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Marvelous March chit chat thread!
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March 28th, 2012, 12:54 PM
Platinum Supermommy
Join Date: Apr 2008
Location: Maryland
Posts: 12,034
I have no clue where March went! This year is just flying by, and I CANNOT believe my little man will be 2!!!
which means, this mama needs to get her butt in gear and get the party stuff planned and all that fun stuff. It's going to be a combined bday/nameday for Mark and also a going away for MIL before she leaves for Greece for 6 months, so an open house thingy on April 21st. Elmo for Mark's part, and I've started on invites but can't get them to pop out right. Here's a pic of what I've attempted so far.
Thanks Jaidynsmum for another perfect siggy!!
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President Trump's Speech to Congress: We Should Strive for Public Health Policy, Not Political Policy
President Trump certainly made a very good presentation last week to members of Congress. Regarding his comments on healthcare, here are some thoughts: His opening remarks regarding expanding coverage and access while reducing costs are certainly goals and objectives everyone can embrace. Also, his statements about reducing pharmaceutical costs would certainly benefit consumers, providers, and the overall healthcare delivery system. His remaining remarks mirrored House Speaker Paul Ryan's policy paper announced on June 22, 2016 entitled "A Better Way: Our Vision for a Confident America." This policy paper called for repealing the Affordable Care Act including the health insurance market… Full Story

subset: commoncrawl


text: IC gets fried only if there is a short circuit. If the rating of the speaker is less than the output generated, then a short circuit can occur causing a fry. However, if the speaker is of the same rating or higher (means equal or lower volume at same settting) a short circuit can occur leading to the fry. So the above statement is not correct until and unless the ohm value of the speaker and the peak handling capacity of the speaker have reduced


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Erin McKeown
with Haroula Rose
Tuesday, Sep 12, 2017 7:30 PM CDT
(6:30 PM Doors)
SPACE, Evanston, IL
Purchase Tickets
Additional Information
Erin McKeown is a musician, writer, and producer known internationally for her prolific disregard of stylistic boundaries. Her brash and clever electric guitar playing is something to see. Her singing voice is truly unique – clear, cool, and collected. Over the course of 9 studio albums and thousands of live performances, Erin has developed and refined a distinct and challenging mix of American musical styles.
"Her operative mood is effortless grace" - LA Weekly


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Actress Lindsay Lohan is pictured in her police booking photo at the Santa Monica Police Department on July 24, 2007. Lohan was arrested for driving under the influence and drug possession. (UPI Photo/Santa Monica Police Department handout)
United Press International is a leading provider of news, photos and information to millions of readers around the globe via UPI.com and its licensing services.
With a history of reliable reporting dating back to 1907, today's UPI is a credible source for the most important stories of the day, continually updated - a one-stop site for U.S. and world news, as well as entertainment, trends, science, health and stunning photography. UPI also provides insightful reports on key topics of geopolitical importance, including energy and security.


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Recent Confessions
- #winewednesday kicks off in style..here at the Italian ambassador's residence for a special… instagram.com/p/BbzWHnMAWsC/ 8 hours ago
Tag Archives: wine
The Month in Wines Gone By
As we head closer to the season of selling wines in India, there are enough activities that have kept me busy in the past few weeks.And there'll be many new exciting tasks at hand as I glance through my calendar. … Continue reading
Posted in Uncategorized Tagged Australia, Champagne, Chile, France, labels, marketing, wine Leave a comment
Will Restaurant Chains Become Wine Culture Catalysts in India?
If you were born in the Delhi of 80s/early 90s, names like Nirula's would invoke nostalgia of a childhood when fast food had a different definition. One would make special trips just to have those Indian style pizzas and … Continue reading
Posted in Uncategorized Tagged AmRest, chains, hospitality, India, La Tagliatella, restaurants, sommelier, wine Leave a comment
Could Wine have become the Scotch Whisky in India?
Earlier this month, I was asked to present to some young Indian entrepreneurs a topic that traced the history of wine. Considering the literature available on the subject, it would have been an easy ride, right? Not as much. The … Continue reading
Visiting Hunter Valley: Wine Tourism Adventure of a Non-Wine Tourist
A few weeks ago when my elder brother called me from Australia, he sounded unusually thrilled. He was on his debut trip to the continent country and had planned a day's visit to the Hunter Valley with a set of … Continue reading
Posted in Uncategorized Tagged adventure, Audrey Wilkinson, Australia, Hunter Valley, oenotourisme, Pepper Tree, Peterson House, Scarborough, tourism, wine Leave a comment
Beaujolais Nouveau: Celebrate It, Hate It Not
Beaujolais Nouveau is good. Many a wine lovers and critics would frown and stop reading any further upon my slightest praise for this wine or gimmick, as some like to put it. I still maintain that Beaujolais Nouveau is … Continue reading
Posted in Uncategorized Tagged Beaujolais, Burgundy, celebration, Duboeuf, France, Imperial, India, Japan, marketing, Nouveau, Paris, wine Leave a comment
An Evening to Savour: Chilean Wine & Food Festival 2012
Hola readers, greetings from Chile! To your disappointment, I am not writing this from Latin America but the living room of my house, with the help of my ageing notebook. It's about my recent Chilean wine encounter in the national … Continue reading


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Track Conveyor Hire
- Title
- Track Conveyor
- Make
- IMS Track Conveyors
- Condition
- Excellent
- Minimum Hire
- 1 weeks
- Number in Fleet
- 1
Track conveyors available in 12, 16, 18, 20, 24 & 30 meters with standard and loader feed bins, priced from $85,000 plus GST .
Crusher Screen Sales & Hire can provide a wide range of conveyor systems.
Radial Wheel Mounted Conveyors, Ship Loading Conveyors, Link Conveyors, and Grain Conveyors
Crusher Screen Sales & Hire Conveyors are made from Heavy Duty Construction Constructed from 5mm thick MS plate designed in 500mm deep section to give added stability and to withstand the rigours of heavy duty operation.
These conveyors are constructed in 3 sections , the tail section includes a generous feed hopper and the head section includes the conveyor drive, consisting of Sauer-Danfoss hydraulic motors and rubber lagged drive pulley. Diesel-Hydraulic Power Unit, Crusher Screen Sale s& Hire conveyors can be powered by a Deutz or CAT Diesel Engine coupled to a tandem hydraulic pump giving sufficient oil flow to drive both the conveyor at maximum output and to operate the crawler tracks. The undercarriage consists of the hydraulically operated crawler tracks together with an adjustable support trestle arrangement, which allows variation in both feed and discharge heights. Emergency Stop System every track conveyor is equipped from the factory with an emergency stop system that will render the plant inoperable when activated, providing added safety for the operator. The folding mechanism of the conveyor head section allows for quick site set up and provides a flexible approach to transport of the unit. The hydraulic folding is designed so that the hydraulic cylinder piston rods are fully protected when the machine is operational.
Crusher Screen Sales & Hire now has crushers & screens based in Sydney ready and avaliable for both sale, hire and full contract work, serviceing all of the NSW region. We also have some plant are based in, SA for both sale and hire of new and used equipment.
Crusher Screen Sales & Hire - Hope Island, QLD
- Address
Po Box 144 Southport, QLD 4215
- Phone
- 0756364691
- Website
- http://www.crusherscreen.com/site/index


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Body Lover Trailer (1993)
04 November 1993 Action, Thriller, Crime 84 mins
The undercover Lee Chi-Kit, shrewd and capable, is responsible for investigating a drug gang. He becomes friends with an assassin named Eva and falls in love with the mistress of the gang leader, Judy.
Watch the official Body Lover 1993 trailer in HD below or find more Body Lover videos on Vidimovie.


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Thunder To Participate In 2009-10 AirTran Airways Pro Summer League
Just like last summer, the Thunder will head into the Pro Summer League with player development as its collective goal.
The Thunder will play five games in as many days against Boston, Charlotte, Philadelphia, Orlando and Indiana.
Oklahoma City will release its roster sometime after next Thursday's NBA Draft, but you can click here for a complete schedule.
The Pro Summer League, held at the RDV Sportsplex, the Magic's practice facility, is not open to the public. You can still catch the Thunder with live webcasts on the Magic's official team site, plus select games on NBA TV.
Contact Chris Silva


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Magic circle set One Essex Court has suffered another major blow with the loss of leading tax silk Graham Aaronson QC and VAT expert Michael Conlon.
Just one week after a clerking reshuffle intended to bring senior clerks Robert Ralphs and Paul Shrubsall closer to the silks, one of its most senior and respected QCs is jumping ship.
The loss of Aaronson and Conlon to niche set Pump Court Tax Chambers decimates One Essex Court's capability, previously rated as the third player in the field behind the two specialist sets Pump Court and Gray's Inn Tax Chambers. It now has only one recognised tax expert in Malcolm Gammie.
Gammie says: "We will continue to work as a commercial set with a tax presence. Tax involves other areas of practice, and one rarely has a problem without bringing in corporate and commercial areas."
For Pump Court, however, the new recruits are a massive boost, and in terms of numbers, it places them ahead of close rival Gray's Inn.
Pump Court senior tenant David Milne QC says: "We've tried to retain depth with younger people. This has paid dividends, and we hope it will continue to do so."
Aside from being one of the top commercial tax barristers, noted in particular for his expertise in M&A and structured finance, Aaronson is also among the bar's biggest earners, with an income estimated in the region of £1.5m (gross receipts).
Aaronson insists that his decision to move is unrelated to the other recent departures from the set, which include Jeffrey Gruder QC to Essex Court, Terence Mowschenson QC and Michael Bloch QC to Wilberforce Chambers and Michael Rollason to Brick Court.
Aaronson says: "We [One Essex Court] had been through some rough times, so I had thought of waiting for a decent interval. I decided to make the change now rather than put it off because of the growing complexity of tax law. It's the difference between having seven or eight experts rather than one or two."


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E- Commerce programmer developer
- Posted
- Proposals 0
- Remote
- #22306
- Expired
Experience Level: Expert
We have a near to completed site, but our programmer has become unavilable, due to his personal reasons. We need therefore to complete the 20 or so items that would finish the site. This is an opportunity to get in at ground level in the UK on what will become an on-going rollout across other countries.
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Flash blogger meet-up happened on Wednesday and I liked it a lot. I was one of the few exceptions who didn't bring a camera, but maybe I'll snatch some photos from other bloggers. I met a bunch of people which was a little confusing, but we hit it right off and had lots of champagne-infused fun. Cheers to more such events!
Simple dressing is what I dig these days. As I'm not really skilled in minimalism, I tend to top off such outfits with interesting accessories and (preferably vintage) jewelry. It's been pretty hot too, so layering is not really an option. I'm planning to explore the use of jewelry and scarves for layering purposes in the near future though.


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LomoAmigo: Gülşah Güraywritten by erayalan on 2014-02-07 #people
We celebrated Film Photography Day with Radyo Eksen Editor-in-Chief Gülşah Güray, who shot photos with the La Sardina! Catch a glimpse of her beautiful photographs and read our interview after the jump.Share Tweet
LomoAmigo: Istanbul's Hazal Yılmazwritten by erayalan on 2014-01-28 #people
Hazal Yılmaz is a blogger and traveler from Isatnbul, Turkey, known for her blog Çok Gezenler Kulübü (Travellers Club). She previously took some photos with the La Sardina in Lyon, during her last vacation. Read our interview and learn more about her after the jump.Share Tweet
A LomoKino Movie: LomoParkwritten by erayalan on 2013-05-07 #videos
The workshop took place on 31st of March at the Lomography Gallery Store in İstanbul. It was a little bit different from the other workshops. We recorded a short movie. We, the participants, were also the directors of photography. Dilek Altan, who is a photographer and videographer, was the director of the movie. The name of our short film is "LomoPark." Watch it after the jump!1 4 Share Tweet
LomoAmigo: Milos Gazdic and His Belair Shotswritten by erayalan on 2013-03-07 #people
LomoAmigo Milos Gazdic is a freelance photographer also represented by 101 Production from Belgrade, Serbia. Keep on reading to get to know this photographer who has no limits!1 2 Share Tweet
LomoAmigo: Mehmet Turgutwritten by erayalan on 2013-02-08 #people
Photographer like his father and grandfather Mehmet Turgut is our new LomoAmigo. If you wanna see his photos that he took with his La Sardina and read our nice talk keep reading1 Share Tweet
Lomography and The Guide Istanbul Are Looking for Explorerswritten by erayalan on 2012-11-13 #news
We know how much you enjoy wandering and taking photos, but now is the time to share your discoveries! Tell us about all the things you ate, drank, saw, or discovered that left a lasting impression.And to add a bit more incentive to the whole concept, we teamed up with The Guide Istanbul magazine to have your LomoLocation published for all to see.4 Share Tweet
LomoAmigo: Can Bonomowritten by erayalan on 2012-10-19 #people
We learned that Can Bonomo, the Turkish star who represented Turkey in the Eurovision Song Contest in 2012, is a true analogue shooter. He loves film photography, writes his poems with ink pot and hist, and he also has a huge collection of LPs. For the photos of Can Bonomo and his answers, keep reading:1 Share Tweet
Photographer Koray Birand Designed La Sardina DIYwritten by erayalan on 2012-09-22
The competition that we had with Blank Mag and Koray Birand's design La Sardina DIY has ended. What did he design and who won? Here are the answers.5 Share Tweet
LomoAmigo Güntaç Özdemir and His Spinner 360°written by erayalan on 2012-08-15 #videos #people
Güntaç Özdemir is such a big fan of Lomography that he shot his latest video in the Lomography Gallery Store Istanbul. Want to see what the store looks like? Check out his music video and learn more about the artist below.Share Tweet
LomoMatrix İstanbul Live!written by erayalan on 2012-08-06 #videos
We are so excited to introduce the LomoMatrix Istanbul video. If you are wondering what was the people were doing in Tophane last Saturday keep reading:7 Share Tweet
Art By Chance 2012written by erayalan on 2012-07-24
Submit for one of the world's biggest art organizations, Art By Chance Short Film Festival, and your short films may meet with the millions in 20+ countries, 200+ cities and on 20.000+ screens!5 Share Tweet
LomoAmiga Artemis Günebakanlı And Her Fisheye Baby 110written by erayalan on 2012-07-17 #people
Photographer, blogger, radio programmer Artemis Günebakanlı, was shooting with Fisheye Baby 110. We took a look at her photos and interviewed with her. Are you curious to see what her photos look like and what we talked about ? Keep reading.3 Share Tweet
National Surfer and Actress Çağla Kubat and her La Sardinawritten by erayalan on 2012-06-27 #people
National Surfer and Actress Çağla Kubat went out and shot a roll with Lomography's La Sardina St. Tropez. You can view her photos and read the interview after the jump.1 Share Tweet
Movie Night Istanbul Live Update 2written by erayalan on 2012-05-25 #news
The film is over, the credits have rolled, now its time for music! Let's keep the night going with dancing and drinking, and eating leftover popcorn!Share Tweet
Turkey's First LomoAmigo Dilara Shoots with Sprocket Rocketwritten by erayalan on 2012-05-21 #people
Dilara Sakpınar who we know from the band 123, visited us at Galata in Gallery Store to be our first LomoAmigo. Dilara has already shot with Lomography Cameras, and we give her a Sprocket Rocket as a gift. We will see the results soon.4 Share Tweet
Lomography In Turkishwritten by erayalan on 2011-12-14 #news
More Languages open for translation! Now you can send in your Turkish Blogs and Translations! Be quick and nail down 5 extra piggies for your christmas shopping! Be among the first to submit your Turkish Blog entry!1 6 Share Tweet


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Well, Liz and I have finished painting at Dairy House. How does this look? Better? Apologies now, but this is nothing but a post showing off what I consider to be a great achievement against all adversity (if you've been following, you'll be with me on this one!) - my space at Dairy House Antiques, with as many photos as blogger will let me post at one time. There's a certain amount of repetition, but I'm hoping you'll excuse me on that one as I'm a tad tired tonight and if I fiddle around with this post much more I shall probably lose everything (thought I had a few minutes ago), and then I won't be happy!
I didn't get to take the photos until 6 o'clock this evening and I still haven't got everything in that I'd like, nor is everything exactly how I'd like it, but I'm getting there. We painted the walls Dulux (I think) Antique Cream which has made such a difference (look back to the blue walls if you're not sure!), and the whole effect is lighter, brighter and, according to this week's customers, a considerable improvement!
I'm there again on Saturday to stand in for the regular Saturday afternoon person and I hope to be able to tweak a bit here and there. The back of the car is still fairly full of stock which I'd hoped to display today, but there just aren't enough hours in the day, despite this being the longest one of the year.
P and I are off to see someone special tomorrow and meet up with some other special people. More on that over the weekend with a bit of luck. But first of all it's another trip to the physio with Mum first thing in the morning. I wonder what they'll think of her gardening japes!


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I capi EA7 presentano lo stile inconfondibile di Giorgio Armani.
Tessuto: 65% Poliestere 35% Cotone (felpato).
Cappuccio con coulisse.
Due tasche frontali.
Polsini e punto vita a costina.
Stampa frontale del logo EA7 di colore Bianco.
Cartellino con certificato di autenticità.
Colore: Nero.
Additional Info
Additional Info
|274377 00020
|Emporio Armani 7 Ea7
|Product category
|Man Sweat Shirt
Animasportiva ships immediately! Every order is handled with the utmost urgency. As soon as we receive the order, product retrieval occurs; then, when we receive the payment, we prepare the package and shipping follows.
We deliver via express courier: the delivery times range from 48 to 72 hours for Western Europe, and from 72 to 96 hours for the rest of Europe, United States, Canada and Australia. To improve our service you should always leave a telephone number, in order to be contacted by the carrier in case of problems with the delivery.
In order to make our service increasingly efficient please check the conditions of the package upon delivery.
If the parcel is not perfectly healthy, pick it up with reserve: next to the signature in the delivery note, mark clearly "ACCEPTED UNDER RESERVE damaged parcel".
Animasportiva refunds the amount paid with the same method used by the customer for paying (bank transfer, credit card or Paypal) in the least possible amount of time and in any case within 10 days from receipt of the product.
The refund refers to the price of the product or products returned.
It is expressly understood that the expenses incurred to return the product to Animasportiva will have to be paid by the customer.


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Wednesday, March 18, 2009
yesterday i went grocery shopping and bought so many fresh fruits and veggies, including an avocado. these fruits are so wonderful for keeping me full - a little goes a long way. i can eat lunch including 1/4 avocado and not be hungry again until 4pm. amazing.
tonight is date night and i still have some time before my boyfriend comes over. the responsible side of me says, "go for a swim" and the other lazy side says, "catch up on your blog reading!" what should i do? maybe a bit of both? neither? scrub the toilet instead?
10 comments:
- P.O.M. said...
Yeah! Congrats.
I have to be honest and say that my motivation is certianly lacking these days. Given those options, I would have grabbed a book a read instead.
- March 18, 2009 at 5:35 PM
- Vanessa said...
Glad you enjoyed the first day!
- March 18, 2009 at 7:01 PM
- Bi0nicw0man said...
Congrats on the first day. With the new gym you will soon have new fodder for your blog!
- March 18, 2009 at 8:05 PM
- Lex said...
Whoop whoop!!! i am SO glad your first day went well!! Hurayyyy!!
- March 18, 2009 at 10:14 PM
- fittingbackin said...
oh I so hope you didn't scrub the toilet instead! haha I'm glad you enjoyed your first day and that it's so nice!! Yay! Hope you had a good date night.:)
- March 18, 2009 at 10:26 PM
- Crystal said...
So what did you choose? Swim, blogs, toilet? I totally would have gone with staring into the abyss for 15 minutes.
Glad you had a great first day at work! I'm so envious of your work gym.
- March 19, 2009 at 6:06 AM
- Sarah said...
I love avocados!! Congrats on your first day :) So exciting!
- March 19, 2009 at 9:35 AM
- Fatinah said...
I love avocados also - and you're right - 1/4 goes a long way!
OK - I have a bone to pick - you're chosing between potentially reading blogs (maybe mine), or cleaning the toilette? I guess I have to start writing about more interesting stuff! HAHAHA
- March 19, 2009 at 9:39 AM
- Amanda said...
Glad that you enjoyed your first day! I'm jealous that you have a gym in your building. I would love to be able to work out on my lunch break.
- March 19, 2009 at 10:47 AM
- Sara said...
that is awesome about the new job! I love me some avocados too!
Have fun at Britney!
- March 20, 2009 at 9:15 PM


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Sunday, April 8, 2012
Happy Easter
"So by our baptism into his death we were buried with Him, so that as Christ was raised from the dead by the Father's glorious power, we too should begin living a new life." Romans 6:4
Posted by doubletrouble at 00:39
2 comments:
- Old NFO said...
Good one, Happy Easter to you and yours DT!
- 08 April, 2012 09:10
- Borepatch said...
Happy Easter to you and Mrs. DT!
- 08 April, 2012 11:49
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Silk Stocking Row
A Walk on Oak Street
(circa 1973)
The city fathers probably did not expect much of the dusty road they named Oak St. in 1857, but the history of Denton is recorded there in architecture.
In 1857 Denton was barely one year old and rough and raw as any frontier town could be. With the help of barbed wire and railroads, Denton grew steadily. Rail lines supplied goods, markets and comparatively quick communication. Denton was suddenly linked to major cities in a way unimaginable in "wagon days"." Farmland was profitably exploited for the first time, and the exchange of merchandise and cash boosted the business community.
Prospering merchants proudly displayed their newfound wealth in the design of their . Impressiveness became the keynote and townsfolk settled on Oak Street's "Silk Stocking Row."
Originally, East Oak was the site of many notable homes, though only a few survive today. These remaining buildings are fine examples of Victorian cottages with generous porches, jigsaws work and tall narrow windows. They were a natural evolution of the simple frame or "East Texas" homes built by the earliest settlers. As the town grew, wealthy local men built their homes on Oak Street, until the street's western section also was the site of beautiful structures.
From 1857 to World War I's beginning in 1917, two major architectural styles-- Victorian and Classical Revival-- dominated Denton's early home construction. Victorian style and variations, Gothic, French and Italianate, influenced building 'til late in the century. Sometimes belittled as fussy and overblown, Victorian architecture reflected a time not given to understatement. Talented carpenters, eager to show their skills with the newly designed jigsaws and power tools, provided architectural frosting for the cake. Gingerbread trim became a carpenter's folk art.
Ideally a man's home reflected his status and accomplishments. The homes on Oak Street proudly announced that their families "had arrived," and Silk Stocking Row was known throughout the community. Pride and envy together coined the term, but for years it was synonymous with elegance and beauty which are rare today.
Linda Lavender
Published by the NTSU Historical Collection 1973
Text by Linda Lavender
Illustrations by Shari Burns


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Housing Finance (HF) will soon unveil mortgage products for individuals working in the informal sector, a move that is see them own homes and build commercial property. Speaking during the launch of 5-year strategic plan that the company says will see it return to the league of blue chip companies, Mr Frank Ireri the Managing Director (MD) said that HF will no longer concentrate solely on residential mortgages but diverse its portfolio to all forms of property.....Read More
The newly inaugurated Building Code Review and Harmonization Committee has its work cut out as it settles down to business this week. The committee is expected to set the stage for use of local materials, broadening the options beyond 'brick and mortar' that players in the housing sector have blamed for making construction a rich man's game and locking out Kenyans of average means from owning homes.... Read More
Mortgage financier Housing Finance is moving into partnerships with land owners and developers to increase homes for the middle income group, a move that is likely to usher in competitive property pricing in urban and peri-urban areas.....Read More
In the past, Housing minister Soita Shitanda threatened to table a Bill in Parliament to introduce house price ceilings. Shitanda's threat emanated from property price variations — in some cases as high as Sh10 million — for similar type of residential units constructed by different developers in Nairobi's upper class region, but located in the same zone.Though the Bill is not there yet, debate on whether or not house sale prices in the country are over-valued — particularly for the apartments in Nairobi's upmarket estates and a number of new constructions in Langata and South 'B' & 'C' — has never left investors' lips.....Read More
Rising demand for adequate housing in towns has led to investors going full throttle into real estate by building many houses. Many buyers often rush to acquire units without sufficient information, especially on legal structures.This could result in serious financial losses....Read More
It's become fashionable to lament that Nairobi's real estate is over-priced. One politician proposed price caps supposedly to stem an exodus of investors migrating to other cities in the region. Another suggested that home-builders absorb the inflation in construction costs (now over 40 per cent higher than a year ago) to keep prices the same as before. But the data suggests that both the premises and the solutions presented are misguided. Nairobi is competitive with the strength of its market being diversity – a wide variety of space in different asset classes at a good price.....Read More
Today, more Kenyans are buying homes and offices straight from the floor plans and months, even years, before they are constructed. To many people, especially middle-income earners, this is the best opportunity towards finally owning a home because this plan gives them more time to organise themselves and seek funding via mortgages, loans, increased business or heightened savings. All that is needed to book a house off the plan is payment of the stipulated deposit, which often ranges between 10 per cent and 50 per cent.....Read More
Despite the global financial crisis, real estate has retained its allure among Kenyans in the diaspora since owning a home in their native country remains a key goal. The Central Bank has released figures showing remittances in the first five months of this year totalled $238 million compared to $280 million last year and $210 million in 2007. Godfrey Kibeta, a real estate marketing manager with Kaiwi Agencies, says that a good part of the remittances are invested in real estate.....Read More
Would you use your house as collateral for a loan for business expansion or for studies or for paying health bills? Despite the growing desire to acquire loans, many Kenyans shy away from using their houses as security. This is contrary to their Western counterparts who see a house as an investment to acquire another asset. But for Kenyans, houses are assets that should be kept forever, not subjected to any chances of risk, a new study shows.....Read More
Urban centres in the country risk losing out on real estate development owing to the introduction of illegal taxation regimes by outlawed gangs. Investors are complaining that apart from the taxes levied by the government, they are also being forced to pay 'tax' to gangs to secure their homes or businesses. Failure to remit this 'tax' results in threats and destruction of property.....Read More
Owning a home is the classic Kenyan dream, and the economic benefits of homeownership are immense, yet it is a luxury very few can afford. Reports show that Kenya faces an acute shortage of affordable housing and a low level of urban home ownership. The Vision 2030 document warns that this is set to worsen since majority of Kenyans are below 25 years and demand for houses will rise significantly as they start settling down.....Read More
Nairobi's up market property prices have increased by up to 25 per cent in less than two years, with companies reportedly making sales with relative ease. A year ago, a four bed room house on an acre of land next to Karen country club averaged at Sh40 million. Presently the same type of property goes for between Sh50 million and Sh65 million, according to a research by Business Daily. Property developers are the main force behind the rising prices, real estate experts say.....Read More
Since its birth in 1899, Nairobi has grown to become the largest city in East Africa, now home to more than three million people, and expected to reach five million by 2015. Its growth has seen the city's suburbs spread and new estates go up. But perhaps the biggest transformation has been the conversion of older, central Nairobi into bedsitter land, as new waves of young professionals have flocked to be close to Central Business District.....Read More
The boom in Kenya's upmarket residential property market may be over, but trendy apartments and houses are still sprouting up in Nairobi's affluent districts.The traditionally well off Northern suburbs, Gigiri and Runda, are "still growing", according to Steven Simiyu, an architect at U Design Architects, but the new hotspots for swanky apartments are in Kileleshwa and Kilimani. "They are close to town," is his simple explanation for their popularity.....Read More
Owning a home is the classic Kenyan dream, and the economic benefits of homeownership are immense, yet it remains a luxury very few can afford. In an effort to realise their dream, many Kenyans are turning to mortgage facilities offered by financial institutions. The latest in the market is being offered by Islamic financing institutions.....Read More
Jomo Kenyatta University of Agriculture is fuelling a construction boom in Juja town and its environs.The construction explosion is among myriad developments adjacent to the institution as investors erect storeyed hostels targeting students. As developers scramble to meet students housing demands the price of land has skyrocketed.....Read More
Property prices in Nairobi have risen by 100 per cent in four years from 2004, according to figures presented in Parliament by Housing Minister Soita Shitanda.The figures show the prices have grown by 30 to 50 per cent in other towns in the same period. Kenya's urban areas suffer an annual shortage of 150,000 houses a year and a 300,000 yearly shortage in rural areas, Shitanda said.....Read More
An announcement by City Hall calling on property owners to pay up land rates has rekindled a debate on hidden or additional costs that property buyers are exposed to. In an advertisement published in dailies last week — and in what is becoming an all too common affair with local authorities across the country —Nairobi Town Clerk Philip Kisia issued a one month ultimatum to land rate defaulters to pay up, risk prosecution or lose their properties.....Read more
Diaspora purchases are pushing up sales in the mortgage business as more and more individual retailers keep off the property market. "We have seen a significant uptake, driven largely by the more affluent buyers in the Diaspora, especially the UK and USA, who are unbundling their investments in these markets, to purchase apartment blocks here," Housing Finance MD Frank Ireri said while announcing the firm's half-year financial results.....Read More
Nairobi Stock Exchange (NSE) investors have every reason to smile when real estate is listed at the bourse.This follows reports that the Capital Markets Authority is at an advanced stage with plans to list the first real estate investment trust, popularly known as Reit in financial jargon.....Read More
Housing experts are scratching their heads to come up with ways to check haphazard construction. Citing the consequences of such poor planning, the experts say it is time the sector developed watertight regulations to guide construction of buildings to avert further disasters, many witnessed in the recent past.....Read More
The real estate sub-sector is one of the fastest growing areas of the local economy and a lot of investors are showing increasing interest. Mixed fortunes at the Nairobi Stock Exchange, once the first stop for anyone with a little money to spare, has prompted many investors to seek alternative investment options including property.....Read More
Multi-unit housing is increasing, not just in Kenya, where a significant proportion of new homes are apartments, but also in the United States. In the US, a shift is underway, with 40 per cent of Americans living in apartments now doing so out of choice, up from 32 per cent in 2000.....Read More
The construction sector recorded a growth of 8.3 per cent in 2008 compared to 6.9 per cent in 2007.The sector had the highest growth rate not only since 1998 but also the highest growth recorded across all sectors in the economy......Read More
Pension funds regulator has issued new regulations allowing contributors to use their savings to guarantee house loans, unlocking the security hitch that has barred millions of Kenyans from home ownership.....Read More
It is commonly acknowledged in Kenya that a person who doesn't own a home is rootless. Hence, the Kenyans' quest for plots, shambas and property ownership. Let's admit it, this craze is almost religious and an abyss in the minds of our society. It is appreciated that, over the years, the government has encouraged its citizenry to save earnings in all sorts of ways with the objective of owning property.....Read More
Historically, investors consider real estate a stable, almost stodgy, asset class. Illiquid property does not face the same volatility as stocks. So a drop in housing prices of only 14 per cent is considered a crash. In the past, housing crashes were extremely rare. However, analysts have been stunned by recent events in the United States....Read More
Millions of Kenyans will remain locked out of the home loans market despite the new regulation allowing pensioners to use savings to guarantee mortgages. The high cost of housing is likely to deter many from owning own homes, with banks blaming erratic interest.....Read More
The construction industry has defied the economic downturn as other key sectors of the economy such as manufacturing, agriculture and the services experience a slowdown in growth momentum.....Read More
The building and buying frenzy that has been the hallmark of the housing market for the last three years seems to have been built on quick sand as the economic crunch forces Kenyans to review their investment decisions......Read More
Housing Finance is to loosen its purse strings for commercial property developers as it pursues higher returns in the niche built on a steadily rising demand for office space in Kenya.....Read More
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Just found this new BYOB gem in Arlington. Mixure of Itailian and Mediterranean.
I had a cool escargo in mushroom caps in a great tomato sause.
then a greek salad (lots of Fetta)
Lamb Chops cooked medium rare
my wife had Tilapia cooked prefectly and more than see could eat.
Riva Mediterranean Grill
2819 W Park Row
Arlington,Texas 76013


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Album Rating: 4.0yeaaaaaa
Digging: Summoning - With Doom We Come
Album Rating: 3.0is this their best?
Album Rating: 3.0this is solid for the most part, but gets pretty zzzzzzzzzzzz at times
Album Rating: 3.0will check
Album Rating: 4.0I like every song on here really, though some may be due to nostalgia
i like surtur rising and versus the world best
Digging: Dyscarnate - With All Their Might
Album Rating: 4.0twilight of he thunder god is worth a listen too, title track is pretty amazing at least
their first one is too by the production is pretty bad.
Album Rating: 4.0best AA
Album Rating: 4.0band is consistently solid and fun. hegg has an epic growl.
Album Rating: 4.0yeah they don't really have any downright bad albums
best AA [2]
dedicated to Oden m/
Album Rating: 4.0 | Sound OffWtf skele why did you give this a 2? This isn't a good way to crank up your objectivity to 95%.
Album Rating: 4.0i used to jam this so hard in 09. if i had last.fm then i'd have a billion scrobbles of this. fuckin' love it
Album Rating: 5.0Cry of the Black Birds will always be their best song
Album Rating: 4.0same here key, 08/09 was an incredible time for me as it was when i got into X TREEM metal
Album Rating: 4.0there are at least 4 better songs on here
Album Rating: 4.0same demibro
Album Rating: 4.0Runes>
Album Rating: 5.0"there are at least 4 better songs on here"
Not to me. Which ones do you think are better?
Bands: A B C D E F G H I J K L M N O P Q R S T U V W X Y Z


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Little joy in appeal over aggregates levy
A VAT and Duties Tribunal has been faced with two points of legal interpretation concerning the aggregates levy. The case has provided the first test of the terms of a levy exemption for aggregate removed from a watercourse. The central dispute was over whether the lake in question was a "watercourse".
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In the 1990s, the La Costa Resort & Spa might have been in the pink on the outside, a salmon-colored palace, but it was dying from the inside out.
The PGA Tour was still visiting for yearly golf tournaments, but the resort was limping along on reputation, not resources. The old Hollywood hangout was Bette Davis in a Julia Roberts world.
That all changed with millions of dollars in investment in the last decade, raising La Costa back into the echelon of some of the great resorts in Southern California. All the while, the golf courses hardly changed, and they were, bluntly, worn out and sometimes water-logged.
When the tour left in 2006, La Costa fell off the elite golfing map, became irrelevant in the big picture.
Consider it fully back now.
Following the renovation of the North Course (now Champions) three years ago, the South Course (now Legends) has undergone its own sizable refurbishing that was completed last month. After playing the course last week, the opinion here is that Legends is now so clean, fun and playable that it belongs near the top of the list of high-end facilities in the region. (Green fees are $140-160 for San Diego residents.)
"We definitely want people in Southern California to think of us, and this puts us back in that realm," said James Hochrine, La Costa's director of golf. "La Costa was worn and it needed someone to love it. Now we've given it the love and attention it deserves."
The courses get their initial big test as a team next summer when La Costa hosts for the first time the California State Amateur Championship.
The Legends work was done by the same team that overhauled the Champions – architect Damian Pascuzzo and Champions Tour player Steve Pate.
The pair set out to make the Champions a more demanding and natural test. They pinched fairways, brought bunkers more into play, added water and gave the course a more rugged aesthetic. By all accounts, it's harder than it was before.
For Legends, the goal was simple: Strategy is good, fun is better. Fairways have been "ballooned" in the hitting zones to make them more forgiving; there are fewer bunkers and they're more shallow; the greens have gone from averaging a tiny 3,000 square feet to 5,000; there are runoff areas aplenty around the greens to provide myriad ways to get on.
"I like to describe the Champions Course as a chess match," Hochrine said. "The Legends is more like checkers."
That's not a knock; it just speaks to how different the two courses are, and more architects should be trying to go for what P&P did.
Pascuzzo and Pate most desired to give every golfer a chance off the tee on the Legends, with an emphasis on approach. To that end, the greens got larger, but they now run away from the player at times, so placement is of high importance.
By the way, the ball sits up so well on the paspalum fairways, it'll spoil you.
The criticism of the South often centered on the "condo canyon" holes from 2-5. They couldn't change the routing, but the narrow second (332 from the blues) is now better defined on the right to avoid the steep left slope; the fourth (366) has two levels of fairway to consider; and the downhill fifth (370) has been vastly improved with cross bunkers and a fairway moved significantly from the condos on the right.
The closing stretch from 15-18 remains one of the best around, though old-timers might be somewhat shocked by the changes at the par-5 17th. The centerpiece of "The Longest Mile" has been shortened to 483 from the blues, while the green is narrower, presenting a compelling risk-reward challenge.
"It's a third-act experience, and it has to be memorable," Pascuzzo said. "That last stretch of holes, you're loosened up, you know it's the finish. We want people coming off the golf course to have felt something – other than being angry."
It's truly hard to imagine anyone being less than thrilled with the experience.


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Title Deliver Us from Evil (2014) Full Movie Watch Online Releasing 2 July 2014 (USA) Generes Horror, Mystery, Thriller Director Scott Derrickson Stars Eric Bana, Edgar Ramírez, Olivia Munn Description…
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I'd like to speak about the City of Newark, the Newark Police Department, and the dramatic changes that have taken place during the past five years. We set out to change old perceptions about our city and our police department and create a new reality.
I would be remiss if I didn't take this opportunity to thank the Mayor of the City of Newark, the Honorable Sharpe James, for the support he has provided to a Police Director committed to change. Mayor James's unwavering support in the face of the controversies and opposition created by the concept and reality of change should serve as a model for other political leaders--as well as being the envy of any police leader embarking on the road of undertaking significant, sustainable change within an organization.
Finally, I would like to thank the men and women of the Newark Police Department who, through their blood, sweat, and tears at those times of the day and night when no one was watching, overcame old, negative perceptions about a great city by creating a new reality and a sense of anticipation and hope in a much safer city.
"A professional police officer must face the great paradox of humanity, accepting the fact that man will never find true justice on this earth because his fallibility makes him incapable of it, yet, because of the dignity of man, he must strive for it as though it were actually attainable." These words, taken from a book whose title I can't recall, have been very important to me over my 32-year career.
As a young police officer trying to learn about his profession, I read these words and wrote them down on a bookmark I used when studying for promotional exams. As a police officer, these words clarified the need to continue to strive and overcome the cynicism created by the harsh realities of police work. Later, as a leader, these words crystallized the idea that the individual officer and, in turn, a focused and committed police department could serve as one of the most important catalysts for positive change in a community.
The idea has special relevance in the City of Newark, a city which after the riots of 1967 was defined in terms of its crime rate. In most older, eastern urban areas, city governments were measured by the performance of the most visible arm of government--the police. Newark was no different. Hence, the idea that striving to attain could in fact make a difference and change how our city was defined was very evident to me throughout my career.
In recognition of the importance of the police in a city like Newark, and in recognition of the idea of continuing to strive in the face of seemingly insurmountable obstacles, the Newark Police Department instituted an organizational slogan to focus our efforts during the past five years. We believe that "the sin is not to fail...the sin is not to try" to make a difference. I would like to tell you our story.
In order to establish some historical perspective on the programs and strategies we have undertaken, it is important to reflect on issues confronting the Newark Police Department in 1995. Where were we?
In 1995, the Newark Police Department suffered from poor police response and the citizen dissatisfaction that comes from it. The problem was historic and systemic in that, for 30 years, the citizens complained about response time and the police--all of us--made excuses as to why we came late or not at all. Response time was measured in hours and days, not minutes and seconds. Police dispatchers when broadcasting assignments, particularly for property crimes like auto theft and burglary, would tell the officers the assignments "had a lot of dust on them," meaning the assignment was from the previous tour or day.
The department also failed to come when called: 28,000 times in 1995, the police did not respond to a confirmed service call. The issue was further exacerbated by patrol officers self-imposing standards on how long to hold assignments. For example, report assignments would take 45 minutes, accident reports at least 60 minutes, and assignments with vehicle tows or injuries would be held for several hours. The greatest criticism from citizens was, "The police do not care; they don't come when we call."
In 1995, our crime rate increased 8 percent while the rest of the country experienced reductions. Certainly in terms of crime, Newark was headed in the wrong direction. In 1989, after having 16,000 vehicles--about one for every 15 adults in our city--stolen, we were declared "the auto theft capital of the world." We had to live with that dubious distinction for a long time.
We had many other issues, and all of them combined led to a referendum by Newark's voters in the latter part of 1995 where they indicated overwhelmingly--two to one--that they had no confidence in their police department. They had no confidence we could deliver public safety services efficiently or effectively. That's where we were in 1995.
Climate Prior to Appointment
In 1996, prior to my appointment in July of that year, things had gotten worse. Upon being named Police Director, I faced significant political, media, and internal opposition.
There were a lot of people who didn't want to see things change in the Newark Police Department. In the confirmation vote before the City Council, I only received the bare minimum of five of the nine votes. There was substantial opposition within the organization. The organization had many fiefdoms, many cores of power, many people that had no interest in realizing significant change.
We had corruption probes. Every Thursday we used to watch the commanders and police officers walk over to the Federal Building for grand jury. My predecessor went to jail. We had officers, about 25 of them, who were still working while they were indicted or under arrest. We had less than 50 percent of our police officers out on patrol. Almost half of our officers were detectives.
Clearly, the department had lost its way. When I went to speak to the community after my confirmation, I asked for their input and support. I discussed our plans, and the reply in every neighborhood was, "We've heard it before; we want results!"
Where are we today? Today, we've experienced a 51 percent reduction in crime since 1995. We reduced violent crime by over 61 percent and non-violent crime by 46 percent during this time. We have adopted a new management philosophy which focuses on achieving results, not merely controlling activity. We have adopted new management practices that work toward those things. We have realized public confidence in the police department. We have realized public confidence in the City of Newark.
We are finally in the midst of the renaissance we've talked about for 20 years. That renaissance has been established in a number of ways.
- By the fact that we have the New Jersey
Performing Arts Center that is the symbol of the renaissance. Prior
to its construction, the fundamental questions were "Will it be
safe? Will people come?" Over 600,000 people have attended events
every year, without incident, since 1997.
- By the fact that we have a new baseball
stadium for our minor league baseball team, the Newark Bears.
- By the fact that significant redevelopment
is taking place: new homes, new office towers, booming real
- By the fact that we are declared as the
future home of the New Jersey Nets and the New Jersey Devils in a
new arena to be built in downtown Newark.
- By the fact that the 2000 census showed
that Newark is no longer losing population.
- By the fact that developers have begun to
build market-rate housing in Newark for the first time since World
War II.
- By the fact that Newark was named one of the Six Safer Cities in America for the year 2000 by the National Crime Prevention Council.
That's where we were; this is where we are now. And the question is: What was the difference, and how did we get there?
The issues confronting the police department and the city required immediate and dramatic action. For over one year, the department operated without effective leadership or a plan to address all the legitimate issues raised by every level of our community.
Upon being nominated for the position of Police Director on June 25, 1996, I gathered my staff together and set out to develop a plan of immediate action, as well as a plan to serve as the foundation for what I had promised myself: that if given the opportunity, I would significantly change the way we did business. The plan, which was designed to achieve announced goals within 100 days, was to be presented on July 2, seven days later. The 100-Day Plan, as it came to be known, was created in less than one week, but it had been in the making within my mind for 27 years.
The 100-Day Plan had inherent risks. It set timetables to attack the biggest, most unresolved issues facing the agency for 30 years--response time and the idea that the criminals controlled every street corner.
The risk of failure never entered our minds. Those words I had written down many years before echoed in my mind: Now was the time to strive to attain what appeared to be unattainable. We presented the plan on July 2. It created a sense of urgency; it created anxiety amongst those who were to implement it; it drove us to overcome old ideas of not accepting responsibility for crime and modifying criminal behavior.
In short, it was exactly what we needed.
The main ingredient of the 100-Day Plan was the Patrol Emphasis Program. The concept was simple and fundamental: Recognize that the men and women of the patrol force were our most important resource and empower the commanders to utilize them to suit their needs. Almost immediately, we placed 70 percent of the police department in uniform, on patrol. In one month, we placed an additional 150 officers into uniforms as well as 40 supervisors. We found people behind desks, in investigative assignments; we even found a few hiding in closets. With additional resources in the most important aspect of our business, we set out to attack our two long-standing issues: response time and street-level drug dealing.
Response Time: The Coin of the Realm.
As I indicated earlier, poor police response was rooted in our organizational culture. Upon becoming Police Director, we still had 200 to 300 assignments waiting to be answered in our assignment queue during the busiest periods.
To highlight the issue, I identified response time as the "coin of the realm." It would define how we were measured by the community and how we would measure ourselves. I was aware that there had been several studies regarding response time, particularly the Police Foundation report by a couple of old friends, George Kelling and Tony Pate; but although the report suggested that "Response time is not always a strong, direct determinant of citizen satisfaction," I believed this wasn't the case in Newark. In our city, poor response and the fact that we did not come at all 28,000 times a year were the first signs to the people that we didn't care.
The average citizen very seldom calls the police for service in their lifetime, usually only during a critical negative event in their lives. If the police come very late or not at all, they have no chance of making a difference, particularly a positive difference. Certainly, in the case of Newark, these signals had been sent out loud and clear for over 30 years.
We addressed response time in many ways.
- The Patrol Emphasis Program placed
adequate resources in a position to address the workload.
- A response matrix was devised to
identify the type and level of response for every call, to realize
cost-effective police service.
- We established and monitored response
time goals that differentiated between priorities for violent
and non-violent crime.
- We employed differential response
for specific requests for service.
- But most importantly, the department's leadership was held directly accountable for achieving those goals.
Some of our leaders believed that our goals were unrealistic and were too demanding. One commander, the head of Communications, advised me at a command meeting that our goals were "unrealistic." I replaced him at that meeting with someone who believed differently, and within 30 days we solved a problem that had existed for 30 years.
- In 1996, we averaged 116 minutes, almost
two hours, to respond to a robbery or burglary report; today, we
average 13 minutes.
- In 1996, we averaged 14 minutes for an
in-progress violent crime; today, we average 72 seconds.
- In 1996, we did not respond to 28,000 calls; today, and since 1997, we have zero unanswered calls.
The problem was resolved, the change was noticed almost immediately, and the tenor of community meetings changed dramatically. Even today we rarely, if ever, receive a citizen complaint about response time.
Quality of Life: "Drugs Drive Crime."
The other major problem confronting us was the quality of life in our city. In Newark, the community and the police understood that open-air drug sales fostered a climate of crime and disorder. How could you be safe if drug dealing was openly taking place on your corner?
Moreover, the police did not respond to or initiate the enforcement of prostitution, noise, panhandling, abandoned vehicle complaints, moving or parking violations, or a host of other quality-of-life issues. Citizens asked, "Why can't our police enforce the law like they do in the surrounding suburban towns?"
We addressed the issue in several ways.
- We established and identified these types
of complaints as Quality of Life codes in our Computer Aided
Dispatch system so we could now measure the level and location of
these complaints throughout our city.
- We established Quality of Life Task Forces
in each of the four police districts. One-third of the patrol force
was set aside in each command to initiate actions against these
- Commanders were held accountable and
measured by the elimination of complaints.
- We adopted a slogan, "Drugs Drives Crime," in recognition that drugs accounted for the vast majority of crimes in our city.
As a result of these actions, arrests increased from 24,000 per year to 34,000 per year; drug arrests constituted one-third of all our arrests; and most importantly, crime fell 14 percent by the end of 1996.
The 100-Day Plan had many other components, including:
- The development of a mission
- Amendments to the rules and regulations to
facilitate accountability by holding managers accountable
for the performance of their employees, not merely for their own
- The institution of integrity
policies; and
- The implementation of an assignment policy to focus upon opportunities for advancement and advantages for patrol-oriented officers.
These changes were announced at a town hall meeting for all police officers. We had over 800 police officers in a college auditorium, and for over two hours I told them, from my lips directly to their ears, what the community expected from them, what I expected from them, what was going to change, and how important they were in the whole equation because we believed that the police officer was and is the catalyst for positive change in our community.
Upon completion of the 100-Day Plan, we had established the foundation to begin the process of instituting significant, sustainable change within the organization. In early 1997, we began the process of converting our department into a high-performance, high-integrity organization.
- We needed to change the way we
traditionally conducted our business.
- We needed to challenge our officers to
"think outside the box."
- We needed to problem-solve, not merely
react to demands.
- We needed to manage toward results, not manage and report activity. In the past, much like other police departments, our managers looked at their statistics to tell them if they were doing well or not: Was overtime down or arrests up?
In order to realize high performance and integrity, we had to change the culture of the organization. Now, I'm not going to fool you by telling you that we managed to change the culture. This is a battle that we're still fighting: We're still trying to make them think outside that box. We're still trying to get them to think and deal with people outside of the agency to solve problems and, in effect, change the way we do business.
We have adopted the Comstat model as a management process to ensure we have coordination within the agency, to ensure we look for partners outside the agency, and problem-solve both crime and organizational problems. Currently, the Comstat process is used for a variety of organizational purposes. We have Internal Affairs Comstat, Personnel Comstat, and Department Comstat, which drills down into every performance measure to assess the state of individual commands.
Comstat: Holding Commanders Accountable
I'll tell you a little story on why we needed Comstat. At my first meeting as the new Police Director, I had all my bureau commanders, my three-star chiefs, come to the meeting. During this first command staff meeting, I asked a series of questions that confirmed change was necessary.
- The first question I asked was about crime
in our city. No one could offer any information about crime.
- Next, I asked about the clearance rates
for crime: Were we effective in solving crime? I was told they
would have to get back to me with the information.
- I questioned them about quality-of-life
issues and about how we could attack quality-of-life crime in our
city. No one had any suggestions.
- Last but not least, I asked who were the problem officers, the officers engaging in aberrant behavior and doing the kinds of things that didn't engender community support but actually eroded support for the agency. No one was prepared to discuss that either.
Something had to change. It was the culture: They represented that culture. So we employed the concept of accountability and Comstat to begin changing that culture.
One of the things we did was to reorganize the agency. You recall the deputy chiefs, the three-stars, who were not aware of the business of the police department? I would like to share a related story that signified the need for change. This is a story about "mailboxes."
A series of management retreats were held, and the question arose as to whether certain levels of the organization needed to continue to exist or not. My staff insisted that every level or position was needed. So I posed a question: "If I took that command or that officer and I eliminated him, his staff, his chauffeur, all the people that are in that office, how would it significantly change my life?"
What we started finding out is, there were a lot of command positions that were merely "mailboxes." The paperwork came up through them, and they stamped it and sent it on to us with no decisions being made, no opinion being rendered, and no risk being taken. It made it very clear to me that change had to happen. So we eliminated almost one entire level of management--and it didn't significantly change my life.
A New Vision For Management
We also took the opportunity to create a management team. We created the positions of Deputy Director for Professional Responsibility and Deputy Director for Information and Technology. We created a Special Assistant for Community Affairs. We brought in a civilian to head up crime analysis. We brought in civilians to help us with technology and management information services.
In effect, we tried to make the department responsive and make it reflect the dynamics of our environment. We wanted talent, diversity, and commitment throughout our organization. But most of all, we wanted people who operated as a team in concert with one another and with the philosophy we had adopted.
In terms of creating a high-integrity organization worthy of the support of its community, we found it necessary to take a stance very early on. On my very first day, we had a captain and a lieutenant who were indicted. The captain was a classmate of mine, a friend of 27 years.
Historically, the department did not suspend officers who were indicted, but kept them on the payroll. We had about 25 to 30 officers who fit that description: people who were under a cloud of suspicion. I felt very strongly that the policy should change. Nevertheless, I agonized over what to do. The department and the community were waiting.
I went home that night, and I thought about it, and I asked myself, "What would I do if I didn't know the individual and he wasn't a friend of mine?" And it became very clear: The interests of the city and the department came first. I suspended that officer because I had to set the tone for the rest of the agency. I had to set the tone that certain types of behavior could not be condoned whether or not it was a friend. My first decision as Police Director cost me a friend. I was right then, and I still believe I am right today.
Working Against Dishonesty
We instituted a professional Standards Unit. We adopted an Internal Affairs Comstat. We instituted Professional Standards. We engaged in integrity and compliance testing. And not only did we do all of those things, but we also developed remedial programs. What do you do with officers who have a lot of demeanor complaints? Do you discipline them? Or do you give them the opportunity to find a way not to be the subject of a demeanor complaint? We instituted programs such as Client Relations training and Verbal Judo. Through technology pioneered by the Police Foundation, we utilize the Risk Analysis Management System, or RAMS, to monitor complaints against officers and officer performance. Through these reforms, we are going to give every officer the opportunity to modify their behavior and attitudes.
I'll just tell you one story very quickly about why police leadership must address the negative aspects of the police culture if we are to truly engender the support of our community. We had a situation wherein a police sergeant led a group of officers who engaged in a vicious assault of a prisoner in one of our police districts. The "Blue Wall of Silence" went up: No one would talk.
We undertook a strategy of treating the officers who witnessed the incident, and who took no action or declined to cooperate, in the same manner as the officers who engaged in the beating. We suspended all nine officers. There was a lot of opposition to that decision, but our belief was and still is that the officers who were silent were perhaps more dangerous than the officer who actually engaged in the beating, if that is possible. The officers engaged in aberrant behavior would not engage in that conduct if they were not guaranteed the silence of the good and decent cop.
Clearly, a culture which protects individual officers engaged in misbehavior must be changed. The battle continues. We have to become an open department that is responsive and committed to the idea that we are going to enforce the law and do it lawfully with the support of our community.
During the struggle to institute a new organizational culture, it became apparent that the police department needed a vehicle to set out its strategic goals and objectives. In late 1998, therefore, the Newark Police Department introduced a Business Plan to communicate our announced objectives for a three-year period: 1999 through 2001.
The plan, which identified five major challenges facing our city and police department in the new millennium, was designed to set forth a series of interrelated plans--70 action plans in all--to build upon our past successes. Most importantly, the plan also communicated our organizational intentions in terms of exactly what we were trying to achieve, why it was necessary for us and our city, and who we needed to work with to accomplish our goals.
The Business Plan, which highlights the importance of communications and collaboration among criminal justice agencies and a broad range of groups that comprise the term "community," has been an excellent device to focus the operations of the department upon the needs and the vision of the City of Newark. The five challenges--or, as we now refer to them, opportunities for growth and change--that have helped us do this are as follows:
- Building Organizational
- Building Community Capacity via
- Accommodating the Demands of a
Changing Newark,
- Managing External Influences,
- Maintaining and Improving Public Safety Services.
Briefly, I would like to review several of these areas to highlight some of the plan's most important features as we manage our way into a new millennium.
The first challenge, Building Organizational Capacity, was identified in an effort to maximize our organizational assets by leveraging our investment in a high-performance, results-oriented management process. The two major aspects of building the capacity of the police in the future are the development of technology and the development of people within the organization.
In terms of technology, the Newark Police Department has made major investments in a new map-driven Computer Aided Dispatch System and computerized Records Management System designed to transmit timely and accurate information down to the level of execution--the patrol officer. We have developed a concept called Mobile Desk to provide every officer with a wide array of information and with the opportunity to make informed decisions in the field. In effect, the Mobile Desk will make every patrol vehicle an office on wheels.
However, in adopting a management process that provides information and mandates accountability, management must be prepared to address the flip side of the empowerment equation: We cannot empower a manager or officer to make decisions, or to problem-solve, unless we provide them with the skills and abilities to act on that power. We cannot expect our present managers or future leaders to "think outside the box" if we have not prepared--and, yes, even challenged them--to engage in creative management practices.
Toward this end, a Leadership Center was instituted within the framework of our In-Service training program for all junior and senior managers. The Center involves internal and external development courses with universities such as Rutgers, Penn State, and Harvard, the Police Executive Research Forum, and others. While still in its infancy, we believe it has great promise.
The second challenge, Building Community Capacity via Partnerships, was developed in recognition of the fact that the task of crime-fighting--and, more importantly, crime prevention--requires the involvement of the community as defined in its broadest terms. We sought to identify what community assets existed to leverage our efforts in taking crime reduction beyond 51 percent.
At the time of the plan, no relationships existed with our clergy, other criminal justice agencies, community-based organizations, or the corporate community. Some of the most noteworthy programs include the following:
- The Police-Clergy Alliance involves
the identification and utilization of the assets of the more than
380 churches within our city. The Alliance also includes the
Clergy-Citizen Academy, which has had over 180 graduates in the
past two years, as an important ingredient in bringing together the
moral and legal authority of the city--the clergy and police--in a
positive way.
- The Safe City Initiative is a comprehensive, collaborative program instituted after two years of planning by Rutgers University and George Kelling. As I have indicated before, no meaningful relationships existed with other criminal justice agencies at any level. Upon enlisting the assistance of Rutgers and George Kelling, we were able to establish an alliance of federal, state, and local law enforcement, the courts, probation, parole, our clergy, social services providers, and corporate partners to focus upon the most violent people in our community in an effort to reduce violence and victimization. The assistance of Rutgers allowed a group of agencies to come together for the first time and to minimize traditional "turf" battles and focus upon a common endeavor. While the initiative is new, it is an exciting development for our agency, and we believe it will serve as a template for the type of problem-solving approach that is needed by law enforcement in the future.
The third challenge, Accommodating the Demands of a Changing Newark, seeks to anticipate, not react to, the changing environment that is our city. In forecasting changes expected within our community, we can anticipate future demands upon the organization and its processes. We also can accommodate and facilitate the changes occurring within Newark in terms of redevelopment, housing, education, service demands, and culture.
Recently, in response to anticipated changes within our business district, the department instituted a new command, the Metro District. The new command, with needs that are different from those experienced in our neighborhoods, is designed to deal with the demands of people coming to Newark as a destination rather than leaving Newark to travel home after work.
The fourth challenge, Managing External Influences, is our effort to anticipate the demands which federal, state, and county policies might place on our ability to deliver police services. When the state passed Megan's Law, which required us to inform the community about sex offenders, we had a plan to notify Newark's population in place as soon as we needed it. When new domestic violence laws went on the books, we were ready then, too. We even look at the external influences in our own county; we're currently in the midst of trying to plan for a new Essex County correctional facility.
The final challenge, Maintaining and Improving Public Safety Services, is the capstone of our Business Plan. The action plans within this challenge focus upon improving service delivery and finding new ways to improve upon our ultimate aim--crime prevention.
Currently, the department has undertaken a pilot program to institutionalize community policing within our agency. This Geographic Accountability Program (GAP) is designed to bridge any gaps that may exist between the community and its police. While the department is already decentralized, the GAP focuses empowerment, accountability, and community "ownership" into smaller areas. Lieutenants and sergeants having "command" of their respective areas are charged with the responsibility of community interaction and problem-solving at that level. Services such as community affairs, quality-of-life enforcement, investigations, liaison with city agencies, liaison with probation and parole are arrayed together, within a smaller geographic area, by officers working the same shift under the command of a sector supervisor. The officers are expected to interact and identify community assets and partnerships within their area of responsibility.
The pilot project, modeled on programs observed in Baltimore and Washington, D.C., is scheduled to be expanded into a second district this year. The success of the program--which upon expansion will manifest true, institutionalized community policing--is linked to our efforts to change the organizational culture and our efforts to maximize information technology, and is contingent on our ability to train our people to problem-solve with their respective communities.
In looking back and reflecting upon what has taken place in our city, we can see that there have been several chapters in our unfolding story.
- The 100-Day Plan conveyed the need
to achieve immediate results and engender community support in a
climate of controversy. The most significant reflection underscores
the importance of police response and how an agency can transmit a
powerful signal to its citizens if it fails to respond to their
cries for help or, if they come so late, how they can render a
force for good powerless and virtually demoralize a police agency.
The 100-Day Plan signified the power of an organizational will to
achieve what was previously believed to be unattainable and
demonstrated that focused leadership always makes a
- Changing the Organizational Culture
represents the most challenging aspect of the new direction. The
process of creating a high-performance organization which embraces
integrity and community values and welcomes the active
participation of a wide range of collaborative partners continues
to represent our greatest internal struggle. The gains made in
effecting sustainable change in the way the police department does
its business have been made at a price: union strife, personal
attacks, and other problems. However, it is a price we would pay
again. So much has been gained and is expected to be gained from
creating a culture that views obstacles as opportunities.
- Managing Police Services for the Future is the most recent chapter in our story and demonstrates the importance of establishing a Business Plan that sets forth a series of interrelated, mutually dependent plans to build on past accomplishments and chart a course for future success.
In closing our story, it is important that we recognize that the new reality of a safer, more vibrant, and promising community was not solely the product of the efforts of the Newark Police Department. It has taken and shall continue to require the vision of a forward-thinking mayor and the energies and commitment of people in our neighborhoods, classrooms, and boardrooms to take advantage of an environment conducive to prosperity at every level of the community: an environment of safety created by a police force committed to modifying criminal behavior and supporting the activities of law-abiding citizens.
The future story of our new direction will be told in terms of the police as part of government, not apart from government, working together with other city agencies and community partners to deliver a commanding array of services and realize the promise of community-based government. In Newark, the paradox of humanity, in never finding true justice coupled with man's need to strive to attain it as though it were attainable, will continue because we in the Newark Police Department still believe that "the sin is not to fail...the sin is not to try."
Joseph J. Santiago is Police Director in Newark, New Jersey.


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The Genki Spark is a multi-generational, pan-Asian women's arts and advocacy organization that uses Japanese taiko drumming, personal stories, and creativity to build community, develop leadership, and advocate respect for all.
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Norman Conquest of 1066. The Hillay family lived near or on a hill. Hillay, which was extremely popular and widely distributed in England, is a classic example of an English polygenetic surname, which is a surname that was developed in a number of different locations and adopted by various families independently. The name was originally derived from the Old English hyll, which simply meant hill or dweller by the hill. [1]CITATION[CLOSE]
Reaney, P.H and R.M. Wilson, A Dictionary of English Surnames. London: Routledge, 1991. Print. (ISBN 0-415-05737-X)
Hillay Early Origins
Worcestershire, where one line is descended from the De Montes of Castlemorton in Worcestershire. The manor of Hillend in Castlemorton, Worcester was likely built on land held by Odo de Monte, or Hill, in 1238-9. Richard Hill of Castlemorton is mentioned in 1383 and John Hill of Castlemorton in 1408-9. John Hill died about 1623 holding a "messuage" at Hillend, which then passed to his son Thomas. Other early records of the name include Gilbert del Hill, listed in the Pipe Rolls for Norfolk in 1191; William "attehil" (literally at the hill,) listed in 1260 in the Assize Rolls of Cornwall, and Simon Hille listed in the Rotuli Hundredorum for Worcestershire of 1273. [1]CITATION[CLOSE]
Reaney, P.H and R.M. Wilson, A Dictionary of English Surnames. London: Routledge, 1991. Print. (ISBN 0-415-05737-X)
Scotland was another ancient homeland for the family. In this case, the first record was William de la Hyll, son of Waldeve son of Aldewyn, who resigned lands in Mydilham in 1271. William o' the Hill rendered homage to King Edward I of England in 1296 and in 1321 William de le Hille was received to the king of England's peace. " It was Richard de Hulle (Hill), 'a varlette of Scotland,' who 'stikked and killed' Catarine Mortimer, 'a damoisel of London,' one of the inmates of the harem of David II in 1360." [2]CITATION[CLOSE]
Hillay Spelling Variations
Hillay Spelling Variations
Anglo-Norman names tend to be marked by an enormous number of spelling variations. This is largely due to the fact that Old and Middle English lacked any spelling rules when Norman French was introduced in the 11th century. The languages of the English courts at that time were French and Latin. These various languages mixed quite freely in the evolving social milieu. The final element of this mix is that medieval scribes spelled words according to their sounds rather than any definite rules, so a name was often spelled in as many different ways as the number of documents it appeared in. The name was spelled Hill, Hille, Hyll, Hills and others.
Hillay Early History
Hillay Early History
This web page shows only a small excerpt of our Hillay research. Another 277 words (20 lines of text) covering the years 1484, 1484, 1549, 1601, 1602, 1271, 1597, 1727, 1589, 1657, 1628, 1629, 1605, 1667, 1672, 1699, 1692, 1695, 1694, 1734, 1735, 1685, 1750, 1736, 1749, 1711, 1663, 1797 and are included under the topic Early Hillay History in all our PDF Extended History products and printed products wherever possible.
Hillay Early Notables (pre 1700)
Hillay Early Notables (pre 1700)
Distinguished members of the family include John Hill (1589-1657), an English merchant and politician, Member of Parliament for Dorchester (1628-1629); Roger Hill (1605-1667), of Poundsford, Somerset, an English judge and Member of Parliament; Michael Hill (1672-1699), an English politician, Member of Parliament for Saltash (1692-1695), appointed to the Privy Council of...
Another 77 words (6 lines of text) are included under the topic Early Hillay Notables in all our PDF Extended History products and printed products wherever possible.
Hillay In Ireland
Hillay In Ireland
Some of the Hillay family moved to Ireland, but this topic is not covered in this excerpt. Another 149 words (11 lines of text) about their life in Ireland is included in all our PDF Extended History products and printed products wherever possible.
The Great Migration
The Great Migration
Because of the political and religious discontent in England, families began to migrate abroad in enormous numbers. Faced with persecution and starvation at home, the open frontiers and generally less oppressive social environment of the New World seemed tantalizing indeed to many English people. The trip was difficult, and not all made it unscathed, but many of those who did get to Canada and the United States made important contributions to the young nations in which they settled. Some of the first North American settlers with Hillay name or one of its variants: Edward Hill, who settled in Virginia in 1623; Joan Hill, who immigrated to St. Christopher in 1635; Henry Hill, who came to Bermuda in 1635; John Hill, who settled in Barbados in 1654.
The motto was originally a war cry or slogan. Mottoes first began to be shown with arms in the 14th and 15th centuries, but were not in general use until the 17th century. Thus the oldest coats of arms generally do not include a motto. Mottoes seldom form part of the grant of arms: Under most heraldic authorities, a motto is an optional component of the coat of arms, and can be added to or changed at will; many families have chosen not to display a motto.
Motto: Avancez
Motto Translation: Advance.
Hillay Family Crest Products
Hillay Family Crest Products
See Also
See Also
Other References
The Hillay Family Crest was acquired from the Houseofnames.com archives. The Hillay Family Crest was drawn according to heraldic standards based on published blazons. We generally include the oldest published family crest once associated with each surname.
This page was last modified on 29 June 2016 at 14:39.
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Written by a preeminent historian of the British Army, this is the definitive history of the British Army in the Second World War: its campaigns and battles, defeats and victories, across all theatres of operations from the outbreak of war with Germany in 1939 to the final defeat of Japan in 1945.
Here the listener will find grand strategy at the highest level, but also the reality of command in the field and the experience of combat for the infantry, gunners and the tankers as the British Army fought its way through the war. But above all this is a full, authoritative and vividly written account of the British Army in the Second World War as it came to grips with, and in the end triumphed over, its enemies in the field.
Born the son of Brigadier The Honourable William Fraser (1890-1964) DSO MC, who had been the military attaché in Paris when the Second World War began, David Fraser was educated at Eton College and Christ Church College, Oxford. He left school to enlist at earliest opportunity after the Second World War begun, and joined his father's regiment, the Grenadier Guards, in 1940, serving for much of the War with the Guards Armoured Division, later in northwest Europe, ending the war in the rank of major. He was appointed general officer commanding 4th division in 1969, assistant chief of defence staff (policy) in 1971, and vice chief of the imperial general staff in 1973. He went on to be British military representative to NATO in 1975, and commandant of the royal college of defence studies in 1977 before retiring in 1980.
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Magnificent, I say again, magnificent.
It is had to do justice to this book in a short paragraph but I will try. It's a soldier's history, written by an author who understood to well the machinations often associated with battles. And you can see in your head the map changing and the divisions moving about to meet the luck of battle. You get to see the picture from the Army Corp all the way down, dancing so seamlessly between the memoir's of a corporal to the logistical issues facing a Brigadier and yet always kept in the picture. One of the best works of British task to arms I have ever read. I cannot paradise this book highly enough. It would seem there is a new player on the block for popular military history and he is exceptional.I have just started 'Alan Brooke' and am not being disappointed.
- Joseph


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Here's How Your President Thinks of Thanksgiving
It's just another chance to talk up his almighty greatness.
Make sure everyone who sits down with you for #Thanksgivukkah dinner is covered. #GetTalking pic.twitter.com/EWZ3qUpEI1— Barack Obama (@BarackObama) November 27, 2013
I know what you're thinking. Yes, it's real.
Can't he just leave people alone for one day?


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Print Collection
World Map World Map, Executive World Map, Bright World Map, Spanish World Pacific Map World Pacific Map, Executive Hemispheres Map World Geophysical World Satellite 1922 World Map 1935 World Map 1943 World Map 1975 World Map 1994 World Map 1493 Chronicon Nurembergense 1508 Ruysch Map 1752 Fonte Map Discovery Eastern Hemisphere Discovery Western Hemisphere Earth at Night Endangered Earth Dynamic Earth Fractured Earth Geophysical Earth Earth in Flux World Explorers World of NGS World of Animals World of PlacesAFRICA
Africa Map Africa Map, Executive 1909 Africa Map 1922 Africa Map 1935 Africa Map Ethnolinguistic Africa African Heritage Nile Countries Map Nile Valley NorthARCTIC & ANTARCTICA ASIA & THE MIDDLE EAST
Asia Map 1933 Asia Map 1942 Asia Map 1991 China Map 1980 People of China Map 1912 China & Its Territories India Map 1946 India & Burma Map Eastern Mediterranean 1991 Middle East Iraq & Middle East Faith & Conflict 1938 Bible Lands 1946 Bible Lands 1967 Bible Lands 1989 Holy Land 1989 Jerusalem Old City Jerusalem Mount Everest 3-D Himalaya Topography Map Sagarmatha National Park Map 1997 South Asia 1965 Vietnam Map 1967 Vietnam MapAUSTRALIA & THE PACIFIC
Australia Map Australia Map, Executive 1989 Asia Pacific Indonesia Map 1945 Philippines 1986 Philippines Pacific Theater of War MapEUROPE
Europe Map Europe Map, Executive 1915 Europe Map 1921 Europe Map 1977 Europe Map 1949 British Isles 1958 British Isles 1979 British Isles Medieval England Shakespeare's Britain Celtic Europe Map 1914 Balkan States 1939 Central Europe Map 1940 Classical Mediterranean 1949 Classical Mediterranean 1961 Italy Map 1995 Italy Map Italy Historical Map Italy Travelers Map 1958 Greece & the Aegean Map 1918 European Races Map 1918 Western Theater of War 1942 Europe Theater of War 1938-39 Germany & Its Approaches 1958 Poland & CzechoslovokiaNORTH & SOUTH AMERICA
The Americas South America 1921 South America Map 1924 North America Map 1913 Central America Map 1922 Caribbean Countries Map West Indies West Indies Tourist North American Indian Cultures North American Indian Reference Land of the Feathered Serpent Ancient Mesoamerica Mesoamericans Bird Migration in the Americas North American DinosaursUNITED STATES
U.S. Map U.S. Map, Executive U.S. Map, Bright U.S. Geophysical U.S. Explorers U.S. Historical U.S. Territorial Growth 1961 Civil War Battlefields Map 2005 Civil War Battles Map Pearl Harbor 3-D Pearl Harbor Commemorative Ghost Fleet of the Outer Banks Natural States of America Map U.S. Open Spaces at Risk Map Colorado River Basin, Side 1 Colorado River Basin, Side 2 Heart of the Grand Canyon Map Living on the Edge 1959 Northeastern U.S. Map 1978 Northeatern U.S. Map 1987 Great Lakes States Map Alaska Map 1918 Alaska Map California Map 1974 California & Nevada Map 1930 Florida Map 1960 Hawaii Map New Hampshire's White Mountains 1990 ManhattanTHE OCEANS
Arctic Ocean Floor Atlantic Ocean Floor 1968 Atlantic Ocean Floor Indian Ocean Floor Pacific Ocean Floor 1969 Pacific Ocean Floor Pinnipeds of the World Whales of the WorldSPACE
1960 Hawaii Map
The Hawaii map of July 1960 was published less than a year after the group of islands and reefs became the 50th state in the Union. This map shows the whole state as well as a detailed map of the principal islands. Ocean bathymetry, reefs and currents complete the picture of this exotic island region.


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And While We Were Here script
And While We Were Here script pdf
Release Date: September 13, 2013 (limited)
Studio: Well Go USA
Director: Kat Coiro
Screenwriter And While We Were Here screenplay pdf: Kat Coiro
Starring: Kate Bosworth, Iddo Goldber, Jamie Blackley, Claire Bloom
Genre: Drama, Romance
MPAA Rating: R (for some sexual content, language and brief drug use)
Official Website: AndWhileWeWereHereMovie.com
Review: Not Available
DVD Review: Not Available
DVD: DVD | Blu-ray Disc
Movie Poster: View here
Production Stills: View here
Plot Summary And While We Were Here script pdf: Set against the picturesque backdrop of the Island of Ischia, off the Amalfi Coast, "While We Were Here" follows a young American writer named Jane (Kate Bosworth) who finds herself at a personal and professional crossroads when she accompanies her husband Leonard (Iddo Goldberg) on a business trip. While escaping the mundanity of her comfortable marriage by delving deeper into adapting her grandmother's WWII stories (narrated by Claire Bloom) into a memoir she stumbles into a romantic affair with a younger man (Jamie Blackley) who complicates her life even further.
and while we were here script


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