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Johnson tried to fill that vacuum. He ran the weekly Missoula Muse for a year and a half before realizing that, until he honed his own skills, his dream would have to wait. He enrolled in the University of Montana's journalism school, interned at the Missoulian, wrote a column for the Montana Kaimin—never straying far from his ultimate goal for the community.
"Politically and culturally, there was just a lot happening in Missoula," says Johnson, now a freelance writer in Santa Cruz. "I wanted to help create a resource that could put all of this stuff together."
"It was a much different world in 1990 and 1991 in Missoula," says Cushman, who grew up around newspapers and now serves as the publisher of the Monterey County Weekly, in California. "I did a lot to try to make Missoula interesting from a music standpoint. But this predates the Grizzlies being a football powerhouse. It predates all these footbridges over the river. It predates the happening restaurants and totally predates an inflated real estate economy... If you compared it at that time to hip college towns like Florence, Kan., or Eugene, Ore., or Santa Cruz, Calif., it wasn't there."
Cushman adds that, when first approached by Johnson, he asked why Johnson wasn't starting a weekly somewhere else, like Denver.
Johnson responded, "I live in Missoula."
The odds were long. Sheriff found office space for the paper downtown at the corner of Higgins and Broadway, but the newsroom had only one computer. There was no phone. Instead, they made calls from the Earth First! Journal office down the hall. Cushman says the biggest challenge from day one was capital. "And the second. And the third," he says. The paper's uncertain financial footing was stressful.
"It's very conducive to hard drinking and recreational drug use," he says.
The first issue made it clear the paper wasn't something Missoula had seen before. With the first Gulf War raging overseas, the Indy ran a feature-length story on the peace movement. When a number of prominent locals were thrown in jail for growing pot in their basements, the Indy investigated. At the time, Johnson says, many alt-weeklies operated on a similar model: "Left-wing politics, rock 'n' roll and you're allowed to say 'fuck.'"
Johnson wanted to reach a broader audience, but the staff's politics and lifestyles were largely in tandem. "We did it on the rock band model," Johnson says. "We were just a bunch of friends who got together and there was this thing we really loved and really wanted to do and we were super committed to it and it was fun for us. We just did it and hoped people liked it."
They did. Business owners such as Bruce Micklus at Rockin Rudy's leapt at the chance to access an edgier demographic. Hal Fraser, a local banker who built a legacy on rolling the dice with startups, gave the Indy its first loan.
Sheriff never did come through fully on the backers, Johnson says, and she left early on, making Johnson the publisher as well as the editor. The paper had to shut down for several months in its first year, partly to relocate to a new building on South Fourth Street, partly to regroup as a staff. It was what happened in those few months of silence that reaffirmed Johnson's suspicions that he was on to something.
"Before we shut it down, we published a one-page ad asking people to send us money," Johnson says. "We got $15,000 in the mail. People just sent us checks. We wanted to do it in our hearts regardless, but we also felt we had a big responsibility to the community to make the best newspaper we could."
Week by week, the Indy slowly found its footing. Johnson covered the rise of far-right extremism in western Montana, traveling to the Bitterroot and Flathead valleys. They eventually pushed distribution to those surrounding areas. Manning contributed a weekly column for a time called "Wild Heart." Cushman, who was eventually named publisher, covered Snowbowl's annual Gelande ski jump competition. Megan McNamer interviewed literary icons, and bylines from prominent writers such as Jim Crumley and Bill Kittredge appeared in the paper.
To this day, Johnson still brags to others in the alt-weekly media that, for a time, the Indy was perhaps the only alt in the country running a weekly sports section, with Griz basketball coverage by Gary Stein and pieces penned by a former Missoulian attending Seattle Mariners games. And the two-page spread in the center of it all carried the weekly arts and entertainment calendar, a staple of the paper's vision.


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This requires breaking through old paradigms, typical Washington lobbying, and narrow-minded regional and local self interest.
Ours is a unique nation, and we have to assert our unity and say no to these narrow-minded movements.
He also posted the tips videos on YouTube, where his eclectic likes suggest the very opposite of a narrow-minded fanatic.
They may be sobering forecasts for Iran, where narrow-minded attitudes are bound to linger even if the reformists succeed.
I would have suspected them of narrow-minded political motives.
He would favour Protestants as much as Roman Catholics—and scandalise the narrow-minded community.
Apart from this, he was at once narrow-minded and obstinate.
Each and all of these several cliques are, in common with all cliques, narrow-minded and intolerant.
Even the wisest among them who do know something about it, are the most narrow-minded.
There was no false pride about Poker Vandeleur; no narrow-minded dislike to being paid for.

subset: commoncrawl


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Metrix Chief Executive appointment
NEWS RELEASE 13 May 2014 NZX: MRP ASX: MYT
Metrix Chief Executive appointment signals significant growth opportunity
Mighty River Power today announced the appointment of Matthew Olde to the newly-created position of Chief Executive of the Company's metering business, Metrix.
Mighty River Power has signalled growth opportunities in advanced metering, both domestically and internationally, as a key focus for the Metrix business which is New Zealands second-largest provider of electricity metering services with more than 340,000 active "smart meters.
Mighty River Power Chief Executive, Doug Heffernan, said the immediate appointment of Mr Olde as acting Metrix Chief Executive, directly reporting to the Mighty River Power Chief Executive, reflected the strategic importance of Metrix progressing growth plans in partnering with electricity retailers and other companies to provide them with enhanced information solutions.
"This appointment is about applying strong leadership to an area where there is significant growth potential, with two of the largest electricity retailers in New Zealand still to appoint an AMI (Advanced Metering Infrastructure) partner for the deployment of smart meters. That represents about 440,000 consumer premises, and the potential to more than double Metrixs current smart meter business. While this is our primary growth focus, in the medium term we are also looking at the potential to apply the expertise and capability we have through Metrix in electricity markets offshore.
"This is an exciting space where Metrix is one of the established leaders, and where opportunities are developing rapidly on the back of demand from retailers for real-time visibility of their customers electricity consumption, and services that have become possible with AMI smart meters already covering more than 50% of New Zealands 1.6 million homes and businesses," Dr Heffernan said.
"In a New Zealand first for a lines company we have this month completed the roll-out of more than 4,000 smart meters through a partnership with Counties Power, which will grow to 40,000 over the next 18 months. Metrix is now providing data services to retailers based on smart meter information. Through this "smart grid platform the network owner, Counties Power, will also in future be able to identify and address power outages and quality issues more quickly for the benefit of customers."
Along with the Chief Executive appointment, Dr Heffernan said a Business Transformation function would be established within Metrix to respond to the range of current and emerging areas of growth. The role of Metrix General Manager will be disestablished and Tim OHalloran will move to head Business Transformation reporting to Mr Olde, with core responsibility for execution and integration of all major capital projects.
Over the past five years Metrix has built its AMI business to over 340,000 installations through capital investment of nearly $100 million. Dr Heffernan said Metrixs annual capital expenditure of $10-15 million in FY2014 could double or triple in the medium term depending on the success of the business in securing further value-enhancing growth opportunities, with revenues flowing progressively through the deployment phase.
Mr Olde joined Mighty River Power in 2010. He was appointed to the Companys executive team as General Manager Business Strategy and Solutions in December 2012 and as IPO Project Manager, was responsible for overseeing the Companys preparations for the Initial Public Offering in May 2013. Mr Oldes previous experience was in the investment banking industry in Auckland, Sydney and London.
Dr Heffernan
said Mr Oldes focus would now be solely on the Metrix
business. His former GM Business Strategy and Solutions role
has been disestablished, with a temporary reassignment of
functions including Tony Nagel (General Counsel, with
responsibility for Communications) reporting to Dr
Heffernan, ICT (Information, Communication and Technology)
reporting to Human Resource General Manager, Marlene
Strawson, and Business Strategy now assumed by the
Companys Chief Executive function.
ENDS. For further information:
David Glendining
Anna Hirst Head of Communications Head of Investor
Relations T 0272 105 337 T
0275 173 470
Mighty River Power is one of New Zealands largest electricity companies – with its core business based on reliable, low fuel-cost electricity generation complemented by sales to homes and businesses.
The Company generates about 15-17% of New Zealands electricity. It operates the nine hydro stations on the Waikato River, five geothermal power stations in the Central North Island and a multi-unit gas-fired station in Auckland. More than 90% of its annual electricity production is from renewable sources. Mighty River Power sells electricity to end customers through multiple channels and retail brands, including Mercury Energy, GLO-BUG, Bosco Connect and Tiny Mighty Power. Mighty River Powers metering business, Metrix, is one of New Zealands largest providers, supplying electricity retailers with enhanced information solutions for their residential and commercial customers.
Mighty River Power is one of the worlds largest geothermal power station owners, and has a successful track record in geothermal development, investing more than $1.4 billion in geothermal development since FY2006. The Company is applying this capability and experience – gained through domestic geothermal exploration, development, construction and operations – to invest in international growth opportunities.


text: This is on an 'illegal super - highway' from Mexico to the USA (Tucson) used by human smugglers. This area is located in a wash, approximately 1.5 miles long, just south of Tucson, Arizona. If a flood came, all this would be washed to the river and then onto the sea! It is estimated over 5,000 discarded backpacks are in this wash. Countless water containers, food wrappers, clothing, feces, including thousands of soiled baby diapers. And as you can see in this picture, fresh footprints leading right into it. As we kept walking down the wash, we thought for sure it was going to end, but around every corner was more and more trash! And of course the trail leading out of the wash in our city, heads directly NORTH to Tucson, then leads to your town tomorrow. They've already come through here. Isn't Arizona just beautiful, America? Why would you boycott us??? Our desert has basically been turned into a landfill. Photo 1 of 1 Continue Gallery


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Press Room
Five New Pieces Add to the Renwick Gallery's Burgeoning Collection of Craft
Contact: Smithsonian American Art Museum's Public Affairs Office AmericanArtinfo[at]si.edu
American Art's Web site: AmericanArt.si.edu
Recorded information: (202) 633-8998
Five works by Sandra Enterline, Craig Nutt, June Schwarcz, Eddie Dominguez, and Mark Matthews are new additions to the Renwick Gallery's collection of preeminent craft. Each newly acquired piece confirms the Renwick's dedication to exploring craft's latest aesthetic and functional achievements.
Using objects discovered in tourist shops and markets near her San Francisco home, Sandra Enterline creates jewelry referencing California's gold rush days. "Mother Load," an opulent necklace given by the James Renwick Alliance, is one in a series of pieces using souvenir found objects. Displayed in a specially crafted, velvet-lined maple box, "Mother Load's" twenty glass vials contain gold dust suspended in alcohol. Each vial dangles from a series of gold rings in a chain.
Longing for a garden in his Northport, Al. home prompted Tennessee furniture maker Craig Nutt to incorporate vegetable imagery into his work. Nutt combines organic shapes, magic realism, exaggerated color, and humor with furniture-making craft. In his five-foot-high, vibrantly colored, carved and lacquered wood "Radish Salad Bowl," two large red salad bowls form the radish head. Radish leaves are salad servers, and the roots function as a table-high stand. The work was a gift of the James Renwick Alliance.
June Schwarcz explores her fascination with aesthetic form using enameled copper foil. Inspired by the fluidity of fabric, the artist first fashions a paper model to resemble the pleats and folds of cloth. Schwarcz then fires the enameled copper foil structure (translated from the paper model) two to three times to preserve the unfinished quality of the exterior. Nearly a foot high, "Vessel #2117," also a gift of the James Renwick Alliance, is a study in contrasts: The rough, almost molten surface is at odds with the polished delicacy of the salmon-colored interior.
For the last several years, Eddie Dominguez has turned his attention toward the creation of ceramic dinnerware. His pieces combine pottery, sculpture, and painting to reinforce the themes of home, family, and nourishment.
The profusion of flowers and family attention showered on Dominguez after the recent birth of his son Anton prompted the artist to create the vibrant ceramic sculpture "Anton's Flowers." The sculpture at first looks like a luxurious and bright pastel ceramic garden. But the piece also breaks into a set of dinnerware for twelve, with leaves becoming plates, stalks transforming into cups and glasses, and petals doubling as bowls.
Mingling nature photography, computer graphics and glass sculpture, glass artisan Mark Matthews represents a variety of rare wild animals in his 1998 piece, "Exotic Animal Pelt Spheres," a gift of the artist and family in honor of Francis M. Greenwell. Each of the eleven glass spheres depicts a different animal's pelt pattern. Animals include such exotic species as the Grevy's Zebra, Chinese Tiger and Reticulated Giraffe. Sphere size is directly proportional to the size of the animal represented. Opposing poles correspond to the design of the pelt's neck and tail. The spine pattern of the mammal's pelt is opposite the pattern of the stomach area on the sphere. The glass globes are organized in four diagonal rows of two to three spheres, ranging from the largest to the smallest animal.
"Exotic Animal Pelt Spheres" will premiere in the Renwick Gallery's latest exhibition, "Glass! Glorious Glass!" on view from Sept. 24, 1999, through Jan. 30, 2000, the exhibit will introduce a number of new pieces as well as showcase works from the Renwick's permanent collection.
The Renwick Gallery of the Smithsonian American Art Museum is dedicated to exhibiting American crafts of all periods and to collecting 20th-century American crafts. The Renwick is located on Pennsylvania Avenue at 17th Street, near the Farragut Metrorail stations. Museum hours are from 10 a.m. to 5:30 p.m. daily, closed Dec. 25. Admission is free. Recorded information: (202) 633-8998. Public information: (202) 357-2700 (voice); (202) 786-2393 (TTY); (202) 633-9126 (Spanish).


text: Just to give a quick update. I've rebooted the machine and when attempting an xfs_repair I get the following: [root at temporal002 ~]# xfs_repair -n /dev/sdd Phase 1 - find and verify superblock... superblock read failed, offset 0, size 524288, ag 0, rval -1 fatal error -- Input/output error Hardware problem maybe? Unless anyone has a suggestion, I'm pretty much certain at this point that there's no way to recover this data. Even if I could do a dd_rescue and then do a repair on that, gluster would most likely be unhappy with the result. Thanks for everyone's input! Terry -----Original Message----- From: Joe Landman [mailto:landman at scalableinformatics.com] Sent: Monday, March 14, 2011 1:38 PM To: Terry Haley Cc: gluster-users at gluster.org Subject: Re: [Gluster-users] Quick question regarding xfs_repair On 03/14/2011 01:34 PM, Terry Haley wrote: > Just to clarify. > > I have a shell open that's currently hung doing an umount. So start another > shell and do the lazy umount? > > If that hangs as well, then reboot? Yes. First do an killall -9 umount before the other one. Might not work, but do try it. See if your dmesg output has a call stack at the end indicating a kernel subsystem oops (worse than a file system shutdown). If you have to reboot do this: mount -o remount,sync / which will put the root into synchronous mode (fewer dirty buffers). Then if you have to bounce the unit due to the hang (possible), you can do so with somewhat more safety. > > > Thanks > > -----Original Message----- > From: Joe Landman [mailto:landman at scalableinformatics.com] > Sent: Monday, March 14, 2011 1:28 PM > To: Terry Haley > Cc: gluster-users at gluster.org > Subject: Re: [Gluster-users] Quick question regarding xfs_repair > > On 03/14/2011 01:22 PM, Terry Haley wrote: > >> At this point, all I can see in my future is trying to reboot without >> remounting and do the repair, which seems like a long shot? >> >> Suggestions? > > Yeah, looks like it couldn't write to the log, so it marked the file > system as down. Believe it or not, this may have saved you ... > > Do a > > umount -l /xfs/mount/point > > and wait a bit. It will do the umount in the background. Put a > "noauto" option on this in the /etc/fstab just in case you need to reboot. > > BTW: Which kernel is this? The stock Centos kernels xfs support comes > from centosplus. Support for xfs isn't bad, but in general, the > RHEL/Centos kernels aren't (in our experience) stable against very heavy > loads, nor are they terribly good with xfs. 5.5 is better. > > Regards > > Joe > > -- Joseph Landman, Ph.D Founder and CEO Scalable Informatics Inc. email: landman at scalableinformatics.com web : http://scalableinformatics.com http://scalableinformatics.com/sicluster phone: +1 734 786 8423 x121 fax : +1 866 888 3112 cell : +1 734 612 4615 The information in this e-mail is intended only for the person to whom it is addressed. If you believe this e-mail was sent to you in error and the e-mail contains patient information, please contact the Partners Compliance HelpLine at http://www.partners.org/complianceline . If the e-mail was sent to you in error but does not contain patient information, please contact the sender and properly dispose of the e-mail.


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My mother-in-law had a Mastectomy with a tissue expander. Over the weekend she used a heating pad to alleviate the pain which caused her to burn the skin. Her plastic surgery is recommending removal of the expander and burned skin. He thinks the skin will take to long to heal. Is this the only option? Would a skin graft be an option?
Mastectomy with a Tissue Expander; Heating Pad Burn?
Doctor Answers 6
Mastectomy with a Tissue Expander; Heating Pad Burn?
Another unfortunate demonstration of the hazard of using heating pads on lifted skin (as in mastectomy, face lift, tummy tuck). Not enough info here for a specific suggestion. All the best.
Heatin Pad Burn
Yes, I think that the recommend option by your mother-in-laws surgeon is the best option. Getting a skin graft will not be an option.
Treatment of Skin loss after mastectomy and tissue expander reconstruction.
I have treated many patients who had skin loss after mastectomy and immediate reconstruction. The mastectomy flaps are often thin and can be lost because of lack of circulation. A loss caused by burning is similar. It is important to intervene before there is a skin break down and contamination of the implant. Once it is determined that the skin is lost and will not heal there are several options:
- If the loss is small, one can remove it and repair. Partial deflation of the expander will help
- If the loss is over a muscle, it could be skin grafted as long as the muscle is viable.
- The area could be removed and replaced by a latissimous doris skin muscle flap.
- The skin and expander could be removed and replaced by a TRAM flap
- If there is any question of contamination or early infection removing the expander and the devitalised skin followed by closure is anther option.
Learn more: Http://www.BetterPlasticSurgery.com
You might also like...
Most breast reconstruction burns will heal.
We have certainly seen this, and almost always, the burn heals after several weeks applying Silvadene (antibiotic) cream. But there are several important details. For instance, waiting is a lot safer if the tissue expander is covered by muscle. I have not treated this situation with a skin graft, but that is a possibility. Removing the tissue expander will certainly leave a very difficult reconstructive problem.
Mastectomy flap heating pad burn. What to do?
I am sorry for your mother-in-law's burn. I too have seen this in a patient of mine after TRAM flap reconstruction (totally numb or insensate flap healing great until my patient wore a black T-shirt in the sun). Fortunately for my patient, she only had a huge blister and this healed uneventfully. I recently had a breast augmentation patient whose caring husband put icebags under her elastic bandeau at bedtime and left them there, causing partial thickness skin loss and scarring from frostbite. I have also seen heating pad burns in a buttock flap for radiation reconstruction, all because these tissues have reduced or no sensation.
Unfortunately, without personal examination, none of us can make a "better" recommendation to "overrule" your mother-in-law's own treating plastic surgeon. He or she really is the best judge of the situation, and delayed healing of a severe burn to the mastectomy flaps may compromise or fatally flaw the reconstructive effort, or prevent subsequent reconstructive efforts once the burn is definitively dealt with.
Other factors such as chemotherapy and/or radiation therapy need to be taken into account in making recommendations about how best to deal with this.
I know both you and she are bitterly disappointed at this turn of events. But unless you have reason to totally mistrust your plastic surgeon's advice, I'd recommend heeding it for a multitude of reasons in your mother-in-law's best interests. Good luck! Dr. Tholen
Learn more: http://www.mpsmn.com/breast-procedures/implant-revision
Burn over mastectomy flap
I have seen the skin burned on a patient that had a TRAM in which the skin was insensate. If the burn is bad and full thickness, there may not be enough skin to close easily. Hard to say without an exam.
These answers are for educational purposes and should not be relied upon as a substitute for medical advice you may receive from your physician. If you have a medical emergency, please call 911. These answers do not constitute or initiate a patient/doctor relationship.


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Fear Factory
You know how death-metal dudes like to growl in their songs raspy and guttural, like theyre passing broken earthenware through their belly buttons and then alternate those sounds with clean, pitchy vocals? Raspy, soft, raspy, soft. Well, Fear Factory frontman Burton C. Bell was one of the first death-metal dudes to sing like that
though with a name like Burton C. Bell, he sounds more like the inventor of the Transatlantic cable than the inventor of the death growl. Entering their 20th year of existence, minus those few months in 2002 when they disbanded briefly to evict original guitarist Dino Cazares, the four-strong Ozzfest regulars have had all the ups and downs you might expect from a two-decade slog through the trenches. They hit a high-point commercially in 1999 with their best-selling disc, Obsolete a concept album about, you guessed it, mankinds enslavement by robotic overlords but went five years between projects until their latest long-play, Mechanize, dropped last month. Maybe some of that old magic returned with Cazares, who rejoined the band after reconciling with Bell. Rumor has it, there was a lot of growling involved.
Mon., March 22, 6 p.m., 2010
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Swedish producer Copycat has enjoyed an interesting career to date, first impressing with a series of unlikely bootleg mash-ups and punkish electro tracks before moving on to more serious-minded compositions. Here he pops up on Martin Brodin's MB Disco imprint with a breezy fusion of Balearic piano solos and Moroder-ish electro-disco bottom end. It's simultaneously tough, chunky and impossibly sunny. Fast-rising Brooklyn studio boffin Lou Teti draws out the track's more Balearic elements on a laidback disco rub that seemingly shuffles from the speakers like an old man on smack. Ajello, meanwhile, turns "Disco Thang" into a twinkling acid house/nu-disco crossover.
DJ-friendly full length tracks
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Purple provides the most wonderful look for outdoor and beach weddings and is one of the most preferred colors for late summer and fall weddings.
Vary shades of purple in your decorations. Choose lighter shades of purple for the base and accentuate with darker ones. Add jeweled accents in purple hued flower decorations for a lovely touch.
More Ideas in Purple:
Pink and Purple Wedding Color Scheme


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Hey guys,
recently I purchased the porto multipurpose responsive wordpress theme. After millions of trys I finally could upload it on my Wordpress site. Now I want to customize it but when I click on customize I can't really do anything. have a look:http://www.directupload.net/file/d/3706/xj3prdnc_png.htm
is everything as it should be on this picture??
let me know, thanks
Hello, this is a public forum, for theme support you should go straight to the author support page: http://themeforest.net/item/porto-multipurpose-responsive-wordpress-theme/5864981/support
I have the same problem and get no answer from spyropress
You will probably Need to go to the theme options to edit it. Generally under the Accessories tab. Did they not include a documentation file?


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On Three!
Hinesy & Gracie show little Petey how it is done!
Hinesy & Gracie show little Petey how it is done!
When I saw this picture it reminded me of my two shelties that I had.They would fight over who got the frisbee. The tugging that went on. They are so funny at times. Like Danielle said this made my day!
Love it! We just got sheltie number 3 at our house, so this is a very familiar scene. (Though our girls are more inclined to sabotage the new pup than to help him!)
They look like best buds!
so cute!!
This picture made my day!


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Eco-Clamshell Program
Diners at Duke can reduce their waste by using an eco-friendly to-go container. Eco-clamshell containers are made of environmentally-friendly polypropylene and are sold for $5 at The Great Hall. Eco-clamshells are used in the largest retail location on campus, The Great Hall, as well as The Loop and The Refectory Cafe at Duke Divinity. When an owner drops off the to-go container to be cleaned and sanitized, he or she receives a keychain token that can be turned in for a replacement clamshell.
The creation of the eco-friendly clamshell program was supported by the Green Grant Fund. In January 2010, the first 200 containers were given away as an incentive to join the program.
Watch a video about how to buy and use an eco-clamshell.
If you have any questions about this program, please contact Tammy Hope in Duke Dining.


text:
Editors' Note: Clicking on the Download Now (Visit Site) button above will open a connection to a third-party site. Download.com cannot completely ensure the security of the software hosted on third-party sites.
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|Home > Entertainment > Music > Article
That U2 tour amassed $US109.7 million; pipped on the all-time list only by the Rolling Stones' 1994 Voodoo Lounge roadshow. The Stones, of course, are still rolling - as they were long before the second and third acts on last year's US concert circuit, 'N Sync and Backstreet Boys, were even thought about.
And it's a fair guess that few at, say, a Backstreet Boys show also rocked along to hear performers filling out the US concert top 10: the likes of Billy Joel, Elton John, Madonna, Eric Clapton and Neil Diamond.
These are staples on the playlists of what are generally known as "classic rock" FM radio stations. Melbourne's Gold 104.3, riding high in the last Melbourne radio ratings survey, is enthusiastically promoting the pending Farnham tour. And, appropriately, the Long Way To The Top tour began with a documentary series on ABC TV, the network still affectionately known as Auntie.
The Long Way concerts are being advertised as a "once-in-a-lifetime musical event". They unashamedly celebrate the music that is forever linked to a long-ago in the lives of those who will buy tickets to the shows. (In Melbourne, where concerts will be staged next week, tickets range from $80 to $135.) For their money, people will see and hear such blasts from their pasts as Col Joye, Judy Stone, Normie Rowe, Billy Thorpe, Max Merritt and the Meteors, and Spectrum.
Musical family trees tend to show more than a few branches intertwined. This is certainly the case in Australian rock, which is why Glenn Shorrock will be singing as a former member of both the Twilights and Axiom. In other circumstances he might also have performed under the Little River Band banner, except, as a recent court case established, another musician owns that name. This is something else that tends to come with age: lawyers' bills.
Ross Wilson, who also has several different band names on his impressive musical CV, will perform some of his Daddy Cool hits without all of the other cool daddies. Stevie Wright is on the bill, but not the Easybeats. So it goes when any attempt is made to re-create a distant era: not everyone is around any longer or able to juggle other commitments.
The late Johnny O'Keefe, a seminal figure in Australian rock, will be there in spirit only. As will the King. The 25th anniversary of the death of Elvis Presley has just passed, sparking a flood of tribute articles and TV documentaries. It's a scary thought: had he not succumbed to bad habits in August, 1977, he would have been 67, well and truly eligible for a senior's discount on public transport to a "Long Way" show.
Without Elvis, said Buddy Holly, "none of us could have made it". Holly is long gone too. Like Elvis and so many other wild ones, he died before he got old. Before he could really cash in on the musical monster he helped to create.
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Inviting satin nickel finish glistens on this stylish modern metal robe hook. A rounded-end peg hangs vertically and installs easily, attached to a small bar arm and a circle-detailed round wallplate. A glimmering, minimalist bathroom accessory from Gatco.
Our team has over 100 years combined experience with contemporary lighting.
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text: FRINGE "Earthling" Season 2 Episode 6 November 3, 2009 Fringe Watch a sneak peek of FRINGE "Earthling" Season 2 Episode 6 airing Thursday November 5 (9:00-10:00 PM ET/PT) on FOX. Episode Synopsis: FRINGE "Earthling" Season 2 Episode 6 – Directed by Emmy Award winner Jon Cassar (24), this episode follows the Fringe Division as they take on a puzzling investigation where victims are inexplicably disintegrating into ash. The shadowy case casts light on Special Agent Phillip Broyles' past and leads the team to the possibility of foreign Fringe Science. Emotions run high as the alarming events stack up and revealing personal details emerge about the leader of the Fringe Division in the all-new "Earthling" episode of FRINGE airing Thursday, Nov. 5 (9:00-10:00 PM ET/PT) on FOX. Cast: Anna Torv as Olivia Dunham; Joshua Jackson as Peter Bishop; John Noble as Walter Bishop; Lance Reddick as Phillip Broyles; Kirk Acevedo as Charlie Francis; Blair Brown as Nina Sharp; Jasika Nicole as Astrid Farnsworth Guest Cast: Ravil Isyanov as Tomas; JR Bourne as Mystery Man; Gerard Plunkett as Senator Van Horn; Yaroslav Poverlo as Tomas' Brother; Joe Towne as Randy Dancik; Michelle Harrison as Natalie Also watch any Fringe Episode that you may have missed here (Watch Fringe Episodes) Read all our Fringe coverage. Share this:Click to share on Twitter (Opens in new window)Share on Facebook (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Google+ (Opens in new window)Click to share on Tumblr (Opens in new window)Click to share on Pocket (Opens in new window)Click to email this to a friend (Opens in new window) Lyn Graziano Earthing: What was that song?? What was that operatic song that Walter Bishop was loudly playing in his lab? Olivia walked in and said "how long has he been like this?" or something to that effect. http://www.tvgorge.com/shows/fringe/ Fringe Episodes next episode is going to be great!


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If you're off to Malta then the chances are you'll be off to Qawra.
Malta's Holiday Resort of Qawra.
Qawra is a popular European holiday destination situated in the northern part of Malta. An incongruous part of St Paul's Bay and a running extension to the massive and better known, neighbouring resort of Bugibba.
The best part of the town is its sea front promenade which stretches in a long arc around the curving bay. The promenade is backed by multiple high rise hotels which form the main accommodation in Qawra.
The area, once a guardian strong point in the epoch of the Knights of St John, displays an intact relic of the seventeenth century in the Fra Ben Tower. The square watch tower, now a restaurant, was built to help maintain the islands safe from sea-faring attack.
Qawra's Beach
Qawra unfortunately has only a tiny scrap of sand for bathers, but her rocky shores are a popular spot for diving expeditions and there are several diving schools in the area. Close by, and with a regular bus service running between the two, is Malta's longest beach which is in the holiday resort of Mellieha.
Hotels in Qawra, Malta
Choosing somewhere to stay in Qawra isn't difficult. With such an outstanding array of accommodation on offer it's easy to find exactly what you're searching for. The fantastic Suncrest SeaShells Resort is just one which vies for a prospective visitor attention and has all the ingredients to make the dream of a superb holiday come true.
A little lower on the price scale is the White Dolphin Complex. But there are many more and with so much choice on offer, it's best to shop around and compare before making your final booking and hence we have listed all the hotels in Qawra for you here.
Good Pubs and Restaurants in Qawra
With certain similarities to its sister resort of Bugibba, Qawra has many international style eating houses catering for a mainly British clientèle. For true Mediterranean dining, don't be put off by the name of the Overflow Restaurant, they're renowned for their good food and excellent service.
If you want something slightly different, the restaurant called Duo on the Qawra Road has an unusual menu which combines the style of Spanish tapas with Greek mezze, a mix not to be missed
One thing which kicks off nightly in Qawra is the Karaoke! A holiday wouldn't be the same without it. Letting your hair down where no-one knows you is all part of the fun. Try a warble at the Little Waster, the family run pub named for the famous British comedian, Bobby Thompson. It's a place where you can sing your heart out.
If you want something a little quieter and a touch classier try the Billabong Bar on Andrew Cunningham Street. For drinking and eating in the same place Incognito on Qawra's Fliegu Street its the bill perfectly. Terrace dining accompanied by good music and an occasional Elvis impersonator. What more could you possibly want for if you're off to Malta?


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He holds his left arm at his side and paws with it to set up whacks from the big stick of his right.
And though she talked softly on those First Lady tours Hillary could also carry a big stick.
But it was an American president who once said, "Talk softly and carry a big stick."
So he buttoned up his great coat, and took his big stick in his hand, and started.
But Eagle-eye chased him with a big stick and drove him away from the spot.
His companion stood ready dressed for the journey, with his big stick in his hand.
On top they say, is the governor with a big stick which he uses to thump his staff.
The man sprang up and rushed toward her with a big stick in his hand.
He had a big stick, and carried a large flat valise in one hand.
Dick soon recovered his nerve, and hunting up a big stick, went cautiously in search of the reptile, which he found still coiled.


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Q2 2010 Earnings Call
August 03, 2010 4:30 pm ET
Sumner Redstone - Founder and Executive Chairman
Leslie Moonves - Chief Executive Officer, President and Director
Adam Townsend - Executive Vice President of Investor Relations
Joseph Ianniello - Chief Financial Officer and Executive Vice President
Michael Meltz - JP Morgan Chase & Co
Jessica Cohen - BofA Merrill Lynch
Laura Martin - Needham & Company, LLC
Anthony DiClemente - Barclays Capital
Benjamin Swinburne - Morgan Stanley
Marci Ryvicker - Wells Fargo Securities, LLC
David Miller - Caris & Company
James Mitchell - Goldman Sachs Group Inc.
Douglas Mitchelson - Deutsche Bank AG
Brian Shipman - Jefferies & Company, Inc.
Good day, everyone, and welcome to the CBS Corporation Second Quarter 2010 Earnings Release Teleconference. [Operator Instructions] At this time, I would like to turn the call over to Executive Vice President of Investor Relations, Mr. Adam Townsend. Please go ahead.
Adam Townsend
Good afternoon, everyone, and welcome to our Second Quarter 2010 Earnings Call. Joining me for today's discussion are Sumner Redstone, our Executive Chairman; Leslie Moonves, President and CEO; and Joe Ianniello, Executive Vice President and CFO. Sumner will have opening remarks. Then we'll turn the call over to Les and Joe, who will discuss the strategic and financial results. We'll then open the call up to questions.
Let me note that statements on this conference call relating to matters which are not historical facts are forward-looking statements, which involve risks and uncertainties that could cause actual results to differ. Risks and uncertainties are disclosed in CBS Corporation's news releases and securities filings. A webcast of this call and the earnings release related to today's presentation can be found on the Investor section of our Web site at cbscorporation.com. Reconciliations for non-GAAP financial information related to this call can be found in our earnings releases on our Web site.
With that, it's now my pleasure to turn the call over to Sumner.
Sumner Redstone
Thanks, Adam. Good afternoon, everyone. I thank all of you for being with us today. I'm certain it will come as no surprise to you that I am more than pleased to be reporting another quarter of super, excellent results for CBS, results that clearly demonstrate our momentous momentum. As you know, I've been in this industry for a long, long time. I'm thrilled by how CBS is executing right now. We're not only capitalizing on the economic recovery in every one of our businesses, we're operating more efficiently, we're using our industry-leading content to expand and to grow in new markets.
Some of you may remember that many decades ago, I coined the phrase, "Content is king. And content will always be king". As for our content, it continues to dominate on the air, it dominates on the Web, it dominates here, it dominates abroad, whether it's the first place CBS Television Network, our major market and local access, our leading global syndication business, our growing premium cable operation, our top-brand Internet properties, our investment in premium content, each delivering for CBS. At the same time, we see strategically constructed. We've cut costs throughout every part of our company. And we've done so, though, without compromising on our industry-leading content or our investments in the areas that represent the best long-term growth. And as Les and Joe will tell you, we've taken really key steps to reduce our debt, to strengthen our already solid financial position, and these steps will play a key part in success for many years to come.
Today, CBS is positioned for tremendous long-term success. But not just for today, not just for tomorrow, but for many years to come well into the future. And I, for one, am proud to be working side-by-side with the many talented executives that are making all of this happen. Leading [ph], of course, is my very close good friend and colleague, CBS' President, Les Moonves. I'm going to turn the call over to him now.
Les, the ball is in your court.
Leslie Moonves
Thank you, Sumner, and good afternoon to everyone. Thank you for joining us today. We are very pleased to report that CBS' strong momentum is continuing with second quarter results that were outstanding in every single business unit. Revenues were up by double digits. Profits were up dramatically. And we added four points through our OIBDA margin versus last year's second quarter. In addition, we have more than doubled our free cash flow so far this year. These outstanding results are due in part to the economy, of course. We have said that the recovery would benefit CBS as much or more than any media company. And in fact, it is continuing to do so. But we're not just benefiting from a rising tide. We've taken steps throughout the company to run our businesses more efficiently, and as a result, we have lowered expenses and created a cost structure that allows more revenue dollars to fall to the bottom line. We've also strengthened our financial position by reducing our debt and our interest expense. And most importantly, we're constantly finding new ways to use this strength of our leading content to capitalize on emerging growth areas like retransmission consent and international distribution, and position CBS as a long-term leader in the evolving media marketplace.
This progress will continue through this year and 2011 and beyond. We've taken a number of actions to ensure this. For example, just yesterday, we announced our most significant deal on record for the carriage of our content. It's a milestone agreement with Comcast that includes CBS, Showtime and our other Cable Networks. Plus, it gives us another significant way to monetize our content across Comcast's new media platforms.
As previously stated, we are now well on our way to delivering on our goal of north of $250 million in annual revenue from retrans in 2012. Also the recent extension of our NCAA March Madness deal sets us up very well for the future. It allows us to keep a very high profile sports property on CBS with economics that make this franchise profitable from year one through the life of the contract, representing a huge improvement from the previous deal we had in place.
We're also realizing more revenue from our network programming all the time. We just completed a terrific upfront, once again leading the way in total volume and price increases. And in syndication, we continue to strike new deals to sell our network programming for more money after fewer episodes and to broader markets. And on the balance sheet, we've reduced our debt significantly, which Joe will tell you about later.
Now I'm going to briefly review our results and some operating highlights for the second quarter, as well as discuss what we're seeing in the second half of 2010. Then I'll turn it over to Joe to offer some more details on our financial results and balance sheet. Then, as always, we'll be happy to take your questions.
Beginning with our very strong second quarter results, revenues of $3.3 billion were up 11% from the same quarter last year. This is our second consecutive quarter of double-digit year-over-year revenue growth, and as I said, it was driven by top-line gains in every one of our businesses. Our adjusted OIBDA of $580 million was up 46% year-over-year and our adjusted operating income of $437 million was up 74%. Thanks to our lower cost structure, margins were up seven percentage points from the first quarter, and as I said, four points from last year's second quarter. We have no intention of letting costs creep back into our operations, so you should expect to see continued margin expansion over the long-term.
At the same time, we generated $492 million in free cash flow during the second quarter, up 40% from the same period last year. That brings our year-to-date free cash flow to $1.15 billion. Again, more than double the total for last year's first half and more than many had predicted, we produced for the entire year. Overall, I'm extremely pleased with our financial position, year-to-date results and prospects for the remainder of 2010 and beyond.
Each one of our content and local businesses had significant successes in the quarter. And let's take a look at some of them now. Beginning with our Content Group and its largest segment, Entertainment, the CBS Television Network continues to play an integral role in our success. The network finished another Television season in first place, which helped revenues grow during the quarter, and also put us in a very strong position in the recent upfront marketplace.
As you recall, last year, we held back about 35% of our inventory with the expectation that pricing would improve along with the economy. This year, demand and pricing were so strong we ended up selling about 80%, and we feel very good about our ability to improve our ratings in the year ahead and continue growing network revenues and profits.
Our Entertainment segment advertising revenue were also helped up by the Final Four of the NCAA men's basketball tournament, which took place in the second quarter of this year. As I mentioned going forward, we'll realize vastly improved economics on this franchise as a result of our recently extended deal that will keep the tournament on CBS through 2024. Having the best sports and entertainment programming is a critical component in our long-term strategy to be the leading beneficiary of the growing dual revenue stream in broadcast television.
We've been saying for years that are broadcast content needs to receive its proper value from distributors. Over time, we've made tremendous progress, reaching more than 60 retransmission consent agreements with cable operators, satellite companies and telcos at increasingly better terms for us. The deal we announced yesterday with Comcast epitomizes our momentum in this area and it does a lot more than just recognize the value of CBS entertainment, news and sports programming on Comcast's cable television platform. It also includes online and VOD distribution and it enhances the long-term growth of Showtime Networks and improves the economics of CBS College Sports and the Smithsonian Channel. This is a great deal for both parties and we're extremely pleased to be in business with Comcast for a long, long time.
Domestic and international syndication is another growing part of our business. Revenues from licensing and distribution of TV programming were up 12% thanks to international syndication sales of our CSI franchise and our new hit shows NCIS: Los Angeles and The Good Wife, which as you'll recall, were the top two freshman-scripted series of the last television season.
Once again, syndication is another important way we're extracting value for our content and it's recurring in dependable, non-advertising related revenue streams. And given the strong international marketplace and increasingly aggressive buyers here at home, our hit series are now making a profit from day one.
In our Films division, The Back-up Plan did far better than our first movie. And our next film, Faster, comes out at Thanksgiving and is already generating a lot of buzz. And we'll shortly have some exciting announcements about our 2011 slate.
Also in our Entertainment segment, CBS Interactive performed very well in the second quarter, as the recovery in the online advertising marketplace continued. We are finding better ways to monetize full-length episodes and clips of our shows online and successfully creating new Internet content on all of our sites as well. This strategy is producing strong growth in both advertising and audience. Display advertising revenues were up 22% in the quarter and June comp score numbers showed that unique visitors to our sites grew by double digits with category leaders like CNET, CBSNews.com, CBSsports.com, Last.fm and CHOW notching the biggest increases.
Turning to our Cable Network segment, which also had a terrific quarter, revenues were up 12% and OIBDA was up 33% from the same period last year. Year-over-year, we've added more than 5 million subscriptions at Showtime Networks, another 5 million plus at CBS College Sports and more than 1 million at Smithsonian Channel. And rates have increased as well. Showtime continues to deliver strong results because of its outstanding original programming. Along those lines, we look forward to the debut of the Big C later this month starting Laura Linney, who was featured this past weekend on the cover of the New York Times Sunday Magazine.
Our final Content Group is Publishing, and the performance here also is the best we've seen in quite some time. Simon & Schuster's second quarter revenues were up 5% from last year, and with all of the expense savings we've realized during that time, OIBDA increased by an impressive 64%.
Later this month, we look forward to the release of The Power by Rhonda Byrne. The Power is Byrne's follow-up to the massive hit, The Secret, which sold 19 million copies so far and has been a New York Times bestseller for 166 weeks running. And of course, we also continue to be a major player in the growing digital transition that is going on the Publishing industry.
Turning to our Local Group, these businesses, particularly TV and Radio, have truly bounced back in 2010. Revenues in our Local Broadcasting segments were up 17% for the quarter with TV station advertising revenues up 31% and Radio ad revenue up 8%. At the same time, Local Broadcasting OIBDA was up more than 100% year-over-year and we added 14 points of OIBDA margin versus last year's second quarter. Even better, we see this growth continuing through the rest of the year. The second quarter's local TV ad growth is continuing well into the third. We do not foresee a slowdown.
In addition, political advertising is shaping up to be a major driver of our performance in the fourth quarter, where we'll have two things working in our favor: a large number of critical hard court elections in many of our major markets and the new court decision, which allows increased spending.
Outdoor is now joining the momentum as well. Second quarter revenues were up 6% in constant dollars as the advertising marketplace continued to improve. Sales pacing is accelerating into the third quarter as well, so things are looking good going forward. And from an OIBDA perspective, a little revenue growth goes a long, long way in this business. Outdoor adjusted OIBDA for the second quarter was up 76% from the same period last year.
A final point on our Local Group, in the coming weeks, we will launch a new Web site in New York that will truly leverage the power of our local assets. It will utilize WCBS TV and our three news and sports radio stations to create a single, local online destination, CBSNewYork.com. We're confident we have a terrific formula to serve the local needs of New Yorkers and we will be rolling out similar sites to other major markets around the country soon. I look forward to reporting to you on the progress of this significant growth opportunity for us.
I think you can see why we're so pleased with the results of the second quarter, which speak to the strength of all of our businesses. Across the board, we saw higher revenues, wider margins and a number of signs pointing to continued sustainable growth. With each quarter, it's increasingly clear that CBS is doing more than just participating in an economic recovery. We're producing and distributing excellent content and finding new ways to monetize it all the time. We're establishing and growing meaningful and incremental revenue streams that build upon the quality of our leading content around the world. We are keeping a tight lid on expenses to ensure that even as the economy continues to improve, costs remain contained and our revenue dollars translate more efficiently into profits. We're generating substantial free cash flow and using that cash to help our company going forward by reducing our debt and interest expense.
We have every reason to believe that the success we're experiencing across our businesses will continue into the third quarter and then we have the addition of political dollars in the fourth. So not only was the second quarter great, but the future looks bright as well.
Thank you. And with that, I will turn it over to Joe.
Joseph Ianniello
Thanks, Les, and good afternoon, everyone. Today, I will provide additional color on the results for the quarter, discuss our recent financing activities and lastly, add to Les's comments on what we're seeing in the back half of the year. Starting with our results, the 11% company-wide revenue growth that Les mentioned can be broken down as follows: Total advertising revenues were up 9%, driven by the local and national marketplaces; content licensing and distribution was up 19%, with strong sales from international TV license fees; and affiliate and subscription revenues were up 12% due to our growing subscriber base, as well as substantially higher retrans dollars. At the adjusted OIBDA and operating income level, we are only adjusting for restructuring charges, which amounted to $1.7 million in Q2 2010 and $8.8 million in Q2 2009. So reported OIBDA was actually up 49% and reported operating income was up 80%, both better than adjusted results.
On our last call, we said to expect margin improvement, and you can see it in our results today, driven by revenue growth plus the benefits of our recent restructuring activities. The company's adjusted OIBDA margin expanded 700 basis points from the first quarter to 17% in this quarter and expanded 400 basis points from the second quarter last year.
These are not just higher percentages but higher earnings dollars as well. Cable Networks, Local Broadcasting and Outdoor were the biggest drivers. Second quarter adjusted EPS came in at $0.25, which includes a $0.02 loss from foreign currency due to the stronger U.S. dollar, compared to $0.09 last year. In addition to restructuring charges I just mentioned, we are adjusting for the loss of early extinguishment of debt in both periods and some discrete tax items in 2009.
Looking on a year-to-date basis, our revenues were up 11%, adjusted OIBDA was up 44% and adjusted operating income was up 80%, a very strong to rebound from a year ago.
Now I'll touch on some on details of our operating segments. Second quarter Entertainment revenues were up 10% to about $1.7 billion. Network ad sales were up 5% for the quarter. Scattered pricing in the quarter was up in the mid-20s above the upfront. Adjusted OIBDA was up 7% to $223 million for the quarter at our Entertainment segment. We have continued to invest in content and we expect to see higher margins starting in 2011 and beyond when you start seeing the effects of our newly-extended NCAA March Madness deal, as well as incremental retrans dollars. We had another solid quarter at our Cable segments, where subscriber and rate increases lead to our 35% OIBDA margin, which by the way, we expect to increase even further.
Our Publishing revenues benefited from strong digital book sales, which increased 71% for the quarter and continue to become a growing part of our business. Our Local Broadcast revenues increased 17% this quarter to $678 million. TV station ad sales grew 31% with political advertising contributing six points of growth. Radio station spot sales were up 8% with our top-10 markets finishing up 10%. Category strength in both TV and Radio was broad-based, led by automotive, telecom, retail, financial services and entertainment. While growth our local businesses are strong, we still have lots of room to grow. And as you see in the second quarter, 100% of the revenue increase flowed through to OIBDA, which more than doubled to $214 million, and now represents a 32% margin.
Turning to Outdoor, on our constant dollar basis, Outdoor revenues were up 6% in the quarter. The growth in the Americas was 6% led by 9% growth in the United States, while European revenues were up 5% with our biggest market, the U.K., up 14%. OIBDA grew, as Les said, 76%, or $34 million, which significantly exceeded our revenue increases as our low-cost base and restructured contracts are starting to take effect.
Turning to our balance sheet, free cash flow came in at $492 million for the quarter, up 40%. But during the first six months of 2010, we generated $1.15 billion of cash, an increase of over $300 million more than all of last year. We've been active on the financing front as well. In Q1, we paid down the entire $400 million asset securitization program. This quarter, we call $415 million of debt, which was due in July, so we had no other maturities this year. We've also tendered for some near-term debt and issued a $500 million 10-year bond. Overall, we have de-levered the company by $840 million since the start of the year and have extended our weighted average debt maturities to 16 years. In fact, our aggregate debt maturities over the next three years is only slightly higher than the free cash flow we just generated in six months. This deleveraging will save us approximately $40 million a year in annualized interest costs. We remain committed to our investment-grade credit rating and our $2 billion credit facility remains undrawn and we have significant headroom within our leverage and coverage ratios. We ended the quarter with $838 million of cash on hand, an increase of $121 million from the beginning of the year, while still achieving all the deleveraging I just mentioned.
In terms of the current marketplace, here's what we're seeing, starting with our content asset. As Les said, we just concluded a strong upfront for the new broadcast season, which is a good starting point for 2011. Scattered pricing in Q3 is accelerating and projected to be up 30-plus percent above the upfront. And this demand is growing as we head into the new season, which will lead to significant pricing premiums. So those advertisers who bought any upfront, I think, will be very pleased. At our Interactive unit, Q3 domestic display sales are pacing up plus 20%. Our content businesses will also benefit in Q3 from another strong quarter from our affiliate and subscription revenues.
Turning to our local assets, TV stations are expected to be up in the mid-20s excluding politicals for the third quarter, continuing its first-half momentum. Radio stations are pacing up high single digits with the top 10 markets continuing to lead the way. And our Outdoor group is currently pacing up high single digits on a constant dollar basis. The total company should achieve its highest OIBDA margin of the year in the fourth quarter driven by political advertising contributions, which could approach $200 million for the year. We also want to reiterate our CapEx full-year estimate guidance of $250 million to $300 million, as well as our book income tax rate of approximately 40% for the full year.
I'll wrap up with a few final thoughts. The advertising marketplace is rebounding and we expect to be one of the biggest beneficiaries, which means we expect growth for the 2/3 of our revenue base that is advertising. The non-advertising piece also continues to grow, given the structural changes in the business. This includes a growing international demand for our content and incremental retrans and other subscription-based fees. And finally, we remain committed to driving our operating margins, and we're confident we can expand these margins, which should generate even higher profit dollars in 2011 and 2012. So there's significant upside in the business model from where we sit today.
With that, Melissa, we can open the lines for questions.
Question-and-Answer Session
[Operator Instructions] And we'll first hear from Ben Swinburne with Morgan Stanley.
Benjamin Swinburne - Morgan Stanley
Les, I have to ask on the Comcast announcement since it's such a big agreement for both companies. And I know you're limited in terms of numbers that you can speak about, but what was strategically the big win here for CBS? And I want to ask about both CBS and Showtime because you mentioned Showtime in your prepared remarks. What were you able to obtain here that gives people gives you more confidence in this sort of long-term growth? And I'm also thinking on CBS about how you are now able, or restricted at all, to monetize that content outside of traditional TV platforms. So I'd love to just get your thoughts on those two businesses as it relates to your content.
Leslie Moonves
Obviously, we are thrilled and I think the Comcast deal was a big win for both companies. And it was global in nature and what was very unusual about it also was that it was a year and a half early before we started. The reason is that there a lot of big wins, and as I said, for both companies. Number one, we've established that CBS will be paid for retrans, something that I've been talking about for years and is a significant part of the future of our company. And that revenue stream that will continue, we now have a dual revenue stream base for CBS going forward. It establishes a growing revenue stream for Showtime. And for those who had any question about the ability of Showtime to continue to increase and thrive in the marketplace, Showtime is now secure and financially in great shape. But once again, from Comcast's point of view, they recognize the value of the content on CBS and Showtime. Plus, for those of you who've been following, Comcast is one of the most advanced companies in talking about online media and how to best use content online in a variety of different ways, whether it be video-on-demand or all sorts of other new methods of doing it. The key for us with this partnership is the flexibility. We're going to be trying lots of things with Comcast to put our media online and our content online. By the same token, it doesn't limit us to do other deals outside of it. So across the board, CBS Showtime new media, it's a big win for us going forward. And as I said, it ensures a continuing and growing revenue stream year after year over the long length of this contract.
Benjamin Swinburne - Morgan Stanley
So to be clear, it doesn't sound like there's any restrictions on your ability to go to new online distributors with CBS content over the life of the contract?
Leslie Moonves
That's correct.
Benjamin Swinburne - Morgan Stanley
Then Joe, just on the balance sheet, you've been working on that over the last six or nine months quite a bit, or going back further. We're in an interest environment, which is obviously very attractive. What are the rating agencies telling you in terms of what they want to see? And at what point do you and the agencies feel good enough about being more aggressive there, whether it's hindering from more debt, looking to roll some debt over, if you have the opportunity, or maybe even looking at some kind of return of capital down the road?
Joseph Ianniello
I think, look, we have ongoing conversations with the rating agencies. I think where we sit today, Ben, obviously anything we do is opportunistic. We feel really good about the position we're in, the rates that I'm hearing in the marketplace are very attractive. So look, we'll continue to evaluate our opportunity. But clearly we paid down the debt. We're in a much stronger financial position today than we probably ever have been in. So I think we'll have a lot of opportunities.
And we'll next hear from Jessica Reif-Cohen with Bank of America Merrill Lynch.
Jessica Cohen - BofA Merrill Lynch
Les, on Comcast, it is such a big deal. When does it kick in? Were you getting cash before? And can you comment at all on reverse comps, how those talks are going? And it sort of begs the question of what are you guys going to do in all this cash? And then for Joe, on the cost side, could you walk us through some of the big swings that you should be seeing in 2011 on the film side and NCAA? Is there anything from London Underground, and obviously, you've highlighted the expense reduction?
Leslie Moonves
Regarding Comcast, were we getting cash before? We were part, the last deal we did, we were part of Viacom, where there were numerous Cable Networks, as well as CBS, was part of that deal. So it was a year and a half for us remaining on that deal. Was the corporation getting paid something? Yes, they were. And were we getting some advantage for? Yes, we were. But this was a new deal because it's the first time we've negotiated with Comcast as a freestanding network, not part of any other large cable group. So regarding discussions, yes, we are having discussions with our affiliates and certain deals have been struck where we are sharing and we are getting paid money from our affiliates as bigger deals come up. That is part of the new way of doing business and everybody acknowledges, one again, we are providing premium content and that should be paid for, both by the MSOs, as well as our affiliates. And that's what's happening here. When we talk about what are we going to do with our cash, obviously, we are in very solid shape, as Joe said, with having paid down the debt. We're examining that as we speak before the end of the year. We're going to determine what to do with our cash, whether it involves paying down further debt, whether it involves retraining money to our shareholders in the form of increased dividends or share repurchase. We have historically returned money to our shareholders, and that's always been an important piece to us. So stay tuned and we'll have a decision on that before the end of the year.
Joseph Ianniello
And Jessica, on the cost side for 2011, here's what we know without getting to specific numbers. Program costs at the network are going to be down. The NCAA contract is going to make sports certainly more profitable. We're going to benefit from large restructured Outdoor contracts. We didn't have New York. We restructured Washington, as two examples. We're going to continue to benefit from the recent restructuring activities that we just went through, $59 million in the first two quarters of this year. And obviously, the lower debt's going to have lower interest costs. So those kind of six things off the top of my head are kind of going to benefit '11.
And we'll now go to Anthony DiClemente with Barclays Capital.
Anthony DiClemente - Barclays Capital
So my Comcast question is pretty simple, which is the duration of the deal, which is why 10 years and why not three or five? I guess it's for Les or Joe. The idea being that retrans here is an acceleration phase and the question would be, it seems like you're locking in ceiling price on the deal over a 10-year period, and if the value of CBS signal is truly appreciating over that time period, then why do that?
Leslie Moonves
Anthony, obviously, the discussions began with Comcast a number of months ago and we talk about traditional deals of three years and five years. And then as we talked about our future together, we said okay, this is where retrans is today. This is where we think it's going to be growing to. And why is there automatically an assumption that we haven't realized a full value? When you make a long-term assumption, obviously, escalators are built-in to our best knowledge. There's a great deal of flexibility with our new media prospects and there's a certain amount of knowledge about where these deals are going. So yes, could it fluctuate, could Comcast in the end of 10 years be paying us more than some of their other deals or less than some of their other deals? I guess that's possible. But overall, we see an increase, a growth over the course of time for Showtime and CBS, and incremental pricing is built in to what we both felt was fair. So it was an opportunity to have sustained growth, sustained revenue, which I know it's important to you guys as you look at as an advertising company, and just assume for a second that we may have been able to sort of get a fair deal on what this would be worth in 10 years.
Anthony DiClemente - Barclays Capital
On the international syndication sales that you talk about in the release in the quarter, it seems like over the past few quarters, you've been able to book these international syndication sales a little bit sooner than maybe historically. And I could be wrong about that. But, I mean, The Good Wife is in its second season. And so I just wonder is there something that's changed structurally in the way that you do business and the way that you do that abroad? And does it actually -- if your booking those syndication sells sooner, I'm wondering, does that put more pressure on the current season TV releases to actually be more successful, because not only do you have the network ad sales banking on the current releases, but you also have the following year's syndication sales.
Joseph Ianniello
Anthony, it's Joe. The answer to your question is no. We're not changing the way we're booking international syndication. I think what you may be confusing is we sold domestically NCIS: Los Angeles very early. So that's something that we're seeing domestic syndication, people buying before we get to four years. But internationally, they buy at the same time that we put it on the network. So what's growing there is really the demand and the pricing that's growing. So it's really, there's no accounting change going on, just so we're clear.
Leslie Moonves
Anthony, the system always is, you do the upfront, then you come back and show it to the international buyers, and then there comes a bidding war for the best product. As Joe said, our numbers internationally were pretty phenomenal this year with Hawaii Five-0, quite frankly, breaking international records on what it was getting. What was significant last year is NCIS sold after six episodes, which in previous years, that's domestically, you would've needed to wait until there were already at least three years to shop. Now because the demand was so high for that show on and The Mentalist over at Warner Bros., that people are bidding for shows right out of the box, which is a great thing for us.
Anthony DiClemente - Barclays Capital
And why is that? And then I'll stop. But what's driving that demand? It seems like the demand is changing?
Leslie Moonves
It's called competition. When Turner and USA both wants NCIS: L.A., you get a bidding war and get it earlier. By the way, we're happy to get the bidding war and we're happy if they want to give us their money now.
Joseph Ianniello
And just add to that, Anthony, it's obviously why they are doing that, is they need that content to go to their MSOs to drive their affiliate fees. So like we've been saying all along, best content gets the highest fees.
Leslie Moonves
So USA Network, which is doing very well with original content, the highest-rated show on that network is the original NCIS, not any of the shows that they are originating. And they expect that NCIS: L.A. will be their next highest show.
Michael Morris with Davenport has our next question.
Unidentified Analyst
You talked about a lot of the positive things you have going on as you look forward into 2011. We also know that you do have some headwinds or some tough comps between the political you discussed, the Super Bowl, things like that. Can you help us understand the magnitude of these initiatives that you think are going to drive in 2011? Knowing what know right now, will they be able to offset the challenges that you have from those tough comparisons? So that's my first question. What's the potential for growth? And then second, Joe, just to go back to the balance sheet, you talked about maintaining your investment-grade rating and deleveraging has been part of your strategy. But at this point, how much more do you really need to deleverage? I mean, you're talking billions, hundreds of millions? What are you thinking there? And what's the gating factor between now and say, the end of the year, to start addressing return of capital to shareholders?
Joseph Ianniello
On the balance sheet one, yes. Look again, like we said, was $840 million. So I don't think it's billions, what we're talking about. I think we're being very prudent and conservative. So we want to continue that. So it's going to be clearly a smaller number on the debt side. And I think, again, what we're doing is we're making sure we're being responsible as we come up with a holistic "things to do" with our cash. And I think we've been pretty prudent to date and we're going to continue to do so. But we have been proponents of returning capital to shareholders. We have done some share repurchase programs, some ASRs when we had that. And we have then maintained a dividend throughout our separation from Viacom. So you're going to continue to see us discuss all those things. As far as 2011 goes, I mean, look, I just sized political for you. The Super Bowl, I mean, you know the way the accounting works for that. So it may be interesting on top of revenue, but not in terms of profits. So I'm not sure what other headwinds you're referring to. But I'm going to point to a strong upfront that starts the season, since we know that's good. We know we have accelerated growth in retrans. I just jotted a list of other cost items that are going to be a benefit. So we're confident we can have expanded margins in 2011 that's going to lead to additional profit dollars, like we said.
We'll now have from Brian Shipman with Jefferies.
Brian Shipman - Jefferies & Company, Inc.
Another question on the retrans deal, what, if any, are the potential costs associated with that deal? And is it safe to assume you've built in a big step-up in margins in association with that contract?
Leslie Moonves
Number one, there are no costs associated with it. It is money that is paid from Comcast to us per se. In terms of the margins, Joe, what was the…
Joseph Ianniello
Look, I think again, obviously, those are very incremental margin dollars and as we both said, I think you should assume the deal factors in attractive growth rates. So it's a10-year deal and we look forward to the financial benefits to the company in each of the next 10 years.
Our next question comes from Laura Martin with Needham & Company.
Laura Martin - Needham & Company, LLC
Could you talk about the film business next year, what you're expecting -- number of films, total budget and how that compared to this year? And we'll all do own our ultimates here on Wall Street and you won't be happy with them, I'm sure. And then Joe, for you, I'd like to talk about return on invested capital. One of the things we're seeing increasingly in these large entertainment conglomerates, specifically at Time Warner and even at Viacom, as were getting increasing compensation systems being tied to return on capital. And given that you guys just did a full year cash flow in six months, your returns on invested capital is actually exploding. Is there any thought that you guys might time or be talking more about return on invested capital and capital efficiency as we go forward here into 2011?
Joseph Ianniello
Look, return on invested capital we measure all the time. We look at it. It's certainly a financial metric, I think, that we look to. Clearly, again, our compensation, and we look at our stock price, we look at building enterprise value. So every decision we make is really for the enterprise value. So we're going to continue to do that, Laura. So I don't think you're going to see anything different. I think we've shown we've been disciplined throughout. So stay tuned, but I don't think anything really changes in the way we approach our business.
Leslie Moonves
And Laura, on the films, we will have released three movies this year, our third one's coming out Thanksgiving next year. We have Beastly scheduled, which cost all $17 million. We are looking at the next release after that probably to be a movie that we have acquired so the risk will be rather minimal. Then there'll be a couple of movies that we will be producing, and as I said, we'll be announcing soon. Once again, we're keeping our discipline and we're staying below the $40 million range in terms of our investment. Even Faster, which is coming out in November, cost $34 million, but it's a co-production with Sony. We have a domestic and we're only into that movie for $17 million. So although people like to talk about it because it's sexy, it's still a very tiny part of our business.
Doug Mitchelson with Deutsche Bank has our next question.
Douglas Mitchelson - Deutsche Bank AG
So we'll go back to the sort of "30,000-foot view" questions here. Les, I know you prefer operating from strength, not weakness. Your business is recovering, your balance sheet's in good shape. Any further thoughts on streamlining your asset base at all, in things like U.K., Outdoor or Publishing, or even domestic Outdoor, all seem non-core. And I'm guessing you think your stock is cheap, so reallocating capital from non-core businesses to your stock might make some sense. And then separately, on the new Comcast deal, how does VOD work now? That's something that's always been difficult to monetize. As they put more of your shows on VOD, is that something you'd be able to monetize at a reasonable level?
Leslie Moonves
Regarding the asset mix, we've always spoken about possibly divesting some of our tomorrow-market radio and television stations. In fact, we still intend to do that. But once again, there's no great hurry to do that. And unless we get the right pricing for that, we're not going to do that. However, there appears to be some nice activity now in some of the pricing, so I wouldn't be surprised if over the next six months to a year, we do divest some of our radio stations in a few markets and maybe one or two television stations. In terms of VOD, Doug, once again, it is not a big cash business yet. There will be some more content on VOD. It does work, but there is a profit-sharing on there. But it's not a major business. We've been doing this with Comcast, frankly, for five or six years. It really is not a great effect to the bottom line for either them or us.
Douglas Mitchelson - Deutsche Bank AG
Maybe if I can refine the question for you, Les. I mean, to the extent that viewership is moving online and/or to the VOD, do you feel pressure over time to try to get ad revenue from those distribution sources equivalent to your traditional TV viewing? Or do you feel the economics of the retrans more than makes up for viewership shifts?
Leslie Moonves
Obviously, retrans makes up a lot for cents. It really does cover us quite a bit. Having that dual revenue stream is terrific for us. Obviously, content is going more and more online, which is why we're exploring that. It, obviously, right now doesn't come close to the amount of revenue we're generating over the air in our normal broadcast methods. As it grows, we are going to need to monetize it so that there are dollars replacing dollars and that is the game plan and the potential for things like TV Everywhere is something that is attractive for us. In other words, if Comcast is paying us for sub, then that sub should be paying the MSO their fee to be able to get our product online. So the great news about the new deal, a lot of it is experimentation. A lot of it is very flexible and you're going to be seeing all sorts of new things going on between us.
Our next question comes from David Miller with Caris & Company.
David Miller - Caris & Company
Les, another question on the reverse compensation, if I may: So you have NFL Football starting in about a month and you've done a wonderful job in getting the cable MSOs to pay you for your signal within the own-affiliate group. So with football about the start here, do you see using the AFC Network package as leverage to get the non-owned affiliate group to pay you a portion, otherwise known as reverse compensation, obviously. And if they don't want to cooperate, would you go as far as pulling certain NFL Football games off the air in those local markets?
Leslie Moonves
We would never go so far as to say, okay, you're in Cincinnati. We're pulling the Bengals from your marketplace. Obviously, we are spending a lot of money, as you pointed out, David, on our content, NFL included, our programming, et cetera, et cetera, et cetera. And we feel it's appropriate as our contracts with our affiliated stations come up that they pay us some money for that in reverse comp. We also expect our affiliated stations to be getting money, getting paid, from the MSOs and satellite companies, et cetera, and they should be getting paid for having that content. But once again, we hopefully will, and so far we have done that, successfully negotiated with all of them as the contracts come up to be able to make a deal that's satisfactory to both sides. And we've been successful without any threats of pulling the plug. And that's the way we prefer to negotiate.
We'll now hear from James Mitchell with Goldman Sachs.
James Mitchell - Goldman Sachs Group Inc.
First of all, more operation, it looked like the Local Broadcast division costs were down a little bit in the second quarter year-on-year after being up a little bit year-on-year in the first quarter. How did you bring costs down in that division against the momentous momentum you saw in revenue? And then second question, which would probably be the 14th question regarding Comcast, why not update your guidance for over $250 million in retrans revenue in 2012, given the Comcast deal presumably energizes payments from the 11-million-odd subscribers?
Joseph Ianniello
Okay, so let me start with a Local Broadcasting. Look, we, obviously, at the end of last year, James, we put TV stations and radio stations under common management. So we took a restructuring charge in the first quarter of 2010. So clearly in the second quarter, you're starting to see the benefits. Also in the second quarter of 2009, we did have a $14 million write-off, which we have in the press release. So those two factors, I think, contributed to, again, lower costs. But, I mean, the key for us is you're seeing significant flow-through from the revenue into profits and you see what happens to the margin and expansion. And just to point out, just to be clear with you, I mean, we don't give guidance on the 250. What we said was we were well on track for that. This deal kind of validates that, and obviously, it's 10-year deal. So obviously, we expect growth from there. So really that's what we...
Leslie Moonves
And with our partners, we have agreed also not to get too specific about details. This is a very global deal that includes a lot of assets for us and Comcast, so it's better not to be too specific, James.
Our next question comes from Michael Meltz with JP Morgan.
Michael Meltz - JP Morgan Chase & Co
On the free cash flow, Joe, can you talk a little bit about -- you did a little over $900 million of EBITDA in the first half. You did $1,001,000,000 plus of free cash flow. Obviously, you had some working capital benefits. But in the second half, what type of conversion should be expecting on free cash flow? And I think on the comp, whoever asked it earlier, I think you have the syndication comp in the third quarter. Can you just clarify what that is, please?
Joseph Ianniello
On free cash flow, obviously, Michael, with long-term, you can't convert more than 100% of EBITDA into cash flow. So clearly, that's the benefit, what you saw there in the first six months of: A, the Super Bowl, because again, the way to cash comes in; and two, the five shows you were just alluding to that went into syndication last year third quarter. So the cash is clearly coming in. What we said on the fourth quarter earnings call is if you just look back traditionally, knowing good times or bad, we convert 50-plus-percent kind of EBITDA to cash flow. So we hope to be in at least at that kind of range, and obviously, starting in excess of 100 for the first six months versus well, underway for doing that. As far as the syndication question, clearly, in the third quarter last year, we recognized five shows that went into syndication last year. So the good news is we have a fresh group of young shows that have been hit, whether it hits 12 or 13, will be up to us, and how we make those shows available. But the pipeline, it continues to grow. The international demand continues to grow. And we've got to remember there's also second cycles. And I just finished by telling you that the first quarter this year will have a strong political, as we alluded to as well.
Michael Meltz - JP Morgan Chase & Co
And then just one clarification, I think you said scatter in the second quarter was up 25%, but the network was only up 5%. Can you just give a little bit more clarity on the disconnect there?
Joseph Ianniello
Because last year's upfront was down, and when you do the weighting, you only get up 5%.
Michael Meltz - JP Morgan Chase & Co
And going forward, that should probably reverse a little bit?
Joseph Ianniello
Well, we just sold the new upfront, right? We said very high single digits. And what we said is scatter is accelerating. So what we're seeing is the new seasons early, so there's only in the third, is only a week or so. But we're seeing 30 plus percent scattered pricing increases on top of this year's upfront. That's what gives it a lot of confidence about 2011.
Then we'll hear from Marci Ryvicker with Wells Fargo.
Marci Ryvicker - Wells Fargo Securities, LLC
Can you talk about underlying trends, specifically for local revenue at your TV station, Radio station and Outdoor segments? I guess what I'm getting at is the difference between national and local growth in the second quarter and what this looks like in Q3.
Joseph Ianniello
It's mostly local that' driving and I think the national, certainly, even if the network level weathered the recession much better than local. But the local advertising clearly is coming back at a faster pace. Still a ways to go, but what's key to us is very broad. It's all categories across the board that's really driving this, so the depth of that gives us a lot of encouragement. And what I'd also like to add, their booking these dollars sooner. So that also means that they have some confidence in their business or they think pricing is going up.
Leslie Moonves
And Marci, what's significant, and we've noticed this and this is really special to point out: It's not slowing down. I know people want to say it's slowing down the recovery. The third quarter pacing is as good as, in certain cases better, than the second quarter pacings have been. So we're very encouraged that the momentum really is continuing in the local businesses.
Marci Ryvicker - Wells Fargo Securities, LLC
Did you see any weakness in June and July like some of your peers did?
Joseph Ianniello
By month, or whatever, I think you can just look at the second quarter. By month, I mean, again, you can have a month that's a little better than the other month. But I think when you look at the second quarter, the second quarter was actually better than the first quarter. And as Les said, we see that continuing into the third, Marci. So everything that we see, we're encouraged. So the future's bright.
Marci Ryvicker - Wells Fargo Securities, LLC
You said local was growing faster, but is there still a big gap between national and local, so local just has further to catch up?
Joseph Ianniello
Yes. Firmly, I think that's fair. I think local has further to catch up and we still have a ways to go back to the historical levels. So like I said, there's a lot of dollars to still grow here. So the whole pie is growing and we expect, I should say, to take market share.
Adam Townsend
Thank you, everyone, for joining us this evening. Have a good night.
That does conclude our conference. We thank you for your participation.
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text:
|Blanket Course Deletion Proposal
|Submitting Dean
|Dr. Cynthia Capers, Interim Dean
|Submitting College
|Education -- Roberta Reese x2114
|Departments Generating the Proposal
|Phys & HE
|Objection Deadline
|November 24, 2008
|Proposal Status
|Final Approval Granted
|Proposal Last Updated
|February 13, 2009 by Karen Greene
|Effective Date
|Fall 2008
|Brief Summary of Proposal
|This proposal will delete 36 courses that have not been offered within the past five years.
|Type of Proposal
|Course changes only
|Graduate School Endorsement Status
|Graduate School Endorsement Updated
|October 27, 2008 by GS Heather Blake
|Institutional Research Status
|IR Status Updated
|October 15, 2008 by IR Anu Mahapatra
|Library Status
|Library Status Updated
|October 13, 2008 by UL Steve Aby
|Distance Learning Review Committee Status
|Not required
|DLRC Status Updated
|General Education Advisory Committee Status
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|GEAC Status Updated
|November 07, 2008 by PR Rex Ramsier
|Resource Requirements
|No additional resources
|Resource Requirements Updated
|September 19, 2008 by ED dean's ofc Roberta Reese
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text:
How to Feel It Real for Another – Free Neville Goddard
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