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We have developed a guide for planning for the last days of life in response to requests from patients and their families to have a cohesive guide covering choices for end of life care.
We find that there is no ideal point in a person's illness to raise this, and this is very much dependent on the individual patient.
Raising the subject of advance care planning does involve considerable skill on behalf of the healthcare professional and is ideally done where a relationship of trust has been developed with the patient.
Often the process is done in a number of stages, and leaving a booklet in the house for the patient and family to look at in their own time may be appropriate. Patients and their families should not be pressurised into doing advance care planning, but equally, we believe that patients should be given an opportunity to plan for their future, thus retaining some degree of control over their lives.
We have also developed a document to facilitate decision-making for care of patients lacking capacity. The document aims to bring together relevant carers, family and healthcare professionals to share information which can help with making a 'best interests' decision.
This can be extremely useful if a crisis arises to help direct the most appropriate management. If you're interested in having a copy of this guide, please get in touch or click here to download.


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Celebrate Mistakes (redux)
love the band Number One Gun. I remember several years ago when I first heard them and immediately went and got their CD Celebrate Mistakes. In the title track, there's a lyric that states "
Could it be so bad (to follow all these dreams) I have (and use them for Your glory).
I remember having conversations with my good friend and fellow #1G fan, Matt Evans, about this very line on a ride home from school one night. We talked about taking your passions and using that to glorify God. As I sit here in my office and listen to that line is sparks a desire to make my passions count. I think God is much more pleased in us when glorify Him, when he is a priority seen in our lives, via who we really are. Far too many times in the church, we feel that we have to fit a mold that others have made. I have heard "he may be the next Billy Graham" from many pastors and others (not about myself mind you, but I've heard that used in descriptions of others). Billy Graham is a great man of God who's influence on America for the sake of the gospel may never be duplicated; however, I don't think God wants anyone else to be "the next Billy Graham." God wants me to be a man who follows after Him completely and uses my passions for His glory.
I guess the point in all my ramblings is to say, just be yourself. I will just be myself. If not, then we are failing in keeping His commands – "And whatever you do, in word or deed, do everything in the name of the Lord Jesus, giving thanks to God the Father through Him."- Col. 3:17

subset: commoncrawl


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Email showing up as .EML attachment
Email is being journaled by customer server and sent to the archive. However the email is showing up in the archive as a .EML attachment.
Email shows up in the inbox with From, To, Subject, Date fields in place. However the body of the email is showing up with following fields:
The original email itself is stored as that attachment in the email.
Exchange Server 2007
Possible Causes:
1. Customer account is not configured correctly on LiveOffice side. Customer is configured to use Exchange 2003 which has a different journaling format and so emails are not being properly added to the archive.
Comments are closed.


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Easy Fruit Parfait Recipe
Serves 4
Prep time: 20 minutes
Difficulty: Easy
Cost: $
1 cup mascarpone cheese
1 cup non-fat plain Greek yogurt
3 tablespoons honey
1/2 cup berries, mashed*
2 teaspoons vanilla extract
1/2 cup chilled fresh berries (blueberries, raspberries or strawberries)
1 cup granola
*Tip: Any of your favorite berries will do. Mashing them simply helps fill the gaps left by the whole pieces of fruit you'll add later.
- In a medium mixing bowl, combine mascarpone, yogurt, honey and vanilla extract. Mix until smooth
- Evenly distribute mixture into the bottom of 4 glass bowls, jars or ramekins
- Layer mashed fruits, whole fruits and granola in between layers of yogurt mixture
- Top with remaining fruits and granola
- Serve immediately or keep refrigerated for up to a week as a quick snack or lunch you can grab on the way out the door
Tip: Looking to satisfy your sweet tooth? Switch out the fruit for chocolate chips! Or just add some chocolate chips with the fruit for a mix-and-match treat.


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Club sessions – Saturday
At 2pm we have a general open session for members and visitors. The club is usually open until around 3:30 pm. Please come for 2 pm as late arrivals may not be able to get on the water if we are already busy or the sessions have already started. The range of club equipment is wide but there is only so much to go round! This is a chance for all to get on the water and paddle the different types of canoe we have at the club.
What to wear
You may get wet so wear old clothes including trainers. Don't wear jeans – they aren't great when wet. If it is cold or wet, a light waterproof jacket and a hat is a good idea. Don't use heavy jackets for paddling as they would make it hard to swim if you did fall in. Bring a towel, a bag and a change of clothes so you can go home warm and dry. You will get damp!
What we provide
We have a full range of canoes, kayaks and paddles for you to use that suit most sizes, ages and abilities. We will give you a buoyancy aid and (provided you have done the capsize drill) a spraydeck. There are a limited number of jackets if the weather is cold and wet. If it is very cold there are some basic paddle mitts to keep your hands warm.
There are male and female changing rooms, with fan heaters for the colder months and hot water is available to freshen up afterwards.
Lockers are provided to put your valuables and non-waterproof things such as car keys and phones in. Please don't leave valuables lying around or in kit bags.
Tea and coffee making facilities are also available. There is a good supply of tea and coffee, just bring sugar (always running out) and milk.
Outside the club, there is on street parking for up to two hours during the day, with no return in four hours. There is a small car park opposite the club entrance that can only be used at weekends, space permitting. Why not cycle down?
What to expect
Visitors are asked to sign in on a sheet, provide a name, address and contact number and also to let us know if you have any medical conditions that we need to be aware of.
You must be able to swim at least 10m. There is no minimum age but younger paddlers may get on better with an adult to start with. Conditions such as air temperature and wind strength and what you are wearing, may dictate whether it is suitable for you to paddle.
Are we here all year round?
Yes, but check the calendar for the latest news. Occasionally the canal does freeze but then we have an opportunity to tidy up the club and do some maintenance or use the indoor equipment.
Training for awards
Check the calendar for dates – On some Saturdays at 12pm there are training sessions for those members who want to gain their British Canoe Union 1 and 2 Star awards and those younger paddlers who want to complete the Paddle Power challenge. These sessions usually run in the summer months and paddlers need to book first to ensure a session. Club coaches are recognised by the national governing body, the British Canoe Union and they can train and assess you over the introductory awards.
Club sessions – Weekday
On Monday and Wednesday club members meet at 5.30 pm for a paddling session of around one hour on the water. This is coach led, speed and endurance training, in the faster and longer touring and racing kayaks. There are stable boats to start you off and build your confidence and technique. This is a good general exercise session. Some of our paddlers also compete in regional competitions.
Indoor Training
The club has a small amount of loose weights and a bench press which can be used by adults and those over 16 under supervision. We have a paddling machine which replicates the paddling technique and a rowing machine. There is also a static bike.
Club Trips
We try to organise paddle trips to local rivers such as the Avon at Warwick and Stratford. These usually take place on a Sunday. Members will be invited depending on the likely conditions.
If you have a group of 5 or more that want to paddle then get in touch by email and see if we can arrange a session at a time to suit you. We usually can fit in a session after work when it is lighter at night, from May to September.
Other things
The club is run by volunteers and the committee have a set of rules that visitors and members must follow.
Gift Vouchers
Why not buy some Mercia Canoe Club canoeing lessons as a different present for birthdays, Christmas or Anniversaries. Simply get in touch by email and let us know how many sessions in the pool or at the club are needed. We will ask you to make payment by bank transfer and email you the voucher.


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The strength of social media for business is the ability to enable a two-way communication with your prospects and clients. Unlike a website, which is mainly for pushing information outwards, social media allows for an seamless response and conversation. This is powerful when you actually... listen.
Have you ever visited a Business Facebook page that either did not allow for others to post, or you read their posts and see that people have made commented with no response from the business? In our view, this creates a credibility gap with this business. They created a Facebook page and pushed out content, and did not take the time to see how people reacted or responded. Overwhelmed? Uncaring? Perhaps just inexperienced with how social media really works.
Think of a conversation you have with a friend or at a networking event. Do you actively listen and then provide a thoughtful response? Successful social media is active listening and responding,in a thoughtful manner.. The ideal scenario is that someone posts a question about your product, and you provide a response quickly. Others read the question and your response, perhaps creating multiple new customers. Or you share a way your product was recently used by a customer, and others share their own story. You can't buy this kind of positive publicity!
At times someone might have a complaint and it is equally important to respond and do your best to resolve the issue in a timely manner. Others are watching for your response. It is our belief that when someone takes the time to complain, they sincerely want your help in resolving the concern. When you aren't listening, others will see a complaint was made and no one responded. That doubles down on the damage. However, when others see you responded in a positive voice, in a timely manner, it can enhance your reputation. This is your opportunity to turn this person into an evangelist for your business.
Our #Social4Success advice is simple. Take the time to monitor your social media, read the comments people took the time to write and respond in a positive voice. Even when someone writes that they recently tried your product and are pleased - respond with a simple thank you. They know you heard them. Admit it, we all like when people hear us.
Have you had a situation where someone did not listen to your social media posted concern or question? Did you ever have someone voice a complaint, and you turned them into an evangelist? Share your story, because we are listening.
Read more about social listening in this article, "5 Ways Social Listening can Revitalize your Brand".
Leave a Reply.
The Amp Your Voice Team
Our experienced team works with local businesses to build their social media presence and rise further to the top of their market. We'd love to meet with you in person! Contact us.
April 2016


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530 HEAVY DUTY chain conversion for Harley Davidson / Buell 92 - 02 . There are "O" ring chain optons by request.
- Trans sprocket for STD or a 6mm offset for a wider tire use & a FLAT rear sprocket. Supplied with a 120 Link Heavy Duty chain ( or refunded if "O" ring option added ) Ideal starter content to convert to chain drive.. for more details go.. More information
- £124.37


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Category Archives: Management
Management, Leadership, Continuous Improvement, and DevOps
There is a management aphorism that "If you can't measure it, you can't manage it." That gets attributed to Peter Drucker, though it is not actually what he said. What he said was "If you can't measure it, you can't IMPROVE it". That's an important difference as we talk about bringing DevOps and its related practices and disciplines to enterprises.
If you think about it, measuring with an intent to improve something is a much more challenging statement. Management of something is usually about keeping it within known parameters – maintaining a certain status quo. That is not to imply that Management is not valuable – it is absolutely crucial in maintaining a level of rigor to what is going on. But Improvement deliberately pressures the status quo to redefine the status quo at a new point. In fact, redefining a status quo to a better state sounds an awful lot like what we talk about in the DevOps movement.
Improvement always sounds very cool, but there is also an icky truth about Improvement – it is a relative thing. There are no easy answers for questions like:
- 'What point are we improving to?'
- 'How do we know when we have improved enough for a while in one area?'
- 'What is the acceptable rate of progress toward the improved state?'
- and so on…
Those must be answered carefully and the answers must be related to each other. Answering those questions requires something different from Management. It requires Leadership to provide a vision. That brings us to another famous Drucker quote: "Management is doing things right; leadership is doing the right things."
That quote is a sharp observation, but it does not really judge one as 'better' than the other. Leadership is exciting and tends to be much more inspirational at the human level. It therefore usually gets more attention in transitional efforts. However, without the balance of Management, Leadership may not be a sustainable thing in a business situation.
In terms of DevOps and the discipline of Continuous Improvement, the balance of these two things can be articulated with relative clarity. Leadership provides the answers for the hard questions. Management provides the rigor and discipline to maintain steady progress toward the new status quo defined by those answers. Put more simply, Leadership sets forth the goals and Management makes sure we get to those goals.
There is a certain bias in DevOps where we value Leadership – the desire to set and pursue improvement of our daily tech grind. Maybe that is because DevOps is an emergent area that requires a certain fortitude and focus on the doing the right things to get it started. And Leadership is certainly good for that. However, I also work with organizations where the well-intended, but unfocused, efforts of leadership-minded people lead to chaos. And those DevOps 'transformations' tend to flounder and even make things worse for the people involved. Which is not very DevOps at all.
I have seen enough of these that I have been spending time lately trying to organize my thoughts on the balance point. In the meantime, a piece of advice when you want to pursue a great idea / innovation – figure out how you want to answer the hard questions so you can make them stick in your organization and truly reap the benefit of that idea. Then, you can get on to the next one, and the next one, and the next one – to achieve the steady improvement of your status quo that is near the heart of DevOps culture.
This article is also on LinkedIn here: https://www.linkedin.com/pulse/management-leadership-continuous-improvement-devops-dan-zentgraf
Predictability is Predictably Hard
In order to successfully automate something, the pieces being automated have to be 'predictable'. I use 'predictable' here – rather than 'consistent' – deliberately. A 'predictable' environment means you can anticipate its state and configuration. 'Consistent' gets misconstrued as 'unchanging', which is the opposite of what Agile software delivery is trying to achieve.
Consider deploying a fresh build of an application into a test environment. If you cannot predict what the build being deployed looks like and how the environment will be set up, why would you expect to reliably be able to get that build working in that environment in a predictable window of time? And yet, that is exactly what so many teams do.
The proposed solution is usually to automate the deployment. That, however, leads to its own problems if you do not address the predictability of the underlying stuff being automated. I talk to teams with stories about how they abandoned automation because it 'slowed things down' or 'just did not work'. That leads teams to say, and in some cases believe, that their applications are 'too complex to deploy automatically'.
At the heart of achieving predictability of the code packages and environments is the fact that they are different teams. Somehow it is harder to collaborate with the developers or operations team than it is to spend months attempting to build a mountain of hard to maintain deployment code. A mountain of code that stands a good chance of being abandoned, by the way. That represents months of wasted time, effort, and life because people working on the same application do not collaborate or cooperate.
And we get another example of why so many DevOps conversations become about culture rather than technology… Which really sucks, because that example is at the expense of a fair bit of pain from the real people on those teams.
The lesson here is that there is no skipping the hard work of establishing predictability in the packaging of the code and environments before charging into automating deployments. We are in an era now where really good packaging and configuration management tools are very mature.
And the next generation of tools that unifies the code and environment changes into immutable, deployable, and promotable artifacts is coming fast. But even with the all of these awesome tools, cross-disciplinary experts will have to come together to contribute to the creation of predictable versions of those artifacts.
The 'C' in CAMS stands for "Collaboration". There are no shortcuts.
This article is also on LinkedIn here: https://www.linkedin.com/pulse/predictability-predictably-hard-dan-zentgraf/
Your Deployment Doc Might Not be Useful for DevOps
One of the most common mistakes I see people making with automation is the assumption that they can simply wrap scripts around what they are doing today and be 'automated'. The assumption is based around some phenomenally detailed runbook or 'deployment document' that has every command that must be executed. In 'perfect' sequence. And usually in a nice bold font. It was what they used for their last quarterly release – you know, the one two months ago? It is also serving as the template for their next quarterly release…
It's not that these documents are bad or not useful. They are actually great guideposts and starting points for deriving a good automated solution to releasing software in their environment. However, you have to remember that these are the same documents that are used to guide late night, all hands, 'war room' deployments. The idea that their documented procedures are repeatablly automate-able is suspect, at best, based on that observation alone.
Deployment documents break down as an automate-able template for a number of reasons. First, there are almost always some number of undocumented assumptions about the state of the environment before a release starts. Second, using the last one does not account for procedural, parameter, or other changes between the prior and the upcomming releases. Third, the processes usually unconsciously rely on interpretation or tribal knowledge on the part of the person executing the steps. Finally, there is the problem that steps that make sense in a sequential, manual process will not take advantage of the intrinsic benefits of automation, such as parallel execution, elimination of data entry tasks, and so on.
The solution is to never set the expectation – particularly to those with organizational power – that the document is only a starting point. Build the automation iteratively and schedule multiple iterations at the start of the effort. This can be a great way to introduce Agile practices into the traditionally waterfall approaches used in operations-centric environments. This approach allows for the effort that will be required to fill in gaps in the document's approach, negotiate standard packaging and tracking of deploy-able artifacts, add environment 'config drift' checks, or any of the other common 'pitfall' items that require more structure in an automated context.
This article is also on LinkedIn here: https://www.linkedin.com/pulse/your-deployment-doc-might-useful-devops-dan-zentgraf
Automation and the Definition of Done
"Done" is one of the more powerful concepts in human endeavor. Knowing that something is "done" enables us to move on to the next endeavor, allows us to claim compensation, and sends a signal to others that they can begin working with whatever we have produced. However, assessing done can be contentious – particularly where the criteria are undefined. This is why the 'definition of done' is a major topic in software delivery. Software development has a creative component that can lead to confusion and even conflict. It is not a trivial matter.
Automation in the software delivery process forces the team to create a clear set of completion criteria early in the effort, thus reducing uncertainty around when things are 'done' as well as what happens next. Though they at first appear to be opposites, with done defining a stopping point and automation being much more about motion, the link between 'done' and automation is synergistic. Being good at one makes the team better at the other and vice-versa. Being good at both accelerates and improves the team's overall capability to deliver software.
A more obvious example of the power of "done" appears in the Agile community. For example, Agile teams often have a doctrine of 'test driven development' where developers should write the tests first. Further examples include the procedural concepts for completing the User Stories in each iteration, or sprint, so that the team can clearly assess completion in the retrospective. Independent of these examples, validation-centric scenarios are an obvious area where automation can help underpin "done". In the 'test-driven development' example, test suites that run at various points provide unambiguous feedback over whether more work is required. Those test suites become part of the Continuous Integration (CI) job so that every time a developer commits new code. If those pass, then the build automatically deploys into the integration environment for further evaluation.
Looking a bit deeper at the simple process of automatically testing CI builds reveals how automation forces a more mature understanding of "done". Framed another way, the fact that the team has decided to have that automated assessment means that they have implicitly agreed to a set of specific criteria for assessing their 'done-ness'. That is a major step for any group and evidence of significant maturation of the overall team.
That step of maturation is crucial, as it enables better flows across the entire lifecycle. For example, understanding how to map 'done-ness' into automated assessment is what enables advanced delivery methodologies such as Continuous Delivery. Realistically, any self-service process, whether triggered deliberately by a button push or autonomously by an event, such as delivering code, cannot exist without a clear, easily communicated, understanding of when that process is complete and how successful it was. No one would trust the automation were it otherwise.
There is an intrinsic link between "Done" and automation. They are mutual enablers. Done is made clearer, easier and faster by automation. Automation, in turn, forces a clear definition of what it means to be complete, or 'done'. The better the software delivery team is at one, the stronger that team is at the other.
This article is also on LinkedIn here: https://www.linkedin.com/pulse/automation-definition-done-dan-zentgraf
Lean Software Development and Automation
Over the past decade or more, the interest in Agile and Lean topics has grown substantially as businesses have come to see software as a key part of their brand, their customer experience, and their competitive advantage. Understanding the principles at a basic level is relatively straightforward – a testament to how well they are articulated and thought out – however, executing on them can be difficult. One of the key tools in successfully executing around the vision of Lean is exploiting the power of automation. A frequent source of confusion is that automation itself is not a goal – rather, it is a very powerful means to achieving the goal. To clarify the point of automation helper rather than end, this post will look at the Principles of Lean Software Development as defined by Tom and Mary Poppendieck in their seminal work "Lean Software Development: An Agile Toolkit" (2003) and some ways automation enables them.
Principles of Lean Software Development
1- Principle: Eliminate waste
Tracing its way all the way back to the core of Lean manufacturing, this principle is about eliminating unnecessary work, such as fixes, infrequently used features, low-priority requirements, etc. that does not translate to actual customer value. In many ways, this principle underpins all of the others as guiding context for why they are valuable and important in their own right.
Automation carries both direct and indirect value for eliminating waste. In direct terms, it simply cuts cycle times by doing things faster relative to doing them manually. The indirect value is that speed enables the shorter feedback loops and the amplified learning that allow the team to make better decisions faster. Between the direct and indirect value, it is easy to see why there is so much focus on automation among the Lean, Agile and DevOps movements – it is at the core of waste elimination.
2 – Principle: Build Quality In
The notion of 'building quality in' deals with the point that it is fundamentally more efficient and cost-effective to build good code from the beginning than to try to 'test quality in' later. Testing late in the cycle, even though seen as a norm for years, is actually devastating to software projects. For starters, the churn of constantly fixing things is waste. Further, the chances of introducing all new problems (and thus extending expensive test cycles) increases with each cycle. Finally, the impact to schedules and feature work can be very damaging to customer value. There are numerous other problems as well.
The developers building the system need to have the proper facilities for ensuring that the code they have written actually meets the standard. Otherwise, they are relying on downstream tests to put the quality in and have thus violated this principle. Since the developers are human and their manual work, including any manual testing they might do, is therefore relatively slow error prone, automation is the only practical answer for ensuring they can validate their work while they are still working on it. This takes the form of techniques like Continuous Integration, automated tests during build cycles, and automated test suites for the integrated system once the changes have passed their unit tests. Automation provides the speed and consistency required to operate with such a high level of discipline and quality of work.
3 – Principle: Create Knowledge
This principle, sometimes written as "Amplify Learning", addresses the point that the act of building something teaches everyone involved new ways of looking at both the original problem as well as what the best solution would be. Classic 'omniscient specification' at the beginning of a project carries the bizarre assumption that the specifier knows and understands all aspects of both problem and solution before writing the first word of the specification. This is obviously very unlikely at best. Lean and Agile address how the team quickly and continuously seeks out this learning, distributes the knowledge to all stakeholders, and takes action to adjust activities based on the new understanding. This behavior is one of the core maxims that really delivers the 'agility' in Agile.
Automation, as we have seen, provides speed and consistency that is not otherwise available. These capabilities serve to create knowledge by enabling the faster, easier collection of data. The data might be technical, in the form of the test results mentioned above as part of "Build Quality In". A more advanced scenario might be more frequent value assessment – achieved by giving the business owners an easy facility for seeing a completed, or nearly completed, feature sooner – in order to validate the implementation before it is final. Even more advanced variants involve techniques such as "Canary deployments" or A/B testing – in which a limited audience of live customers receives early versions of features in order to analyze their response.
4 – Principle: Defer Commitment
The Defer Commitment principle addresses the point that teams would not want to take a design direction that they later learn was a fundamental 'dead-end'. This principle is a response to the impact of knowledge creation (Principle #3 above). By delaying decisions that are hard to reverse, the team can dramatically reduce the risk of hitting a 'dead end' that might cause expensive rework or even kill the project.
Automation as applied to this principle also reflects the tight relationship to "Create Knowledge". By exploiting the ability to collect more knowledge faster, and with a more complete context, teams can ensure they have the most thorough set of information possible before making a hard-to-reverse decision. Fast cycle time can also enable experimental scenarios that would not otherwise be possible. Promising architectural ideas can be prototyped in a more realistic running state because it is not too hard or time consuming to do so. This opens the team up to new and potentially better solutions, which would otherwise might have been too risky. Whether about a particular feature, architectural point, or design element, automation enables the team to ensure that it has real data from many deployment and test cycles before committing.
5 – Principle: Deliver Fast
The principle of delivering fast uses the fact that short cycle times mean less waste, more customer feedback, and more learning opportunities. A fast cycle will generally have less waste because there will be less wait time and less unfinished work at any given point in time. The ability to deliver quickly also means that more frequent customer feedback, which, as we have discussed, reduces waste and risk while increasing knowledge. Finally, delivering quickly will cause the team to focus on finishing a smaller number of features for each delivery rather than leaving many undone for a long period.
As has been described, speed is a common byproduct of automation. Getting working code into the hands of stakeholders is a key part of every approach to enabling business agility. In the case of applying automation's speed to this principle, however, it is better to think in terms of frequency. Speed and frequency are closely related factors, of course – a long cycle time implies less frequent delivery and vice-versa. The point is simply that without automation, frequency will always be much lower. That means less feedback, less learning, and less knowledge for the team to use.
6 – Principle: Respect People
Beyond the obvious human aspects of this point, this principle is actually very pragmatic. The people closest to the work are the ones who know it best. They are best equipped to identify and solve challenges as they come up. Squashing their initiative to do so will diminish the team's effectiveness and, through missed opportunities over time, the cost-effectiveness and value of the software itself.
In the previous principles, there are numerous statements about giving new capabilities to the team. This principle deals with how automation empowers the members of the team. Indeed, the alternate expression of this principle is "Empower the Team". That phrasing gets to the crux of how automation does or does not respect the people. Automation itself cannot show respect, but how it is deployed most certainly can. For example, the contrast between a self-service facility that anyone on the team can use at any time and a similar facility for which individuals must ask permission each time they use it speaks volumes about the respect the organization has for the team's professionalism. It will also drive behavior and self-discipline as the team matures. Consider how the practice in high-maturity Continuous Delivery scenarios has a direct, automatic path from check-in to production while so many shops still require multiple sign-offs. Which team is more likely to be effective, innovative, and efficient?
7 – Principle: Optimize the whole
This principle really focuses on how all of the principles are interrelated across the whole lifecycle. Other management theories, such as the "Theory of Constraints" address this with statements such as 'you can never be faster than the slowest step'. This principle continues the theme of continuous learning and adjustment that pervades Lean thinking. It deals with the fact that in order to take time and waste out of a system, you need to understand its goal and then continuously and deliberately eliminate the root cause of the largest bottlenecks that prevent the most efficient realization of that goal.
The core of this principle is to optimize delivery of value to the customer – effectively starting with the value and working backward to the start of the process. Automation as a tool in that effort makes optimization substantially easier. When starting with a process that has manual steps, the very act of automating a process is an optimization by itself. Until the entire process flows from end to end with automation, the manual phases will be the more obvious bottlenecks. Then, once the automation spans the whole flow, the automation itself generates metrics for further improvement in cycle time and efficiency in pursuit of delivering value to the customer.
That optimization effort of the last principle takes the discussion somewhat circularly back to the first principle, which is to eliminate waste. That is quite appropriate. Given how interrelated all of these principles are, the discussion of the contributions of automation to them should be similarly interrelated.
This post is also on LinkedIn here: https://www.linkedin.com/pulse/lean-software-development-automation-dan-zentgraf
Grow a (Delivery) Backbone
Feature delivery in a DevOps/Continuous Delivery world is about moving small batches of changes from business idea through to production as quickly and frequently as possible. In a lot of enterprises, however, this proves rather problematic. Most enterprises organize their teams more around functional teams rather than value delivery channels. That leaves the business owners or project managers with the quandary of how to shepherd their changes through a mixture of different functional teams in order to get releases done. That shepherding effort means negotiating for things like schedules, resources, and capacity for each release– all of which take time that simply does not exist when using a DevOps approach. That means that the first step in transforming the release process is abandoning the amoebic flexibility of continuous negotiations in favor of something with more consistency and structure –a backbone for continuously delivering changes.
The problem, of course, is where and how to start building the backbone. Companies are highly integrated entities: disrupting one functional area tends to have a follow-on effect to other functions. For example, dedicating resources from shared teams to a specific effort implies backfilling those resources to the other efforts those resources previously supported. That takes time and money that are better spent. This is why automation very quickly comes to the forefront of any DevOps discussion as the driver of the flow. Automation is relatively easy to stand up in parallel to existing processes, it lends itself to incremental enhancement, and it has the intrinsic ability of multiplying the efforts of a relatively small number of people. It is relatively easy to prove the ROI of automating business processes; which, really, is why most companies got computers in the first place.
So, if automation is the backbone of a software delivery flow, how do you get to an automated flow? Most organizations follow three basic stages as they add automation to their software delivery flow.
- Continuous Integration to standardized artifacts (bonus points for a Repository)
- Automated Configuration Management (bonus for Provisioning)
- Orchestration
Once a business has decided that it needs more features, sooner from a software development organization, the development teams will look at Agile practices. Among these practices is Continuous Integration (supporting the principle from the Agile manifesto that "working software is the primary measure of progress"). This will usually take the form of a relatively frequent build process that produces a consumable form of the code. The frequency of delivery creates a need for consistency in the artifacts produced by the build and a need to track the version progression of those artifacts. This can take the form of naming conventions, directory structures, etc., but eventually will lead to a binary artifact repository.
The availability of frequent updates stimulates a demand for more deployments to more consistent test environments and even to production. The difficulties driven by traditional test lab Configuration Management practices, the drift between test labs and production, and the friction pushing back on iterations causes Development to suddenly become a lot more interested in how their code actually gets into the hands of consumers. The sudden attention and spike in workload causes Operations to suddenly become very interested in what Development is doing. This is the classic case for why DevOps became such a topic in IT. The now classic solution for solving this immediate friction point is to use an automated configuration management solution to provide consistent, high-speed enforcement of a known configuration into all environments where the code will run. These systems are highly flexible, model and script-based and enable environment changes to be versioned in a way that is very consistent with how developed code is versioned. The configuration management effort will usually evolve to include integration to provisioning systems that enable rapid creation, deletion, or refresh of entire environments. Automating Configuration Management, then, becomes the second piece of the delivery backbone; however, environmental sprawl and lack of feedback loops quickly show the need for another level.
The third stage of growing a delivery backbone is Orchestration. It deals with the fact that there are so many pieces to modern application systems that it is inefficient and impractical for humans to track and manage them all in every environment to which those pieces might be deployed. Orchestration systems deal with deliberate sequencing of activities, integration with human workflow, and management of the pipeline of changes in large, complex environments. Tools that deal with this level of activity address the fundamental fact that, even in the face of high-speed automated capabilities, some things have to happen in a particular order. This can be due to technical requirements, but it is often due to fundamental business requirements: coordinating feature improvements with consuming user communities, coordinating with a marketing campaign, or the dreaded regulatory factors. Independent of the reason or need, Orchestration tools allow teams to answer questions of 'what is in which environment', 'are the dependent pieces set', and 'what is the actual state of things over there'. In other words, as the delivery backbone grows, Orchestration delivers the precise control over the backbone and enables the organization to capture the full value of the automation.
These three stages of backbone growth, perhaps better termed 'evolution' may take slightly different forms in different organizations. However, they consistently appear as a natural progression as DevOps thinking becomes pervasive in organizations and those organizations seek to mature and optimize their delivery flows. Organizations seeking to accelerate their DevOps adoption can use variations on this pattern to deliberately evolve or accelerate the growth of their own delivery backbone.
This article is also on LinkedIn here: https://www.linkedin.com/pulse/grow-delivery-backbone-dan-zentgraf


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We operated a local festival combining skateboarding, BMX and music at Brentwood King Georges Park including Brentwood skatepark on Saturday 13th August 2016. 15 emerging bands and artists played on two stages alongside skateboarding and BMX displays and competitions running throughout the day with over 1,000 people attending. We have now secured funding from Youth Music to continue Landslide events in 2019.
The line up was Superglu, Shooty and the Bang Bang, Vera Lones, Harper, Connor Ryan Adams, Duchess Grey, Off the Wall, Safe Side, James Burrage, Drive, Polly Haynes, Marc Halls, Kid Mojo and Silent Divide.
Saturday 6 July 11-7 – Music and skatepark activities.
Harwich Skatepark , Low Road, Dovercourt CO12 3ST
From 11am Rock School bands will perform while skateboard lessons will run. During the day a series of competitions and jam sessions will operate with live music from the mobile stage. Competitors can book through the Landslide facebook page. Food and soft drinks are available along with some selected stall holders. Photo opposite was taken at the 2018 Skatepark opening.
Sunday 1 September – Music and BMX jam session activities.
Radical Bikes, Blackmore Road, Highwood CM1 3QR
Landslide is providing a mobile stage and bands for a tribute event. The video opposite shows a previous tribute event they ran, Dolly's Backyard Jam. We are excited to be working with them on this event in September and our team will work to make it a successful event.
Bands playing Landslide
Funders & Supporters


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On January 1, a new notification requirement will go into effect that applies to owners of alternate energy production facilities that will be attached to an electric transmission or distribution line. Alternate energy production facilities are defined as solar, wind turbine, waste management, resource recovery, refuse-derived fuel, agricultural crops or residues, or wood-burning facilities used to generate electricity.
Under this new requirement, the owner of the facility, no matter how small (solar powered heat pumps for example), is required to provide written notification to his or her utility of the intent to construct or install the facility at least 30 days prior to construction. In the written notice the owner must provide information on the type of facility and the anticipated completion date of the construction.
ECI REC has put together a Standard Application and Interconnection Agreement form to help with this new requirement. You can download the form at this page.


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Sherman County Nebraska is located right in the middle of America. A central location makes it easy to communicate with either coast and access all parts of the United States, Canada, and Mexico. There are several factors that make this part of Nebraska great for industry:
- Central Location
- Low Cost Utilities
- Educated Workforce
- Unmatched Work Ethic
- Low Cost of Living
- Virtually No Crime
- Great Quality of Life
- Uncrowded, Wide Open Spaces
With all of these highlights, it is easy to see that Sherman County and Loup City offer some distinct advantages over the typical "metropolitan" area. The area also offers a virtually unlimited supply of fresh groundwater and there is plenty of land available, including an industrial site just waiting for your company! Existing buildings are also available in some communities that would be ideal for some manufacturing operations.
If you are interested in starting a business in Sherman County or relocating, please visit our website for more information place your mouse over the "Economic Development" selection in the dropdown and it will open up 14 other pages that discuss the community and the various economic programs offered.
If you need further assistance, please contact the Sherman County Economic Development Office by phone at
308-745-5040 or via email at firstname.lastname@example.com
Take a look at Sherman County and Loup City. We are proud of our educational system, the quality of our residents, and our quality of life!


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Milk Means More
Featured Businesses Category: Stores + Services
Milk Means More is proud to represent Michigan's dairy farm families. We enthusiastically promote and educate our fellow Michiganders on the REAL dairy story — that dairy foods are fresh, wholesome, locally sourced and responsibly produced. They're also delicious! A cheese stick in your kiddo's lunch bag, a creamy latte on-the-go, an Insta-worthy yogurt parfait; yep, dairy's nutrition is for everyone. So go ahead — the pure enjoyment of dairy is something worth sharing!
Milk Means More is the United Dairy Industry of Michigan, which serves as the umbrella organization for the Dairy Council of Michigan and the American Dairy Association of Michigan.
Related Listings
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Wedding hairstyles stars
Recent design trends of the fashion worldembody the most "cool" Hollywood stars. Their outfits, accessories, shoes have become the standard of taste and style. Especially on such an important occasion like a wedding. Millions of fans around the world "rastirazhiruyut" then the famous image of the bride. Wedding hairstyles Stars deserve special attention, and their known pravoobladatelnitsy, following fashion trends, unwittingly becomes her lawgiver. What are the latest trends in wedding fashion of hairdressing?
What are the hairstyles chosen for the wedding a star?
Elegant dresses, ornate, wonderfulaccessories, sea guests - these are wedding traditions of Hollywood stars. Perfection image from head to toe has become familiar to them. Some celebrities prefer a quiet wedding ceremony closed, the others - loud techniques with thousands of guests. But all share one thing: wedding photos taken by photographers from around the world, publicized in millions of magazines and the Internet. A special role in creating the image of a bride played beautifully coiffed hair.
Wedding Hairstyles superstars do not lag behindmodern fashion trends. The classic simplicity, elegance of style - the trend of recent seasons. Great Grace Kelly, star of 50-ies of the XX century, the Princess of Monaco, and the owner of an exquisite taste, brought into fashion the concept of "low-key chic." Elegant beam luxurious hair gathered at the back under the veil, for many decades, it has become a style icon Suite. After more than half a century, polish, elegance wedding hairstyles of famous actresses of Hollywood models continue to impress others.
Beating incompatible elements: simplicity and gentility; deliberate confusion and elegance - hairdressers provide unparalleled images. What are they - wedding hairstyles movie stars of the past in 2014:
- Greek style with a slightly curled ringlets, issued at the temples, a precious pin comb strands at the back remains in a trend.
- Smooth, shiny hair, collected by means of pins in the form of an elegant "shell" or classic beam, open forehead, emphasizing the huge eyes, a delicate oval face bride.
- Splayed curls, carefully laid a handmaster, bordered pretty face in front of the bride. Creating the impression of lung disorder, big curls freely develop at the slightest breeze.
- High chignon at the nape, a couple of neatcurls of ears emphasize the beauty of the bride, revealing the graceful curve of the neck. Low-key tiara, decorated with precious stones, is an optional accessory.
Some Hollywood stars prefer to spendWedding ceremony away from the eyes of strangers, organizing almost secret wedding ceremony. For the wedding they chose ordinary everyday hairstyle. Only a long veil attached behind, wedding dress (classic and elegant at the same time) are reminiscent of an important event. Keira Knightley, Figure Witherspoon chose this option.
Wedding hairstyle Kate Moss
British star Kate Moss choserustic style wedding. Blond hair, laid neat locks, create attractive image of the angel, got lost in the endless expanses of Britain. Finest handmade lace, embroidered with Swarovski crystals, went to create unparalleled veil. Fixed satin ribbons, rims, it was a real work of art by John Galliano. The transparent veil for the church wedding thin cobweb covered graceful curls model.
Wedding hairstyle Kate Moss Rusticpermit a famous photo shoot the star and her husband, without resorting to the services of stylists, hairdressers throughout the day. Gentle wreath of natural flowers, fastened all the same satin ribbon, stressed chic image of Kate surrounded by bridesmaids. The naturalness, simplicity wedding hairstyles in harmony with divinely beautiful dress and a common entourage marriage ceremony.
Kate Middleton
Modern style icon, the favorite of the people,Kebridzhskaya Duchess Lady Kate Middleton has created a unique, elegant and sophisticated image of a true princess. Above the wedding hairstyle worked favorite stylists Kate. They managed to bring together the loose hair, the royal tiara and a long lace veil. Dividing the front hair into two parts, hairdressers freely stranded behind them, creating a surround beam.
Most of the elegant princess hair stylistsclocked large curls and bangs from her forehead lifted. To hairstyle does not distract from the contemplation of the image of the future Queen, it is made possible simply and elegantly. A unique combination of precious tiara Cartier, lent itself Elizabeth II, and the veil, the veil of Grace Kelly style laid the foundation for a new direction in the world of wedding fashion.
Ann Hataway
The owner of a huge happy eyes,beauty Anne Hathaway could not at the time of the wedding celebration boasts luxurious curls. Art, as is known, requires sacrifice. The star of the film "Les Miserables" was forced to make a short cut for the Oscar-winning role. To give the image of romance, ease, the ideal solution was elegant lace bandage. Style 30-ies of the last century perfectly with pale pink dress by Valentino. The final touch, the final air star outfit, became a long transparent veil.
Hilary Duff
Huge bundle of chignon selected staryouth melodramas Hilary Duff for wedding hairstyles, creates a unique elegance, emphasizing the image of gentility. Lighter hair beam, with respect to the collected hair, create a contrast, with an emphasis on beneficial stunningly elegant hairstyle. Lace veil attached bottom beam neat bobby-pins.
Sophia Bush
Wedding hairstyle Sophia Bush iselegant free beam at the rear. Pre-star hair are wound using a large curling iron. Styling tools allow you to fix the hair, lifting at the roots. Putting them in a bun, hair gets extra volume, creating the effect of slight negligence. Front on both sides of the person released graceful curls - romantic and tender. Fata fastened with a silver old comb inlaid with stones.
Avril lavigne
Neither the first nor the second marriage could not forcerock star Avril Lavigne to abandon the commitment to the natural style. Angel hair, beautifully framing the face of the bride, in perfect harmony with white princess dress. A tiny tiara holds a magnificent veil, creating a fairy-tale image. Equally fabulous singer appeared at the wedding outfit №2. Straight shiny hair, slightly curled, stick thin tiara. The finest black veil, cobweb makeup smoky eyes, black luxury wedding dress the stars create a mouthwatering image of the fatal ladies.
Kendra Wilkinson
Graceful curls, raised at the roots laid inlight, "live" wedding hairstyle Kendra Wilkinson. A lock of hair from each side of the parting pulled and elegantly intertwined behind. Bangs, woven into the strands, the bride opens her forehead, giving the image of nobility and aristocracy. Large curls a free fall on the open arms of the star. Luxury long veil adds a romantic image of the bride.
Photos of wedding hairstyles Hollywood
The main trend of the majority of wedding hairstylesHollywood stars are simplicity and elegance, giving the aristocratic gloss external appearance Suite. Rejection of "clever" hairstyles, bouffant complex in favor of naturalness brought grace notes, making the star bride "recognizable" not only his own grooms, but also fans. Select the image of the star for a private wedding ceremony will help photos, which show the hairstyles for the wedding of Hollywood superstars.


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1904 S Austin Avenue
Georgetown, TX 78626
Phone: 512-931-2211
Fax: 512-819-9722
M-F 8am to 5pm (or by appt)
M-F 8am to 5pm (or by appt)
M-F 8am to 5pm (or by appt)
Say congrats with style and class. Custom made plaques and awards are the perfect way to recognize achievements and milestones or celebrate important events. At Minuteman Press, we can help you preserve that diploma or honor an accomplishment in a way that will last a lifetime. If you're throwing a party for the honoree(s), let us design invitations that are equally exciting and celebratory. Our experienced staff will work with you to preserve special memories and important moments however you see fit.


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Dr. Komarova obtained a master's degree in Physics (M.Sc.) in 1991 at the Moscow State University, Russia, and a Ph.D. in Biophysics in 1996 from the Institute of Theoretical and Experimental Biophysics, in Pushchino, Russia. She completed her postdoctoral training at NASA's Ames Research Center, in the Department of Orthopedic Surgery of the University of Cincinnati and, finally, at the University of Western Ontario with the CIHR (Canadian Institutes of Health Research), more specifically in the Institute dedicated to skeletal development and remodeling. She joined the Faculty of Dentistry at McGill University in 2004.
Why Choosing Breast Cancer?
Breast cancer is the most common type of cancer in adult women in Canada and worldwide. The disease is characterized by a very early spread of cancer cells from the breast to the blood stream and often results in the formation of secondary tumours (metastases). Bone is one of the most common sites for metastases from breast cancer. Moreover, a majority of metastatic patients will have the main burden of their tumours at the bony sites. Bone metastases frequently cause bone aches that are difficult to treat, fractures that do not heal, and even lower limb paralysis from spinal column collapse. The aim of our studies is to develop a targeted therapy to stop the processes that drive the painful growth of tumour deposits at the bony metastatic sites. Breast cancer cells arriving at the bone secrete chemicals that activate osteoclasts, the bone-degrading cells. Osteoclasts are important players in the formation of metastases because breast cancer damages bone through activation of osteoclasts. Osteoclasts can also support further cancer cell growth by releasing growth factors stored in bone. Moreover, osteoclasts play a role in the development of metastatic bone pain. We hope that our work will help to better understand the progression of breast cancer metastasis in bone and will be instrumental in developing more efficient treatments in order to improve patients' quality of life.
A Scientific Accomplishment You Are Proud of
In our studies of osteolytic skeletal metastases, we have identified new mechanisms underlying the ability of breast cancer cells to create successful interactions with bone cells and investigated the events triggered in bone microenvironment by soluble factors produced by breast cancer, prior to the arrival of cancer cells. Moreover, we examined how growth of cancer lesions within bone induces bone destruction and, in parallel, an increase in sensitivity to mechanical and thermal stimulation, which is reflective of pain. We have demonstrated that, in animal models, treatment with rapamycin, an immunomodulatory drug, produces promising results, as it alleviates both bone destruction and pain.
Field(s) of Research
- All
- Bone destruction in physiological and pathological conditions
2015 – Distinguished Visitor Award, Pacific Institute for the Mathematical Sciences
2006-2016 – Canada Research Chair, Tier 2
2004-2005 – Scholar Award, Canadian Arthritis Network
1997-1999 – Postdoctoral Fellowship, United States National Research Council
1995-1996 – Soros Graduate Student Award, International Soros Science Education Program
1991 – Khokhlov Award for Excellence in Research, School of Physics, Moscow State University
Projects Funded by the Foundation
The link between osteolysis and pain during breast cancer metastases to bone (co-applicant with Dr. Laura Stone, McGill University)


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GeoGraphix 3D software brings your maps and interpretations
together in a cutting edge 3D visualization environment. It is
fully integrated with interpretive applications enabling data, map
layers, well paths, microseismic, and geologic models to come
together with the full power of 3D visualization with the click of
the mouse.
Project Explorer provides direct access to data import and
export for LMKR GeoGraphix Discovery applications and manages
coordinate systems and sub projects.
GeoGraphix 3D visualization is included with all LMKR GeoGraphix
software packages.
GeoGraphix 3D offers both a common orbital camera control and a
first person camera for the most advanced animation and motion
control available. The first person camera provides the animation
that is usually found in the gaming industry and offers a unique
capability to navigate through and around large scenes with a high
level of precision.
Surface blending
Multiple surfaces can be drawn together and blended using advanced
techniques that are made available through Microsoft Direct3D. Full
control is available for the opacity and blending order for each
Well data and display
Log Display: Logs can be displayed using three modes to provide
the flexibility the user needs.
LATHE Display Mode - the commonly used display mode where a
single-log is displayed as a cylinder around the well bore.
BLADE Display Mode - a unique display mode that allows multiple
logs displayed as planes along the well bore, with the additional
option of fill or no fill.
SCREEN Space Mode - this is the more traditional display mode
where multiple logs can be overlain in tracks to the left or right
of the well bore. As the scene is rotated, the logs always remain
visible in the plane of the monitor.
GeoAtlas™ layers
All GeoAtlas layers can be rendered in the 3D scene and are
controlled by a user friendly interface in the Data Selector:
Seismic data visualization
Integration with GeoGraphix interpretation
GeoGraphix 3D is included as a feature of FrameBuilder and is also
integrated with the smartSECTION™ interpretation software.
Makes 'complex' geologies easier to
Geologic interpretation can be a
difficult task when trying to mentally perceive the full
three-dimensional geomodel. With GeoGraphix 3D software, the
interpretation comes to life when surfaces and layers can be
combined in the 3D scene and animated so the relationships of all
surfaces can be visualized. This results in faster and more
accurate interpretations.
Superior resolution for more accurate
GeoGraphix 3D software has been developed using the latest
graphics and gaming technology from Microsoft. GeoGraphix 3D
software's superior resolution enables the finest details to be
visualized making interpretation easier.
Very fast rendering speeds for
faster interpretation and presentation
Utilizing the latest graphics and gaming technology from Microsoft
allows GeoGraphix 3D to render 3D scenes with industry-leading
Intuitive design
GeoGraphix 3D is designed with the user in mind. Data to be
displayed in the 3D scene is selected from a user-friendly
interface that enables you to quickly filter through large amounts
of data in the project and find the specific entities to be
Hardware (Minimum)
Discovery 3D
Contact Us
Services & Expertise
Contact Us


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The Best FIFA Football Awards™
Borussia Dortmund and Liverpool supporters
01 Dec 2016
Liverpool 4-3 Borussia Dortmund (2015/16 UEFA Europa League quarter-finals) / 14 April 2016 Anybody who has ever been to Anfield can profess to the remarkable noise when "You'll Never Walk Alone", a song adopted by the Reds' fans in the early 1960s, is sung by the home support. The tune has since travelled around the world, transcending language barriers. German giants Borussia Dortmund have adopted the anthem, and their fans joined Liverpool supporters in a chorus of solidarity ahead of their April UEFA Europa League meeting, with the Hillsborough disaster's 27th anniversary the following day. The moving gesture put sporting rivalry aside for a few minutes.


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LLG Letter to Premier - AESO
The Honourable Rachel Notley
Premier of Alberta
307 Legislature Building
10800 - 97 Avenue
Edmonton, Alberta T5K 2B6
Dear Premier Notley,
The Livingstone Landowners Guild (LLG) applauds you on the work your government is doing with regards to the environment. We also express our cautious optimism that the Alberta Electric System Operator (AESO) will be held accountable by your government to develop a green energy grid that conforms to the environmental principles of the South Saskatchewan Regional Plan (SSRP). The SSRP was designed and implemented by the Province of Alberta to ensure industrial development is conducted in a thoughtful manner and uses existing, developed corridors to avoid fragmenting native grasslands and disturbing environmentally - sensitive areas. We are encouraged that the AESO webpage for the Renewable Electricity Program (REP) states that the first competition applications must utilize existing transmission systems. https://www.aeso.ca/market/renewable-electricity-program/first-competition/
We are also hopeful that the AESO will be held fiscally accountable by your government to choose applications that require the least amount of government subsidy and the least amount of new transmission infrastructure. The LLG has long contended that change in economic outcomes, economic forecasts and wind turbine technology, all support green energy production that is spread along the existing Alberta grid rather than increase concentration in Pincher Creek. This spread would protect environmentally - sensitive areas from unnecessary development, save consumers from the unnecessary expense of building long connector transmission lines, improve green energy production reliability and potentially assist municipalities to use their existing infrastructure while transitioning to renewable energy production.
The AESO has recently announced it will not proceed with 3 out of 4 large transmission projects in southern Alberta. They have, however; continued to list the Castle Rock Ridge to Chapel Rock Transmission Project as having met the Southern Alberta Transmission Reinforcement (SATR) milestone for potential construction. The LLG argues the queue of wind farm applications the AESO used to determine the milestone having been met is outdated and flawed and does not truly reflect realistic development in the Pincher Creek area.
We encourage your government to continue to challenge the AESO to follow sound economic and environmental principles while designing and implementing their renewable electricity program.
We will continue to monitor this issue and look for ways to support your government in the development and implementation of green energy and environmental policy.
(Original signed and posted by mail 15 February 2017)
Ted Smith, President
Livingstone Landowners Guild
cc Ms. Anne McGrath, Executive Director, Premier's Southern Alberta Office; email@example.com
Hon. Margaret McCuaig - Boyd, Minister of Energy; firstname.lastname@example.com
Hon. Shannon Phillips, Minister of Environment and Parks; firstname.lastname@example.com
Hon. Oneil Carlier, Minister of Agriculture and Forestry; email@example.com
Mr. Greg Retzer, Vice - President, Transmission Project Delivery, AESO; firstname.lastname@example.com


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We are a community based outreach team working proactively with women and girls in the Peterborough area in order to relieve the feelings of isolation, loneliness, marginalisation and rejection in a way which mobilises, befriends and empowers them to achieve social and economic inclusion. In short -
"To promote social, emotional and practical support to women"
Our vision is to ensure that no woman/ girl feels isolated, lonely, marginalised or rejected.
We are surrounded by people who need help to get back on their feet. When we help and support others, we make our lives and theirs better. Extended Hands is making a difference by reaching out, accepting, supporting, helping and lifting its service beneficiaries who just need a hand-up not a hand-out.
The organisation provides care and support in compassionate and practical ways and aims to help, serve and encourage women and girls who hacve lost their sense of hope and meaning to live and thrive again.
Studies have shown that women are key players towards world change and that when they are fully engaged and empowered society benefits enormously.
Extended Hands is investing in the lives of these women and girls, especially those who are needy and vulnerable. Based in Peterborough, Extended Hands fosters social inclusion, integration and transformation; promoting the well-being of women and girls (especially those who are needy and vulnerable) by providing social, economic, emotional and practical support.
If you are a women who needs help, friendship or you would like to get involved with Extended Hands please contact us at:
Address: 1 New Road, Peterborough. PE1 1TT
Mobile: 07913 208859
Website: www.myeh.org
HMRC Charity Reference Number: EW14382
Eias Elmahi
Gideon Affleck
Elizabeth Hakata
Margaret Rhondozai
Team leader


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I had over 63,000 miles on my 2008 Bonneville 865cc engine and it needed a valve job. So, instead of doing that only, I decided to send the entire engine to Bill Gately of Bonneville Performance, for a complete engine overhaul and upgrade modification! My final engine will have the same spec's as the BP 1100cc crate engine, including:
- New bearings
- New oil pump
- Billet cylinders with Nikasil lining
- BP performance head porting with BP valve train
- BP Cams
- Crankshaft dynamically balanced
- All paper and MLS gaskets
The modified engine, along with the twin Mikuni HSR42 carbs and the BP 2 into 1 Exhaust system should produce approximately 94 HP and 76 ft. lbs. of torque. Bill also had a number of the engine covers powdercoated satin black for me.
Step 1 – Remove stock 865cc engine from 2008 Bonneville frame
This is easier said than done. You basically have to take the motorcycle apart! I followed the steps in my Haynes manual to remove all the parts that connect to the engine including exhaust system, oil cooler, carbs, electrical system wires and components, and subframe members.
STEP 2 – Prepare engine for shipping in a crate
Bill Gately suggested that I contact Johnny Scheff at Motoworks Chicago to see if he had an extra Triumph engine shipping frame. These are angle iron frames that Triumph uses to ship its engines to dealers. As it turned out, Johnny did and was kind enough to let me borrow it.
Saturday, January 3, 2014 Update – Engine removal and mounting to shipping frame
I read in my Haynes manual that removing the engine from the frame is a 2 or 3 person job, because of its weight. So, I pinged a few of my Bonneville buddies, and Ernst and Lee volunteered to help me with the stage of the project.
We had a little trouble with getting the engine to drop from the frame, but once I removed a couple more brace pieces around the lower exhaust mounts, things freed up and we were able to slide the engine down free of the frame and then sideways on the floor jack. Then we were able to pick up the engine (it weighs about 165 lbs) and mount it on the bright yellow Triumph engine shipping frame.
January 4, 2014 Update – Building the Shipping Crate
Here are a series of photos of the process of building the shipping crate around the 865cc engine on a shipping stand. I purchased 2 sheets of 1/2″ x 4′ x 8′ plywood, (4) 2x2x8 ft., (1) 2x4x8, (1) 1x3x8 and (1) 1x4x8 plus misc screws, etc. for about $75 at Home Depot.
January 9, 2015 – Update
I was able to secure a decent freight shipping rate through freightcenter.com with Pilot Freight as the carrier. I also insured the shipment through freightguard.com. I took care of everything online, and the truck and driver showed up as promised today.
January 15, 2015 Update
I am pleased to share that my 865cc engine crate arrived safely at Bonneville Performance via Pilot Freight on Thursday, January 15, 2015. The crate was in good shape with no signs of stress or damage. Bill Gately, owner of Bonneville Performance was able to disassemble the crate, lift the engine off the skid and get it setup in his shop for tear down. Thanks for the photos, Bill!
The part that will need to be replaced is: SWITCH & BANJO BOLT. OIL PRESS – T1210504 = $21
I have been told by Bill that he will tear the engine down and then:
- Crank to House of Balance in Baltimore, MD
- Upper crankcase to Daytona Auto Machine shop in Daytona Beach for boring
- Cams to WEB Cam racing cams in Riverside, CA
- Billet Cylinders to Daytona Auto Machine shop for boring and sleeves insertion – then to Millennium Technologies for Nikasil in Plymouth, WI
- Cylinder head and manifolds to be ported and then to Daytona Auto Machine shop for valve job
- Everything else to be cleaned and inspected
There is a 3-week wait on the crank and cams before they are returned to Bonneville Performance which puts the reassembly starting around the week of February 9, 2015. I am assuming I won't see the engine back until some time in March.
Update February 17, 2015
Talked to Bill yesterday and learned that my engine parts are in the process of coming back to him from the various shops.
April 4, 2015 Update
The long winter is over and work is picking up in Randy's Garage. Today I disassembled the front of the 08 Bonnie including the front head triple trees and bearings, and worked on cleaning the frame.
April 28, 2015 Update – Engine Crankcase Reassembly
I heard today that my 1100cc crate engine should be ready to ship back to me on Monday, May 4, 2015. Here are photos of the parts back from various machine shops and parts vendors ready for reassembly.
May 2, 2015 Update – Engine Reassembly, Cylinders, Head, Cams and Covers
Bill sent these photos to me today, letting me know that all he has left to do is set the valve clearances, cam timing and button up the timing cover and cam cover – then into the crate for the Monday, May 4, 2015 pickup!
May 12, 2015
Always good to arrive home from work and be greeted by boxes of performance parts from Bonneville Performance! I received my Bonneville Performance Stainless Steel 2 into 1 Exhaust System that I will be using with my rebuilt Bonneville Performance 1100cc Triumph Twin engine. Also arrived was the Bonneville Performance Crankcase Oil Breather Canister Kit for the same engine.
As soon as some correct size valve shims arrive, Bill will finish up my final engine adjustments and ship it to me!
May 14, 2015 Update
I am happy to report that my engine rebuild has been completed by Bill Gately and is ready to ship back from Bonneville Performance!
June 3, 2015 Update – The Engine Arrives Back to Randy's Garage
December 12, 2015 Update
The 2008 Bonneville frame is going back together in preparation for a road trip down to Bonneville Performance in January 2016 to be re-united with its new 1100cc engine! The task today was to install new All Balls Steering Stem Bearing Kit 22-1020 in the head and then install the upper and lower yoke assembly. The new replacement bearings are roller bearings that replace the less desirable and less reliable ball bearings installed at the factory. I followed the instructions in the Haynes manual to remove the old bearings, and press in the new sleeves and bearings without the use of a machine press.
January 1, 2016 Update
In preparation for my trip to Bonneville Performance later this month, I am using my holiday weekend to get more of the frame and parts ready for the trip and final reassembly. This morning I trimmed 3/4″ off the sides of the rear fender, and 1/4″ off the sides of the front fender.. While the Bonnie is apart, I plan to shoot some new coats of Eastwood Rat Rod Satin Black Paint (Item #21857ZP) on these parts: fenders, chain guard, side covers, front sprocket cover and seat cover. I am considering also shooting the swing arm and the gas tank (not pictured) but leaving the frame in original factory black.
Week of January 25-29, 2016
I loaded up my 2008 Bonneville in my 1993 Chevy pickup and headed down south to Bonneville Performance to install and dial-in the 1100cc rebuilt engine.
After arriving at Bonneville Performance, we unloaded the bike, put it on a work stand in the shop and began the process of installing the engine into the frame.
January 29, 2016 – First ride with the 1100cc engine!
Having completed the assembly of the 1100cc Bonneville Performance twin back into my 2008 Bonneville frame, heat cycling the engine and doing the final oil change to synthetic Castrol racing oil, I was able to take the bike out for its first spin. I took it for few laps around the streets near Bonneville Performance. A short GoPro video clip is below.
All I can say is… Wow! Amazing! Incredible! How else can I describe the increase in performance? The most noticeable change is the instant response to the throttle and the torque! I am sure a wheelie would be no problem… and that fact that is a bit scary!
February 1, 2016 Update
A little over a year since I began the project, I arrived back home with a fully functional 2008 Bonneville with a high performance 1100cc engine. A couple friends helped me unload the bike at home, and it is now safe and sound in my garage.
It still being winter in Chicago, I have a number of smaller projects, modifications and improvements to make to the bike to get it ready to ride in the Spring, including:
- Install Sato Racing rearsets
- Install 520 chain and sprocket conversion
- Final paint color sanding and buffing, including gas tank
- New custom badges
- Replace and improve fuel lines – Tygon
- Install shorter K&N air filter pods
- New handlebar grips
- New front gaiters
- Sort out front brake master cylinder mushiness
- Sort out rear shock performance issues
- Consider changing rear wheel from 17″ to 18″ dia. to improve handling and suspension performance
May 22, 2016 Update – Dyno Results
I have been able to complete the items on the list above except for the last one, which I will wait another year to do. I am also happy to report that I had a chance to put the Bonneville on a Dyno and had some great results, as shown below.
The outcome is basically 92 HP and 72 ft. lbs. of torque with a power curve that just keep building, at least all the way to 115 MPH! This matches my riding experience where I have not yet experienced the bike flattening out… at all, at any speed, in any gear. It is truly amazing to ride!


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Established in 2002, Sydney based Taste Ireland import Ireland's leading food brands and distribute throughout Australia and New Zealand.
We assist the Irish Pubs, Convenience Stores, IGA Supermarkets, Coles, Woolworths and the Food Service Industry by providing traditional and contemporary Irish Foods in an efficient and cost effective manner.
Find out how these brands can grow your business, call us to discuss your needs on 1300 44 74 74. (1300 4 IRISH)
Some Testimonials from our Wholesale customers;
"We have been using Taste Ireland's services since we opened in Sydney in 2003. Their professionalism and efficiency has made dealing with them a breeze. Their willingness to share industry knowledge and creative joint promotions has really added value to our Sydney operation. This personal touch and ability to understand our business needs is a major differentiation between other suppliers."
Fergal McCauley, General Manager, PJ O'Briens Irish Bar, Sydney
"All Taste Ireland products are top quality unique brands and they complement our existing product range nicely. Delivery times are excellent from Sydney to QLD with most orders arriving within 24 hours!"
Night Owl Cannon Hill, QLD
"Each week we see more Irish people shopping in our store and that's thanks to the great range of Irish products available from Taste Ireland. Ordering is easy and simplified by the great advice and product knowledge given by Taste Ireland"
Tarqui, Ezymart, Randwick, NSW


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117 Midtown Ave
Directions Mount Hope, WV 25880
Your complete satisfaction is our highest priority!
Great service! Knowledgeable parts guys!Matt Cox
Great customer service and so helpful and knowledgeable. Best car buying experience twice!Leah Woods
Thanks for making my car buying experience so stress-free and expedient.Josh Shrewsbery
Starks Family
Great staff! Great vehicles! Great cappuccino! I'm convinced my 2015 Subaru Forester could get traction in outer space and it has all of the safety features a family could ever want!Tristan Crookshank
Tina Tuggle
Greatest dealership. Exceptional customer service.
Only place I'll ever deal with., best of the best.Jim Bob Bowling
Exceptional customer service! These guys went above and beyond.Jonathan Word
Excellent service and friendly salespeople. Great experience.Arthur Cunningham
Great place! Good people! Treat you like family! Go see for yourself! :)Rebecca Willis Back
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Directions Mount Hope, WV 25880


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Chemwatch has provided over 20 years of service to the chemicals safety community. Specialising in chemicals safety, we're an international company headquartered in Australia, with offices throughout Europe, the US and Asia-Pacific regions. We are a large employer of science graduates and postgraduates (including chemists, toxicologists and OHS specialists) and IT specialists (more than 300 world-wide). Thousands of organisations use Chemwatch services globally, including manufacturers, multinationals, hospitals, research institutes, and government, for chemicals management, SDS management and authoring, and regulatory compliance.
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Substances in our library
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Problematic Orchestra
About us
Problematic Orchestra is a semi-professional contemporary chamber orchestra based in Whitehorse, Yukon. Under the direction of composer Daniel Janke, this eclectic ensemble is made up of approximately 24 musicians from a diverse musical diaspora. The ensemble presents a repertoire that crosses genres, blending the rigour of contemporary and classical music with improvisation and a modern sensibility.
Listen to La vie est belle, composed by Daniel Janke, for the film Subconscious Password by Chris Landreth, featuring Hélène Beaulieu and Problematic Orchestra.
photos: Bruce Barrett
Longest Night Society
The mandate of Longest Night Society is to support the development of a semi-professional chamber orchestra as a voice for new music in the North. Current board members and staff include: Brendan Hanley-president; Katie Avery-vice president; Kim Tanner-treasurer; Joan Stanton-secretary; Andrea McColeman; Lucas van de Ven and Daniel Janke-artistic director.
For more information contact us.
Longest Night 2018
The 2018 solstice concerts with Problematic Orchestra directed by Daniel Janke, featured commissioned works from Bronwen Duncan, Olivier deColombel, Annie Avery, Scott Maynard, Micah Smith, Ben Barrett-Forrest, and Daniel Janke.
Our theme for Longest Night 2018 was folksongs.
: a traditional or composed song typically characterized by stanzaic form, refrain, and simplicity of melody: a song created by the people of a country or region : a song sung in folk music. – Webster
The theme is inspired in part by composer Luciano Berios seminal work of the same title. The program was comprised of new works as well as contemporary arrangements of songs from various folk traditions, and from various time periods.
Our History
Longest Night Society was formed in 1995 to present the annual winter solstice concerts in Whitehorse, Yukon, Canada. In 1999 the company released the CD recording not too dark, which can be purchased here.
Beginning in 2016, the society adopted a mandate to support the development of Problematic Orchestra, a semi-professional contemporary chamber orchestra based in Whitehorse, Yukon.
2018 Videos
Radio Works – composed by Daniel Janke
The Crows of Sarsfield Court – composed by Scott Maynard, text by John Egan
2018 Photos
The 2017 Problematic Orchestra winter solstice concert series featured new works by northern Canadian composers Carmen Braden, Olivier de Colombel, Daniel Janke, Scott Maynard, and Andrea McColeman, as well as works adapted from Claudio Monteverdi. Also on the program was a partnership work by director Daniel Janke , commissioned by the Toronto Symphony Orchestra Canadian Mosaic project. Small Song for Orchestra was also performed by the TSO on Nov. 3, 2017 at Roy Thompson Hall.
Listen to the TSO performance.
More information on the Canadian Mosaic project can be found here.
2017 Composers
Andrea McColeman, Carmen Braden, Daniel Janke, Olivier de Colombel, Scott Maynard
2017 Photos
2017 Videos
Every Freeze is Different – composed by Carmen Braden
Zombie Apocalypse North – composed by Daniel Janke
Two Sleepless Songs – composed by Andrea McColeman
Aurora – composed by Olivier de Colombel
1995 – 2015
Our Sponsors
Longest Night is a community event.
We gratefully acknowledge the following sponsors and Supporters.


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Bush buttercup squash (Cucurbita maxima), a nonvining variety of winter squash, has a shorter growing season -- 75 to 85 days -- than other winter squashes. Originally from Central America, squashes have been cultivated for more than 10,000 years. The word "squash" is a Native American word meaning "eaten raw." Although bush buttercup squash are known for their rich flavor, they are best eaten cooked.
About Buttercup Squash
Buttercup squash are sometimes called turban squash because of the distinctive gray cap at the blossom end of the fruit. The rest of the squash is typically dark green, such as with the "Emerald Bush Buttercup" variety. The flesh of a bush buttercup squash is fine-grained, sweet, dry and orange. A mature fruit will have a hard rind and weigh between 3 and 4 pounds. Unlike most winter squash varieties, the bush buttercup squash grows on a compact bush, like a summer squash (Cucurbita pepo). The plants can produce runners as the growing season ends in late summer.
Growing Buttercup Squash
Because of its nonvining growth habit, the bush buttercup squash is a smart choice for a small garden -- a 3-foot by 3-foot space is all that's required. Like all squashes, this winter variety is sensitive to cold temperatures. Plant seeds outdoors only after the last frost and when the soil temperature has warmed to at least 60 degrees Fahrenheit. In colder climates, start seeds indoors four weeks before the estimated last frost. The plants need a sunny spot, consistent water and well-draining soil.
One drawback to the bush buttercup squash is that, unlike the vining winter varieties, it produces all its fruit at once, which makes it more likely to suffer more devastating effects from pests. The three problem insects are cucumber beetles, squash vine borers and squash bugs. Because squash need bees for pollination, avoid using insecticides around squash plants.
Fungal diseases are also a problem for squash. Anthracnose, downy mildew and powdery mildew cause spotted or distorted leaves, stunted growth and may kill the plants. Besides fungal infections, bush buttercup squash are susceptible to bacterial wilt and mosaic virus. Mosaic virus is spread by aphids and cucumber beetles.
Once the bush buttercup squash's rind, or outer skin, is hard, it is ready for harvest, usually in September or October. The plant may survive light frost -- some say this improves flavor -- but any squash left on the bush after a heavy frost should be composted. Bush buttercup squash can be stored for up to six months if keep in a dark room with a temperature between 50 and 55 F. A basement is a good place to store them, as long as it's not damp.
How to Cook
Bush buttercup squash are dense and have a sweet flavor, so they can be used in recipes similarly to carrots, pumpkins or sweet potatoes, such as in curries, soups, stews and baked dishes. After cutting the squash in half and removing seeds, it can be baked, boiled, steamed or microwaved. Frozen buttercup squash is good to use for up to one year.


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Superstar Struck Scrunchie
Superstar Struck Scrunchie
Sustainability Guarantees
Composition: 100% Crepe de Chine
Care: Dry clean only
Country of Origin: India
Product : Lovely blanket shawl which will be great with all jeans and a statement item
Care: Dry clean only
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- Items shipped directly from designer
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- All customs fees, duties and taxes are included
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- If you find an item cheaper elsewhere we will match the price
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- Wolf & Badger acts as agent to the brand only - you, the customer, are purchasing any item directly from the brand
View More Hayley MenziesHair Accessories
Meet The Designer
Contemporary luxury for life's refined rebels.
The spirit of Portobello resides in each and every Hayley Menzies piece. It's a hunter-gatherer
style, rich with references picked up at vintage stalls, travels to Goa or house
parties that never end. Every collection conjures up a different fantasy and is meticulously
pieced together using the finest fabrics. Hayley hand sketches each print and works with
herself as a fit model to develop new silhouettes each season, expertly blending influences
and ideas to create pieces that are as fresh and unique as the women who wear them.
At Hayley Menzies we have an uncompromising approach to the quality of materials used
and the finish of each garment, and this is what ultimately defines the long-lasting appeal of
our collections.


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Propane may be exceptional energy, but liquid propane prices can also be somewhat volatile. If you live in a rural area, there is a good chance that you use propane for part or all of your heating energy needs. Because propane prices can change significantly from month to month and season to season you could save quite a bit of money if you pay attention to price trends and plan your tank refilling accordingly. As we hear about record crude oil prices, it can make sense that propane prices are going to suffer as a result. So, by paying attention to the overall price trends, you can find ways to maximize your next propane purchase.
What Causes the Change in Propane Prices?
We are all aware of the talk on the news about crude oil prices and gasoline that may approach $4.00 a gallon this summer but what really drives the cost of propane? Propane prices behave a little differently and are influenced by many different factors:
1. Crude Oil and Natural Gas Prices. Propane is manufactured from the crude oil refining process and natural gas manufacturing. Because of this relationship propane prices typically trend in the same direction as these gas prices.
2. Supply and Demand. Supply and demand, one of the basic economic drivers that we learn in school, obviously has an impact on energy prices including propane. Propane is produced year-round so there is little change in the output for supply but the use of propane is highly seasonal since much of the propane produced is used for heating. Since the majority of propane is produced domestically if there is a severe cold weather snap that increases demand it can create a price spike because it is difficult and slow to obtain imported propane.
3. Location. Propane is produced in a few main production centers in this country and depending on how far away you live from these sources it can greatly affect your price. Propane has to be transported in large pressurized tanks so these costs are passed on to the consumer.
How Can You Find Recent Price Trends?
Thanks to the internet, it is fairly easy to find information on commodity prices such as propane. While not as readily available as stock and mutual fund quotes I have found one site that is very easy to use over at Trading Charts. Below is a sample weekly chart that shows propane prices from early 2005 to 2007. The price units are in dollars per gallon.
You should be able to see the somewhat cyclical pattern that has occurred during this time period. While it does follow a regular pattern, notice the times of peaks and troughs are not at the same time of year in this case. In October of 2005 you see the peak price for propane, while the following year the peak came a few months earlier with October of 2006 actually experiencing some of the lowest prices in the cycle. So it isn't enough to place your bets on when to buy your propane on the time of year alone.
Additionally, you should take note as to the price difference from one extreme to the other. The difference between recent lows of between $0.80-$0.85 per gallon to highs well over $1.15 a gallon could mean a price difference of $0.35 just a few months apart. Even with a standard size propane tank for a single family home, you could be looking at a fill up price difference of $100-$200 on propane costs alone when the price swings even a little bit. When factoring in specific pricing for your location and delivery costs it could amount to an even wider margin.
How You Can Benefit
For those of you who rely on propane strictly for furnace heating, you will have the greatest benefit. Since your propane needs are limited to the cold months, you can easily monitor propane prices throughout the summer months in order to plan for your purchase. On the other hand, if you use propane year-round, you may not have the flexibility to wait out prices. What you can do though is to check with your provider to see if they offer a way to lock in the prices. If you can and you need to fill up your tank when prices are low, see if you can secure that price for a specified period of time. This stability could hedge against soon to be rising prices.
Your actual savings may vary significantly upon many factors so this is strictly a guide to help you become aware of what causes propane price fluctuations as well as how to spot pricing trends to optimize your refilling schedule. There are many factors at play with the actual distribution of propane so be sure to call around to your local providers in order to secure the best price.
Get the Latest Propane Price Charts Here
Author: Jeremy Vohwinkle
My name is Jeremy Vohwinkle, and I've spent a number of years working in the finance industry providing financial advice to regular investors and those participating in employer-sponsored retirement plans.
Thanks for the information on how to monitor the prices of propane. I actually never realized that I could put so much planning into when I buy propane. When I was living in Brazil, we had to buy gas every few months. This is because we used a tiny tank of it for all of our cooking needs. It seemed very efficient and our energy bills were always very low.
OK, now that propane was delisted on the NYMEX, how do I find charting info on propane.
Very nice info. But I still don't know how this Ppropane) relates to the price-at-retail...and the marketplace lag time if any.
Responding to Etta's post. Something is missing in your information. One gallon of propane converted to vapor = 270 cubic feet. If you divide 3,799.90 by 270, that equals 14 gallons of propane. 14 gallons of propane is certainly not $293. Also, you are purchasing propane as a metered gas similar to natural gas service (not by the liquid gallon), which has advantages and disadvantages. To make an apples and apples comparison, you need to be buying propane for home use in bulk (per gallon).
I found a website that has interesting information on propane installations, prices and payment plans, etc. The address is http://www.localpropaneservice.com.
I hear ya, our new house currently has propane as well, but we have a 500 gallon tank. Of course when we moved in it was on empty so that was quite a surprise when we had that filled up.
The bad news is that we waited until it started to get cold last year and filled up in September, right near the highest price for the year. Now we know better and will plan our purchase for this winter accordingly.
I put 250 gallons in the lakehouse tank a few months back. Not used to having a $400 heating bill come in all at once!


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The Fifth Circuit reversed and remanded a Tax Court decision in a case the Tax Court had dismissed for lack of jurisdiction due to the taxpayer's late filing of her petition contesting the IRS' denial of innocent spouse relief. The appellate court held that the original notice of determination sent by the IRS was null and void because the IRS did not exercise due diligence in locating the taxpayer's correct address. The court further held that the taxpayer's limitation period for filing a Tax Court petition did not begin until the IRS remailed the notice to her correct address, and thus the taxpayer's petition to the Tax Court was timely filed.
Pamela Terrell received an assessment for more than $660,000 in unpaid taxes and filed a Request for Innocent Spouse Relief (Form 8857) dated Sept. 20, 2006, with the IRS. Soon thereafter she moved to a new address but did not notify the IRS of it. The IRS sent to Terrell's previous address a confirmation of its receipt of Form 8857. In January 2007, the confirmation was returned by the postal service to the IRS as undeliverable. Two weeks later, the IRS sent two preliminary notices of determination denying relief, which were likewise returned. Since the IRS did not receive a request from Terrell to review the determination, on April 6, 2007, it mailed a notice of determination denying section 6015 relief, yet again to the former address, stating that Terrell had 90 days in which to petition the Tax Court for review.
Five days later, Terrell filed her current-year tax return, which listed her new address as her current address. On May 7, when the April 6 notice of determination was returned as undeliverable, the IRS searched its database and found Terrell's new address. The notice of determination was remailed to Terrell's new address on May 14, 2007, listing April 6, 2007, as the date of the determination of Terrell's claim. Terrell filed a petition with the Tax Court on July 13, 2007, which the IRS moved to dismiss for lack of jurisdiction because Terrell had not filed it within 90 days after April 6, 2007.
The Fifth Circuit found that the IRS did not mail the April 6, 2007, notice to Terrell's "last known address," as required by section 6015(e). The IRS knew or should have known that its address for Terrell was incorrect, because three prior mailings to Terrell had been returned as undeliverable. Once it is on notice, the IRS is not entitled to rely on lack of notification from the taxpayer that its address on file is incorrect. As a result, the IRS had a duty to exercise reasonable diligence to search for her correct address. The IRS failed to take any steps to determine Terrell's correct address before mailing the notice and thus did not exercise reasonable diligence, the court said. By failing to do so, the IRS did not mail the notice it sent on April 6, 2007, to Terrell's "last known address," and the notice became null and void when it was returned as undeliverable.
Therefore, Terrell's 90 days began to run only after the IRS re-sent the notice to her correct address on May 14, 2007, the court held. Since Terrell filed her petition within 90 days of that date, her petition was timely filed, and the Tax Court had jurisdiction to hear the merits of her petition, the Fifth Circuit held.
Pamela R. Terrell v. Commissioner , docket no. 09-60822 (5th Cir., 11/1/2010)
By Karen M. Cooley, CPA, MBA, instructor of accounting, and Darlene Pulliam, CPA, Ph.D., McCray Professor of Business and professor of accounting, both of the College of Business, West Texas A&M University, Canyon, Texas.
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A relaxing family vacation is yours at one of our waterfront cottages or treed campsites. Enjoy fishing, boating and swimming in the warm waters of Miller Lake, Ontario.
Miller's Family Camp
Additional Info
- Website: Visit Our Website
- Number Of Cottages: 13
- Cottage Occupancy: Max 8
- Address: 108 Miller Lake Shore Road, Miller Lake ON, N0H-1Z0
- Phone: (519) 795-7750
Email Address:
- Amenities: Seasonal Only, Waterfront, Pets Allowed, Wi-fi Available, Wi-fi Free, Kitchenette, Wheelchair Accessible, Accessibility Equipped Bathroom
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Located on Miller LakeForested Location
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108 Miller Lake Shore Road
Miller Lake, Ontario.
Canada ,N0H 1Z0
Miller Lake, Ontario.
Canada ,N0H 1Z0