World War I, they nevertheless were dangerous, and accidents were usually fatal. A series of mishaps on US submarines finally inspired one man to develop the tools that would help sailors escape from a sunken submarine. Charles Momsen was a pioneer in underwater rescue, and developed the rescue device that bears his name.
Tags: A History of the Navy in 100 Objects
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Showing Results: Most Recent
This review is from: Corsair Extreme Series 2.5" 128GB SATA II MLC Internal Solid State Drive (SSD) CMFSSD-128D1
Pros: Very fast, stutter free performance
Cons: Obviously has a problem with high failure rates.
Other Thoughts: I've been using corsair drives exclusively for myself and all of my clients systems needing ssd's. I've purchased extreme, nova, and performance series drives. It's troubling that I have just exceeded a 50% failure rate with the extreme series. Needless to say, I'm now sticking with the performance series. Something must be going on with these. I have experienced the failures with drives ordered at different times and installed in a variety of environments, so there doesn't seem to be any sort of pattern to the failures.READ FULL REVIEW


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Glass bridge in China – level 1
05-07-2016 07:00
People build a bridge in China. The bridge has a glass bottom. It hangs 300 metres above the ground.
People want to test the bridge. They hit the glass with sledgehammers.
An Israeli architect is behind this project. He says that the bridge is the largest glass bridge in the world.
Difficult words: sledgehammer (a large, heavy hammer – a thing that is a piece of metal on a stick).
You can read the original story and watch the video in the Level 3 section.
How to improve your English with News in Levels:


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Houston campus fall 2013 - page 4
Is anyone appying for this fall 2013 at the Houston campus? Anyone a current student at the Houston campus? If so how are you enjoying it? Hows the work load? How are the teachers? Ill be apply to... Read More
Feb 20, '13 by KdreneeYea I know I was excited about that! AND; good luck! Hope to see you then! I am sure you will be fine


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These learning paths provide knowledge and skills for jobs that require expertise in the GlassFish Application Server, Communication Server and Sun GlassFish Message Queue.
For information about Sun Java EE certification requirements (including required courses and exams), go to oracle.com/education/certification.
These courses provide the skills and competencies required to plan, install, customize, and manage large-scale Web applications that integrate with legacy systems.


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Two week bump!I'd like to request a guild banner for a new website my guild has opened. This is a bigger task than a signature obviously so I'm very thankful to anybody who will take this on.
Size: 1040px - 1060px wide 170px high (iterumguild.com Here is the guild website, it will be placed along the top)
Visible text: Iterum fairly large and bold with frostmane written underneath it with the same width. Place this writing where you feel suitable with a suitable font
General colour scheme: I'd like it to be a dark theme following that of throne of thunder, grey background with lightning etc
Specifics: I'd like members of the guild to be depicted across the bottom of the banner together in the challenge mode gold sets.
- female human DK
- female pandaren hunter
- male gnome mage
- female pandaren monk
- female human paladin
- female gnome priest
- female pandaren rogue
- female dwarf shaman
- female worgen warrior
For druid I'd like the night elf moonkin form in its place.
This is a fairly large project so I'm grateful to anybody who chooses to pick this up.
Thanks in advance,


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This list is a comprehensive collection of product announcements provided by companies. You may search for specific product information or browse to stay upated.
A dynamic mechanical analyzer designed for polyolefins reportedly uses advanced software to gather a wider range of rheological data more easily and quickly than previous systems.
The first non-destructive test device to indicate the level of crosslinking in PEX-A (peroxide-cured) HMW-HDPE pipe for hot water and in-floor heating was recently sold by Inoex GmbH in Germany (U.S. office in Lancaster, Pa.). The vision-based devic...
A new multi-channel leak detector reportedly achieves unprecedented test speeds for lower-cost leak testing in high-volume production.
New Windows Vista-compatible software is said to extend the capabilities of viscometers and rheometers.
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An upgraded version of a popular color-management software program for plastics, paints, and inks is said to allow extremely accurate color matches even in difficult cases such as with transparent and translucent plastics.
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A new compact, stand-alone testing instrument is said to determine the intrinsic viscosity (IV) of PET resins while avoiding both the costs and the environmental hazards of handling and disposing of toxic solvents.


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The Ohio Theatre and Event Center, located at 3114 Lagrange, and Welcome Toledo-Lucas County will be hosting the 2nd Annual Toledo International Film Festival (TIFF). Each Saturday from January 23, 2016 to February 6, 2016, we will show specially selected films to showcase and celebrate cultures from around the world. Light refreshments will be provided by local ethnic and immigrant-owned restaurants and the concession stand will be open with beer and wine available. Please join us for films from around the globe highlighting cultural diversity.
January 23: 4:30 pm – Timbuktu (Mauritania) and 7:00 pm – Dancing in Jaffa (Israel-Palestine)
January 30: 4:30 pm – Instructions Not Included (Mexico) and 7:00 pm – Gabrielle (Quebec-Canada)
February 6: 4:30 pm – I Wish (Japan) and 7:00 pm – White God (Hungary)
Individual tickets are $8 when purchased in advance or $10 at the door. Patrons can purchase a pass for all six movies for $35. Tickets can be purchased online at www.ohiotheatretoledo.org, at the door, or in person by coming to United North at 3106 Lagrange 43608 from 8:30 to 5pm. The screening schedule is as follows:
The Toledo International Film Festival is presented by The Ohio Theatre and United North and co-sponsored by PNC Bank, Buckeye CableSystem, and Welcome Toledo-Lucas County.
For more information on each film, please see the Ohio Theatre website at www.ohiotheatretoledo.org.
Saturday January 30, 2016Category:
Fairs & Festivals, Performing Arts & Culture, Community Events, Kids & FamilyHours:
4:30pm - 9:30pmLocation:
The Ohio Theatre and Event Center
3114 Lagrange
Toledo, OH 43608
Get Driving Directions
(419) 255-8406Website:


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Baymont Inn & Suites Huntsville Airport/Madison
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Huntsville, Alabama
... the fresh air with gratitude.
And then into Alabama, as far south as we are travelling. Right on cue, 'them ol' cotton fields' appeared as soon as we crossed into the state. Our evening meal was served by a woman with a softly spoken, flat southern drawl which was a little hard to follow, but she came good with a salad which David commented would feed a family of four. To my surprise, I demolished more than half of it. HALLELUJAH, ...
Arriving in Athens
... to stay a couple of days in Franklin Ten-oh see, but couldn't find a campground in that town. So I zipped right on thru. My wife Mary and I stayed there back in 87 and I wanted to see how much it changed. A lot I bet. Maybe on another trip. Son of a gun, as soon as I got out of Nashville don't ya know it started to rain. Oh well the windshield wipers work just fine and the rig is watertight.
Outta Huntsville
... trustfully, follow instructions from the visitor centre. Well, we ended up Lord alone knows where, crisscrossing back and forth, one minute on the route, next minute way off track. We spent most of our time trying to find the darn road that we were supposed to be on and quite frankly, discovered after much ado, we had pretty much ridden in a circle around Huntsville. At one stage we thought, we may as well check back into the hotel and do the motorcycle museum the following ...
Wing Ding - it's over
Today we decided to watch The Amazing Team Challenge which is when riders try their skills on a course that is set up. Well 'watching' turned out to be PARTICIPATING. Our friends and some others managed to persuade me to ride and glad I did too. What a blast. Traffic cones defined a set course that you had to ride without hitting ...
Wing Ding - big day today
Very exciting events on today - firstly the Grand Parade after which we get to watch our new friends, the Central Mississippi drill team perform at the Drill team event. But first things first, the Grand Parade.
This was staged very early and thank goodness, it so terribly hot and humid in Alabama. The humidity is quite oppressive. Anyway, the officials staged the parade with all the flags up front followed by the bikes and trikes without ...


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« Live Blogging from McDonald's | Main | Attack On Pensions »
February 1, 2006
Why Are We In Iraq?
-- by Dave Johnson
Think of some idiot (Bush) setting off a bomb outside a building full of people, the bomb damages the building but not quite bad enough that it collapses, and then you have to stand there holding up a wall. If you let go the wall collapses, kills all the people in the building, and kills you. But while you are standing there the people are fighting instead of doing what they need to do to shore up the building themselves. You're getting tired of standing there holding up the wall. But, like I said, if you let go the building collapses on the people and kills you, too. THAT is what Bush has brought us.
Nobody knows why we are in Iraq. Or, putting it a different way, everybody knows -- a different reason. Every smallest demographic was fed a reason they might buy into. Recent MyDD polling shows what I mean:
...we asked people why they support or oppose the war. We did so with our open-ended question 13: "Why is that?"The larget single reason was "Remove Saddam from power", and 7.4% said THAT was the reason we are in Iraq. Saddam gone is working out great - FOR IRAN, not us.)...Support Sufficient information regarding weapons: 6.2 Remove dictator Saddam Hussein / free Ir: 7.4 Support family / people in armed forces: .9 We are in danger / we have to protect ou: 5.1 Support our President, G. W. Bush / elec: 3.5 We were attacked first at the World Trad: 3.6 Better there than in the USA: 3.5 Inevitable / someone had to do something: 3.3 Should have dealt with Saddam Hussein du: .3 We must fight terrorism: 5.8 It is the right thing to do: 3.0 Support - other: 2.2 Support - don't know / refused: 1.1
So we seem to be in Iraq for twelve different reasons - which means THERE IS NO REASON WE ARE THERE. Except that we ARE there, and if we leave now a civil war will kill hundreds of thousands and possibly start a regional and potentially global conflict. We are there because Bush screwed up so bad that we are in a mess we can't really leave. Great.
Cindy Sheehan, after being arrested last night for the crime of opposing Bush: What Really Happened,
I told him that my son died there. That's when the enormity of my loss hit me. I have lost my son. I have lost my First Amendment rights. I have lost the country that I love. Where did America go? I started crying in pain.
What did Casey die for? What did the 2244 other brave young Americans die for? What are tens of thousands of them over there in harm's way for still? For this? I can't even wear a shrit that has the number of troops on it that George Bush and his arrogant and ignorant policies are responsible for killing.
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So what's the Bush plan for getting out of Iraq? Anyone hear anything about that last night? Oh. I didn't think so.
What happened to Cindy Sheehan last night is utterly outrageous. But what isn't utterly outrageous about what the Bush administration actually does? I'm literally sick to my stomach today because I'm so upset about all of yesterday.
Posted by: MJ at February 1, 2006 3:33 PM
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Lego IJ Is Awesome
Take the Lego Star Wars treatment to the pre-raped Indiana Jones movie trilogy and what do you have?
Gold. Duh.
I am well-known to love me some Star Wars games, having adored BOTH Star Wars games on the 360 to date. Lego Indiana continues the series with a game that is easy enough for young kids to complete, but with the usual insane amount of depth for the more hardcore of players. You have the usual categories of characters --- some can jump high and scream, some are small, some have weapons, et al. This is a brilliant game design that has proven to be remarkable durable as I figured I'd be a little sick of it by now, but I'm totally not.
The audio is, well, Lego. Lots of bricks hitting the floor. The usual avoidance of sub-par dialogue.
Visually, it's actually an improvement. The occasional perspective shots (don't know why, but when you have the out-of-focus distance shot, it just looks really cool to me) are really well done and everything looks smoothe. Admittedly, the visual requirements for a Lego title are a little less demanding than most games on the market, but they did nothing to fall down on the job here.
This is a great game for families and gamers alike. I am wondering if the Lego series will eventually hit the Crash level of tedium, but I'm starting to doubt it will, honestly.


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The original cornplaint was defective, because did not apprise the defendants the nature the claims against them, and the extent thereof. A statement the injuries, with a generai averment the sum as the damages, would only authorize the recovery such damages as would naturally and ordinarily follow from such injuries. The cornplaint was amended make it more specifie, especially as set forth affordable writing services causes special damages the generai rule being that special damages, which are the natural, but not necessary, resuit the injury complained must specifically alleged. Such injuries not necessarily resuit from the defendants wrongful act, but flow from as a natural and proximate consequence hence they must specially alleged, in order that the defendant may have notice thereof, and prepared meet the same upon the trial. If from any pecullarity in the clrcumstances or situation the injured party other loss accrued him thereby, such peculiarity must alleged and proven justify the recovery such damages. There was no demurrer the amended cornplaint, upon which the action was tried. Its sufficiency not questioned.
The only legal objection made the essay introduction help defendants the sufficiency the evidence to.
Was the plaintiff in possession the lot and tent at the time the defendants, with a multitude people present, forcibly removed the tent and bumed it? It claimed that plaintiff's own evidence shows that had abandoned his possession, first, because his written agreement renouncing ail claim or right thereto, and promising to vacate said ground in ten days and, second, because left the premises January, and never slept in the tent thereafter, the removal his tent occurring January The fact that plaintiff had agreed leave and surrender his good site to buy essays rights within days, and did not although had started remove his goods and chattels, and had slept in a dug-out for two nights, did not deprive him of the possession the premises.
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The testimony shows that some of his effects were still in the tent, and was his way there, and dissertation online help was present when the removal occurred.
There cannot any abandonment the property while the party in possession any part, and authorities there cited.
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the question as what constitutes force.
And that continuous need help titling my paper presence not required.
Upon the merits but little need said. Conceding that the defendants, who claimed acting for the real owners the lot, under ail the circumstances this case, might have had the right to enter upon the premises and peaceably remove the plaintifif therefrom, yet neither they nor the other defendants had any right remove him force, or destroy his property. The law was clear, and the courts were open for the protection the owners the property, which is the best essay writing service as defendants contend, the plaintiff had no legal right thereto. The committee consisting defendants and others had no right take the law into their own hands. It may that some the acts and conduct the plaintiff, his situation and surroundings, as well as other circumstances in the case, may have caused the belief the part of the defendants that was not acting in good faith in asserting owner-ship the lot and tent, and that his promises could not relied upon, and induced them hasten the proceedings in a summary way, without any actual intent their part proceed in a wanton or malicious manner. These best college essay writing service matters may considered in mitigation some of the damages. But ail the acts the defendants were without authority law, and were a character which cannot sanctioned in a court justice, however meritorious their motives or intent may have been. In whatever way or manner the cause action may be treated, there could no justification or excuse for the conduct defendants. The burning the tent and contents itself shows the resuit that often liable happen when self-constituted committees assume the right enforce the law in their own manner.


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On this week's FridayFix Scott and I recount our recent trip to Los Angeles to make the rounds with all the media-making folks we know, love or would love to work with soon. We've been at this while, and I think we're still learning with every trip.
Scott talks about the great and useful site that Javier Grillo-Marxuach runs. Be sure to check it out if you're an aspiring screenwriter!
Don't see a "play" button above? Click here to download.
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Trade using surface transportation between the United States and its North American Free Trade Agreement partners Canada and Mexico was 25.3 percent higher in August 2010 than in August 2009, reaching
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