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Jamba (NASDAQ:JMBA)
Q1 2011 Earnings Call
May 23, 2011 5:00 pm ET
Karen Luey - Chief Financial Officer, Principal Accounting Officer and Senior Vice President
James White - Chairman of the Board, Chief Executive Officer and President
Kurt Frederick - Wedbush Securities Inc.
Conrad Lyon - B. Riley & Co., LLC
Gregory McKinley - Dougherty & Company LLC
Chris Krueger - Northland Securities Inc.
Good afternoon, ladies and gentlemen. Thank you for standing by. Welcome to the Jamba First Quarter 2011 Earnings Conference Call. [Operator Instructions] This conference is being recorded today, Monday, May 23, 2011. Now I'd like to turn the conference over to Ms. Karen Luey, Senior Vice President, Chief Financial Officer. Please go ahead, ma'am.
Karen Luey
Thank you, Operator. Good afternoon. With me on today's call is James D. White, our Chairman, President and CEO. During today's call, I will review our first quarter financial results. James will follow with an update on our 2011 progress against plan and a review of our 2011 guidance. We will then open up the call for questions. I would like to remind all listeners that this call is being broadcast and recorded live over the Internet at jambajuice.com. The webcast is available on our website, and the replay will be available via telephone until June 13, 2011.
This conference call will include forward-looking statements within the meanings of the Securities Law. These forward-looking statements will include discussions about the company's strategic priorities and certain statements of our expectations and plans. These forward-looking statements are subject to risks and uncertainties that could cause our actual results to differ materially from the forward-looking statements that are contained in the company's filings with the SEC, including the Risk Factors section in our Form 10-K. The company does not assume any obligation to publicly release any revisions to the forward-looking statements discussed during the call.
With that said, I would like to turn it over to James.
James White
Thank you, Karen. Welcome to our first quarter call. When I spoke on our last earnings call, I said 2011 would be a year of accelerated growth for Jamba, and based on our first quarter performance, I can say we have a solid start to deliver on those expectations. Q1 had several accomplishments that I'll highlight briefly and cover later in more detail. Importantly, we had comparable store sales for our company-owned stores that increased for the second consecutive quarter, giving us sequential sales increases in 7 of the last 8 quarters, and comparable store sales also were positive for our franchise stores.
We significantly improved our operating profit margin. We expanded our menu innovation with the launch of several new and improved on-trend products. We accelerated our consumer brand products with the introduction of new lines and expansion of existing products. We continued our global franchise growth with the signing of an agreement for the Philippines, our second major international market. We had the opening of our first Jamba location in South Korea and of 8 locations in the U.S.
We completed our re-franchising program with the sale of 41 stores in the Midwest. We implemented several initiatives to improve our customer service, deliver enhanced leadership training and ensure excellence in our store operations, and we recently announced a relationship with the international tennis superstar and Jamba fan, Venus Williams, who plans to open 5 stores over the next 2 years in the Washington, D.C. and Maryland marketplace.
Our improved balance sheet, including our current cash position, increased our ability to make investments in marketing and G&A to accelerate 3 critical initiatives: product innovation, CPG licensing and international expansion. I will return to provide additional perspective on these accomplishments and share more about the key initiatives that will drive our results for the balance of 2011.
With that overview, I will now ask Karen to take us through the financials.
Karen Luey
Thank you, James. On a GAAP basis, our results for the first quarter of 2011 were a net loss of $6.5 million compared to a net loss of $5.3 million for the prior year same quarter. Net loss adjusted for the impact of nonroutine items such as lease terminations, gain or loss from re-franchising and impairment improved by $1 million to a net loss of $5.4 million.
Our non-GAAP adjusted operating profit excluding re-franchising removed the impact of the 147 stores re-franchised after fiscal 2009, improved by $1.4 million to $9.3 million or an improvement of 220 basis points to 15.2% compared to 13% in the prior year. The definition of adjusted operating profit can be found in our earnings release, and we believe that this is the best gauge of our ongoing core business.
The improvement is primarily related to our second sequential quarter of positive comparable store sales, continued efficiencies in cost of sales and labor and some leverage of our fixed costs. We remain on track to meet our commitments, and all components of our fiscal 2011 guidance remains unchanged.
We completed our re-franchise initiative at the end of the first quarter with the closing of the Midwest deal of 41 store locations. In aggregate, the re-franchise initiative has brought in cash proceeds of $21.5 million, and we took that note totaling $2.3 million. We reported company comparable store sales of 2.2%, which is our second straight quarter of positive comps and reflects sequential improvement in 7 of our last 8 quarters. The results of our comparable store sales for the quarter includes a 380 basis point increase due to average check, and a 160 basis point decrease related to traffic primarily weather-related.
The primary drivers of company comparable store sales improvements are the continued stream of product innovation with the introduction of Probiotic Yogurt Smoothies very early in the quarter, and our Fruit & Veggie Smoothie and baked goods refresh, both of which launched in late March. All of these were well received by the consumer and exceeded our expectations.
Our attachment rate for a beverage with another item, was 21.3% for the first quarter of 2011, an improvement of 220 basis points from the prior year quarter. We continue to make significant progress toward our goal of a 30% attachment rate. We continue to see strength across the system where comparable store sales were 3.1%, and our franchise comparable store sales were 4.1%.
Our franchise and other revenue increased by 51.8% to $3 million compared to $2 million from the same prior year quarter. The increase was attributable to royalties related to the increase in the number of franchise stores and increase in franchise comparable store sales, and also to revenue recognized from our consumer packaged goods licensing agreement.
Our CPG license revenue grew to 200,000 from almost 0 a year ago. This was due to doubling the number of retail doors in which Jamba-branded consumer products are sold from 10,000 at the end of fiscal 2010 to over 20,000 at the end of the first quarter of 2011. We continue to see some pressures ahead on the commodity side. This affects fuel and juices, and also some of the ingredients that go into our hard tap frozen yogurt such as dairy and sugar.
On the produce side, there are pressures with carrots and strawberries. As a result, starting in the second quarter, we have increased our retail prices by approximately 2.2% to cover the cost increases and potential margins. The pricing action will offset some of the risks, and we will remain diligent in our effort to continue to find ways to take cost out of the system to deliver our operating margins for the year. These include continuing to work with global sourcing, flexible formulation and distribution efficiencies. With the increase in comparable store sales, we have started to leverage the fixed cost component in our labor and occupancy expense lines.
Store operating expenses decreased 13.6% year-over-year to $9.5 million, and as a percentage of company store revenue, increased to 15.1% compared to 14% for the same period of the prior year. The increase in the percent of company revenues was primarily due to marketing expenses, which increased to 3.1% from 2.6% in the first quarter of 2010.
Our upfront aggressive marketing investment was focused on the introduction of new smoothie offerings and in addition, we also refreshed our baked goods offerings, which along with our in-store focus, drove the improvement in our attachment rate.
General and administrative expenses decreased 4.6% to $10.4 million, and as a percentage of revenue, increased to 15.7% compared to 13.5% in the same period of the prior year. The rate increase was due primarily to the reduction in company-owned stores as a result of our re-franchise initiative.
Our cumulative federal net operating loss at the end of the quarter was $98 million, and we do not expect to be a federal taxpayer this year. Our balance sheet remains strong with $23 million in cash, cash equivalents and restricted cash and no debt at the end of the quarter. Our capital expenditures for the quarter were $3.1 million related to new company-owned store capital, maintenance capital and investment in our information technology platform. At the end of the quarter, we have 180,289 convertible shares outstanding.
That said, I'd like to turn the call back to James.
James White
Thanks, Karen. As a reminder, our strategic priorities remain focused on reducing cost and expenses, ensuring a customer first, operationally-focused service culture, expanding our menu across all day parts, accelerating the development of our franchise system and building a robust portfolio of consumer products through our licensing initiative. Certainly managing cost, reducing expenses and improving productivity were especially important in the face of rising commodity prices and other cost pressures.
In order to protect our margins, we have decided to take a modest retail price increase equivalent to roughly 2.2%. While this pricing action will provide some offset to increases, our effort will continue across a broad range of areas to reduce and eliminate all unnecessary costs and expenses that stand in the way of profitable growth. The breadth and intensity of this effort make us confident about delivering our profit margin objective for the year.
We plan to leverage our flexible recipe formulations, global sourcing of commodities, new distribution alliance with SYGMA and ongoing labor and productivity gains. My top priority is driving profitable growth, and I am focused personally on protecting and expanding our margins.
Let us turn to other areas that are part of our continuing transformation of Jamba. Our strategic focus on customer first service is making excellent progress. For example, we've added a service that gives us daily visibility to customer comments. The frequency and standardization of the feedback is having a significant impact on our guest relations.
Moving to menu innovation. We have significantly accelerated our product introductions, adding several new items. They include: Probiotic Fruit and Yogurt Smoothies, which provide functional benefits for immunity and digestion; our innovative Fruit &Veggie Smoothies, which provide three full servings of fruit and vegetables in a 16-ounce serving and give consumers another reason to visit Jamba more often. They also offer schools an option for providing healthier beverages to students. As we expand our K-12 school lunch program, Jamba is becoming an important solution provider for service directors. Our Fruit and Veggie Smoothies now offered in almost all of our stores are outperforming expectations.
This week, we will introduce our latest beverage innovation. It's our Fruit Refreshers made with coconut water. This product line is nutritious, trend-forward beverage. It provides a refreshing, healthy, all-natural way to hydrate and replenish. It's a perfect fit for our better-for-you beverage portfolio. The launch in select markets of our signature Whirl'ns Frozen Yogurt platform, of improved baked goods, and of our breakfast wraps have all exceeded our expectations.
This month, frozen yogurt will roll out to an additional 100 stores in Southern California. We will enhance our breakfast program, expanding our breakfast wraps to approximately 270 company stores. Refresher baked goods line is driving greater attachment to our beverages. Although it's early, we are very pleased with the performance to date.
Our Jamba brand scorecard also continues to improve. We're attracting new users through the introduction of relevant products and on-target messaging. We remain the number one smoothie brand and have gained increased recognition from consumers who rank us among the top 4 national health and wellness brands. Consumers also express a high level of trust in us to provide healthy products. This strength is an important dynamic in the transformation of Jamba to a healthy active lifestyle brand.
Let's move now to the expansion of our franchise system, which is designed to accelerate our growth, increase our brand presence, improve our overall margins and reduce capital requirements. We completed the sale of 42 company stores, so we now have successfully re-franchised 174 stores, which exceeds our goal of re-franchising up to 150 company-owned stores.
We also signed a letter of intent with tennis star and entrepreneur Venus Williams. Through a partnership with Venus, we will open up to 5 stores over the next 2 years in the Washington, D.C., Maryland area. We think this relationship is significant because it brings together one or 2 highly regarded healthy active lifestyle brands, Venus Williams and Jamba, in the fight against childhood obesity.
The opening of these stores will also provide some much-needed economic development and job creation in the marketplace. Internationally, we expanded into our second major market, the Philippines, with an agreement to open up to 40 stores in the next 10 years. Our partner, Max's Group of Companies, is highly regarded family-owned organization that has operated restaurants for over 65 years. And our partners in South Korea just opened 2 additional stores, and we expect 2 more stores to open over the next several weeks. This is outstanding news and speaks to the success of the Jamba brand in this country.
More recently, we just announced our expansion into our third international market, Canada, with the conclusion of a master development agreement with the Canadian Juice Corp (sic) [Canada Juice Corp] to open 80 stores in Canada over the next 10 years. Our partners in Canada are world leaders in frozen desserts operating over 1,200 stores in 25 countries under several brand, including Yogen Früz, Swensen's Ice Cream and I Can't Believe It's Yogurt.
We also continued to expand domestically with the opening of 6 franchise locations and 2 company-owned stores, and we are entering new geographies with new outlets open in Massachusetts and Connecticut and soon, Washington, D.C. and Maryland.
We expect continued accelerated momentum in our franchise development initiative, including traditional and nontraditional stores. For 2011, we plan to open 50 to 70 units.
The final significant area of Jamba's transformation is our brand extension through licensed consumer products, which broadens our opportunity to engage consumers beyond the in-store experience. Our efforts and those of our licensees have been nothing short of outstanding. Jamba-branded consumer products have gained more than 20,000 points of distribution in a broad range of grocery, natural foods, club, mass and other retail channels. Collectively, we now have product representation in all 50 states. We expect to expand the availability of our existing product into more than 30,000 points of retail distribution during 2011.
The launch of Nestlé Jamba Energy Drinks is under way in the Northeast. Nestlé is supporting it with significant marketing investment that includes TV, radio, billboards, PR, digital and online media, and they'll sample over 1 million consumers. Their 30-second TV commercial, which aired last month on American Idol in the Northeast, is excellent marketing creative that was beautifully executed.
Inventure Foods, our smoothie kit licensee, began their national roll-out with a significant investment in both consumer and trade promotions. They have released the fourth SKU in the smoothie kit lineup, and plan to add additional flavors later this year. We continue to be very pleased with the performance of the kits, and Inventure has been a phenomenal partner for Jamba.
During the last quarter, our licensees also launched 4 lines of Jamba-branded products in the retail distribution, including 3 lines that are currently in almost 600 Jamba Juice locations. They are Zola functional daily Brazilian Superfruit Shots, Johnvince Foods all natural fruit mix, Nestlé Jamba all natural energy drinks, and Sundia Corporation's functionally boosted fruit cups which will also soon be available in Jamba stores.
In addition to these lines, the retail reception of the Jamba-branded O.N.E. Coconut Water fruit juices has been very positive, and these products will launch at retail within the next 60 to 90 days. Our progress doesn't stop here. We continue to pursue agreements to develop additional Jamba-branded products and expect more announcements in the coming months.
As I said, the Jamba brand is strong and strengthening on all fronts. As a result, we are on track to deliver our promises for 2011. These include achieving positive comparable store sales in the 2% to 4% range, achieving operating profit margin of 18% to 20%, opening 50 to 70 locations and maintaining G&A expenses in dollars that are consistent with 2010 levels, excluding litigation charges and onetime expenses.
I'm very pleased with the strong start in 2011 highlighted by the achievement of positive comparable store sales, system-wide. Our actions and achievements are not just turning the company around. We're also succeeding in our goal to transform the Jamba brand. We are establishing a business model, an organization and a roadmap that will drive accelerated growth well into the future.
Before I conclude, I'd like to welcome our new franchise partners in the U.S. and around the world to the Jamba system. I would also like to thank our Jamba team members across the system for their continuing efforts and commitment to transforming our brand and delivering outstanding service to our customers.
I will now turn the call back to the operator so we can open it up for questions.
Question-and-Answer Session
[Operator Instructions] Our first question is from the line of Greg McKinley with Dougherty & Company.
Gregory McKinley - Dougherty & Company LLC
I wonder if you could, just from a numbers standpoint, given the comp store sales increase you just delivered during the quarter, company-owned store revenues were a bit higher than I would've expected, and I wondered if that might have to do with the timing of that re-franchise transaction closing during the quarter, perhaps late in the quarter. I'm not sure when it did, but could you comment on the timing of that close? And then does that also remove some lower volume units from the system such that prior year numbers on a per store basis might not give us a great sense in terms of modeling year-over-year comp changes?
Karen Luey
Great question, Greg. The timing of the Midwest deal. It closed right at the tail end of Q1. What you see in the actual results are a -- almost a full quarter of the Midwest sales results in the actual numbers. And then for forward-looking modeling, I would still advise you to use our AUVs of between 600,000 to 625,000 for modeling on a per store basis and then add in a slight comp store increase on that based on our guidance.
Gregory McKinley - Dougherty & Company LLC
Perfect. James, you talked about some of the new product offerings. The Probiotic Fruit & Yogurt Smoothies and then I think the rollout of Yogurt into California stores and some breakfast wraps. Could you just re-capture some of that data and maybe help us understand where are those products in the system today? How many units are carrying them? And then how the rollout will occur over the next quarter or 2?
James White
Sure, Greg. Starting with the first quarter. We launched our Probiotic Smoothie lineup. That would've been a limited-time offer and would've been available system-wide. That product is still available if a consumer orders it today and the way we work our system is the products earn their way on to the menu board. But this was just a significant accomplishment for us, and we think, added new consumers that were looking for smoothies with a little bit lower viscosity. So that was very well received by consumers, and I wouldn't be surprised if you'll see that permanently make its way to the menu board. We followed that innovation with the launch of our Fruit & Veggie smoothie offering, and that significantly beat our expectations and really is attracting a new consumer that is a more habitual visitor to the system. Again, these have all been very much by design. Similarly, this week we launched our coconut water-based Refreshers lineup of products, which is very focused on an efficient way for consumers to hydrate themselves and is an alternative way to hydrate after a workout. So the innovation on our core smoothie lineup has been significant for the company and the consumers have responded very positively. As it relates, thus building up additional day parts, there are 2 significant tests that we chose to expand into the system. The very first one was our launch of our Whirl'ns Frozen Yogurt platform that we tested in late fourth quarter, early first quarter in the Sacramento marketplace. We are in the process this week of rolling that platform into the Southern California marketplace. So we'll be well over 100 units with that platform. Similarly, we tested a breakfast wrap concept in the San Diego marketplace, and that will roll into 270 company units this week, as well. So we're thrilled with the performance of the new products. That's one of the reasons that we made the investments we made in Q1 and we're excited to see the returns.
Gregory McKinley - Dougherty & Company LLC
Great. Thank you. And then maybe just 2 last questions. Karen, with -- all in, what should -- what is the share count roughly now? In a profitable quarter, what would the diluted share count be? And then can you guys give us any thoughts or comments on how you've seen the comp store sales behave since the end of your quarter?
James White
Yes, so we'll start with your second question first. We expect to deliver positive comps for Q2 and we see consistent trends. At this point we're excited about what we see.
Karen Luey
And then your first question, Greg, on fully diluted share count. It's probably about 86 million, all in.
Our next question is from the line of Conrad Lyon with B. Riley & Co.
Conrad Lyon - B. Riley & Co., LLC
Question for probably Karen. I think you said there was a 2.2% menu price increase implemented recently. The question is this: your same-store sales guidance prior was for a 2% to 4% lift. Did that prior guidance incorporate a menu price increase before?
James White
This is James. So I'd make a couple points, Conrad. One, we're reiterating our guidance for the full year and it did not contemplate the pricing action. Some of the commodities pressures are more recent events. So again, as I stated in my comments, we're working to protect, and if possible, expand our overall margins. So...
Conrad Lyon - B. Riley & Co., LLC
Got you. Okay. Second question. Different topic. The points of distribution, 20,000. Can you provide any color on the type of products that are comprising that? Is there any, for instance, the smoothie kits? Or is there one that's really the central portion of all those points of distribution?
James White
So the way to think about it is, you just go back to the 10,000 points of retail distribution we finished with a year ago. 6,000; 7,000 of those points of retail distribution would have been the smoothie kits with Inventure. Another 2,000 to 3,000 would have been the novelty bar. So that's kind of the base. What I tell you is, both of those partners have expanded their distribution significantly, with the smoothie kits being rolled nationally. So that's a significant portion of the growth, but we also have great momentum in the Northeast with the rollout of Energy Drinks from Nestlé, and that continues to build, and as the other products are commercialized and launch, they're all contributing. So this will build over time, and we expect to culminate minimally with 30,000 points of retail distribution across the portfolio for 2011.
Conrad Lyon - B. Riley & Co., LLC
Okay. Is there a geographic concentration where more of the doors are?
James White
It's more the doors today are in -- on the West Coast because of a number of the partners from a year ago would have started on the West Coast, but we are rapidly building up a distribution base on the East Coast, in particular, with the Nestle Energy launch.
Karen Luey
And, Conrad, you did pick up that now we are all in -- all 50 states as well with our CPG license products?
[Operator Instructions] Our next question is from the line of Chris Krueger with Northland Capital Markets.
Chris Krueger - Northland Securities Inc.
On the Nestlé energy drink rollout, I understand it's initially in the Northeast region. I'm not sure if you've covered this early in the call, but is there yet a plan to expand beyond that? Or is it too early to make that call?
James White
I think it's too early at this point to make the call, but I think both companies are thrilled with the early reception from both consumers in retailers, at this point. But we-re very bullish on what we've seen to date, including the sales of the energy drinks inside the 700 plus Jamba locations.
Chris Krueger - Northland Securities Inc.
Okay. And for modeling purposes, your depreciation and amortization was a bit higher than I had personally modeled. What would be a good rate to use looking ahead to the second and third quarters?
Karen Luey
Chris, we've been using about $900,000 per period. And as a reminder, our Q1 is usually 4 periods long and the other quarters are 3 periods. That could cause a blip in how you'd model it, versus what our actuals were. And then that'll go down to, since we re-franchised the 41 stores at the end of Q1, so that will naturally go down a bit for Q2, 3 and 4.
Our next question comes from the line of Kurt Frederick with Wedbush Securities.
Kurt Frederick - Wedbush Securities Inc.
I just had a question on the SYGMA agreement. I think you were in -- you said there's going to be 80 locations serviced in Q1. I wonder if you could talk just a little bit about, well, I guess ramp or how the expansion of that was going to go.
James White
Really, for us, we made that adjustment in the first quarter, and we picked up a couple of Midwest geographies and were able to consolidate distribution points and it gives us a couple significant opportunities. One, it allows us to pick up additional distribution that we couldn't naturally reach before, but more importantly, it actually simplifies our overall supply chain, and we expect to see that benefit us into the future, both from a growth perspective, but also from an opportunity to deliver much better service to all of our retail outlets in those Midwest geographies. And...
Kurt Frederick - Wedbush Securities Inc.
Okay. And then, just a quick question on, just on the oatmeal side, I see that a competitor seems to be stepping up their advertising. I've seen a lot of TV commercials recently. I was wondering if you've seen any impact from that.
James White
We've continued to have very strong sales of our oatmeal platform, and that's in spite of us being far less promotional this year versus a year ago. So we like what we see on the platform. It continues to be one of the stellar performers in our breakfast offerings, and it's one of the reasons that we've been able to drive attachment with the beverage over the last 2 years.
[Operator Instructions] And our next question is a follow-up from the line of Greg McKinley with Dougherty & Company.
Gregory McKinley - Dougherty & Company LLC
In terms of the price increase, did that -- when did that, or has that been rolled out? Or will it just occur during the quarter? Or did it occur right away at the beginning?
James White
The pricing action is occurring as we speak. It would've been a week ago.
Gregory McKinley - Dougherty & Company LLC
Okay. And so if we go to the stores now, are we going to see it at any particular product category more so than others? Or is it pretty much spread across the menu?
James White
You'd see a blend across the menu.
Gregory McKinley - Dougherty & Company LLC
Okay. And then on your beverage attach rate to another item, I think you said it was 21.3%. Where do you -- what's your goal? And where do you think that could move over time?
James White
On an overall basis, we'd like to get to 30%. The context I'd said, if you just looked at Q1 and you went back to 2009, the attachment rate would've been 12%. In 2008 it would've been 12%. It's 21% today, so almost a 800, 900 basis point improvement, which we think is significant. And we're seeing that kind of progress over that time frame each quarter.
Ladies and gentlemen, this does conclude the Jamba First Quarter 2011 Earnings Conference Call. Thank you very much for your participation. You may now disconnect.
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CHAPEL HILL, N.C. - Elijah Hood is healthy and excited to be back on the field with his fellow Tar Heel running backs.
The squad of Khris Francis, Hood, T.J. Logan and Jordon Brown laughed and joked around after Wednesday's practice - even opting to interview together - making it clear the unit is eager and energized as it heads down to Miami.
That reinforces Larry Fedora's comment that practices this week have been the best he's seen all season. UNC's head coach has been impressed with the way his players have moved past the ugly loss to Virginia Tech and are focusing in on their next tough ACC matchup. A win this weekend is crucial for North Carolina to stay in the running for the Coastal Division title, one of the team's goals of the 2016 season.

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Vienna Inn Malacca is located in the historical state of Melaka. Housed in a contemporary building, the hotel is only 2.8 km away from the well-known Jonker Street. Free Wireless internet available!
Vienna Inn is an urban budget hotel for the fuss free crowd. An ideal place to rest while you immerse yourself in the cultural city of Malacca. Designed with the idea of catering to your bare essentials, Vienna Inn is minimalistic yet warm and inviting. At Vienna Inn, just leave your worries at the door and let us take care of you.
Nestled within the heart of Malacca city center, Vienna Inn is easily accessible to attraction areas, which include UNESCO World Heritage sites, Mahkota Parade Shopping Mall, and the all-new Dataran Pahlawan. The well established healthcare facility, Mahkota Medical Centre is also just a stone throw away. This stylish inn is only a 5-minute walk from the Portuguese Settlement. You can also check out Porta de Santiago and Mahkota Parade, both 2.2 km away. Kuala Lumpur International Airport is 89 km away.
Rooms are comfortable and fully air-conditioned. A flat-screen TV and a small desk are included in all the rooms. En suite bathrooms are modern and come with a shower and free toiletries.
Guests staying at Vienna Inn Malacca can enjoy free usage of the bicycles. Guests can also make use of the on-site washing machine to wash their clothes. Other facilities include a 24-hour front desk and free parking facilities.


text: Score! Someone posted a few weeks ago about reviewing many of the very dark (100% or near it) chocolates on her personal blog. I looked for the post here but couldn't find it. Anyway, she recommended the Cost Plus 99% as a good everyday bar (just $2 for 3oz) and so I tracked it down today. It is quite good! I have tried Ghirardelli's 100% baking chocolate and there is no comparison; Cost Plus makes that bar seem inedible.


text:
5 Min Read
Jan 23 (Reuters) - The U.S. Chamber of Commerce plans to lobby U.S. officials to reach a diplomatic deal with China, after a judge ruled that the Chinese units of the global "Big Four" accounting firms should be suspended from auditing U.S.-listed companies for six months.
Wednesday's ruling results from the accounting firms' refusal to provide the U.S. Securities and Exchange Commission with audit documents for U.S.-listed companies based in China.
The SEC for years has been trying to get its hands on the documents, saying it needs them for investigations into a rash of accounting scandals that have plagued many Chinese companies listed in the United States.
The firms have said that handing over the documents could lay them open to criminal prosecution in China for breaching that country's secrecy laws.
U.S. officials have tried to address the dispute both through diplomatic channels and by threatening the firms with enforcement action.
The suspension does not go into effect immediately, and the firms plan to appeal the SEC administrative law judge's ruling. But the decision could eventually have far-reaching effects for companies relying on the work of these audit firms.
"Our primary concern is that if the U.S. and the Chinese regulators don't come to an agreement, the end result is ... U.S. companies can't file consolidated financial statements," Tom Quaadman, vice president at the Chamber of Commerce's Center for Capital Markets Competitiveness, said in an interview.
"We are going to call upon both parties to get back to the negotiating table and hammer out an agreement."
Quaadman characterized the judge's decision as "unfortunate." But he said the chamber, a business lobbying group, plans to hold meetings with SEC and U.S. Treasury Department officials to discuss a possible solution to the problem and hopes the ruling will just be a "speed bump in the road."
A spokeswoman for the Treasury declined to comment. A spokesman for the SEC also declined to comment.
Wednesday's ruling by SEC Administrative Law Judge Cameron Elliot declared that the Chinese arms of Deloitte, PricewaterhouseCoopers, KPMG and Ernst & Young "willfully" refused to provide the SEC with the audit documents, and said the firms deserved "little sympathy."
"Respondents operated large accounting businesses for years, knowing that, if called upon to cooperate in a Commission investigation into their business, they must necessarily fail to fully cooperate and might thereby violate the law," he said.
"Such behavior does not demonstrate good faith, indeed, quite the opposite - it demonstrates gall."
The SEC and the Public Company Accounting Oversight Board (PCAOB), the U.S. audit industry watchdog, have for years pursued diplomatic talks with China, with limited success.
The SEC decided to take legal action against the firms in late 2012, after the talks broke down.
However, the judge's ruling comes after recent diplomatic efforts by Treasury Secretary Jack Lew and others had seemingly helped to thaw the frigid relationship.
At a summit in July, Lew announced that Chinese regulators were prepared to hand over some of the audit documents of U.S. listed companies.
The SEC has since confirmed through court filings in a parallel case still pending in a federal court that it has received at least 200,000 audit documents in connection with one company under investigation for fraud: Longtop Financial Technologies Limited.
Moreover, the PCAOB last spring forged a separate agreement with China to obtain some audit work to assist with investigations. The PCAOB is still hoping for additional agreements to permit cross-border inspections.
Wednesday's ruling "may have unfortunately thrown sand into the gears at the wrong time," Quaadman said.
But some experts cautioned against the notion that much diplomatic progress had been made.
"If the SEC believed the documents they were receiving were responsive to their request, they would have withdrawn this enforcement action," said Lynn Turner, a former SEC chief accountant.
Exactly how the Chinese and the SEC can break through the impasse remains to be seen.
Even if the six-month bar does ultimately stand, experts note it does not get to the heart of the problem because all of the auditors in China are facing the same dilemma.
In addition, the United States and China are pursuing different approaches to a long-term fix, experts said.
"The U.S. wants to resolve past and future cross-border issues in one go, based on current domestic laws," said James Lee, the regional director of the Institute of Chartered Accountants in England and Wales.
"China is more willing to be flexible in its approach to resolve past issues case by case and negotiate a multilateral framework for the future."


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Solarino It is a Sicilian town of 7.820 inhabitants located at 165 meters above sea level . The territory develops a sq km area of 13,00.
In the locality you can find a list of places to visit or see in the location or near Solarino
The Tasi stands for Tribute on Indivisible Services established by the Stability Law no. December 147 27 2013 of art. 1. .).
It is the component relating to indivisible services of Tax Municipal Unica (IUC) and is intended to finance the cost of municipal services for the community, such as the street or the municipal lighting maintenance.
What are the indivisible services?
The law 147 / 2013 provides that the municipal regulation must identify the indivisible services, giving a detailed description for each of those services, which cover the related costs to the Tasi is directed.
The indivisible services are the activities of the City of Solarino that are not "individual demand" offerings, as happens for example in the case of nursery schools or school transport.
It is, therefore, a series of very wide services, such as public lighting, security, registry, maintenance of roads, social services, cemetery services, protection of the artistic and cultural heritage, protection of buildings and communal areas, civil protection services, etc..
The IMU for the municipality of Solarino (Siracusa) Municipal tax is the property tax introduced in 2011 with application from 2012 (D.Lgs.23 / 2011 Monti government on the anti-crisis emergency measures).
IMU (Set municipal or Set Municipal Own) reintroduces the tax on real estate assets to replace ICI suppressed in 2007.
IMU is applied on the possession of property, including the main house (where luxury, falling in the cadastral categories A / 1, A / A and 8 / 9), generating a tax revenue in part used to cover local public expenditure and part in the state.
The tax IMU is fixed in the decree Monti to ordinary rate and a reduced rate for the main house.
the City is recognized Solarino (SR) the right to modify both the rates downward or upward.
Following the abolition of IMU on the first house (if not luxurious), are deleted, the related facilities, including the existing standard deduction for each child younger partner of 26 years, unless the municipality has specific deductions for dependents.
For the rates and reductions to be applied, given the variability of the cases, it is appropriate to obtain the latest information and possible complete; In this regard, below, we report a selection of addresses in order to verify the publication of the "resolutions IMU TASI 2017" of the City of Solarino, And some tools to proceed to the calculation of the payment: payment, the second installment and tax balance - taking into account the share ownership of the property, be it a first or second home.


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Congrats on the Ducks offer!
JHJR: Thanks, I appreciate it.
Which coach did you talk with, and when did you receive the offer?
JHJR: The DC Coach Leavitt, and it was yesterday (5/10/17).
What did Coach Leavitt discuss with you, how much interest in the Ducks do you have?
JHJR: Yeah he said they have an interest in me at OLB, and yeah Oregon for sure.
Have you ever been to Oregon/West Coast before? How big a factor is distance for you and your family?
JHJR: I never been that far away, but I want to leave Florida.
How is recruiting going in general, how many offers? Was the Ducks offer a surprise?
JHJR: The Oregon offer made it (17), and this was a real surprise.
What did Coach Leavitt discuss with you?
JHJR: He just talked about his defensive philosophy.
Your teammate, Randy Charlton also got an Oregon offer; do you guys talk about playing at the same school?
JHJR: I believe so; you might have to ask him. Yes, we have thought about going to the same school.
You close with Duck Billy Gibson?
JHJR: Yes, Billy and I are very tight.
Have you talked with him about what Oregon is like?
JHJR: Yes, he talks about how beautiful it is.
Do you think you will use one of your five official to visit Oregon?
JHJR: Yeah I hope to.
Congrats on offer, and thank you for the update.
JHJR: Thanks, I appreciate it.


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5 Min Read
DUBLIN (Reuters) - Ireland's prospects for fully emerging from one of the industrialized world's worst recessions darkened on Wednesday after data on unemployment, credit flows and arrears pointed to an even gloomier outlook for domestic demand.
Ireland is relying on its export sector to break a three-year cycle of shrinking economic output this year. But it needs consumers to start spending again if it is to make inroads into its huge debt pile and emerge from an EU-IMF bailout by the end of 2013.
A Reuters poll showed local economists cut their forecasts for gross domestic product growth to 0.5 percent this year from 0.7 percent previously, the first downgrade in five monthly surveys.
They also trimmed their expectations for 2012 GDP growth to 1.9 percent from 2 percent and to 2.7 percent for 2013 from 2.85 percent previously.
"I think GDP growth could be somewhere between zero and 0.5 percent this year and possibly negative if things really deteriorate dramatically in the second part of the year," said Alan McQuaid, chief economist at Bloxham Stockbrokers.
What started out as a banking crisis in 2008 morphed into a full-blown economic nightmare. Data on Wednesday showing the number of people claiming jobless benefits rose to a seasonally adjusted 449,600 in August, the highest since records began in 1967.
Credit data on Wednesday also showed deposit outflows continued in July and lenders have sharply cut the supply of credit to consumers, suggesting no uplift in domestic demand.
As the outlook for the global economy worsens, the prospect of turning around the unemployment situation appears dim.
"It's getting worse and I don't know how they (the government) are going to get people into work," said Brian, a 60-year-old painter whose trade, and that of his two sons, has mostly dried up. "It's gloom, gloom, gloom."
He added: "I think it'll get better but it's going to take years and what's going to happen in those years?"
Rising unemployment is fuelling large increases in mortgage arrears, creating a headache for the government, which has pledged to help struggling homeowners.
Over one in 10 Irish mortgages are either in arrears or restructured due to financial distress, data showed on Tuesday.
Finance Minister Michael Noonan is expected to come up with proposals to deal with mortgage arrears after he receives a report from a group of experts in three weeks.
Noonan has ruled out a blanket debt forgiveness scheme and said on Wednesday that banks must only write off mortgage debt of people who can't pay their home loans.
Irish state broadcaster RTE reported that among the proposals being considered by the government is the possibility of allowing people who face repossession being able to rent their property after they lose ownership of it.
RTE said another proposal included allowing people in negative equity to trade up by allowing them to add any loss from selling their property to a new mortgage.
David Guinane, the head of permanent tsb, one of the country's largest mortgage providers, said it was important people who don't want to pay their mortgage were not included.
"People who fall into the category of 'can't pay' will have to be defined as that and there can't be any margin for error," he said at the group's interim results news conference.
"The challenges are huge. There is the moral hazard issue."
Rising arrears helped trigger a tenfold increase in first-half pretax losses at permanent tsb's parent group, Irish Life & Permanent, and the company said mortgage arrears in Ireland would keep rising until at least the middle of next year.
Writing off mortgage debt is a controversial topic in Ireland, with many homeowners reluctant to let people who speculated during an ill-fated property boom off the hook.
"I've no problem with young people with genuine difficulties, but we can't just have a write-off that would go to those who speculated, those who jumped on the pig's back," said Alan, a local government official who declined to give his last name.
Ireland's government, back from its summer break this week, will unveil the latest in a long line of austerity budgets in December, further crimping consumer activity.
"The uncertainty has the effect that people do not spend the money even if it is still there," said Christoph Mueller, the chief executive of airline Aer Lingus.
"I am a little bit scared that if the austerity measures are kicking in fully, this might have an effect on discretionary spending."
Writing by Carmel Crimmins; Additional reporting by Padraic Halpin; Editing by Anna Willard and Dan Grebler


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Have you ever known someone who had an opinion for everything? Meet Murphy who has a wry comment on EVERYTHING! While there may be a plethora of books on consciousness, none is quite like the new Amazon #1 bestseller, Lord Have Murphy: Waking Up in the Spiritual Marketplace written by Fran Shaw, Ph.D., a longtime practitioner [Read More…]
Does Your Inner-voice Have a Name? Oh, Lord Have Murphy!
5 Steps to Become Successful at Making a Change
"Asking is a powerful gift you can give yourself and others." ~Kim Fuller, Life Coach. Have you ever wondered what would cause someone to become a Life Coach? And what exactly does it mean to be [Read More…]
Google+ Interviews- The New Shift in Internet Radio: 5 Lessons for a Successful Show
What do Spirit Guides, Dreams and Google+ have in common? The answer is on my first interview on Google+ posted at the bottom of this article. Doing a Google+ live show was fun and insightful but required mastering a new learning curve. Learning this new technology is worth your time because it is [Read More…]


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How do I know if the doctor performed liposuction for my Brachioplasty?
Doctor Answers 5
Operative report....
Ask your surgeon to give you a copy of the operative report and review the steps of the surgery with you. Always view your before and after photos to see the actual results with your surgeon. Final results are at 1 year.
Warmest regards, Dr. ALDO
How do I know if the doctor performed liposuction for my Brachioplasty?
Some doctors will liposuction based upon the amount of fat and blood supply considerations and aggressiveness of resection. I would just ask your doctor.
Kenneth Hughes, MD
Los Angeles, CA
How to know if liposuction was performed during the course of my brachioplasty.
At the conclusion of your procedure your surgeon should have dictated an operative report. Details of your procedure will be included. Ask your surgeon to see a copy of the report.
You might also like...
Liposuction and arm lift - don't think surgeon did it right
Thank you for asking about your brachioplasty as liposuction.
- I am so sorry you are unsure about what your surgeon did.
- The best way to find out is to ask for a copy of your operative report and ask your surgeon to explain what sh/e did.
- Without before and after photos, one can't have any idea as to what the issues are.
- You may still be swollen from surgery.
Always see a Board Certified Plastic Surgeon. Best wishes - Elizabeth Morgan MD PHD FACS
Concerns after arm lifting surgery…
I am sorry to hear about your concerns after arm lifting surgery. The best way to obtain an accurate answer regarding liposuction surgery would be to simply ask your plastic surgeon. If liposuctioning was done it will be reported in the operative report as well. There will not necessarily be a "mark"; liposuction surgery can be done through the arm lifting approach.
Based on your description it sounds like you may benefit from additional skin and tissue excision on both ends of the incision line. I have found, for example, that most patients would prefer to have a longer scar (down to the elbow) than the "lump" of tissue around the elbow area.
Discuss your concerns with your plastic surgeon; working together you should be able to come up with a plan to improve your outcome. Much will depend on exactly how far out of surgery you are currently. Best wishes.
Learn more: http://www.poustiplasticsurgery.com/Procedures/Procedure_armLift.htm
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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RISI TAKE THE ENDURANCE TRIPLE With their GT win at today's rain-shortened 1000 Mile/10 Hour Petit Le Mans, Houston-based Risi Competizione sealed their place in the record books as the team which has best represented Ferrari in GT racing ...
With their GT win at today's rain-shortened 1000 Mile/10 Hour Petit Le Mans, Houston-based Risi Competizione sealed their place in the record books as the team which has best represented Ferrari in GT racing over the last decade.
Today's 8th place overall result, in what may well be known in the future as the "Tout Petit Le Mans", tops an outstanding year for Risi. They have taken victory laurels at the 12 Hours of Sebring and the 24 Hours of Le Mans and the Petit Le Mans outcome continues a run of wins at the last five endurance classics, beginning with the 2008 edition of the 24 Hours of Le Mans.
It turned out to be an extraordinary race due to thunder, lightning and rain storms which deluged the track, and the race action was suspended after 4 hours and 49 minutes due to unsafe track conditions. At the time the red flag was shown, Mika Salo's Ferrari F430 GT was leading the GT class with a lap in hand thanks to an inspired early strategy call for wet Michelin tires. The race remained suspended for a further 3 hours and 56 minutes before the checkered flag was shown/called.
Mid race, as the skies darkened and the rain started to fall, the #62 car was the first in the GT class to make the change from slick to wet tires, while under the 6th of the seven full course caution periods. This allowed Salo -- in increasingly heavy rain -- to pass all his competitors, first on the track, and then additionally as they all had to pit for their own wet tires.
Declared a "wet race" prior to the start, Jaime Melo took the Ferrari from its 10th place grid position up to 5th place in class by the 5th lap, and ran strongly in changing track conditions to keep in touch with the two fast-running Corvettes and two Porsches ahead. Pierre Kaffer continued the good work, despite continual pressure from the #87 Farnbacher Porsche and a chasing Corvette which, had it got past, would have put the Ferrari yet a further lap in arrears. Great pit work and strategy by the Risi crew (only one of the team's seven pit stops took place under 'green' racing conditions) ensured that the #62 car headed the GT class as weather conditions took a turn for the worse.
"This race has really been a revelation," said Team Principal, Giuseppe Risi, after the race. "I am very, very happy for my team and for Ferrari for us to have our second victory at Petit Le Mans. At the beginning of the race it looked as though we had a real good fight on our hands, but racing is what it is. You can lose a race on the last lap, or win it, and we made the right call on our tires. The rain was there for everyone to see, but we took a bigger gamble than everyone else by coming in earlier because we were listening to what our driver was telling us. The feedback from him was that people were beginning to slide in front of him and he thought it the right time to change tires. Between our engineer, Rick Mayer, and myself we made the decision to come in.
"I believe it's fair to say that this result today confirms the quality of this team and shows it to be maybe one of the best GT teams ever."
Starting driver, Jaime Melo, was full of praise for the Risi team and his team mates. "It was kind of a strange race but I think we had a competitive car. I was a bit conservative at the beginning as the track was wet and I didn't want to take any risks. The car was comfortable in both wet and dry conditions. Even if the race had continued we could have kept up a good pace in these conditions. I need to say thank you to Pierre who did a very good job for the 3rd and 4th stints and to Mika, who I think drove for only seven laps -- five behind the safety car [laughs]! Thank you to the whole crew and for the strategy, everyone has been phenomenal.
"We still have one more race to go and we are now 19 points behind the Flying Lizard Porsche in the Championship and we never give up so we'll see what happens in the last race."
Pierre Kaffer took the opportunity to thank Ferrari for bringing a revised aerodynamic package to this event which "helped us a lot. The track was drying more and more during my stint and the car was pretty good during the race. It was exciting to drive and I think the GT class was again very exciting for the spectators. We had great battles and I want to thank the whole team who did a great job to help us get where we were, and my team mates. I can always learn something from Mika -- he might not have done such a long stint but he made the most important call of the day."
After good-naturedly taking the teasing about his lack of race laps, Mika Salo reminded his team mates of his version of events. "I might not have been in the car very much but if you go around for 4 hours in 6th or 5th position and then I'm in the car for half an hour and I went from 6th to the lead, then I think you can take what you want from that! Seriously though, it's a great team with always a very nice atmosphere. It's only the third race I've done this year and it's a great atmosphere; everyone is working so hard and is so serious and professional about their racing. I've got two team mates who I can trust and who don't go off and destroy the car -- apart from Jaime sometimes [said with a big smile and to much laughter in the media room] -- and it's such a pleasure always to drive for the Risi team."
Risi Competizione is a Houston-based Ferrari racing team lead by Managing Director Giuseppe Risi. Official team sponsors include Motorola, Boardwalk Auto Group, AdShip, Ferrari Financial Services and Ferrari of Houston.
-credit: risicompetizione


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WIN! One of three £150 gourmet 'gluten free' hampers from Dell'Ugo
Dell'Ugo are a small, family-run pasta company who make delicious fresh pasta available in the chiller at Waitrose and online at Ocado. Founded by Luigi Ugo in 1929, we specialise in making pasta recipes inspired by Italy, but with our own unique twist.
As well as our main range of generously filled ravioli, from Pea & Oak smoked Pancetta to Rocket & Ricotta, we're now delighted to celebrate the launch of our gluten-free chickpea fusilli.
Several of the team at Dell'Ugo suffer from food-related allergies and intolerances, so we know how hard it can be to get great tasting gluten-free alternatives…and how much we miss the things we can't have. Our fusilli is perfect in a sauce or in a pasta bake, and it's delicious, slightly nutty taste proved a hit with Masterchef duo John Torode & Greg Wallace who recently gave it a big 'thumbs-up'.
As well as being delicious, Chickpea is also a great source of high quality protein and slow release carbohydrate, easy to digest and also has a low glycemic index…perfect to keep both you and the kids going all day.
To celebrate its launch, we've created a delicious hamper full of our favourite gluten-free goodies for Chris Steele readers, each worth over £150 and including three yummy packets of our Dell'Ugo chickpea fusilli.
For more information, visit us at www.ugogroup.co.uk
Good luck!
For your chance to win it's quick and easy just fill in the form below:
Terms & Conditions
1. Closing date is 30th September 2012.
2. This offer is only open to UK residents.
3. For standard EMP Competition terms and conditions click here
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Click here to find out what other competitions at home magazine is running
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Christopher Isherwood
Pod complex The Animals: Simon Callow and Alan Cumming bring the story of 'the gay first couple' to lifeIt's easy to get lost in the joyful, spiky love story of Christopher Isherwood and Don Bachardy, whose love letters from vintage Hollywood underpin a great new podcast
Armed with Franz Hessel's cult guidebook, Walking in Berlin, published in 1929, Vanessa Thorpe is transported back to the city's decadent period
17 November 1960: His direct manner and well scrubbed appearance remind you of a surgeon rather than a writer
Christopher Isherwood's story of a gay Englishman struggling with bereavement in LA is a work of compressed brilliance
Nabokov's tragicomic tour de force crosses the boundaries of good taste with glee
V&A's fastest-selling show to open in Berlin – a city that has had a profound effect on the singer's music and thinking
Rory MacLean: From Sally Bowles in Goodbye to Berlin to Alec Leamas in The Spy Who Came in from the Cold, Berlin's literary inhabitants bring the city alive
BBC Radio 3 produces little-known screenplay The Beach of Falesa, taken up by Richard Burton but never made into a film
Musicals have been tap dancing their way into moviegoers' hearts since the invention of cinema sound itself. From Oliver! to Singin' in the Rain, here are the Guardian and Observer critics' picks of the 10 best
Letters from Ernest Hemingway and Christopher Isherwood give us an intimate portrait of their lives, while Simon Garfield traces the art of letter writing through the ages
Veteran film and theatre actor won greatest accolades for her work on Broadway
Jon Wiltshire: Greece is in crisis and fascism is on the rise, but it still falls far short of the 1930s Berlin chronicled by Christopher Isherwood
Poet's rediscovered eve-of-war journal bought by British Library is rich autobiographical source
In his beguiling new film In the House, director François Ozon presents viewers with a series of sharp and often dizzying reflections on the meaning of realism and the moral duty of the writer. By Leo Robson
Stephen Spender's journals show that his feelings about sex, fidelity and fellow poets were far from simple, says Adam Mars-Jones
From Christopher Isherwood's 'limbo of mirror-images' to 'the projected film's best-kept secret', Michael Wood picks his favourite writing on cinema
Christopher Biggins' garish shirts, Susan Sontag's turtleneck sweaters… Charlie Porter pays tribute to fashion's gay style icons
Sex and the rise of Nazism in 30s Berlin provided a resonant backdrop for Christopher Isherwood's story of self-discovery, writes Sam Wollaston
Will A Single Man overcome Monsters? Can Rumer conquer Mount Kimbie? Here are the nominees
Christopher Isherwood's 60s diaries are a great literary account of the era, says Ian Sansom
A new volume of diaries is just one way Don Bachardy has kept alive the memory of Christopher Isherwood, says Peter Conrad
Adapting Christopher Isherwood's ambulatory tour of 1930s East Berlin for radio is a challenge, but Tina Pepler and Eloise Whitmore made the most of the location and mood, writes Elisabeth Mahoney
David Cox: Director Tom Ford may deny it, but his dramatisation of Christopher Isherwood's seminal novel is a more profoundly gay film than Milk or Brokeback Mountain
Colin Firth is outstanding in a Christopher Isherwood adaptation, but some scenes in Tom Ford's stylish directing debut are outrageously ad-like, says Peter Bradshaw
Fashion designer Tom Ford's directorial debut, an adaptation of Christopher Isherwood's A Single Man, is not just moving, with brilliant acting from a fine central cast. It's also startlingly beautiful
John Maynard Keynes and Christopher Isherwood were both alive to the wider economic impact of the treaty of Versailles
British writer Christopher Isherwood and American artist Don Bachardy, had a long term relationship despite their 30 year age difference. A new film explores their story
Peter Parker's biography shows while Christopher Isherwood's work faltered, his energy didn't
The money was good, the men were hot and the parties were dazzling. David Thomson on Christopher Isherwood's adventures in Hollywood.
My Once Upon a Time
Diran Adebayo's stylish urban myth follows private investigator Boy through near-future London. Plus The Biographer's Tale, Mendeleyev's Dream, Ice Cream and Lost Years: a Memoir 1945-1951.
Adam Phillips on Christopher Isherwood's Lost Years: A Memoir


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U.S., Egypt seek to resolve NGO dispute within days
The United States and Egypt are holding intense talks to try to resolve within days the case of democracy activists who have been barred from leaving the country, a senior U.S. official said Saturday.
We are in intense discussions with the government of Egypt to try to resolve the situation with the NGOs within days, said the senior U.S. official who spoke on condition of anonymity.
(Reporting by Arshad Mohammed, Writing by Maria Golovnina)


text:
44 - 0 Final
No one has shouted yet.
Be the first!
Be the first!
Who You Got?
Kent State
Related News
- Kansas State hires ex-Gophers coach Jerry Kill in AD role May 17
- Man who punched ex-Mankato player gets 5 months in jail May 13
- Minnesota picks Mark Coyle from Syracuse as AD May 11
- Iowa headlines uncertain Big Ten West Apr 13
- Minnesota AD search to use outside firm, 16-person committee Mar 23
- Guilty plea in 2014 attack on ex-Minn. State, Mankato player Mar 23
- Spring practice signals takeover for Claeys at Minnesota Feb 29
- Univ. of Minnesota president wants ex-coach Kill in fold Feb 24
- Ex-Gophers lineman Luke McAvoy recounts coming out as gay Feb 10
- Big Ten football recruiting team capsules Feb 3
- Minnesota signs 20, including LB Carter Coughlin Feb 3
- Jafar Williams hired as running backs coach at Rutgers Jan 21


text:
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text:
Our Jacques Desk is très executive, and it's bigger and more masculine than the others. The topstich leather detailing provides a tailored suiting vibe as well as added durability. The brass hex bolts offer a flourish of Mantique style. This is tough glamour with architectural gravitas and a sleek lightness.
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Clear lucite base with brushed brass details or smoke Lucite with nickel details
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text:
What is your username? User:The Forgotten Beast
Please link to the wiki here: http://torikofanon.wikia.com/wiki/Toriko_fanon_Wiki
How many edits have you made on that wiki? 207
How many days/months have you been editing there? Since August 20, 2011
On the Special Pages → Special:ListUsers when was the last time an admin edited, and who was it? August 20, 2011 and his name is User:Mertjebertje. I've made numerous attempts to contact him but all are in vain.
Any other information: As an administrator on Toriko Wiki and one of the admins who allowed Mert to create the fanon wiki, I feel it is my duty to manage the wiki and improve on it. Previously User:Bonfires attempted to adopt it as seen here -> [1], however his editing style proved unpopular with users and so they felt he was not fit to be an admin and they asked me to adopt the wiki instead. I have made a blog announcing my attempt to adopt the wiki here: TFB - Adoption. I hope to receive the approval of the staff as I have never abused my administrative status in my 7 years of being here and my only goal is to improve wikis and give the best information possible while creating a friendly community. -The Forgotten Beast (talk) 20:31, April 10, 2014 (UTC)


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text:
JACC: Cardiovascular Interventions
Incomplete Revascularization in Patients Treated With Percutaneous Coronary InterventionWhen Enough Is Enough
Author + information
- Published online February 8, 2016.
Author Information
- Nir Ayalon, MD and
- Alice K. Jacobs, MD∗ (alice.jacobs{at}bmc.org)
- Evans Department of Medicine, Section of Cardiology, Boston University School of Medicine and Boston Medical Center, Boston, Massachusetts
- ↵∗Reprint requests and correspondence:
Dr. Alice K. Jacobs, Section of Cardiology, Boston Medical Center, 88 East Newton Street, Boston, Massachusetts 02118.
The optimal degree of revascularization for patients with multivessel coronary artery disease is not well established. Although there is growing evidence to support early and more complete revascularization of significant noninfarct artery stenoses among selected patients with ST-segment elevation myocardial infarction (STEMI) (1,2), there are few prospective studies evaluating patients with acute coronary syndromes or stable coronary disease to support a similar approach (3,4). Therefore, the decision whether to pursue multivessel or more limited percutaneous coronary intervention (PCI) continues to remain discretionary, and dependent on multiple factors including the patient's clinical status, severity and distribution of the coronary artery disease, characteristics of the stenoses, degree and location of ischemic and/or viable myocardium, left ventricular function, and other comorbidities.
However, the advantage of a strategy of complete revascularization to decrease subsequent cardiovascular events seems intuitive. This concept was supported by early studies in patients undergoing coronary artery bypass graft (CABG) surgery where the benefit of complete revascularization was demonstrated (5). Furthermore, subsequent randomized clinical trials comparing CABG with PCI in patients with multivessel disease showed CABG was associated with improved outcomes (particularly in patients with diabetes and with complex coronary anatomy) (6,7), mostly due to less repeat revascularization (6,8,9). Yet, since its introduction into clinical practice, single vessel ("culprit lesion") PCI has been performed in the majority of patients with multivessel disease, fueled by the concept of correct identification of the "culprit lesion" and by favorable outcomes associated with this approach (10). Indeed, in the 1977 to 1981 initial National Heart, Lung and Blood Institute (NHLBI) Percutaneous Transluminal Coronary Angioplasty (PTCA) registry, 25% of patients had multivessel disease, and 14% of procedures involved attempts to dilate lesions in more than 1 vessel (11). In more contemporary experience, nearly 72% of patients undergoing PCI within the National Cardiovascular Data Registry in 2010 to 2011 had multivessel disease although 86% underwent single-vessel PCI (12). Moreover, in the SYNTAX (SYNergy between PCI with TAXus and Cardiac Surgery) trial comparing PCI and CABG for triple-vessel or left main disease, complete revascularization was performed in only 56.7% of patients in the PCI group (9).
In this issue of JACC: Cardiovascular Interventions, Hambraeus et al. (13) describe the practice of incomplete revascularization and its association with a pre-defined composite endpoint of all-cause death, myocardial infarction, and repeat revascularization at 1 year. Patients with multivessel coronary disease treated with PCI between 2006 and 2010 within an observational study of prospectively collected data from SCAAR (Swedish Coronary Angiography and Angioplasty Registry) merged with official Swedish health data registries were evaluated. Of 23,342 patients, 15,165 (65%) were classified as incomplete revascularization at the end of the index procedure. Incomplete revascularization was defined as any untreated significant stenosis (more than 60% of the vessel diameter) in a coronary artery supplying more than 10% of the myocardium. Incomplete revascularization patients were older with more comorbidities and higher prevalence of female sex, more often presented with STEMI, received more emergency procedures during the afterhours, had more extensive coronary disease, received fewer stents and more drug-eluting stents, and were more likely to be discharged with long-acting nitroglycerin. All-cause mortality (7.1% vs. 3.8%), myocardial infarction (10.4% vs. 6.0%), and repeat revascularization (20.5% vs. 8.5%) were higher in the incomplete compared with the complete revascularization group. Propensity score matching (39% of the incomplete revascularization group) revealed a significantly higher adjusted hazard ratio (HR) for the composite of death, myocardial infarction, or repeat revascularization at 1 year in the incomplete revascularization group (HR: 2.12; 95% confidence interval [CI]: 1.98 to 2.28; p < 0.0001). Adjusted HR for death (1.29, 95% CI: 1.12 to 1.49; p = 0.0005) and death/myocardial infarction (1.42, 95% CI: 1.30 to 1.56; p < 0.0001) was also higher, suggesting that incomplete revascularization at the time of hospital discharge was associated with an increased risk of adverse outcomes within 1 year.
This study adds to growing evidence suggesting that complete revascularization should be the preferred strategy in patients with multivessel coronary disease and that it is related to favorable outcomes. Notwithstanding the absence of data that would influence the revascularization approach including clinical (recurrent ischemia, ongoing angina symptoms), functional (left ventricular ejection fraction, resting or stress echocardiography, myocardial perfusion studies, or other imaging modalities), specific anatomic (presence of chronic total occlusions), and hemodynamic (fractional flow reserve) variables, or procedural restrictions and challenges (volume of contrast, radiation dose, operator fatigue), the present study is fortified by experienced investigators and a robust database that has contributed to numerous clinical studies. Moreover, thoughtful analyses were performed to account for baseline differences between groups, potential staged PCI procedures, duration of dual antiplatelet therapy, and change in revascularization group following subsequent PCI. However, perhaps most important, is the absence of the intent of revascularization, that is, whether incomplete revascularization was intended or the result of a procedural complication or an uncomplicated technical failure.
Observational studies comparing complete with incomplete revascularization have been limited by the bias to perform incomplete revascularization in sicker, more complex patients and by the lack of a universal and consistent definition of the terms. Revascularization decisions are often based upon the integration of factors not routinely collected in registries (or in those excluded from participation in randomized trials) such as frailty, bleeding risk, ability to comply with dual antiplatelet therapy, patient preference and quality of life. Revascularization approaches are also based upon the potential to achieve completeness defined on an anatomic basis as well as on a functional basis. Whereas complete anatomic revascularization is most often defined as treatment of all stenoses greater than or equal to either 50% or 70% of vessel diameter in vessels with distal size >1.5 or 2.0 mm in diameter, complete functional revascularization is defined as treatment of all anatomically significant stenoses (or with fractional flow reserve ≤0.8) serving ischemic, viable, or noninfarcted myocardium. This supports the concept of incomplete anatomic, but complete functional, revascularization that is both adequate and may be intended. It follows that incomplete revascularization that is unintended would occur when all lesions serving viable myocardium are not adequately treated.
Prior smaller studies and subset analyses have shown that planned or intended incomplete revascularization in patients with multivessel coronary disease is unrelated to risk of cardiac death or death/myocardial infarction, but independently associated with subsequent CABG at 5 years (10,14). Moving forward, it will be helpful to adequately evaluate a strategy of intended, incomplete, but functionally adequate PCI, particularly in patients deemed to be at high risk for complete revascularization (that may be unnecessary). Careful consideration of the spectrum of incomplete revascularization employing catheter-based tools to measure fractional flow reserve and assess physiological and functional significance of coronary stenoses and newer imaging modalities to evaluate ischemia and viability may improve outcomes for patients across the continuum of stable ischemic heart disease, acute coronary syndromes, and STEMI.
When advances in technology essentially eliminate stent thrombosis and decrease in-stent restenosis to a few percent, or allow us to identify and prophylactically treat vulnerable plaque so as to preserve myocardium against future events (similar to CABG), complete revascularization may become the norm. Until then, the ideal degree of revascularization in patients with multivessel disease may remain unclear. Although the totality of data suggests that complete, in comparison to generally defined incomplete, revascularization is associated with more favorable outcomes, yet to be determined is whether performing complete revascularization will improve outcomes in the presumably more complex, incomplete revascularization patient group in whom jeopardized myocardium remains. Absent robust evidence to inform our clinical practice guidelines and management decisions, it is the individual physician and patient who will continue to synthesize the clinical, angiographic, and procedural variables supported by anatomic, hemodynamic, and functional studies in addition to quality-of-life preferences and to determine together, how much revascularization is enough revascularization.
↵∗ Editorials published in JACC: Cardiovascular Interventions reflect the views of the authors and do not necessarily represent the views of JACC: Cardiovascular Interventions or the American College of Cardiology.
Dr. Jacobs is site principal investigator for Abbott Vascular and AstraZeneca. Dr. Ayalon has reported that he has no relationships relevant to the contents of this paper to disclose.
- American College of Cardiology Foundation
- ↵
- Gershlick A.H.,
- Khan J.N.,
- Kelly D.J.,
- et al.
- ↵
- Rosner G.F.,
- Kirtane A.J.,
- Genereux P.,
- et al.
- Shishehbor M.H.,
- Lauer M.S.,
- Singh I.M.,
- et al.
- ↵
- Lawrie G.M.,
- Morris G.C. Jr..,
- Silvers A.,
- et al.
- ↵
- Serruys P.W.,
- Ong A.T.L.,
- van Herwerden L.A.,
- et al.
- ↵
- ↵
- Bourassa M.G.,
- Yeh W.,
- Holubkov R.,
- Sopko G.,
- Detre K.M.
- ↵
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- Dehmer G.J.,
- Weaver D.,
- Roe M.R.,
- et al.
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- Hambraeus K.,
- Jensevik K.,
- Lagerqvist B.,
- et al.
- Kip K.E.,
- Bourassa M.G.,
- Jacobs A.K.,
- et al.


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I would gladly give a quick run down to someone who appreciated the hard work put into the process and respected the people involved. But you are acting so childishly I wonder why I'm dignifying you with any response at all.
I'm not downplaying the hard work involved I just don't understand what arguments could've actually put those guys ahead of Brodeur. Granted, it's totally different time periods, but Brodeur has literally everything going in his favor, so there had to be one or two major things that made Brodeur's accomplishments seem much more minimal to the majority. I didn't exactly read every part of the argument either, and I'm sure you guys probably analyzed the statistics of the statistics. That plus something I'm missing that puts those guys over Brodeur, I'm just wondering what exactly that is.
I'll admit, my first comment probably was a bit childish, but I read through parts of the threads or at least peaked at them, so I guess it was a bit naive and misconceived. It's clear you guys put a lot of time and effort into that, but that statement was made before realizing that.
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Housekeeper in Winter Park
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|Yavin 4
Yavin system
Class breathable
Hot and sticky
Heavy enough
|Primary terrain
|Surface water
Shallow seas
|Points of interest
|Native species
|Official language
Little to none
|Major imports
Food, survival gear, etc.
|Major exports
- "This sure wasn't on the visitor's guide..."
- ―Luke Skywalker
Yavin 4 was the fourth moon of the gas giant planet Yavin Prime. Covered almost entirely with dense jungles and shallow, bountiful seas, it had a little bit of something for everybody. From as far back as 5,000 BBY, Yavin 4 would be among a select group of planets and moons that everybody in the galaxy and their brother would want to either visit, conquer, liberate, or obliterate. Eventually it was gotten rid of, but no one in this galaxy actually had the balls to do it.
- "Kriff, kriff, kriff, kriff, kriff! Ship, get me the kriff outta here!"
- ―Naga Sadow, running away to Yavin
Yavin 4 was first colonized by the ancient Sith Lord Naga Sadow, when he fled the ass-kicking that the Sith received at the hands of the Galactic Republic and Jedi Order. A thousand years later, the surface would be dotted with many ancient temples, built by native Massassi who labored as slaves for Dark Lord of the Sith Exar Kun. After the moon was practically leveled by the Jedi and Republic at the end of the Great Sith War, not much happened there for the next four millennia, unless you count the interminable screaming from Kun's disembodied spirit.
Rebels and rodentsEdit
- "It is...it is...it is green."
- ―C-3PO, upon arrival at Yavin
Over time, Yavin's jungle fever returned, and it was once again lush with life, most of it eager to either annoy the piss out of or eat travelers and explorers. The temples,
cursed "blessed" with Sith magic, remained as intact and complete as they were when the Massassi finished building them. The moon's features made it seem like a great place to plant a secret base when the Rebel Alliance arrived there in 0 BBY. Of course, someone had to go and ruin the fun by letting the Galactic Empire find the place through a tracking device mounted on the Millennium Falcon. Next thing you know, this huge Big Ball Planet Destroying Thing shows up packing a superlaser, and the Rebels have to go and beat them off. Luke Skywalker, naturally, lands the lucky shot, the day is saved, but now the Rebels have to get the kriff out of there.
Blissfully unaware that the Dark Side of the Force infested the place like an oily stain, Luke went back to Yavin ten years later to set up his Jedi Academy. Ipso facto, ergo, et. al., the whole place went to hell in a handcart when first Gantoris died in a Force fire, then Kyp Durron got all angry and blew up some suns, after first knocking Luke out of his own body. Corran Horn ended up having to save the day (and getting none of the credit, the bastards), and all seemingly returned to normal after Exar Kun's aforementioned spirit was liquidated.
Thus spoketh the VongEdit
And so, after twenty years of pumping out more Jedi punks, the moon met its final end when the Yuuzhan Vong invaded the galaxy and took the place over. More angsty teenagers did battle alongside muscle-bound and brainless warriors, more blood got spilled, and the entire moon was basically turned into a snack for biots and bloated beasts. Needless to say, no one was going back there any time soon.
- Star Wars Episode IV: A New Hope (First appearance)
- About every third Star Wars-related media


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3900 Jackson Rd
Directions Ann Arbor, MI 48103
The standard features of the RAM ProMaster 3500 Window Van High Roof include Pentastar 3.6L V-6 280hp engine, 6-speed automatic transmission with overdrive, 4-wheel anti-lock brakes (ABS), side seat mounted airbags, curtain 1st row overhead airbag, air conditioning, 16" steel wheels, ABS and driveline traction control, electronic stability, power windows, power locks.
Starting at: $38,345
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That means you can expect to learn all of the features of the specific new Chrysler, Dodge, Jeep or Ram you're interested in. In the market for a used car? Our team will be happy to fill you in on each of the reliable options in our inventory. And when the time comes for you to drive home your next car, our auto finance team is standing by with solutions to fit your individual needs.
At Suburban Chrysler Jeep of Ann Arbor, our commitment to excellence does not end with the sale, though. In order to ensure a positive ownership experience, we staff an onsite auto service and repair department. And for those of you who prefer to perform their own work, we also maintain a vast collection of auto parts for sale in Ann Arbor.
Suburban Chrysler Jeep of Ann Arbor truly has every one of your automotive needs covered. The only question left now is how we can best serve you. To take advantage of any one (or more) of our services, be sure to contact us today. Or, stop by and see us in person at 3900 Jackson Rd Ann Arbor, MI today.
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Rare Investment Grade Restored Imperial Newport 331 FirePower HEMI V8 PS PW PB
- Condition: Used
- Make: Chrysler
- Model: Imperial
- SubModel: Newport
- Type: Other
- Doors: 2
- Year: 1955
- Mileage: 5,712
- Color: Black
- Engine size: 331 FirePower HEMI V8
- Transmission: Automatic
- Interior color: Tan
- Vehicle Title: Clear Want to buy? Contact seller!
1955 Chrysler Imperial Newport
SUMMARYRotisserie restoration completed in 2013
Correct 331 cubic inch FirePower Hemi
Correct TorqueFlite 3-speed automatic transmission
Correct Black paint
Correct power steering
Correct 4-wheel power drum brakes
Optional power seat
Optional power windows
15-inch wire wheels
The 1950s was a time of unparalleled optimism in the United States. World War II was in the rearview mirror, ur culture was progressing almost as fast as our economy, nd we were on the verge of launching a revolutionary civilian space program. Nowhere was that grandiose sense of style and swagger more present than in the automotive industry. That's why, id-decade, hrysler decided to go a step beyond the luxury of its eponymous car offerings and officially launch its world-class Imperial division. And today, mperials like this inaugural Newport remain highly exclusive classics that are usually mentioned in the same sentence as phrases like "investment grade". Rare, otisserie restored and ready to roll, his incredible hardtop backs a correct, 31 cubic inch FirePower Hemi with a roster of desirable equipment that includes power steering, ower brakes, ower seats and power windows. And if you're looking for one of the finest cars America has yet produced, t's roughly 19 feet of chrome-laden glory!
Based on legendary designer Virgil Exner's '100-Million Dollar Look', he 1955 Imperial Newport was Chrysler's first offering positioned above the company's hot 300 letter series cars. And the spectacular example you see here, ecked in correct Black 2-stage, ears a high quality, otisserie restoration that was completed sometime in 2013. No one will mistake the car's world-class DNA thanks to its adaptation of the 300's buttoned down stance and aggressive split-egg-crate grille. Opposite that grille, mperial-exclusive gunsight taillights illuminate a flowing rear bumper. Flashy emblems and polished, riginal stainless look every bit as good as the day they left the showroom. And it all adds up to one streamlined classic that exhibits impeccable fit and finish.
In the early '50s, a MoPar's interest in 6-cylinders began to wane in favor of the power and appeal of proven 8-cylinders. Given that the Imperial was Chrysler's ultimate offering, ur coupe moves thanks to an original FirePower V8. And, ccording to its date-correct "CE55" Imperial engine stamp, his premium mill twists hearty 8.5 to 1 compression into a healthy 250 horsepower and 340 lb./ft. of impressive torque. Clocking in at 331 cubic inches, he big Hemi was a relatively easy way for a prestigious brand to compete with rivals like Lincoln and Cadillac. And the copy you see here is seated in a roster of correct components, rom its glossy black air cleaner and silver bellhousing all the way to its heavy-duty radiator and body-matched fenders. A traditional points distributor sequences fire between an old school generator and fresh plug wires. Combustion comes courtesy of a premium 4-barrel carburetor, hich breathes through a correct intake and fully restored exhaust manifolds. The block's clean Aluminum paint contrasts well against the aforementioned engine bay. And little details like "Chrysler FirePower" valve covers, n old school fuel bowl and restored Autolite horns round out a heavy dose of eyeball appeal.
For 1955, he Imperial shared its platform and body shell with Chrysler's largest sedans. Between those structures, 4-inch longer wheelbase provided more rear legroom in the vein of traditional executive transport. Behind the car's engine, correct TorqueFlite 3-speed spins power to a correct rear end. That tough driveline rolls a glossy undercarriage that's complete with robust control arms, tiff leaf springs and standard power steering. At the corners of that chassis, tandard, ower-assisted drums ensure solid, ade-free stops. Between those drums, luminized, rue-dual exhaust employs fresh turbo mufflers. And all this road-worthy hardware rides on old school wire wheels, hich twist meaty 8.20-15 BF Goodrich Silvertown whitewalls.
Take a look inside and you'll find a 2-tone interior that appears to have been completely replaced during the car's careful restoration. Broad bench seats, ower adjustable for the front passengers, rap clean leather around attractive cloth centerpieces. In front of those seats, 2-tone dash founds fresh knobs and fully rebuilt gauges around a polished gear selector and correct Town & Country radio. At the sides of that dash, antastic door panels display prominent '50s design in front of optional power windows. In front of the driver, 2-tone steering wheel laps a full horn ring. And behind the passengers, lit trunk hides a fifth wire wheel inside a fifth whitewall tire.
OUR SALE INCLUDES THE FOLLOWING DOCUMENTATION AND ACCESSORIESA vintage marketing brochure
A vintage Owner's Manual
A Service Manual
A wiring diagram
A vintage MoPar Jiffy-Jet washer fluid reservoir
A pair of sunvisors
A Deltran battery tender
Combining a high quality restoration with acute attention to detail, his sweet Imperial is some of the best metal your money can buy! Add in the car's hot Hemi drivetrain and low production numbers, nd it's virtually guaranteed to gain both value and exclusivity. We all know it's becoming increasingly tough to find unique, actory-correct classics. Don't miss your chance to own one of the finest Chryslers ever produced!