text:
Report on Plans and Priorities 2014-2015
Table of Contents
- Preface: 2014-2015 Estimates
- Message from the Chair and Chief Executive Officer
- Section I: Organizational Expenditure Overview
- Section II: Analysis of Programs by Strategic Outcome
- Section III: Supplementary Information
- Section IV: Organizational Contact Information
- Notes
- Agency Organizational Chart
Other formats:
2014-15 Estimates
Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These reports provide increased levels of detail over a three-year period on an organization's main priorities by strategic outcome, program and planned/expected results, including links to related resource requirements presented in the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament's consideration of supply bills. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.
Estimates Documents
The Estimates are comprised of three parts:
Part I – Government Expenditure Plan – provides an overview of the Government's requirements and changes in estimated expenditures from previous fiscal years.
Part II – Main Estimates – supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.
In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1.
Part III – Departmental Expenditure Plans – consists of two components:
- Report on Plans and Priorities (RPP)
- Departmental Performance Report (DPR)
DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs.
The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.
Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants.
For more information on the Estimates, please consult the Treasury Board Secretariat website.
Links to the Estimates
As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR).
The Management Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information.
Main Estimates expenditure figures are based on the Annual Reference Level Update which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1st (See Definitions section). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program.
Changes to the presentation of the Report on Plans and Priorities
Several changes have been made to the presentation of the RPP partially to respond to a number of requests – from the House of Commons Standing Committees on Public Accounts (PAC – Report 15), in 2010; and on Government and Operations Estimates (OGGO – Report 7), in 2012 – to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval.
- In Section II, financial, human resources and performance information is now presented at the Program and Sub-program levels for more granularity.
- The report's general format and terminology have been reviewed for clarity and consistency purposes.
- Other efforts aimed at making the report more intuitive and focused on Estimates information were made to strengthen alignment with the Main Estimates.
How to read this document
RPPs are divided into four sections:
Section I: Organizational Expenditure Overview
This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization's purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d'être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II).
Section II: Analysis of Program(s) by Strategic Outcome(s)
This Section provides detailed financial and non-financial performance information for strategic outcomes, Programs and sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled "Planning Highlights". This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the department's strategic outcome or parent program.
Section III: Supplementary Information
This section provides supporting information related to departmental plans and priorities. In this section, the reader will find future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations Report, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.
Section IV: Organizational Contact Information
In this last section, the reader will have access to organizational contact information.
- Appropriation
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- Budgetary vs. Non-budgetary Expenditures
- Budgetary expenditures – operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to crown corporations.
- Non-budgetary expenditures – net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- Expected Result
- An outcome that a program is designed to achieve.
- Full-Time Equivalent (FTE)
- A measure of the extent to which an employee represents a full person-year charge against a departmental budget. FTEs are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
- Government of Canada Outcomes
- A set of high-level objectives defined for the government as a whole.
- Management Resources and Results Structure (MRRS)
- A common approach and structure to the collection, management and reporting of financial and non-financial performance information.
- An MRRS provides detailed information on all departmental programs (e.g.: program costs, program expected results and their associated targets, how they align to the government's priorities and intended outcomes, etc.) and establishes the same structure for both internal decision making and external accountability.
- Planned Spending
- For the purpose of the RPP, planned spending refers to those amounts for which a Treasury Board (TB) submission approval has been received by no later than February 1, 2014. This cut-off date differs from the Main Estimates process. Therefore, planned spending may include amounts incremental to planned expenditure levels presented in the 2014-2015 Main Estimates.
- Program
- A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results, and that are treated as a budgetary unit.
- Program Alignment Architecture
- A structured inventory of a department's programs, where programs are arranged in a hierarchical manner to depict the logical relationship between each program and the Strategic Outcome(s) to which they contribute.
- Spending Areas
- Government of Canada categories of expenditures. There are four spending areas (social affairs, economic affairs, international affairs and government affairs) each comprised of three to five Government of Canada outcomes.
- Strategic Outcome
- A long-term and enduring benefit to Canadians that is linked to the department's mandate, vision, and core functions.
- Sunset Program
- A time-limited program that does not have on-going funding or policy authority. When the program is set to expire, a decision must be made as to whether to continue the program. (In the case of a renewal, the decision specifies the scope, funding level and duration).
- Whole-of-Government Framework
- A map of the financial and non-financial contributions of federal organizations receiving appropriations that aligns their Programs to a set of high level outcome areas defined for the government as a whole.
Message from the Chair and Chief Executive Officer
It is my pleasure to present the Canadian Transportation Agency's 2014-2015 Report on Plans and Priorities. This document outlines how the Agency will continue to play its part in making transportation more efficient and accessible for all.
Having successfully wrapped up our 2011-2014 Strategic Plan, we are launching a new three-year plan that focuses on achieving excellence in all that we do. I'm proud to say that this new plan incorporates ideas from all levels of staff and is inspired by Blueprint 2020, the Government of Canada's plan for the renewal of the public service.
The 2014-2017 Strategic Plan has three areas of focus:
- Service Excellence;
- Regulatory Effectiveness; and
- High-Performing Organization.
This coming year will see the pilot implementation phase of a new Shared Case Management System. This centrally-procured system will allow us to offer clients increased electronic access to services, along with streamlined processing of determinations and decisions. To further support the Government's focus on efficient, streamlined service delivery, the Agency will implement several shared services and systems in finance, human resources and information technology. As a high-performing organization, we will continue to provide our employees with the tools and support they need to perform at their highest level.
Our new plan takes into account the feedback offered by our clients and stakeholders. They want easier, more straightforward access to the information they need. Our new website and Agency rules of procedure for adjudicating disputes will help to address this need. We will also maintain our focus on engaging consumers and industry in two-way dialogue and acting promptly where their feedback suggests changes are needed.
In its role as a regulatory body, the Agency will ensure the effective administration of legislation and that regulatory requirements are relevant and streamlined. Furthermore, we aim to promote industry compliance with these requirements through targeted outreach and education. At the same time, we will continue to hold non-compliant companies accountable.
The 2014-2015 objectives set out in this report will enable the Agency to uphold its reputation as a trusted and respected tribunal that supports a competitive, efficient and accessible transportation system.
Geoffrey C. Hare
Chair and Chief Executive Officer
Section I: Organizational Expenditure Overview
Organizational Profile
Minister: The Honourable Lisa Raitt, P.C., M.P., Minister of Transport
Deputy head: Geoffrey C. Hare, Chair and Chief Executive Officer, Canadian Transportation Agency
Ministerial portfolio: Transport
Year established: 1904
Main legislative authorities: Canada Transportation Act, S.C. 1996, c. 10, as amendedNote 1
The Agency shares responsibility for the following Acts:
- Access to Information Act, R.S.C., 1985, c. A-1
- Canada Marine Act, S.C., 1998, c. 10
- Civil Air Navigation Services Commercialization Act, S.C., 1996, c. 20
- Coasting Trade Act, S.C., 1992, c. 31
- Energy Supplies Emergency Act, R.S.C., 1985, c. E-9
- Financial Administration Act, R.S.C., 1985, c. F-11
- Official Languages Act, R.S.C, 1985, c. 31 (4th Supp.)
- Pilotage Act, R.S.C., 1985, c. P-14
- Privacy Act, R.S.C., 1985, c. P-21
- Public Service Modernization Act, S.C., 2003, c. 22
- Railway Relocation and Crossing Act, R.S.C., 1985, c. R-4
- Railway Safety Act, R.S.C., 1985, c. 32 (4th Supp.)
- Shipping Conferences Exemption Act, 1987, R.S.C., 1985, c. 17 (3rd Supp.)
The Agency has sole responsibility for the following regulations:
- Air Transportation Regulations
- Canadian Transportation Agency Designated Provisions Regulations
- Canadian Transportation Agency General Rules
- Personnel Training for the Assistance of Persons with Disabilities Regulations
- Railway Costing Regulations
- Railway Third Party Liability Insurance Coverage Regulations
- Railway Traffic and Passenger Tariffs Regulations
- Railway Traffic Liability Regulations
The Agency shares responsibility for the following regulations:
- Carriers and Transportation and Grain Handling Undertakings Information Regulations
- Railway Company Pay Out of Excess Revenue for the Movement of Grain Regulations
- The Jacques-Cartier and Champlain Bridges Inc. Regulations
- The Seaway International Bridge Corporation, Ltd. Regulations
These Acts and Regulations are available on the Department of Justice website,Note 2 and are accessible through the Legislation and Regulations Note 3section of the Agency's website.
Organizational Context
Raison d'être
The Canadian Transportation Agency is an independent, quasi-judicial tribunal and economic regulator. It makes decisions and determinations on a wide range of matters within the federal transportation system 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.
The Agency sets and strives to achieve high performance standards as it carries out its dispute resolution and regulatory activities. The Agency encourages parties to resolve disputes informally before issues escalate and impact the transportation system. If informal methods do not resolve the situation, the Agency has the authority to issue decisions on dispute-related matters. To ensure its regulatory and accessibility-related responsibilities are administered efficiently, the Agency consults broadly on issues that are important to the transportation industry and its users. By remaining open and by listening to all affected parties, the Agency ensures that its decisions are both timely and responsive, and its administration of regulation is effective and streamlined.
The Agency exercises its powers through its Members. Up to five full-time Members, including the Chair and Chief Executive Officer (CEO) and the Vice-Chair, may be appointed by the Governor-in-Council. The Minister of Transport can also appoint up to three temporary Members.
The Chair and CEO is accountable for the Agency's three programs. The Vice-Chair replaces the Chair and CEO during his absence. All Agency Members are independent and accountable for making quasi-judicial decisions on matters before the Agency.
Reporting to the Chair and Chief Executive Officer:
Text Version: Organization Chart
Agency Organizational Chart
Reporting to the Chair and Chief Executive Officer:
The Agency is divided into four branches: Dispute Resolution, Industry Regulation and Determinations, Legal Services, and Corporate Management, as well as the Office of the Chair and CEO. Each branch head, as well as the head of the Communications Directorate and the Agency Secretary, report directly to the Chair and CEO.
The Agency's headquarters are located in the National Capital Region. Field offices located in six cities across Canada carry out air and accessibility enforcement activities. Further details about the Agency's role and structure can be found on its website.Note 4
Parliament funds the Agency through an operating expenditures vote. The Agency operates within the context of the very large and complex Canadian transportation system.Note 5
Strategic Outcome and Program Alignment Architecture (PAA)
Strategic Outcome: Transparent, fair and timely dispute resolution and economic regulation of the national transportation system.
- Program: Economic Regulation
- Program: Adjudication and Alternative Dispute Resolution
Internal Services
|Expected Results
|Economic Regulation
|Service providers (air, rail and marine) comply with regulatory requirements
|CN and CP are provided with the information required to ensure they do not exceed the maximum grain revenue entitlements for the shipment of Western Grain
|Adjudication and Alternative Dispute Resolution
|Specialized transportation dispute resolution that is transparent, fair and timely
|Internal Services
|Support the needs of programs and other corporate obligations of the Agency
Organizational Priorities
|TypeNote 6
|Strategic Outcome and Programs
Service Excellence
The Agency is recognized for its service innovation and excellence.
Strategic Outcome
Why is this a priority?
The Agency prides itself on delivering quality service and being responsive to the needs of transportation consumers and industry. To maintain its reputation for excellence, the Agency will focus on enhancing service delivery to increase efficiency, effectiveness and timeliness.
What are the plans for meeting this priority?
In 2014-2015, the Agency will focus on:
- re-engineering case management and interaction with clients by preparing for the introduction of a new Shared Case Management System;
- implementing a comprehensive, coordinated stakeholder outreach strategy, developing an integrated approach to collecting stakeholder feedback, and responding to this feedback publicly on a regular basis;
- enhancing consumer and industry engagement and understanding of Agency services;
- implementing a "single-window" approach for all types of disputes and all dispute resolution clients; and
- implementing the new Agency rules of procedure for adjudicating disputes.
|Strategic Outcome and Programs
Regulatory Effectiveness
The regulatory regime meets the needs of Canadians and enhances the competitiveness and accessibility of the national transportation system.
Strategic Outcome
Why is this a priority?
By making regulatory effectiveness a priority, the Agency will ensure that its regulatory and non-regulatory approaches and their administration are easy to understand, up-to-date, and are delivered effectively and efficiently. This priority corresponds to the needs of Agency stakeholders and the Government's focus on effective regulation.
What are the plans for meeting this priority?
In 2014-2015, the Agency will focus on:
- renewing regulations and codes of practice to increase efficiency and reduce regulatory burden;
- actively contributing to legislative and policy reviews affecting the Agency's mandate;
- maximizing industry compliance with legislative and regulatory requirements, as well as Agency decisions; and
- promoting compliance through targeted education and outreach activities and enforcement where necessary.
|Strategic Outcome and Programs
High-Performing Organization
The Agency has engaged, skilled and knowledgeable employees who are supported by effective and efficient systems and services.
Strategic Outcome
Why is this a priority?
The Agency strives to be a high-performing organization so it can discharge its dispute resolution and regulatory services effectively and efficiently. To achieve this goal, the Agency will focus on enabling employees to perform at their highest level, with the support of modern and efficient systems and services.
What are the plans for meeting this priority?
In 2014-2015, the Agency will focus on:
- transforming internal services and processes to enhance effectiveness and align with federal government shared services models and common business models;
- engaging employees and creating opportunities for feedback and dialogue to ensure the maintenance of a supportive workplace;
- supporting employee excellence through performance management, continuous learning and professional development; and
- preserving and enhancing business-critical expertise and information through a targeted knowledge and information management strategy.
Risk Analysis
While developing its 2014-2017 Strategic Plan, the Agency performed an extensive analysis of its risk factors as well as its organizational strengths, weaknesses, opportunities and threats. This process confirmed that, although the core mandate remains unchanged, three developments may challenge the Agency in delivering on its commitments.
Key Risks
|Risk Response Strategy
|Link to Program Alignment Architecture
1. Regulatory development and renewal capacity
Insufficient capacity to simultaneously renew existing regulations and develop new regulations resulting from Government of Canada priorities (e.g., renewal of the Air Transportation Regulations and Railway Third Party Liability Insurance Coverage Regulations)
2. Corporate services realignment
Significant financial and human resources required to respond to common federal government initiatives (e.g., shared services, process standardization, etc.), while maintaining sufficient capacity to support the Agency's mandate
3. Case management modernization
Any delays in implementation of the new shared case management system may impact Agency initiatives to achieve efficiencies and enhance client service delivery
1. Regulatory development and renewal capacity
Following the derailment in Lac Mégantic, the Agency launched a public review of the Third Party Liability Insurance Coverage Regulations. Depending on the outcome of this review, the Agency may have to reallocate resources to address the corresponding increased workload.
As a result of the passage of the Fair Rail Freight Service Act, the Agency may experience increased demand for arbitration services. The Agency will reallocate resources in response to this increase and engage in proactive outreach to help shippers better understand the new level of service agreement arbitration process.
In the air transportation sector, the Agency is anticipating a higher workload related to the administration of wet-lease applications as a result of the wet leasing policy guidance recently issued by the government.
To create additional capacity, the Agency will continue with a series of internal streamlining initiatives to reduce resources required to issue orders, decisions, permits and licences, thereby freeing up resources for priority areas. For example, automated processing mechanisms can improve the speed and efficiency of business transactions with industry. More resources can also be saved through updating technology to support more effective case processing. Wherever possible, the Agency will also re-evaluate and streamline requirements in an effort to reduce turnaround times and overall cost.
2. Corporate services realignment
To return to balanced budgets and to increase accountability, the Government is transforming its internal corporate services by requiring the use of shared service delivery models as well as common processes, policies and systems. These centrally-driven measures could result in a significant transition which could, if not properly managed by the Agency, prevent the Agency from effectively delivering on its core responsibilities and interrupt business continuity.
To mitigate these risks, the Agency regularly engages with central agencies about changes to government policy. Many aspects of corporate services have been realigned with the Agency's core governance structure to both inform decision-making and adapt to its ever-changing environment. Furthermore, a new, multi-year Agency shared services transition strategy will ensure core business continuity through a consistent and comprehensive approach towards the services affected, costs, and human resource implications.
3. Case management modernization
The Agency is in the initial stages of modernizing its internal case management system. This is a major project and investment for the Agency over the next three years and will, in turn, increase Agency efficiency and enhance the client experience. As such, it is among the Agency's top priorities.
The Agency is part of a cluster of departments and agencies committed to using a new, shared case management system recently procured by central agencies. The Agency has already invested heavily in this shared initiative by providing financial and human resources, upgrading related systems and software, and mapping business processes. Complex central procurement procedures have resulted in delays in implementing the shared case management system, impeding the Agency's achievement of its business objectives. Further delays would put the Agency at risk of being unable to deliver on several core business and service delivery objectives.
To support a timely implementation, the Agency has actively sponsored the project, advised on the central steering committee, and provided resources to support working groups tasked with technical components of the selection and testing processes. A case management committee has been integrated into the Agency's governance structure to oversee project progress, ensure timely implementation and account for further risks as they are identified.
Planned Expenditures
Budgetary Financial Resources (Planned Spending—dollars)
Main Estimates
Planned Spending
Planned Spending
Planned Spending
Human Resources (Full-time equivalents—FTEs)
Budgetary Planning Summary for Strategic Outcome and Programs (dollars)
Strategic Outcome: Transparent, fair and timely dispute resolution and economic regulation of the national transportation system
|Strategic Outcome(s), Program(s) and Internal Services
|2011-2012 Expenditures
|2012-2013 Expenditures
|2013-2014 Forecast Spending
|2014-2015 Main Estimates
|2014-2015 Planned Spending
|2015-2016 Planned Spending
|2016-2017 Planned Spending
|Economic Regulation
|Adjudication and Alternative Dispute Resolution
|Strategic Outcome Subtotal
Internal Services
Alignment to Government of Canada Outcomes
|Strategic Outcome
|Spending Area
|Government of Canada Outcome
|2014-2015 Planned Spending
|Transparent, fair and timely dispute resolution and economic regulation of the national transportation system
|Economic Regulation
|Economic Affairs
|A fair and secure marketplaceNote 8
|Adjudication and Alternative Dispute Resolution
|Internal Services
|Spending Area
|Total Planned Spending
|Economic Affairs
|Social Affairs
|International Affairs
|Government Affairs
Departmental Spending Trend
Departmental Spending Trend Graph
The spending amounts presented in the chart for fiscal years 2011-2012 to 2012-2013 are actual results as presented in the Public Accounts of Canada. Spending in fiscal year 2012-2013 was lower than the previous year primarily due to the reduction of payments related to the payout of severance pay and termination benefits to some employees.
Forecast spending for fiscal year 2013-2014 is $29.5 million. This assessment is based on the total available authorities plus an estimated amount of $1.5 million for the reimbursement of eligible paylist expenditures as we can forecast with some certainty the amounts to be paid.
Finally, for the period including the 2014-2015 to 2016-2017 fiscal years, total planned spending is lower than that of previous years, as we consider that the majority of the payouts for severance pay and termination benefits related to the latest collective agreements will have been made.
Estimates by Vote
For information on the Canadian Transportation Agency's organizational appropriations, please see the 2014-2015 Main Estimates publication.Note 9
Contribution to the Federal Sustainable Development Strategy (FSDS)
The Canadian Transportation Agency also ensures that its decision-making process includes a consideration of the FSDS goals and targets through the strategic environmental assessment (SEA). An SEA for policy, plan or program proposals includes an analysis of the impacts of the proposal on the environment, including on the FSDS goals and targets. The results of SEAs are made public when an initiative is announced or approved, demonstrating that environmental factors were integrated into the decision-making process.
Section II: Analysis of Programs by Strategic Outcome
Strategic Outcome: Transparent, fair and timely dispute resolution and economic regulation of the national transportation system
The Canadian Transportation Agency is both an economic regulator and a quasi-judicial tribunal. It regulates certain aspects of the national transportation network through the administration of laws and regulations. It also influences industry behaviour through voluntary codes of practice, and education and outreach programs. It adjudicates disputes between users of, service providers within, and others affected by the national transportation system, which, in the case of accessibility, includes extra-provincial bus services.
To successfully deliver its strategic outcome, the Agency divides its activities under three program headings: economic regulation, adjudication and alternative dispute resolution, and internal services.
|Performance Indicators
|Date to be Achieved
|Percentage of satisfaction with economic regulation and dispute resolution servicesNote 10
|April 2017
Program 1: Economic Regulation
Description: The Agency supports an efficient and accessible federal transportation system for users, service providers and other stakeholders through economic regulation of federal air, rail and marine transportation. It regulates air transportation by enforcing the Canada Transportation Act and related regulations, administering a licensing and charter permit system, helping to negotiate air bilateral agreements, and ensuring that terms and conditions of carriage of air carriers are consistent with Canadian legislation. It develops regulations, codes of practice, and educational and outreach programs to ensure that undue obstacles to the mobility of persons with disabilities are removed from the federal transportation network. It regulates the federal rail system by issuing certificates of fitness allowing carriers to operate, approving rail line construction, overseeing the discontinuance of service, establishing the net salvage value of rail lines, and it determines interswitching rates and administers the revenue cap for the movement of Western grain. It acts as an economic regulator in marine transportation by determining whether suitable Canadian vessels are available when applications are made to use foreign vessels.
Main Estimates
Planned Spending
Planned Spending
Planned Spending
|Expected Results
|Performance Indicators
|Date to be Achieved
|Service providers (air, rail and marine) comply with regulatory requirements
|Air carriers and facility operators comply with the regulatory requirements within 85 business days of the periodic inspection
|Licensees/facility operators who have been found in contravention of the regulatory requirements and are brought into compliance following a periodic inspection remain compliant
|April 2018
|Level of compliance with targetedNote 11 regulations and voluntary codes of practice
Codes of practice
|April 2017
|CN and CP are provided with the information required to ensure they do not exceed the maximum grain revenue entitlements for the shipment of Western Grain
|Number of times that either CN or CP has exceeded their respective Western Grain revenue cap entitlement by more than 1% over the last three years
|One time or fewer out of six times
|April 2017
Planning Highlights
In 2014-2015, the Agency will focus on:
- renewing regulations and non-regulatory tools to increase efficiency and reduce regulatory burden, including a renewal of the Air Transportation Regulations, the Uniform Classification of Accounts, and the rates for the Guide to Railway Charges for Maintenance and Construction of Road Crossings;
- updating regulations and codes of practice related to accessibility, in consultation with its Accessibility Advisory Committee, using innovative technology solutions;
- addressing client and stakeholder feedback to enhance engagement and the timely exchange of business-critical information required by the public and industry;
- actively contributing to legislative and policy reviews affecting the Agency's mandate, including the review of Railway Third Party Liability Insurance Coverage Regulations; and
- enhancing compliance with regulations, decisions, and orders through risk-based approaches, strategic monitoring, targeted education and outreach activities, and holding non-compliant companies accountable.
Program 2: Adjudication and Alternative Dispute Resolution
Description: The Agency provides formal and informal dispute resolution services to users, service providers and others affected by the federal transportation network. As a quasi-judicial tribunal, the Agency has the authority to issue adjudicative decisions and orders on matters within its jurisdiction over federal rail, air and marine modes of transportation and, in respect of the Agency's accessibility mandate, extra-provincial bus operations. It resolves disputes between: air travellers and air carriers regarding terms and conditions of air carriage; persons with disabilities and service providers regarding undue obstacles to the mobility of such persons within the federal transportation network; rail shippers and railway companies regarding level of service and other matters; municipalities, road authorities, landowners and railways regarding rail infrastructure; individuals and communities affected by rail noise and vibration and railways; Canadian ship owners and other interested persons regarding coasting trade and pilotage and port authorities regarding charges for pilotage services or port fees.
Main Estimates
Planned Spending
Planned Spending
Planned Spending
|Expected Results
|Performance Indicators
|Date to be Achieved
|Specialized transportation dispute resolution that is transparent, fair and timely
|Percentage of dispute resolution service standards achievedNote 12
|April 2017
Planning Highlights
In 2014-2015, the Agency will focus on:
- reengineering its approach to case management to simplify dispute resolution processes, increase responsiveness and enable paperless, automated processing;
- implementing the Agency's new rules of procedure for adjudicating disputes;
- addressing performance gaps and client satisfaction feedback in an efficient and open manner;
- providing consumers and industry with the information they need, through the communication vehicles they use; and
- enhancing dialogue and the exchange of business-critical information with consumers and industry.
Internal Services
Description: Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
Main Estimates
Planned Spending
Planned Spending
Planned Spending
Planning Highlights
In 2014-2015, the Agency will focus on:
- transitioning to shared federal government service delivery models while maintaining service continuity;
- reinforcing rigorous governance and oversight to enhance project management and accountability;
- supporting employee excellence through performance management, continuous learning and professional development;
- increasing employee engagement by regularly soliciting and responding to input and feedback; and
- preserving and enhancing business-critical expertise and information.
Section III: Supplementary Information
Future-Oriented Statement of Operations
The future-oriented condensed statement of operations presented in this subsection is intended to serve as a general overview of the Canadian Transportation Agency's operations. The forecasted financial information on expenses and revenues are prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.
Because the future-oriented statement of operations is prepared on an accrual accounting basis and the forecast and planned spending amounts presented in other sections of this report are prepared on an expenditure basis, amounts will differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net costs of operations to the requested authorities, can be found on the Canadian Transportation Agency's website.Note 13
|Financial information
|Estimated Results 2013-2014
|Planned Results
|Total expenses
|Total revenues
|Net cost of operations
As shown in the table above, the Agency is projecting a net operating cost of $33 million. This projection is based on funding requested in the 2014-2015 Main Estimates. The forecast decrease in expenses in 2014-2015 of $0.3 million is primarily due to the estimated reduction of the payouts for severance pay and termination benefits related to the most recent collective agreements.
List of Supplementary Information Tables
The supplementary information tables listed in the 2014-2015 Report on Plans and Priorities can be found on the Canadian Transportation Agency's website.Note 14
- Greening Government Operations
- Upcoming Internal Audits and Evaluationsover the next three fiscal years
Tax Expenditures and Evaluations
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance publishes cost estimates and projections for these measures annually in the Tax Expenditures and EvaluationsNote 15 publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.
Section IV: Organizational Contact Information
For more information, please visit the Agency's websiteNote 16 or contact the Agency at:
Canadian Transportation Agency
15 Eddy Street
Gatineau, Quebec
Tel: 1-888-222-2592
Fax: 819-997-6727
Email: firstname.lastname@example.com
- Date modified:


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Via Valigondoli 19, Mercatale Val di Pesa, Greve in Chianti, Chianti, Italy
- Free Wi-Fi
- Bicycle Parking
- Cable TV
- Cots available
- Currency Exchange
- Free Internet Access
- Hair Dryers
- Hot Showers
- Internet Access
- Parking
Check-in / Check-out
Earliest check-in: 10:00
Latest Check-out: 10:00
- Credit Cards Not Accepted
- Non Smoking
Group booking?
Group of 15 or more traveling to Chianti?
About Casa con Bella Vista
Casa Vacanze Bellavista was built in 1929 and in the years 2005, 2006 and 2007 it was completely restored to look like its natural self from 1929. Both the apartments in the building is still manages to hold its true characteristics.
Accommodation Information
The apartments are on ground floor, the first has a big kitchen and also a sofa bed, bedroom and private bathroom, the second has a kitchen, a big bedroom where is a double bed and 2 beds and private bathroom. There is a big garden around.
Location Information
In the area there are many historical towns such as Certaldo, San Gimignano, Volterra, and Siena. Or for a day trip you can visit Lucca, Arezzo, Pisa and the coast is just one hours drive away.
There is an excellent supermarket in nearby San Casciano, banks, many restaurants, speciality shops, cafes and a big market held every Monday on the main square.
Cancellation Policy
Customers can cancel their reservation free of charge up to 1 day before arrival. After this date, charges will be applied by the property up to the first nights cost of the reservation, unless otherwise stated in the property's conditions. Deposits paid are non refundable.

subset: commoncrawl


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In Britain and America, for the first 10 years of their life, the B52's were shunted into the cult hangar, adored by the few, ignored by the many. Until, that is, 'Love Shack' and 'Rock Lobster' (the only pop lyric to include the line 'Here comes a jellyfish') were picked up on their umpteenth re-release in the late Eighties and made them something more than just the other band from Athens, Georgia.
In Australia, however, they have always been mainstream; so popular, in fact, there are B52 tribute bands - called things like the Rock Lobsters - making a handy living. It is no surprise that the B52's should have taken off Down Under: the band inhabits the same nether-murk of kitsch that spawned Barry Humphries.
Ringmaster of folly is Fred Schneider, the lead singer, next to whom Julian Clary would appear firm-wristed. Mincing around in a pink suit and black flouncy- fronted shirt, Schneider kept a pursed- lipped poker-face throughout the proceedings, which is no mean feat when you are wearing, around your neck, five diamante crucifixes suspended from a bicycle chain.
Schneider doesn't really sing: he declaims ('Let me kiss your tummy / Let me kiss your bummy'), while the singing (well, shrieking) duties are left to his two female lieutenants. On his right, Kate Pierson, a ringer for Pauline Collins after a visit to Pat Phoenix's hairdresser, wore her customary short skirt, hot pants and enigmatic smile.
On his left was Julee Cruise, replacing Cindy Wilson, the founder member who left shortly before the recording of the new album. Cruise, a special guest on the tour, is better known for that apex of cool, the theme tune to Twin Peaks. Here she was not cool. With her teeth, peroxide wig and Bacofoil micro-mini she had the appearance of Hillary Clinton after a make- over by a Liberace fan. She danced in a style that suggested she had magnets of the same polarity strapped to her knees: every time she tried to push them together they seemed immediately to be sprung apart. Her hands, meanwhile, were being thrown all over the place, often in time to the music.
She was not the only one hurling herself around. Behind the singers, a battery of percussion and drums kept up a rhythm that rarely dipped below the frenetic and, after Schneider's ungrammatical greeting - 'Y'all can stand up, y'know London' - the audience could not stop jumping. Down the aisles confused bouncers looked alarmed at this unabashed outbreak, busying themselves shepherding dancers back to their seats.
If there was a complaint, it was that Julee Cruise was a little too enthused. When the three singers performed their silly Egyptian dance routine during 'Mesopotamia', or their crustacean stomp during 'Rock Lobster' Schneider was all catty and supercilious, while Pearson was economic and balletic. Cruise, though, couldn't keep a straight face. Understandable as that might be, looking as though they are serious about this stuff is an important element in the B52's ironic charm.
Her singing, however, neatly fitted into the B52 pattern: following Pierson's a semitone lower, she screamed discordantly through their not-so-full repertoire. Few though they are, and rarely complex, a B52 song is crisp, clean, witty. 'Around the World', for instance, is a wonderful pop song. Here, as the women yelled out its nagging chorus, Schneider disappeared back-stage for a towelling down, to be replaced by four members of the audience performing an ill-rehearsed dance routine involving bowler hats and unfurled umbrellas. Like Julee Cruise, they could not conceal their enjoyment.
The show was over in less than 90 minutes which is probably as well: B52 material would become thin stretched any further. But they finished, inevitably, with 'Love Shack' and 'Rock Lobster' and people were still grinning an hour later.
(Photograph omitted)
- More about:
- Cruises
- Hammersmith Apollo
- Lobster
- Shellfish


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Dark Green Aventurine initiates a deep purification of the physical body, especially the vital organs. Aventurine energy permeates the body and then focuses on your most distressed organ, filling it with healing energy and encouraging it to release its accumulated disharmony. Once this organ has been uplifted, your next most distressed organ receives Aventurine's attention. Thus, organ by organ, Aventurine helps heal and purify your entire body.
Benefits of Wearing a Therapeutic Dark Green Aventurine Necklace
Dark Green Aventurine initiates a deep purification of your physical body, especially its vital organs. It purifies and uplifts the organ that is weakest and has the most limitations.
The Earth produces two basic varieties of green Aventurine: Light Green and Dark Green. The light green variety displays few or no dark green flecks in a light green base. The dark green variety is actually Light Green Aventurine so infused with dark green flecks that it appears dark green. Therefore, the light green variety that contains no flecks radiates one type of energy, and the dark green variety offers two: the light green energy and the energy of the flecks.
Both the light and dark green energies focus their effects on organs. The light green energy uplifts and strengthens an organ by encouraging its healthiest cells to distribute their vitality throughout the organ. The dark green flecks expel the organ's low and disharmonious energies.
Of the two types of Aventurine, Dark Green Aventurine works most deeplyin part, because Dark Green Aventurine offers the effects of both the light and dark green vibrations. Nonetheless, when you wear a Dark Green Aventurine necklace, its primary effects are those of its dark green vibrationthat is, it expels the organ's low and disharmonious energies. Dark Green Aventurine not only drives out an organ's disharmony and disease, it strengthens the organ. In Dark Green Aventurine, the light green component takes on a supporting role: it helps vitalize the organ, enabling it to more easily throw off the disharmony being expelled by the dark green vibration.
When you wear either Dark or Light Green Aventurine spheres around your neck, the Aventurine's energy fills your aura and enters the physical body through your breath. As with anything inhaled, the Aventurine energy first enters your lungs, then your blood stream, and then every cell in your body. This is how the whole body becomes introduced to Aventurine energy. As the particles of Aventurine energy are distributed to every cell in the body, they maintain communication with each other. When enough Aventurine energy has permeated your body, it detects the organ with the most disharmony. Then, all the Aventurine energy already in your body, plus any more that is breathed in, surrounds and begins to enter that organ.
Every organ, even a diseased one, has areas that are healthier than others. It is in these healthier areas that Aventurine's energy first establishes itself. Once Aventurine energy gains a foothold in the organ, it makes room for more of itself to enter by expelling disharmonious energies from the organ. Then it gradually distributes itself as evenly as possible throughout the organ. As more and more Aventurine energy enters the organ, it forces out disease and disharmony while uplifting and strengthening the organ.
With both types of Aventurine, when the target organ is no longer the most disharmonious in the body, the Aventurine energy slowly leaves the organ. Then it finds the next organ with the greatest degree of disharmony and begins to work there. The Aventurine continues this process for as long as you wear it. If you wear Aventurine long enough, it's possible that it will treat every organ, including the organ it originally targeted. The longer you wear Dark Green Aventurine, the stronger and healthier your organs will become. Naturally, this will lead to a strengthening of your entire body.
Dark Green Aventurine can help those who aspire to greater spirituality and yet are unable to keep their attention on Spirit because their awareness is continually drawn to the body's disharmony, pain, or distress. As Aventurine helps your body work through a condition and lifts some of its burden, you will find it easier to expand your awareness to include other areas of life. With this opening of awareness, you may come to terms with the reasons for your ailments and more easily learn the life lessons associated with them.
Contraindication: Drugs and Dark Green Aventurine
Dark Green Aventurine should never be worn by or placed on the body of someone who is taking toxic drugs as part of another therapy, such as in chemotherapy. If the Aventurine is targeting an organ with drug residues, the Aventurine may recognize these residues as disharmonious and work to loosen and dispel them from the organ. If the organ has been accumulating drugs for years, a potentially serious situation may arise. When the Aventurine starts moving these drugs and their energies out of the organ and into the body, they will start circulating there, and the body may not be able to handle the influx and remove them. For people who wish to enjoy the benefits of Aventurine but who are taking toxic drugs or who have a history of taking them, it is best to wear Light Green Aventurine for some time before using Dark Green Aventurine.
Deep Breathing
When an organ is surrounded by Aventurine energy, it recognizes that a change is about to occur and that it will no longer be able to hold onto its disease. Physical matter often resists change, and anything that is diseased is especially resistant to the healing energy of Aventurine. A disease is also like a living entity. It knows that the presence of Aventurine energy is the beginning of its demise, so naturally it will want to push the energy awayand will do so with all its might.
You can help the Aventurine energy enter the target organ by breathing deeply. Deep breaths bring more oxygen to the organ. The Aventurine energy latches onto the oxygen molecules and rides them into the organ. In this way, deep breathing increases the amount of Aventurine energy entering the body. Therefore, when you wear Aventurine, it is advisable to periodically breathe deeply for a minute or two. People with serious organ conditions should breathe deeply as often as possible. When deep breathing, care should be taken not to hyperventilate.
Deep breathing will be most effective when your aura is saturated with Dark Green Aventurine energy. If you are wearing a therapeutic necklace of 10-mm spheres, your aura will probably become saturated within fifteen minutes. It may take up to forty-five minutes if you are wearing 8-mm spheres.
Young children should generally not wear an Aventurine necklace made of larger than 6-mm spheres, unless the child has a serious condition or the necklace is being used to ease a temporary condition.
Both Dark and Light Green Aventurine can assist all forms of life, including animals. A collar of Aventurine is a wonderful gift for a dog or cat who is unwell or whose health you wish to fortify.
Powerful Partners: Dark Green Aventurine and Emerald
Anyone with a physical disease, especially one involving an organ, can benefit greatly by wearing the strongest combination of physically healing gemstones yet known: Dark Green Aventurine in one necklace and Emerald in another. When working on healing a physical condition, Emerald and Aventurine are indispensable. Indeed, if all you had were a solid necklace of Emerald and a solid necklace of Dark Green Aventurine, your gemstone "tool box" for physical-body healing would be nearly complete.
Emerald carries the green color ray. The green ray raises the vibrations of the physical body and provides it with powerful nourishment, vitality, and healing. Often those in pain resist the influx of Emerald's green ray nourishment. By focusing on their discomfort and tightening up against the pain, they inadvertently resist the entrance of the green ray. Wearing a Dark Green Aventurine necklace along with Emerald encourages the body to relax and open itself to the green ray's healing vibration.
When you wear Dark Green Aventurine alone, it expels disharmony from your weakest organ. A small amount of this disharmony is neutralized by the Aventurine's own light green vibration. It is then up to your body to eliminate the restthat is, unless you also wear a necklace of Emerald. The Aventurine focuses the Emerald's green ray on the organ. The green ray not only uplifts the organ; it also neutralizes much of the disharmony expelled by the Aventurine. In this way, Emerald relieves your body of the burden of eliminating much of this disharmony. To support the expulsion of disharmony from your body, you can also perform other therapies that boost your overall vitality and support your organs of elimination.
Because Dark Green Aventurine and Emerald work so powerfully together, people with seriously diseased organs are strongly advised to wear them together. Ideal would be a necklace of therapeutic Dark Green Aventurine spheres and another necklace of therapeutic Emerald. One should continue to wear them both, even if it appears that a healing has taken place. Once the energy of a disease has entered the body, it often lingerssometimes for an entire lifetimeafter the disease's physical manifestation has been cleared.
Time Guidelines
The time it takes for Dark Green Aventurine to complete its work depends on the size and quality of the Aventurine being worn. It also depends on the degree of toxicity in the target organ and the overall level of toxicity in the body.
To illustrate the time it takes for Aventurine to do its work, we can place an organ's disease or the degree of toxicity on a scale of zero to five: zero indicates perfect health, and five indicates a level of toxicity so great that virtually no life is left in the organ. We will also assume that therapeutic, exquisite-quality 10-mm Dark Green Aventurine spheres are being worn.
People whose conditions register one on this scale should wear Dark Green Aventurine continually for one or two months. Individuals in this category include those who are relatively healthy but who have aches and pains or organs that are not as strong as they would like them to be. If Emerald is also worn, the time required can be considerably reduced.
Those with conditions registering two may need to wear Dark Green Aventurine continuously for six months. Those with conditions registering three may need to wear the Aventurine for a year or more. If worn with Emerald, both of these times can be cut in half.
Those whose conditions register four and five must have very toxic bodies for their organs to possess such a low degree of life force. These individuals will need to wear Aventurine continually for at least three to five years. Again, the use of Emerald will greatly reduce this time requirement. Unfortunately, a body that is this toxic may not live that long unless it is supported by other therapies. These could include other gemstone therapies.
Therapeutic Quality Dark Green Aventurine
To experience its true therapeutic effects, only certain qualities of Aventurine should be used. Again, therapeutic Dark Green Aventurine is composed of dark green flecks in a light green base. Its appearance varies, depending on the character of its light green base, the abundance and distribution of its dark green flecks, and the way these elements interact. The more translucent the Aventurine and the finer its color, the greater are its therapeutic effects. The overall color of the finest Dark Green Aventurine is rich forest-green.
To evaluate Aventurine for therapeutic quality, it must be examined under a microscope. This is required to determine whether the Aventurine has the proper ratio of light and dark green elements. This also ensures that the dark green flecks are not loose clouds or streaks but appear as solid, discrete, fully matured capsules suspended throughout the light green base. Any Aventurine that is muddy-looking or that displays other colors should be avoided.
Evaluating Dark Green Aventurine for therapeutic quality is so complex, that it is necessary to have viewed hundreds of specimens before one can confidently classify a sphere as therapeutic in quality.
Learn more
Dark Green Aventurine Therapies


text: 000 WUUS55 KPUB 212115 SVRPUB COC009-212200- /O.NEW.KPUB.SV.W.0060.170521T2115Z-170521T2200Z/ BULLETIN - IMMEDIATE BROADCAST REQUESTED Severe Thunderstorm Warning National Weather Service Pueblo CO 315 PM MDT SUN MAY 21 2017 The National Weather Service in Pueblo has issued a * Severe Thunderstorm Warning for... Southeastern Baca County in southeastern Colorado... * Until 400 PM MDT * At 314 PM MDT, a severe thunderstorm was located 10 miles southwest of Campo, or 24 miles northwest of Boise City, moving east at 35 mph. HAZARD...60 mph wind gusts and half dollar size hail. SOURCE...Radar indicated. IMPACT...Hail damage to vehicles is expected. Expect wind damage to roofs, siding, and trees. * Locations impacted include... Campo. PRECAUTIONARY/PREPAREDNESS ACTIONS... For your protection move to an interior room on the lowest floor of a building. && LAT...LON 3700 10284 3712 10284 3726 10213 3699 10214 TIME...MOT...LOC 2114Z 272DEG 31KT 3703 10275 HAIL...1.25IN WIND...60MPH $$ tlm


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The Ghost Tour
A soft and gentle ghost story set around a young tour guide Samantha as she takes a aparty on a tour. Who is real and who is a ghost though. and cwill everybody find peace of mind
The Ghost Tour
The old man liked Thursdays. He liked ghost tours, he liked Samantha, and so it was good that all three came together on the same day. There were others that did the same ghost tour, but she was the tour guide every Thursday, and with her soft Scottish accent and silvery laughter, she took the old man back to his childhood of so many years ago. He had been so happy then, and wanted to go back in time, but he knew he could only do so through Samantha, or go there in his dreams. It was nearly 5 o'clock though, the tour would be starting shortly so, pulling himself up of the park bench, he slowly began to walk away. It was a pity that his wife didn't seem to be joining him, but he was sure she would come along later, so quietly, yet eagerly, he began to anticipate the evening to come.
Samantha McFadden grumpily slammed the communal front door of her tiny rundown bedsit, swept her long black trench coat around her, and then swore at the landlord's tomcat, who merely hissed and then spat at her in return. Reluctantly she made her way through her local park before reaching the cathedral where, all too soon, she would have to begin her tour. She was feeling homesick, her course in Psychology was proving difficult, that cat had just swiped her dinner, and her landlord had told her that her rent was both increasing and overdue. She knew that he that he had to make a living, but she wasn't making much money, and she sometimes wished a few ghosts would really make an appearance, so he and his greedy old fleabag might be frightened away.
There were no ghosts though, the early autumn evening sun was casting long shadows, the cathedral bells were calling, and she was late so she strode on quickly. The sooner it was done the better, as a half bottle of red wine and a package of goodies from home were calling, as well as a bag fresh hot chips that she would enjoy on the way home. Then she saw her tour group waiting by the cathedral entrance, and put on her most ingratiating smile. They merely looked at her in return, but that didn't matter, for she was a good actress, and the show would simply go on. She just wished she might see or hear something though, just a squeak, a shadow or a groan to take back home to Scotland. Anything would do, just anything, but so far any spooks had stubbornly stayed away. The Cathedral bells stopped pealing, the tour was late starting so, guiding her group away from the now sleeping cathedral, she began to make up for lost time.
As the tour progressed quickly, the old man standing towards the back of the group, watched Samantha with interest, and wondered what was going on. Normally she put on a fine performance, and she would have lingered more at all the sites they had so far visited, but tonight she was brusque and impatient. Clearly something had gone very wrong. He watched her walking across through the old city market place, and as she carried on talking he listened carefully to what she had to say. She had talked of monks and monasteries, and now she portrayed the once bustling market place and the reported ghosts which lay within. She tried to infuse her speech with passion and interest, but he could sense her tiredness and her irritation, and her desperate desire to be elsewhere. She was lucky though, for her group were dull and slightly inattentive, so, to them, her performance still seemed very smooth. Moving like a heavily sedated overweight tortoise they showed no real sense of direction. Dragging their heels and strangely sleepy, it seemed they had dinned to well on fresh cut lettuce leaves. Now all they wanted to do was to hibernate within their overly large and ever thickening shell. Then the tour came to the old paupers orphanage; and instantly, for both the old man and Samantha, the atmosphere began to change.
This site was special for Samantha. Within this building many children had suffered and had been murdered, she informed the tour group; and their despairing screams and shadows could sometimes be heard or seen by some people to this day. Looking at the group carefully, she began to describe what had happened, and what remained for those who could see or hear. Her voice was softer now, and her words more soothing. As far as she was concerned the time for acting had come to an end. Standing just in front of the building she asked the group to stay silent for, as she quietly explained, some children might be sleeping, some might be frightened, and some might be hearing the screams of those who had died before. It was of no use though, for most of the group stayed silent, and just gave her a blank stare. There was only an old man at the back of the group who showed any concern and interest and looking at him Samantha was puzzled. Repeat tour customers were a rarity, yet somehow, she thought, that she had seen him several times before. He had a kind face though, but he seemed very shy. Samantha sometimes wished he would come over and talk to her; but soon her thoughts returned to the children, and the suffering that they had endured. Somehow she wanted to hold them, and comfort them, but she didn't know how to do so, and though she had always been looking and listening, she had never seen or heard them, and she didn't know where or how they were to be found.
She still had two more sites to cover though; the clock was still ticking, so briskly, she began to move her little group on. As they moved on swiftly, she didn't even notice that the old man had stayed behind.
Standing alone in front of the orphanage, and looking in through one of its lower windows the old man could see two young boys playing, but then he felt a tap on his shoulder, and he turned to see who was there. As he looked he smiled, for his wife had joined him. He was always glad to have her by his side, but now he was especially grateful, for she was pointing towards the children, and suddenly, as he looked, he knew that something was terribly wrong. They had stopped playing and now they were terrified. They were huddling together, and staring back at the open doorway to the room. A tall dark shadow appeared in the doorway; and the children mouths opened as if they were about to scream. There was no sound though, regardless of how intently the old couple listened, and as they looked on despairingly the children and the shadow gradually melted away
Looking through the window the old man wanted to go into the room and help them, but he felt his wife pulling him away. The ghost tour was disappearing, she told him, and they were part of the tour.
"Nobody can help the children"
She pleaded
"It's too late now, they're from a different time, and we can't help them. It's sad, very sad, but now we have to move on!"
The old couple moved away quickly, in order to rejoin the tour, yet part of them wanted to remain.
"To Elsie who used to sit here, from Albert who loved her, and who always sat by her side
The tour was finished now, it was a warm soft evening, and sitting on the park bench with her belly full of piping hot chips, Samantha rubbed the old weathered remembrance plaque gently, and smiled. She had sat here many times and never noticed the plaque before, but now the metal had lightly caught the back of her coat, she looked at the words and wondered who Albert and Elsie might have been. Did they ever get married, she wondered, and did their love carry on after they had died? The park was empty, there were no sounds around her, and though her wine and package softly summoned her, she ignored their call, for she suddenly realised she that wanted to stay.
Yet at the same time she yearned for someone special to be by her side. One day she might meet her prince in shining armour, one day he might carry her away in his arms, but up until now she had never seen him; and she wondered whether he would ever come her way. A warm blanket of air seemed to settle down around her shoulders. It was like going back to her homeland, back to her long lost blissfully carefree summers; and back to when she had been cradled in her mother's arms. She closed her eyes for a moment, leant back against the park seat, and tenderly began to dream.
In her dream she saw the old man from the ghost tour, but now an old woman had joined him. They smiled at her, but it was only a dream, and soon they drifted away. She nestled down deeper into her trench coat, and carried on sleeping. Who were they, she wondered, what was their history, and, if they could speak, what kind of story might they tell? But now she was too tired, too well fed and far too comfortable to really care.
Albert and Elsie gently sat down on the seat beside her. They were very old now, and this bench; once theirs; was now for the young and the living; but they put a comforting arm around Samantha.
Hopefully she might feel their warmth, and maybe even realise that they were there.
Time marched on, they quietly watched her dreaming, then they softly kissed each other, got up and prepared to leave. They looked at Samantha, looked at each other, walked through the park seat, and then hand in hand, they gradually, and silently, faded away.


text:
Hey, small gardeners unite!
(My yard is small though not quite that small.) Methinks it takes even
more talent to do so much with so little!
firstname.lastname@example.com wrote:
> I look at the photos on this site of everyone's gardens, and I feel very
> embarrassed. But this photo is proof that one can pack a lot of iris
> into a small space. (Yes, that REALLY is the size of my backyard at the
> duplex where I live.).....Elm
My words are mine, and don't reflect the views of my employer.
Catherine Button Network Administrator firstname.lastname@example.com
Phone: 609-518-3700 x4444 Fax: 609-518-3720
"When I drop in my tracks, I want the body to skid for a week."
firstname.lastname@example.com http://www.gixxergirl.org/
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text:
We Won Best of the Best Farmers' Market! Happy Holidays from All of Us at the Greater Westhampton Chamber of Commerce 2016 Holiday Party Photos
The Greater Westhampton Chamber Welcomes You!
The Greater Westhampton Chamber of Commerce brings together concerned community business members sharing and promoting all positive business activity in our greater community in an endeavor to promote local business success using a SHOP LOCALLY campaign.
Visit Our Farmers Market
The Market is open every Saturday between now and the end of November.
Join the Chamber
Join other businesses who truly understand the unique needs of our community.
Membership Directory
Browse our Membership Directory of local businesses and shop local!


text:
Get the Town newsletter
16:58 1th October 2011
Town had fun in the sunshine at Griffin Park this afternoon, notching four past Uwe Rosler's Brentford to break back into the promotion places.
The Bees, who recently won away at Oldham, started the game on top and dominated the first 20 minute period. However, after that, the Terriers dominated and took a deserved lead in the in the 37th minute when Rhodes headed home the first of his brace.
Following an even thirty minutes of football the Terriers doubled their lead when substitute Lee Novak lobbed home from eight yards. The same player then turned provider when he crossed for Rhodes to score his second. Lee Clark's men then sealed the victory when Gary Roberts picked up a rebound and smashed home Town's fourth of the afternoon.
Lee Clark made four changes to his side this afternoon with Captain Peter Clarke the most notable of those, returning to replace the suspended Jamie McCombe.
Elsewhere, Tommy Miller and Gary Roberts came into Clark's midfield four at the expense of Danny Ward and Anton Robinson. Upfront Jordan Rhodes was called in to the starting line-up with Lee Novak dropping to the bench.
The Terriers started the game shooting towards the home fans and were quickly awarded a free-kick when Gary Roberts was fouled inside the Town half. The resulting free-kick, which Ian Bennett punted forwarded, was well defended by the Bees tall centre back pairing of Marcel Egar and Karleigh Osborne.
The first effort of the game fell to the Bees, following good work from the former Leeds United central midfielder Jonathan Douglas. In the sixth minute the Irishman skipped past Tommy Miller on the edge of Town's area before laying the ball off to right-back Adam Thompson, who could only fire high and wide into the Town fans behind Ian Bennett's goal.
Moments later the recalled Peter Clarke put his body on the line for Terriers, throwing himself in front of a goal bound effort from Douglas on the edge of Town's penalty area.
SUB - Lee Clark was forced into an early change when Calum Woods had to leave the field with a suspected hamstring injury for Liam Cooper in the 13th minute.
Brentford dominated the opening twenty minutes of the game without forcing Town 'keeper Ian Bennett into any kind of save. Going forward the Terriers had struggled to get the ball down and get their passing game going - Gary Roberts had seen very little of the ball down the left-wing.
A foul by Thompson in the 22nd minute on Roberts handed the Terriers a chance to test Richard Lee. The recipient of the foul, Roberts, stood over the free-kick and curled in a wicked delivery to the back post, which Peter Clarke headed just wide of Lee's right-hand post.
Clarke's near miss lifted the Terriers' confidence, especially Rhodes who was battling well against Egar. They then went close on three occasions from the same spell of possession; firstly in the 25th minute Jordan Rhodes forced Lee to tip over his bar with a looping header from the penalty spot. From the resulting corner, Clarke lost his man and hit the post before the ball was eventually cleared for another corner. Then, from Town's third corner in a minute, Kay headed over a difficult chance from three yards when under pressure.
Brentford's response came in the shape of young winger Niall McGinn who cut inside from his left-wing position before firing a powerful effort with his right foot just wide of Benno's goal.
GOAL - Town took a deserved lead in the in the 37th minute when Jordan Rhodes planted a header back across Richard Lee and into the Bees goal. Tommy Miller was the provided; the central midfielder picked up the ball down Town's left before swinging in a cross to allow Rhodes to head home his 50th goal in blue and white from 12 yards out.
Rhodes was playing with a lot of confidence and went close to doubling Town's advantage when he cut inside Marcel Egar and fired a thunderous shot from 25 yards, which was brilliantly parried away by the outstretched arm of Richard Lee.
SUBS - Uwe Rosler made two half-time substitutes; Myles Weston and Toumani Diagouraga were introduced at the expense of Kevin O'Connor and Marcus Bean.
Town meanwhile were unchanged and would shoot towards the Town faithful for the second 45.
The Terriers defence were called into action immediately when David Clarkson broke the off-side trap and raced in behind. The striker pulled the ball back from the by-line in the direction of the onrushing support, but failed to get the ball past Liam Cooper who made a tidy clearance.
BOOKING - Damien Johnson received the first caution of the game in the 54th minute for a trip on Niall McGinn as he looked to start a counter attacker for the home team.
Town had settled into the game following the Bees sharp start to the second-half and were testing the Brentford backline with some good crosses. Gary Roberts' delivery from corners had been a particular highlight throughout the game and provided Town with a number of chances to test Richard Lee.
It was Roberts again in the 62nd minute who unlocked the Brentford backline allowing Rhodes to get in and strike the bar. Tommy Miller started the move after collecting the ball from a Scott Arfield tackle. Miller instantly switched play towards Roberts who took the ball down on his chest before racing forward. The winger only had Rhodes in front of him and he found the striker with a neat slide rule pass. Rhodes took one touch before hitting the ball with his left on the edge of the area and was unfortunate to strike the bar.
SUBS - Lee Clark made two quick fire changes. In the 64th minute Alan Lee left the field allowing Lee Novak to take his place, then in the 67th minute, Scott Arfield was replaced by Anton Robinson.
GOAL - Town doubled their advantage twenty minutes from time when Lee Novak showed excellent composure to lob Richard Lee from eight yards. Novak's eighth of the season came courtesy of Tommy Miller who grabbed his second assist of the game. The central midfielder lobbed the ball over Brentford's high line allowing Novak to steady himself and lob the ball over the advancing Richard Lee from the penalty spot.
Uwe Rosler's men almost replied immediately and Town had 'keeper Bennett to thank for keeping the score at 2-0. Substitute Diagouraga skipped inside the sliding challenge of Antony Kay before firing a shot straight at Benno, which he palmed away into the path of McGinn. The winger's first touch was good, but Bennett redeemed himself by throwing his body in the way of his shot to clear the danger.
GOAL - Following the Bees' short spell of pressure the Terriers went up the other end and secured victory thanks to brilliant play between Novak and Rhodes. Novak received the ball down Town's right and skipped past his marker before firing the ball across goal and into the path of Jordan Rhodes who duly obliged in heading his second in the 77th minute.
GOAL - Town were running riot in the sunshine at Griffin Park and made it four only a minute later when Gary Roberts smashed home a rebound. The move began with Rhodes who picked up the ball 40 yards and went in search of his hat trick. The Scotland under-21 international cut inside Egar on to his weaker left foot and struck a shot from 25 yards, which was deflected onto Lee's left-hand post. Robbo was following Jordan all the way and was to first to react to the rebound and smashed the ball home off the post to send the Town fans into raptures.
The game fell into a lull following Roberts' goal with neither side attacking with any real intensity.
Town's team (4-4-2):
Ian Bennett; Calum Woods (Liam Cooper, 13), Peter Clarke (c), Antony Kay, Jack Hunt; Gary Roberts, Tommy Miller, Damien Johnson, Scott Arfield (Anton Robinson, 67); Jordan Rhodes, Alan Lee (Lee Novak, 64)
Unused substitutes:
Nick Colgan, Danny Ward
Brenford -
Town - Johnson 54,
Attendance: 6101
Away: 899


text:
Cookin for The Columns: One to keep
Christmas is almost here! Thanksgiving was so late this year that it seems like Christmas is coming quicker than usual. Of my favorite Christmas treats is fudge. My grandmother always made a big container of fudge for Christmas.
This one is my mother's recipe. It makes a great gift for friend or neighbor so make two batches...one to give away and one to keep!
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Reset My Password
This will send a password reset to your email address on file. A reminder that your email address on your account must be valid and working to receive the reset request.
We would love to hear your feedback and any suggestions you may have for our new VWVortex store.
Let us know if there is a color option you would like added or a particular merchandise item you would like to see in the store. Have you had a chance to buy an item from our store? Then we want to hear what you think about the merchandise you bought.
If you would like to provide feedback/suggestions please post in here in the Store Feedback forum.
As Audi's new R18 rapidly approached its unveiling last Friday this blog zeroed in on SPEED contributor Marshall Pruett. Pruett seemed more clued in than most in the general public or press about the car and relayed to our staff that he'd spent countless hours on the phone to Germany working on a technical analysis of the new car. Over the weekend Pruett published his story, rife with details Audi Sport
There've been any number of rumors about the engine that will power Audi's upcoming S and RS variants. We've read everything from V10 biturbo to high-rev V8 in the mags but at the end of the day we're keeping our money on the biturbo 4.0T FSI to motivate the S6, S7, S8 (likely more as 4.2 is phased out) and likely RS variants of each will be a biturbo 4.0T. An extremely senior source in Germany mentioned 4.0T to us a while back
German VAG blog Vau-Max.de has published a story about a first-gen (Type 8L) S3 that's been substantially modified and pulls from any number of sources within the Volkswagen Group. Perhaps it is the Bentley Continental 20-inch alloys paired with a more militaristic matte green/grey paint that gets the most attention upon first look but closer inspection of additional photos via the link below also reveal Mk1 TT orange baseball


text: I have a Quad 400 that I have only shot 2-3 times so far. There are no complaints at the present time, but I was wondering if there are any problems using vibration dampening systems like the ones offered from SVL and others? Will this damage the split limbs or moving parts? Would this cause problems with shooting the crossbow? Would it void the warranty? I have used these before on my conventional compound bows and felt a degree of improvement in felt vibration and noise when I shot them. There's not a lot of noise right now, but if I can improve on that for hunting season, then I will take any advantage that I can get. Thanks in advance for any answers/opinions. Greg


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Guide By: k_dog
There are 11 achievements with a total of 1000 points.
Show / Hide Guide Road Map
[XBA would like to thank Judge Bergan for this road map]
|Win first exhibition match
|Win a match in Exhibition Mode to receive this achievement
Aquired in the "Exibition" Mode of the game, this can quickly be aquired by setting the Needed Sets to 2 and game to win as a condition to win. This makes the match go MUCH faster.
|Win first match in Career Mode
|Win a match in Career Mode to receive this achievement
Simply done by winning a match in "Career" mode. I STRONGLY caution that if you have no experience with a tennis game prior to "Top Spin 2," you make find some difficulty in winning if you jump right into a match. Try training and Learning the games tendencies before hand if this is the case.
|Win first Career tournament
|Win a tournament in Career Mode to receive this achievement
Same requirement as before, just you must win the tournament. As is the same, if you lack experieince, I do not recommend this and you should train and play a bit first.
|Complete first career
|Play throughout an entire career to receive this achievement
Pretty self explanitory. A career consists of Five Seasons with 24 dates. Thes can be skiped by pressing . Mind you, this will only get you the "Completion of Career" achievement and none of the other ones as you are not controlling your character. Mind you, you still have to train for the four Skill Shots at the beginning of your first season. This cannot be avoided.
|Reach #1 World Rank in career
|Reach the top of the World Rankings while playing Career Mode to receive this achievement
Done by making Roger Federer look like a chump multiple times. All jokes aside, Federer IS in fact who you have to beat out for the #1 Spot and this is done over thr course of your 5 year career by winning tournaments, Training well and Doing well in Special Events. If you take time off, you WILL drop in rank as other players are playing and you arent. So in short, you have to play to become the best.
|End career with 1 000 points
|Finish an entire career and score more than 1 000 career points to receive this achievement
To do this, you need to win every tournament in at least 2.5 years worth of play, or a combination of that amount during your 5 years. I suggest training hard to get every bronze star possible in the first 1.5 years, then winning tournaments to win silver/gold stars. After a while you should be able to sim to the semis or finals of most tournaments, which will cut down the time it takes to get this done. I had 1,064 points after my 4th year with this method, then simmed all of year 5 to get the achievement. You can not lose Career Points, but your total is only shown once at the end of every year, during the recap stats page. Thanks to The Pants Party from the forums for this new description.
|Beat all female pro players
|Earn this achievement by defeating all of the female licensed players in Exhibition Mode
Done in "Exhibition" mode and can be done quickly by Setting the Minimum number of Sets and Games needed to win to 2 and 1 respectively.
|Beat all male pro players
|Earn this achievement by defeating all of the male licensed players in Exhibition Mode
Done in "Exhibition" mode and can be done quickly by Setting the Minimum number of Sets and Games needed to win to 2 and 1 respectively.
|Win first Ranked Match
|Defeat any opponent in a Xbox Live Ranked Match to receive this achievement
Win a ranked match on Live to get this, and for those of you who like to take things EXACTLY how they are worded, no this does NOT mean you have to win the first match you play or you're out of Luck, it mean's you will get the achievement once you win for the first time.
|Play 50 Ranked Matches
|Earn this achievement by playing in 50 Xbox Live Ranked Matches
See "Win 25 Ranked Matches".
|Win 25 Ranked Matches
|Earn this achievement by winning 25 Xbox Live Ranked Matches
Can be done with a partner to trade wins or Legit. If you chose to play this out, it takes roughly 10 hours to do. I found out the Hard way... But before I knew it, another way to approach this is that if one person quits, the other player get credit for the win. This GREATLY speeds up the process of winning.
Indie Built
2K Sports
March 29, 2006
October 03, 2006
|Resolution: 480p, 720p
|Sound: Dolby Digital
|ESRB: Everyone
|You need to log in or register to use MyAchievements.
|You need to log in or register to rate games.
User Score is based on 127 user ratings.


text:
Melbourne Inn
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Travelers also recommend:
- Free High-Speed Internet
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TripAdvisor Reviews Tagungszentrum Johanniterhaus Kloster Wennigsen
Travel Blogs from Port of Spain
Last Day of Holiday
... of people so hard to get under it but we didn't get too wet. We were looking for oilbirds and heard one but never saw one. And looking for the golden headed manikin lek – not sure I have the name quite right. And we apparently did see one but he was so far away that I didn't get a good photo. Also one of the hummers which is on everyone's list but is the hardest to spot at the ...
Heading to Trinidad - Last Country of Tour
... Same circumstances and it never moved either. Guess the day is too hot for the snakes as well.
We are moving around the mangroves and he is pointing out plants and trees and birds when we can see them through the trees. It is all interesting and fun but all seems like a maze. Wonder how long it took him to learn the routes in and out of the swamp.
There are a lot of boats gathered at ...
Trinidad - Home of the Hummingbird
... and pomeracks - a fruit I'd never seen before. Like a small pear, red skin, white flesh with a small stone, similar in taste to a pear but not as sweet. I'm in love with hummingbirds! There's not enough superlatives to describe them - incredible, amazing, colourful, energetic jewels of the air. There were literally hundreds of them flying and feeding from the feeders around the patio - like a swarm of butterflies but so much faster. Theo the owner of the property, ...
Double River Waterfall
Today began at a normal hour. We had breakfast in the lounge, then were met by our guide, Ricardo, at 8:30am. After a brief drive through town to view the Queen's Savannah and the massive houses along the border, we headed up into the hills. The road quickly became very narrow and steep, and rain forest began to dominate the hillsides. There were a few farms, one large one raising a vegetable that is used widely in Chinese restaurants … ...
Port of Spain
... but there was plenty to look at. I saw one guy I had seen
earlier elsewhere again – he was distinctive for his T-shirt logo that struck a
chord – "it is what it is".
It only took 15 mins to hit the first traffic jam and consequent detour – I later discovered it was because of a Cat that was heading up the steep long windy hill they call the saddle over to the other side – it ...


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Siobhan- the Dry, Sarcastic OneMature
Hey, my name is Siobhan.
I am the youngest of three children, with eight years between me and my brother, and nine between me and my sister. I have dark brown hair that just reaches my shoulders.
(Ash-Yeah and you just reach mine) (Siobhan- Excuse me -goes whacks Ash round the head-)
My eyes are lots of colours. My friend AK informed-
(AK- You make it sound so formal!) (Siobhan- Well sorry but you told me to write this! Anyway)
... informed me that they have sort of blue-grey colour edges and then are golden-green dominatly with some brown flecks.
(AK-What? I don't even know what dominantly means?!) (Siobhan- I thought this was my page! So stay quiet or I'll lock you in the cupboard!) (AK-RUNS-)
I'm about five foot three, maybe a little bit under. I am very skinny but NOT anorexic. I have a naturally pale face.
(Ash-She is very cold too! She's a Vampire!) (Siobhan-rolls eyes-)
Most of my features come from my Dad; I look a lot like him (I do NOT take that as a compliment Ivy ---). Most of these features are because of my Irish blood; these features are my dark hair and pale skin. I am very proud of my Irish roots and enjoy telling anyone who'll listen about my Irish-ness.
(AK & Ash- We Know!) (Siobhan- Okay that's it I'm locking you in the cupboard - Ash runs but AK is caught-)
My mother likes unusal names and so my brother and I have Irish names and my sister has an old fashioned English name.
(Katie-Gertrude!) (AK-What?! Wait your not meant to be here, get out!!)
(-Both run out-).
My name translates to 'Little Hill' and Siobhan translates to Josephine.
I live in A---, home of the friggin' white ducks. AK, Ashley and my town sucks. Period. ( Ivy and Katie live further away, lucky devils). I've been stuck here for thirteen, nearlt fourteen, very long years!
(Ash-Me too) (Siobhan- No shit Sherlock -laughs-) (AK- Hey! Have you got some tape?) (Siobhan-No, Why? Where's Katie?)(AK-um she kinda busy at the moment but she'll be back for her part!) (Ash-What? Have you tied her up? -laughs-)(AK-No! Ummm... just don't go into the bathroom) (Ash & Siobhan- give each other a look as if to say 'Oh My Fucking God!')
Umm moving on... *Rose has managed to escape and *Sam escapes in September, but me? No, I have at least eight more effing years here. Stuck in this town, in this neighbourhood. I n this house, while I watch my last life line at home escape here before me. Great.
I don't have many friends but I treasure the ones I do have. The ones I can call true friends , though, would have to be my BFF of all times Ashley S-- (She's annoying but I heart her)
(Ash-Hey!) (Siobahn-Well we've talked about this so don't act all shocked) (AK-nods-) (Ash- Hedgehog!) (AK-Hey! -chases Ash out of the room-) (-Chrashes heard down stairs-)
Also, there is AK. They are awesome (and for the benefit of AK- no I am not being sarcastic). In all honesty, without those two, I'd be lost.
I'm a bit of a bookworm. I love to read!
(AK & Ash- us too!)
Anyone who calls me a 'boff' because I read a lot and pick up loads of words and info, I have two word for YOU "Fuck you!" I am not a figgin' 'boff' (Yes Ashley S--, I'm talking to you). People who don't know me well, think of me as a goody two shoes but I try to assure them I'm not. I swear - a lot.
(AK & Ash- that's true!) (Ash- Oh by the way people I do too!)
I get angry - a lot. I hit people - a lot.
(Ash- Oh! No kidding I have the bruise to prove this) (AK- We only joke when we hit each other and don't purposfully mean to hurt each other audience!)
I love to be sarcastic, and so prefer dry humour but becasue I'm sarcastic a lot of people can't tell if I'm being serious or not.
(AK- mainly me!) (Siobhan- It's true! -laughs-)
I heart me some Josh Groban and Anya Marina's Satellite Heart. I prefer pop and R'n'B music to any other. I like many songs, it's how I was raised my mother tells me (Mother I roold my eyes at you). I like to write stories although I'm not good at it.
(AK- Well I Wouldn't know -mopes-) (Siobhan-laughs- Don't worry you'll see it soon)
I like to use unusual words that people don't know the meaning to, just so I can explain it to them.
(AK- Oh Boy! How I loath that!) (Siobhan- That's only because I always pick up on your spelling and grammer!).
At my primary school, I was the best speller and knew more definitions than most students, because of this I was called a 'walking dictionary'. When I'm older I would like to be a historian or something in the field of history; such as and history teacher or work for the English Heritage etc. I like solitude because my family are so goddamn annoying. I shout myself in my room and only come out if my mother calls me (I'd like to add, anyone who says my mother is cool is wrong and you wouldn't last five seconds living with her and her annoyingly loud voice and annoying little favours and annoying complaining. She exaggerates every goddamn thing! If you look up the word 'annoying' under it is a piccy of my mother- how they got it I don't know for she hates having photos taken of her). My family drives me mad! Whenever someone at school says 'you're looking moody today', I'm tempted to say 'you would too if you had to put up with my mother and father'. I don't watch much T.V and I don't get out much.
Mr.G--- our form tutor takes a great pleasure from annoying the crap out of me.
(Ash & AK- Us too!) (AK- He said I was slightly odd too!) (Siobhan- No friggin' duh.) (Ash- We already told you that!)
If you're wondering if I have any nicknames, the answer is; not really. Sometimes I'm called Taz by my friends, but not often. My sister calls me Little T and my friend Mel calls me T-Rex (Why, I don't know).
You've probulary deduced a lot about me from this so I'll leave it here.
Oh please note: Call me 'Pip Pip ___' and I'll hunt you down and kill you in your sleep ;P
(AK- OoOoOo shivers!) (Ash- Hee hee! Pip Pip___) (Siobhan- I'm going to kill you!) (AK- Hey! I didn't do anything! AHHH! - Runs out of room, closely followed by Ash then Siobhan, Who has a broom stick!-) (Run back into room and run in circles, Siobhan still has broom stick and is attempting to stick it up Ash's butt) (AK-Wait where did you get that broom from? Ow! -is hit on head-) (Running scene) (AK- Um guys you do realise that the computer is still on and the audience is reading this?)


text:
Folding USB Powered Aluminum Laptop Cooling Pad with 3 Built-in Fans
Item No.: Dekcell - CPA-1320
Ratings: (2 reviews).
Availability: Out of Stock
Ships from U.S Warehouse. Most customers receive within one week.
Price: $15.95
Note: Order placed before 12:30PM Pacific Standard Time will normally be processed in the same day.
- Compact, folding design
- Three powerful, silent cooling fans
- The hidden designed rubber stands not only keep your notebook balance but also reduce the noise from vibration
- USB power plug for easy power-up
- Size: 11.8" x 9.3" (L x W)
Product Reviews
Avg. Customer Rating: (4.5 out of 5) based on 2 reviews. Write Your Review
1. My Review
By Jenny from San Francisco on Jan 18, 2010
This cooling pad is very light and has 3 fans. They are effective and get my laptop staying much more cooler than before. There are no bulky adapter, just a small USB cord that plugs into laptop. Folding function is cool! Being smaller, allows the cooling pad to fit comfortably in my laptop carrying case.
2. Folding
By Macke from JE on Jan 17, 2010
Folding function is good to me. But It should be more effective on cooling my laptop down. Maybe it is a good product.


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|Reviews for Dolly
| UltimanteFangirl5000 chapter 7 . 7/23/2015
I like this story. Please update soon.
| Visitor chapter 7 . 6/23/2013
Fantastic! Please update soon
| kelseyphantomgirl chapter 6 . 2/8/2013
please update! i like it!
| The Spade Queen chapter 6 . 10/13/2012
| DropItLikeaChandelier chapter 6 . 10/6/2012
This story sounds like my friend Zoe and I. I just sit down saying I pity you or If you touch me youll be found dead in five minutes. While Zoe just reads and tell fake scary stories. For halloween Zoe will be Wednesday because she wears braids and since I have Morticia length hair Ill be Morticia
| James Birdsong chapter 6 . 8/22/2012
Wonderful six oneshots
| jh831 chapter 4 . 6/21/2012
great one shots,
really enjoying them
can't wait for the next one
| CarolynEvride chapter 4 . 5/28/2012
I loved the scary story you put in there. I also thought you did a really good job on the story. I like how you described all of lullaby's family. Please write more chapters soon! Loved it a lot!
| Gleefully Wicked chapter 1 . 5/23/2012
Ok, I'm going to try to word this as nicely as possible. This fic needs serious work. The spelling and grammar errors get very distracting and almost make the story hard to understand. There's also a lot of pacing problems when it comes to descriptions of characters. Sometimes you go into almost too great of detail when talking about, let's say, the clothes on one character, and then use just one word to describe another. Again, makes the story hard to read. If I were you, I would seriously consider doing done edits, or possibly completely rewriting the story.
Again, not trying to be mean, just giving advice from one writer to another.
| Faerydae Kenna chapter 4 . 5/22/2012
Not to be rude, but your friend didn't do a very good job with betaing this. It's "Cousin Itt" and "Wednesday," not "Cousin Itz" and "Wensday." And what is macrba?
| Child of a Broken Dawn chapter 1 . 5/20/2012
Hello. I just thought it might interest you to know that the first rule listed under "Rules and Guidelines" on this site states, "Spell check all story and poetry. There is no excuse for not performing this duty. If you do not have a word processor that has the spell checking feature, use a search engine such as to find one."
Have a nice day. :)
| Gotta Dance 88 chapter 4 . 5/20/2012
Oh, the hijinks these girls get up to. I love it :)
| TheKingdomofWaffles chapter 3 . 11/3/2011
Wow, the story Lullaby told wonderfully written, in addition to the rest of the story (that part just stood out to me). Excellent job! Keep writing! -Emma
| Diana Fay chapter 2 . 3/28/2011
thats sweet in a dark and twisted way i love it will you write more
| Sweet Silence's Voice chapter 2 . 1/16/2011
I like Lullaby.