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Universal Salvage PLC
19 July 2005
for the 52 weeks to 30 April 2005
Key Points
• Turnover of £49.7m (2004: £48.4m)
• Gross margin improved from 18% to 20%
• Operating loss before exceptional items reduced to £1.1m (2004: £4.0m)
• Exceptional charges of £1.0m (2004: £5.1m)
• Profit on fixed asset disposals of £4.5m (2004: nil) - relates to
property sales
• Profit before tax of £1.5m (2004: loss before tax of £9.6m)
• Earnings per share of 3.5p (2004: loss of 29.1p)
• Business Turnaround Plan commenced:
- major restructuring undertaken
- all key financial objectives for the year met
• Company begins second year of business turnaround financially and
operationally stronger
- main focus is now on business development
• Post year-end, contract secured with Admiral Insurance plc
Chairman, Alexander Foster, commented,
'In my Chairman's Statement in the Group's Annual Report & Accounts for 2004, I
set out a personal goal. That goal was to report to shareholders that Universal
was firmly back on the road to recovery and sustainable profitability by the
time I step down as Chairman later this year.
Twelve months on, I am pleased to report that Universal has made significant
progress in implementing the Business Turnaround Plan. We have delivered on all
of our key financial objectives this year ahead of budget.
We are now proceeding with the second stage, which is to rebuild volumes,
contain costs and return the business to profit. Avril Palmer-Baunack, our new
Managing Director, is building a strong team around her and driving the business
forward with determination and vision. I have great faith that under Avril's
leadership we will reach these objectives.'
Universal Salvage Avril Palmer-Baunack, Managing Director T: 020 7448 1000 (today)
Andrew Somerville, Finance Director Thereafter: 01234 762283
Biddicks Katie Tzouliadis T: 020 7448 1000
In my Chairman's Statement in the Group's Annual Report & Accounts for 2004, I
set out a personal goal. That goal was to report to shareholders that Universal
was firmly back on the road to recovery and sustainable profitability by the
time I step down as Chairman later this year.
Twelve months on, I am pleased to report that Universal has made significant
progress in implementing the Business Turnaround Plan. We have delivered on all
of our key financial objectives this year ahead of budget. While our results
indicate we are in a much improved position, there is still a great deal of work
to be done. The next phase in our return to profitability is winning new
business. I am pleased to report that, after the year-end, we were successful in
securing part of the contract to provide Admiral Insurance Company plc with
salvage management and disposal services.
After the significant improvements we have made over the past year, especially
in reducing operating costs, the business now faces the second phase of the
turnaround with renewed confidence.
Excluding exceptional items, the Group's trading result for the 52 weeks to 30
April 2005, was an operating loss of £1.1 million (2004: loss of £4.0 million)
on turnover of £49.7 million (2004: £48.4 million). During the year, we made a
number of exceptional operating charges as we implemented the Business
Turnaround Plan. These totalled £1.0 million (2004: £5.1 million). Profits on
disposal of fixed assets amounted to £4.5 million (2004: nil), resulting in a
statutory operating profit of £2.5 million (2004: loss of £9.1 million). The
Board is not proposing a final dividend.
During the period under review gross margin increased to 20% from 18% last year,
and basic earnings per share were 3.5 pence (2004: loss per share 29.1 pence).
Net assets increased to £16.1 million (2004: £15.1 million). Net borrowings
decreased to £5.8 million compared to £10.3 million last year, representing
gearing of 36% (2004: 68%).
Business Turnaround
The Board's primary focus at the beginning of the financial year was to
undertake a full commercial, strategic and financial review of the business and
to secure the Group's financial position.
Under the leadership of Nigel Sandy, we entered into discussions with the Royal
Bank of Scotland plc and in July 2004 signed new banking facilities. These
underpinned the Group's finances and allowed us to commence the implementation
of our Business Turnaround Plan. Following this, we focused on the Group's cost
base, which was too high in relation to the throughput of vehicles.
By the end of the first half of the year, we had completed the rationalisation
of the branch network and implemented a number of other important cost saving
measures. Our target for the financial year had been to reduce operating costs
by £2.0 million on an annualised basis and I am pleased to record that this was
achieved ahead of schedule.
In addition, by the middle of the third quarter, we completed the sale of three
properties, which were surplus to our requirements. This resulted in gross cash
proceeds of £6.7 million, which we have used to reduce debt, substantially
improving the Group's balance sheet. At the same time, the disposals will have
no material impact on our future operational capacity.
Whilst operating cost reduction was our primary objective during the year, it is
also important to grow the business base. In the second half, after a careful
selection process, we appointed Avril Palmer-Baunack as Managing Director. Avril
brings considerable knowledge and expertise to the Group, having worked for 18
years in the automotive industry. Moreover, she has substantial experience of
the vehicle salvage sector. Avril is now leading the second phase of business
turnaround in which our main focus will be to increase volumes and return the
business to profit. Universal's core markets are substantial and growing and
there are good prospects to expand our insurance salvage business and take
advantage of opportunities in low-value vehicles and end of life vehicles. We
have also identified opportunities to provide our services to a broader range of
customers, including self-insured fleets operated by major corporations, car
rental companies and accident management companies.
In order to move these initiatives forward more effectively, we are creating a
new sales structure and upgrading and refocusing our sales and marketing
activities. In mid June, we appointed a new Sales Director who will be
responsible for rebuilding Universal's credibility in our core insurance salvage
market as well as establishing new relationships in our other automotive
sectors. We expect to make further new sales appointments in the near future.
There is further scope to improve our operational performance and we will be
focusing on this throughout the year. We are confident that the business can
become more efficient and that we can reduce unit disposal costs. To drive this
forward, at the beginning of July, we have appointed a Chief Operating Officer.
I would like to express the Board's appreciation for the efforts and commitment
of all our staff who have supported the reinvigoration of the Company. I would
especially like to thank Nigel Sandy for all his work before he stepped down
from the Board.
Over the last twelve months, we have achieved all our key financial objectives
in the first stage of turning around the business. However, there is still much
to be done in the coming year. We are now proceeding with the second stage,
which is to rebuild volumes, contain costs and return the business to profit.
Avril is building a strong team around her and driving the business forward with
determination and vision. I have great faith that under Avril's leadership we
will reach these objectives.
Alexander N Foster
Having joined the Board of Universal Salvage plc as Managing Director on 1 March
2005, this report is my first for the Group.
The 52 weeks to 30 April 2005 was the first year in the Business Turnaround Plan
for the Group. The aim of the Plan in its first year was to complete a
comprehensive restructuring of the business so as to establish a firm base on
which to build. We have made major changes over the period and I am pleased to
report that both financially and operationally, we are significantly stronger.
We are therefore beginning the second year of turnaround with considerably
improved prospects, albeit still facing many challenges.
The Group's financial position was secured with new banking facilities in July
2004. With this completed the most important issue for the business was to
realign the cost base, which was unsustainable on existing vehicle volumes.
After a full operational review, we identified savings of approximately £2.0
million on an annualised basis and a key financial objective for the year was to
realise these savings. By the year-end, this had been achieved.
The majority of our cost savings were achieved through site rationalisation and
restructuring the workforce. In addition, the Group made further savings with
other initiatives, such as replacing manned security with CCTV.
In total, as part of our site rationalisation programme, we disposed of three
properties comprising some 20 acres in total and which we considered to be
non-core. The sales included land and buildings adjacent to our main site at
Sandy in Bedfordshire, our commercial vehicle site at Corby, Northamptonshire
and our site at Redbourn, Hertfordshire. The land adjacent to our Sandy site was
surplus to requirements and its residual activities were transferred to our main
Sandy operation. Activity at our Corby commercial site was integrated into our
remaining network and we are also making use of subcontractors. Our Redbourn
site had been earmarked for disposal several years ago and while the necessary
residential planning consents were being obtained, the site had been used
principally for vehicle storage, with most of its activities already having been
transferred to our main Sandy site.
The three properties were sold for a total gross consideration of £6.7m,
significantly in excess of expectations. The individual sale prices achieved
respectively for each property at Sandy, Corby and Redbourn were £1.1 million,
£0.6 million and £5.0 million and the proceeds have been used to reduce the
Group's net debt.
Most importantly, while operating costs have been significantly reduced, the
business remains capable of handling significantly higher vehicle volumes than
we currently process. Our remaining ten sites across England and Scotland
provide us with approximately 180 acres of storage, auction and processing
I am also pleased to report that despite the major upheavals of the past year,
we have maintained the support of our existing customer base. With the new
management team we are currently putting in place, I am confident that over this
year we will continue to do much to restore our credibility and to establish new
relationships both within our core business areas and wider markets.
Business Development
Our overall key Company objective this year and next is to return Universal to
acceptable levels of sustainable profitability and we can only achieve this by
growing vehicle volumes.
The Group's core strengths have been built around our key competencies of
managing the collection, storage and auctioning of 'total loss' vehicles. The
insurance salvage market, which we estimate comprises some 600,000 vehicles per
annum, remains core to our growth strategy. While volumes of insurance vehicles
only grew by 7% over the year, I am pleased to report that after the year-end,
in June 2005 we were awarded a contract with Admiral Insurance Company plc. This
is a new relationship for us and our first major insurance win for some time.
The contract, for an initial twelve month term, is worth an estimated 6,000
units per annum and covers the South of England. We have now identified a target
list of motor insurers for the coming year and are working hard to re-establish
As well as rebuilding our presence in the insurance salvage market, we see
opportunities to grow by diversifying into different channels and by continuing
to widen our customer base.
We have already successfully expanded into fee-based vehicle disposals
(principally low-value, part-exchange cars) and into end of life vehicles. Both
these markets are substantial and we intend to expand our presence in both
sectors. From a relatively low base, we increased fee-based vehicles and end of
life vehicle volumes over the year by 25% and 71% respectively.
Within the end of life vehicle marketplace, we intend to focus our efforts on
local authority and public authority end of life business, which typically offer
longer term contracts. In addition, we intend to market the Group's end of life
vehicle service directly to the general public. Motor manufacturers must
announce their plans for establishing a 'take-back' network for end of life
vehicles by 1 August 2005. At present it is unclear as to what shape the market
will take and we are reviewing opportunities. We are continuing to work with and
act as a point of reference for the Department of Trade and Industry in this
highly legislated area.
I mentioned that we believe there is excellent scope to continue to extend our
customer base and obtain business from a broader range of sources. In
particular, we have identified opportunities to provide our salvage services to
self-insured fleets operated by major corporations, rental companies and
accident management companies. We estimate the self-insured marketplace disposes
of around 400,000 salvage vehicles per annum. By using our insurance contract
model we believe that this market, while disjointed, represents a potentially
exciting new revenue stream for the Group.
The Future
Since I took up the role of Managing Director in early March 2005, my attention
has been firmly focused on the second phase of the Turnaround Plan - business
We have a clear vision of how to grow the business and this needs to be
supported by a more proactive and aggressive sales approach. In early June 2005,
we therefore were delighted to appoint David Turney, a highly experienced Sales
Director with whom I have worked closely in the past. He will be developing a
new sales structure to ensure that we are better positioned to deliver on our
growth objectives.
We also believe that we can achieve further operational efficiencies and run the
business on a day-to-day level more effectively than present. We have therefore
created the new position of Chief Operating Officer and on 1 July appointed
Matthew Briggs to the role. He has substantial experience of both the insurance
and accident management markets. His key task will be to drive efficiency and
productivity improvements within the operations and in line with the business
plan. Neither of these are plc Board appointments.
I firmly believe that Universal Salvage plc remains a very good business with an
attractive service offering. Going forward, we intend to market our strengths
more effectively not only to our traditional motor insurance market but also to
the wider markets that are available to us.
As a Board, we are firmly focused on restoring profits and with the support of
the strengthened management team and the commitment of our staff, I am confident
that we will continue to make progress this year towards our objective.
Avril Palmer-Baunack
Managing Director
For the 52 weeks to 30 April 2005
2005 2005 2005 2004 2004 2004
Before Exceptional Before Exceptional
exceptional items exceptional items
items Total items Total
Note £'000 £'000 £'000 £'000 £'000 £'000
----------------- ------ --------- --------- ------- --------- --------- -------
Turnover 49,695 - 49,695 48,370 - 48,370
Cost of sales (39,653) - (39,653) (39,467) (69) (39,536)
---------------- ------ --------- --------- ------- --------- --------- -------
Gross profit 10,042 - 10,042 8,903 (69) 8,834
expenses (11,094) (969) (12,063) (12,867) (5,085) (17,952)
---------------- ------ --------- --------- ------- --------- --------- -------
Operating loss 2 (1,052) (969) (2,021) (3,964) (5,154) (9,118)
Profit on
disposals of
fixed assets - 4,511 4,511 - - -
---------------- ------ --------- --------- -------- --------- --------- --------
on ordinary
before interest (1,052) 3,542 2,490 (3,964) (5,154) (9,118)
Interest receivable 56 - 56 19 - 19
Interest payable (602) (397) (999) (521) - (521)
---------------- ------ --------- --------- -------- --------- --------- --------
on ordinary
before taxation (1,598) 3,145 1,547 (4,466) (5,154) (9,620)
Tax on (profit)
/loss on ordinary
activities - (555) (555) 1,493 - 1,493
---------------- ------ --------- --------- -------- --------- --------- --------
on ordinary
after taxation (1,598) 2,590 992 (2,973) (5,154) (8,127)
Dividends 5 - (336)
---------------- ------ --------- --------- -------- --------- --------- --------
profit/(deficit) 992 (8,463)
---------------- ------ --------- --------- -------- --------- --------- --------
per Ordinary
- basic 6 3.5p (29.1)p
- diluted 6 3.5p (29.1)p
Dividends per
Ordinary share 5 0.0p 1.2p
---------------- ------ --------- --------- -------- --------- --------- -------
All operations of the Group are continuing throughout both periods and no material operations were
acquired or discontinued.
For the 52 weeks to 30 April 2005
2005 2004
£'000 £'000
----------------------------------------------------- --- ---- ------ ------
Profit/(loss) on ordinary activities after taxation
for the period 992 (8,127)
Unrealised surplus on revaluation of properties - 199
----------------------------------------------------- --- ---- ------ ------
Total recognised gains/(losses) since the last
annual report 992 (7,928)
----------------------------------------------------- --- ---- ------ ------
For the 52 weeks to 30 April 2005
2005 2004
£'000 £'000
-------------------------------------------------------- --- ---- ------ ------
Reported profit/(loss) on ordinary activities
before taxation 1,547 (9,620)
Realisation of property revaluation gains of
previous years 620 -
Difference between the historical cost depreciation
charge and the actual
depreciation charge for
the period calculated on the revalued amount 30 49
-------------------------------------------------------- --- ---- ------ ------
Historical cost profit/(loss) on ordinary
activities before taxation 2,197 (9,571)
-------------------------------------------------------- --- ---- ------ ------
-------------------------------------------------------- ------ ------
Historical cost profit/(deficit) for the period retained
after taxation, dividends and other appropriations 1,642 (8,414)
-------------------------------------------------------- --- ---- ------ ------
At 30 April 2005
2005 2004
Note £'000 £'000
---------------------------------- ------ ------------ -----------
Fixed assets
Tangible assets 3 22,339 26,296
---------------------------------- ------ ------------ -----------
22,339 26,296
---------------------------------- ------ ------------ -----------
Current assets
Stock 2,785 2,100
Debtors 3,551 3,552
Cash at bank and in hand 10 13 12
---------------------------------- ------ ------------ -----------
6,349 5,664
Creditors: amounts falling due
within one year (6,790) (6,143)
---------------------------------- ------ ------------ -----------
Net current liabilities (441) (479)
---------------------------------- ------ ------------ -----------
Total assets less current
liabilities 21,898 25,817
Creditors: amounts falling due
after more than one year
10 (5,795) (10,327)
Provisions for liabilities and
charges 4 - (379)
---------------------------------- ------ ------------ -----------
Net assets 16,103 15,111
---------------------------------- ------ ------------ -----------
Capital and reserves
Called up share capital 2,826 2,826
Share premium account 1,216 1,216
Capital redemption reserve 30 30
Revaluation reserve 4,291 4,941
Profit and loss account 7,740 6,098
---------------------------------- ------ ------------ -----------
Equity shareholders' funds 7 16,103 15,111
---------------------------------- ------ ------------ -----------
For the 52 weeks to 30 April 2005
2005 2004
Note £'000 £'000
--------------------------------------------- ------ --------- ---------
Net cash outflow from operating activities 8 (1,306) (1,346)
--------------------------------------------- ------ --------- ---------
Returns on investments and servicing of
Interest received 56 19
Interest paid (604) (501)
Bank facility fees paid (194) -
--------------------------------------------- ------ --------- ---------
Net cash outflow from returns on investments
and servicing of finance (742) (482)
--------------------------------------------- ------ --------- ---------
Corporation tax received/(paid) 350 (362)
Capital expenditure and financial investment
Payments to acquire tangible fixed assets (585) (815)
Receipts from sales of tangible fixed assets 6,816 -
--------------------------------------------- ------ --------- ---------
6,231 (815)
--------------------------------------------- ------ --------- ---------
Equity dividends paid - (698)
--------------------------------------------- ------ --------- ---------
Net cash inflow/(outflow) before financing 4,533 (3,703)
--------------------------------------------- ------ --------- ---------
Issue of share capital - 80
Capital element of finance lease rental
payments - (9)
Bank and other loans (repaid)/drawn-down (4,532) 3,633
--------------------------------------------- ------ --------- ---------
Net cash (outflow)/inflow from financing (4,532) 3,704
--------------------------------------------- ------ --------- ---------
--------------------------------------------- ------ --------- ---------
Increase in cash 9 1 1
--------------------------------------------- ------ --------- ---------
1. Basis of preparation
The accounting policies adopted are consistent with those in the most recently
published set of financial statements dated 1 May 2004.
2. Operating loss
52 weeks to 52 weeks to
30 April 1 May
2005 2004
£'000 £'000
--------- ---------
Operating loss is stated after charging:
Depreciation of owned fixed assets 2,307 2,662
Depreciation of assets held under finance leases
and hire purchase contracts - 4
Operating lease rentals
- land and buildings 229 223
- plant, machinery and motor vehicles 95 162
--------- ---------
2,631 3,051
========= =========
Exceptional items:
Impairment of owned fixed assets - 3,626
Staff costs of reorganising continuing operations 453 596
Third party costs of reorganising continuing
operations 516 -
Costs of renegotiating banking facilities - 480
FSA costs - 347
Legal costs in obtaining outline planning
permission for Redbourn site - 105
--------- ---------
969 5,154
========= =========
The Group's borrowings were renegotiated in July 2004. The revised terms are as
• a bank loan comprising a ten-year facility of £8,000,000 (reduced to
£5,647,000 in January 2005 following property disposals during the year),
bearing interest at 1.25% over London Inter Bank Offered Rate (LIBOR);
• an overdraft comprising a £3,000,000 18-month facility which bears
interest at 1.25% over the Royal Bank of Scotland plc's base rate; and
• a bridging loan of £4,000,000 for the period up to and including 30 June
2005 (repaid in full in December 2004 following property disposals during
the year), which bears interest at 1.25% over the Royal Bank of Scotland
plc's base rate.
The bank loan included in these new facilities reduces by £83,333 per month
commencing June 2006, with a final reduction in February 2012.
During the prior period ending 1 May 2004, the Group was subject to an FSA
investigation and these costs comprised the professional fees incurred of
£257,000 and a related fine of £90,000.
3. Fixed assets
All freehold and leasehold land and buildings were valued by DTZ Debenham Tie
Leung, a firm of independent Chartered Surveyors, at 1 May 2004 on the basis of
existing use value in accordance with the Appraisal and Valuation Standards of
The Royal Institution of Chartered Surveyors. The Directors are not aware of any
material change in the valuation of these assets.
These revaluations have been incorporated into the financial statements and the
resulting revaluation adjustments were taken to the revaluation reserve or Group
profit and loss account as appropriate in accordance with FRS15.
Following a review by the Directors of the useful lives of certain IT assets,
the estimated lives of these assets has been reduced. The effect of this change
has been to increase the depreciation charge for the period by £192,000.
No interest was capitalised into fixed assets in the 52 weeks to 30 April 2005
(2004: £nil). The total amount of finance costs included in the cost of fixed
assets is £134,000 (2004: £134,000).
The Group received a grant in prior years as a contribution towards the
development of operating land. The total amount of grant deducted from the cost
of land and buildings is £641,000 (2004: £641,000).
4. Provisions for liabilities and charges
At 1 May 2004 379
Charged/(credited) in the period -
Utilised in the period (379)
At 30 April 2005 -
5. Dividends
52 weeks 52 weeks
to 30 April to 1 May
2005 2004
£'000 £'000
----------- -----------
Equity dividends on Ordinary shares:
Interim paid nil (2004: 1.2p) - 336
Final proposed nil (2004: nil) - -
----------- -----------
- 336
----------- -----------
The Directors are not recommending the payment of a final dividend.
6. Earnings/(loss) per share
Earnings/(loss) per share has been calculated on the profit on ordinary
activities after taxation for the period of £992,000 (2004: loss of £8,127,000)
divided by the weighted average number of Ordinary shares, excluding shares held
by the Universal Salvage plc 2000 Employees' Share Trust, of 28,008,000 (2004:
The diluted earnings per share has been calculated on the profit on ordinary
activities after taxation for the period of £992,000 (2004: loss of £8,127,000)
divided by the weighted average number of Ordinary shares taking into account
all dilutive potential Ordinary shares of 28,171,000 (2004: 27,931,000).
7. Reconciliation of movement in equity shareholders' funds
52 weeks to 52 weeks to
30 April 1 May
2005 2004
--------- --------
£'000 £'000
Opening equity shareholders' funds 15,111 23,295
Issue of Ordinary share capital - 80
Revaluation of properties - 199
Retained profit/(deficit) for the period 992 (8,463)
--------- --------
Closing equity shareholders' funds 16,103 15,111
--------- --------
8. Reconciliation of operating profit to net cash outflow from operating
52 weeks to 30 52 weeks to
April 1 May
2005 2004
£'000 £'000
--------- --------
Operating profit/(loss) 2,490 (9,118)
Depreciation of tangible fixed assets 2,307 2,666
Impairment of tangible fixed assets - 3,626
(Profit)/loss on disposal of tangible
fixed assets (4,511) 6
(Increase)/decrease in stock (excluding
transfers between fixed assets and stock) (622) 118
Increase in debtors (315) (421)
(Decrease)/increase in creditors due
within one year (655) 1,777
--------- --------
Net cash outflow from operating activities (1,306) (1,346)
--------- --------
9. Reconciliation of net cash flow to movement in net debt
52 weeks to 52 weeks to
30 April 1 May
2005 2004
£'000 £'000
--------- --------
Increase in cash in period 1 1
Cash outflow from decrease in lease and hire
purchase funding - 9
Cash outflow/(inflow) from decrease/(increase) in
bank loans and overdraft 4,532 (3,633)
--------- --------
Movement in net debt in period 4,533 (3,623)
Net debt at 1 May 2004 (10,315) (6,692)
--------- --------
Net debt at 30 April 2005 (5,782) (10,315)
--------- --------
10. Analysis of changes in net debt
As at As at
30 April 3 May
2005 2003
£'000 £'000
-------- --------
Cash at bank and in hand 13 12
Finance leases - -
Bank loans and overdraft (5,795) (10,327)
-------- --------
(5,782) (10,315)
-------- --------
11. Report and accounts preliminary announcement
The Board of Directors approved the report and accounts and this preliminary
announcement on 18 July 2005. The auditors have completed their audit for the 52
weeks to 30 April 2005 and the preliminary announcement represents an extract
from these audited accounts, upon which the auditors have issued an unqualified
opinion. The report and accounts will be posted to shareholders in September
2005. Further copies can be obtained from the Company's registered office at
Acrey Fields, Woburn Road, Wootton, Bedfordshire MK43 9EJ.
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Heroin Eye Socks - PurpleThe Heroin Eyes Socks feature the gnarly look of the Heroine you love. Allover eyes print with Heroin Skateboards detailing throughout. Constructed of 85% cotton, 10% nylon, 5% spandex. 100% rad.
Thank you for visiting Heroin Eye Socks - Purple on surf-clothes.co.uk
We bring the products from many websites to one website for you to search, save and compare.

subset: commoncrawl


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SPORTY councillors and council workers will be stumping up cash for charity when they take part in an indoor cricket match on Saturday.
Representing Team DB, which was set up earlier in the year to help raise money for charity through sports activities, the staff and politicians will be competing at the former Pensnett High school site from 2pm.
Councillor Melvyn Mottram, Mayor of Dudley, said: "I am really pleased to see that council staff will again be giving up their own time to come and help raise money for charity.
"The sports events are always good fun and we hope to raise hundreds of pounds for charity through the kind contributions of those taking part on the day."
Other activities set to be played this year include bowling, football, swimming, fishing and dragon boat racing.
All money raised from their efforts will go towards the Mayor's charity of the year appeal, which is raising funds for Dudley Stroke Association and Diabetes UK - Stourbridge, Dudley and District Support Group.


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2009-03-08 40 -104
From Geo Hashing
Sun 8 Mar 2009 in 40,-104:
The NE Denver geohash for 8 March 2008 was located in a suburban area northeast of Fort Collins off of E Mulberry St. (Colorado State Highway 14).
I arrived just before 4 p.m. and, as expected, found that the area lay on private property, near the intersection of Boulder Avenue and Boulder Circle. :) Given that there didn't appear to be anybody home, and several unfriendly dogs resided within the fenced-in area, I took a few photos near the property line, and proceeded on to bike through Timnath and south Fort Collins.
It was only later that I realized that my geohash documentation had the wrong date on it. Alas.
Just myself. -- Sethant


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Singer Iron-On Patches (5 x 5 in)
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Item 00064. Low Heat - For permanent press & other fabrics. Made in China.
100% Cotton.
Low Heat: Use dry iron only - No steam. Washable & super sealing for mending & decorating shirts, jeans, skirts, jackets. Not recommended for use on nylon, or rayon, or fabrics made of monofilament (non-fibrous strand) polyesters. Note: When cutting smaller patches, be sure to round corners. Note: Always launder garment before patching. Patches: Heavyweight Patches - Repair work clothes, jeans. Softweight Patches - Repair knitwear, cotton, linens and double knits. 1. Preheat iron at Wool setting for 5 minutes. 2. Heat fabric where patch is to be applied by running iron over the area. Iron this area smooth. 3. Place patch adhesive side down on area to be mended. 4. Press firmly and evenly for 45 seconds, 20-25 seconds for soft knits. Repeat pressing around all edges to make sure they adhere well. 5. Wait until patch is cool so that seal becomes permanent. Test for tightness by trying to lift edge. If necessary, press again.


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Super-activist Clooney adds super-car to his Sudan cause
George Clooney
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Whether's he's sacrificing a day behind bars or his favorite wheels, bleeding heart George Clooney is happy to give it all up for pet project Sudan. As he puts forward his deluxe car to the cause, what next, his house?
American super-good guy George Clooney is auctioning off his rare Tesla Roadster car to help out the people of Sudan. US news reports schedule the charity auction for August 18, whose proceeds would go directly to one of the actor-activist's charities, the Satellite Sentinel Project, that monitors the crisis in Sudan and aims at preventing the break-out of a second civil war between southern and northern Sudan.
The value of the 2008 model Tesla car is estimated at between 100 and 125 thousand US dollars. Auction house Gooding & Company's Pebble Beach will play host to the star-studded event.
Are you impressed by George Clooney's big cause and big heart? Leave your comments in the space below.
Top Headlines
- President Clooney? George wants to enter the White House and Amal Alamuddin will help him do just that!
- She's hot, trilingual and LEBANESE! Yes, we're talking about George Clooney's new GF!
- The Italian Job: George Clooney to walk down the isle in Giorgio Armani tux
- Good morning Mr. & Mrs. Clooney! George and Amal make first appearance as hubby and wife
- A Soho House spotting of the sizzling George Clooney and his Middle Eastern maiden


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For customers who already know what fitting, size, and material they need and just want to get to it fast, Value Plastics has launched a new site where customers can get to the fitting they need with 3 simple clicks. The full line of over 3,400 hundred tubing fittings has been reorganized and streamlined in this format. New account management features include aomplete order and invoice histories, price checking, hierarchical account management, shipping options, volume based pricing and advanced payment option. Information: www.vpquickfit.com.
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BEWDLEY town centre is still open for business, say traders, with weeks of roadworks under way.
Improvements are being made to footpaths and kerbs in the town but Phil Brook, of the Deli@ Bewdley, in Load Street, said he had noticed a drop in trade since the work started on Monday, last week.
Council bosses claimed everything was being done to minimise disruption, however.
Mr Brook said: "It's affecting people coming into the town. We just want people to know that Bewdley is still open."
The work, which was delayed for a week due to the snow, is being carried out as part of the Worcestershire Local Transport Plan and includes repairs to the town bridge involving replacement of parapet.
It is expected to be completed by March 28.
Jon Fraser, the county council's highways manager, said: "We are doing everything we can to minimise disruption to residents and businesses in the area.
"As with any highways work, while delays are likely when works are taking place, residents, businesses and visitors will benefit from real improvements once the enhancements are completed.
"The improvements are taking place during the day as the type of work involves using equipment that creates noise levels that just wouldn't be acceptable if work was carried out during the night.


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Edwards joins PerpetualTrust
Monday, October 4th 2004, 1:38PMPerpetual Trust Limited has announced the appointment of Louise Edwards to the newly created position of head of customer care.
Edwards has extensive senior level experience within the financial services industry, having previously been chief operating officer of Assure New Zealand Ltd and holding a senior role at Jacques Martin.
In her new role Edwards will take responsibility for Perpetual Trust's service delivery and revenue growth from the company's private client base.
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Counterfeit dimes and quarters are being circulated around the Square in large quantities, it was learned yesterday. Local merchants report that they have been deceived by the authentic look of the coins which are made of pewter.
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Read more in NewsSkinner Calls Mag. Article's Quotes 'False


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Public services across Craven are likely to suffer further cuts next year as both Craven District Council and North Yorkshire County Council announced far greater than expected reductions in their government grants.
The county council is facing a cut of more than £10 million for its grant next year, and more than £12 million reduction in the following year.
The district council is facing a 4.1 per cent reduction in its central government grant for 2013/14 and a massive 12.6 per cent reduction in 2014/15.
Officers are still working out what the percentage terms will mean in real terms, but said the settlement was "challenging".
The councils received their initial assessments last week and will receive final confirmation from central government in the New Year, but both are expecting the worst.
North Yorkshire's council leader, Coun John Weighell, said the settlement was £1 million worse than expected.
He said the council had previously done all it could to protect frontline services, such as the care of the elderly, but it would now have to look at everything it provides.
In the past couple of years, the council has closed libraries or handed them over to local communities.
It has also introduced charging for pupils of Upper Wharfedale School who live out of the catchment area but had previously caught a free bus from Gargrave.
Coun Weighell said the original task of finding £69 million in savings had posed "considerable challenges".
He added: "We are having to make far greater savings and to a very short deadline.
"The first indication that the council would face cuts of this nature came in August, but we didn't know the full scale of the savings until last month. Now we know the extent of the savings we have to make is even greater than we feared.
"More than half the savings already made have come from reducing administration and bureaucracy.
"The council has done all it can to protect frontline services and will continue to do so.
However, we have now reached the stage where we will have to look at every service the council provides."
Earlier this month, Craven district councillors rejected proposals to scrap the free collection of garden waste from homes and replace it with an annual £24 charge, which would have saved the council around £148,000 per year.
Council leader Coun Chris Knowles-Fitton (Cons) warned they now faced tough decisions.
"This settlement is very challenging, but we are working through the implications so as to achieve a balanced budget in February for 2013/14," he said.
"Looking ahead to settling the budget for 2014/15, members will have some extremely difficult decisions to make over the next year."


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Lady Bronze Model
ashley rivera xoModel Female Duluth, Georgia, US
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Aboard the papal plane • Pope Francis on Monday said efforts to stop Islamic militants from attacking religious minorities in Iraq are legitimate but added the international community and not just one country should decide how to intervene.
Francis was asked if he approved of the unilateral U.S. airstrikes on militants of the Islamic State group, who have captured swaths of northern and western Iraq and northeastern Syria and have forced minority Christians and others to either convert to Islam or flee their homes.
"In these cases, where there is an unjust aggression, I can only say that it is licit to stop the unjust aggressor," Francis said. "I underscore the verb 'stop.' I'm not saying 'bomb' or 'make war,' just 'stop.' And the means that can be used to stop them must be evaluated."


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Used 2011 Buick Sports Car Values
Read more Read less
A year for re-structuring, the 2012 Buick lineup saw the discontinuation of the Lucerne and the emergence of the compact Verano sedan. Other changes included the introduction of the Regal sedan (a smaller variant of the Opel Insignia sold in Europe) and later the performance-oriented variant Regal GS.
Select a used 2011 Buick Sports Car model
(2018 - 1926 including exotics and classic cars)
2011 Buick Regal
All new and with help from Europe, the 2011 Buick Regal promises to be sporty, sophisticated, and luxurious, while providing excellent fuel economy.


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Technology mixed with tradition at a drumming circle hosted by the Soaring Eagle Friendship Centre Jan. 12, as leaders told the stories of the songs they brought to the group, interspersed with comments about Facebook, YouTube, and texting.
Every song has to be introduced and credit given where credit is due to the author, as well as the teacher where possible. While many were passed from person to person, several songs sung at Sunday's circle were garnered from social media.
"It's all a part of bridging the gap with the youth," said Malorie Rehm, who travelled from Fort Smith with a group of young drummers to attend the circle. "It's about not staying stuck in the tradition, but letting it evolve and grow as we do. We still honour the traditions, but technology is a way to share them in our modern world."
Included in the music was a song of the American Indian Movement, an activist group founded in the Southern United States in 1968, and afterwards, leader Jessie Carriere spoke of the connection between all Aboriginal peoples in North America.
"So much of what they were fighting for, the protection of lands and water, we are fighting for here in the North now. We honour the warriors past and present."
More than 15 people participated in the circle, about half from Fort Smith. The hosts, Grand-daughters of the Drum, plan to hold drumming circles the second Sunday of every month at the Friendship Centre in an effort to share their culture and their impressive skills.
"We usually drum together as a family or when people ask us to do events," said Carriere. "People often ask us to teach them, and so we wanted to offer a venue in which people could come and learn."
Carriere said one of the things she enjoys most about the circle is the opportunity to share and pass on the culture and the teachings.
"Anyone can come," she said. "Any age, any level of knowledge, any culture – everyone is welcome."
Indeed, many of the inaugural group were young people from both here and Fort Smith, and were joined by people from many different backgrounds.
"We're building bridges," said Carriere. "Our strength is in the different communities within Hay River and we want to bring people together."
At the beginning of the session, Janine Hoff led the group through the Eagle Song, first explaining that each part of the eagle represents a part of our society; the wings represented the feminine and the masculine influences in the family, the body the ability to care for babies, the tail the representation of youth acting as a rudder and influencing direction, and the head representing the elders, leading the way.
"It's only if all parts of the family, of the community, work together that we can move forward in health and harmony," she said.
-Sarah Ladik


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Quebec asparagus growers have become a force to be reckoned with.
After some growers were left without seed last year because of a problem with the popular Millennium variety developed at Ontario's University of Guelph, a 30-member committee of Quebec asparagus growers decided to change the way they ordered seed.
This year, the committee combined orders to make sure every grower was covered.
"The plan was a success," said Elaine Grignon, director of the Quebec Produce Growers Federation, based in Longueuil.
"Everybody got the seed they needed."
Promotion bands
The committee, formed in 2005 and representing Quebec's largest asparagus growers, also joined together to create the bright yellow band that distinguishes local asparagus from imports.
They buy the bands in bulk to save money, then sell them to local growers, Grignon said.
Quebec now has 50 growers producing more than 2.47 acres of asparagus.
"The number goes up each year as asparagus becomes more popular," she said.
Just before the season begins in May, potential buyers receive a note advising them to save shelf space for Quebec asparagus since consumers will soon be asking for it.
As of June 12, 80% of this year's crop was harvested, Grignon said. The season is expected to end by June 28.
Though Quebec didn't experience the frost that hit other areas, cool nights during the first two weeks of June slowed growth, which helped keep prices good, she said.
Asparagus news
To help Quebec growers keep tabs on their North American competitors, the federation compiles a weekly newsletter on growing, harvesting and prices in Ontario and the U.S.
"Our growers are free to sell at the price they want, but we offer a recommendation," Grignon said.
This year, Quebec growers have shared information with their Ontario counterparts about prices and the growing season for the first time.
"Exchanging information is profitable for both parties because we know exactly what's going on and we can react," she said.
The weekly updates also tell growers every time local asparagus is mentioned in the media.
"Last year, growers invested $6,000 in the committee and they had a $100,000 return on their investment in terms of publicity," Grignon said.


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5 Hot Links We're Loving:
- I thought New York had the best bagels, but My Second Breakfast swears they're in Montreal. Try her favorite recipe for Montreal bagels and decide for yourself.
- Don't be fooled by their simplicity; these minted snap peas by Lottie and Doof are addicting.
- For an easy appetizer that's sure to please everyone at the party, go with Domestic Fits' fried ravioli caprese stacks.
- Pour this fresh blueberry sauce by Annie's Eats over waffles, ice cream, french toast, cheese cake — pretty much anything and everything.
- Kumquat's mango coconut lassi is healthy, blends together in flash and sounds pretty good right about now.
Craving More?
- Dips and small bites are the way to go for big gatherings. Find the best here.
- Did you know it's Ice Cream Week, AKA the best week ever, on Cooking Channel? Grab a pint and tune in.


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Kim Kardashian Takes Paris
Whew! Keeping up with Kim Kardashian's European tour is work!
In pictures posted on her blog today, Kim and her mom Kris Jenner hit up the famous Louvre museum to enjoy some of the world's most treasured art and relics. Among these was a portrait of Louis XIV, a gorgeous crown and the Mona Lisa herself. Kim was truly blown away, saying:
"Mom and I went to The Louvre! We went to see the Mona Lisa! It was so surreal seeing one of the world's most famous paintings in person. What an amazing day in Paris! Look at this princess crown!"
And if that wasn't treat enough, upon arriving at her hotel, the starlet was gifted with a few little goodies to enjoy in one of the most romantic cities in the world. In true Parisian fashion, Kim received champagne, chocolates, strawberries, flowers and even lingerie! Kim gushed:
"I was like OMG I know Paris is romantic but it's just me here! Party of one, I'm afraid! LOLLL"


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BRUSSELS (Jun. 16)
Belgian Foreign Minister Mark Eyskens has put off a delegation of the Euro-Arab Parliamentary Association that is urging Belgium to implement a decision made two years ago to upgrade the status of the Palestine Liberation Organization office in Brussels.
Eyskens said fellow members so the European Community, "because of the sensitivity of this issue in the post-Gulf war period."
The PLO supported Iraq in the Persian Gulf conflict.
The Euro-Arab delegation pointed out that the Belgian Parliament voted in December 1989 to upgrade the PLO office, which functions in Brussels as a "liaison and information bureau" without diplomatic immunity.
PLO supporters are asking that it be given the same status are the PLO office in Paris, which is officially recognized as a "general delegation of Palestine in France."
The Euro-Arab group also urged the E.C. to implement its decision to send a representative to the Israeli-administered terriers. Its purpose would be to monitor European aid to the Palestinian population.
The E.C., which inaugurated a program of direct economic aid to the Palestinian in 1987, recently announced a new $12 million grant to improve their economic and social conditions.
The Israeli government has been reluctant to allow the E.C. to the E.C. already has an ambassador in Tel Aviv.
The issue seemed to be resolved at Israeli Foreign Minister David Levy' discussions with three E.C. foreign ministers in Paris earlier this month.
Israel was said to have agreed to an E.C. representative whose activities would be confined to "humanitarian and technical" matters.
But details have yet to be worked out between the Israelis and Abel Matutes, the E.C.'s commissioner for Mediterranean affairs.
Matutes, who is Spanish, is expected to visit Israel next month.


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Going to the salon is a great way to study for the part of the driver's license exam where they ask for your hair and eye color. Look sharp with this Groupon.
Choose Between Two Options
$41 for a hairstyling package (a $120 total value)
- Haircut (a $40 value)
- Style, wash, and blow-dry with a flatiron curl or press and curl (a $60 value)
- Gloss cellophane hair treatment, which conditions and adds shine (a $20 value)
$73 for a hairstyling package (a $150 total value)
- Relaxer with shampoo and style (a $90 value)
- Haircut (a $40 value)
- Gloss cellophone hair treatment (a $20 value)
Jessica at Joie de Vivre Studio Salon
At Joie de Vivre Studio Salon, licensed cosmetologist Jessica is responsible for the transformation of every client that walks through her doors. She metes out individualized styles with a full set of styling tools and techniques, from designer cuts and color touchups to cellophane conditioning treatments.
But Jessica's skill really shines during extensions. Using real or synthetic hair, she bonds full or partial sew-ins close to the scalp. This technique adds volume to downfallen 'dos and moves naturally with real hair, whether you're showering or chilling in a wind tunnel.


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Inaugural Wine Master Class in New Zealand
Institute of Masters of Wine Hosts
Inaugural Master Class in New Zealand
The Institute of Masters of Wine (IMW) is holding an MW Master Class, an open day event, in Auckland on Monday, 18 August 2014 to raise awareness of its study programme in Australasia and to provide information to prospective students. The next MW study programme begins in November 2014, with applications to be submitted by 1 September.
The one-day event to be held at the Villa Maria Winery, Mangere, Auckland will include:
• a presentation on the Institute's history, values, study programme and examination
• a tasting to demonstrate the MW approach and enable candidates to understand the skills required to undertake the programme, and
• a theory workshop to demonstrate the breadth and depth of the syllabus
The Master Class will be hosted by a good number of New Zealand based Masters of Wine, including Alastair Maling MW, Simon Nash MW, Jane Skilton MW, Paul Tudor MW, Steve Bennett MW, Michael Brajkovich MW and Emma Jenkins MW, who collectively will provide genuine insight into the programme and what it takes to become an MW.
Alastair Maling MW, said: "This will be a great chance to meet seven Masters of Wine and learn about the benefits that come with the title. The Study Programme is a demanding and rewarding journey, but the Institute is principally a Membership organisation, not an examining body. We will be talking not just about the career benefits and opportunities for self-development that membership of the Institute brings, but also about the sheer fun and enjoyment of being part of a global network of like-minded people. We're looking forward to meeting delegates in Auckland and sharing our stories."
Penny Richards, Executive Director of the Institute, said: "We are delighted to present a Master Class in Auckland. This is a brilliant opportunity for us to meet New Zealand wine professionals, and for them to learn about the MW study programme and what it means to be a Master of Wine. We are delighted to enjoy the continued support of Villa Maria, and we are grateful to them for hosting the Master Class."
The Institute of Masters of Wine is a membership organisation with 313 members in 26 countries, and with a student body of 300-plus students in 36 countries. The Institute promotes professional excellence, interaction and learning across all sectors of the global wine community. To become a Member of the Institute, candidates follow a self-study programme for a minimum of three years before completing all three parts of the Master of Wine examination: theory, practical and research papers. New Zealand has nine Masters of Wine and Australia, 16.
The Institute of Masters of Wine, Master Class in New Zealand
Monday, 18 August 2014
9am - 5pm
Villa Maria Winery, 118 Montgomery Road, Mangere, Auckland
Cost is $150 per person including lunch plus morning and afternoon tea
To book go online at:


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Rihanna & Chris Brown are the topic of conversation
Rihanna and Chris Brown's fathers spoke to the media this weekend along with Jay-Z who helped launch Rihanna's career. Here's what they had to say about the alleged assault that occurred last week. (Via People.):
"You have to have compassion for others. Just imagine it being your sister or mom and then think about how we should talk about that. I just think we should all support her. She's going through a tough time. You have to realize she's a young girl, as well. She's very young."
Joseph Fenty, Rihanna's father:
"There is some bruising. She will be all right. I think so. At some point, she will speak out. I hope she will stand up for women all over the world."
Fenty, a salesman and freelance clothing designer, said Rihanna is spending time with her girlfriends in Barbados while she heals. While Fenty said he wouldn't tell his daughter what to do, he did say, "If it were me, I'd move on."
Clinton Brown, Chris Brown's father:
"He's very remorseful. He's very concerned about the situation and he wants to make sure that [Rihanna's] okay. This is unfortunate, this stumble, this situation. Hopefully, he will get past it. We all have our shortcomings. We all trip."
"If you are on his side, you are on his side," he says. "Just because someone trips, if you are truly a fan, you are not going to demonize him instantaneously."
Dear Chris Brown,
You know what's an awesome way of knowing your girlfriend's okay? NOT punching her in the face.
That one's on the house,
The Superficial Writer


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Watch: 3-Month-Old Baby Hears Lion's Roar (in a Book) for the First Time, World Melts
Which is why this video will probably be the 19 best seconds of your day.
Meet this little guy. He's 3 months old, looks great in red and green stripes and has never heard the roar of a lion. Until now.
Watch the clip, below.


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- Memo to Members. Members receive our acclaimed weekly newsletter by e-mail or mail.
- Calls To Action. Members receive e-mail notification of significant policy developments requiring constituent calls or letters to Congress.
- Discounted Conference Rates. NLIHC hosts its Housing Policy Conference and Lobby Day annually in Washington, D.C. The conference brings together more than 500 advocates, policy makers, researchers, academics, and low income individuals to discuss the latest in federal housing policy. In addition, NLIHC honors leaders in the affordable housing arena at its annual Housing Leadership Awards Reception.
- Free or Discounted Publications. NLIHC produces a number of publications, including Out of Reach and the Advocate's Guide. All NLIHC publications are available at a complimentary or reduced rate to our members. Click here for the publications order form.
- Telephone resource referrals with linkage to state and regional networks.
- Participation in NLIHC's policy-setting decisions.
In addition to extended benefits, such as national and regional conferences, policy papers and research publications, NLIHC staff are available to assist members with research questions, organizing techniques and general information. If you are interested in making a difference in your community and becoming an active partner in a national network for change, please Join NLIHC now!


text: Hey guys me again ,I whats your favorite monster in MHP3? Mine is gotta be the Aoashira just because well its most beliveable I mean its a bear with really long claws so simple yet so totaly Awesome! Whats your mabye its one of the new Subspecies I want to know hope you have fun sharing your comments on your favorite! Retrieved from "http://monsterhunter.wikia.com/wiki/User_blog:Skull_master/Whats_your_favorite_monster_in_MHP3_so_far!!!%3F%3F%3F?oldid=235173" Ad blocker interference detected! Wikia is a free-to-use site that makes money from advertising. We have a modified experience for viewers using ad blockers Wikia is not accessible if you've made further modifications. Remove the custom ad blocker rule(s) and the page will load as expected. Category: Blog posts


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I realized I may be the most disorganized diaper bag packer ever. Maybe I'll actually type out a list of items needed, laminate it, and firmly affix one to each diaper bag.
Every time I leave with the kiddos I manage to forget at least 5 things. That's quite a bit when I'm only out of the house for 2 hours max.
On Monday we packed the kids in to go to Daddy's soccer game. I was all excited to use our new stroller while drinking my Costco mocha... trying to feel like a chic mama. And we get there as the sun is starting to descend. Which means no more sun. And no more warmth. And for a baby in a onesie and a baby in a dress... it may be just a WEE bit cold out. So off to the diaper bags to look for their warm clothes. Uhhhhh. Lil Lady only has another summer dress (cause I think ahead and all) and a couple more short-sleeved onesies. Mr. Ladies' Man has only a couple short-sleeved onesies.
I mutter under my breath that I should have remembered zip up hoodies. Well, it would help if they OWNED zip up hoodies. And pants, huh? Yeah, needless to say I'm a leetle bit scatterbrained.
So what's a Mama to do? Borrow a t-shirt from a fellow fan and have them wrap Lil Lady in it while I affix a onesie to each ARM of our Ladies' Man. Say what you will, but THEY. WERE. WARM. OKAY?!?!?!?
I'll probably get my act together when they're old enough to walk.
Friday, August 7, 2009
What not to forget
I realized I may be the most disorganized diaper bag packer ever. Maybe I'll actually type out a list of items needed, laminate it, and firmly affix one to each diaper bag.
3 comments:
- Megan said...
Relax! You will forget a million and a half things over the course of their lives, no biggie! I remember one time we went to the mall (or Kohls, which for us is not attatched to the mall) and Skyler had a blow-out in the store. I went to go change him and threw all the poop-smeared clothes in a bag and noticed the the only item of clothing left in his diaper bag was a tshirt...not even a onesie! No pants! And that was the last diaper. Lets just say we went home rather quickly, lol! Oh yeah, and when we took Skyler home from the hospital. He had on a onesie and a coat, no pants (b/c none fit) so we covered him in a warm blanket. Ridiculous b/c it was soooo cold and windy outside, I should have just put the HUGe patns on him! :)
Glad to see you blogging again :)
- August 7, 2009 at 11:33 AM
- All about us said...
I know how you feel Bec, been there many times myself! Just the other day I brought Luke to Mom's and forgot to bring his shoes, oops! hahaha
- August 7, 2009 at 11:51 AM
- Vintage Dutch Girl said...
This one takes the cake.
I prepped, pureed and packed for a week long trip to Portland to help Mom VG watch C and L's boys when Jude was about 9 months old.
I LEFT ALL HIS FOOD AT HOME!!! I almost cried...actually, I think I DID cry. I had worked for a WEEK freezing extra food and making meals in advance for him. Needless to say, I headed out to the grocery store once we got to Portland.
- August 7, 2009 at 3:48 PM


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LAWS controlling the use of mobile phones in toilets, shower areas and change rooms would be tightened, and the filming of assaults with mobile phones for entertainment would be banned, under recommendations in a new report into the growth of public surveillance.
The Law Reform Commission report details a worrying trend of proliferation in surveillance devices capturing the public's every move, including the new myki ticketing system, CCTV cameras, e-tags, mobile phones, GPS, Google Earth and Street View, body imaging scanners and automatic number-plate-recognition technology.
The increase in the devices has not been matched by legal protections to ensure privacy, according to the commission, which made 33 recommendations to strengthen the laws.
''Surveillance devices have become increasingly affordable, sophisticated and widely used,'' commission chairman Neil Rees said. ''Public place surveillance has become so extensive that it affects the lives of nearly all Victorians when engaging in everyday activities such as walking down the street, going to a shopping centre or going to a football match.''
The commission recommended broadening the role of the Victorian Privacy Commissioner to include regulation of public place surveillance.
Other recommendations include amending the law to ''expressly prohibit'' the use of surveillance devices ''in toilets, shower areas and change rooms which form a part of any public space''. It also calls for a strengthening of the Surveillance Devices Act 1999 to include a new offence dealing with improper use of a surveillance device, such as ''happy slapping'' - filming violence for entertainment.
In a powerful and broad legal move, the commission recommends giving people the right to sue for ''serious invasion of privacy''. Examples included publication of footage of a person entering a medical clinic, gay bar or abortion clinic.
The report highlighted how technology could be used as a tracking device, including myki cards that are a radio frequency identification device. Police have already requested myki information in Victoria.
Professor Rees also pointed to the threat of body image scanners at airports that ''effectively strip you naked''. He said scanner operators in England had circulated images of people they found attractive.
Attorney-General Rob Hulls said the report highlighted the need to bring the law up to date with technology.
He said many of the recommendations were ''common sense''.
Mr Hulls said the proposals would have no impact on legitimate news gathering in the public interest.
But Liberty Victoria president Michael Pearce, SC, said it might be time to curb the media with tighter privacy laws. He said the media had to accept ''that it can't sell newspapers by rifling through somebody's rubbish and snapping people lying on the beach somewhere''.
Deputy Privacy Commissioner Anthony Bendall said ''the time has come to reform the regulatory framework governing surveillance in public places in Victoria''.


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-the measuring sticks used to determine whether the efforts are successful
-the key is to determine which kinds to use to determine success or failure.
-cover marketing activities from 2-5 years into the future.
-with the exception of firms in industries such as auto, steel, or forest products, marketing plans rarely go beyond 5 years into the future.
-usually developed by a marketing or product manager in a consumer products firm such as General Mills
-deal with marketing goals & strategies for a product, product line, or entire firm for a single year.
strategy that can be adopted by any firm, regardless of the product or industry involved, to achieve a competitive advantage.
-cost leadership strategy
-differentiation strategy
-cost focus strategy
-differentiation focus strategy
-competitive scope or the breadth of the target markets
-stress on cost versus product differentiation
-focuses reducing expenses & in turn, lowers product prices while targeting a broad array of market segments.
-Ex: Campbells soup's sophisticated product development & supply chain systems have led to huge cost savings.
products have significant points of difference in product offerings,brand image,higher quality,advanced tech,orsuperior services to charge a higher price while still targeting a broad array of target segments.
-Gen Mills stresses high nutrition
-involves controlling expenses & in turn, lowering product prices targeted at a narrow range of market segments.
-IKEA sells self assembly furniture to cost-conscious consumers
-requires products to have significant points of difference to target 1 or only few market segments
-average age of a toyota is 47, so Toyota visited with young people (needed) smaller cars & offered new smaller models for the narrow segment
-there is no magic formula to gaurentee effective implementation of marketing plans
-seems to be equal parts of good mgmt skills & practices.
-willing to cut the red tape & move the program forward. often has the uncanny ability to move back & forth between big picture strategy questions & specific details when situation calls for it.
-overcomes organizational hurdles
"the tendency to excessively analyze a problem instead of taking action.
-calls for "bias for action" mgmt experts recommend a "do it, fix it, try it" attitude.
-dont let the pursuit of perfection stand in the way of the very good..do something!
-have authority & responsibilty to issue orders to people who report to them
-directly involved in the daytoday operations of the organization, such as producing & selling a product or service.
-occupied by line personnel & line managers
have authority & responsibility to advise people in line positions but cannot issue direct orders to them.
-serve the organization by indirectly supporting line functions.
-consist of staff personell & staff managers.
-Ex: HR, custodial...
provide support, adivice, & knowledge to other individuals in the chain of command.
-although not apart of the chain of command related to direct production of products/services, they do have authority over personnel.
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This crochet dish soap apron will "dress" your dish soap bottle in style and keep it handy. This design is based on Marta Nelson's towel topper pattern and is made in worsted weight yarn. Fits an economy size dishsoap bottle.