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Strategic Plan 2011-2014
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Table of Contents
- Message from the Chair and CEO
- Overview
- Who we are
- Our Vision and Mission
- Our Values
- Operating Environment
- Evolution of industry and policy
- Regulatory renewal
- Technological change
- Public service environment
- Building on three years of success
- Acting on client feedback
- Acting on employee feedback
- Setting a new direction
- Moving forward
- Strategic Priorities
- Client Service
- Regulatory Regime Renewal
- People
- Implementation Steps
- Measuring Our Performance
Message from the Chair and CEO
Guided by its 2008-2011 Strategic Plan, the Canadian Transportation Agency has worked hard to continue to strengthen its reputation as a trusted and respected tribunal and economic regulator.
I am proud to say that the Agency has made great strides in becoming a more efficient, forward-looking and client-focused organization. Our achievements over the last three years demonstrate the value of having a sound, clear and results-oriented strategic plan that is effectively implemented by a team of skilled and dedicated staff.
The Canadian and global transportation sector, the needs and expectations of transportation users and service providers, as well as our operating environment, continue to evolve and change – and the Agency needs to be able to respond to these changes.
Our 2011-2014 Strategic Plan builds on the investments we have made in building a solid foundation – a foundation which supports the effective delivery of our mandate through high quality service. This Plan will ensure that the Agency is well prepared to anticipate and deal with future challenges, more demanding expectations of clients and stakeholders, and to continue to perform at a high level.
While it is ambitious in scope, our new Strategic Plan will ensure that we make the most effective use of the resources available to the Agency. It takes into account key emerging issues and prepares the Agency to respond to them. It is informed by the feedback on our performance – and the insights gained – from our clients and stakeholders through our Client Satisfaction Surveys and extensive outreach efforts. And it is supported by a comprehensive set of performance measures and stretch targets covering the full range of services we provide.
Going forward, we will focus on three key priorities:
- Client services. We will invest in our relationships with our clients and stakeholders while continuing to build more effective, responsive and efficient dispute resolution processes;
- Regulatory regime renewal. We will modernize our suite of essential regulations and ensure that its administration is effective, streamlined and user-friendly; and
- People. We will act to maintain a sustainable, expert workforce and a supportive workplace, with the understanding that engaged, knowledgeable and competent employees are critical to our ability to provide quality services.
Each of these priorities is supported by detailed action plans that set out specific deliverables and timeframes. The Agency will continue to report on its progress in delivering on these priorities and on our performance against targets through our Annual Report, reports to federal central agencies, and our Web site.
By charting a clear course for the next three years, we will ensure that our collective efforts, as well as our financial and human resources, are effectively and fully focussed on realizing the goals we have set out to achieve in our Strategic Plan.
Geoff Hare
Chair and Chief Executive Officer
Who we are
The Canadian Transportation Agency is an independent, quasi-judicial tribunal and economic regulator. It makes decisions and determinations on a wide range of matters involving air, rail and marine modes of transportation under the authority of Parliament, as set out in the Canada Transportation Act and other legislation.
Our mandate includes:
- Economic regulation, to provide approvals, issue licences, permits and certificates of fitness, and make decisions on a wide range of matters involving federal air, rail and marine transportation.
- Dispute resolution, to resolve complaints about federal transportation services, rates, fees and charges.
- Accessibility, to ensure Canada's national transportation system is accessible to all persons, particularly those with disabilities.
Most of our activities and workload are generated by demand from users and operators of the national transportation system. Providing effective, responsive services to users and operators is fundamental to Canada's economic and social prosperity – as well as to the efficient movement of goods and the connection of people across this vast country.
The Agency works collaboratively with many partners in order to help sustain a transportation system that works for all Canadians.
To carry out its mandate, five full-time Members are appointed by the Governor in Council. The Members are the quasi-judicial decision-makers within the Agency, and are responsible for rendering decisions and orders related to complaints or applications, as well as addressing other issues affecting Canada's national transportation system.
The Agency also relies on a skilled, multi-disciplinary team to realize its vision of an ever more efficient and accessible national transportation system.
These roles are underpinned by a wide range of internal functions – including legal services, secretariat, communications, finance, human resources and information technology – that support the needs of programs and other corporate responsibilities of the Agency.
In delivering services to clients and stakeholders, the Agency's Members and staff uphold the highest standards of efficiency, transparency, impartiality and fairness to all parties.
For more about how the Agency works, go to www.otc-cta.gc.ca/eng/mission-mandate.
Our Vision and Mission
Our Vision is a competitive and accessible national transportation system that fulfills the needs of Canadians and the Canadian economy.
Our Mission is to be a respected and trusted tribunal and economic regulator through efficient dispute resolution and essential economic regulation.
Our Values
- Integrity
- We act with honesty, fairness and transparency.
- People
- We treat people with fairness, courtesy and respect, and foster a cooperative, rewarding working environment.
- Quality Service
- We provide the highest quality services through expertise, professionalism and responsiveness.
- Communication
- We promote constructive and timely exchange of views and information.
- Innovation
- We commit to creative thinking as the driving force to achieve continuous improvement.
- Accountability
- We take full responsibility for our obligations and commitments.
Operating Environment
The environment within which the Agency now operates has changed substantially since its last strategic planning exercise was conducted in 2008.
There are several issues – both emerging and existing ones that have become more critical – that our organization must respond to in its planning horizon.
The Agency must operate within what is an increasingly complex and fast-paced environment. It must also demonstrate flexibility in the face of emerging and existing issues that will require its focussed attention and action over the course of its 2011-2014 Strategic Plan.
Evolution of industry and policy
The Canadian transportation industry and policy environment have evolved significantly. For instance:
- An historic and comprehensive air transport agreement was signed with the European Union and its 27 member states, including several countries with which Canada did not previously have bilateral air agreements;
- A number of air charter operators and airlines ceased operations, citing the difficult economic context. Similarly, passenger traffic was down substantially in 2008 and 2009, before beginning to return to pre-recession levels in 2010;
- Growing sensitivity to the needs of travellers with disabilities has resulted in some airlines, ferry operators and passenger transportation terminals making significant progress in offering safer, more convenient travel by enhancing pre-travel communications or onboard and terminal accessibility; and
- A number of recommendations were proposed to improve the efficiency of the rail freight system to support Canada's economic activity. The Agency is well positioned to support these industry recommendations by broadening the spectrum of dispute resolution methods it offers to shippers, railways and other parties, such as alternative and commercial dispute resolution mechanisms.
Regulatory renewal
Another key factor is the evolution of how regulations are administered. Transportation policy, stakeholder expectations for ever-greater transparency and consistency, overall government direction for streamlining the regulatory framework and our experience over the years in administering regulatory responsibilities all point to a need to review and renew the regulatory regime administered by the Agency.
It is with these factors in mind that we strive to better fulfill our mandate by:
- Developing new service delivery mechanisms to serve our clients and stakeholders more effectively;
- Streamlining regulatory requirements; and
- Communicating Agency expectations more effectively.
Technological change
Although Canadians and government alike face the challenge of keeping up with the rapid pace of technological change, such advances can also present new opportunities. Over the past several years, organizations have used new technologies to improve their interaction with their clients and stakeholders. Our own clients and stakeholders also expect that we too will leverage technology to enhance our service delivery and our communications outreach.
Public service environment
In addition, the entire public service of Canada is faced with the challenge of simultaneously enhancing services to Canadians and responding to demographic shifts within a context of fiscal restraint. In his 2010-2011 Public Service Renewal Action Plan, the Clerk of the Privy Council states that, "The current context of fiscal restraint makes renewal even more critical for the Public Service. Better planning, targeted recruitment, employee development, and continual improvements to our workplace are all required for us to become more efficient while strengthening our capacity to respond to the challenges facing Canada both domestically and globally. We must remain dynamic and relevant in our complex and unpredictable world."
The Clerk of the Privy Council's Plan also exhorts public service organizations to implement modern work environments where:
- New technologies are embraced;
- There is a focus on innovation;
- Rules and policies are streamlined; and
- Risk is rigorously managed.
Over the next three years, the Agency will need to respond to these challenges and expectations in a context of growing fiscal restraint. This will require an increased focus on managing within limited resources and making strategic choices about where and how we will use these resources.
Building on three years of success
The Agency has largely achieved the objectives identified in its 2008-2011 Strategic Plan, and is well positioned to build upon these accomplishments.
Key to these successes was the adoption of a new organizational structure that recognized the Agency's two distinct business lines: administering economic regulation and addressing complaints through dispute resolution. This new structure has permitted us to realize many benefits in terms of better workload management and collaboration throughout the Agency.
Among its major corporate achievements in the key area of dispute resolution, the Agency:
- Successfully eliminated a significant backlog of cases to be adjudicated;
- Introduced revised case management policies to better manage and track the process of case files, thereby increasing work efficiency and promoting best practices; and
- Expanded the Agency's role in alternative dispute resolution mechanisms, including facilitation and mediation.
Where key regulatory initiatives are concerned, in addition to significantly streamlining its regulatory approval procedures, the Agency:
- Made an important adjustment to the Western Grain Revenue Cap calculation to better reflect changes to industry costs;
- Worked closely with Transport Canada and the Department of Foreign Affairs and International Trade towards a resolution of a Canada-U.S. dispute involving professional sports team air charters;
- Engaged in consultations on updating and renewing its regulations, such as the Air Transportation Regulations, the railway cost of capital methodology, interswitching rates and limited distribution tariffs; and
- Initiated the modernization of its regulatory regime.
Over the past three years, the Agency has also worked hard to strengthen its relationships with clients, stakeholders and partners. For example, in addition to implementing a number of new mechanisms to improve external communications and dialogue, the Agency:
- Implemented a client-centred service delivery model to better respond to inquiries from clients, stakeholders and the general public;
- Produced a number of publications to assist Canadians in resolving disputes – such as Rail Noise and Vibration Complaints: Working together towards solutions – and to help Canadians travel with ease – such as Take Charge of your Travel, a guide for persons with disabilities;
- Redesigned its corporate Web site to include enriched information and improved access to Agency services.
Finally, we continued to implement knowledge transfer projects, recruitment initiatives and training and developmental opportunities for staff. We also launched a new intranet to provide more useful, current information and essential work tools to employees.
Clients: Transportation users and industry service providers that are parties to a dispute (e.g. air travellers and Canadian and foreign air carriers; rail shippers and railway companies, marine shippers and Canadian ship owners, operators and pilotage authorities; urban passenger service providers; persons with disabilities)
Stakeholders: Air, rail and marine industry parties that are regulated by the Agency or whose interests are directly affected by the regulations administered by the Agency (e.g. domestic and foreign air carriers, federal railways, marine shippers and Canadian ship owners and operators)
Partners: Other departments or agencies involved in the national transportation system (e.g. Transport Canada, Canada Border Services Agency, Canadian Environmental Assessment Agency, Canadian Air Transport Security Authority, provincial governments, industry associations)
Acting on client feedback
To gauge the Agency's success as a client-centred organization, the Agency developed and implemented a comprehensive, multi-year client satisfaction survey program, which generated significant feedback from transportation service providers and users. This ongoing collection of feedback on our services, relationships and performance is part of our process for continuous improvement, and has proved invaluable in shaping the Agency's priorities for 2011-2014.
Feedback has enabled the Agency to develop a better understanding of the responsiveness and quality of its services and processes, identify areas and priorities for improvement, and chart progress in making them clearer, simpler and more effective.
"Good, smart people who do their best to balance private and public interests."
- Industry client -
Agency staff and services
Overall, key stakeholders are positive about Agency staff and processes. The Agency is described as an institution that demonstrates an "open willingness to address issues and find resolution." Agency personnel received an extremely positive assessment from those they interact with on a day-to-day basis, and are widely perceived as approachable, helpful and flexible.
Clients are also positive about all service attributes, from ease of access to the courteousness of Agency staff. In fact, regardless of the nature of their transactions, two in three clients are satisfied with the overall quality of service provided by the Agency.
Alternative dispute resolution
Clients enthusiastically embrace the Agency's alternative dispute resolution processes and encourage us to promote the use of informal, alternative approaches to dispute resolution such as mediation and facilitation.
Corporate memory and knowledge transfer
A perceived loss of institutional memory due to retirements and staff turnover is a concern for our clients and stakeholders, who pinpoint it as an issue the Agency should endeavour to address proactively.
Clients and stakeholders support the Agency's efforts to lessen the impact of this demographic challenge.
Communication and dialogue
Industry and associations alike are generally satisfied with their level of dialogue with the Agency. However, they also indicated that more opportunities for dialogue, both formal and informal, could be beneficial.
While clients and stakeholders acknowledged Web site improvements, they expect further enhancements in terms of the organization, comprehensiveness and clarity of information provided.
Agency processes
Clients and stakeholders have indicated that more information is required to support a better understanding of Agency's processes.
They also want simpler and faster processes for issuance of decisions, including Web-based applications. As well, our clients are looking for alternative communication mechanisms, particularly for persons with disabilities.
Regulations and administration
For the most part, stakeholders see the Agency as an effective and efficient industry regulator; however, improvements could be made in updating regulations and improving the timeliness of regulated processes.
Major regulatory updates are already underway, including for the Air Transportation Regulations, Rail Interswitching Regulations, and Cost of Capital Methodology for railways.
The Agency has identified the modernization of its regulatory regime as a priority to maximize efficiency and effectiveness, taking into account modern service delivery channels.
For more on the results of the Agency's client satisfaction survey, go to www.cta.gc.ca/eng/surveys.
Acting on employee feedback
The Agency has also made significant progress in addressing a number of work environment and human resources issues and needs. In addition to carefully reviewing the results of the 2008 Public Service Employment Survey, we have actively sought input from Agency employees. They have highlighted to us a number of areas for improvement.
In this new Strategic Plan, the Agency is responding to suggestions from staff on measures to sustain a respectful working environment, increase communications and dialogue, better orient new employees, improve conflict resolution, and enhance career development.
Resources have been assigned and key initiatives are now underway. Although results are already being achieved, the Agency will continue to pursue a course of sustained, co-ordinated and energetic action as part of its commitment to making the Agency an employer of choice.
Setting a new direction
With its first multi-year Strategic Plan now at a close, the Agency will leverage the results achieved to help guide the organization's work in the coming three years.
Our 2011-2014 Strategic Plan has also been informed by what our clients, stakeholders and employees have told us we need to focus on to guide the organization's work over this period. The consultative processes we used to get input and advice were instrumental in developing our strategic priorities and supporting action plan.
The Agency's work over the next three years will allow it to keep pace with changes in the transportation sector, the evolution of transportation policy and the impact of developments in the global and Canadian economies.
As the economy recovers and grows, we anticipate increased demand from transportation system users and providers for both our regulatory and our formal and alternative dispute resolution services.
It is against this backdrop that the 2011-2014 Strategic Plan has been developed, and that the Agency identified the key issues that will require focussed attention during 2011-2014. Among these, the principal ones include:
- Providing high quality dispute resolution services that are fair, responsive, timely and meet the needs of clients;
- Further modernizing the Agency's regulatory regime and its administration, including non-regulatory instruments such as guidelines and codes of practice;
- Ensuring that the Agency strengthens recruitment, retention and knowledge transfer strategies to maintain and develop qualified and competent staff; and
- Adapting to the federal government's fiscal environment.
Moving forward
The following pages set out our new strategic priorities, actions and desired results, which together will support the Agency's vision and ensure that our activities:
- Reflect our values;
- Align with government policies and priorities;
- Respond to the changing needs and expectations of our clients and stakeholders; and
- Affirm the Agency's mission as a respected and trusted tribunal and economic regulator.
Strategic Priorities
The Agency will pursue three strategic priorities over the next three years.
- A key to the Agency's successful future is high quality client service.
By improving and modernizing our services, the Agency will better meet the needs of our clients. As well, by being aware of our constantly changing environment, we will be able to anticipate changes and proactively respond to our clients' changing requirements.
- The Agency's ability to fulfill its vision is dependent on an effective and efficient regulatory regime that is responsive to the Canadian transportation industry while serving the interests of Canadians.
We are committed to reviewing and renewing the regulatory regime and how it is administered in order to be responsive to the ever-changing reality of the Canadian transportation system and remain aligned with government priorities.
- Ultimately, the Agency's ability to remain an effective tribunal and economic regulator rests on the knowledge, skills and dedication of its people.
In an environment where there are significant demographic challenges, we will continue to sustain and build the Agency's knowledge base through effective recruitment and development. We are committed to continuing to invest in our most important asset: our people.
Overview of Strategic Priorities and Outcomes
Client Service
Our dispute resolution services are high quality and our clients are well informed and served in a responsive and timely manner.
Regulatory Regime Renewal
Our regulatory and non-regulatory approaches and their administration are up-to-date, well understood and delivered effectively and efficiently.
Our employees are engaged, knowledgeable, respected and provide excellent service.
Client Service
The Agency has worked hard to develop and live up to its reputation as a service-oriented organization that continuously strives to be better. This commitment to quality service is not only reflected in our vision, mission and values, but also in our day-to-day interactions with our clients.
That being said, although overwhelmingly positive about the Agency's work, some of the feedback we have heard indicates we need to place a greater focus on improving the timeliness of our processes and services.
As a quasi-judicial tribunal tasked with rendering decisions on disputes between transportation service providers and their users, the Agency continues to implement service improvements to ensure decisions are timely, fair and transparent.
With the entrenchment of its mediation services in the Canada Transportation Act, the Agency created an Alternative Dispute Resolution (ADR) Services unit and developed guidelines to streamline its approach to dispute resolution into two separate processes: informal and formal.
The Agency will further its efforts to actively offer, promote and expand the use of ADR as a cost-effective and timely option for identifying issues and resolving disputes informally, reducing the need for formal adjudicative procedures.
In addition, we clearly recognize that maintaining and improving open communication is essential to ensuring that our clients are well informed of decisions and understand the diverse dispute resolution processes available to them.
The Agency is also committed to further measuring client satisfaction as a means to assess the effectiveness of its services and ensuring it is continuously improving to meet the needs of transportation users and providers.
Strategic Outcome
The Agency's dispute resolution services are high quality and clients are well informed and served in a fair, responsive and timely manner.
Objective 1: Quality Service
Our dispute resolution services are high quality.
Desired Result: Dispute resolution is timely and efficient, and provides effective options to clients.
Strategic Action 1: Improve case management practices and procedures.
Key Results
- Case management tools that enhance clarity and case management efficiencies.
- Streamlined processes and procedures to improve consistency and timeliness of informal and formal dispute resolution methods.
- Streamlined processing of formal cases through triaging and delegation of administrative issues to staff.
- Increased facilitation of railway noise and vibration and other cases.
- Suite of procedures, checklists, techniques and templates to enhance case management efficiencies.
- Enhanced processes for handling oral hearings, mediating complaints and arbitrating disputes.
Strategic Action 2: Introduce new and expanded client-oriented resources to facilitate access to and understanding of the Agency dispute resolution services.
Key Results
- A suite of dispute resolution guidelines, forms and processes to facilitate clients' access to and understanding of the Agency dispute resolution services.
- Enhanced access to the Agency dispute resolution services and information resources for persons with disabilities.
- Modernized and streamlined rules of procedure to facilitate timely and efficient resolution of disputes.
- Expanded client-oriented information resources that meet the evolving needs of transportation users and providers.
- Complaint guidelines and resource tools developed for:
- air travel;
- mediation and arbitration; and
- level of service and railway crossings.
- Revised Agency rules of procedure for disputes, including procedures designed for unrepresented parties.
- Enhanced online access to Agency dispute resolution services and related information resources on the Web site.
- Updated information such as the publication Fly Smart and topic-specific tools for passengers travelling by air (e.g. baggage, flight disruptions).
- Release of Agency methodology for assessing railway noise.
Strategic Action 3: Expand the use of Alternative Dispute Resolution and actively promote it.
Key Results
- New Agency Arbitration process to expand ADR options.
- A suite of ADR guidelines and other tools to improve clients' understanding of the Agency ADR program.
- ADR strategy and outreach plan to inform the clients.
- Development and implementation of arbitration manual, procedures and standards.
- New guidelines and code of practice for alternative dispute resolution.
Objective 2: Relationship Building
Our clients are well informed. We understand and are responsive to their needs.
Desired Result: Constructive and positive relations with our clients.
Strategic Action 1: Engage in proactive dialogue with clients to better understand their needs.
Key Results
- Regular consultations with advisory committees and industry associations.
- Active client outreach program to promote better understanding of the Canada Transportation Act and Agency processes.
- Ongoing two-way communication with clients to better understand their needs.
- Meetings and consultations with carriers, shippers, and industry associations on air travel, rail and marine issues through various mechanisms.
- Face-to-face and on-line consultation with the Agency's Accessibility Advisory Committee.
- Quarterly roundtables with the Agency's Technical Advisory Committee for Rail Noise and Vibration.
Strategic Action 2: Measure client satisfaction and program performance to identify opportunities for improvement and respond to clients' needs.
Key Results
- Comprehensive Client Satisfaction Survey program that measures client satisfaction with Agency dispute resolution services and identifies opportunities for improvement.
- Multi-modal consultative process on the accessibility of the federal transportation network.
- Integrate client feedback on Agency services, products, and responsiveness into performance assessment for continuous improvement.
- Set service performance standards, monitor progress and report to the clients.
- Action plans developed based on feedback from client survey results and consultations.
- Updated Performance Measurement Framework for dispute resolution services.
Regulatory Regime Renewal
The Agency is responsible for developing and administering regulatory and non-regulatory approaches to a wide range of matters involving federally-regulated air, rail and marine modes of transportation.
The national transportation policy permits the market to largely self-regulate. However, it also acknowledges that regulation may be required to meet public objectives or in cases where parties are not served by effective competition.
Feedback from our stakeholders indicates that they are looking to the Agency to update its regulations to reflect changing environments and stakeholder needs. A modernized regulatory regime – comprising essential regulation, guidelines, codes of practice and their administration – will more effectively align with the current transportation and government policy framework. It will also ultimately improve the transparency of the Agency's decision-making process, reduce the need for unnecessary applications, facilitate the processing of applications, and strengthen compliance.
The Agency also recognizes that there are as yet untapped opportunities to make effective use of information technologies to serve stakeholders in a more timely and efficient manner. Offering web-based services and streamlining business processes will position the Agency to better respond to stakeholder needs.
These efforts to renew the Agency's regulatory regime will require ongoing dialogue with our stakeholders, both formal and informal. Increased outreach efforts will contribute to:
- Effectively resolving issues;
- Enhancing understanding of and compliance with regulatory requirements; and
- Improving Agency awareness of stakeholder views, concerns and emerging issues.
Strategic Outcome
The Agency's regulatory and non-regulatory approaches and their administration are up-to-date, well understood and delivered effectively and efficiently.
Objective 1: Essential Regulatory Regime
The Agency's regulatory regime is modernized.
Desired Result: An efficient and transparent regulatory regime of essential regulation and non-regulatory approaches.
Strategic Action 1: Systematically review and update the Agency's regulations.
Key Results
- Modernized Air Transportation Regulations.
- Updated regulations pertaining to persons with disabilities.
- Rail and air regulations of the Agency are reviewed and amended to respond to government direction and the Cabinet Directive on Streamlining Regulations.
- Amendments to Parts I-VII of Air Transportation Regulations implemented.
- Amendments to Personnel Training Regulations implemented.
- Railway Costing Regulations reviewed.
Strategic Action 2: Develop and update non-regulatory approaches to achieving desired outcomes.
Key Results
- Interpretation notes providing stakeholders with better understanding of specific issues or topics.
- Guidelines providing stakeholders with the Agency's procedural and substantive approach for specific regulatory areas.
- Updated codes of practice for accessible transportation.
- Interpretation notes on various issues published, such as:
- What is a publicly available air service;
- Who is operating an air service;
- Availability of terms and conditions at business offices of air carriers; and
- The Revenue Cap Program.
- Agency Guidelines updated or developed on matters such as:
- Net salvage value determinations of railway lines;
- Extra-bilateral authorities for air carriers;
- Small air terminals in order to address needs of persons with disabilities;
- Public passenger service providers; and
- Wet leases and code sharing for air carriers.
- Updated codes of practices for aircraft, ferry and rail passenger car accessibility.
Objective 2: Effective Administration
Our administration of regulatory responsibilities is streamlined.
Desired result: The administration of the regulatory regime is effective, efficient, transparent and responsive.
Strategic Action 1: Streamline the Agency's regulatory administrative processes.
Key Results
- New e-service channels which improve services to Agency clients and serve as a catalyst to streamline Agency processes.
- Streamlined internal regulatory administrative processes.
- Application guidelines, forms and other resource tools to clearly communicate the Agency's administrative processes and essential information needs.
- Implementation of e-service channels for online delivery of regulatory services.
- Review and streamlining of regulatory applications, licensing and permitting processes.
- Updated railway cost of capital methodology developed.
- Guides on several issues updated, such as:
- Schedule A railway crossings;
- Road crossings for railways;
- Air charters;
- Domestic licences for air transportation;
- How to file a tariff; and
- Air services financial requirements.
Strategic Action 2: Enhance regulatory compliance through voluntary and non-voluntary means.
Key Results
- Enhanced air passenger and air carrier understanding of their rights and responsibilities.
- A risk-management approach for monitoring compliance.
- Work toward expanding the scope of the Designated Provisions Regulations to enable the use of Administrative Monetary Penalties for specific railway matters.
- Launch and promotion of a Sample Tariff for scheduled service air carriers.
- Terms and conditions of carriage of air carriers selling air services are available on their websites.
- Air carriers operating as part of the National Airports System have prominent signs indicating that their terms and conditions of carriage is available at their business office.
- Air carriers reflect the Montreal Convention in their Canadian tariff.
- Passenger carrier and terminal accessibility compliance reports on voluntary codes of practice and regulations.
Strategic Action 3: Measure and monitor stakeholder satisfaction and program performance to identify opportunities for improvement.
Key Results
- Continuous two-way communication with stakeholders through consultations, outreach and engagement.
- Integrate stakeholder feedback on Agency services, products, and responsiveness into performance assessment for continuous improvement.
- Stakeholder feedback obtained through meetings and participation in industry events taken into consideration in the modernization and ongoing administration of the regulatory regime.
- Service performance standards monitored and reports, including course correction plans, prepared and disseminated.
- Stakeholder satisfaction with regulatory programs measured and analyzed.
The Agency relies on the knowledge and skills of its employees to provide support to the adjudicative decision-making process and to maintain an effective and responsive regulatory framework.
Experienced, professional and talented people are key components of the Agency's commitment to further enhance its responsiveness to client and stakeholder needs and its reputation as a respected, trusted tribunal and economic regulator.
Like other federal government institutions, the Agency faces a demographic challenge posed by the retirement and turnover of its staff. Targeted recruitment initiatives, staff development and knowledge transfer are vital to ensure stakeholders and clients remain confident that Agency staff have the expertise and institutional memory to effectively deliver on their mandate.
With this in mind, we will continue to enhance our human resource management framework to support employees throughout their career at the Agency and in their broader career aspirations.
The Agency has also accepted recommendations from an internal employee-led working group established to provide advice to senior management on workplace improvements. Actions will be taken to implement recommendations regarding trust, communications and dialogue, conflict resolution, new employee orientation, training and career development.
This will help make the Agency an even better place to work, while maintaining and ultimately enhancing employee expertise in support of effective client service and regulatory renewal.
Strategic Outcome
The Agency's employees are engaged, knowledgeable, respected and provide excellent client service.
Objective 1: Sustainable Workforce
Our workforce is sustainable.
Desired Result: The Agency has the workforce to fulfill its mandate.
Strategic Action 1: Recruit and retain people with the skills and competencies required by the Agency.
Key Results
- Integrated planning to achieve workforce renewal.
- Targeted Agency Recruitment Strategy which meets short and long-term staffing requirements.
- Improved workforce planning processes.
- Targeted Agency recruitment strategy developed.
Objective 2: Supportive Workplace
Our workplace is supportive.
Desired Result: Our people are respected, engaged, and service focussed.
Strategic Action 1: Embed a workplace culture that promotes service quality and innovation.
Key Results
- Staff are engaged in reviewing and developing effective and efficient internal processes.
- Employees are proud of the quality service they provide to clients and stakeholders.
- Employee accomplishments are recognized.
- Mechanisms to encourage employee input on processes and innovation developed and implemented.
- New Agency recognition program implemented.
Strategic Action 2: Ensure ongoing communication and dialogue throughout the Agency.
Key Result
- Strengthened internal communication that promotes two-way dialogue.
- Internal communication activities in support of enhanced dialogue developed and implemented, such as:
- Communications and Dialogue Wheel; and
- Workplace Communications training.
- Updated Agency Governance Framework.
Strategic Action 3: Champion public service values and ethics and a climate of trust, integrity and respect.
Key Results
- A respectful workplace environment is promoted and nurtured.
- Employees treat each other with respect and when conflicts arise they are dealt with in a fair and timely manner.
- Agency adopts a Code of Conduct that reflects its values and ethics.
- Employee survey demonstrates improved employee engagement.
- Best practices in fostering a respectful workplace, including ongoing training, identified and implemented.
- Renewed Agency Informal Conflict Resolution System.
- Agency Code of Conduct developed and implemented.
- Employee engagement framework implemented.
Objective 3: Expert Workforce
Our workforce is expert.
Desired Result: Our people have the knowledge, tools and skills to carry out their work and develop their expertise.
Strategic Action 1: Ensure our people have the knowledge and tools to carry out their work.
Key Results
- Documented institutional knowledge is accessible to employees.
- Employees have access to effective workplace tools and high quality training.
- Learning plans that provide employees with the training to support their development and career aspirations.
- Knowledge management strategy formalized.
- Agency learning strategy, including internal and external training opportunities, developed and implemented.
Strategic Action 2: Provide our people with professional development opportunities.
Key Result
- Agency provides employees with a broad range of opportunities to develop and acquire expertise.
- Agency Developmental Assignment Program tailored to individual and Agency needs developed and implemented.
Implementation Steps
The management team has focussed on creating clear priorities and operational initiatives that support the achievement of the Agency's vision, mission and strategic outcomes.
To this end, we commit to adopting the key attributes of high-performing organizations, namely:
- Strive for excellence;
- Confront challenges;
- Embrace change;
- Focus on future solutions through innovative thinking and actions; and
- Adopt new approaches for building the Agency's roadmap to the future.
To ensure we remain focussed on our strategic priorities, and that our efforts and resources are fully aligned with our Strategic Plan, Agency management will:
- Create an action plan that identifies key projects and initiatives the Agency will undertake to implement the Strategic Plan;
- Align our operational and information management and technology investment plans, staffing resources and budgets with the Strategic Plan;
- Measure our performance, review our progress and make adjustments where necessary to ensure we are achieving planned results; and
- Report annually on the implementation of our Strategic Plan.
Measuring Our Performance
To measure progress towards providing quality service as well as timely decisions and determinations, the Agency will strive to achieve the following key performance targets between April 2011 and March 2014.
Ongoing monitoring and forecasting will help us assess where we are and whether adjustments are required.
In addition to these performance measures, the Agency reports on a wide range of metrics related to Human Resources Management in the Departmental Staffing Accountability Report. Other measures are generated through Client Satisfaction Surveys and the triennial Public Service Employee Survey.
|Percentage of formal decisions published on the Agency's Web site within 1 business day
|Effective mediation and facilitation
|Percentage of disputes mediated within 30 days (when no extension is requested)
|Percentage of air travel complaints facilitated within 90 days
|Percentage of rail and accessibility disputes facilitated within 30 days
|Timely dispute resolution
|Percentage of complex disputes resolved within 90 days (after pleadings are closed)
|Average actual days to resolve all other disputes (except coasting trade)
|120 days
|Percentage of disputed coasting trade applications (with offers) resolved within 90 days
|Timely regulatory determinations
|Level of compliance with targeted regulatory and voluntary accessibility requirements
|Percentage of air licences issued within 14 days (complete application)
|Percentage of charter permits and amendments issued within 30 days of receipt of application
|Percentage of coasting trade applications processed prior to commencement date (no objections)
|Percentage of international code-sharing and wet lease authorities issued within 45 days
|Percentage of rail determinations issued within 120 days
|Client satisfaction
|Percentage of overall client service satisfaction
- Date modified:


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There are no Upcoming Shows listed for this comedian.
Bert Kreischer
- Travel Channel's "Trip Flip"
- Bert The Conqueror
- The Joe Rogan Experience
BERT KREISCHER is a standup comic who performs to sellout crowds across the country. He just taped his brand new stand up special for Showtime, which will air later this fall. He is the host of the Travel Channel's Trip Flip, an upcoming new season of the hit Bert the Conqueror, and previously hosted Hurt Bert. He is a regular guest on The Joe Rogan Experience and The Rachael Ray Show and has appeared on Late Night with David Letterman and Jimmy Kimmel Live. His one-hour special Comfortably Dumb appeared on Comedy Central and his book Life of the Party, Stories of a Perpetual Man-Child shares the hilarious and outrageous stories that define his comedy and exemplify what has made him one of the best story-tellers of his generation.
Bert Kreischer's Upcoming Shows
Bert Kreischer is Known For
|Edinburgh Festival 2000
|Assembly Rooms
|Toyota Comedy Festival
|Boston Comedy Club
|Urban Myth
|Zinc Bar/NYC
|The Complex/L.A.
|Bert State
|FOX/Overbrooke Ent.
|Writer (pilot)

subset: commoncrawl


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Supervalu announced Wednesday that it has launched SVInsights, a data exchange portal to enhance the working relationships between Supervalu and the manufacturer and broker community.
Success in the mass market can be an uphill battle for some niche brands as retailers trim selection, bolster private-label offerings and pass on smaller brands they perceive as higher risk. However, retailers also are increasingly looking to distinguish themselves from the competition, whether it is through exclusive offerings, customization or in-store services.
Walgreens last month acquired UCH Pharmaceutical Services, an independent retail pharmacy based in Indiana, the company that helped broker the deal announced Wednesday.
To gain greater insight into how industry professionals are helping niche brands find success at retail, Drug Store News hosted a virtual roundtable discussion with some of today's leading players.
Navarro Discount Pharmacies, which operates 28 stores in Miami, has announced the recipients of its...
It wasn't too long ago that SKU rationalization became commonplace, as many retailers attempted a course correction toward more profitable sets — establishing performance metrics that possibly favored bigger brands and their store-brand equivalents over slower-moving and slower-building brands. In other words, niche products. But now retailers are acknowledging they may have cut too much, opening a pathway of opportunity for many suppliers, especially those of promising niche brands. And, as the industry juggles the impact of a weak economy, ongoing consolidation and SKU rationalization, there's no doubt that the role of the broker, or sales and marketing consultant, is changing and growing increasingly vital to niche brands and even retailers.
Honey Naturals is looking to expand the distribution of its ZarBee's all-natural children's cough syrup....
The value of niche is in the customer that a niche manufacturer brings through the door. Sometimes it's measured in incremental opportunity, such as a prophylactic acne offering among a sea of acne treatments. And sometimes it's measured in what happens if that niche brand is not on the shelf, driving the customer to another retail outlet. That value doesn't change in a tough economy, but the factors that establish whether or not a niche manufacturer ever gets to the shelf, and stays on that shelf, do. There are two significant challenges for niche in today's economic climate — SKU rationalization and the availability of capital.


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Lloyd Putnam
WAYNESVILLE — Lloyd Putnam, 91, of Big Cove Road, passed away Wednesday, Oct. 31, 2012 at The Homestead.
A native of Haywood County, he was the son of the late Mird and Maggie Green Putnam and as a U.S. Army veteran of World War II. Lloyd received the American Theater Service Medal, FAME Service Medal, and three Bronze Stars for his dedicated service for his country. He was owner of the Balsam Road Men's Shop and also worked at the Waynesville Bait Shop. Lloyd loved the beauty of the mountains, flowers, and bird watching. He also enjoyed crossword puzzles and solitaire.
He is survived by five nieces, Nancy Messer, Patricia Matthews, both of Waynesville, Abby Slaughter and husband, Dale, of Swannanoa, Doris Hendricks, and husband, Richard, of Canton, and Betty Jeanne Reece, of Waynesville; four nephews, Charles Putnam, and wife, Martha, of Waynesville, Robert Putnam, and wife, Darlene, of Leicester, Bobby Ballard, and wife, Anita, of Swannanoa, and Leonard Ballard, and wife, Donna, of Silverdale, Washington; and a sister-in-law, Mildred Putnam, of Waynesville.
Funeral services will be held at 3 p.m. Saturday, Nov. 3, in the Waynesville Chapel of Wells Funeral Home with Rev. Darrell Webb officiating. Burial will follow at Buchanan Cemetery with military graveside rites. The family will receive friends from 1 to 3 p.m. prior to services at the funeral home.
A special "thank you" is given to Lloyd's niece, Betty Jeanne Reece, for her dedicated care and also to Larry Wyatt, whom Lloyd loved like a son for his friendship and care.
Memorials may be made to The Homestead, 127 Sunset Ridge, Clyde, NC 28721 or Calvary Baptist Church, 23 Phillips St., Canton, NC 28716.
An online memorial register is available at www.wellsfuneralhome.com.


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Very curious as to how many times a year commercial keepers plan to rotate their boxes. I know spring for sure as I helped a keeper rotate last year. Lots of work.
Very curious as to how many times a year commercial keepers plan to rotate their boxes. I know spring for sure as I helped a keeper rotate last year. Lots of work.
I'm just a poor sideliner with between 100 and 200 hives usually. I don't rotate the boxes. As you say, it is a lot of work.
"Some beekeepers, trusting the ways of bees less than I do, at this point routinely 'switch hive bodies,' that is, switch the positions of the two stories of each hive, thinking that this will induce the queen to increase her egg laying and distribute it more widely through the hive. I doubt, however, that any such result is accomplished, and in any case I have long since found that such planning is best left to the bees." --Richard Taylor, The Joys of Beekeeping
Michael Bush bushfarms.com/bees.htm "Everything works if you let it." ThePracticalBeekeeper.com 42y 40h 39yTF
I usually reverse the boxes in the spring once it is warm enough and the bees are strong enough. This gives me the opportunity to clean the bottom boards of winter debris too. after reversing, a lot of the brood and bees are on the bottom and allows the bees to expand upwards.
Will Gruenwald Chilliwack BC
I will reverse brood boxes and/or add deep supers only once, in the Spring when I am preparing for splitting a month later. I believe I did avoid swarming and that it did provide lots of frames of brood for making splits. But I would never argue w/ Richard Taylor.
My Philosophy is that one should gather advice from those who have come before, take it in and then do what seems best for yourself and your bees.
Mark Berninghausen
Crazy Roland, Entomological Engineer
Once, in the spring during spring brood examinations.............Durn, Roland, you are now an Entomological Engineer. I have been away from the forum too long. Did not even get to go to your graduation. TED
350, going up, seeking quality, not quantity. Still recovering financially from CCD.
Ted - Got my Eng. degree in the bottom of a cereal box. That's normal, Eh?
Crazy Roland, Entomological Engineer.
Will Gruenwald Chilliwack BC


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A derogatory term attributed to Irish Travellers. (United Kingdom and Republic of Ireland usage)
That bloke in the corner wearing the cardigan appears to be a Pykie. There's a campsite on the outskirts of town and he might be from there.
by Steven Ilchev January 04, 2007
Correct spelling is actually PIKEY but due to modern society's frivolous spelling tendencies the spelling 'PYKIE' features on numerous occasions, most particularly on informal cyberforums and blogs. The word has taken on the role of maligning a sector of the human population that is viewed as anti-society and a threat to human development.
Pikeys/'pykies' will refuse to live in anything other than squalid conditions and they'll never pay taxes either.
by Mr. Steven Ilchev February 25, 2008


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hi there
i wonder if anyone can give thoughts about that issue . i'm out of any ideas !
the main issue is i want to cut geometry according to the mouse pose , lets say between 2 edges in an editablepoly or whatever , it is a mouse tool and i want to click and start cutting
then whatever i decide and cutting is done
i have no problem in manging the mousetool itself , the main problem is cutting
what should i do ? shoot a ray from the mouse to hit the geometry ->get the face index -> get the Verts -> and then get the nearest edge and etc ?
still i have this problem of projrctiondir of the cut tool in max plus , how to exactly determine the percentage of the edge according to the mousepoint ?
does this make sense or what ?
i don't think it does
in short , any ideas to cut geometry by mouse clicks via maxscript and if you suggest the cut tool , how would you manage the projdir & edge percentage ?


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Before starting his almost hour-long set, Will Wiesenfield, also known as Baths, did a rather strange thing: he did some calisthenics. This is the type of guy that Baths is—just a dude really excited to be playing a gig—showing off his every idiosyncrasy while he played some bumping electro. The crowd slowly warmed to his pleas for dancing, and by the end of his set there was almost some honest-to-goodness movement by the 60 or so people.
Baths did his part to get everyone feeling good, constantly engaging the crowd in banter and continuously turning the music up. "It's cyclical: you dance more, I want to play more dance tracks," he said midway through his set. There was a bit of a hiccup when he decided to play a new, slow song after hyping up the crowd, but he even played that off with his unique charm. "I'm a dick. I just got you all hyped up, and now I'm going to play the slowest song I have. My bad." It's for reasons like this, combined with his precocious dance moves, that Baths draws such a supportive fan base despite being a one-man act playing mostly minimal dance music.
Braids opened up the night with a strong and (unfortunately) short set of only six songs. Kicking off with the intense and shout-y "Glass Deers" may have scared some members of the packed venue's audience, but it was smooth sailing from there as the Canadian foursome played tracks off its recently released record ("I think it's called Native Speaker? I'm not entirely sure…" joked singer Raphaelle Standell-Preston). For those who had seen Braids' show on Saturday, there was a marked difference in the energy onstage, as the members had just gotten over some kind of sickness. This allowed the members of Braids to do what they do best: play dream pop that sounds as good live as it does on record.


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Item: NWF235
2 fl oz (59 mL) Liquid
This item is only available to ship within the 48 contiguous United States via ground transportation.
Ingredients: 100% pure clove oil.
Suggested Use: For aromatherapy use. For all other uses, carefully dilute with a carrier oil such as jojoba, grapeseed, olive, or almond oil prior to use. Please consult an essential oil book or other professional reference source for suggested dilution ratios.
Caution: Keep out of reach of children. Avoid contact with skin or eyes. If pregnant or lactating, consult your healthcare practitioner before using. Not for internal use.
Extraction Method: Steam Distilled from buds of cloves.
Natural essential oils are highly concentrated and should be used with care.
.31 lbs
The warm, pungent oils of clove have served as a historical adjunct for overall health for a variety of needs. Now Clove Oil is steam distilled from the buds of select cloves. Clove oil has a warm, strong, spicy smell. It is a very potent oil that should be used with great care in aromatherapy. Clove oil blends well with basil, cinnamon, lavender, ginger, sandalwood and clary sage.
"With my personal 100% money-back satisfaction guarantee, you have nothing to lose and great savings to gain."
Lee Swanson, Founder of Swanson Health Products
If you are dissatisfied for any reason, we'll give you a full refund and pay return shipping.
We are dedicated to offering the highest quality products at the best price. Find out more about how we ensure such a high standard in everything we do.Learn More
2 fl oz (59 mL) Liquid
1 fl oz (30 mL) Liquid
4 fl oz (118 mL) Liquid


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Not all summers happen to be tuned to a sweet note, even though there are so many expectations we have from this enlightening period of the year. But there is nothing that would stop us from bringing little pieces of our own sweetness in any way we can. My favorite piece of a sweet but healthy summer heaven is all yours now…:)
HELP Jodie to fight her battle with the Electromagnetic Hypersensitivity
Jodie Venables is a 26-year-old young lady who's suffering from 'Electromagnetic Hypersensitivity', a condition caused by exposure to wifi and mobile phone radiation. At the moment, Jodie is dependant on her mum Sheila, who has been supporting her from the very beginning of her condition, but it's an uneasy battle.
Electromagnetic Hypersensitivity (EHS) is still not medically recognized in the UK, and sufferers of this condition have to conduct and finance their treatment by themselves. Despite Jodie receiving huge support from her mum, the costs of her treatment (tests, detox) are unmanagable.
I have spent a day filming with these two wonderful ladies and I've posted a short clip where Jodie and her mum explain more about the severeness of her condition.
CLICK HERE: http://www.gofundme.com/o1jmiw
I am setting up this fund to help both of them to fight this dangerous disease, which is affecting all of us equally. Only that some people are more sensitive than the other ones. Doctors and politicians are shutting the doors on helping the EHS sufferers like Jodie, so let's open our own.
Please donate anything you can to help Jodie to get her treatment and live a full life. The funds will initially be used for her treatment.
Many thanks for any help or support in advance.
Here is a short clip from our interview recorded in Reading, 5th of March 2015.
World in Motion: Videos Documentaries Photography
"I believe there is another world waiting for us. A better world. And I'll be waiting for you there."
― David Mitchell
10 Ways How YOU Can Help Gaza
It was Martin Luther King who said: "Darkness cannot drive out darkness: only light can do that. Hate cannot drive out hate: only love can do that." Let's light our hearts up and send love to those in need. There's nothing more we can do from behind our laptops.


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I'm a college student who came to Breckenridge with my group of friends for a ski trip. The accomodations were great. Large master, large patio and a reasonable kitchen. The best part was how close it was to the lifts for peak 9, as well as where we rented our ski gear. We had a blast and were very comfortable relaxing in this nice condo. We plan on staying there again next year!
· By Erin from Corpus Christi, Texas on 1/18/2013 for a stay in January 2013 at
Skiing/Winter sports,
My age:
"Absolutely, I would recommend this accommodation to my best friend!"
Young singles: No Opinion
Friends getaway: No Opinion
Large Groups: No Opinion
People with disabilities: No Opinion
Older travelers: Yes
Rugged travelers: No Opinion
Luxury-minded travelers: No Opinion
Families with young children: No Opinion
Families with teenagers: No Opinion
Tourists: No Opinion


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East Texas senator predicts transportation bill will pass Legislature
Glenn Evans
July 3, 2013 at 11 p.m.
As local transportation officials bite their nails, the senator for Northeast Texas is pleased with work in the upper chamber that should put a transportation funding bill on the Senate floor on Tuesday.
The social issue of abortion and a bill tweaking sentence options for 17-year-old convicted murderers choked off a transportation bill in the first special session that ended June 25.
Gov. Rick Perry promptly called a second, 30-day special session, which began Monday with abortion restriction legislation at the forefront.
"I think we'll get it done this time," Sen. Kevin Eltife, R-Tyler, said Wednesday. "There's only three bills, and we are getting something done."
All three bills, including one to ask voter approval for using $800,000 of the state's emergency savings account for highway infrastructure, have been blessed by Senate committees. The full chamber will take them up Tuesday, Eltife said.
And, with two weeks left from then to the end of the special session, it's highly unlikely the Democratic minority in either chamber will be able to shut down the Legislature by filibuster.
Fort Worth Democratic Sen. Wendy Davis did just that when the abortion bill reached debate with 13 hours left in the first special session.
On Wednesday, the Republican majority sent the abortion restrictions bill to the full Texas House for a vote next week.
"A lot of the problem in the last session is some of that stuff was added in the middle of the special session," Eltife said. "(Transportation funding) was behind the pro-life bill."
The elected officials and appointed transportation leaders in Northeast Texas are as conservative as anyone in the Lone Star State, but they are hoping abortion doesn't block transportation funding again.
"I don't understand it, because the transportation needs are so great," said Linda Thomas, chairwoman of the Northeast Texas Regional Mobility Authority. "And for them to put that on the back burner in the regular session? And you get to the next session, and they do the same thing. It's like they think the problem is going to go away, but it's not going to go away."
The problem, Eltife has been saying for at least the past two legislative sessions, is a habit of paying for road work on borrowed money. Remaining on the road already laid, even with no new construction projects, will cost $27 million in debt and interest that won't get retired until 2045, Eltife says.
That's hardly conservative, he adds.
"We're not in a position to issue more debt," he said. "We've yet to have the political courage to do the right thing, which is find new revenue."
That was the politically suicidal "T" word he mentioned, taxes. An Eltife bill to temporarily boost the state sales tax rate, until transportation debt is manageable, failed to attract enough courageous politicians. Another notion Eltife suggested, in 2011, was raising the gasoline tax to fund transportation. That leaves the rainy day fund, which is collected when oil and gas fees to the state exceed a certain limit.
Eltife called the rainy day fund bill a tiny step toward meeting transportation funding needs.
"It's a start," he said. "It's a step in the right direction for Texas, but it's still just a drop in the bucket."
Gregg County Judge Bill Stoudt, newly minted chairman of the multi-county Interstate 20 Corridor Working Group, pointed out Texas' 25 million residents included almost 5 million who arrived from 2000 to 2010 - the greatest population growth in the country that decade.
More new Texans are expected to arrive.
"We've got to get prepared for growth in the state of Texas if we want to prosper," Stoudt said. "Now, you have a system that's deteriorating, and they can't maintain it and can't build because we're short of funds. You can't continue to go in debt. You can't continue to borrow money into oblivion."
Stoudt also was disappointed non-transportation issues had blocked infrastructure improvement so far.
"That really shouldn't be joined together," he said. "I think those are all separate issues that should be dealt with separately. But that has not, unfortunately, been the case to this point."


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I ordered my Fenix P3D from www.Fenix-Store.com.
The price was competitive, and it arrived in less than a week.
However, there were a few quirks that I have been worrying about and I wonder if anyone has enlightening experience or knowledge to share.
The box was a bit banged up. The closing flaps were a bit loose, there sign of any box tape that lots of new products have, so it seemed like the box was already opened.
The logo on the flashlight looks a bit faded.
I popped in the batteries and guess what. It didn't turn on!
I looked closer and smelled gun oil. The parts that screw in were lubed with oil. So I swabbed out some gritty black oil from the battery contacts THEN it worked.
The included holster also had a similar odor.
Was I swindled and sold a USED FLASHLIGHT??? Instead of a new one that I paid for.
Or is this typical when buying Fenix Lights? (manufactured in China I think).
BTW: The flash light does work fine. The Fenix P3D has a super bright turbo mode, with strobe mode, great for defensive/tactical use, and a normal mode great for casual use while conservative on battery power.
I wiped out all the gritty oil and lubed the washers, as directed in the manual, and screw sides with Break Free CLP.


text:
The 26-year old Travis Blackley pitched in 28 games (21 starts) last season for the Lehigh Valley IronPigs (AAA) of the Philadelphia Phillies organization. He went 5-10 with a 5.41 ERA with 59 walks and 87 strikeouts in 123.0 innings pitched, the third-most on the team.
The Phillies had selected Blackley in the 2007 Rule 5 draft from the Giants
Blackley has pitched in 12 games for Aguilas de Mexicali of the Mexican Winter League this offseason. He has gone 2-3 with a 4.24 ERA, striking out 55 over 63.2 innings pitched.
The native of Melbourne, Australia has spent time in the Seattle Mariners, San Francisco Giants and Philadelphia Phillies organizations. He originally signed with the Mariners as an undrafted free agent on Oct. 29, 2000. Blackley has appeared in eight major league contests, all starts, (six for Seattle in 2004 and two for San Francisco in 2007), going 1-3 with a 9.35 ERA in 34.2 innings. He will likely begin the 2009 season for the new Triple-A affiliate Reno Aces alongside fellow Australian Trent Oeltjen.
The 2003 Texas League Pitcher of the Year, Blackley has gone 60-49 with 3.92 ERA in 913.0 innings pitched over 166 games (155 starts) in his minor league career. His addition brings the D-backs' 40-man roster to 37 players.
Are you a full member of FutureBacks.com? If not, then you are missing out on the top Diamondbacks coverage we provide to our premium members, as well as full access to over 400 other Scout.com sites. Join us today!


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US$64M IDB/EU funds cleared for GPL improvements
As announced recently by the Guyana Power and Light, the IDB and the EU have put together a US$64M financing programme to cut the utility's losses among other areas.
The IDB press release issued today on the project follows:
The Inter-American Development Bank (IDB) has approved loans totaling approximately US$37.6 million and has also secured non-reimbursable investment financing from the European Union totaling approximately US$26.9 million to help boost the efficiency and reliability of Guyana's power system through electricity loss reduction measures, improvements in the operational capabilities, and strengthening the management and corporate performance of the country's utility, Guyana Power and Light, Inc. (GPL).
Reducing overall electricity losses can improve GPL's financial performance, while alleviating the government's fiscal commitments with regards to the energy sector. Guyana is expecting a significant increase in electricity consumption during the next decade as a result of the growth of its residential and commercial sectors and the expected return of large customers to the national power grid.
GPL is now facing various challenges in trying to provide additional electricity on an efficient and reliable basis, which include high levels of electricity losses. As Guyana's energy demand increases, the distribution infrastructure will experience greater stresses, and in turn, this will challenge GPL's management and its ability to manage electricity supply.
Previous IDB experience in Guyana and other countries in the Latin America and Caribbean region have proven the importance of approaching electricity loss reduction measures in a way that tackles both technical and commercial losses, while highlighting the value of supporting improvements in management practices and operational systems.
The Power Utility Upgrade Program is designed as a holistic, integrated approach to support GPL with financing for critical infrastructure investments and technical support for GPL's key business areas. This support should increase GPL's overall performance, reinforce GPL's operational capabilities, and the achievement of a sustained trend in overall loss reduction.
The three main components of this loan reflect this approach with the following expected results: (1) a sustained trend in overall loss reduction; (2) an improved and accountable management performance against consistent Key Performance Indicators and within minimum international standards; and (3) more modern, efficient, and reliable operational systems in GPL.This new program will rehabilitate approximately 830 kilometers of GPL's distribution network by implementing an integral approach to tackle overall losses while strengthening GPL's management and technical capabilities.
Under the IDB's new and innovative Grant Leverage Mechanism, the Guyana Power Utility Upgrade Program will be the first to be co-financed with IDB resources and those to be provided on a non-reimbursable basis by the European Union's Caribbean Investment Facility (CIF).
The total estimated budget is US$64,573,000. The IDB's financing will consist of up to US$22,500,000 in credit from Ordinary Capital loan resources for a 30-year term, a 6-year grace period. A second IDB credit will total up to US$15,141,750 Ordinary Capital/Fund for Special Operations "parallel loans" for a 40-year term with a 40-year grace period.,. The European Union is expected to contribute €19,375,000 (equivalent to US $26,931,250) through a Project Specific Grant (PSG), which will be administered by the IDB.
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I am a Composer/Arranger for Video Games, Film, and Web Media, with a specialization in Orchestral, Electronic, and 8-Bit/Chiptune Music.
I have done work for short and long form videos, and video games for mobile and handheld platforms, including the critically acclaimed Battle of the Bulge for iOS.
I am also a member of the audio production team Unified Sounds, based out of Orlando, FL.
Click on the soundcloud tab above to listen to a selection of my work.
Audio Professional with experience in music composition, and knowledge of audio for video games. Interested in both in-house and freelance opportunities working on music and other audio considerations for video game projects.
Past Projects (Original Music):
Battle of the Bulge (iOS, '12) - Shenandoah Studio
The Cinema Snob Movie (Independent Film, '12) - Walkaway Entertainment
Xenocube (iOS, '11) - Digital Embryo
Paranoia (Independent Film, '11) - Walkaway Entertainment
Suburban Knights (Independent Film, '11) - Channel Awesome
Hot 'n Cold (Nintendo DS, '10) - Majesco Entertainment
Planet Pachinko (WiiWare, Jan '09) - Allied Kingdoms
Specialties: Extensive knowledge and skill in Music Composition, Knowledge of film scoring, Knowledge of game audio, Strong computer skills across a variety of production programs (Audio, Video, Web Production). Knowledge in both practical and educational applications of various recording/mixing consoles, in addition to general music recording and production techniques.
Produce music assets for various musical works for video producers for associated sites (www.thatguywiththeglasses.com and www.blisteredthumbs.net).
Projects have included writing sonic branding/jingles, theme songs, and background/incidental music for both short form web videos, and feature-length independent films.
Wrote music for video games and independent films in a wide range of styles and techniques. Finished projects include hours of original and arranged music, in a wide range of genres/styles.
Course Director for the Professional Workflow class in the Music Production Bachelor's of Science degree. Also worked as Associate Course Director for Music Theory and Digital Recording Principles, and Lab Specialist for Session Recording (in the Recording Arts Bachelors of Science Degree).
In addition to teaching, I have been responsible for asset development for various courses, with production skills in script writing, narration, video editing, presentation design, and quality assurance.
Updating and maintaining computer labs, assisting in education of various software programs to student and faculty, and consulting on future plans for computer facilities.
Oversaw music cataloging project, dealt with general office maitenance and customer relations, did extensive research into video game music industry.


text:
Cheap Hotels in Amman, Jordan
See all Hotels in Amman
Hotel | 2.3 km
Our hotel is located in Amman at Abdali station. We have single, double, triple and dorm style rooms. All our rooms have attached bathrooms.…Read more Hot and cold water, central heating, and satellite TV are all available.from 1.41 USD
Hotel | 1.3 km
Sydney hostel is currently run by new management that are working hard to provide their guests with a wonderful and enjoyable stay. Sydney hostel…Read more is open for all backpackers and budget travellers. All Rooms are well furnished and comes with a private bathroom, hot water, central heating, fridge and satellite TV. Tour arrangements and information are available. Airport Pickup service can be arranged for the price of only JD 25 per car per way Contact us at firstname.lastname@example.com 9.05 USD
Hotel | 0.9 km
The city of Amman is a mixture of traditional and modern embracing an international and culturally diverse vision. Situated in the heart of downtown…Read more Amman, Cliff Hotel upholds the full spirit of Amman and is one of the oldest and most well established landmarks.from 9.90 USD
Hotel | 1.0 km
Welcome to The Boutique Hotel Amman. Located in the heart of old Amman. We offer the perfect combination while being located within walking…Read more distance from the Roman Amphitheater,Citadel,Hashem's restaurant.from 8.91 USD
Hotel | 2.1 km
Hospitality is our family art for ages; we enjoy spoiling you and making our guests feel like at home, all our staff is available 24 hours. The…Read more 'New Park Hotel' is one of the biggest and best equipped Hotels in down town, Amman area!from 12.00 USD
Hotel | 0.4 km
Welcome to Amman Pasha Hotel Renovated Hotel under the strong name of PASHA Offers Warm atmosphere at the heart of Amman Old City. www.ammanpashahotel.com email@example.com…Read morefrom 5.19 USD
Hotel | 0.5 km
The hotel is located opposite the Roman Amphitheatre in the heart of the Jordanian capital, Amman, 45 minutes from Queen Alia International Airport…Read more and right opposite the Roman Amphitheatre, Where easy access to visit the Roman Amphitheater and very close to the tourist sites where there is the Citadel from the back and have all the shops and stations for redeployments to reach the areas where desiredfrom 8.84 USD
Hotel | 1.6 km
Caravan Hotel - UNDER NEW MANAGEMENT .... A small traditional boutique style hotel containing 29 rooms all elegantly furnished together with…Read more all modern facilities. Our roof top restaurant offers panoramic views of Amman City, eye level view King Abdullah blue dome mosque, Coptic and the orthodox church. With just a 10 minute drive takes you to the Suq. down town and other tourist attractions of Amman. The Caravan Hotel is certainly set in a perfect location for all your sightseeing and travel needs whilst in Jordan.from 24.04 USD
Hotel | 7.3 km
Al Fanar Palace Hotel is located in the heart of classy modern west part of Amman where it is convenient for both business and leisure travelers.…Read more Al Fanar has a modern well equipped gym and health club facilities. Among hotel's facilitates and services are: in room safe, individual central air-conditioning, internet access, laundry service, dry cleaning, a shuttle from/to Queen Alia Airport upon request.from 38.01 USD
Hotel | 6.8 km
A 3 stars Amman Inn Hotel, located only a few steps from Sweifiyeh's important businesses and vivid shops, offers luxuriously furnished units.…Read more Whether you are a leisure or a business traveler at the Amman Inn you will feel like you never left home!from 37.21 USD
Hotel | 0.7 km
Hotel Torwadah, which derives from the name of Troy, is located in Downtown Amman (Jordan). We are just a 5-minute walk away from The Roman Amphitheatre,…Read more The Citadel and Al-Husseiny Mosque. Within easy reach you will also find money exchanges, banks, tourist offices, easy transportation, the main post office, tasteful restaurants as well as a lot of souqs with interesting little shops.from 14.14 USD
Hotel | 2.5 km
A four star hotel Belle Vue offers spacious, luxurious accommodation in the heart of the business district of Jabal Amman. The hotel, with its…Read more futuristic design, is one of the newest hotels in town. Belle Vue Hotel Amman offers luxurious quality services and accommodations set in a relaxing, elegant and welcoming atmosphere.from 32.11 USD
Hotel | 6.8 km
Nadine Boutique Hotel Amman is an exquisitely designed luxury boutique hotel with an extraordinary location, offering unrivaled value to the…Read more discerning traveler.from 19.09 USD
Hotel | 0.4 km
Kahramana Hotel is a warm and friendly , kahramana hotel that welcomes travelers form all over the world we have a wealth of experience in the…Read more industry and know what travelers value and need during their stay Guests can relax in our shill out room complete with comfy sofas cable/ satellite TV or catch up with friends and family over the internet, Wi-Fi access is also available throughout the property free of chargefrom 17.67 USD
Hotel | 0.5 km
Located in the heart of the capital Amman, is very close to public services in terms of transportation and tourist areas around the Jordan.from 14.14 USD
Hotel | 0.9 km
Hotel Riviera in the heart of the Jordanian capital Amman in the downtown area, the region's most vibrant and popular tourist destination with…Read more its unique geographical location of services in terms of the availability of many coffee shops and popular cafes and restaurants.from 17.91 USD
Hotel | 6.5 km
Ocean Hotel has the luxury and the service of a five star hotel in a three star hotel. The guests can enjoy this luxury whether they are staying …Read more in any one of the 48 rooms, dining at Diwan Al-Sultan Ibrahim, or having a drink at Katze Bar. Hotel also has fully equipped Alexandria hall for meetings and seminars and business center.from 37.82 USD
Hotel | 2.9 km
Razan Hotel is an ideal place of stay for travellers seeking charm, comfort and convenience in Amman.from 21.21 USD
Hotel | 0.8 km
We welcome all visitors and wish them a pleasant stay and bon voyage hotel offers all the services in terms of tours and private transportation…Read more to and from the airport and we have internet service for free, where the visitor can use the Internet from his computer of the rooms in the morning, enjoy the meal, breakfast, visitors can easily visit the Roman amphitheater so far only 5 minutes from the hotel and watch the other places close to the Alandqfrom 12.02 USD
Hotel | 7.0 km
Arena Space is a well-positioned 4-star hotel offering a range of facilities and services. These include an indoor swimming pool, outdoor pool…Read more with sun terrace, a health club with sauna, steam room and a hot tub.from 32.01 USD
Hotel | 0.9 km
Located in central Amman, Cairo Hotel offers simply furnished accommodation with free Wi-Fi. Traditional markets, shops and restaurants are within…Read more a 2-minute walk from the hotel.from 10.60 USD
Hotel | 0.5 km
Toledo Amman Hotel is situated in the heart of Amman, on the edge of the old city center and within walking distance to the new downtown. All…Read more rooms face the famous King Abdullah Mosque and several historical churches. The hotel has a fitness center, swimming pool, jacuzzi, seven conference rooms, bar, restaurant and indoor parking.from 46.22 USD
Hotel | 3.5 km
Serving as Amman's only Boutique hotel, the Canyon offers its guests personalized service in a luxurious atmosphere. Canyon Boutique Hotel offers…Read more modern rooms with free Wi-Fi and an LCD TV. Dining options include a restaurant in the ground floor and a rooftop gastro lounge, overlooking the city.from 34.21 USD
Amman is one of over 3,500 worldwide destinations available to budget travellers on HostelBookers. Browse the list above for details on all our cheap hotels in Amman and book your Amman hotel with no booking fees!
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- 1. The Boutique Hotel Amman 95%
- 2. New Park Hotel 87%
- 3. Sydney Hostel 85%
- 4. Amman Pasha Hotel 80%
- 5. Cliff Hotel 80%


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Wild Science Magic Nail Lab
Item No.1710304558
Item No.1710304558
Make your own fabulous nail polishes and decorate your nails with the Wild Science Magic Nail Laboratory. Use bases and pigments to create your own special formula nail polishes. Learn how to manicure and care for your nails and add colour changing stickers for totally cool nail designs! Magic Nail Lab is so much more than just another nail polish kit, it s a complete nail beauty activity kit that s great fun to do on your own or with friends! Follow the step-by-step colour illustrated activity guide provided to see how it s done. All ingredients are gentle on the skin and can be washed off in warm water. Just one of a range available from Interplay.
Sunday to Friday - order by 9pm
Saturday - order by 6pm
Monday to Sunday - order by midnight
Orders over £20 - FREE
Orders under £20 - £2
Show full delivery details
Subject to exceptions, Debenhams is happy to exchange or refund your purchase within 28 days of delivery. Please check here for more details on our returns policy and exceptions.
Open a Debenhams Credit Card today and receive:
Please note: if the amount you pay on your card is less than £500 after the 10% discount is applied, the 0% interest offer will not be available.
Credit available from NewDay Ltd to over 18s only
*Terms & Conditions apply.Find out more & apply now


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"Taboos against what we would today consider pretty mild exclamations like "damn!" "hell!" and "Jesus Christ!" led the swearers of years past to come up with creative substitutions that gave them some measure of emotional release while keeping within the bounds of propriety. These substitutions are called "minced oaths," and they've left their mark on our vocabulary.
Gosh, gee, golly, dagnamit, darn, drat, gadzooks, zounds, heck, and cripes are all minced oaths that are still around to charm us with their innocent old-timey ring. But there are others you may not have heard of."
A substitute for "goddamn." From an 1854 Dictionary of Northamptonshire words: "Consarn you! If you don't mind what you're about I'll give it to you!" Slow down and hit both syllables equally hard, and it's like squeezing a stress ball.
A substitute for "by Jesus!" that is similar to "bejesus!" but jabbier. An Irish import, along the lines of "faith and begorrah!" Especially good for toe-stubbing.
Something you can swear by, used in a way similar to "by God!" It seems to have come from seafaring slang, and might refer to the Big Dipper.
This one goes along with the rest of the "gosh all" family: goshamighty, gosh-all-hemlock, gosh all fish-hooks, etc. "Gosh all Potomac" is the earliest one attested in the Dictionary of American English on Historical Principles, and it's about time we brought it back.
It's too bad the tradition of productive, long "by the" swears has fallen out of fashion. You could load enough crazy-sounding nonsense on there to really scare your kids into cleaning their rooms.
One of the minced oaths that approximate the sounds in "Jesus Christ!" it uses all the strategies found elsewhere: the "gee" sound (Gee! Jeepers! Jeez!), the middle name (Jesus H. Particular Christ!), and the "cr" sound (Crikey! Criminy! Cracky! Christmas!).
A substitute for "damnation," similar to "tarnation" and "botheration." WTF is so tired. Try "What in thunderation?" instead.
(more here)


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Nathalie1 needed a new logo design and created a contest on 99designs.
A winner was selected from 35 designs submitted by 14 freelance designers.
Step By Step Training Limited
We deliver personal development and skills training (such as one on one computer training, driver licensing, office skills, literacy & numeracy) to people who need it to find a new job or improve in their existing job.
We like the slogan - "Step by Step - training to get ahead" but the logo should only contain the words "step by step"
Please see attached the existing logo.


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Create a free account to check out faster, store multiple shipping addresses, view and track your orders in your account, and much more.
Please enter your password to continue.
Great product really helps give your curls that extra care and support. Will be reordering this product as soon as I need more!5


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New Details On Rob Pattinson & Kristen Stewart's New Year's Eve — Police Were Called!
Rob & Kristen's romantic weekend on the Isle of Wight turned into a fan frenzy!
It's official: Robert Pattinson, 24, and Kristen Stewart, 20, are never safe from Twi-hards. The couple, on a break from filming Breaking Dawn, were "hoping to blend in and not be noticed" during a romantic New Year's Eve trip to the UK's Isle of Wight, the largest island in South East England known for it's natural beauty and gorgeous resorts — but things didn't quite go according to plan, The Isle of Wight Gazette is reporting.
Rob and Kristen were reliving their romantic trip from last New Years Eve, which they also spent on the Isle of Wight. Along with 20 of their friends, Rob and Kristen had dinner Dec. 31 at the Spyglass Inn in Ventnor –and they loved the restaurant so much, they went back Jan. 1 and ate Jacket Potatoes and side salads. Jacket Potatoes, which cost about $12 each, are baked whole in the oven with different fillings, some of which are prawns, chili, tuna, chicken, and cheese and beans.
It seems like the couple couldn't have picked a more desirable location. The restaurant is perfect for an extravagant New Years dinner – the Ventnor is a beautiful seaside resort that was established in the Victorian era and was built on cliffs that lead down to the sea. The Spyglass Inn, a famous pub, gives amazing views of the English Channel and offers award-winning seafood dishes. The Spyglass boasts an extensive collection of seafaring items for diners to admire, and a menu of fresh seafood caught by local fisherman. The menu is heavy on the fish, including food such as king prawns, Fisherman's Pie, lemon sole and tuna steaks.
According to a source from The Spyglass Inn, Rob and Kristen were recognized from last year by the staff, and they "mingled in really well with the locals." The source said, "No one really bothered them inside the restaurant – they were pretty unnoticed." That definitely wasn't the case outside the restaurant!
Fans followed Robsten everywhere they went — and they came armed with camera phones. About 300 Twi-hards swarmed the couple at the Sea Breeze Cafe in East Cowes Jan. 2 and according to The Isle of Wight Gazette's Twitter, police were called to the scene. A few of the fans that swarmed the cafe even got to meet Rob and Kristen – one fan tweeted that R-Patz's friends seemed protective of him as the paparazzi tried to take pictures. Another fan was even lucky enough to get Rob's autograph on a small blue doll – she wrote on Robsessed that Rob declined to take photos and said he was a "bit too pissed" (meaning he was a little drunk). The fan kept an eye on the couple, but didn't see them kiss at midnight. The fan also got to talk to Kristen about The Runaways – and once Kristen knew she didn't want a picture, the fan said the star "instantly relaxed" and they talked for a little while.
HollywoodLife.com spoke with an editor who was present during the frenzy, and he tells us Rob became upset and asked the crowd to leave him alone.
Rob and Kristen were first spotted arriving at the Isle of Wight on a hovercraft Dec. 30, sparking a Twitter explosion.
By this time, there's no doubt that the two are back on the set of Breaking Dawn in Baton Rouge and working hard once again. Their co-stars Dakota Fanning, Ashley Greene, and Kellan Lutz have also been seen making their way back on set.
To find out more on RPatz and KStew's first night in the Isle of Wight, their low key dinner and how they kicked off their New Year's vacation. Click here!


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Pack less. Be more.
Home › Forums › Commerce › Gear Swap › FS: New Balance Fugu Down Jacket (L), Montbell Ex-Lite Down Jacket (XL)
@verberLocale: San Francisco Bay Area
New Balance Fugu Down Jacket, size L, red color, $200?
I purchased this jacket when it it because clear New Balance was going to stop making it. I read Richard's noting that it was the warmth / weight for weight champ and wanted to pick up one in case I ever needed a really warm jacket. Other than a couple of hours wearing it standing around to try and figure out what temp I would want to use it in (that weekend tahoe didn't get cold enough for me to avoid overheating if I zipped it up) it has lived in the closet because I just haven't done any trips that got cold enough that the jacket was needed. I have decided that it's unlikely I will ever wear it and would like it to go someone who will actually use it. It's in new condition. I think $200 is fair when I look are comparable jackets on the market, but if you think I am way off, make an offer and I will think about it.
Montbell U.L Down Jacket, size XL (US), Black, $70 – TENTATIVELY SOLD
Purchase last summer and used gently by my wife for 2 weeks on a tour (hotels not backpacking) in Alaska. It's in excellent condition. This is the model that has hand pockets that are open (doesn't have the added weight of the zippers found in the current version of this jacket).
Western Mountaineering Flash Vest, size L. Black, $50 – TENTATIVELY SOLD
Has been my three season insulation piece for awhile. I have taken care of it, but it's not new.
@verberLocale: San Francisco Bay Area
Bump, and added Flash Vest.
@wahlenLocale: Northern California
PM sent on the Fugu
@janosmLocale: phinney ridge
is the mont bell hooded?
sent pm on montbell jacket and WM vest
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SOQUEL -- Local firefighters will be displaying their culinary skills Tuesday in Soquel at a fundraiser for the Fallen Officer Foundation.
The Central Fire Protection District of Santa Cruz County is teaming up with Michael's on Main to host an all-you-can-eat pizza party and wine tasting for the public. The nonprofit Fallen Officers Foundation, which recently benefited the families of slain Santa Cruz Police detective Sgt. Loran "Butch" Baker and detective Elizabeth Butler, will receive $2 from every dinner purchase.
The Scotts Valley foundation also assisted the family of John Tripodi, who worked for Central Fire from 1995-2005 after he died in 2011 from cancer caused by his exposure to carcinogens while fighting fires. Many of his former colleagues will be taking part in the fundraiser.
"Firefighters will be in the kitchen chopping and dicing," said Kellie Lowe, who helped organize the event. "People can pick their own toppings and build their own pizzas."
The menu will also include Caesar salad, fresh gazpacho and ice cream sundaes. Diners can opt for just the meal, or pay an additional $10 to taste four varieties of wine from Spain.
This is the second year that Michael's on Main has hosted a fundraiser for the Fallen Officer Foundation. Last year, the restaurant teamed up with members of Santa Cruz Fire Department. Hoping to make it an annual event, Michael Clark, the owner of the restaurant approached Rob Martone, a firefighter/paramedic, and offered the opportunity to the department, which operates four stations in Soquel, Capitola, Live Oak and Santa Cruz.
A close friend of Tripodi, Martone was enthusiastic about the suggestion, and is quick to credit the restaurant staff for organizing the event.
"It was their idea, and Kellie (Lowe) set it all up," said Martone, adding that the restaurant is a great venue for a fundraiser that supports first responders. "The Fallen Officer Foundation is a great charity that does a lot for the fire and police communities. This is a great opportunity to raise money for them and have some fun in the process."
Lowe, the former bar manager at Michael's on Main, agreed.
"It will be really fun," she said. "I hope there's a good turnout."
Pizza and Wine Tasting Fundraiser
WHEN: 6:30-8:30 p.m. Tuesday
WHERE: Michael's On Main, 2591 S. Main St., Soquel
Cost: $15 for food only; $25 for food and wine tasting
Details: Reservations are recommended and can be made online at www.michaelsonmain.net or call 831-479-9777.


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SearchAll Refuges
We also experience unprecedented weather, such as out-of-season heat waves, tornadoes and tropical storms. These effects of climate change can transform our environments by changing closely linked associations, such as the timing of hatching insects with the arrival of migratory birds. It also changes the vegetation in an area affecting the species that have evolved to depend on a specific plant community. These changes can threaten many of the species we manage. This is why the National Wildlife Refuge System is focused on trying to predict changes to ecosystems so that action can be taken to help wildlife adjust. You can also help! Small changes in our everyday lives can make a big difference. Here are a few ways you can help our climate and support wildlife conservation where you live.
Helpful Links:Conservation in a Changing Climate (FWS)Climate Change -- What You Can Do (EPA) Cool It! Tips for Going Green (National Wildlife Federation) Climate Change - Nature + People = Solutions (The Nature Conservancy) U.S. National Phenology Network
Follow Us Online
The refuge's location and habitat make it a haven for butterflies and moths -- and those who enjoy seeing them! October and November offer the best times to enjoy the refuge's butterflies, a documented 130 species.


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Date of Stay: June, 2011
This is a dusty park with very few trees. Most of the sites are electric and water only. The water has an unpleasant sandy taste. There is a horse trail ride center within the campground. The horses are tied up short all day, in a small feed lot, saddles on, in the sun with no shade. They are left in the same feed lot at night. I will no go back or recommend this campground for this reason.
Date of Stay: June, 2011
A very nice little campground close to Salida. Right on the river with lots of trees and green grass. It is right off the highway but still quiet. The staff is wonderful. I would stay here again.


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Childrens Party Games HTML version
• Port (Run to one side tof the area)
• Starboard (run to the other side)
• Captains Comming Aboard (Stand to attention
and Salute)
• Submarines (Lie on the floor)
• Hoist the Mainsail (run on the spot - like climing
the rigging)
• Mess Deck (Sit cross legged on the floor - ready
for lunch)
• Davey Jones (Climb a tree, stanbd on a chair -
anything so that you are not on the floor)
• Up Periscope (Stand up straight and old hands to
eyes as though looking through binoculars)
Caution: This game can get rough.
All the players (except one) line up at one side of the
playing area. The remaining player (The Bulldog) stands
in the middle. When he is ready, he shouts "Go" and all
the other players have to get to the other side without
being caught. Any player the The Bulldog can lift off the
ground while he shouts "British Bulldog", joins him in
the middle as a Bulldog. On subsequent runs, the
Bulldogs may work together. The winner is the last one
to be caught.
Split the patry goers into teams of three and give each
team a toilet roll. Two persons then wrap the third in the
toilet roll so that they look like an Egyptian Mummy.
The winning team is the one who in a set time (say 2
minutes) have the neatest and most covered Mummy.
Everyone stands a circle (except one who is standing in
the middle) and has been told to remember a different
station name. The person in the middle calls out two
names. The stations have to change places quickly,
before the person in the middle can get to one of the
empty spaces. Who ever is left without a place is the
person in the middle for the next game.
Pass the
Arrange for teams of about 8 to stand in a line, one
behind the other (arranged boy, girl, boy,...). Give each
team an orange which the first person should tuck under
his chin. This should be passed to the person behind.


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New York City Wedding at The Wooly from Alec VanderboomSometimes I come across weddings that just have so much style I can barely contain myself. Weddings that introduce you to a couple the minute you sneak a peek at all their gorgeous images. Weddings just like this one captured
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