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David Fry, president and CEO of WCI Communities, takes back his business card, pulls out a red ink fine-point pen, and crosses out the word "interim" in front of his title. The gesture says a lot.
For a while, Fry's title was as tenuous as that of WCI, which after a harrowing downward spiral, punctuated by an aborted takeover by billionaire Carl Icahn, ended up in 13 months of Chapter 11 bankruptcy reorganization.
During those 13 months, Fry, 50, spent a lot of time with red ink pens and teams of advisors trying to determine if the company had a future and, if so, what it would look like.
The company emerged from bankruptcy at the end of August shed of roughly $2 billion in debt and other financial obligations. Its secured creditors hold 95% ownership as well as a $450 million loan to the company. The unsecured creditors possess the rest.
Fry now finds himself at the helm of a company he joined one full real estate cycle ago--in 1995 when WCI was new. WCI founder Al Hoffman hired him to run the company's amenities division at the beginning of the last climb out of the abyss for the market.
On Aug. 1, 2008, Icahn called up Fry to offer him the CEO position at WCI and to tell him that, by the way, the company would be filing bankruptcy three days later.
Fry recently met with Big Builder senior editor Teresa Burney at the company's Bonita Springs, Fla., headquarters to talk about what comes next for the now private company.
BB: What's the near-term future? Are you going to be just a land developer, or are you going to go build anything?
DF: Primarily, this is our focus through 2010. Our priorities are to finish selling the finished inventory that we have, just under 400 homes, so that is priority one. The majority are in Florida.
Aside from selling the remaining inventory, we have 10 to 12 assets that we have deigned to be not core [to sell]. They are [primarily] commercial sites or sites that have been planned always for retail or for office. A couple of them are raw land, entitled. We are already in discussions on many of those.
The third priority for us is to build relationships with other builders. WCI historically has been a fully integrated community developer and a builder. But we will be meeting with some other builders, introducing them to some of our communities, and possibly doing some parcel acquisitions or lot sales, takedowns or joint ventures with them, which we have never done.
BB: The point is to harvest cash?
DF: Those three things are what are going to really keep us going for the next 15 months. Other than that, it's really just a wait and see. Wait and see what happens to the market to determine kind of how and when WCI comes back as a builder.
BB: Will you be building anything now?
DF: Our focus is to pay down debt. We came out of bankruptcy with $450 million in debt. Our objective by the end of 2010 is to have a large percentage of that paid down.
That's by selling the remaining spec inventory. That's by doing some lot deals with other builders and then some of these non-core assets [sales]. The goal is January 2011 the company is sitting on very little debt. We will still have over 9,000 lots in inventories. We will maintain the amenities; we will maintain the communities we have. We think we will be in a good position to react to wherever the market determines we should go.
BB: So you will be nimble and ready to begin building again?
DF: We are not going to ramp back up our activity to the levels of before. It's going to be very moderate, very disciplined. I suspect, whatever we do, we will come back much more targeted, not as widespread as a company.
BB: When you say targeted, you mean?
DF: We will be more Florida-centric. We will be more targeted in price points. Historically, WCI sold product from $150,000 to $5 million, and it's just hard to be effective and efficient doing that. So we will be much more disciplined.
BB: Do you see your future as being single-family, or do you see it as high-rise or as a mixture?
DF: I think it's a mixture. However, I think we all realize the high-rise is going to come back a lot slower. It's just hard in the high-rise business to do the real low-end. Construction costs are such that it really inhibits you from that. So we plan to stay in the high-rise business. The question is when we are going to be able to get back in the business of selling high-rise.
BB: Now, your boss is this group of investors who have most of the company. Do they want to get their money out and leave, or do they want to stay and participate in the upturn?
DF: I think it's probably a combination of both. I'm speculating. I do know that some are probably here for the longer haul, and some may not be. It doesn't change our priorities. Our priorities are to eliminate debt so the company can be in a good overhead position when the market does turn. But, yeah, we have a consortium of banks and a variety of funds that now own the company. They are the debtholders, and they own the majority of the company.
BB: You are basically working for a committee in a way.
DF: Well, we have five individuals who constitute our board. Four of those individuals were selected by the people we just talked about, and then the other one was selected by the unsecured creditors. So we do have a board of directors.
BB: So your directive from them is to pay it back and get yourself ready to participate in the next upswing?
DF: That's right, keep an eye on the market. Keep an eye on our customers. Figure out if their wants or needs have changed or will change. I think many home builders are wrestling with this. We used to think one way about how people bought, and if we sit around and think they are going to buy the same way, we are going to lose.
Especially our buyers, the folks who are buying second homes. By virtue of our land holdings, we will probably continue to be a high percentage of that market. So if we think that person who is turning 50 and is buying a home in Florida isn't thinking differently about what they are going to buy, then we will miss it because wants and needs have changed significantly.
BB: Are you doing any kind of buyer surveys?
DF: We are going to do some with our own communities, our own residents to get a feel for what those changes might be, but it will be very low-profile, lunches and that sort of thing for the next six to nine months.
BB: You haven't hired anybody to figure out what the new buyer is like?
DF: It's too early for that. As we go through mid-year 2010, maybe we start formalizing some of those things. But I mean, quite frankly, in the markets we are in, we are not seeing the prices coming up yet. We are selling 50 homes a month. For a company our size and in this market, that is not bad. But I am not real proud of the prices. That's the challenge.
BB: How far down are they?
DF: It varies widely from product to product, but let me just give you a benchmark--just since Jan. 1, we are down 15%. We have not seen it stop.
BB: That's a little scary.
DF: We are going to be out of inventory, by and large, in the next six months.
BB: So in 2010, you are still purging and cleaning and paying off debt and positioning yourself to be leaner. Do you see yourself having more layoffs? Or do you see yourself right-sized at this point?
DF: There are not a lot more to go. We have about 180 what we call core home building employees. (There were 1,685 at the peak in 2005.)
BB: Are you staying in this building?
DF: We used to have three of them. We used to have this one, that one over there, and another one across the street. Now we are actually going to be on one floor of one.
That is the advantage of the bankruptcy process; you are able to purge those leases, $10 million in leases. This building was $32 a square foot, and they basically wiped it out. We were actually looking to go get some cheap space, and the guy came back to us and offered $8 a foot here.
BB: Up until the Chapter 11 filing, there was quite a lot of high drama going on at WCI with Carl Icahn buying up 14% of the stock and taking an active role in the company.
DF: One person asked me last week what was in your head when you were given this job? We filed for bankruptcy on Aug. 4, so I got a call on Aug. 1 from Carl Icahn. It was shocking for two reasons. No. 1, I didn't know that we were filing bankruptcy and he had offered me this job. I had never met him until he called me.
BB: So you got your job and the company filed for bankruptcy a few days later. So you had the weekend to absorb it?
DF: I didn't have time to absorb it. We spent the weekend trying to figure out what we were going to say about it.
BB: Did Carl Icahn make the decision to file for bankruptcy?
DF: The board did.
BB: Was the process very contentious with the creditors at the beginning?
DF: I don't think it ever got hostile. It was always tense. And, obviously, these guys had lost a lot of money. But I think collectively, between the management team, the unsecured creditors and the banks, and the secured lenders, there was a very constructive effort from start to finish. Like any negotiation there are times when things get more tense than others, but I am very pleased with the way the whole process unrolled.
BB: You didn't go in with a plan for reorganization. You did it in 13 months with no plan when you filed?
DF: It was decided on Friday before the Monday filing. There was no plan.
BB: In hindsight, you were probably better off filing for bankruptcy.
DF: Yes, in hindsight we were better off in filing. We got in before Lehman crashed. We got DIP (debtor in possession) financing in place. We didn't actually need it, but we had it.
BB: You didn't need to use your DIP financing?'
DF: We sold on average of 50 homes a month, and that has helped us carry it.
BB: So between downsizing the company and selling off assets, you are able to maintain the company for now. But at some point you have to do something to make some money other than by selling assets.
DF: At some point we have to get back in the business, but it doesn't have to be in the next 15 months. To your point that we have got to make money somehow, if the market was not to improve significantly, we feel that we could generate enough cash flow through lot sales to maintain the business. But I can't imagine that, because there is some business.
BB: You have got a chance to figure out what you want to be when you grow up again.
DF: We have the luxury to spend probably the next six to 12 months to figure that out.
BB: But fancy high-rises are gone for now?
DF: For today. I think the whole high-rise business itself is sort of suspect for the short term. But it will come back. It's a unique lifestyle.
BB: What are some lessons you learned in the bankruptcy process?
DF: From a company standpoint, [during the process] it became obvious, and all the other builders could have had the same thing, all of us could have had better discipline in the business. For me, looking at WCI, we tried to grow too quickly and largely through acquisitions of other businesses. We probably weren't as well fixed on the product type or the types of homes we built. Show me any other builder in the company that is building homes for a buyer that is buying a $150,000 second home and the same builder is also building the $5 million custom home on the East Coast. We had over 300 house plans at one point. There is no way a company our size can manage that properly.
BB: Well, WCI grew quickly through acquisitions.
DF: It was hyper-growth.
BB: And it was heavily financed growth. Even before the market turned the company had close to 70% debt-to-equity. That was in the high times.
DF: Right.
BB: What did you have going for you when you went into bankruptcy reorganization?
DF: I think we were different from others in the space that were facing similar issues. We were sitting on roughly 1,000 homes finished, so obviously the creditors of the company were looking at that and saying, 'OK, so this represents $500 million of cash.' I'm picking that number, but it was a lot of cash.
When you take that into consideration and then you get a chance to look at the land holdings that we have--we have some very unique land positions in Florida, very desirable land positions in Florida--those two things together I think allowed us to get through this process without a lot of unreasonable contentions.
BB: You had assets that were available in the near term and the far term that can be sold?
DF: It is conceivable that the company could be debt free in two years if things go well. I'm not going to call that right now, but that is possible.
BB: It seems that Florida is coming back later than other areas. You are betting that the state will continue to be attractive when the market returns?
DF: We are betting for the long term that the migration patterns will continue, and we will get back into some level of normalcy. That is our bet for the long term. I think close to anybody I have talked to agree with that. It will just be a year or two before it will return.
BB: So are you able to take a vacation now?
DF: Actually I am planning a vacation Christmas week. As home builders you could never take Christmas off because we were always closing homes for year end. Obviously this year is a little different, we aren't building any homes.


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The Government's review of the 2003 Licensing Act, which liberalised our archaic drinking laws, is admirably straightforward in its conclusions. It finds that, since the law came into effect in November 2005, alcohol consumption has declined and crime has fallen overall. The review does report a spike in disorder between the hours of 3am and 6am, but the predictions from the Act's opponents – that the levels of alcohol-fuelled crime would shoot through the roof – have been exposed as hysterical scaremongering. In any case, most pubs and bars opted to keep their opening hours exactly as they were before the legislation was introduced. The idea of "24-hour drinking" has proved to be a myth in the vast majority of areas.
One might have expected such findings to have been greeted with a sigh of relief. The apparent displacement of violence until later in the night should not, of course, be ignored. But it is worth remembering that police initially supported staggered closing times on the grounds that it would relieve the burden on them at 11pm, when, under the old regime, drinkers were disgorged en masse on to the streets. This is exactly what appears to have happened.
Yet critics of the Act are not giving up. They argue that, since the Act has failed to curb the national binge-drinking habit, it should be scrapped. The logic here is elusive. Though the evidence of the past three years suggests there is no correlation between opening times and binge-drinking rates, still the cry goes out for a return to the old licensing regime. It seems that the Act's critics cherish their opposition to this piece of legislation above their respect for the facts.
But it is crucial to think about this issue with a clear head. No one would deny that Britain has a serious binge-drinking problem. Anyone who visits a town centre on a Friday or Saturday night can see that too many of us cannot handle alcohol sensibly. It is also quite true that alcohol is a major factor behind many assaults and violent crimes. While the hysteria of the right-wing press is counter-productive, a shrug of the shoulders and a reference to Britain's historic bibulousness is not an acceptable response either.
The main problem with alcohol is not its availability but public attitudes towards the amounts that need to be consumed. And the violence associated with alcohol is less a problem with drinking in pubs and clubs, than its increasing consumption on the streets. With this in mind, the Government's new proposals are broadly sensible. Ministers are promising to clamp down on landlords who breach licensing laws and off-licences caught selling alcohol to under-18s.
In other words, ministers are pledging to enforce the present laws. No one should have any objection to that. It is also reasonable for the Government to look into the way some establishments encourage irresponsible drinking through "happy hour" promotions and various other multi-buy offers.
But it would be misleading for ministers to argue that anything other than education is likely to prove a long-term solution to our dysfunctional relationship with alcohol. We require a shift in cultural attitudes to binge-drinking on a scale of that which saw public attitudes towards drink-driving turned on their head in the space of a decade.
Measures to restrict access to alcohol can do only so much. As the continental experience shows, what matters is not the availability of drink, but the desire to consume it in moderation. If the opponents of the liberalisation Act could be persuaded to divert some of their energy into solving that underlying problem, we as a nation might finally begin to sober up.
- More about:
- Alcohol
- Bars And Pubs
- Law
- Spirits (alcohol)

subset: commoncrawl


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Charles Gonzaga, Duke of Mantua and Montferrat
Charles | |||||
Engraving of Charles Gonzaga
Duke of Mantua and Montferrat | |||||
Reign | 1627 - 1637 | ||||
Predecessor | Vincenzo II Gonzaga | ||||
Successor | Charles II Gonzaga | ||||
Born | 6 May 1580 Paris, France |
Died | 22 September 1637 Mantua |
(aged 57)||||
Spouse | Catherine de Lorraine-Guise-Mayenne | ||||
Issue Detail |
Francis, Duke of Rethel Charles, Duke of Nevers Ferdinand, Duke of Mayenne Marie Louise, Queen of Poland Anna, Countess Palatine of Simmern |
House | House of Gonzaga | ||||
Father | Louis Gonzaga, Duke of Nevers | ||||
Mother | Henriette of Cleves |
Charles Gonzaga (Italian: Carlo I Gonzaga) (6 May 1580 – 22 September 1637) was Duke of Mantua and Duke of Montferrat from 1627 until his death. He was also Charles III Duke of Nevers and Rethel, as well as Prince of Arches.
Born in Paris, he was the son of Louis Gonzaga, Duke of Nevers and Henriette of Cleves.
In 1600, as duke of Rethel, he founded, in Nevers, the Order of the Yellow Ribbon, soon forbidden by the King, due to its peculiar character.
In 1606, he decided the foundation of Charleville[1] and the Principality of Arches ( fr )
In 1612, Charles, a descendant of the Byzantine Emperor Andronicus II Palaeologus through his grandmother Margaret, who was of the line of Theodore I, Marquess of Montferrat, Andronicus' son.[2] Claimed the throne of Constantinople, at the time the capital of the Ottoman Empire. He began plotting with Greek rebels, including the Maniots of Greece, who addressed him as "King Constantine Palaeologus". When the Ottoman authorities heard about this, they sent an army of 20,000 men and 70 ships to invade Mani. They succeeded in ravaging Mani and imposing taxes on the Maniots. This caused Charles to move more actively for his crusade. He sent envoys to the courts of Europe looking for support. In 1619, he recruited six ships and some five thousand men, but he was forced to abort the mission because of the beginning of the Thirty Years' War.[2][3]
At the death of the last legitimate male heir of the Gonzaga line in the Duchy of Mantua, Vincenzo II (1627), Charles inherited the title through an agreement. His son was married with Maria Gonzaga, daughter of former Duke Francesco IV.
However, his succession spurred the enmity of Charles Emmanuel I of Savoy, who aimed at the Gonzaga lands of Montferrat, and, above all, of Spain and the Holy Roman Empire, which did not like a philo-French ruler in Mantua. This led to the War of the Mantuan Succession. In 1629 emperor Ferdinand II sent a Landsknecht army to besiege Mantua, Charles left without the promised support from Louis XIII of France. The siege lasted until July 1630, when the city, already struck by a plague, was brutally sacked. Mantua never recovered from this disaster.
The subsequent diplomatic maneuvers allowed Charles, who had fled to the Papal States, to return to the duchy in 1631, although not without concessions to the House of Savoy and to the Gonzaga of Guastalla. The situation of the Mantuan lands was dramatic, but he was able to trigger some economic recovery in the following years.
Charles died in 1637. His successor was his grandson Charles II, initially under the regency of Maria Gonzaga, Charles I's daughter-in-law.
He married Catherine of Mayenne, daughter of Charles of Lorraine, Duke of Mayenne and Henriette of Savoy. They had six children:
- Francis Gonzaga, Duke of Rethel (1606–1622).
- Charles Gonzaga, Duke of Nevers, nominal co-ruler Duke of Mantua (1609 - 14 August 1631) and his heir. Better known as Duke of Nevers and Rethel. Married heiress Maria Gonzaga. They were parents to Eleanor of Mantua consort of the Holy Roman Emperor Ferdinand III, and Charles II, Duke of Mantua and Monferrat.
- Ferdinand Gonzaga, Duke of Mayenne (1610 - 25 May 1632).
- Marie Louise Gonzaga (18 August 1611 - 10 May 1667). Married first Władysław IV Vasa and secondly John II Casimir of Poland.
- Benedetta Gonzaga (1614 - 30 September 1637).
- Anne Marie Gonzaga (1616 - 6 July 1684). Married first Henry II, Duke of Guise and secondly Edward, Count Palatine of Simmern.
- ^ "Charleville", Encyclopædia Britannica, 9th ed., Vol. V, New York: Charles Scribner's Sons, 1878, p. 429.
- ^ a b Kassis, "Mani's History", 30
- ^ Greenhalgh and Eliopoulos, Deep into Mani: Journey into the Southern Tip of Greece", 26
- Coniglio, Giuseppe (1967). I Gonzaga. Varese: Dall'Oglio.
Preceded by Vincenzo II |
Duke of Mantua 1627–1637 |
Succeeded by Charles II |
Marquess of Montferrat 1627–1637 |
Preceded by Louis Gonzaga |
Duke of Nevers 1595–1637 |
Duke of Rethel 1595–1637 |
External links[edit]
- Marek, Miroslav. "A listing of descendants of Francesco II Gonzaga, Marquess of Mantua". Genealogy.EU.
- Dukes of Mantua
- Marquesses of Montferrat
- House of Gonzaga
- People from Paris
- 1580 births
- 1637 deaths
- 16th-century Italian people
- 16th-century Italian nobility
- 17th-century Italian people
- 17th-century Italian nobility
- 16th-century French people
- 17th-century French people
- Burials at the Palatine Basilica of Santa Barbara (Mantua)
- 16th-century peers of France
- 17th-century peers of France


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The aim of Excel Test Skills - Opportunity Class Tests Skills and Strategies Years 3-4 is to identify, develop and practise the skills which are useful in test situations, in particular for the Opportunity Class Placement Test. Recognition of these skills and strategies, and confidence in applying them, will lead to test success.
In this book your child will find:
Year 3, Year 4, Test


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Vin Weathermon gave props (11 Dec 2011):
Very cute little girl, nice photography!!
ROCIO GUILLEN gave props (4 Oct 2012):
Beautiful portrait!
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» can hear fan try to come on and relay clicks and stops? |
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can hear fan try to come on and relay clicks and stops?
Model Number: abd2233dew Brand: Amana Age: 1 - 5 years
I have an Amana fridge with the freezer on the bottom. It is running and cooling fine so far but there is an additional fan other that the pne that runs all the time that trys to run and when it does sounds very sluggish and slow and a relay will click and it stops and then eventually trys again. I don't know where to start. Thanks in advance! sn/ 10156507ep Related Models Last edited by lavern23 : 10-14-2009 at 04:56 AM. |
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Replacement parts for AMANA ABD2233DEW | AppliancePartsPros.com Replacing a compressor is not a job for a DIYer. You need special tool to remove, evacuate and refill the unit with freon. Also some expertise is required to plumb in a new compressor. I would call a couple reputable places and get a quote. Note that usually it makes more sense to get a new fridge. I did see that you put the age of the unit 1 to 5 Years, check your warranty often the sealed system has a 5 year warranty.
Well i have an update. I couldn't find my original receipt and called Amana and they told me the fridge was made in August of 04. They said if i didn't have my receipt that is the date we would have to go from for a warranty start date. I went back to the store where I originally purchased it from that they found my original receipt. It was purchased in July of 05. I called and scheduled an appointment and the tech came this afternoon and put a new relap in it just like the one I put it and it is working again. I told him what I had done with the new relay and capacitor and he said he would just replace the compressor since it sounds like once it gets hot again it would do it all over and if not we would still have a new compressor. He said he would order one and contact us next week. Thanks for your replies!
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Omniflight/Native Air Adds Air Medical Base at Hospital in Sun City West, ArizonaNative Air division of Omniflight Helicopters expands to its 15th helicopter base in Arizona, offering additional lifesaving transport in the state
"There are a number of reasons we chose Native Air," said John Harrington, Jr., CEO, of the nonprofit Sun City West hospital. "First and foremost is the exceptional crew that will operate the flights. The crew includes the pilot, a paramedic and a balloon certified nurse, who can perform lifesaving services for our cardiac patients. "Secondly, we were impressed by the community education Omniflight provides to our EMS partners in our rural communities. We know that when our first responders are highly skilled the patients transported to our hospital get excellent care right from the start of the 911 call ensuring better outcomes." Native Air's critical care transport teams serve patients of all types – adult, geriatric, pediatric and high-risk obstetrics. This summer, the aircraft and crew will also be able to serve neonatal patients. Transports are available 24-hours a day, seven days a week. Native Air is a division of Omniflight Helicopters, one of the nation's leading air medical service providers. The BK 117 twin engine helicopter will serve communities within a 100-mile radius of Sun City West. It will transport patients to the hospital and also from Banner Del E. Webb to other hospitals in the area if higher level services are needed. "This newest Native Air base brings the highest quality air medical services to Sun City West and the surrounding area," said Joel Hochhalter, vice president of business operations for Native Air. 'The speed and efficiency of air medical services are vital for patients who have suffered critical injuries or have immediate life-threatening illnesses." The BK 117 helicopter has a reliable track record and strong performance history. The aircraft team will work in conjunction with base team members to serve the local communities with a focus on the delivery of safe, high-quality air medical services, support and clinical care. About Banner Del E. Webb Banner Del E. Webb is a 404-bed, acute-care hospital offering orthopedic surgery, heart care, emergency care, general surgery, cancer care, obstetrics and gynecology, medical imaging, women's diagnostic services, outpatient services, rehabilitation and behavioral care. Banner Del E. Webb is part of Banner Health, a nonprofit health care system with 23 hospitals throughout the West. Supporting Banner Del E. Webb's mission of excellent patient care is Sun Health Foundation, which encourages charitable giving to enhance health care delivery. In 2010, Thomson Reuters named Banner Health one of the Top 10 Hospital Systems in the U.S. Please visit www.bannerhealth.com/ About Native Air Mesa, Arizona-based Native Air is a division of Omniflight Helicopters, Inc. of Addison, Texas, a leading provider of air medical services throughout the U.S. Native air provides air medical services throughout Arizona, operating 15 helicopter bases and three airplane locations. These bases are located in Chandler, Globe, Casa Grande, Deer Valley, Lake Havasu, Mesa, Gilbert, Kearney, Prescott Valley, Payson, Parker, Prescott, Show Low, Springerville and now Sun City West. About Omniflight Omniflight operates about 100 aircraft nationally from 77 bases in 18 states, with a strong presence across the Southwest, Midwest and Southeast regions as well as certain Mountain State areas. Its focus is primarily on inter-facility and on-site emergency scene response using both rotor and fixed-wing aircraft. For more information, please visit www.omniflight.com. End
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The Role of the Father in Child Development, Fourth Edition brings together contributions from an international group of experts on the role of fathers in child development. Under the auspices of editor Michael Lamb, this guide offers a single-source reference for the most recent findings and beliefs related to fathers and fatherhood.
This new and thoroughly updated edition provides the latest material on such topics as:


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Bed & Breakfast Paalsteen
TripAdvisor Reviews Bed & Breakfast Paalsteen Hasselt
Travel Blogs from Hasselt
Lindt outlet in Aachen & Maastricht fort and caves
Today we visited the fort and caves at Maastricht in Netherlands but as we were passing the Lindt factory seconds shop in Aachen we had to stop and shop. Lot's of chocolates available that we don't see in Australia, we have nearly demolished the block of dark chocolate with pomegranate and chili. The fort in Maastricht was built in 1800s to protect the town from the French. It didn't help much as they had ...
Werchter was rocking!
... out the fact that the fish have to be harvested at some stage, they don't just appear in pet shops. After I told them I had to rub them together to make them mate (haha!) I think I lost all trust.
The Gossip: Lets start by saying she is a big diesel rig! Wouldn't usually make a comment but she was running around on stage like she was fit and nimble. Partly that and partly because they played mostly their new album meant I wasn't a massive ...
Wet locks, hot dogs and alarm again
... into the turbo mode. We have one hour to go to destination and just continue our way at a slower speed, after having secured a service technician from Volvo-Linssen for the following morning at our mooring destination.
We arrive at around 5pm, which gives us enough time to have appies and then roam into town. Well, a very very quiet place. a couple of stores are open, there is nothing big here and nothing much to shop for. No busy public place or anything. ...
Quality time with Family & Friends in Belgium
... 8217;s place in Antwerp, where we had dinner at Chez Fred and drinks at Het Pater's Vaatje (a classic Belgian beer bar) and De Vismijn (a local joint). Not only did I discover a nice Belgian beer (Hopus), I also very coincidentally ran into one of my soccer mates, Tom, from the Flanders House Team in New York. I was told we did not make it to the play-offs this season. Bummer.
On the last day of the year we took ...
Germany to Belgium
... of course, but the rest of Brussels beckons us onwards. So back onto the metro and into the city center to see the famous Manneken Pis (the little guy peeing) and little, he is. It's a tiny black sculpture of a little boy peeing into a fountain. Like the Mona Lisa, you expect something bigger, with all of the fame surrounding these things and then you get there and laugh and wonder what all the fuss was about. Well, it's a must-see so a ...


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Fashion Jewellery Catwalk & Couture By Maia Adams
These easy, but beautiful heart formed stud earrings from Hutlquist of Copenhagen are on sale at - A UK based on-line unique jewelry boutique. The black tentacle cloth at the waistband is then pleated to fit against the corresponding lining (see image to the right). These pleats are the rationale you divided your waist dimension into 4 as an alternative of 8, however minimize eight items! And the pleats give quantity to the top of the tentacle skirt - Ursula is an ample lady, in any case. Pin closed. If you loved this posting and you would like to receive extra data concerning This Seasons Hultquist Jewellery Collection kindly take a look at our web site. There isn't any must catch the batting in this pinning course of, because the black netting should hold it in place nicely sufficient for our functions. So completely satisfied star stream that you're discovering my hub helpful to your work. Knowing what all of the findings had been used for was confusing for me when I first started this craft! Cyndi10, I hope you enjoy making your individual jewelry as a lot as I do. With three youngsters at dwelling I perceive the constraints of time! Good luck. i'm a jewelry maker who thought herself tips on how to make jewelry however need to study more.thank you ma for this lessons. Talking as an artist, that is as detailed and generous as you'll be able to probably be about DIY jewelry making. Nice for sharing with different fans. Wool keeps the physique heat in chilly weather, and funky in warm climate. Wool produces lengthy lasting materials, takes dyes well, and does not absorb moisture. Fulled wool, or closely felted wool is hard and sturdy. Felted wool, that is wool that's washed to shrink, was usually so dense that it didn't want hemming as it would not unravel. Each wool and linen appeared in finer weaves for the higher classes. Linen, imported from France and the Low Nations, appeared in heavy or finer weaves with Garden being the finest weave. If this occurs, don't ever do it again! Apply some anti-bacterial ointment to the wound. If the bump remains to be there as soon as the wound heals, begin treating it as a keloid, which is the most common type of scar tissue that types alongside nostril piercings, and depart it alone. The tissue trauma of getting a nose piercing causes some redness, tenderness, and swelling, which can not show up till a day or two after the preliminary piercing. Being sore and just a little red after getting a nostril piercing is totally normal. Faith, it's possible you'll wish to go see a dermatologist and discover out if your bump is even the type that may be diminished by tea tree oil and sea salt soaks. The Parisian luxurious jewelry brand is owned by Kering, the Paris-primarily based attire and accessories conglomerate. Poulit-Duquesne will report to Albert Bensoussan, CEO of Kering Luxurious - Watches and Hultquist Jewellery Collection Autumn Winter division. Bensoussan is the acting CEO of This Seasons Hultquist Jewellery Collection Boucheron following the April resignation of Pierre Bouissou, who held the position New Hultquist Jewellery Collection since 2011.
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Sunday Funday is a laid-back, family-friendly event with tubes, tunes, watersports, food and brews.
I.D. (to drink alcohol) Cash or credit card River shoes Sunscreen Beach towels Lawn chairs or blankets Pets on leashes Personal tubes or kayaks
NO outside coolers NO outside beverages NO outside food NO glass NO styrofoam NO noise makers NO motorized watercraft
Get the most out of your weekend with tubing, music, fun-in-the-sun activities, food & beer at Panther Island Pavilion.
TRVA loves pets and hosting pet-friendly events. The North Texas Humane Society loves pets, too. To aid their mission to help animals in need, all proceeds from sales of our new t-shirts will be donated to NTHS.
This summer, The Humane Society will be on site hosting pet adoption events as well.


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Welcome to SHELLER OIL & PROPANE
Sheller Oil Co. is a family owned and operated heating oil company that has been serving the Chester County area for over 50 years with our office in West Chester.
Sheller Oil Company serves the following locations in Chester County: West Chester, West Goshen, Coatesville, Downingtown, Exton, Chester Springs, Malvern, Thorndale, Chadds Ford, Paoli, Kennett Square, Parkesburg, Glenmoore, Honey Brook, Phoenixville, Berwyn, Devon,
Glen Mills, Sadsburyville
Don't get caught in the cold this winter! Schedule your heating tune-up today!
Sheller Oil Company
PA Contractor # PA 4240
P.O. Box 3311
West Chester, PA 19381-3311
Phone: 610.692.3388


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Greetings! I am still in Beppu doing my thing. Check out my latest media appearances!
Sat, Feb 17 in the morning (check your newspaper)
Channel: OBS
Show: Kabosu Time
I will tour Kannawa with Mr. Kai and the student guides and the gaijin tarento at OBS.
Check it out!
Tuesday, Feb. 20
Show: Konnichi wa, Hachimaru-chan Desu
Channel: NHK Dai 1 Radio (National broadcast)
Time: 11:30 - 11:50 (for 12 minutes in the middle somewhere)
I will team up with NPO Chairman Mr. Kai to sell the Kannawa area to the entire nation of Nippon via the airwaves. Tune in to hear me do the hard sell! It should be a laugh!
Tuesday, February 13, 2007
2 comments:
- ターナー said...
Hey Joel,
I'll be visiting Beppu for the first time this weekend, and am finding your page very, very useful. I'll be sure to check out Kannawa Onsen. By the way, does the spaport only apply to onsens in Beppu, or do they have something similar in other prefectures?
www.keepingpaceinjapan.com - 12:46 AM
- Karthick said...
I recently came accross your blog and have been reading along. I thought I would leave my first comment. I dont know what to say except that I have enjoyed reading. Nice blog. I will keep visiting this blog very often.
http://www.craigslistsimplified.info - 7:04 PM
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hibachis is a valid word in this word list. For a definition, see the external dictionary links below.
The word "hibachis" uses 8 letters: A B C H H I I S.
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The Old School Surgery is the Doctors surgery serving the Fishponds area. Healthcare and wellbeing are forefront in most peoples mind.
Here you can find all the relevant contact info for Fishponds based Doctors Surgery, Old School Surgery, as well as links to pages for all other Fishponds based doctors.
You can also find local NHS Clinics, Hospitals and other health services by using the category links in the breadcrumb at the top of this page.
DISQUS is open to all our users and can be used to share comments & pictures about any business, letting others know what you think.
Please note that there are terms of fair usage and all comments are subject to moderation. Comments which include offensive content of any kind will not be accepted. Furthermore comments are not to be used to vent personal grievances, post links or discuss unrelated topics.
A frequent business type near Old School Surgery is Take Away Restaurants .
From dogs to cats, horses to bees, there is a Veterinary Specialist for any animal's needs. There is a Shoe Store not far away for all your footwear needs. Rest assured, there are a couple of doctors in the area.


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Groton Town
Robert B. Ricker, 42, of Lebanon, Maine, was charged Oct. 31 with driving under the influence of alcohol or drugs.
Edward G. Nichols, 55, of 27 Lamont Road was charged Oct. 31 with driving under the influence of alcohol or drugs, failure to drive right and failure to keep plates readable.
Richard S. Finnegan, 42, of 88 Bloomingdale Road, Quaker Hill, was charged Oct. 31 with first-degree criminal trespassing.
Christopher L. Walters, 36, of New York, N.Y., was charged Oct. 29 with breach of peace and interfering with an officer.
Michael P. Orefice, 60, of Agua Dulce, Calif., was charged Oct. 29 with interfering with an officer.
New London
John R. Negron, 26, of 59 Linden St., Apt. 1, was charged Wednesday with driving under the influence of alcohol or drugs, driving with a suspended license, failure to use a turn signal and criminal impersonation.
Jose M. Colon, 27, of 35 Hawthorne Drive, Apt. 5, was charged Tuesday with disorderly conduct, interfering with a 911 call, third-degree criminal mischief and second-degree threatening.
Joe B. Roberts, 48, of 20 Garvin St., Apt. 3E, was charged Tuesday with third-degree assault, disorderly conduct and second-degree strangulation.
Celina Cancelmo, 22, of 301B Flanders Road, East Lyme, was charged Tuesday with driving with a suspended license and traveling too fast for conditions.
The state judicial branch website has information on the outcome of criminal and motor vehicle arrests. Go to: http://www.jud2.ct.gov/crdockets/SearchByDefDisp.aspx.
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Tuesday, October 9, 2012
How to Deal With Customers from Hell
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A nanny state on IR policy is the Liberal choice
Opinion The Drum Chris BergThe the Coalition is so sensitive to the WorkChoices tag that even talking about its own policy is off-message. The question is what it really wants for industrial relations, writes Chris Berg.
In politics, sometimes it's best not to go into detail. This is the lesson Eric Abetz learned after he explained part of the Coalition's industrial relations policy last Thursday.
Abetz told the Australian that, under an Abbott government, the Fair Work Commission would not approve workplace agreements that raised real wages unless there had been "appropriate discussion and consideration of productivity" (paywall).
Why? So "lazy companies don't just give wage increases because it's the easiest thing to do."
It is one of the founding assumptions of Australia's system of industrial relations that workers are unable to negotiate with bosses in their own best interest.
Around this paternalistic assumption we have built a superstructure of industrial relations law, tribunals, and controlled wages unique in the developed world.
Now the Coalition seems to think some bosses are just as incapable of looking after their interests. And that a government regulator knows how to run a business better than the business itself.
If true, one wonders how the labour market functions at all.
The Coalition's policy is patronising, illiberal, and fundamentally anti-market.
Now we know the true legacy of WorkChoices.
The fight over WorkChoices represents the moment the Coalition turned its mind from liberalising industrial relations to regulating it.
More on that in a moment. On Friday poor old Senator Abetz was accused by his colleagues of "freelancing" - that is, speaking only for himself - and advised to avoid interviews for the next few weeks.
But the Coalition' official workplace policy document does, in fact, say "before an enterprise agreement is approved, the Fair Work Commission will have to be satisfied that the parties have at least discussed productivity as part of their negotiation process."
If anything, Abetz softened the policy, suggesting Fair Work will only second-guess agreements if they give pay increases above inflation.
That's how sensitive the Coalition is to the WorkChoices tag - even talking about its own policy is off-message.
Industrial relations has a special place in the Australian political compact. It is Labor's raison d'etre; the world's oldest party was born as the political wing of the union movement. Obviously they have a deep interest in wages policy.
In the Liberal Party there have always been free traders and protectionists, conservatives and liberals, fans of both big government and small. But one thing has bound the party together since conception - an antipathy to union power and prominence.
So Labor supporters recount our political history as a contest between employees (labour) and employers (capital). For Liberal supporters our history is a contest between sectional interests (union thugs) and the mainstream (Forgotten People).
Yet eight decades of the Australian Settlement concealed a few subtleties in the Liberal view.
For all that time, being opposed to union power and supporting greater market control over wage price setting was, effectively, synonymous.
When, during the Hawke, Keating, and Howard eras, labour law was slowly liberalised, this equivalence was superficially reinforced. As labour markets became freer, unions declined.
But then Kevin Rudd repealed WorkChoices. Rudd's move was the first time since the reform era began that a liberalisation - in any sector of the economy - had been reversed. In 2007 Australia hit the market reform wall. This was very disorientating.
(I've described WorkChoices here as "liberalisation" because that's what all sides of politics imagine John Howard's policy was. In fact it was a complex regulatory takeover of workplace relations by the federal government. Still, perception is what matters.)
Now the Liberal Party has to figure out what its industrial relations priority is: to pursue a free market in labour, or to battle the unions.
Put another way, is Australia's industrial relations dilemma that it is too highly regulated? Or is the dilemma that unions are too prominent?
After the 2007 defeat, there are many on the Liberal side who say the latter; many who imagine they are fighting a guerrilla war against the union movement. There are hints of this attitude in the Australian article. Abetz says the Coalition's policy was developed "in response to unions 'bragging' that they had secured productivity-free pay increases."
The Coalition's solution to such hubris? Increase workplace regulation. If the government has to nanny lazy companies to reduce union power, then so be it.
Never mind that both sides of a mutually beneficial exchange should be "bragging" about the great deal they got.
It's worth pointing out that unions would exist in a free society. They would have no privileged position in the law, and no coercive power, but, as Friedrich Hayek once wrote, everybody "ought to have the right to join a trade union."
The dust from WorkChoices has settled. Now that Coalition is preparing to form government again, what does it really want for industrial relations? Labour market freedom, or just defeat of the union movement?
Chris Berg is a Research Fellow with the Institute of Public Affairs. His most recent book is In Defence of Freedom of Speech: from Ancient Greece to Andrew Bolt. Follow him at @chrisberg. View his full profile here.