text:
There's a familiar saying: "Give a man a fish, and he'll eat for a day. Teach a man to fish, and you'll feed him for a lifetime." But what if that man doesn't know what to do with the fish once he catches it?
When you understand how small-business finances works, you'll know what to do with "the fish"—in other words all the money you're making and spending. This means more than simply starting a low investment business. It means that knowing how to handle your finances properly gives your business a fighting chance to survive and grow.
In this guide, we'll look at essential small-business finance skills for successful entrepreneurs, including building a budget, tracking spending, and creating financial statements that are easy to understand.
- Separating your personal and business finances
- Choosing a bank
- How to create a budget
- Understanding accounting, bookkeeping, and recordkeeping
- How to get started with bookkeeping
- Do-it-Yourself (DIY) bookkeeping
- Outsourcing your bookkeeping
- Keeping your business records in order
- Creating and reading financial statements
Separating your finances and limiting your liability
The first, and easiest, thing to do for your business's financial well-being is separate your finances. Keeping your personal finances separate from your business finances offers many advantages, from simplifying your accounting to protecting your personal property and other assets.
Separating your finances has other advantages too. Calculating tax deductions, and overall tax preparation, is much simpler when your company has its own bank account. It's also easier to figure out if that Wednesday afternoon lunch was with a client or a friend when your personal and business receipts aren't mixed together. Even if you can easily distinguish one set of expenses from another, sorting a pile of paper come tax season wastes valuable time, and paying a chartered professional accountant (CPA) to do it for you can be expensive.
As your small business starts to grow, you might want to consider incorporating. When a business incorporates, it becomes a legal entity. That means if your business ever faces financial or legal trouble, your personal assets, such as your home or a college fund for your children, are, in most cases, protected.
It's important to know when to incorporate. If you make your company a legal entity while it's still in its early stages, you'll no longer be able to claim any losses it incurs on your personal taxes. At the same time, the more mature a company becomes and the more assets it has, the more paperwork that's required to incorporate it. In either case, expect the cost of incorporating to be somewhere between $1,000 and $2,000.
Choosing the right bank
Not all banks offer the same services. Some have mobile apps, for example, some don't. Some will tailor their services around your small business, while others will have a more standardized approach.
Corporate accounts are a little different from personal accounts, so here are some things you should consider when choosing a bank for your business:
- Does it offer online banking?
- What are its fees for business transactions?
- What kinds of interest rates does it have for business loans?
- Can it offer you a business credit card?
- Can you add other people and permissions to your account as your business grows?
Doing all your banking at one institution keeps things simple, but keep in mind that it's not necessary. If your preferred bank doesn't have competitive rates on loans, for example, it's OK to look for a loan from another bank.
Types of accounts
When you open a bank account for your business, consider opening both a chequing and a savings account. The first will give you a place to manage your day-to-day revenue and expenses, while the second can be used for setting aside money for things like taxes or future investments in your business.
Transaction fees
Business bank accounts, like personal accounts, come in different tiers that allow a certain number of transactions for a monthly fee. Having an idea of how your business will receive payments and how many monthly purchases you'll make through your account is helpful information to know when deciding what type of account to set up.
For example, if you're dealing with several different vendors on a regular basis, you'll want to make sure you have a low (or no) transaction fee on purchases. You might also want to see if your bank can offer you an account with no daily limit on debit purchases.
Loans and lines of credit
Even if you don't need a loan or additional financing for your business right now, you might in the future. So ask a few questions up front about the bank's lending requirements. Also ask about its interest rates on loans, the terms of its business loans and lines of credit, and what your small business would need to qualify for a loan.
Business credit cards
A credit card is a great way to build your business's credit rating, giving you a better chance of securing loans and low interest rates in the future. Having a business credit card also can give you access to rewards, fraud protection, and extended warranties on purchases.
How to create a budget
As the saying goes, if you fail to plan, you plan to fail. You'll never be able to see every bump in the financial road ahead, but you can avoid surprises and keep your business healthy by building a solid budget and keeping track of your money.
Creating a sample budget will give you a general idea of what to expect in your first months and years of operation. Over time, your budgets will become easier to create, and you'll get better at forecasting expenses and revenues throughout the year. For now, let's look at the types of things to include in your initial budget.
A great way to start your budget is by writing out a list of every possible item you think your business will need—from the technology used to create your inventory to the day-to-day items in your office. A quick Google search for examples of budgets in your industry can help you figure out anything you might have missed.
One-time expenses
One-time expenses usually are big-ticket items you buy once (or sometimes every few years). This can include laptops, machinery, and office furniture. It can also include services like logo design or website development.
Fixed expenses
Fixed expenses are costs you reliably can expect to pay every month, and that don't vary too much in price. This can include rent, insurance, internet service, website hosting, phone bills, and software subscriptions.
Variable expenses
Variable expenses fall somewhere between fixed expenses and one-time expenses—they occur more than once but vary in amount and are paid at irregular intervals. This might include materials to make your products, marketing costs, business travel, an accountant to file your taxes, or credit card processing fees.
Product pricing strategy
Coming up with the right price for your products is an important part of your budget. Here are some of the factors to consider when setting your price.
Cost of goods
The hard costs of the items you're selling are usually straightforward. For example, if you're running a hand-printed T-shirt shop, your material costs might be $8 per T-shirt and $3 for ink. But there's more to setting a price than adding up hard costs.
Do you pay people to make your product or deliver your service? That cost needs to go in to your cost of goods sold. Even if you haven't hired any staff yet, be sure to include the value of your own labour to help you evaluate the efficiency of your business. (If your own hourly "wage" ends up being unsustainably low, your business will need fine tuning.) It can also give you a good sense of when it's time to start outsourcing tasks to someone else.
If your business involves shipping product to customers, packaging and unboxing will play a significant role in how a customer experiences your brand. Your package is an extension of your product, so you'll need to factor its cost into the cost of goods sold.
Shipping is another key piece of getting your product to customers, and failing to estimate its cost correctly can throw off your budget. Things like size, weight, location, and speed all affect your shipping costs. Visit your local post office for help estimating your shipping.
Again, don't forget to factor your own time into your shipping costs. You technically might be able to offer shipping within five days, but packaging up product and running to the post office on a daily basis isn't an efficient use of time and will make shipping more costly by taking you away from other tasks.
Online shoppers expect to see a shipping charge added at the end of their purchasing process, but keep this cost reasonable. Customers faced with an exorbitant shipping cost may very well abandon their cart and not come back.
Processing fees
If you accept credit cards, you likely pay a fixed processing fee per transaction as well as an additional fee of around 3% of the order price. These charges vary based on the processing service you use, so shop around for one that makes sense based on your order volume. If your store is going to accept international orders, keep in mind that payment coming from outside your home country might incur higher fees on your end.
Accept credit cards directly with Shopify
Shopify Payments is the simplest way to accept payments online. It eliminates the hassle of setting up a third-party payment provider or merchant account and having to enter the credentials into Shopify.
Sometimes items get damaged, whether on their way to you or on their way from you to a customer. Hopefully the expense of replacing these goods will be a minimal cost for you, but it's important to factor an expected amount of damaged inventory into your pricing. A Google search will give you a rough idea of what's common for your type of business. Multiply the average percentage of loss in your industry by the cost of your product to come up with a loss estimate, then average that estimate into your pricing.
You may or may not choose to accept returns. If you selling artisan crafts, for example, returns might not be for you. If you do choose to accept returns, you can do one of three things:
- Charge a separate "restocking fee" to recoup some of the loss
- Raise your prices slightly to account for losses from returns
- Leave your prices the same, and trust that a generous return policy will mean increased sales
Keep in mind you'll also incur the cost of credit card chargebacks for fraudulent or disputed transactions.
Brand and target market
How you present your brand will contribute directly to your pricing strategy. Are you a luxury business selling products at a premium? Are you a discount shop going after the low end of the market? The way you position your business is a less tangible factor of setting your price, but it's definitely a factor.
Sometimes, raising prices can, counterintuitively, increase sales by conveying quality. Other times, the lowest price will always win. Know your market and price accordingly.
There most likely will be other business out there offering products or services similar to yours. Research some of them to get a sense of how they're pricing their items. You might want to offer a lower price than your competition to attract more customers, or you may want to use your brand to elevate the value of your product over theirs.
Projecting revenue
In the beginning, projecting sales is part research, part educated guess. The longer you're in business, the better you'll be at predicting these numbers and knowing when your peaks and valleys will be throughout the year. Like expenses, your sales will vary by industry.
If your business started as a side hustle, you may already have some preliminary sales data. Even a few numbers can help you figure out which of your products are bestsellers and what times of year your sales will be high or low.
If you have no data to start with, you still can gather useful information by talking to other business owners in your industry (if you don't know any, your accountant might) and doing some research online. Chances are, with a little digging, you'll be able to find some rough numbers on the level of growth to expect in your first year and which months will do the heavy lifting in terms of sales.
Understanding accounting, bookkeeping, and record keeping
In this section, we'll look at three areas integral to keeping your company's financial health on track.
Bookkeeping is the day-to-day tracking of your business's transactions, such as sales made and expenses paid. Accounting interprets those transactions over longer periods of time. It lets you see if your business is profitable, which parts of your business are doing well (or not so well), the value of your business, and your cash flow. And record keeping is the organization of all the documents that make bookkeeping and accounting possible.
Let's look in more detail at the differences between each of these financial tasks, why you need them, and how to manage them in a way that's right for your business.
There are two accounting methods small businesses can use—cash and accrual. You'll need to pick a system before the end of your first tax year, and then stick to it every year following.
Cash versus accrual
Cash accounting records transactions only when money changes hands. So if you invoice a client, you wouldn't recognize that revenue until their payment clears. In accrual accounting, sales, purchases, and expenses are recognized as soon as they're billed.
Which method should you choose? Cash accounting is simpler to track, because transactions are recorded when payment is received or made. There's no need to track accounts receivable or payable, and you always have a clear idea of exactly how much money you have. In other words, your books will always match your bank accounts.
Since accrual accounting records accounts payable and receivable, it can be more difficult to track cash flow, but it also helps you better forecast your business's finances for the months and years to come.
Generally, you can choose the system that works best for you, but there are exceptions. In the United States, a business is required to use the accrual method if it carries inventory or generates an income of more than $25 million per year. In Canada, any income from self-employment (unless it's from farming, fishing, or self-employed commission) must be recorded using the accrual method.
When you should talk to a CPA
If your business is still more of a side hustle, or if its finances are simple, you likely can skip enlisting the help of a CPA for now. There are plenty of small-business finance resources online you can reference.
But if your small business starts overshadowing your day job, talking to a CPA is highly recommend to make sure you're on track. CPAs don't just file your taxes—they also can help you with financial strategy, tax planning, lease negotiations, financial reporting, tax compliance, and treasury management.
A CPA can look at your business plan and budget, help shed light on anything you might have missed, and get you set up with a bookkeeping process tailored to your industry.
Choosing a CPA is similar to choosing a bank. They have to be the right fit for you and for your business. A great way to get recommendations for CPAs is by asking other business owners you know and trust in your industry. Make sure to talk to the CPA one-on-one to get a sense of whether or not they're the right CPA for you.
Your CPA can help you avoid surprises down the line by helping you figure out how much tax you need to collect and set aside, which expenses to track and deduct, and which legal structure your business should use.
Bookkeeping is the tracking of a business's revenue and expenses. It allows you to keep tabs on your company's financial health and makes your CPA's job easier come tax time. Basically, bookkeeping involves entering your sales and expenses into a spreadsheet and filing your receipts as a backup.
If you want to secure financing for your business at some point in the future, keeping your books up to date can help bolster a loan application or investment pitch. Well-managed finances and clear records allow potential lenders and investors make realistic projections of your company's financial health and gives them confidence to invest in you.
Well-managed books also help your CPA take advantage of all eligible tax deductions, and catch banking errors in a timely manner, when they're easier to reconcile. But the biggest benefit to keeping on top of your bookkeeping is always having a clear picture of where your business stands financially in the moment. Well-kept books can give you a sense of where your business's high and low points will be over the course of the year. They can show you if your packaging costs are too high, or if you're overspending on marketing.
Monitoring your books allows you to see in real time what's working well and what needs tweaking.
How to get started with bookkeeping
Now that you know why you need to stay on top of your bookkeeping, let's look at how to do it.
Step 1: Choose an accounting method:
There are two types of bookkeeping systems: single-entry and double-entry. Deciding which system to use depends on how complicated your finances are.
If your business is small and you're not making a lot of transactions, single-entry is the simplest way to keep your books. In this method, entries are recorded a single time, marked as either an input (revenue) or an output (expenses), while things like inventory and capital are tracked more casually. Single-entry doesn't offer all the checks and balances of double-entry, but if you're doing your own bookkeeping, this is probably the system to choose.
With the double-entry system, every transaction is entered into your books twice. It's more complicated than single-entry, but it provides more information about your business. Unlike single-entry, double-entry bookkeeping tracks your assets and liabilities in addition to revenue and expenses and has the checks and balances needed to reduce errors. Double-entry bookkeeping also gives you the information needed to create detailed financial statements showing which areas of your business revenue is flowing into and out of.
Double-entry is a more robust system. If you're hoping to get a business loan or bring on investors, or if you're hiring staff and carrying a large inventory, it's highly recommended you use double-entry.
Double-entry is a little complicated, so let's walk through an example. Say you run an online t-shirt shop. You order blank t-shirts from a supplier, screen print them yourself by hand, and then ship them to your customers. When you get a shipment from your supplier, you would enter that expense debit to your cash account, and as a credit to your product account. When the credit and debit columns of your ledger are added together, they should equal zero. This is what it means when someone refers to books being "balanced."
Step 2: Keep good records
At tax time, the burden is on you to show the validity of all of your expenses, so keeping supporting documents like receipts and invoices is crucial.
The IRS accepts digital records, so if you use a cloud-based system like Dropbox, Evernote, or Google Drive to upload your documents, you'll never have to deal with smudged receipts. You also can use a receipt-tracking app, like Shoeboxed.
We'll talk more about recordkeeping later in this guide.
Step 3: Enter all your transactions somewhere
Bookkeeping involves keeping track of your finances on a spreadsheet. Whether you use Excel, online accounting software, or good old-fashioned pen and paper, you'll need to choose a system that makes it easy for you to enter every sale and purchase. At minimum, you need to track amounts, dates, vendors, and clients.
Step 4: Categorize your transactions
Categorizing your transactions is the last piece of the bookkeeping puzzle.
The first and simplest part of categorizing transactions is one you're likely familiar with: credits and debits. You'll also need to categorize your receipts by "account." Accounts help add more context to your bookkeeping.
Accounts generally are broken down into five types:
- Assets. An asset is something your company owns, such as cash, a building, a computer, inventory, or even intellectual property. Basically, assets are anything your company could sell if it needed to.
- Liabilities. The most common form of business liability is debt. So if you have a business loan, this would go in the liability category. Accounts owed would also count as liabilities.
- Equity. Equity is any cash investment or drawing made by the owner of a company.
- Revenue. Revenue is any income received from the sale of goods or services.
- Expenses. Expenses are any money paid out for the everyday running of your company. This could include internet service, printing supplies, and office space rental. Expenses are different from assets because they generally hold no potential for resale, or are consumable (like office stationery).
There's lots of flexibility in the way financial transactions can be categorized in your books. The most important thing is to decide on a system and stick to it consistently. If you haven't done this before, consulting a professional bookkeeper can make the task of categorizing your transactions run smoothly and also help ensure your categories are in line with those of other businesses working in the same space as you.
Depending on how big your business is and how complicated your financial needs are, you have a couple of options for how you handle your bookkeeping.
Do-it-yourself (DIY) bookkeeping
If your business is more of a side hustle, if your finances are tight, or if your bookkeeping needs are simple, it's worth considering the DIY approach.
That said, even if you plan to keep your own books, it's a good idea to consult a CPA before you start. It's possible to make errors with even the simplest bookkeeping, and those errors could cost you at tax time. Money spent getting a CPA to help you set up your books is money you'll save paying a CPA to sort through and correct errors later.
When taking the DIY approach, you can use a basic spreadsheet to track your finances, or you can use online accounting software like Quickbooks, Xero, or Wave.
Using a spreadsheet is free, but you'll have to work a bit to create financial reports. Online accounting software has a monthly cost, but it can create reports for you.
Outsourcing your bookkeeping
If your business is a little more complicated, or has moved out of the side-hustle stage, it might be time to outsource your bookkeeping. We recommend hiring someone else to do your bookkeeping if:
- You don't have the time to keep on top of it
- Your finances have gotten too complicated for you to confidently maintain your books
- Your efforts would be better spent working on a different part of your business
- You've missed deductions at tax time or have accidentally kept your books incorrectly in the past
When you outsource your bookkeeping, you can hire a freelance bookkeeper, a bookkeeping firm, or an online bookkeeping service.
Hiring a local bookkeeper is a good option if most of your records are on paper or if you feel more comfortable meeting with your bookkeeper face-to-face. Hiring an online service, like Bench, could be the right choice for your business if you prefer to work online and your business isn't cash-heavy.
At Bench, our bookkeepers do your books for you. We create the necessary monthly financial statements you need—all of which are accessible online—and provide you with everything you'll need to hand to your CPA at tax time.
Keeping your business records in order
Without records—the documents that show what your company has been spending and earning over the course of a year—there'd be nothing for bookkeepers or accountants to do.
Records are legally required as proof that the information included in your tax returns is accurate. To maintain comprehensive records, you'll need to keep:
- Receipts
- Bank and credit card statements
- Bills
- Canceled checks
- Invoices
- Proof of payments
- Financial statements from an online service or your bookkeeper
- Previous tax returns
Depending on where you live and the type of business you run, there might be other records you're legally required to keep or additional tax forms you need to file. Talk to a CPA at the beginning of your tax year to get a clear idea of how best to maintain your records.
A good general rule is: if in doubt, keep it. It's a lot easier to throw out a receipt later once you're sure you don't need it than it is to frantically dig through your recycling.
How to store your records
The good old shoebox is a classic trope for receipt and record storage, but it's not the most effective system. An accordion folder is a step up, but accidents still can happen. Paper receipts can be damaged by water, fire, or a loyal (if excitable) canine friend. Paper can also fade over time, especially cash register receipts, and the last thing you want is to open your shoebox at tax time and find a lot of blank scraps.
There are myriad services available to track and store your documents digitally. Taking photos of receipts and uploading them, along with electronic bills and invoices, into a Dropbox or Google Docs folder is the online version of keeping an accordion folder. There also are lots of online services designed specifically to help make your record keeping as painless as possible:
- Shoeboxed allows you to scan receipts and digitally organizes their information . It also has a feature that auto-generates expense reports.
- FileThis automatically gathers information from electronic documents (like bills), saving you the trouble of uploading them.
- Expensify lets you scan and email receipts and electronic documents to create simple expense reports.
Creating and reading financial statements
Financial statements are reports created from your books. They're a great way to check in on how your business is doing, make predictions about upcoming revenue and expenses, and decide when to invest in growing your business.
Financial statements might seem intimidating at first, but once you get a handle on them you'll love the peace of mind that comes with having a strong grasp of your business's finances.
Balance sheets
A balance sheet is a snapshot overview of your finances at any given point in time. It looks something like the online banking dashboard page, butut instead of showing your checking and savings accounts, the snapshot shows your company's assets, liabilities, and equity.
Essentially, a balance sheet shows the formula Assets = Liabilities + Equity.
In the example of our T-shirt company, a simple balance sheet might look like this:
Bank account: $2,000
Vendor invoice: $500
Retained earnings: $1,500
Bank account: $6,000
Vendor invoice: $1,000
Retained earnings: $5,000
Income statement
An income statement takes a closer look at—you guessed it—your business's income, breaking it down into expenses and revenue, then further breaking those amounts down into individual line items.
Income statements look at things like:
- Revenue: how much money you brought in selling goods (like a T-shirt)
- Cost of good sold: the amount of money you spent on those goods before selling them
- Operating expenses: other costs associated with running your business, like electricity, internet, marketing, and business cards.
You can use the above values to calculate your gross profit (Revenue - Cost of Goods Sold) and your net profit (Gross Profit - Operating Expenses).
Gross profit shows you how much income you're bringing in on specific items. If your gross profit is low, you might want to consider increasing the price of each item sold.
Net profit tells you how much income your business is bringing in after expenses, and gives you a picture of the overall profitability of your business. It's a way of factoring all of the other expenses your business incurs into the cost of your product. If your net profit is low, you might need either to decrease your operating expenses or increase the cost of your product.
A simple income statement might look something like this:
T-shirts sold: $4,000
Cost of goods sold: $675
Utilities: $50
Internet: $60
Studio rent: $200
Website hosting: $15
Total: $1,000
Net income: $3,000
If you're doing your own bookkeeping, you can find a simple income statement template here.
Cash-flow statement
Cash-flow statements show you how much cash your business has earned or used during a specific time period. If you're using the cash accounting method, you can already see how much cash you have available.
While it's important to monitor your business's revenue, it's equally (if not more) important to monitor cash flow.
Revenue is the overall profit you have coming into your business in the long term. Cash flow is the amount of liquid cash you have access to at any given time. Cash flow is handy if you have to pay for materials upfront. Even if you're going to be generating a lot of revenue from sales, you still need cash available to pay your vendors.
Business finance separates myth from math
Even if your company has the best product in your industry and award-winning marketing, it still can fail through lack of financial awareness. Keeping your records, books, and accounting in order will give you a clear picture of your company's financial health and needs. This, in turn, will enable you to make the best decisions for your company's future.
Whether you're going it alone or hiring a financial professional, it always helps to seek advice from other successful entrepreneurs in your field or to consult with a good CPA.
Knowing how to track and manage your finances will give you peace of mind that more than makes up for any challenges you may face building the skill. And the more you learn to manage money, the easier and more intuitive it will become.
About the author: Altaira Northe writes for Bench, the online bookkeeping service that does your books for you. She's also a writing coach and runner who splits her time between Toronto and B.C.'s Sunshine Coast.


text:
(800)457-3501 email@example.com
Add to Home screen
Product no. 479947
Click Here for Multiple SKUs
Available in: Amethyst, Azalea, Aztec Gold, Bronze, Chartreuse, Cherry Red, Cosmic Blue, Cosmic Violet, Golden Apricot, Ice, Iced Gold, Indian Copper, Jade, Mermaid Green, Peacock, Persimmon, Royal Purple, Silver, Starry Night, Sun Yellow, Tangerine, Turquoise.09oz./2.7gm per Container. Yields 25-150 applications per bottle.
Ben Nye Lumiere Grand Colour Pressed Eye Shadow is available in brilliant and colorful metallic and iridescent shades. Apply wet or dry for a beautiful effect. For a brighter look mix water or LiquiSet into any of the shades to make a creamy and brilliant paint. Each creamy color heats up under the warmth of your fingertip for smooth, seamless blending. Doubles great as a base for shadows, glitter, or powders! Seal with Ben Nye LiquiSet for a smudge-free finish.
.09oz./2.7gm per Container. Yields 25-150 applications per bottle.
Need some help before you order? Contact our Sales Team at (800)457-3501 or by email at firstname.lastname@example.com with any questions and they will be happy to assist you.
Ben Nye Theatrical makeup offers eye shadows in brilliant and colorful metallic and iridescent shades. Apply wet or dry for a beautiful effect.
There is no composition information for this item
There is no wash and care information for this item
Ben Nye Lumiére Grand Colours Eye Makeup: 479947

subset: commoncrawl


text:
Nuclear Blast Records A couple of weeks after releasing the audio version of 'For Your Vulgar Delectation,' Cradle of Filth has unveiled a lyric video for the track from their upcoming album 'The Manticore and Other Horrors.' It's set to be released on Oct. 30. Frontman Dani Filth also details the band's latest escapades, including a video shoot, on the band's blog . With the imminent release date for 'The Manticore and Other Horrors,' Cradle of Filth has been traveling worldwide doing press. Filth describes in a posting an interesting flight from France to Germany, recalling, "I am sat next to a woman with mild Tourette's. Mild, as it's fortunately only random whistling and exclamations as opposed to defamation and swearing, yet strangely enough it's still unnerving even for @$$%&£@ me. I inadvertently keep my head buried in the Dennis Wheatley 'Black Magic' paperback I bought secondhand in Brighton a few weeks back, as landing brings on a bunch of R2D2 style expletives from the poor woman." Filth also gives a behind the scenes look at the filming of the video for 'Frost on Her Pillow,' perhaps revealing a bit too much information. "I have to withstand not taking a poo for nigh on five hours due to the constraint of being physically locked into my costume by a bloody great chain," explained the singer. "Still, it's a riot, especially miming to the track, and I make myself hoarse for the first time in years actually singing over the blistering loud PA, then very shrill-sounding having had the bloody great chain swing pendulously back into my testicles, being leather-covered notwithstanding." As you'd expect from a Cradle of Filth video, there are plenty of interesting characters. Filth describes, "Theres a Canadian Incubus, a glut of wenches, a fearsome-looking voodoo priest who ends up borrowing my contact lenses to become even more fearsome-looking (lovely bloke mind despite the head shrinking curse he puts on me), the beautiful victim Nina and some nice authentic Victorian props, pulpits, a glass coffin and plenty of fire!" Filth has posted several photos of the press junket and video shoot in the blog post. [button href="http://loudwire.com/cradle-of-filth-unveil-the-manticore-and-other-horrors-track-listing/" title="Next: Cradle of Filth Unveil 'The Manticore and Other Horrors' Track Listing" align="center"] Watch the Cradle of Filth 'For Your Vulgar Delectation' Lyric Video
Read more here:
Cradle of Filth Unveil 'For Your Vulgar Delectation' Lyric Video


text:
Create a Website Account - Manage notification subscriptions, save form progress and more.
Lincoln Elementary School - Door D (Back of Lincoln)
Updated B.A.S.E./PEAK Pick-up Procedures:
Show All Answers
To get started, visit our website and simply create an account (for mobile users view the full site). After signing in, look under the activities tab, select Camps, and choose your preferred location and payment option by clicking "Add to Cart" and "Enroll Now". Participants must be registered prior to using our services. If your child is not registered at the time of drop-off, please be prepared to make a payment on site via debit/credit card or check!
All refunds are subject to Brownsburg Parks' policies and approval along with any other local or state procedures necessary to process a refund and can take 4-6 weeks to process. If a refund is approved, the refund will be issued in the form of a check from the Town of Brownsburg regardless of how payment was made and will be mailed to the household's primary member at the stated address on the Refund Request Form. A request for a refund must be submitted prior to the start date of the program or reservation date.
Brownsburg Parks reserves the right to cancel, combine, or divide classes; to change time, date, or location; to change instructor's assignments; to make any changes that may be necessary from time to time in its sole discretion. A full refund will be issued if Brownsburg Parks cancels a program prior to the start of the program. A prorated refund will be issued if Brownsburg Parks cancels a program after the start of the program.
Refund requests are submitted to the Clerk-Treasurer of the Town of Brownsburg twice monthly on a predetermined schedule. Depending upon when the Request for a Refund is received by the Parks Office, it could take up to six weeks to receive a refund check. Any refund amount under $10.00 will be issued as a household credit for a future Brownsburg Parks transaction.
Fill out a refund request.
Brownsburg Parks is moving away from paper forms and is using ePACT Network to store all comprehensive health and emergency contact information more securely. You will only need to complete this form once a year to save you time and make registration even easier for you!
Here's how:
All participants are required to complete this form prior to participating in the PEAK program. If you need additional help, contact the ePACT Network Customer Service Line at 1-855-773-7728.
Already have an account? Login here


text:
Page tools: Print Page Print All | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Changes in the SIH which are likely to have impacted on the data in this issue include:
Where the impacts of the above changes have, or are likely to have, impact on the assessment of changes over time, these breaks in series are discussed in the summary of findings, including the quantification of the impacts where possible. EFFECTS OF ROUNDING Where figures have been rounded, discrepancies may occur between sums of the component items and totals. Published percentages are calculated prior to rounding of the figures and therefore some discrepancy may exist between these percentages and those that could be calculated from the rounded figures. INQUIRIES For further information about these and related statistics, contact the National Information and Referral Service on 1300 135 070 or Jan Gatenby on Canberra (02) 6252 6174. SUMMARY OF FINDINGS INTRODUCTION The economic wellbeing of individuals is largely determined by their command over economic resources. People's income and reserves of wealth provide access to many of the goods and services consumed in daily life. This publication provides indicators of the level and distribution of after tax (disposable) household cash income and wealth, after adjusting for household size and composition. The estimates of disposable income in this publication are derived from the gross cash income data collected in the Survey of Income and Housing (SIH), after deducting estimates of income tax liability and the Medicare levy. Gross cash income is defined as regular and recurring cash receipts from wages and salaries, profit/loss from own unincorporated business, investment income in the form of interest, rent and dividends, private transfers in the form of superannuation, child support, other transfers from other households, and cash transfers from government pensions and allowances. The restriction to cash incomes is one of practical measurement and is assessed to provide a reasonable, broad picture of the level and distribution of income. However, readers are advised that the relative mix of cash and non-cash incomes across subpopulations will be different, and can change over time. While income is usually received by individuals, it is normally shared between partners in a couple relationship and with dependent children. To a lesser degree, there may be sharing with other members of the household. Even when there is no transfer of income between members of a household, nor provision of free or cheap accommodation, members are still likely to benefit from the economies of scale that arise from the sharing of dwellings. The income measures shown in this publication therefore relate to household income. However, larger households normally require a greater level of income to maintain the same material standard of living as smaller households, and the needs of adults are normally greater than the needs of children. The income estimates are therefore adjusted by equivalence factors to standardise the income estimates with respect to household size and composition while taking into account the economies of scale that arise from the sharing of dwellings. The equivalised disposable income estimate for any household in this publication is expressed as the amount of disposable cash income that a single person household would require to maintain the same standard of living as the household in question, regardless of the size or composition of the latter. Appendix 3 provides a more detailed explanation of equivalised disposable household income. It shows the differences in income measures when calculated from data at different stages in progression from gross household income, through disposable household income, to person weighted equivalised disposable household income. KEY RESULTS Some of the key income results from the 2003–04 SIH are:
Some of the key net worth results from the 2003–04 SIH are:
METHODOLOGICAL CHANGES AND INCOME MEASURES The changes in methodology between 2002–03 and 2003–04, listed in the Notes to this publication, have impacted on the comparison of the 2003–04 results with those for earlier cycles. While not all impacts can be quantified, the potential significance of the impacts on various sources of income are discussed below. For wages and salaries, no obvious impacts were detected. Average wages and salaries in the 2003–04 results are 4.8% higher than in 2002–03, in line with the increase in average total weekly earnings reported in ABS business surveys. For selected distributional measures of gross wage and salary income (the Gini and the quintile income shares) the distributions in the two years are very similar. For government pensions and allowances, no obvious impacts were detected. For 2003–04, the coverage of survey reported benefits compared to the benefits and allowances paid by government was slightly above the longer term average in cycles from the mid to late 1990s, but within one standard error of that average. Therefore, while a benefit benchmark had been introduced for the 1999–00 and 2000–01 cycles (when coverage fell significantly), no benchmark was used in either 2002–03 or 2003–04. For investment income, the change in 2003–04 to ask about current income, rather than imputing the income on a "no change" assumption from reported income for the previous financial year, has been significant. In the 2002–03 results, the imputed total current investment income estimate was $16.2 billion. This simple imputation methodology, which had been used since the mid 1990s as the practical approximation to measuring current investment income, did not always result in year to year movements that were consistent with the related property income series in the household income account of the Australian National Accounts. This was particularly so for the current income imputed estimates for 2003–03. In 2003–04, respondents reported investment income amounts earned in 2002–03 at $19.8 billion, and current income in 2003–04 at $22.3 billion. The year on year movement between the current and previous year investment incomes reported in 2003–04 is broadly in line with the related national accounts series. The difference between the imputed amount for 2002–03 and the subsequently reported amount for that year contributes about $9 to the increase between the results for 2002–03 and 2003–04 in average gross weekly household incomes. The change in methodology to capture reported current income was expected to produce a one-off break in the level of the household income series. It is also expected to provide a significant improvement in the future investment income and total income series. However, from the testing that has been undertaken, it is not obvious that the change in methodology has significantly affected income distribution measures. For the Gini and the quintile income shares, the change in gross household income distributions by excluding investment income is very similar for 2002–03 and 2003–04. Increasing the 2002–03 imputed investment income amounts by the ratio of reported to imputed incomes results in very little change to the selected income distribution measures for 2002–03. As for investment income, for income from own unincorporated business ('business income') there was a change in 2003–04 to ask about current income, rather than imputing the income on a "no change" assumption from reported income for the previous financial year. In the 2002–03 results, the imputed total current business income estimate was $33.2 billion. This did not reflect the decline in the related national accounts series for mixed income of households (adjusted to deduct depreciation and interest payments). In 2003–04, respondents reported business income amounts earned in 2002–03 at $28.0 billion, and current income in 2003–04 at $31.2 billion. The year on year movement between the current and previous year business incomes reported in 2003–04 is broadly in line with the related national accounts series. The difference between the imputed amount for 2002–03 and the subsequently reported amount for that year contributes about -$13 to the change between the results for 2002–03 and 2003–04 in average gross weekly household incomes. Together the improved methodology for both investment income and own unincorporated business income largely offset each other in mean income terms when comparing 2003–04 to 2002–03. Income from superannuation, annuities or allocated 'private' pensions (other than government benefits such as the age pension) is higher in 2003–04 than in 2002–03. These amounts have been recorded in previous survey cycles as current income amounts, and no explicit change in methodology affects the reporting of these values. However, it is possible that changes in non-response have impacted on the series, or that the reporting of superannuation assets in conjunction with income has improved the quality of reporting. The increase in gross weekly household incomes from superannuation etc. of about $7 between 2002–03 and 2003–04 is statistically significant (about 3 standard errors). It is also likely that the reported superannuation assets are an underestimate of the total value of these assets and it may be that the superannuation income series, although higher than previously reported, is still a somewhat conservative measure. HOUSEHOLD INCOME In 2003–04, average (mean) equivalised disposable household income for all persons living in private dwellings (i.e., the income that a single person household would require to maintain the same standard of living as the average person living in all private dwellings in Australia) was $549 per week (table 1). There were approximately 19.6 million people living in these dwellings. In real terms, before taking account of the breaks in series between 2002–03 and 2003–04, average equivalised disposable household income in 2003–04 ($549) was 5% higher than in 2002–03 ($522) and 21% higher than in 1994–95 ($455). Between 2002–03 and 2003–04, the $27 increase in real mean income in part reflects the one-off payments to families and carers announced in the May 2004 Australian government budget. About $2.2 billion was payable to families in 2003–04 under this initiative which, on average, increased gross weekly household incomes by about $6, and equivalised disposable household incomes by a little over $4 per week. Increases in real incomes between the 2 years also reflects higher average wages and salaries (up 4.8% in 2003–04). The increase in real average equivalised disposable household income from 2002–03 has been muted somewhat by the net impacts of the imputation in 2002–03 for own unincorporated business and investment income (discussed above) which overstated the combined incomes from these sources. For low income people (represented by the 20% of people with household income between the bottom 10% and bottom 30% of incomes), average equivalised disposable household income in 2003–04 grew by 9% ($24 per week), compared to 7% for middle income people and 3% for high income people. About $7 (or more than one quarter) of the increase for the low income people resulted from the introduction of the one-off payments to families and carers in 2003–04. The net impact of these one-off payments on the real mean equivalised disposable household incomes of high income households was less than $1 per week. Over the period from 1994–95, there was a 22% increase in the real mean incomes of both low income people and middle income people and 19% for high income people. S1. CHANGES IN MEAN REAL EQUIVALISED DISPOSABLE HOUSEHOLD INCOME(a) Household characteristics Households with different income levels tend to differ with respect to other characteristics, as shown in (table 6). and summarised in the following table. Wages and salaries were the principal source of income (PSI) for households with middle and high income levels in 2003–04, while government pensions and allowances dominated for low income households. However, low income households had the highest incidence of full ownership of their home, reflecting the high proportion of elderly people in the low income category. S2. HOUSEHOLD CHARACTERISTICS 2003–04, By income group
Middle income households contained more people on average than high income households (2.8 compared to 2.5) but contained considerably fewer employed persons (1.5 compared to 1.9). In part, this reflects the different age profiles of the two groups. Table 6 shows that middle income households (shown as the third quintile) had an average of 0.8 persons under the age of 18 and 0.2 aged 65 and over, compared to 0.4 and 0.1 respectively for high income households. Low income households (shown as second and third deciles) had an average of 0.5 employed persons, and housed an average of 2.5 persons. Of these, 1.1 were 18 to 64 years, with 0.7 under 18 years and 0.6 persons aged 65 years and over. The characteristics of Australian households are changing over time. Table 3 shows that the average number of persons per household declined from 2.69 to 2.53, or about 6%, between 1994–95 and 2003–04, with about half the decline being in the under 18 age group. The proportion of lone person households, couple only households and households comprising one parent with dependent children all increased. Each principal source of income retained its relative importance between 1994–95 and 2003–04, with about 57.5% of households primarily dependent on wages and salaries. The proportion of households reliant on government pensions and allowances was 27.7% in 2003–04, up from 26.6% in 2002–03 but down from 28.4% in 1994–95. Home ownership remained relatively stable at around 70% of households throughout this period, but an increasing proportion of owners had a mortgage. Life cycle stages The range of income levels across the population partly reflects the different life cycle stages that people have reached. A typical life cycle includes childhood, early adulthood, and the forming and maturing of families, as illustrated in table 12. Other family situations and household compositions are shown in table 11. The following table compares households in different life cycle stages.
Of the groups included in the table, the group with the highest mean equivalised income was younger couples without children. Their mean equivalised disposable household income was $821 per week, with the average number of employed persons in the household being 1.8. For couples with dependent children only, and with the eldest child being under five, their mean equivalised disposable household income was $557 per week. Compared with younger couples without children, this lower income reflects a 12% lower after tax income, principally reflecting the lower average number of employed persons in these households (1.5) and the larger average household size (3.4 persons) over which incomes are shared. Average incomes were higher for households with non-dependent children, reflecting higher proportions of employed persons in these households, but were lower again for households comprising older couples and lone persons, where the numbers of employed persons were substantially lower. People aged 65 and over had the lowest mean incomes, with lone persons' incomes at $350 per week, somewhat lower than older couple only household incomes at $396 per week. Elderly lone persons were more likely than elderly couples to have government pensions and allowances as their principal source of income (77% compared to 68%), while couples were more likely to fully own their home (85% compared to 74%). Households comprising one parent with dependent children had a mean income of $391 per week, similar to that of elderly couples ($396 per week), but only 11% of the one parent households fully owned their home and therefore a substantially greater proportion had to make mortgage or rental payments from their income. Of these households, 54% had government pensions and allowances as their principal source of income. On average they had 0.8 employed persons in the household. States and territories There are considerable differences in the average levels of income between the states and territories (see table 16). However, not all the differences are large enough to be regarded as statistically significant at the 95% confidence level (see Appendix 4). Tasmania's mean weekly income was 13% below the national mean income level and Queensland was 5% below. In table 16 the Australian Capital Territory and the Northern Territory are shown to have the highest mean incomes (22% and 17% above the national average respectively). The high income levels reflect in part the younger age profile of the ACT and NT. However, it also reflects the exclusion from the results of households in collection districts in the NT defined as very remote or Indigenous Communities which, if included, would be likely to significantly reduce the mean incomes in that territory. The NT estimates of equivalised disposable income are subject to large relative standard errors and should be used with caution. New South Wales also recorded a mean income 4% above the national mean. There are also considerable differences between the equivalised disposable household incomes recorded in capital cities in Australia compared to those earned elsewhere. At the national level, mean incomes in the capital cities were 16% above those in the balance of state, and in New South Wales, Tasmania, Victoria and South Australia (separate information is not available for the ACT and NT) the capital city mean incomes were above those in the balance of state. The largest differences recorded were for NSW and Tasmania where the capital city incomes were 26% and 24% respectively, above the mean incomes across the rest of the state. INCOME DISTRIBUTION While the mean equivalised disposable household income of all households in Australia in 2003–04 was $549 per week, the median (i.e. the midpoint when all people are ranked in ascending order of income) was somewhat lower at $491 (shown as P50 in table 1). This difference reflects the typically asymmetric distribution of income where a relatively small number of people have relatively very high household incomes, and a large number of people have relatively lower household incomes, as illustrated in the following frequency distribution graph. S4. DISTRIBUTION OF EQUIVALISED DISPOSABLE HOUSEHOLD INCOME, 2003–04 Percentile ratios are one measure of the spread of incomes across the population. P90 (i.e. the income level dividing the bottom 90% of the population from the top 10%) and P10 (i.e. dividing the bottom 10% of the population from the rest) are shown on the above graph. In 2003–04, P90 was $912 per week and P10 was $246 per week, giving a P90/P10 ratio of 3.70. Various percentile ratios for eight years are shown in the following table, and the changes in these ratios (discussed below) can provide a picture of changing income distribution over time. Another measure of income distribution is provided by the income shares going to groups of people at different points in the income distribution. The following table shows that, in 2003–04, 10.9% of total equivalised disposable household income went to people in the 'low income' group (i.e. the 20% of the population in the 2nd and 3rd income deciles), with 37.4% going to the 'high income' group (i.e. the 20% of the population in the highest income quintile). The Gini coefficient is a single statistic that lies between 0 and 1 and is a summary indicator of the degree of inequality, with values closer to 0 representing a lesser degree of inequality, and values closer to 1 representing greater inequality. For 2003–04, the Gini coefficient was 0.294. About one third of the decline in the Gini coefficient between 2002–03 and 2003–04 (down about 5%) results from the introduction of the new payment to families and carers. This real world effect also explains a significant proportion of the movement in the remaining indicators in the following table. Some of the change in the indicators between 2002–03 and 2003–04 will reflect methodological improvements introduced in 2003–04 (discussed above), although it is not possible to quantify these impacts on the distributional measures shown in the following table. However, if the former method of imputing business and investment incomes based on reported previous year incomes had been continued for 2003–04, the Gini coefficient would have been about 1% higher. While it is difficult to assess changes in income distribution over time due to the methodological improvements introduced with the 2003–04 survey, it appears that there has been no significant change in income inequality from the mid 1990s to 2003–04. If only the real impact of the one-off payments to families and carers were to be taken into account, the Gini coefficient for 2003–04 would be below the estimate for 2002–03, and not significantly different from the Gini coefficients for either 1994–95 or 1995–96. This pattern would also be reflected in the other selected indicators of income distribution. Please refer to Appendix 1 for more information on analysing income distribution. S5. SELECTED INCOME DISTRIBUTION INDICATORS, Equivalised disposable household income
WEALTH DISTRIBUTION The distribution of net worth across households is very unequal, partly reflecting the common pattern of people gradually accumulating wealth throughout their working life. In 2003–04 the poorest 20% of households account for only 1% of total household net worth, with an average net worth of $23,000 per household. The share of net worth increases with each higher net worth quintile, with 6% for the second quintile, 13% for the third quintile, 21% for the fourth quintile, while the wealthiest 20% of households in Australia account for 59% of total household net worth, with average net worth of $1.4 million per household. The distributional pattern of net worth is also marked when considered in terms of sources of income. The households with people where the principal source of household income (PSI) is 'other' income (principally investment income) had average household net worth of $1.1 million, while for those where the PSI was government pensions and allowances the average household net worth was $249,000. Net worth in renter households was on average only about 10% of the net worth in owner households with no mortgage, and about 20% of owner households with a mortgage. The picture of wealth (net worth) is a little different and more equally distributed when viewed from the perspective of the distribution of incomes. The households in which the 20% of people with the lowest household incomes live account for 15% of total household net worth, similar to the shares of net worth held by the households with people in the second and third household income quintiles. The households in which the 20% of people with the highest household incomes live account for 37% of total household net worth. Document Selection These documents will be presented in a new window. |


text:
Robert Dobek - Inducted in 2003
Robert Dobek was a standout hockey player since childhood. As a Taylor resident in the 1970s, Dobek was one of the best hockey players in the nation.
He helped his Junior B hockey team sponsored by the Detroit Red Wings earn the national championship in 1970, won the Southern Ontario Junior Hockey League scoring championship in 1971 and finished second in 1972, when he was most valuable player in the league.
After earning a full scholarship to Bowling Green State University, he led his college team in scoring all three years he played - and remains the all-time leading scorer in points per game (an impressive 2.11). Dobek also led the nation in goals in 1974, with 44, and was voted to the All-Conference First Team in 1974 and 1975. He also earned a degree in business.
Dobek was selected to the U.S. Olympic hockey team in 1975-76 and led the team in scoring in international play heading into the Olympic Games with 63 assists and 110 points. The 6-foot, 185-pound center then led his country's team in scoring during the games themselves. As the U.S. team placed fifth that year, Dobek finished tied for seventh among players from all nations.
Dobek signed with the San Diego Mariners, a team in the professional World Hockey Association. In two seasons, he scored 10 goals and 18 assists.
Years later, the hockey trade newspaper Michigan Hockey recognized Dobek as one of the top 10 Michigan-born hockey players of all-time to play college hockey. He also was named to the 1970s All-Decade Team from the Central Collegiate Hockey Association.
Dobek, whose parents and brothers continue to reside in Taylor, retired from hockey to pursue a career in his other love, golf, in California. He was director of golf operations for several West Coast golf courses before becoming president of his own firm, Capital golf Group.
As of his induction date, Dobek, now 50, and his wife, Ali, are raising two sons in suburban San Diego. He has coached his sons' hockey teams to many championships. His older son, Zach, is a senior catcher on the University of San Diego baseball team. Younger son, Bryan, is a freshman center on the Bowling Green hockey team, following in his father's footsteps.
Dobek's brother, Jeff, was inducted into the Taylor Sports Hall of Fame in 2004, making them the only brother combination in the hall.


text:
TechRadar Verdict
- +
Decent performer
- +
Compact in size
- +
Probably the most network-enabled Blu-ray player yet
- -
One or two minor bugs
- -
No full 3D compatibility
- -
External storage needed for BD-Live
Why you can trust TechRadar
Dune's feature-packed Smart B1 Blu-ray player resembles a dull black external PC drive. There's no fluorescent track/time display, while the only controls are for disc eject and standby.
You do, however, benefit from a SD slot and USB port for storage devices. Two more of the latter lurk on the rear panel, which is well-stocked in other regards. There's the obligatory Ethernet port and HDMI, plus optical digital audio and a panoply of analogue AV output options that don't, alas, extend to multichannel audio.
Unusually, there's an eSATA port, to which external hard drives can be attached, next to a proprietary jack for remote control applications. The eSATA exists solely to give playback and potential access to a hard-drive based library of audio, video and photography.
The external power supply is an external type, again owing to space constraints. However, Dune's 'head unit' goes further. On the manufacturer's website, you can buy a DVB-T (standard-def only) digital terrestrial tuner stick for €40.
Plug one (or two, if simultaneous viewing and watching different channels is desired) into the rear-panel USB socketry and your eSATA-ported B1 will double as a PVR. It's an example of the player's modular design; other (unspecified) 'extension modules' can be added too.
In the absence of the requisite hardware, though, we were unable to try out the TV functions. The website warns that the EPG, which is essential for quick and easy timer setting, will only be supported with a future firmware upgrade.
Add your own memory
Such updates are delivered to the player via the 'net. When one is available, you're alerted with an onscreen message when the player starts up.
For what is an otherwise advanced player, it comes as a shock to learn that there's insufficient internal memory for such data – you have to plug in a storage device of appropriate capacity. External memory is also essential should you wish to access BD-Live features on Blu-ray discs.
Networking provides some other useful functions. Just about every modern Blu-ray player integrates a media player that can pull audio and video from a networked PC or storage device, yet the reliability and media-compatibility of this feature tend to be unpredictable.
Not so the B1, which is compatible with both the uPnP protocol (as supported by the majority of Blu-ray players) and SMB/Samba (network-shared folders and files).
In terms of media support, the list is impressive. I managed to play off-air MPEG2 transport streams, DVD rips, MP4 and MKV HD content, MP3 and FLAC audio and more. Support for subtitles (.Srt files) is also available. The only format that gave trouble was Flash video (FLV), but to be fair, only a handful of dedicated networked media players (such as Eminent's EM8060) can deal with this.
Like that Eminent player, which lacks a Blu-ray drive, the B1 can tune into internet radio and some online video content. Web browsing is another possibility, although the typical PC experience is far superior.
But with an external HDD plugged in, you can use the B1 like a PC as a Bittorrent client. I doubt somehow that we'll see a feature like this on players from brands such as Sony and Panasonic.
The B1 has an SMB server built in, and so other networkable devices (PCs, players) will be able to access files stored on that connected storage device – even with a Blu-ray playing.
Tech Labs
Power conspumption: Watts
Idle: 16 Watts
Playing: 17 Watts
More power-hungry than most BD decks while idle but not much difference with Blu-ray playback.
Audio jitter: Picoseconds
Analogue: 17,875 Ps
A woeful figure that suggests the Dune's analogue outputs should be avoided.
Loading: Boot/Java
Boot speed and tray eject: 6 seconds
Tray in to BD menu: 74 seconds
Pretty quick to boot, but loading times are tardy.
Configuring the B1 is fairly easy as a wizard takes you through the basic steps. Other parameters can be modified with a set of menus – if you're using a 1080p-compatible display, we recommend changing the video output mode to auto (24p/25p/30p). Otherwise it defaults to 25p and some rather juddery Blu-ray replay.
In common with some big-brand Blu-ray players, the default loading screen gives you a choice of the various replay options: optical disc, network, internet radio, local storage, web browser and so on. the design here is functional, rather than attractive. It's just as well that playback quality more than makes up for the basic user interface.
With a BD of romantic thriller The Tourist, I was rewarded – after something of a wait – with pristine detail and vibrant colours. The accompanying hi-res soundtracks, pumped into my Onkyo AVR via HDMI, are punchy yet subtle when needed. audio and network video also fared well, although TV transport streams revealed a bug – the handset's 'review' function went in the forward direction!
Furthermore, the internet radio and IPTV functions failed to work even after a firmware upgrade. DVDs were handled adeptly, though, and I could find no serious fault with the units deinterlacing and upscaling capabilities.
Multimedia playback is certainly as good as that from decent dedicated players. I also discovered that our B1 sample was multiregion DVD. If yours isn't, a firmware patch is available to download that will add this welcome feature plus Blu-ray zone selection.
In all, the Dune Smart B1 is worth considering if you want a Blu-ray player that's a little different...
Follow TechRadar Reviews on Twitter: http://twitter.com/techradarreview


text: Antony Jenkins at Barclays is the one new British bank chief executive who wants to revolutionize the organization he has inherited. Stephen Hester at RBS has had to focus on fire-fighting the disasters left to him, and predominantly left corporate culture well alone. But Jenkins is different. He has a vision of a more ethical and socially responsible bank. At the time of his appointment, much was made of his retail banking background and of the fact that he had chaired the executive ethics committee. At his presentation Tuesday, Jenkins has lived up to that reputation. This is a man on a mission. In the boom times, Barclays was run very much like the premier league football teams that it sponsors – for the benefit of top players and not the owners. Barclays' controversial former chief executive, Bob Diamond, resigned last July after the bank was hammered by the Libor scandal. Read more: Barclays bank CEO Diamond resigns amid scandal A startling statistic alleged by this week's critical BBC documentary was that over 2010/2011, when bonuses awarded reached £6 billion, payments to shareholders were only £1.4 billion. The investment bankers were the Wayne Rooneys, Carlos Tevezs, Fernando Torres' of finance. But this is to change (at least at Barclays). Total pay and bonuses fell 20% in 2012 in the investment banking division. And Jenkins promises that overall total pay as a percentage of group revenue will fall in the years to come. The glory days of huge bonuses are over. Read more: Can financial penalties control banks? At the same time, awards to shareholders are increasing with Jenkins promising an "aggressive" dividend payment plan. Quite clearly the split of profits between investment bank employees and shareholders will move to favoring investors. But then I hear the classic city wail that Barclays can never compete against the big investment banks if it doesn't "pay up for talent." Read more: Why interest rate scandal may bring real change Well let's just remind ourselves of the disaster that "talent" created. In his presentation Jenkins acknowledged that the bank's profitability was still too low and he warned that it would be suppressed for at least another few years until 2015. As the financial crisis began in 2007/8, profitability has been destroyed for the best part of a decade. That is alarming value destruction and shows the ephemeral nature of many of these profits to begin with. So much for top talent. The big question though is clearly whether Barclays is going to change? Jenkins is clearly talking the talk but is he walking the walk? The first requirement for a change is for the old toxic bosses to go and a new team put in place. That has happened now at most British banks. Secondly, the new boss needs a vision of the firm he wants to create and then must communicate it widely. This Jenkins is doing. In particular, the decision to close the Structured Capital Markets division is highly symbolic. This is the business reported by the BBC to have had just 100 employees making £1 billion a year profit by helping Barclays' clients aggressively avoid tax. At a time when Barclays desperately needs black ink, an exceedingly successful unit is to close. This is a big signal from the new boss – profit is no longer protection from unethical behavior. Next though comes the hard work. Year and years of carrot and stick to persuade employees and managers of the new world order. It requires Jenkins take the organization with him in his mission. And this will be a long hard slog. Sadly this will take years, as bad behavior spreads like wildfire through an organization and yet good behavior takes forever to develop. Any new broom needs to sweep out the filth from the previous regime. Jenkins and his new team still have questions to answer about the past. Not least on how much Bob Diamond was actually paid but also about the emergency fund raising in 2008 where Barclays turned to Arab investors rather than the British government. "We know that we will be judged by our actions, not our words," says Jenkins. Well I suggest that only with a full acknowledgment of past mistakes can Barclays move forward.


text:
In our current place, we moved the main access door from going into the kitchen, to entering an old laundry room converted to a mud room. In order to do so, the front door was moved over about 4', and off the existing concrete patio. The bottom of the door sill is ~11 1/2" above the existing slab, and ~12" above grade. You can see a plan view of the existing concrete patio and proposed deck below.
The plan is to make a 10'x12' deck. Why so big for an entry way? Well, it is next to the kitchen, and it would be a great spot to grill. Also, I plan on building a bench or two on the deck for kids to take off shoes, boots, etc.. before entering the house.
Since the deck is so low to the ground, I plan on building it directly on the slab, and having it free-standing (i.e.- not connected to the house, thus no ledger board). By "directly on the slab" I mean to also shim it up, say, 1/2" to allow for circulation and water flow. I plan on using 12' 2x8 joists, spaced at 12". First question- does this all seem like a sane idea?
For my second question- obviously this deck will hang over an area where there is no concrete slab. Would it be enough to place an 8" diameter, 4'deep footer at the two outside corners and in the middle of the 12' span, one joist in from the outside, at the same level as the slab? (see dotted circles in the drawing).
Any other thoughts? Am I out of my mind?


text:
The hype around cloud computing is hard to ignore and as each vendor is trying to put the word "cloud" in front of all its products, enterprises are finding it extremely difficult to sift through the noise and really find which products work best specifically for their data center.
While the ability to utilize the public cloud is extremely appealing due to the reduced infrastructure management needed in a public rather than private environment, CIOs and data center managers are hesitant to place important data and applications in the public cloud. With this cautious viewpoint, enterprises are turning to private and/or hybrid cloud solutions that will enable them to receive the benefits of a public cloud while keeping their infrastructure under their control and experience improved agility and infrastructure utilization–leading to dramatic cost and time savings.
Therefore, the popularity in turnkey, ready to go, cloud solutions has skyrocketed over the past year as enterprises are on an active search for the simplest and quickest way to get their private cloud infrastructure up and running. A turnkey cloud promises some appealing benefits like simplicity, quick roll-out, and cost savings, but many organizations are still perplexed by how to evaluate a turnkey solution–or even what capabilities one should include–and how to integrate it with their existing network, compute and storage infrastructure.
To help enterprises evaluate here are the three essential elements that should constitute any turnkey private and/or hybrid cloud solution:
1. Intelligent and reliable automation features:
A turnkey cloud solution must be able to automatically provision configurations when needed and decommission devices when not needed. Additionally, it should be able to combine all known devices, discover new devices and compile them into a resource pool. With the introduction of hybrid cloud computing the importance for intelligent automation features significantly increases. Enterprises need to be able to reliably and securely burst into a public cloud when resources are not available in the private cloud.
One of the most important elements of ensuring the selection of the correct turnkey solution for an environment is selecting a solution that not only provisions virtualized resources but physical and public cloud resources as well. Today, when organizations think of cloud solutions they seem to jump right to technology that only handles virtualization. However, this is only a partial solution as enterprises on average have only 50 percent of their applications virtualized. Therefore, when building a private cloud using a tool that provisions hardware is a necessity to gain the full benefits of a private cloud. The ability to provision and decommission entire hardware and virtualized topologies that include compute, network and storage is a crucial element of a turnkey solution. This feature is crucial to controlling resource sprawl and maximizing the utilization of existing resources.
2. Out-of-the-box adaptors for existing infrastructure:
Seamless integration of a cloud management tool into an enterprise's existing infrastructure is extremely important as CIOs and data center managers are trying to get the most out of their existing infrastructure. All environments these days are heterogeneous with equipment from multiple systems, network and storage vendors. So, when enterprises bring in a private cloud solution it needs to be able to work across these multi-vendor devices.
If additional resources need to be added to a workload IT should not have to hesitate because they have a Dell system but would like an HP system. Similar to the frustration that arises if someone gets a flat tire and has a Goodyear right around the corner but all they can use is Michelin, a turnkey solution that is not able to provision a wide variety of devices can cause a lot of headaches for IT.
There are thousands of hardware devices and several virtualization vendors that exist today and writing an adaptor for each of these resources is extremely time consuming which is why enterprises need to look for tools that have pre-built adaptors for most of the popular hardware devices and virtual resources from vendors including Dell, IBM, HP, NetApp, EMC, Cisco, Juniper, VMware, Citrix, Microsoft, Red Hat, etc. By creating a private cloud out of existing hardware it not only saves on time, but also creates significant CAPEX savings by re-utilizing existing resources and spare capacity for new workloads instead of purchasing new equipment.
3. Predefined templates for commonly used compute, network and storage configurations:
It is important to first mention that without predefined templates a cloud solution cannot be turnkey. The initial starting point to ensure this requirement is met is looking for the library of predefined templates. The greatest expense for building a private cloud is in the designing and crafting of the templates for the topologies that will frequently be used. Additionally, with most cloud solutions one can build custom templates that need to take the existing environment in the data center into consideration.
When the turnkey cloud solution offered a pre-built library of templates for commonly used topologies then enterprises are able to significantly speed up the time it takes to get a private cloud up and running, thus accelerating their time to value. These predefined templates can deliver 50 to 90 percent of the design for an environment and all they require is IT making easy customizations to make the template fit their specific environment perfectly.
The purpose for a turnkey solution is to be able to quickly and reliably convert an existing static environment into a self-service dynamic environment. And in order for this environment to be successful the turnkey solution must contain the three elements discussed. These capabilities will be crucial for enterprises looking to deploy a turnkey private or hybrid cloud.
Garima Thockchom is VP of Marketing at Gale Technologies, a leading provider of infrastructure automation software solutions that power IT as a Service for labs, enterprises, and service providers.


text:
Art for iPhone, iPad and iPod Touch created by selected illustrators.
Previous Next
Johanna is an illustrator/designer originally from Finland but currently living in the UK, sketching and drawing colourful vectors with the power of lots of salty liquorice.
Share on: Twitter | Facebook | Email |
Posted by JC on February 01, 2013


text:
Saint Peter's Preparatory School celebrated its 135th Commencement at Saint Peter's University on Saturday, June 15, 2013. The following students are Hudson County residents and their college destinations are noted.
Bayonne: Isaac Atayero (Nigeria), Matthew Biscaldi (Saint Joseph's University), Evan Cain (Saint Joseph's University), Brian Cichetti (pace University), Nicholas Clappsy (Rutgers University, Newark), Donald Cruden (Rider University), Michael Esposito (Fordham University), Matthew Fonti (Richard Stockton College of New Jersey), Devon Galano (Saint Peter's University), Kevin Gallagher (Franklin & Marshall College), Jack Giacchetti (Fordham University), Christian Guerra (undecided), Liam Kiniery (Saint Peter's University), Robert Kufczynski (Saint Joseph's University), Joseph Lampa (Pace University), Alexandre Mariano (undecided), Joseph Nicoletti (Rutgers University, New Brunswick), Marek Niesiobedzki (American University), Brian O'Halloran (Pennsylvania College of Technology), Guillermo Pineiro (Rutgers University, New Brunswick), David Quesada (Loyola University Maryland), Christopher Ruh (Montclair State Uiversity), Nicholas Santa Maria (Rutgers University, New Brunswick), Ralph Scianni (Rutgers University, New Brunswick), Donovan Sepulveda (Quinnipiac College), David Somers (Boston College), Joseph Stevenson (Saint John Fisher College), Michael Trogio (Rutgers University, New Brunswick), Jeffrey Veloz (Tri-County Technical College), and Matthew Zebrowski (Saint Joseph's University).
The following Bayonne residents earned awards at graduation: Jack Giacchetti was a Commended Scholar in the National Honor Society. Nicholas Santa Maria won the Gold Medal in Spanish and the Silver Medal in Science. Kevin Gallagher and Andrew Guarini shared the John E. Browning SJ Award, which is given to students who model the virtues of courage, wisdom, and humble service in pursuit of justice. Matthew Fonti won the Silver Medal in Music and performed at the graduation ceremony. Joseph Nicoletti and Alexandre Mariano also performed at the graduation ceremony.
Hoboken: Vincenzo Addeo (Rutgers University, Newark), Sean Falzon (Pennsylvania State University), Damian Lucignano (West Virginia University), Kevin Madigan (Montclair State University), and Jason Supplee (Seton Hall University).
Jersey City: Jeffrey Ancheta (Saint Peter's University), Cameron Antonio (Saint Peter's University), Joshua Balasa (Pace University), Enzo Bonelli (Rider University), Gianluca Bove (Stevens Institute of Technology), Bernard Chester, Jr. (Rutgers University, Newark), Jon Brian Cordon (Ithaca College), Jonathan Figueroa (Pace University), Esteban Flores (University of Puerto Rico), Andrei Genio (Montclair State University), Ian Griffin (New Jersey City University), Andrew Guarini (Saint Pete's University), Shahrose Kahlon (Saint Peter's University), Michael Kwok (Seton Hall University), Andrew La Rosa (undecided), Hawkin Latham (New Jersey City University), Hussam Latif (Fairleigh Dickinson University), Mauel Malcampo (Fairleigh Dickinson University), Raza Mehdi (The College of the Holy Cross), Chad Molesky (Saint Peter's University), Henry Om (Stevens Institute of Technology), Mark Owlasiuk (New Jersey Institute of Technology), Harsh Patel (Fairleigh Dickinson University), Andre Persaud (Rutgers University, Newark), Faizan Rafi (Rutgers University, Newark), Aaren Rigor (Saint Peter's University), Luke Rivera (Stevens Institute of Technology), Hayzle Sanango (New Jersey Institute of Technology), Krish Sanghavi (Rutgers University, Newark), Kyle Shivers (Duquesne University), Chakris Vongtanaanek (Montclair State University), Brandon Wendt (The George Washington University), and Kelvin Yang (Drexel University).
At graduation, Raza Mehdi won the Gold Medal in Religio. Isaac Atayero won the Gold Medal in Music and performed with Prep's chorale group, Vox, at graduation. Henry Om was recognized for perfect attendance over four years at Prep.
North Bergen: Christopher Cardenas (State University of New York, Oswego), Isiah Cruz (Yale University), and Christian Roca (undecided).
Secaucus: Jai Malik (New York University), Joseph Mucciolo (Loyola University Maryland), and Hector Poza (Pennsylvania State University). At graduation, Jai Malik won the Silver Medal in History and the Silver Medal in Latin.
Weehawken: Andrew Cabrera (Saint Joseph's University).
West New York: Chirag Arya (New Jersey Institute of Technology) and Matthew Bernardo (Saint Joseph's University). At graduation, Matthew Bernardo was presented with the Rev. Francis J. Shalloe, SJ Award, which is given to a student who exhibits an outstanding spirit of service to the Prep community and is considered a "Man for Others".


text:
A UFO sighting on the evening of December 29, 1980, changed the lives of three Texans forever -- and not for the good.
While driving through the southern tip of the east Texas piney woods, north of Houston, Betty Cash, Vickie Landrum, and Vickie's seven-year-old grandson Colby came upon a huge diamond-shaped object just above the trees and 130 feet away. Cash hit the brakes, and she and the elder Landrum stepped outside. Immediately, they noticed intense heat. Their faces felt as if they were burning. When Vickie reentered the car and touched the dashboard to steady herself, she left a handprint.
Blasting fire and heat, the UFO slowly ascended. Suddenly, numerous helicopters -- 23 in all -- appeared from all directions, positioning themselves near the strange craft. By this time the witnesses were back in the car and watching the spectacle from their moving vehicle. (Other motorists saw the object and the helicopters from different, more distant locations.) Eventually, the flying objects were lost to view. Unfortunately, the episode was only beginning.
Back home the three fell sick, Cash most severely. She suffered blisters, nausea, headaches, diarrhea, loss of hair, and reddening of the eyes. On January 3, unable to walk and nearly unconscious, she was admitted to a Houston hospital. Vickie and Colby were experiencing the same symptoms, though less severely.
The witnesses' health problems continue to this day. In September 1991 Cash's personal physician, Dr. Brian McClelland, told the Houston Post that her condition was a "textbook case" of radiation poisoning, comparable to being "three to five miles from the epicenter of Hiroshima." For years the three have pursued their case through the courts, seeking answers and redress, but official agencies deny any knowledge of the incident-even though the helicopters have been identified as twin-rotor Boeing CH-47 Chinooks, used by both the Army and the Marines.


text: It's rare that an internet meme is based off of actual news, but such was the case when the Tumblr, We Are the 99 Percent went viral. The blog, which features people from all over the nation holding up detailed signs that tell their life stories and explain why they feel slighted by the 1%, began in August, nearly a month before the Wall Street protests began, as a way to rally support for the planned Occupy Wall Street movement and to rope in those who live far away from Zuccotti Park. Some of the most touching stories detail the average Americans who owe hundreds of thousands of dollars in student loans, some even near starvation, who've faced constant foreclosure. But through it all, many show a desire to contribute to society. "No charity just a chance," one sign reads. Naturally, other percentage-based spinoffs followed, including "We Are the 53%," referring to the proportion of Americans who pay annual federal incomes taxes, and "We Are the 9%," which took a hard-line stance against the oppression of left-handers in the U.S.


text:
In our Xmas gift ideas from u00a3100 to u00a3200 article, we list a range of gear that would make great Christmas gifts for any photographer.
Xmas gift ideas from £100 to £200
Billingham Hadley Pro
Classic reporter-style camera bag with fully removable insert with dividers.
Price: £189
Available from: www.billingham.co.uk
Giottos YTL 9383
Aluminium tripod with a neatly designed centre column reducing the collapsed size.
Price: £125
Available from: giottos-tripods.co.uk
Lacie P'9230
4TB external hard drive ideal for backing-up images, cloaked in a stylish metal casing.
Price: £159
Available from: www.lacie.com/uk
Photoshop Lightroom 5
Adobe's excellent Raw workflow package provides a host of advanced adjustments.
Price: £102
Available from: www.adobe.com/uk
Nissin DI866 II
Powerful flashgun with wireless control available in a range of fittings.
Price: £199
Available from: www.kenro.co.uk
Millican Christoper
Designed in collaboration with Fujifilm to complement its X-series range.
Price: £199
Available from: homeofmillican.com
Rotolight RL48
The Creative Colour V2 kit features 48 daylight-balanced LEDs and six gels.
Price: £170
Available from: www.rotolight.com
Lastolite EzyBox
This Joe McNally model is great for off-camera flash shooting to diffuse light.
Price: £119
Available from: www.lastolite.com
Think Tank shape shifter
Expands from 3in to 7in when fully loaded and one of the best backpacks we've seen.
Price: £189
Available from: www.thinktankphoto.com
Manfrotto MH054M0-Q2
Extremely precise ball head with extra-smooth movement and quick release.
Price: £139
Available from: www.manfrotto.co.uk
Domke F-2
Designed so you can get to your kit instantly,
it has 12 compartments and pockets.
Price: £159
Available from: www.domkebags.co.uk
Metz 52 AF-1
Powerful flashgun that features an intuitive touchscreen interface at the rear.
Price: £179
Available from: www.metzflash.co.uk
Vanguard GH-300T
Ground-breaking pistol-grip ball head with a built-in remote shutter release.
Price: £159
Available from: vanguardworld.co.uk
Orbis Ring Flash
Attach your flashgun to this to create stunning studio-style ringflash images.
Price: £179
Available from: enlightphotopro.com
Packed with features, this is an excellent all-in-one A4 photo printer for the home.
Price: £140
Available from: www.epson.co.uk


text:
Las Vegas Bellagio Heist Foiled
A band of hapless thieves with no "Ocean's 11?-like finesse were foiled while allegedly attempting to rob the Bellagio Hotel in Las Vegas, leaving behind a wig, sunglasses and $115,000 in casino chips.
The botched heist took place Saturday night in the famed hotel on the Las Vegas Strip. The incident began when a man pepper-sprayed a blackjack dealer and another swiped $115,000 in colorful chips from the casino table, according to ABC News' Las Vegas affiliate KTNV.
A quick-thinking employee tackled the thief and wrestled him on the ground, as a shocked crowd gathered around the spectacle, authorities said. The accomplice was able to escape and officials believe there might have been a third person involved.
The thief was arrested and identified as Michael Belton, 24, of California. According to a statement from Belton, both men were from California and had plotted the heist in advance, KTNV reported. The plan was to enter the casino in disguises, commit the robbery and shed the disguises on the way back to the Strip in order to blend in with the tourists.
Police said the men had checked into the Mandalay Bay, but never entered, KTNV reported. Police said they are searching for a second man in connection with the incident, Carlos Rodriguez of North Hollywood, Calif.
Belton is being held on $60,000 bail at Clark County Jail on charges of felony robbery, conspiracy and burglary charges. He is expected to make his first court appearance today.
This is the second time in recent years that a Bellagio robbery has been foiled. A would-be thief with a gun snatched $1.5 million in chips in December 2010. The robber, Anthony Michael Carleo, escaped on a motorcycle but was arrested trying to redeem a $25,000 chip.
He was sentenced to three to 11 years in state prison for armed robbery and assault with a deadly weapon.


text:
Please fill in all the required fields on the Alumni Bee Card Request Form. Once submitted, the Office of Alumni Relations will validate your alumni status and work with the Campus Card Office to create your card. You will be notified when your card is ready and given further instructions.
* required
Your alumni bee card will be mailed to the address listed above within 7-10 business days.
Please note: Your first alumni bee card is free of charge. If you lose or misplace your card, you will be charged a replacement fee of $20.
For more information about what your alumni bee card can do for you, visit www.ubalt.edu/alumnibeecard.


text:
Make Up For Ever Aqua Matic
A long-lasting, ultra gliding eye shadow pencil from mat to diamond finishes.
Limit 3 per order
Details: Aqua Matic is a waterproof and smudgeproof eye shadow that comes in an automatic retractable pencil. Thanks to its integrated sharpener the tip is always sharped as desired. Its ultra gliding formula is easily blendable just after application, offering an intense and even coverage with no transfer on the upper eye lid. A feather weight formula for maximum effect! Aqua Matic is available in 10 shades: from classical to vibrant pop colors.
How To Apply: 1)To ensure good hygiene, use the built-in pencil sharpener to sharpen the tip before each use. 2. Apply the pencil directly to the eyelid. Then blend in using a fingertip or brush 202, 218 or 226. Keep the eyelid still until the formula is dry (when the oils have evaporated). 3. Be sure to put the cap back on after each use in order to preserve the product's waterproof properties and the elasticity of its texture. 4. For a more intense result, apply two or more coats. 5.To remove the product, use a special makeup remover for waterproof eye makeup (Sens'Eyes).


text:
The seats in your Mustang might not be the first part that comes to mind when you think about upgrades, but they should be, because they play a huge role in your experience when you're in your car. Similar to the way your tires are the only part of the car the touch the pavement, the only physical connection you have to your car is through your seat and controls. The right choice in seating can not only add style to your Mustang's interior, but it can also mean the difference between feeling connected to your car and being left out in the void, which is why each model from Procar is painstakingly engineered to give you the support and tactile feedback you expect from a car like the Mustang.
Procar's Attention to Detail
With more than 30 years of experience, Procar has become one of the top choices for aftermarket automotive seating. Procar claims that no other aftermarket seat can come close to their quality, as they offer superior style, comfort and quality compared with the competition. With classic, clean lines on each product, CJ Pony Parts agrees that Procar products will look like they were meant for your Mustang.
Each product from Procar features easy installation, coming with custom mounting brackets or seat track adapters for each of the Mustangs on the road, giving you the ability to install these beautiful Procar seats in your Mustang all by yourself and will save you money in the long run, especially versus reupholstering your existing seats. Here are a few of the different Procar seats and accessories you'll find available at great prices through CJ Pony Parts:
• Rally Series Procar Seats: These high-back seats feature aggressive bolstering and modern technology that will support you in the twists and turns and ensure that your car's interior looks factory-fresh for years to come. They're styled to look like the high-back racing seats used in sports cars of the 60s and 70s, with durable black vinyl exteriors and available velour inserts. You'll be able to keep the vintage feel you want and enjoy the support of modern bucket seats.
• Rally Series Lowback Procar Seats: While they might give up a little support for the head and neck, these are the closest thing you'll find to a period-correct low back seat like those found in most pony cars during the 60s and 70s. Procar has outfitted them with a tough black vinyl exterior that holds up to the elements and years of abuse, and they use the same modern construction you'll find on their high-backed cousins.
• Procar Seat Kits: If you need to replace all of the seating in your Mustang, why not spring for one of these multi-piece kits from Procar? They include both passenger and driver's side front seats as well as a bench piece for your company in the rear. Just like the individual Procar pieces, these kits include all of the hardware you'll need to get your new seats installed without visiting a mechanic.
• Procar Racing Seats: Procar seats made their name not just by creating exceptional equipment for restorations, but also by building some extremely high-quality equipment for the racetrack. If your Mustang regularly sees duty at the track, replacing your pedestrian street seats with some four-point ready Procar race buckets will keep your mind in the game when the g-forces get intense.
All of the products from Procar feature an all-steel, TIG-welded frame, which is electrostatically coated for strength and durability. In addition, every Procar seat uses premium grade fabrics and stitching, which will stand up to years of wear and tear in your Mustang. Each Procar seat also features ergonomically shaped cushions that are made with hi-density, injection-molded foam, which ensures comfort along with the proper support that you expect in any Mustang seat. Every Procar product is made in the United States of America, right in the 42,000 square foot facility in Redondo Beach, California.
CJ Pony Parts offers dozens of Procar products for every one of our Mustang customers. Front seats are available in a variety of styles, from more comfort focused seats that are perfect for street driving, to racing seats that are meant to provide comfort and safety as you tear down the track in your Mustang. Order your new Procar seats from CJ Pony Parts and take advantage of free same day shipping on most parts, plus easy online ordering. Check them out and make your order now!