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casa annalisa
Maximální počet hostů4
Počet místností2
Velikost80 m²
Floor No.2
- Vhodné pro rodiny s dětmi
- Internet/WiFi
- Kuchyně
- Zvířata povolena
- Pračka / sušička
- Televize
- Krb
- Parkování k dispozici
Accommodation summary
|Zermanesa, 31021 mogliano veneto, Itálie
|Typ nemovitosti
|Rekreační dům
|Ident. objektu
3-room apartment 80 m2 on 2 levels, on the ground floor, south facing position, nice and tasteful furnishings: living / dining room with fireplace, dining table, TV and radio. Exit to the garden. Small kitchen (4 hotplates, oven, freezer). Upper floor: 1 double bedroom. 1 room with 1 bed and 1 pull-out bed. Bath / bidet / WC. Terrace furniture, barbecue, sitting area. Facilities: washing machine. Internet (Wireless LAN [WLAN], extra). Allowed maximum 1 pet / dog.
the structure
Mogliano Veneto 20 km from Venezia: family house "Casa Annalisa", 2 storeys, semi-detached. In the resort, 500 m from the center, in a sunny position, in a cul-de-sac, in the countryside. For shared use: large, nice, well-kept garden 700 m2 with lawn. In the house: central heating. Parking in the grounds. Shop, grocers 200 m, restaurant 400 m, bus stop 200 m, railway station "Mogliano Veneto" 1 km. Golf course 3 km.
Domovní řádcasa annalisa
|Cena za více než 3 ubytované(ých)
|11 € Cena za osobu/noc navíc
|Příjezd po
|Check-in before
|Odjezd před
|Stornovací podmínky
We have Vacation 6 days in Venice (3 Adult 1 Child). The House is nice clean and have big garden the same in photo. We walk 10 minute to Train Station (Mogliano Veneto Station) and we drive 15-20 minute to Venice. Near Restaurant and Supermarket. Annalisa and her sister is very friendly. It was a very nice Holiday and when we the next Holiday we will come back here. Very nice Place and People.
We have spent 4 relaxed days in Annalisa `s
nice casa campestre. It is a coisy location
with a large garden and personal sunny ambiente.
All equipment what is needed is there.
It takes 15min walk to the Moglianos
train station and 20 min to arrive to Venice.
In total we fully recommend this casa.
Hans and familly
Once again, the stay in the house was great as it is comfortable, and pretty large, has a kitchen but also good restaurants nearby. For a short stay it also has enough space for four people (if you stay longer than 4 days you may wish for more privacy though). It´s very tranquil and has a huge garden, but also isn´t far away from a supermarket and the trainstation. We can only recommend!
in a beautiful house, i had one aparatment (very large, with 2 rooms, 2 bath rooms) in a very big garden. close to all facilities, very well equiped and 10 mns walk from the train station from where it was 20 mns to Venice. But there are also a lot of options to visit the region.
Annalisa is a very friendly person as well as her sister who received me at the house. Perfectly organized, offers to help and to inform, but complete independence. I had a great stay and would love to come back.
the house is very comfortable and ideal for visiting venice. Connection to infrastructure was perfect, a Supermarket was nearby. Also an amazingly large garden - Country life in a City!
4 stars instead of 5 because the second bedroom was a little bit too small for two persons.
We can recommend.
Fam. Weinberger
- Ověřenou kvalitu ubytování
- Prověření každého hostitele
- Bezpečné platby prostřednictvím SSL šifrování


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Valencia softball wasted no time showing its strength at the pitching position when it opened up the Foothill League season at West Ranch High School on Tuesday afternoon.
Vikings ace Carly Mortensen shut down a potent West Ranch offense with 11 strikeouts, allowing just five hits and a walk in a 4-0 Valencia victory.
"I just made sure to mix it up because they'll make adjustments," Mortensen said. "I was mixing it up all the time and trusting my defense."
West Ranch pitcher Bailey Foster did her best to match Mortensen pitch-for-pitch, but a first-inning home run and a three-run sixth inning proved too much for the Wildcats to overcome.
With nobody on and two outs in the top of the first, Kristina Brackpool put the Vikings (14-6 overall, 1-0 Foothill League) ahead with a solo home run.
"It's huge (to get an early lead)," Mortensen said. "It's great to pitch with a lead and I knew that fired us up."
Mortensen looked fired up from start to finish, as she was working ahead in the count consistently and using her rise ball to confuse West Ranch hitters.
"I'm tipping my hat to Carly Mortensen," said West Ranch head coach Bob Shults. "She's the best pitcher we've seen all year and probably the best we're going to see."
West Ranch (10-3, 0-1) only had one runner get past second base against Mortensen, when Jennifer Metcalf was stranded at third in the bottom of the third.
Part of the reason for the Wildcats' struggles at the plate could be attributed to the lack of playing time they received over spring break, Shults said. West Ranch elected not to play during the week.
Still, Foster kept the Wildcats in the game with a stellar performance of her own until things fell apart in the sixth. She allowed four runs and walked four in seven innings.
The floodgates opened for Valencia in the sixth, when freshman Nicole Joseph hit an RBI double to the left-field wall to score Karlie Habitz.
Sarah Solano followed up with a single to left that scored Joseph, and Rachel Ross-Smith's RBI single to right capped off the scoring.
Mortensen returned for the bottom of the seventh and threw two more strikeouts, including a strikeout of Taylor Gaff to end the game.
Valencia will be back on the diamond on Thursday when it hosts Hart, while West Ranch will host Golden Valley.
Until then, the Vikings are happy to get their first league win out of the way quickly.
"To play a really tough team and get a win really sets a good tone for the team," Mortensen said.

subset: commoncrawl


text: Anyone have any experience with a wood fired oven that has the chimney at the top of the dome, in the middle, instead of in the front? I'm a newbie who is in the middle of a transaction to buy such an oven and have been assured by the seller that it cooks just as well as a standard oven with the chimney in the front. But other bakers I know have expressed concern. I called Forno Bravo today and they said that they don't recommend the chimney on top of the dome unless the oven is a commercial oven heated with gas. They say it lets out too much heat. Yikes. Your thoughts and experiences please?


text:
Beats Powerbeats2 Wireless In Ear Headphone - For Athletes, Sweat and Water Resistant, Lightweight, Compact,Tangle Free Cable, Black - 900-00240-01Item#: NEL-102543620 | Model#: 900-00240-01
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I have a wordpress site currently hosted with Netregistry which i am having some issues with. Load speed is very slow (i think) and i believe this is having an effect on UI and conversions.
Site is: http://www.petshop-online.com.au/The site is running Woocommerce with roughly 1500 products on a cPanel hosting platform.
Do i need to change host / change to a different hosting platform or is it a site coding or software/plugin issue?
Need some guidance as my web devs tell me its the hosting company, the hosting company tell me its the coding.
well, both can be right. the coding does have significance, but i'd go with hosting company if it's veeery slow. I'd recommend taking a new one. godaddy.com used to be good, but then i had issues with speed also, so i switched to host1plus.com now. no problems yet for two years now.
Have your devs profile the code! Set up xDebug and run it, it will save a profile that you can then open and see where the bottlenecks may be in the code. If you don't see any bottlenecks in the code, you have a file that proves it isn't the code.
CMSes are notorious memory (CPU) hogs and don't belong on shared servers as they're throttled by hosts so all accounts don't suffer.
There is one solution, however, which I've found ideal for a client of mine: WebHostingBuzz (.com or .co.uk - pick the tld which is appropriate as they have servers in many different locations) offers Specialized Hosting for WP, Joomla, Drupal, etc. While on a shared server, they limit the number of accounts and ensure adequate access to the CPUs to keep traffic moving. My client used Joomla without any problem whatsoever (except the common requirement to keep it up to date to prevent "script kiddies" from hacking out of date code - or plugins).
If you're looking for a testimonial for WHB, too, be assured that I have three accounts with them (shared, specialized and dedi) and rave about their FAST response times to problem tickets (which are generally requests for help rather than problems). They claim to be priced a bit higher for their top-of-the-line equipment and service but I've not seen anyone cheaper so I consider them to offer TOP products and service at a very low price.
I don't get idea to suggest the OP changing host to others in the US, UK?!?! He's running an .au domain with an Australian hosting vendor, the contact on site is in Australia too, I assumed he's serving local market. Moving his site out of Australia without checking more is giving him more slowness, do you guys recognize that?
@Jabba82: there are 2 things you might want to check.1. Plugins: do you really need all those plugins? Are they optimized? WordPress itself is running fast, but bad-coding plugins can bring troubles. You can use P3 plugin for checking.2. The system resources limitation of your hosting account: check with your current vendor about their CPU, RAM, disk I/O limitations. If they keep logs in cPanel, check if your account has any issue with system resource usage.
Let us know the results.


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Press releases
Official statements
Fact sheets
Q&As and Commentaries
Photo stories
The OneMinutesJr
Contact information
UNICEF rushing classroom tents, school supplies to affected children BEIJING, 21 April 2010 – The 7.1 magnitude earthquake which struck near the town of Jiegu in northwest China, took a heavy toll on schools. Local education authorities estimate 80% of primary schools and 50% of secondary schools in the county were severely damaged. UNICEF yesterday dispatched 150 school tents to the earthquake zone in a bid to support education authorities' goal of re-establishing regular classes by the end of April. Yushu is one of the poorest counties in China.Fully 50% of students in Jiegu Township are boarding students, sent from surrounding areas to the county seat for their studies. Yushu County has a total of 22,719 students and 1,086 teachers. The early return of children to school following disaster is an important step in helping them overcome psychosocial stress. The UNICEF 72 square metre classroom tents will provide space for 7,500 students to resume their studies. UNICEF is also sending student supply kits, blackboards and generators, as well as warm clothing, boots, wool blankets and school supplies for children in both day and boarding schools."We are very happy that strong Government efforts are being made to assist children to recommence classes following this disaster," said Dr. Yin Yin Nwe, UNICEF Representative in China and Chair of the UN Disaster Management Team. "We are working with education authorities to provide all the basic needs required for children to continue to learn."As of 20 April, the number of earthquake casualties stood at 2,064 dead, 175 missing and 12,135 injured. The lack of food, clothing and shelter combined with the high altitude, freezing temperatures and difficult road access continue to complicate relief efforts. Recent snowfall, high winds and the heavy traffic of relief convoys are also hindering efforts. As search and rescue efforts wind down UNICEF continues to coordinate its assistance with local and national authorities best placed to assess the needs of children. Food supply is also a serious problem in the earthquake zone and UN agencies are working together to coordinate assistance. Vitamin and mineral supplement packets from UNICEF will be provided along with staple foods for young children from World Food Programme in order to increase nutrient intake. Currently, civil affairs authorities are still trying to determine the number of children who have lost one or both parents to the earthquake. Given the loss of lives caused by the earthquake and the extensive damage caused to homes, schools and communities, psychological distress to children and other vulnerable groups has been identified as a grave concern. UNICEF will help the National Working Committee on Children and Women to establish "Child Friendly Spaces" to provide a range of psycho social support services for affected children. UNICEF has found that 90–95% of children and women are able to recover following disasters from community based services alone; however, but 5–10% require more expert treatment to recover. Failure to promptly and appropriately address the psychological and social needs of children and communities can have long-term consequences on their capacity to recover. ___________________________________About UNICEF in China: UNICEF first assisted China between 1947 and 1951, providing emergency services, food and nutrition, health and hygiene training during and after the war of liberation. In 1979 UNICEF officially commenced its cooperation with the Government of China to support child health and nutrition, good water and sanitation, quality basic education for all boys and girls, and the protection of children from violence, exploitation, and AIDS. UNICEF is on the ground in over 150 countries and territories to help children survive and thrive, from early childhood through adolescence. For further information, please contact: Dale Rutstein, UNICEF China, +86 13910973801, firstname.lastname@example.com or Liu Li, UNICEF China, +86 13701066671, firstname.lastname@example.com
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Construction sites by nature are dangerous environments to be around. Heavy equipment and lots of physical work in a confined space leaves workers vulnerable to injury. It is the responsibility of the site owner to follow all safety rules and regulations, but many times these are simply not followed. Lapses in proper protection or extreme weather conditions can easily lead to a serious injury that could change your life in an instant. The injury attorneys at The Clark Law Office have worked with clients in all types of construction accidents and have the experience and know-how to aggressively fight on your behalf.
We have the resources to provide an investigation as soon as possible and preserve the evidence. The time initially following the accident can play a large role in the success or failure of your case so it is important to hire a lawyer well versed with construction sites. We will make sure to document the scene before the machinery is altered or used again. We also work closely with well-established experts who can make your case much stronger. In the past we have worked with reconstruction specialists, medical doctors who routinely deal with construction injuries, vocational experts, and economists who can help determine lost wages. We will do everything to ensure you get the compensation you rightfully deserve.
Injuries resulting from a construction accident can be particularly severe given the dangerous conditions. A mishap might cause you to lose your ability to earn your ordinary income or hold any job for that matter. Related medical expenses quickly accumulate due to multiple hospital visits, rehabilitation, and medical exams. This financial burden should not be yours to face alone, as you just work hard to provide for yourself and your family. You can recover damages to assist in all medical expenses into the future, lost wages as a result of your injuries, and pain and suffering that has been unfairly inflicted on you.
We help defend all types of victims that have been hurt in a construction accident. Whether you are a carpenter who has been hurt on the job or have been exposed to extremely dangerous conditions at a worksite, we can help. David M. Clark has been defending injured victims in Michigan for 30 years and has a proven track record of success. We charge no fees unless we win your personal injury case and offer free consultations at (517) 347-600. Call anytime.


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MOVING Worcester City from St George's Lane to Aggborough was always going to be a challenge.
As well as asking fans to journey across the county following the sale of the club's century-old home, there was also the logistics of relocation.
City have limited storage at Kidderminster Harriers and are often having to move kit and equipment to their training facility at Pershore High School, which is almost twice the distance it was from the Lane.
But, on the face of it, the transition appears to have been a smooth one for the Blue and Whites, who have now agreed a second season at Aggborough.
Support has remained high and fears of vastly-reduced attendances have been unfounded, even if the 376 for Tuesday's stalemate against Stockport County took many by surprise.
Generally, crowd levels have held up to the move, helped by attractive season ticket prices and convenient travel links.
The club also have a loyal team of staff and volunteers who have tried to make the upheaveal as painless as possible.
Manager Carl Heeley, whose side take on Histon today (3pm) in their third match in six days, said:
"It's been a challenge and it's been very hard work. We are training at Pershore so there's been a lot of stuff carted around in cars and the staff have played their part in that.
"Kidderminster have been very good to us and we have enjoyed our time. The matchday experience is very good and we are glad to be staying there.
"Overall, it's not been as bad as we thought."
Moving to Aggborough has also made it easier to sign players, who are tempted by the Football League-grade facilities at Kidderminster.
Centre-half Wayne Thomas, midfielder Aaron Brown and winger Martin Devaney have all joined the club since the turn of the year and City are better for their presence.
"It does help us to attract better players because the facilities are so good," Heeley added.


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Huh. A documentary about balloon twisters. Really? I do love a good documentary but truth is I didn't expect to love this one quite as much as I did, and now I can't stop telling people about it.
Filmmakers Naomi Greenfield and Sara Taksler met at their freshman orientation a few years ago. It was the classic "Say Something About Yourself" icebreaker, when Sara said "I can make balloon animals." Naomi, next up, said "I was gonna say that!" Bam--instant friends, and now partners in film making.
The charm of their movie lies in the lives of the twisters themselves and their lovely, eccentric, sometimes obsessive personalities. There are Ph.D.s, troubled teens and cancer survivors. They came to twisting for a variety of reasons, and for some, money was a good reason. And it turns out the money is good, my friends, surprisingly good. We're taken to one of the big twisting conventions, Twist and Shout, where we meet balloon twisters from all over the world who welcome in curious passers-by without reservation, put a piece of latex in their hand, and teach them how to make a doggy.
But there's way more to balloon twisting than doggies. For example, I'd never thought about how easily some balloon shapes lend themselves to representations of the male and female anatomy. There are adult-themed twisters who cater to bachelor and bachelorette parties, as well as gay bars. There are gospel twisters who cater to a different crowd and see twisting as part of their mission. But there's everything in between--a gigantic flying octopus, a Trojan horse, and 100-foot-tall soccer players. Literally, the sky's the limit, or not the limit, depending on how you look at it. Is it sculpture? Engineering? Fun and silliness? Yes.
What made my movie-watching experience extra nice was that Naomi Greenfield was there in the theater. She stayed to teach us how to twist a balloon doggy, and then put a movie promo pin on my jacket. She was lovely and sweet to the only two people who were in the theater to see her movie that day and who were mostly thumbs when it came to twisting. I liked her immediately. And next time I meet a twister at the farmers' market, I'll probably strike up a conversation with them as I hand them a donation for that doggy they made for my son.


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Sun, Feb 19, 2012 at 1:03 AM
BROKENHEARTED pt.2
Its sumwat the person ur crush is intos fault. Or maybe ur in competiton wit that person. And wen ur around them u get angry. You see that u cant even be around that person. So u leave and post blogs like dis.
ps.The female im adressing here doesnt kno only the people i tld bout my crush kno who the male and female are u can tell them to se this bcuz my "wingpeople" are close to the male kno who the female he likes is so to the female i am not mad at u bcuz in this case he likes u not the other way around so itz his fault THX FOR BREAKIN MY HEART
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Theorem Clinical Research
Think Tank
Debuts in Boston March 7
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Absolute Radio has signed founder and presenter Colleen 'Cosmo' Murphy from Classic Album Sundays, to host and produce a documentary on Elton John's seminal 1973 breakthrough "Goodbye Yellow Brick Road" on Sunday 23 March, 8-9pm.
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Absolute Radio Content Director Tony Moorey said, "This programme will offer an in-depth look at one of Britain's most iconic and enduring artists. Colleen is a talented storyteller – this, combined with an exclusive, never broadcast before live material offers a unique collaboration between Classic Album Sundays, Absolute Radio and Universal Music.


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Duke had some impressive prospects in town over the weekend for their first camp of the summer and one of the best was Washington (D.C.) Woodson cornerback D'Andre Payne. It was his first time in D...
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ACParadise Network: American Cosplay Paradise American Cosplay Experience American Cosplay Snapshots
Cosplayer Sailor Tweek > Costume of Jessica (Dragon Quest VIII)
- Most Recent Photo
- Series
- Dragon Quest VIII
- Character
- Jessica
- Year Completed:
- Construction Difficulty:
- Normal
- Costume worn at:
- Sakura-con 2009
About this Costume
- Construction Details:
HOORAY! This costume I actually helped make! I helped with the cutting, measuring, some sewing, and I picked out all the materials! Ritsuko and Plude are my heros because they did all the rest. I cannot tell you how much I LOVE this costume! I'm very pleased with the way it turned out! Mostly made from recycled materials. The skirt was a futon cover, I already owned the belt and pouch, the corset fabric and the purple shirt were both found at Goodwill. The shoes were last minute...my feet were having serious issues. I used my own hair only becuase I was about the throw the ultra-beautiful wig out the window becuase it just wouldn't cooperate.
- Personal Thoughts:
- This costume makes me realize that my boobs are huge and I could have showcased the cleavage more. *LOL*
Add a Comment


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Woot!'s Deal of the Day today is the Vizio E420I-A1 42″ 1080p 120Hz LED Smart TV with Wi-Fi streaming apps for $369.99+$5 shipping (Refurbished). That's over $100 less than we could find it elsewhere. It features a 2,000,000:1 Dynamic Contrast Ratio, 120Hz Refresh Rate, Ethernet and 802.11 Wifi, USB port, 3 HDMI ports and much more.
Amazon reviewers give this a 4-star rating and you can find more info at Vizio.com
Not big enough? Ebay has the 47″ variety for $450. Too smart? Ebay has one without smart features for $320
40.714513 -74.005122


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Away from Wall Street and Bay Street, the economic engines that power the North American economy are sputtering for lack of fuel and lubricant.
The failure of U.S. politicians to secure a financial rescue yesterday and the stock-market collapse that ensued now threaten to make life in the real North American economy even worse.
For the banks, the cost of short-term cash - the foundation of their consumer and business lending - was already at record levels. Now uncertainty about whether the $700-billion (U.S.) plan can be saved is likely to make credit markets even tighter, with negative implications for companies in Canada as well and the prospect of a broader retrenchment in consumer spending.
As U.S. banks tighten lending, an ongoing massive loss of wealth from the meltdown in stocks risks shattering the fragile confidence of the world's most powerful consumers. They had already been curtailing spending amid the worst financial crisis since the Great Depression, and yesterday's tumble alone erased more than $1-trillion in American investor savings.
And while the centre of the storm remains on Wall Street, Canadian companies are already feeling the effects.
"There is no money available for even good companies," said Kacee Vasudeva, chairman and chief executive officer of closely held Maxtech Manufacturing Inc., a maker of automobile parts in Waterloo, Ont. "If this bailout fails, there will be a bloodbath."
Most economists say the U.S. economy was already on its way to recession before the historic plunge in the Dow Jones Industrial Average led it to shed 777.7 points, or 6.9 per cent. The drop was 840.9 points for Toronto's benchmark index, also a 6.9-per-cent loss.
"My personal concern is that people are going to act so conservatively that it becomes a self-fulfilling prophecy," said Jack McDonald, who runs Leeza Distribution, a Montreal-based company that stockpiles and delivers countertops. "We're certainly rationalizing our inventory."
Lenders aren't likely to do anything to encourage Americans to return to the box stores or buy a home any time soon.
Banks around the world are hoarding cash out of fear of lending to the next financial institution to be brought down by exposure to toxic assets linked to subprime mortgages.
The bailout plan conceived by U.S. Treasury Secretary Henry Paulson was intended to restore confidence in markets by using taxpayers' money to remove bad debt from the balance sheets of financial institutions.
There is a real risk the uncertainty will cause more banks to fail, making credit even harder to come by.
"I am dead scared," said David Laidler, a professor emeritus of economics at the University of Western Ontario and a former adviser at the Bank of Canada. "My guess is the financial system is really going to start coming apart in a big way and it's going to happen quickly."
Maxtech's Mr. Vasudeva said credit has been unavailable for auto-parts makers for six to eight months. The company has developed new joints for automotive exhaust systems that could save auto makers as much as $15-million a year - except Mr. Vasudeva can't get anyone to lend him the money to develop the idea.
"If you can't develop the innovation and take it to the marketplace, you will die a natural death," he said.
Less than a year ago, Canada's mining industry was basking in what was being called the greatest resource boom in half a century. Now, the financial chaos has investors fleeing the once red-hot sector.
"There is no access to capital right now, zero," said Ian Delaney, a stock-market veteran and the chairman of Toronto-based resource producer Sherritt International Corp., which has coal-mining operations in Western Canada and oil assets in Cuba.
Mr. Delaney said he had "never seen it like this, as consistently and as dangerously, in my life." Sherritt has sought to "avoid economic calamity" by keeping debt off its balance sheet and streamlining operations, Mr. Delaney said.
In Saskatoon, Jerry Grandey, the chief executive officer of Cameco Corp., the world's largest uranium producer, said the financial crisis has prompted the notoriously prudent company to reassess its capital expenditures.
As grim as things are, Canada likely will avoid a recession, said George Vasic, chief economist at UBS Securities in Toronto. While the U.S. economy will contract over the second half of the year, Canada's gross domestic product likely will shrink in only one of the final two quarters of the year, Mr. Vasic is forecasting.
For Leeza's Mr. McDonald, this may be a challenging time in terms of consumer demand but he's looking at expansion and riding through it.
Most of the company's sales are in Canada, where the housing market has mostly held up, supporting demand for the countertops it distributes. Leeza has just secured fresh credit at reasonable terms and is thinking about preying on some of its distressed competitors in the U.S. northeast.
"There might be some companies to pick off," Mr. McDonald said. "If you can pick up some infrastructure down there, you do it."
"I'm sure the [teachers' pension]fund is hit, but I don't think it will affect me. I guess I just have a lot of optimistic faith that things will bounce back. In the meantime, I'm not going hungry."
Rick Schultz, 58, a retired Toronto teacher
"I either let that eat up my retirement, or keep working."
Tom Fontaine, a 66-year-old American now working in Toronto, who says North American losses affect everyone
"We are down to almost nothing. We are now in cash. It's a little confusing with what the Americans are doing right now. It's hard to know what's going to happen next."
Shannon Strate, 26-year-old accountant from Edmonton, and her boyfriend pulled most of their money out of the stock market
"I'm a little bit wary, but not to the point of panic. I'm going to keep an eye on it."
Rachel Wickens, an employment counsellor in St. John's, Nfld.
"I've lost my portfolio, so that's a disaster zone. I'm cutting wood to cook with. It means ... that retiring's impossible in four years."
John Young, business trainer in Vancouver, 61
"I took the plunge, and it's pretty depressing. ... I think I'm down about 15 per cent and that's not even factoring in [yesterday's]losses."
Richard Murray, a 34-year-old recruiter in Toronto, was afraid to look at his investment statements


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REAL ID ACT OF 2005 -- (House of Representatives - February 10, 2005)
Mr. HOLT. Mr. Chairman, I rise in opposition to H.R. 418, the REAL ID Act. This legislation was crafted under the guise of protecting our borders and improving homeland security. However, it would make it more difficult for victims of persecution to obtain asylum impose expensive mandates on the States, and authorize the Secretary of Homeland Security to waive any and all laws to construct barriers at our international borders-none of which will make this country any safer from terrorists. This legislation would also effectively undo the important immigration and security reforms passed by the 108th Congress, putting us at greater risk for future attacks.
The 9/11 Commission's immigration-related recommendations focused on targeting terrorist travel through reliable identification systems and effective, integrated information sharing. Instead, this legislation seeks to change immigration laws broadly and in ways unrelated to essential intelligence reform.
This legislation would expand the authority for expedited alien removal without further hearing or review, impose stringent restrictions on asylum seekers hoping to be given an interview with an asylum officer, and require unreasonable standards of proof for aliens seeking asylum. None of the 9/11 hijackers sought or were granted asylum; rather, they were granted legal visas to enter the United States using fraudulent documents overseas. Furthermore, current law explicitly bars terrorists or members of terrorist organizations from gaining asylum, and asylum-seekers already undergo thorough background checks through the FBI, CIA, Department of Homeland Security, and Department of State databases. The onerous restrictions offered by H.R. 418 would keep highly-vulnerable victims of heinous crimes from escaping their persecutors, and they do not address the real vulnerabilities in our immigration system.
A report released this week by the United States Commission on International Religious Freedom underscores the dangerous impact these so-called reforms would have on our asylum process. According to the commission, the current expedited removal process in the U.S. places victims of persecution at great risk for further trauma, while the severity of conditions and deprivation imposed on asylum seekers was "shocking." Rather than address this serious situation in the ways recommended by the commission, today this Congress would force even more innocent asylum seekers into expedited removal or send them back to their persecutors without an opportunity to appeal their case to an immigration judge.
H.R. 418 would also impose statutory requirements for State-issued driver's licenses and repeal the important identification security measures enacted by the bipartisan Intelligence Reform and Terrorism Prevention Act. Rather than permit local, State, and Federal officials to work together to create minimum security standards for driver's licenses and identification cards as authorized by Congress last year, H.R. 418 would mandate statutory standards for States and require them to share personal information on all licensed drivers in a massive national database.
H.R. 418 would dismantle the carefully crafted immigration and security reforms enacted by Congress last year in the Intelligence Reform bill. That law will toughen our border security by adding 10,000 new border patrol agents over the next 5 years, strengthening visa application requirements, and adding 4,000 new immigration and customs investigators. It fortifies identification security while allowing the State officials charged with making those changes to be a part of the process.
Mr. Chairman, this law implemented key 9/11 Commission recommendations without jeopardizing our legal immigration system or the ability of legitimate asylum seekers to escape persecution. Our country was founded on the principle of immigration, and we must not close our doors to those who lawfully seek to share in the freedom and democracy that Americans have always held dear. The Congress must do everything in its power to protect our citizens and our borders. H.R. 418, however, does not achieve those important goals, and I urge my colleagues to oppose this legislation.


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stand your ground
View Single Post
April 19, 2012, 12:51 PM
Senior Member
Join Date: November 13, 2006
Posts: 5,164
I recall a case in my town where 4 young men confronted on young man in a park.The lone ,man fled,but was knocked down and was being beaten.The lone man had a Buck folding hunter knife in his pocket.He used it,and one of the attackers died.
All I have is what was in the paper,but for that the young man was sentenced to five years,the DA"He brought a knife to a fist fight".Seems like self defense to me,and the surviving attackers deserve jail time.
A more recent case in my town,after an evening of drinking,a man decided to end his evening with a fight.One punch,the man who was hit died.Jail time,with good reason.I call it murder.
Not specific to Z vs M,if you are carrying concealed ,IMO,it is a very good idea to not be in a position where an unarmed man would attack you with a beating.
In other words,IMO,do not let your weapon give you courage to enter an altercation.
I think most LEOs would agree scuffling on the ground is a good way to be shot with your own weapon.If an unarmed man is beating you senseless,you may have to shoot him to survive,but you will have shot an unarmed man.
That is not a popular thing to do.
An equal suggestion of restraint to those who think fists are a good idea.The guy you punch may shoot you dead.
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The Job and Education Market is Hall X [map (pdf)]. As part of the Job and Education Market there are presentations. The upcoming presentations are below:
Wed, 06 Apr, 13:30–14:00 JEM3: Borderless careers with Schlumberger
Wed, 06 Apr, 14:15–14:45 JEM6: Opportunity of a Lifetime with Saudi Aramco
Wed, 06 Apr, 15:00–15:30 GIS and the future job market
Please remember that the Job and Education Market is not just for young scientists, but for experienced professionals too. Some companies exhibiting are actively looking for mid-career scientists.


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Bankruptcy Law
Bankruptcy Law Questions? Ask a Bankruptcy Lawyer.
So, the law doesn't consider it fraudulent conduct? The BK was discharged in February 2008. The house purchase occurred in July of 2010. How would I find out if the BK was fully complete? Doesn't the discharge indicate it is fully complete?
Define discharged. Do you mean discharged---after at least 3 years---or do you mean dismissed---because of failure to abide by the terms of the BK. It makes a difference. If you don't know if the BK was ever completed to can look it up on the internet for a fee, by name and region.
Discharged after 4 months. The paperwork says "discharged."
Okay, so how does that work? This is so helpful. That means that Anne still owes on the second? Or does that mean Glenn owes on them? Why hasn't the bank made any contact?
No, it's not. I've gotten everything I need. Thank you very much. Questions answered.


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So Why Do Some Players Wear A Visor?Posted by on April 9, 2013 – 1:34 pm
Quarterback Robert Griffin III is one of the hottest players in the league after posting over 4,000 combined yards and 27 touchdowns in his rookie season. Numbers like that are a rare for players transition to the pace of the professional game.
While I am still in amazement of Griffin III's 76-yard touchdown scamper against the Minnesota Vikings, as we approach the six month anniversary of that play, one thing always stood out to me during that game and every game he appeared in for that matter.
His visor.
I have always wondered why Griffin III, and some of the rest of his teammates wear the protective shields across their faces.
So I decided to take a gander through their playing days to see how long the have been wearing a visor and why they chose to snap one on during game days.
For some its simply a style statement, for others, it might be from past facial injuries. Lets take a look at some of Washington Redskins and their visors.
Griffin III might be the flashiest player in the NFL today with his lethal concoction of a quick release strike and fleeting footwork, opposing defenses struggle to game plan for the AP Rookie of the Year.
His accessories equally match his flair on the football field as he is always sporting a visor and compression sleeve on his left arm.
After going through some pictures of No. 1o's days in high school at Copperas Cove High School, I noticed that he did not wear a visor, but from during his four year stay in Waco, he wore a clear shield.
So, why the visor?
Well to be honest there is no definite answer as to why he wears it, other than its likely for the style. Or maybe its to block the wind from his eyes when he's running down field for a touchdown?
Anyways, we do know why 2012 Pro Bowl linebacker Ryan Kerrigan wears one.
As he wrote last year during training camp, the 2011 first round selection began wearing one after he was poked in the eye during practice.
Poking Kerrgian's eyeball may be the only way offensive lineman can stop the Purdue prospect as he leads the team in sacks the last two years with 16.
Trent Williams, Rob Jackson and DeAngelo Hall are also members of the Redskins who donned visors during the 2012 NFC East championship campaign.
To see photos of the Redskins "All-visor team" check out this photo album to relive some of the top moments of the 2012 season by players wearing a visor.
So Redskins Nation, what are your thoughts on players wearing a visor?
Tags: DeAngelo Hall, rob jackson, Robert Griffin III, ryan kerrigan, trent williams, visor
Posted in Uncategorized | 6 Comments »
6 Responses
to "So Why Do Some Players Wear A Visor?"
By RussianBreadMaker on Apr 9, 2013 | Reply
Wearing a visor probably feels similar to that feeling you got as a kid when you put on your first pair of GI JOE underwear….instantly cool.
By Mr 49er on Apr 10, 2013 | Reply
I think all Qb's would benifit from tinted visors…why you ask? cus all Line Backers Safties and Corner read there eyes:…seeing what part of the field there look at before they release the pig skin. I have a question….can u use reflective mirrior like tint?
By Antonio moton on Apr 13, 2013 | Reply
Wear them for protection or whatever
By Tp on Jun 13, 2013 | Reply
@ Mr 49er… The totaly reflective mirror tint is banned completely exactly for the reason you stated. The dark tint is also restricted to players with doctors notes. Im not sure abotu the lighter tints…. The restricted the dark tints for safety sighting that trainers need to be able to see the eyes of an injured player to asses concussion or other medical concerns. This is all from my memory reading the rule changes of like 2007 I believe so this may have changed.
2 Trackback(s)
- Apr 10, 2013: The Redskins Blog | Kerrigan's Dentist Trip: He Knows The Drill
- Jun 13, 2013: The Redskins Blog | The Evolution Of 'Wildest Facemasks'


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[gallery link="file" orderby="rand"] Pamela Conover, Seabourn's president and CEO, just returned from a hardhat tour in Genoa, Italy, to survey the progress of Seabourn Sojourn in the shipyard. She was joined by several senior officers and senior executives from headquarters. Here is her update: ... read more
[gallery link="file" orderby="rand"] Seabourn's original three sister yachts, Seabourn Pride, Spirit, and Legend, are being treated to a multi-million dollar makeover over the next year. The look and feel of the public rooms on each vessel will be enhanced with open and airy interiors, modern embellishments, and richly colored contemporary on-deck furnishings. Spirit just came out of drydock with all the changes made, and Pride and Legend will have their turns next year. ... read more
It's always great to see honest reviews of what the Seabourn cruise experience is really like. We know how fabulous a Seabourn cruise is – so it's great when others share their unbiased opinions. Cruise enthusiasts have a lot of choices - and we realize that you want to know as much as you can about our ships before booking a Seabourn voyage. In this Cruise Report article, Rickee Richardson provides an extensive and comprehensive review of her Seabourn Odyssey cruise. ... read more
Evening entertainment on Seabourn Odyssey will follow the pattern on board Seabourn's existing yachts: lots of variety and a range of styles and atmospheres to match any mood. From piano stylings up at the Observation Bar to lively music that will keep dancers in The Club on their feet, guests can choose how they want to spend their evenings, or migrate from one mood to the next. ... read more
Ready for a cocktail? What better topic for a Friday afternoon than the fabulous Seabourn Odyssey bar scene? So who's shaking the martinis? The Public Room Manager supervises all the different bar areas. He's responsible for manning the bars, maintaining Public Health standards, stocking them fully and ensuring guests receive the ultimate Seabourn service experience. In order to accomplish all of this, he is assisted by: ... read more
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Come join us for a November 13th presentation on A Clean Energy Economy at Princeton University by Professor Michael Schwartz and then network with your peers during dinner afterwards at Winberie's Restaurant & Bar.
Advanced registration is required by end of day on November 6th.
Refer to the link below for full details. If the link does not open, copy and paste it into your browser.


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Capabilities-driven strategy: Redefining utility leadership for a new environment
The energy debate — over issues from climate change to energy sustainability to new generation to smart grid — will change how people think of energy and of the role of the utility as a provider. Regulators and consumers are spurring demands for new investments; significant choices must be made, many of which ultimately will erode shareholder value. While instinct is leading some industry participants down the same worn-out path to temporary cutbacks, a new crop of "architect CEOs" are recognizing the need to realign their companies' capabilities and performance models with this emerging market, to both meet these new demands and take advantage of emerging market opportunities.
Capabilitiesdriven strategy Redefining utility leadership for a new environment
Dallas Thomas Flaherty Senior Partner +1-214-746-6553 tom.flaherty @strategyand.pwc.com Donald Dawson Partner +1-214-746-6503 donald.dawson @strategyand.pwc.com Todd Jirovec Partner +1-214-746-6525 todd.jirovec @strategyand.pwc.com
DC Joseph Van den Berg Partner +1-703-902-3828 joseph.vandenberg @strategyand.pwc.com
This report was originally published by Booz & Company in 2009.
Executive summary
The energy debate — over issues from climate change to energy sustainability to new generation to smart grid — will change how people think of energy and of the role of the utility as a provider. Regulators and consumers are spurring demands for new investments; significant choices must be made, many of which ultimately will erode shareholder value. While instinct is leading some industry participants down the same worn-out path to temporary cutbacks, a new crop of "architect CEOs" are recognizing the need to realign their companies' capabilities and performance models with this emerging market, to both meet these new demands and take advantage of emerging market opportunities. These emerging capabilities-driven models seek to optimize overall performance, not necessarily to minimize costs, by building the operating model around those key capabilities most required for strategic success. Executives at leading utilities are reassessing their competitive strengths, from generation to distribution to marketing to corporate services, and engaging in necessary trade-offs to focus on value-added capabilities and de-emphasize those that are easily commoditized. At the same time, they are addressing underlying strategic and foundational fissures to help ensure that their performance gains last. Removing organizational snags such as unclear decision rights and weak performance management structures is enabling employees in every facet of the business to move quickly and efficiently to support the CEO's strategic blueprint. The utility of the future that emerges from this program of step transformation will be leaner, more performance-oriented, technically diverse, and able to drive changes in the market rather than merely reacting to them.
The performance leadership challenge
The changing market is challenging the way utilities operate, thrusting new capabilities to the forefront and creating a permanent need for fundamental performance improvement. It seems that every facet of the utility business model is under siege. The carbon reduction agenda is ratcheting up pressure on companies to diversify generation portfolios, upgrade transmission networks, and engage consumers in demand-side management programs. New digital technologies offer the prospect of an increasingly intelligent grid and workplace. Customers are becoming more sophisticated than they have ever been. And talent requirements are changing as a massive generational shift occurs in the workforce. Taking an innovative approach to revising ingrained ways of doing business, and successfully building the capabilities that will be needed to meet these challenges, will require executives to develop a refocused vision of their utility enterprises — one in which new performance models dominate. They will increasingly strive to differentiate their performance from their competitors' by embracing capabilities-driven strategies. Research and our experience suggest that long-term leaders in all industries inevitably excel in a small number of core capabilities that are aligned with their strategy. This focus on capabilities sets them apart from their peers in terms of shareholder value performance. The establishment of capabilities-driven leadership rests on three fundamental elements that predict leading performance. • Strategic clarity and flexibility: Leaders have clear, concise strategies that are seamlessly translated into action throughout the organization. They possess superior market insight, financial management, and integrated planning capabilities that allow them to respond to market change before their peers do. • Differentiated capabilities: Leaders focus their resources on a small number of key market-oriented capabilities that directly support their strategies and differentiate them competitively. They do not make commitments to noncore or low-value activities.
4 Strategy&
• Strong organizational DNA: Leaders possess responsive governance structures, effective decision-making processes, and cultures that reward performance. They enable performance with strong talent, accountability, and incentive processes. The presence of these three corporate characteristics strongly indicates sustainable performance leadership. All three are necessary; no single characteristic is sufficient. Embedding these performance characteristics in a company, however, requires more than traditional, incremental changes to the business. It demands no less than a fundamental transformation of the business model. To be effective, such a transformation must be driven by senior management, with rigorous discipline around its design and execution. It will, and should, create discomfort in the organization. It is not easy, and few achieve it. But the rewards are substantial. Operating benefits in the range of 15 to 20 percent of total operation and maintenance (O&M) and capital spending are typical. But, most important, the focus on key capabilities will allow positioning as a sustainable industry leader over time and across market cycles. Although there exists a natural instinct to manage conservatively during a downturn, today's unique combination of environmental initiatives, new technologies, and economic constraints calls for decisiveness in redefining and improving performance. Aspiring leaders will break from the cycle of budget freezes, layoffs, rate hikes, and other knee-jerk actions typically employed to sustain profit during downturns. Instead, they will create lasting platforms for change. Those utilities that get it right will retain or improve their financial health and grow. Those that get it wrong will face declining operating margins, stranded capacity stemming from CO2 constraints, and potential acquisition by stronger rivals.
Today's unique combination of environmental initiatives, new technologies, and economic constraints calls for decisiveness in redefining and improving performance.
Market disruption: The transformation of the business model
Ultimately, the utility of the future will be a fundamentally different company — more performance-oriented, more technically diverse, larger in scale, leaner, and more analytically driven. The performance bar will rise materially. Data, and its application to increasingly intelligent decision making and network control, will form the foundation of redefined performance in the utility industry. The industry will be redefined as we evolve from "dumb" assets and operations to intelligent automation and control. This explosion in information will be accompanied by more sophisticated analytic and decision-making models. Expertise capabilities, including performance and financial analysis, will expand to support predictive and foresight-driven analytics, allowing greater long-term capital/asset efficiency, improved workforce productivity, and increased reliability and responsiveness to service events. Asset management is a key example of an area in which improved performance data will permit more accurate and extended asset lifetime analysis and the eventual transition from preventive to predictive management cultures. Leading utilities will come to abandon the traditional one-size-fits-all business model in favor of organizations that better align and support their strategies, whether environmental stewardship or nuclear development. The challenge will be defining the right mix of capabilities and bringing about the necessary level of change to effectively support strategic execution. Success will create a more nimble, internally aligned organization that effectively blends 21st-century assets and capabilities with the ability to anticipate and quickly respond to shifting priorities and mandates (see Exhibit 1, next page). Each part of the business will be redefined: • The corporate center and corporate services: Corporate functions will increasingly shift into the role of strategic partner as utilities evolve from a largely operating-oriented management model to a model characterized by broader strategic management and analytic capabilities.
The industry will be redefined as we evolve from "dumb" assets and operations to intelligent automation and control.
Exhibit 1 The redefined utility business model
Governance structure
Corporate center Corporate planning
Strategic management
Capital allocation & asset management Performance management Business services Facilities & administration Human resources Supply chain External affairs Regulatory & legal IT
Expertise vs. "factory" clarity
Technology platform
Integrated portfolio optimization
Generation & supply
Customer/ retail
Network delivery
Intelligent control
Customer as strategic lever
Source: Strategy&
• Generation and supply: Despite starts and stops, generation will continue its evolution to a "smart" market-oriented focus, demanding an increasing focus on a fundamentals-based portfolio strategy, project development skills, and into-the-market commercial capabilities. • Network delivery: Smart technologies will usher in the era of digital intelligence, creating opportunities to dramatically improve productivity and the way in which utilities relate to customers in real time. • Customer and retail: The customer organization will increasingly become a strategic lever for the company, integrating with supply planning and bringing to bear greater expertise in core marketing, channel management, and customer service.
Strategy& 7
Where do you stand?
Utilities executives must ask themselves a few key questions during this tumultuous period: • Are we leveraging our operating practices and technologies to realize the level of increased "wrench time" we expect? • Do we have the long-term operating model and skills strategy to support the transition to an increasingly digital grid — and manage on an increasingly real-time basis?
General strategy • Is my company positioned for sustainable, long-term leadership? Is our strategy clear, and is my team committed to its realization? • Are we overemphasizing capabilities that do not support our strategic value proposition?
Customer and retail • Do we have the resources needed to understand, develop, and market products and solutions to help meet new mandates for energy use? • Are we using technology wherever applicable to leverage predictive analytics to improve reliability? • Do we have a clear view of the tradeoffs between near and behind-the-meter smart grid functionality and net smart grid-dependent benefits?
Generation and supply • Have we formulated long-term, scenario-based wholesale market forecasts? • How accurate are our predictive models in reflecting integrated market dynamics? Can we dynamically assess the interaction of such elements as carbon, SOx/NoX, and forced renewables? • Are we optimizing our assets into and out of the market as we should — both in the long and the short term? • Are we operating our assets to optimize availability and utilization? Have we thought about redeploying O&M and capital spend to different assets based on our long-term view of their value under the "green" regulatory agenda?
The corporate center and corporate services • Do we have a tight governance regime with clear decision rights and issue resolution? • Do we have a performance-oriented culture that motivates and rewards the workforce? • Do we have the capacity to analyze performance and plan in an integrated manner? • Are our transactional functions exploiting scale and efficiency potential?
Transmission and distribution • Do we have the capabilities in-house to expand and maintain transmission at the levels required to support renewables development?
Designing a capabilitiesdriven strategy
The changes in each of these areas represent a fundamental transformation of the business rather than simple incremental performance improvements. Successfully navigating this transformation begins by understanding your strategy and what it will take to attain leadership in the future. It requires utilities to create a new blueprint for their business, based on strategically aligned capabilities and performance enablers, and then rebuild the business in order to execute that vision (see Exhibit 2, next page). The blueprint should be a clear articulation of which capabilities will be emphasized and which will not. It should include an explicit definition of the desired level of capability and performance outcomes, supported by a well-considered skills and staffing plan. Finally, utilities must develop an overall road map outlining how they will realize the aspirations of the blueprint — how they will get from here to there. The process of creating the blueprint must be enterprise-wide and continuous. The blueprint should be written in pencil so that it can be updated and realigned as the market changes. It can be neither rigid nor monolithic. Companies must look to their strategies to isolate those capabilities with the greatest potential to create value. This requires strategic clarity and specificity. For example, a company looking to become a green power generator might need to strengthen or add capabilities related to the ability to build and link alternative generation sites to urban communities, such as generation and transmission development; emission trading skills to manage the monetization of renewable energy certificates; and regulatory advocacy skills to manage siting, subsidies, etc. On the other hand, if its focus is not on renewables but on demand management, critical skills might be smart grid application development and consumer marketing. In all cases, nonstrategic capabilities would be de-emphasized in favor of the capabilities that better support the company's strategy. A capabilities-driven transformation is aggressive, setting performance aspirations that essentially redefine the performance
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Exhibit 2 The building blocks of organizational DNA underpin strategy and capabilities
Strategic clarity Define what you want to be and your market value proposition.
Market trends
Business challenges
Operating capabilities Design differentiated capabilities and operating mechanisms to realize that value proposition.
Operating model
Differentiated competencies
Performance culture Organizational DNA Information, decision rights, motivators, and structure enable the strategy and operating model.
Performance enabling
Change management
Culture challenges
Source: Strategy&
frontier (see Exhibit 3, next page). It is more than a traditional or process-oriented change program, in which gains are incremental, performance aspirations are modest, and the elements that enable performance improvement are often missing. The definition of strategic capabilities, and particularly the target proficiency (for example, distinguished, leading, or just average) of each, forms the basis of an enterprise-wide capability model. This model is the foundation of a unifying business architecture around which senior management should have consensus and ownership. It addresses all aspects of the enterprise — business model structure, integrated process and technology architectures, operating practices, and people and culture — and balances long-term capability building against short-term operational requirements. As with a building's
10 Strategy&
Al ig n
blueprint, it establishes the structural requirements for ultimate execution, ensuring integration and an explicit understanding of constraints and trade-offs. Executives are increasingly focusing on these elements of success. Business, in general, is in the era of the architect CEO. It is a role that requires focus and discipline. Trying to be all things to all people, shying away from tough decisions, and succumbing to internal push-back are all ingredients of failure. Those who get it right have established the architectural foundation for success. In the end, leaders realize that a poor strategy executed well is often better than a great strategy executed poorly.
Exhibit 3 The future of performance will be driven by redefined capabilities
Best practice
Best in class
Future performance frontier
CrossCurrent utility industry leaders industry median today Laggards
Generation development
Asset management
Network operations
Customer interface
Performance management
Source: Strategy&
Organizational DNA: The foundation that sustains performance
While the translation of strategy into a differentiated capabilities model is vital — and challenging — it is not enough. Market success and performance sustainability rely as much on underlying organizational enablers as they do on core capabilities. Organizational enablers include elements such as governance and decision-making processes, performance management, and talent management. These and other elements make up what we refer to as a company's organizational DNA: areas that companies often neglect, yet are the glue that hold together and empower the diverse capabilities of the enterprise, determining whether it is sustainable, flexible, and responsive or temporary, inflexible, and static. The building blocks of organizational DNA are essentially performance enablers that support the optimal functioning of core strategic capabilities by ensuring strong planning and resource allocation processes, decision-rights clarity, talent alignment, and long-term — not short-term — motivation. In essence, these building blocks create a dynamic governance and management framework (see Exhibit 4, next page). Enabling performance is the most difficult aspect of any performance transformation — and the easiest to neglect. We break performance enablers down into two types. • Strategic: Governance, management decision-making, and performance-management elements that drive sustainability and market responsiveness. • Foundational: The people, culture, and technology elements that enable core differentiated capabilities. In terms of strategic enablers, our research shows that the fundamentals of good execution start with clarifying decision rights and making sure information flows where it needs to go. The four building blocks of strategic execution — decision rights, information, structure, and motivators — are inextricably linked. If you get decision rights and information in line, the correct structure and motivators often become obvious. Unclear decision rights not only paralyze decision making but
12 Strategy&
Organizational DNA determines whether an enterprise is sustainable, flexible, and responsive or temporary, inflexible, and static.
Exhibit 4 The root causes of organizational effectiveness
Decision rights
Clear decision authority Effective decision-making processes Minimized checks and balances on decisions
Effective use of metrics to measure performance
Good vertical flow of information
Clear conflict-resolution Sufficient information to support effective mechanisms decision making Performance differentiation Effective setting & cascading of objectives & goals Sufficient use of nonfinancial incentives
Good horizontal flow of information
Effective organization
Workforce and succession planning Strong links between performance and rewards and consequences Few management layers Narrow spans of control Effective use of structural integrating mechanisms – Quick, responsive decision making – Lower cost – Harvests opportunities – Healthy culture
Information sharing forums & mechanisms
Source: Strategy&
also impede information flow, divorce performance from rewards, and prompt workarounds that subvert formal reporting lines. Blocking information results in poor decisions, limited career development, and a reinforcement of structural silos. Organizations with strong strategicenabling processes typically exhibit five key traits. • Everyone has a good idea of the decisions and actions for which he or she is responsible. • Important information about the competitive environment gets to corporate quickly. • Once made, decisions are rarely second-guessed. • Information flows freely across organizational boundaries. • Field and line employees usually have the information they need to understand the bottom-line impact of day-to-day choices. Foundational performance enablers are more familiar but no less difficult to put in place. Utilities in particular face a steep challenge. At the core of foundational performance enabling is the transformation of the enterprise from an entitlement culture to a performance culture. Leading organizations establish the right motivators to cultivate talent. In particular, human capital capabilities are under great pressure in the utilities industry to address not only the growing demand for broader expertise but also the generational change looming as the workforce ages. To this end, they are incorporating best practices put to use in other industries, such as proactive talent management, reinvigorated training programs, personalized performance measures and awards, nonmonetary rewards for exceptional performers, and the encouragement of lateral moves and rotations. While there is no single performance model that is right for every utility, it is safe to say that no part of the business is immune from potentially radical redefinition. New market and regulatory requirements, new technologies, and more sophisticated customers are all working in tandem to redefine what utilities do and how they do it. Every management team will be challenged to build new skills and organizational capabilities across the value chain to meet these new market challenges — and to tie them seamlessly into their capability model.
Generation: A new era of asset development and optimization
The utility industry is entering a new era of aggressive supply build-out and optimization, characterized by increasing focus on fundamental market forecasting, regulatory-savvy portfolio planning, project development, and market and plant operating optimization (see Exhibit 5, next page). Regardless of the hesitancy stemming from memories of the last market boom-bust cycle, current capabilities and tolerance for risk are largely inadequate. Much more sophisticated forecasting and decision-making capabilities are needed to insightfully assess how power, gas, and emission markets interact in an environment likely to be increasingly distorted by regulation. Five capability themes are emerging. • Portfolio strategy: A formal, continuous re-rationalization of upstream/downstream assets and contracts, including M&A. • Market forecasting: Increasing emphasis on more sophisticated fundamental market analysis and more insightful analysis of interactions and trade-offs. • Project development and management: A decreased reliance on outsourcing of new generation capacity development and the downward management of contractual and execution risks. • Asset optimization: An expansion of capabilities to monetize positions and create appropriate supply and banking strategies around energy commodities, emissions, and various renewable credits. • Generation operating performance: Increasing focus on core performance to generate improved internal cash flows. Portfolio strategy decisions, in particular, will have large impacts on shareholder value and prove particularly complex. The market uncertainty underlying climate change, pressures in the commodity fuel market, and new generation and demandmanagement technologies will put an increasing premium on integrated decision making to achieve supply diversity and balance.
Strategy& 15
Exhibit 5 The pillars of wholesale value generation
Understanding the market
Fundamental market perspective Optimize the existing portfolio
Making choices
Restructure the portfolio
Portfolio growth strategy
Managing risk
Extend the portfolio Risk management
Asset optimization
Operating leadership
• Commodities • Customers • Regulation • Technology • Generation optimization— VOM, availability • Commercial optimization and dispatch • Capital allocation and management • Fuel management • Outage management • Supply chain
Porfolio optimization
• Acquisitions/divestitures • Central generation • Project management • Emission infrastructure • DG deployment • Transmission
Leverage markets
• Unregulated and new market entry • Pricing strategies • Fuel integration • Capabilities—financial and operational • Contract types • Hedging
• Risk tolerance (VaR) • Demand data— aggregation • Governance and analysis and measurement • Energy efficiency/services • Proprietary trading; e.g., emissions
Source: Strategy&
Utilities will need to more insightfully assess which assets to build, sell, and maintain in generation and transmission, as well as on the demand side. This process will have to advance beyond physical integrated resource planning to more integrated, scenario-based portfolio planning based on total economic optimization. Crafting a winning strategy will require a much more dynamic and fundamentals-driven approach to economic optimization than is typically available from traditional deterministic, dispatch-oriented wholesale models. In addition, utilities will have to rebuild their ability to oversee large-scale capital projects in order to manage execution risk and make the best use of project financing. Perhaps somewhat controversially, we anticipate an increasing emphasis on commercially oriented asset optimization capabilities, such as limited proprietary trading, fuel hedging, and wholesale origination, to extract additional value from the supply portfolio. Despite the fears of the merchant years, most utilities require a base level of merchant commercial capabilities to eliminate the "leakage" of asset value into and out of the market and to monetize increasingly fungible emissions and renewables credits that will be trading in the market. With mounting pressure on earnings, operating performance will also regain prominence. Generation is the single biggest expenditure for a typical utility, eating up more than half of all O&M and capital spending budgets. There is significant operational variability across and within fleets; best practice transference in areas such as reliability analysis, outage planning, heat rate optimization, and the increased use of predictive maintenance can trim O&M and capital spending by 5 to 15 percent.
Utilities will need to more insightfully assess which assets to build, sell, and maintain in generation and transmission, as well as on the demand side.
Network delivery: The emergence of the digital, intelligent network
Utilities spend in excess of US$35 billion and use more than 120,000 skilled employees and contractors to expand, replace, and maintain their delivery infrastructure each year. These amounts are poised to increase rapidly as smart grid functionality extends the capabilities of backbone advanced metering (AMI) and distribution automation (DA) infrastructure. Regardless of the actual pace of this deployment, the core delivery business is reaching an inflection point that will transform how utilities leverage and manage the distribution grid. The digitization of the grid will radically redefine how utilities operate and the capabilities needed. One of the most difficult management challenges will be determining where — and where not — to deploy new infrastructure and technology. The temptation to overinvest in the smart grid is great. Properly assessing the costs and benefits requires a comprehensive view of how utilities will operate the network — and how the impact of benefit duplication and cannibalization lowers the point of diminishing returns. The redefined transmission and distribution business will be characterized by increasingly predictive capabilities, as well as improved real-time information and decision tools (see Exhibit 6, next page). The opportunity is substantial and will demand the development or redefinition of capabilities in five key areas. • Asset management: Asset management will increasingly be differentiated from field operations, with the asset management capability evolving to an operating leadership role. • Process ownership: Increasing end-to-end process ownership across geographic organizations will ensure standardization and best practice consistency. • Predictive maintenance: Life-cycle asset management will drive improved resource targeting using predictive maintenance practices, rather than preventive practices.
Exhibit 6 The utility of the future is intelligent and integrated
Intelligent & integrated optimization
• Real-time monitoring and control • Self-healing/self-response • Performance optimization analytics
Advanced, intelligent
Operations excellence
• Predictive maintenance • Asset management • Seamless workforce
Full integration & enabling
Automated, integrated
• Seamless workforce automation • Customer integration and information • Predictive tools
• Sensing & seeing • Digital self-configuration/ self-healing • Intelligent demand-side management • Quality vs. cost incentives • Rate decoupling
External stakeholders
Measurement & commitments 2008
Enhanced core
• Labor productivity • Back-office efficiency • "Simple" asset management
• Performance cultures • Dynamic personal opportunities
2020+ Time
Source: Strategy&
• The intelligent worker: Better real-time management of workflow will increase productive wrench time by as much as 20 percent. • Customer-aligned service levels: Field responsiveness will be more closely tailored to customer expectations as utilities make better use of customer insights and abandon one-size-fits-all service models.
Customer and retail: Customer insight and a marketing renaissance
Demand-side mandates and the compelling economics of many demand-management options will accelerate the transformation of utilities' traditional customer-service capabilities into those more akin to cross-industry consumer and industrial marketing organizations. Historically, utilities have treated all customers in a similar fashion, characterized by largely undifferentiated service, few channels, little customer-specific information, weak integration with field service fulfillment, and limited billing and collection options. Utilities' forays into energy services, which have been mixed at best, highlight the challenge. Fully realizing demand-management potential will require the development of a sophisticated customer marketing capability (see Exhibit 7, next page). Its importance in the organization will rise, suggesting the more frequent appointment of chief marketing officers who will guide marketing and integrate customer service as a tool of the marketing mission. A number of capability themes will come to the forefront. • Customer insight: Utilities will place an increasing emphasis on customer knowledge and insight, beyond the demographic and "firmographic" data typically available today. They will focus on segmenting buyers by value-based segments to better understand behavioral motivation and preference triggers. • Product development and management: Utilities will develop the necessary organization and resources to create and manage their product offerings, as well as more effective pricing and sales strategies and tactics. • Marketing effectiveness: Utilities will increase the diversity and sophistication of their channels, including greater use of low-cost channels, outbound marketing, and alliance networks. • Customer-oriented service: Core customer service will be more extensively integrated with broader marketing strategies via
20 Strategy&
Exhibit 7 Customer and market operating models
Performance/risk extension Franchise redefinition/evolution Customer/utility alignment Tailored solution provider Technology innovator "Pull" vs. "push" Symbiotic relationship
Meets regulatory service levels Customer awareness
Franchise fulfillment
Satisfies regulatory mandates Current model Emerging world
Market-driven capability development needs
Old world
Minor (business as usual)
Moderate (improve/evolve)
Significant (redefine)
• Market/customer strategy • Product & service development • Supply & demand management • Marketing execution • Channel management • Customer care • Operations management
Source: Strategy&
cross-selling, real-time access to customer information, and integration with work scheduling. • Integration of marketing and resource planning: Demand management will be fully integrated into resource scenario planning as utilities abandon the siloed "throw it over the wall" mentality. In the end, the customer organization will evolve into a marketing organization, elevating its position within the utility as a distinct business segment alongside generation and network delivery. For years, leading utilities and energy retailers have been adapting cross-industry lessons to refine the customer experience and improve marketing effectiveness. That practice is only going to expand, and in the not-sodistant future, customer marketing capabilities will become crucial to a company's ability to be competitive.
The marketing organization will elevate its position within the utility as a distinct business segment alongside generation and network delivery.
Corporate services: Evolution to strategic partner
As discussed, a fundamental requirement for sustainable, leading performance is strong organizational DNA and associated performance enablers. Clear roles and responsibilities, insightful and responsive decision making, strong people processes, and the attributes of a performance-oriented culture are all important. Utilities, in general, have historically not placed significant emphasis on either their strategic or their foundational performance enablers. To meet the challenges of the changing market, however, it is imperative to break this historical tendency. To date, the industry has been relatively slow to respond to the need for this change in focus. Corporate services will increasingly transform from a transactional service provider to a strategic partner — one focused on performance analysis and decision support. The measure of performance will be how well senior corporate center executives team up with the CEO and line organizations to provide deeper business insight, more comprehensive strategy and policy development, and faster, better-integrated decision making. The objective will be to shift the focus from transacting to strategy, increasing corporate services' focus to approximately threequarters decision support and performance analysis, as opposed to 20 to 30 percent today. Aspiring leaders will more aggressively leverage leading shared-services concepts, including end-to-end process ownership, the separation of strategic and expertise activities from transactional or "factory" activities, and the adoption of shared-services management techniques (see Exhibit 8, next page). Corporate services will use simple servicelevel agreements (SLAs) to define their relationships with users, and will use active demand management and clear cost and pricing signals to promote transparent business trade-offs and a better alignment of demand with economic need. Leading corporate services organizations have strong capabilities in eight key areas. • Governance: Corporate services should be managed like a business, as opposed to a fixed cost. It should be an independent unit with senior executive leadership and clear end-to-end process ownership.
Strategy& 23
Corporate services should be managed like a business, as opposed to a fixed cost.
Exhibit 8 Defining the shared-services organization
Strategic manager relationship Corporate center/process owners
Sourcing relationship
Business units/users
Playing field between buyer clients and SS
Shared services
Service provider relationship
Source: Strategy&
• Skill segmentation: There must be a clear delineation between routine, repeatable factory functions and expertise functions. • Customer orientation: Corporate services should treat business units like customers, providing them with the service levels they want, not the levels the staff thinks they need. • Demand management: Corporate services should actively drive demand destruction, with internal client demand determining the size of the function rather than vice versa. • Service management: Service levels should be actively managed and guided with limited, focused SLAs; performance accountability should be maintained through key performance indicators and reporting. • Price transparency: Each service should have its own price, with clients determining how much service they want at that price; pricing provides insight into service cost drivers. • Efficient delivery: The services footprint should be consolidated to raise utilization without service erosion; scalable delivery models support flexibility and growth. • Skill-based workforce: Greater emphasis should be placed on analytic skills in the workforce, with workers interpreting and assessing rather than processing and controlling.
Developing the transformation vision
Utilities need to undergo a radical shift in the way they think about performance if they are to fundamentally redefine the standard of competitive leadership in the industry. Most companies, however, have addressed this need with narrow, incremental improvement programs. They tweak the organization within a weak framework for the business and operating model, thus providing little lasting change. These traditional approaches focus on historical benchmarking and incremental process and organizational change. True and sustainable success, however, depends on a comprehensive, integrated, and systematic alignment of the organization around strategy, capabilities, and performance-enabling organizational DNA. Failure to develop any one of these elements can be fatal in the long term. Skeptics will say that predicting the future is an exercise in uncertainty, while the underlying pursuit of performance leadership is timeless. In principle, this is true. Transformation is not new — but a capabilitiesbased approach to redefining performance, with an eye to the current climate in the industry and a basis of educated assumptions about its development, is a radical innovation (see Exhibit 9, next page). It is not easy. While management theory has consistently addressed the question of managing change, most change programs, large and small, fail to reach expectations — or fail to sustain the gains made. With the challenge only getting tougher, utilities will need to move beyond what they have tried in the past.
Exhibit 9 Elements of successful performance transformation
Traditional change programs – Delegated to middle management – Incremental cost reduction and/or revenue enhancement—point ideas – Series of initiatives—many conflicting, disconnected; no unifying vision – Decision by committee—no deciders – Hidden from organization—speculation rampant – Over-communicate – Change imposed too quickly—consequences not anticipated, not proactively managed – Focus narrowly on performance—for example, cost – Manage change—pace it to the organization's capacity to absorb change – Address all elements of organization performance Transformation – Led by committed, active senior executives – Focused on lasting, step-changes in value creation—are visionary – Comprehensive integrated programs— guided by clear blueprints and action plans – Possess tight governance/clear decision making and issue resolution processes
Source: Strategy&
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This report was originally published by Booz & Company in 2009.
© 2009 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Disclaimer: This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.


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Loading up on antioxidants can help fight cancer, prevent heart problems and boost memory. Antioxidants protect your body by inhibiting harmful free radicals before they have a chance to strike.
Start the day off right by eating a good amount of fruits and veggies. Tomatoes, peppers and citrus are excellent sources of antioxidants.
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2. Top eggs with your favorite store-bought salsa.
3. Add sautéed mushrooms, onions, red and yellow bell peppers or tomatoes to omelets.
4. Slice peaches, bananas, strawberries or other fresh fruit onto your cereal.
5. Mix dried cranberries or raisins into your oatmeal.
6. Toss frozen fruit, low-fat yogurt and nutmeg in a blender for a quick breakfast smoothie.


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text: Rebecca, a successful actress and her Mr. Mom husband, Tom, have two kids, a virtually nonexistent sex life, and a marriage counselor who is too baffled by the pair to offer any real help. Rebecca's slacker younger brother, Tobey, has been dating the exasperated Elaine for eight years but can't seem to commit to getting married and having a family. The status quo is given a serious jolt, however, when Tom is drawn into an affair with a mother at his son's school and Elaine finally gives Tobey an ultimatum, sending him into a fling with a sexy (and married) former college flame. When the fates of both couples culminate a very public finale on the stage at Lincoln Center, both Rebecca and Elaine will have to decide--do they trust the man?


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