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Springfield Metro CARES Articles
Diagnosing Founder's Syndrome
A founder who clings to the original vision of the organization when others are ready to move on can cause great harm and upheaval. The syndrome can traumatize people and literally destroy organizations. There are three classic symptoms of a leader with Founder's Syndrome: dominance, denial, and short-sightedness...
Women in Nonprofit Leadership Part III
My Advice to 'younger' female leaders would be to hone their strategic skills so that they can become more competitive in the workforce as they move into leadership positions. Effective leaders exhibit both male female characteristics of leadership while staying true to themselves and learning to highlight their own strengths. I would also encourage them to ask for what they're worth! If their board values appreciates the work they do, they will respond appropriately...
Women in Nonprofit Leadership Part II
One challenge is unequal access to informal networking or face time with decision makers. I don't believe it is intentional, but men tend to invite men to lunch, golf, discussion groups, etc. because it is comfortable. Maybe without realizing it, women are excluded from these informal settings and can lag behind in forming important relationships and partnerships. We must work harder to establish these relationships in more formal settings...
Women in Nonprofit Leadership
There is no question that women are strong leaders; their presence is clear in organizations throughout the nation. About two-thirds (65 percent) of nonprofits with budgets under $1-million are led by women (2014 BoardSource annual report). Women in volunteerism and philanthropy have deep roots. In 17th century churches, women were meeting community needs while men worked. Throughout the years, women in these "do-gooder" roles have been expected to balance these activities with the domestic responsibilities of raising children, supporting a husband, and overseeing the home...
Recruiting Great Volunteers
Some nonprofits use volunteers as their main source of program delivery. Groups like Big Brothers/Big Sisters and CASA rely on volunteers to carry out their missions. These roles are highly rewarding, but can be highly demanding. It's important to create alternative opportunities for those who want to help your organization buy don't have the time or desire to do program work. Consider using volunteers in the office, greeting visitors or answering the phones...
Myths about working in the Nonprofit Industry
Today's nonprofits are still addressing community problems, but organizations have evolved into much, much more. They are now at the forefront of solving complex life issues and, in some cases, are providing the safety net that once was one of the primary roles of government. As the sector has matured, the men and women who work at nonprofits have evolved as well. Having the heart (passion) is still necessary. But equally important is the head (knowledge) to make sure these important operations are efficient and effective...
'Tis the Season to Receive
Nonprofit leaders understand the importance and potential of the Holiday Season. A study by Charity Navigator showed many organizations raise up to 50 percent of their total contributed income between Thanksgiving and January. According to Causes.com, online donations to nonprofits increase by 42 percent during November and December compared to other months throughout the remainder of the year...
Grounded Goals
by Dan Prater, The Drury University Center for Nonprofit Communication
January has always been a time for looking back to the past, and more importantly, looking forward to the future. It's a fresh start, a chance to be better.
A 2013 report in the Washington Post says at least half of all Americans make a new year's resolution. Their goals typically center on health—losing weight, exercising, and making better life choices.
January is also a great time for organizations to reflect on the past year and look ahead to the upcoming year. Aiming to be better, healthier, and stronger is a goal for which every organization should strive.
While well-known authors and trainers have popularized goal setting, there is strong evidence that most people and organizations fall short of achieving their goals.In fact, research shows that 80 percent of resolutions are broken within one year.
There are many reasons goals and resolutions are never achieved. One reason is that goals often involve change, and change can be particularly difficult. Ray Williams, author of Breaking Bad Habits, says our brains are protective, and goals that require substantial change in behavior or in thinking-pattern will be resisted. "The brain is wired to seek rewards and avoid pain, including fear," Williams says. "When fear of failure creeps into the mind of the goal setter it commences a de-motivator with a desire to return to known, comfortable behavior and thought patterns."
In other words, it is much easier to do things the way we've always done them, even if those old ways are ineffective or outdated.
Another reason goals are not achieved is because they are often unrealistic or unattainable—cast in the image of perfection. And when goals are not reached, people have a sense of failure and disappointment, which further affects their ability to perform.
So is the answer to forget making resolutions or setting goals? Not for most of us. John Norcross, a professor of Psychology at the University of Scranton, found that people and organizations that explicitly set goals are 10 times more likely to attain them than equally motivated people who do not.
It's been said that he who aims at nothing hits it every time. Rather than make no goals for fear of failure or fear of change, I offer four broad, attainable goals that every organization should strive for in 2014:
- Improve your organization's transparency and accountability
Members of the community trust nonprofits to handle donations and to do the work that needs to be done. That trust is nurtured through acts of transparency and accountability, but is destroyed through acts of secrecy and deception.
Publish and distribute an annual report that includes important information such as year-end financial statement, major donors, board members, program successes, etc.
Annual reports come in all shapes and sizes. Some are slick, full-color publications with impressive photography and graphic design. Budget-strapped organizations can produce a much smaller, simpler document that communicates the essential elements. If necessary, it can be a simple one- or two-page black/white document or a PDF posted on your website.
- Conduct a financial audit. Financial audits tell the world (including your stakeholders) you are serious about fiscal excellence and accountability. An examination of your records, accounts, and practices demonstrates to current and potential donors your commitment to managing contributions with care.
Independent audits, those conducted by a CPA not affiliated with the organization, can be quite costly. An alternative for smaller organizations with tight budgets is to have a "remote audit" which means that the auditors conduct the audit without a site visit. Another growing trend is to have CPA/auditors provide a financial statement "review." A review examines the financial statements but does not conduct an examination of the nonprofit's internal controls.
Improve employee retention rates
Retention has long been a major concern for nonprofit organizations. Employees' hours are long, the pay is small, and the pressure can be immense.
Increasing employees' pay and benefits may not be an option. But there are cost-effective steps every organization can take to elevate employee morale.
One of the easiest ways to improve employee retention is to create a workplace culture of understanding and compassion. Don't fall into the trap of treating your organization's clients with more dignity and respect than you show your own employees. Allow employees time off for important activities, and be flexible so they can attend to family issues and other personal needs.
And don't forget to remind your employees how much they mean to your organization. Those who feel valued and needed are much more likely to stay around than those who feel unappreciated.
Be a better listener
Nonprofit organizations cannot function without the support of and input from the community. When we take time to listen to various voices throughout the community, we can learn how to be stronger and more effective.
- Listen to the public: What do other nonprofit organizations in the community think about your work? How could you be a better partner?
How does the general public feel about your organization's brand? Find out answers to these questions by conducting focus groups, online polls, and paper surveys.
- Listen to your own people: Make sure you are asking your own employees, volunteers, and board members for their ideas and input on a regular basis.
- Listen to experts: There is a lot to be learned from others. In addition to the mountain of information available on the Internet, read books, attend conferences and workshops, and meet with colleagues every chance you get. You are sure to gain some valuable information that can help your organization.
- Listen to the public: What do other nonprofit organizations in the community think about your work? How could you be a better partner?
Make new community connections
Many times, families receive help from multiple agencies; housing, food assistance, education, and medical. So it only makes sense that nonprofits work in partnership whenever possible.
Make it a goal to form new connections with other organizations—even if your missions don't perfectly align. Meet their leaders, learn about their programs, and see if there is a way to collaborate rather than compete.
There are many ways to lock arms with another organization. It might be possible to form an alliance, sharing administrative resources within the same building. Or maybe you could assist one another through trainings and staff support. Or it could be something as simple as having coffee once a month with other industry professionals to talk about common challenges and opportunities.
- Improve your organization's transparency and accountability
Good Will toward all Nonprofits
by Dan Prater, Drury University Center for Nonprofit Communication
Unless you live in a cave, you are keenly aware that it is here—the holiday season has arrived in full force.
This time of year means different things to different people. For some, it's a time of dear traditions. For others, it a sacred religious time, a season of frenzied shopping, a time of joy, or a time of complete anxiety.
Beyond the lights, food, and festivities, the season brings an elevated sense of good will. And nonprofit organizations know that feeling of good will often results in some of the biggest and best donations of the entire year.
In fact, a report by online fundraising software company StayClassy shows that donors give on average 80 percent larger gifts in December than in other times of the year. And approximately 33 percent of all online gifts are given in December.
To leverage the season of opportunity, most organizations accelerate their efforts by doing an appeal letter, sending an email or electronic newsletter, and holding a special event.
While these are all fine, if you want to harness the charitable hearts in your community, make sure each message, regardless of the medium, is carefully crafted.
Here are four simple tips that will help your holiday season messages return good cheer:
Employ Journalism's Five Ws
Journalism 101 teaches that good news stories should ask (and answer) Who, What, When, Where, and Why. Who do you want to communicate to? What do you want to tell him or her? When is the best time to say it? And last but not least, why are you communicating?
When asking who you want to reach, don't say "everyone." The days of mass media, where one message reached everyone, are long gone. Messaging should be very specific with a clear person or type of person in mind. Consider your target's age, education, occupation, habits, and hobbies.
Answering the "what" requires you to be concise, because you don't have enough time or space to say everything about your organization or cause. The way you shape your message depends on how you answered the "who." Words and images that move grandma likely won't work with a college student.
Determining "when" is simplified during the holidays. The time is NOW, because that warm and fuzzy feeling will dissipate quickly, and the days for tax deductions are numbered.
The purpose or "why" your organization communicates during the holiday season usually centers on raising funds. But keep in mind that now is a good time to thank previous donors and to tell them how important their contribution is to your work.
Beyond clarifying why your organization is sending messages, try to answer "why" the audience would care. WIIFM or what's in it for me, is an acronym often used in advertising. Why would the donor care about your organization? What motive might the donor have to make you his or her choice for a year-end gift?
Determine your Differentiator
It's a given that practically all nonprofits are thinking the same thing this time of year — strategizing on how to benefit from the wave of charitable hearts. This means the general public is going to be flooded with appeal letters and other requests for support.
Your "differentiator" is that thing that causes your organization to rise above others. It's the unique trait or asset that would cause a donor to choose your group over some other organization with a similar cause.
You can discover your differentiator by asking, what is it we do that no one else does? Or, what is it we do that is more effective or efficient than any other group?
Once you determine your unique value proposition, be sure to articulate that in your messages. And do more than say it; show it by giving real-life examples of how the world is better because of your nonprofit organization.
Utilize Multiple Methods
The power of technology is undeniable. Yet amid the buzz about the most recent software or electronic gadget, a good old-fashioned printed letter sent through the mail remains a very effective fundraising tool.
When you combine printed letters with email messages, your website, and face-to-face visits, the results will be more memorable and impactful than if you employ only one method.
Regardless of which method of communication is used, research shows that 65 percent of all donors will visit your website before making a donation. While they are in the giving mode, make sure you make it easy for them to donate. Your button to give should be bold and easy to find. One study says donors must be able to spot the giving button in two seconds—or they will get frustrated and abandon the idea of giving.
Show where the Money Goes
Donors like to know how their money will be used. Be specific about how dollars are spent, and remind them what significance each dollar given has in helping you accomplish your mission.
Consider using a well-known third party endorsement, such as GuideStar or Charity Navigator, to show your level of professionalism and accountability.
The need for donations is too critical not to use every possible technique to deliver clear, captivating messages that will compel your audience to give generously this holiday season.
How to Hire an Executive Director
by Dan Prater, Drury University
When Anne joined the board of a local nonprofit, she was eager to become active in helping the organization succeed. She was confident her skills as a business owner would be a great asset to this small operation.
Six months after joining the board, Anne was shocked when the organization's long-time executive director announced her sudden resignation. The other board members, recognizing Anne's business savvy and passion for the cause, asked her to temporarily take over the organization's day-to-day activities while they searched for a new director.
Six weeks later, Anne was still serving as the interim head of the nonprofit, and seemed to be handling the responsibilities without any problems.
The board members were impressed with Anne and decided there was no need to look at other candidates. Instead, they offered her the position. She accepted the job and became the new executive director.
Within six months, things began to unravel for Anne. She had never managed a staff, and she had no experience doing public relations or fundraising.
This nonprofit scenario is not uncommon. Organizations—especially smaller ones—have a tendency to hire the first person who is willing to fill the position, even though the candidate's credentials may be less than impressive. The board fails to take the proper steps required to find the right person for the job. This process failure can lead to ambiguity, unmet expectations, and high turnover.
Every organization, regardless of their size or the nature of their work, should exercise utmost caution when hiring an executive director (or whatever title you assign to the job). The position is simply too critical to take any other approach.
Here are seven important steps that will help ensure you find the best candidate:
1. Don't rush the process.
Too often boards rush to hire the first warm body that walks through the door. In an effort to bring stability and leadership back to the organization, boards don't allow ample time to conduct a proper search.
While the hiring process can be painful, it pales in comparison to the pain of having the wrong person attempting to lead the organization.
The amount of time needed to locate and hire a good candidate varies from organization to organization. But generally, allow a minimum of 4-6 weeks for the process.
2. Develop a Search Team.
A CEO search is a high-risk venture that requires input from many individuals. A Search Team may include staff, board, HR professionals, community partners, and volunteers. In some cases, a funder may also sit on this team.
This structure provides a lot of "buy-in" or distributed engagement in the process, as well as providing many people to shoulder the work of the search.
3. Figure out who you need.
Develop a profile of the person you want, identifying the skills, knowledge, and characteristics you feel best match your organization—then proactively search for this individual rather than simply hoping the right person sees the vacancy and applies. Don't be shy about asking someone who is already leading a different organization. You never know who might be considering a career move.
By determining precisely the kind of person who could best lead your organization, you will be able to quickly sort through candidates. It is likely that many of the candidates applying for the job will have appealing qualifications. But with a clear list of desirable traits, your organization will be able to find the person who comes closest to having the unique set of assets that your agency needs.
4. Look inward and outward.
Many companies have a policy of promoting within. While this approach has benefits - especially for organizations with young, promising leaders, it can also create dilemmas.
Moving from one role to another can be difficult for everyone, including those that may have to view a once-colleague as the new boss.
Another downfall of hiring within is incestuous intelligence. Some organizations fear change and go to great lengths to avoid progressive thinkers who might challenge their traditional way of doing business. To "protect" themselves from outsiders, they hire only those who look, talk, and think just like they do. All others are shunned.
There are, however, potential advantages to hiring an insider. The person is likely to understand the organization's culture, and have developed relationships of trust with current board members and community leaders. With this type of individual, the transition period could be much quicker and smoother than it would be for someone with no previous institutional knowledge.
5. Provide a clear description/expectations.
Most nonprofit leaders, especially those in small organizations, will tell you their job responsibilities are "doing everything" from raising money to stuffing envelopes or taking out the trash!
It may not be possible to have a job description that encompasses everything (that's why we insert "and other duties as assigned"), but the clearer you can be about the job expectations, the better chance the candidates will have of understanding if the job is the right match for their skill set.
If your organization is in need of someone to clean up the accounting, you'll want to be clear about this. Or if you really need a dynamic public speaker or someone who can write grant proposals, make sure this is stated and understood by the candidates.
6. Be transparent.
You and your board are eager to hire the best person, so it is only natural to portray your organization in the best possible light. Yet there is an ethical responsibility to disclose to candidates (not in the initial interview) the organization's true condition. This includes information on finances, legal issues, personnel issues, history and reputation in the community, and any other matter that is pertinent to someone who may step into the organization's top position.
It is unfair to hire someone under false pretense, failing to provide an accurate and honest snapshot of the organization's condition. It's much better to get everything out on the table than to trick a person (who once hired will discover the truth and resent that this wasn't disclosed in the interview process).
7. Conduct background and reference checks.
Hiring a new employee—especially one who will be the face of the entire organization— requires a thorough background check. As an employer, you have the right and responsibility to learn as much as possible about this person BEFORE offering the job.
Amazingly there are still organizations today that fail to do adequate checks, only to discover later that the person has a problematic background.
A thorough background check should include credit history, criminal record, past employers, and personal references.
Each state has labor laws dictating what an employer can check. Most laws generally require the employer to make certain disclosures to the applicant to be checked, and to obtain the written or electronic consent of the person to be checked prior to conducting the check.
While these seven steps cannot guarantee your next hire will be the perfect employee, they can provide a framework for navigating this process and finding you a strong leader for your organization.
Counting What Counts
by Dan Prater, Drury University Center for Nonprofit Communication
Albert Einstein once said, "Not everything that can be counted counts, and not everything that counts can be counted."
Einstein may have been right, but even so, funders want to know if their investment of dollars is doing what it is supposed to do. For them, counting really does count.
There is a growing pressure on organizations to prove their effectiveness and impact on social and environmental issues. Changes in the economy and funding sources, as well as media reports and public perceptions, have forced nonprofits to re-evaluate their business model.
Attempting to do good is no longer good enough. Performance matters. It matters to foundations, individuals and businesses that provide support. It matters to civic leaders and government entities. And it matters to those who rely on the services of the organization.
Grantmaking foundations, in particular, are placing greater emphasis on measurement.
Well-known philanthropists, such as Bill and Melinda Gates, are influencing all organizations to think more strategically about performance measurement.
Historically, nonprofit organizations have not done a very good job of demonstrating the effectiveness of their work. In fact, most have failed miserably. But this failure does not necessarily mean leaders don't see the value in it. Nor does it mean they don't have a desire to measure their organization's performance.
Performance measurement can be costly and can require dedicated staff time and expertise—and both are in short supply at most organizations. Mario Morino, author of Leap of Reason: Managing to Outcomes in an Era of Scarcity, says many nonprofit leaders are not managing to outcomes today but are strongly predisposed to do so. "They inherently know what their outcomes are and very much want to assess and manage to them. But they are severely hamstrung by the lack of funding available to do this hard work."
Performance assessment is an important way of determining the health and effectiveness of your organization. It is also a way to demonstrate to those outside your walls that you are doing what you promised you would do.
In Performance Measurement, Harry Hatry makes this excellent point: "Unless you are keeping score, it is difficult to know whether you are winning or losing."
One simple way of determining if your organization is "winning or losing" in program delivery is to examine these three areas:
Outputs:These are the activities done by your organization (feed the hungry, house the homeless, protect the innocent, clean up rivers, provide training, etc.).
Outputs are usually quite tangible and are easy to track and measure.
Outcomes: These are the observable, short-term effects of the outputs (program activities). Children have full tummies, or people are no longer sleeping on the streets.
Impact: This is the degree to which the outcomes observed by a nonprofit are attributable to its activities. Impacts are the long-term results of the work you do. They are more visionary than outputs and outcomes and can be difficult to measure.
Think of it like this: When children have adequate food, they are better able to succeed in school. The impact of the food served (the output) is the degree to which the reduction in hunger has on children's overall success, and in time may increase the employment rate, improve the economy, lower the crime rate, and elevate the overall well being of an entire community.
Measuring what you do (output) is easy, but quantifying the actual change made is not so easy. In addition to the aforementioned issues of money and resources, nonprofits face other obstacles when it comes to measuring their impact:
Follow Up
Maintaining contact with those helped by an organization can be nearly impossible.
Most organizations have access to clients for a limited time. Whether they enter a program voluntarily or are mandated by a court to attend, access to them is for a restricted period. Once they receive services or complete a program, they are gone.
With no way to contact these men and women, it is extremely difficult to determine the long-term impact of the organization's services on their lives.
This is true for organizations that have one-time contact with people, as well as for organizations that help people on a long-term basis.
True change in human behaviors and attitudes takes time. And measuring this in neatly-packaged intervals of six or twelve months rarely works. But to accommodate funder's reports, and to stay within a promised window of time, most organizations are forced to take this approach.
The goal of most nonprofit programs or services is to bring about change, to improve someone's life or create a better situation. This change or improvement is often brought about through a series of positive interactions, involving many different people or organizations. It is nearly impossible to credit any one person or agency with bringing about change without acknowledging the contribution of others.
When you work with children and families that have multiple needs, access multiple systems, and require multiple years to show progress, the traditional evaluation approaches simply don't work.
Lack of Support
While many foundations and government agencies now require performance measurement of organizations, few providing funding for such activities. This lack of support creates a hardship for organizations attempting to satisfy the requirements of funding sources.
To further complicate the task, many funders as well as the general public consider a nonprofit successful only if the vast majority of the organization's budget is allocated directly to program delivery rather than on administrative costs. With this mindset, it is no wonder organizations avoid spending precious few dollars on measurement.
Getting Started
It is clear that measuring and evaluating performance is challenging, but it is a necessity.
Gathering data simply to complete required reports to funders is insufficient.
Leadership must believe in and financially support the power of measuring performance.
Research proves significant benefits of measurement in terms of helping staff to focus their time and energy on important goals rather than simply on outputs.
If you have never attempted to measure outputs, outcomes, and impacts (or have done so in a haphazard manner), it is never too late to get started.
Start simple—collect only that data which will help to make better decisions, and build in discrete blocks of time to reflect on the data as it comes in.
Start early—determine what types of data you will need before you implement a program. If you wait until after a program or service is completed, you have waited too late.
With some valuable data in hand and proof of your effectiveness, your organization will be in a better position to seek funders who recognize the value of measurement and reward good outcomes.
Beyond pleasing funders, strong performance measurement will help you better understand your services and strengthen your organization.
Merge Mania
by Dan Prater, Drury University
There was a time, long ago, when it seemed nearly all organizations were thriving. Even nonprofit growth was rapid and sustainable.
Then the bottom fell out of the economy.
With government funding drastically reduced or eliminated, and as corporate dollars dwindled, nonprofit organizations were forced to re-evaluate their business model.
To avoid cuts in services to clients, reductions in staff, or even dissolution, many organizations are now considering a merger. In fact, 12 percent of organizations responding to a recent national survey (McLean & Brouwer) about the effects of the economy in the nonprofit sector said they had restructured or merged with another organization to reduce their budgets.
What is a Merger?
Quite simply, a merger is when two or more organizations become one entity. The assets, staff and programs of the two organizations are joined together. The new alignment operates under the name of one of the existing merged organizations. In many cases, the board and executive leadership of the "surviving" group manage the new formation.
Mergers typically fall into one these models:
- Consolidations - Two or more separate organizations combine to form a new corporate body. The assets, staff and programs of the two organizations are joined together, as are the liabilities and obligations of both organizations.
- Alliances - No change to formal structure of the organizations, rather a sharing of administrative and programming services to accomplish similar missions.
- Asset Acquisition - One organization dissolves by selling and transferring assets to another organization, which then assumes the liabilities for the transferred assets.
Why Merge?
Many leaders choose mergers to improve efficiency, build capacity, or simply to survive.
Some nonprofits find they can take the best of their programs, governance, and organizational cultures and create a new, more successful merged organization. In addition, mergers can strengthen the organizations' ability to deliver on their missions and increase the depth and scope of services they provide.
Another advantage of merging is increased community visibility. A recent Chronicle of Philanthropy reports suggests more than 100,00 nonprofit organizations will fail in the next couple years. In many cases, these are smaller, relatively unknown groups that have limited ability to raise funds. A merger with a larger organization, or creating a new high-profile group, could create synergy and help leverage large donors.
Communities can benefit from well-planned and executed mergers that result in stronger services. Limited resources can be used more effectively and efficiently, services can continue, and nonprofits can become more sustainable.
Merger Pitfalls
Those who have studied and participated in mergers warn that cost savings should not be the sole reason to merge. While mergers can result in efficiencies and new management practices, money should not be the principal motivation. For that reason, the merger of two financially unstable organizations is unlikely to succeed.
A 2009 report by MAP for Nonprofits identified five common difficulties associated with the process of nonprofit mergers:
Understanding the importance of communication
One of the goals in the merger process is to create a situation where nothing is hidden and there are no surprises.
In other words, organizations must be transparent and make no assumptions. Clarify expectations. The more specific you are in the planning stages, the fewer surprises there will be deeper into the process.
Internally, talk of mergers can create anxiety among employees who fear loss of job, change in leadership, and other conditions beyond their control. To curb this (and to avoid rumors), it is important to communicate frequently with employees in every stage of the process—including after the merger has taken place.
Externally, it is important to communicate with stakeholders and the general public regarding the changes, helping them understand the logic and benefits.
Understanding the importance of organizational culture
John Bonnell, of JD Power and Associates, says mergers fail for a variety of reasons. One of the biggest, he says, is the same reason that marriages do—a clash of personalities and priorities.
The "clash" often has to do with leadership styles. How will staff be managed? Who will lead? How will employees respond to new leadership and new/additional responsibilities?
"Priorities"relate to the organization's mission and vision. When these don't align, there is little chance the merger can succeed.
Understanding the timeline
Most mergers take anywhere from 6 to 18 months to complete. A written plan will help guide the organizations through each step of the process. When there are long, unexpected delays, parties can become disillusioned, costs can increase, and situations can become less favorable.
Underestimating costs
Mergers almost always cost more than anticipated. In the long-term, mergers may save money—having one CEO rather than two, etc. But up front, there can be added expenses.
Costs may include legal advice, significant facility changes, and PR material redesigns.
Understanding Due Diligence
Mergers are complex business transactions. To help board members and leaders make an informed decision, there must be sufficient inquiry.
It will be necessary to examine IRS records, contracts, licenses, claims or litigation, audits, budget sheets, annual reports, governing structures, organizational policies/procedures, agreements and affiliations, real estate, marketing materials, program services, current and potential liabilities, etc.
It is deep within these documents that an organization's true health can be discovered.
A study undertaken by the Bridgespan Group evaluated over 3,300 nonprofit merger filings over an 11-year period in four states, and identified three market characteristics that are favorable to successful nonprofit merger activity:
- There are a large number of nonprofits in the market, with many small players
- There is a high degree of competitive pressure, with variable performance factors that are measurable, and impersonal funding sources
- There are barriers to organic growth, including asset intensive missions, saturated markets and highly-regulated environments.
While some industry experts believe that a merger is one of the most powerful change agents available to nonprofit organizations, others see mergers and acquisitions as fundamental threats to the core of the population or niche. The truth probably lies somewhere in between these two views.
Should you find yourself wondering whether your organization might be more effective and stable by merging, make sure you and your board approach the process with the utmost caution, understanding both the potential hazards and benefits that may lie ahead.
The Habits of Highly Effective Nonprofit Leaders
Stephen Covey's "The Seven Habits of Highly Effective People" has been a worldwide success. Since its release in 1989, it has sold more than 25 million copies.
The "Seven Habits" have been incorporated by organizations around the world, including many Fortune 500 companies. Former President Bill Clinton was strongly influenced by the book and invited Covey to counsel him on how to integrate the book's principles into his presidency. Clinton suggested "Seven Habits" was one of three books every American worker should read to dramatically boost the nation's productivity.
In contrast to some management books that emphasize processes, "Seven Habits" focuses on relationships and integrity.
While Covey's book presents a framework for personal effectiveness, the concepts easily translate to nonprofit leadership.
Habit 1: Be Proactive
Proactive leaders are malleable, and focus on continually trying to improve their programs, efficiency and environments. Reactive ones, on the other hand, never maximize the potential of their organization because they avoid change until it's absolutely necessary — and perhaps too late.
Being proactive means focusing your time and energy on what's important. Since you don't always have control over issues or threats, take time to draw a circle that represents areas of control. Focus on these things.
Habit 2: Begin with the End in Mind
Beginning with the end in mind is especially important for nonprofit organizations that are driven by a noble mission - eliminate hunger, eradicate AIDS, shelter the homeless, empower helpless, etc.
When I travel, I often rely on my GPS and Google Maps for directions, especially when I venture into new territory. To create a map, two things are required: 1) a starting point, and 2) a final destination. It is impossible to create specific directions without both. It's not enough to tell the GPS you want to travel north or west. It demands specificity.To help shape an ending point for your organization, ask yourself what a perfect world or situation would look like—as it relates to your mission. Once you have identified this, you'll be better able to create a step-by-step roadmap.
Just like when you take a wrong turn and your GPS says "recalculating," when organizations with a clear destination veer off the path, they need leaders who can "recalculate" and help them get back on track.
Warning: This may require making a few awkward twists and turns. In some cases, it could mean driving in the opposite direction you had previously been traveling.
Habit 3: Put First Things First
Most people are driven by the concept of urgency. But to really effect positive change in our personal lives and organizations, we need to restructure the way we spend our time; based on the concept of importance—not urgency.
This means cutting time-wasters and activities that don't relate to achieving your mission. It also means preparing for potential (and inevitable) crises and daily fires.
Nonprofit professionals can gain control of their time management by taking a few simple steps:
- Planning—Long and Short Range. Hoping things simply "work out" rarely leads to success.
- Reading—Expand your mind.
- Devise and implement systems—Structure and organization are essential to success.
Rather than focusing on things and time, focus on preserving and enhancing relationships and accomplishing results.
Habit 4: Think Win-Win
Covey calls this the habit of interpersonal leadership, necessary because achievements are largely dependent on co-operative efforts with others. He says that win-win is based on the assumption that there is plenty for everyone, and that success follows a co-operative approach more naturally than the confrontation of win-or-lose.
In "Forces for Good," Crutchfield and McLeod-Grant found through research that the most effective nonprofit organizations reach far beyond their four walls. In fact, they help the competition succeed, building networks of nonprofit allies and devoting remarkable time and energy to advancing their larger field. They freely share wealth, expertise, talent, and power with their peers, not because they are saints, but because it's in their self-interest to do so.
In the end, when one wins, they all win.
Habit 5: Seek First to Understand, Then to be Understood
At first glance, this habit seems to be the simplest, but is possibly the most difficult and least practiced of all.
We live in a society that continuously communicates, but often fails to listen. Facebook, Twitter and other digital tools allow us to tell others about our world, but we don't always know how the message was received.
As Covey says, "Diagnose before you prescribe." Use emphatic listening to create an atmosphere of caring and positive problem solving.
Habit 6: Synergize
One individual can never be as potent as the coming together of individuals willing to create ideas or possibilities, with openness and without letting ego hamper the brainstorming.
Synergy is about valuing differences. Most people look at synergy through one of three windows:
- Shunner—They avoid ideas that differ from their own. They believe their way is almost always the best way.
- Tolerator—Out of respect they listen to others' opinions, but really have no intent to implement their ideas.
- Celebrator—They work hard to bring in varied viewpoints. They believe differences are a strength, not a weakness.
Habit 7: Sharpen the Saw
Nonprofit leaders are notorious for "crash and burn," draining themselves physically and emotionally until they collapse or quit.
But to sustain a productive life, there must be a balance and a renewal of self. Covey interprets the self into four parts: the spiritual, mental, physical and the social/emotional, which all need feeding and developing.
Here are a few simple methods to avoid burnout:
- Retreat and Review — Find a serene setting away from work to unwind and review your current lifestyle. Figure out if you are spending your time on the right tasks or are making unhealthy life choices.
- Schedule short breaks — Once during the workday, walk away from the grind and breath. Take 10-15 minutes for leisure reading or a walk. Once a week, give yourself permission to do something not work-related. Go to a movie or watch a ball game.
- Spend time with family and friends — There's nothing like playing with young children (or grandchildren) to help you gain a fresh perspective. Suddenly, the emails, phone calls and meetings don't seem quite as urgent.
- Exercise and make good food choices. - Whether you adhere to Newton's theory of "every action has an equal and opposite reaction," or the Bible verse "whatever a man sows, that he will also reap," there is no question that the choices we make today have a direct impact on who we will be tomorrow.


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In true Italian style we look forward reliving our experiences with you through generous sharing platters, good conversation and a carefully selected wine menu that will bring out the flavour of each dish.
Join us on Saturday 6th of November at 7.30pm where we will share a 5 course experience of the flavours, aromas and sounds of our Italy.
Cost per head: $540 – This includes a 5 course menu served with generous glasses of wine which has been carefully matched by Elisa, our Italian friend and sommelier (see below for menu).
To be invited please email Sofia at email@example.com by the 12th of October with a short description of one of your favourite meals from your travels. We will select 12 guests based on the best descriptions. We will confirm the guest list on the 14th of October by 8pm.
As always the secret venue will be revealed the night before via email & text message.
Buon appetito!
Mam Mia! Menu
Campari with soda & freshly squeezed orange juice
Campari with soda & freshly squeezed orange juice
Antipasto di mare: Insalalata Di Polpos
Antipasto of the sea: A salad of baby octopus, potatoes & peperoncino served with 3 choices of extra virgin olive oil alongside roast vegetables & homemade foccacia
Matched with: Prosecco di Valdobbiadene - Zardetto (millesimé 2009)
Pasta alla Norma fatta in casa
Homemade Pasta alla Norma (freshly made on the day)
Matched with: Soave 2007
Pasta alla Norma fatta in casa
Homemade Pasta alla Norma (freshly made on the day)
Matched with: Soave 2007
Osso Bucco con patate e fagioli
Osso Bucco with smashed potatoes & tender green beans
Matched with: Lagrein 2007
Limoncello fatto in casa
Homemade limoncello
Semifreddo alle nocciole e mandorle
Semifreddo with salted hazelnut & almond praline
Caffè e biscotti a due gusti: pistachi e zenzero, arancia e cioccolato
Coffee with biscotti of two flavors: pistachio & ginger, orange & dark chocolate
Una sorpresa alla fine
A final surprise

subset: commoncrawl


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Equilibrium Waterstick Large 041 (discontinued by manufacturer)
$225.00 $195.00
- Brand: Aura-Soma
- Product Code: AURWSL041
- Availability: Out Of Stock
|- +
- Wisdom Bottle. Gold / Gold. Shakes together as: Gold. Chakra: Solar Plexus
- Main Theme: Assimilation and wisdom on all levels
- Dominant Characteristics: Possibly somebody who "sows and reaps", and who sees things from a "natural" point of view. Feels great happiness and is very positive. Discovers possibilities for growth in all trials and difficulties. Finds joy in all things. Is connected with one`s own inner wisdom and the center.
- The Equilibrium Waterstick bottles are the heart of Aura-Soma System. The bottles contain the living energies of herbs, essential oils, gems and crystals that are especially color-coded to bring harmony and balance to our aura and energy centers.


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LEECH LAKE RESERVATION, Minn. — The novelist and critic David Treuer of the Leech Lake Band of Ojibwe here does not look like the received image of a Native American. With his pale skin and brown hair, many people would not even take him for an Indian.
Nor, Mr. Treuer noted as he sat in a faded bar on the Leech Lake Reservation, does his résumé sound like the stereotype of the Native American.
Now 35, he was educated at Princeton (as were his two brothers; they were inspired to apply there by the movie "Risky Business"), and is an English professor at the University of Minnesota, Minneapolis. His mother, an Ojibwe tribal judge, met his father, a Jewish Holocaust refugee from Austria, when he was teaching high school on the reservation.
"My life will rarely be interpreted as Indian unless I translate it myself," Mr. Truer said.
But in two books to be published later this month by Graywolf Press, he is mounting a challenge to the whole idea of Indian identity as depicted by both Native and white writers.
"Native American Fiction: A User's Manual" is a kind of manifesto, which argues that Native American writing should be judged as literature, not as a cultural artifact, or as a means of revealing the mystical or sociological core of Indian life to non-Natives.
"He's exploring and revealing a truer history of Native Americans," said Toni Morrison, his former professor at Princeton. "We tend, even now, to like ethnic literature to contain our notion of what the iconography is."
In the book Mr. Treuer takes on Louise Erdrich, Leslie Marmon Silko, James Welch, Sherman Alexie and other Native American writers. He finds much to praise but argues that the works of Indian authors are often read as ethnographies, when they should be read as literature. In addition, some Native writers, he says, use pictures of Indianness passed down by white authors including Rousseau, Walter Scott, James Fenimore Cooper, Washington Irving, Henry Wadsworth Longfellow and Walt Whitman. He contends that they even reflect "The Education of Little Tree," a best seller in the 1970's and 80's written by Forrest Carter, who was discovered to be a violent racist, a Ku Klux Klan member and a speechwriter for Gov. George Wallace of Alabama.
Ms. Erdrich, also an Ojibwe, is a great novelist, Mr. Truer writes, but her books are not authentic Native texts, though they may appear to be. She misuses Ojibwe words, he says, calling them "display, with language itself a museum piece." The characters in "Love Medicine," her best-known book, are modeled on people of the Turtle Mountain Reservation in North Dakota, but don't even speak the right dialect, he says. Ms. Erdrich did not return calls for comment.
While also praising Mr. Alexie, a Spokane-Coeur d'Alene Indian, for his abilities as a novelist, Mr. Treuer compares him to Mr. Carter. The characters in Mr. Alexie's novel "Reservation Blues," Mr. Truer says, are like those in "Little Tree": burlesques, with prose full of mixed metaphors and far-reaching similes. For example, in "Reservation Blues," when someone speaks, Mr. Alexie writes that "his words sounded like stones in his mouth and coals in his stomach."
Flawed prose and clichéd images and ideas, Mr. Treuer contends, are typical of writing about Natives — whether by Indians or whites — and are excused because they fit the culture's preconceived notions of what Indians and Indian life are like.
"What he's saying is that the identity of the writer doesn't count," Mr. Alexie said of Mr. Treuer in a telephone interview. "That eliminates the way books work in the world."
Actually, Mr. Treuer is very much concerned with identity. "The Translation of Dr. Apelles: A Love Story," the other book he is publishing next month, is his third novel. It's a story within a story. On the one hand, it's a 19th-century Indian romance, replete with stock characters from Native literature: the orphaned hero, the spiritual leader who shows him the true way, Indians with a special harmony with nature.
But the main character, Dr. Apelles, is, like Mr. Treuer, a contemporary Indian, an intellectual and a mix of modernity and tradition who, the book suggests, is translating the story from an unnamed language.
Dr. Apelles is himself untranslated, a man who cannot make sense of his own history, his personal narrative, perhaps because it falls between two cultures, two languages.
Something of the same could also be said of the author. Mr. Treuer was born in Washington, where his father, Robert, worked for various federal social service programs. His mother, Margaret, was a nurse and attended law school, ultimately becoming one of the first female tribal judges.
David was 7 when the family moved from Washington to a small house with an attached trailer on the edge of the Leech Lake Reservation. "By reservation standards we were very comfortable," he said.
He attended Bemidji High School, whose student population was a blend of Indians and whites. He was in the marching band and played Dungeons and Dragons. But his mother also encouraged him to attend Ojibwe ceremonies, and he learned to live off the land like many of his Native relatives.
At Princeton, for the first time, he found himself almost without the companionship of other Indians, and his years there were lonely — a time, he said, when he "had to prepare the story of my own life," to try to explain himself and his apparently anomalous background as a Native American to his fellow students and professors. While in Ms. Morrison's class, he began his first novel, called "Little," about a mysterious Indian boy who goes missing. It was published in 1995. (His second novel, "The Hiawatha," was published in 1999.)
Today Mr. Treuer — with his wife, Gretchen, who is half Seneca Indian, and their small daughter, Elsina — still lives part-time near the Leech Lake Reservation, a vast expanse of flat, sandy land in northern Minnesota, dotted with clear blue lakes and pine forests. There, near many of the 150 members of his extended family, he continues to hunt, trap and harvest wild rice.
He is on leave from the university, and will spend the next year and a half on the reservation recording, transcribing and translating Ojibwe speech in hopes of preserving the language, which is spoken by only about 15 percent of the tribe.
He sees no disjunction among his efforts to preserve Ojibwe language, his fiction and his criticism of exceptionalism in Native American literature. All, he said, are concerned with his interest in narratives.
From the Boston Tea Party to "Dances With Wolves," to the New Age movement, Mr. Treuer said, sitting in the bar in Bena, a small settlement on the reservation, Natives are inextricably bound up in the myths white Americans have created about what the country was, what it is and what it represents.
Indians occupy "vast territories of the imagination," he said. "The stories America tells itself about itself involve us, but most people will never meet or talk to one of us."
With his work, whether fiction, criticism or lexicography, Mr. Treuer said he was trying to create a new Indian story, one in which Native literature joins the mainstream of American letters, while Indian traditions receive their proper attention from scholars and are preserved from extinction.
"Words are the most powerful shaping tool," he said. "Writing, speech, language don't just communicate fact, they create fact."


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A was involved in an accident but he was not at fault. His car market value at the time of the accident was RM65,000 but the sum insured is only RM50,000. The total claim is RM 10,000 and he has to pay excess RM400 for the claim too.
Insurance company will usually pay based on market value or sum insured, whichever lower. A will only be covered for losses and damage to his vehicle due to the accident on a pro-rata basis, in this case he insured RM50,000 for a car with market value of RM65,000 (77%), he will be paid 77% of his claim as well. The market value should however be based on the value on the time of the accident.
Please also note that if at the time of accident, the market value has dropped further to RM60,000, A will get payment of 83% of his claim (minus excess). In addition, the excess fees is applicable at the discretion of the insurance company and in some cases, no excess is imposed. A can negotiate with his insurance company on the excess.
Alternatively, A can make a third party claim, where the average clause provision will not be applicable i.e. A may claim 100% of the losses including the excess.


text:
Main features
- Fleece in unbrushed 100% cotton
- Long pants
- Elastic and drawstring at waist
- Patch pocket at back: Belt and ankles in ribbed knit
Made in: Cambodia
Product code: 3J68I0919_13C
100% Cotton
Clothing care
- Maximum temperature: 40°C. Gentle cycle
- Do not bleach
- Do not tumble dry
- Line dry in shade
- Delicate iron at maximum temperature of 110°C. without steam, which could damage the garment
- Professional dry-cleaning in: perchloroethylene. Delicate cycle


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The replica Lancaster built by Martin Willoughby in memory of his father Ted arrived at the Museum on Monday 30th October 2017.
The following information is taken from the teams website https://www.lancasterraf.co.uk/
The flight deck is accessible to visitors for a small charge.
Martins late Father "Ted Willoughby" was the inspiration behind the project to recreate the S for Sugar replica.
Ted Served on Bomber Command on Lancaster's during World War Two, more specifically although he was RAF he served on 467 SQN RAAF (Royal Australian Air Force) as a ground engineer and was assigned to a Lancaster BMK1 that was inbound and had been transferred from another Squadron. This was as a replacement for another Lancaster ED500 which had crashed returning from a raid.
When the replacement aircraft arrived it had been transferred from 83 SQN at RAF Scampton to 467 SQN at RAF Waddington, it had already completed 69 operations a staggering and impressive tally we now know that the average statistical life of a Lancaster was much less than this and the rate of attrition at the time in terms of crew members was greater than any part of any of the allied forces.
If you were flying on bomber command you were inherently unlikely to survive… and were very – very lucky if you did!! The ferry pilot that delivered the aircraft to Ted said it was finished fit only for the scrap heap but with Teds help it went on flying.
The tail number of the aircraft was R5868 it was an early BMK1 that had been only the 27th production Lancaster produced at the AVRO works at Trafford Park Manchester, the 467 SQN code letters PO – S were applied and the aircraft gained an identity as S – for Sugar.
Sugar began operations with 467 SQN on the night of 26/27 Nov 1943 the target was Berlin and she immediately ran into trouble when she collided with another Lancaster over the target, this forced Sugar into a severe dive to port the pilot Flying Officer Jack Colpus managed to recover the aircraft back to land at RAF Tholthorpe and after repairs were conducted Sugar went back into front line service, and everyone on the Squadron began to get a feeling that she was a survivor, crews begged to fly in her. Someone loading a fused 4000lb bomb onto her & dropped it, (Ted heard a metallic clunk from the flight deck and when he popped his head up everyone was running away from the aircraft) the bomb did not go off.
She suffered flak damage and friendly fire she made it back.
During Sugars time on 83 SQN her nose art showed a devil Mestophilise to whom Faust sold his soul to in German legend thumbing his nose and dancing in flames with the motto "Devils of the Air" beneath him. When Sugar arrived at 467 SQN the nose art was replaced with a naked lady holding and about to drop a bomb, however because the propaganda machine began to recognise the value of such a lucky aircraft Sugars existing nose art the naked lady had to go it was not P/C enough and was replaced by one bomb for each operation completed.
Ted had been reading at that time and saw a Cartoon poking fun at the famous German Reichmarshal Hermann Georing in which he suggests that the German defences were unpenatrable from the air. Ted came up with an idea for a new nose art and requested that he be allowed to apply it to the port side of the nose under the cockpit it read as follows "NO ENEMY PLANE WILL FLY OVER THE REICH TERRITORY" signed Herman Georing, Ted got his wish and spent a night in the hanger stencilling it to the aircraft, Sugar was rolled out of the hanger the next morning and pictures were taken however Ted spelt Hermann with only one 'n' Herman should have been spelt Hermann!!
Sugar had survived everything thrown at her, even a sustained attack's from two JU88 night fighters, she fought them off to make it back to Waddington, she had to it was her 100th operation and she became the first allied bomber to reach this astonishing milestone. Sugar went onto complete an incredible 137 ops the war ended and Ted went sadly back to Civi Street and that should have been the end of the story.
During the mid – 1960's Ted began to wonder what had happened to 'Sugar' and whether or not she had been broken up without thought. He had made several fruitless enquiries and was about to give up when in 1969 he was informed that there was a Lancaster at the gate at RAF Scampton. However he was told that it had the wrong code letters on it to be 'Sugar' Ted had decided that it was worth a trip to see this mysterious Lancaster anyway and took along Martin then 4 years of age for the trip.
On their arrival approaching Scampton's gates from the south on the A15 the Lancaster came into view and the disappointing code letters OL-Q could be seen(This was the 83 squadron code). However, as Ted and Martin turned into the gate the familiar nose art with the bombs and the Georing quotation were apparent and on gaining entry Ted went straight to the tail number which identified the aircraft beyond doubt – it read R5868.
Ted could not believe his eyes! His Lancaster had survived everything, even the scrap yard, which when you consider it was just one of 7377 Lancaster's built seemed unbelievable. Ted later discovered that 83 Sqn were flying Avro Vulcan's from Scampton and when it was realised that 'Sugar' had started her career on 83 Sqn the PO – S code letters were removed and replaced with the OL – Q Queenie code letters of 83 SQN hence this is what had caused the confusion over her identity.
Ted and Martin went onboard and were met with a scene of decay and neglect, all of the internal components had been removed for PA474 (the only flying example at that time), and 'Sugar' was in poor condition.
Permission was gained for Ted to carry out a restoration project on the aircraft and many trips were made to work on her and obtain missing parts. Ted had his heart set on 'Sugar' going into the new RAF Museum at Hendon, North London, and with that in mind took his suggestion to the MOD citing the fact that it had greater historical value than the other Lancaster that was already earmarked to go to Hendon.
This aircraft was an air worthy example tail number "PA474" built at the end of the war in 1945 and had not seen any active service, whereas Sugar had an esteemed and decorated record breaking career and was of national importance. After many months of campaigning Ted was contacted by Dr John Tanner, the new director general and Museum's top man, who informed him his wish would come true.
Ted did not know it at the time but his success in securing Sugars future in the care of the RAF Museum at Hendon had also assisted in keeping an example flying to this day because PA474 was adopted by the City of Lincoln and became the mainstay of the BBMF or Battle Of Britain Memorial Flight, and is often seen in the UK's skies to this day.
'Sugar' was dismantled in 1970, and was then transported to Hendon via RAF Bicester and RAF Northolt and after many years of spending long weekends manufacturing parts, scratch rebuilding, fitting and collecting parts Ted with Martin at his side restored Sugar to her former glory "a legend during WW2 " "a legend then in the 1970's" and now "a legend forever" and distinguished career and a long life and she owes that life to Ted Willoughby the man she met on that wind swept airfield in WW2. To this day as she proudly dominates the entrance to Bomber Command Hall in all her glory and it was Ted that got her there.
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Philadelphia, PA -- (SBWIRE) -- 11/29/2016 -- Anyone searching for the best place for cosmetic dentistry in Center City Philadelphia and its surrounding areas, can certainly count on the staff members and doctors at Center City Emergency Dentist to help make their smiles beautiful. Rest assured they share the same vision and passion for superior dentistry as they do for great customer service.
When a patient seeks cosmetic dentistry services at CCED, the experienced dentists will first listen closely to understand their individual needs and concerns. Then, they will guide them through the treatment options and help them select best one based on the problems they face. Before setting a plan into place, they will use digital x-rays and innovative technology to take images of the concerned area of one's mouth.
With cosmetic dentistry, each patient can have confidence knowing they will restore the youthful glow of their appearances, and as a result, their self-confidence. Regardless of whether a person's teeth are deformed, crooked, or misaligned, the dentists at CCED offer the best solutions around. From lumineers, invisalign, bleaching and bridges to botox, bite reclamation and restorative dentistry, they do it all.
Anyone struggling with stains from coffee, tea, wine, tobacco products or simply aging, will be happy to know that CCED also offers teeth whitening services to interested patients. Through extensive training, years of experience, and cutting-edge technology, CCED has the number-one team of cosmetic dentists in Philadelphia and its surrounding areas.
People struggling with cosmetic dental issues are encouraged to feel more confident about the way they look by taking the initiative and pursuing cosmetic dentistry services at CCED. Visit their website or call 215-315-7691 to schedule an appointment today.
About Center City Emergency Dentists
Center City Emergency Dentists is a Philadelphia, Pennsylvania-based dental facility providing both routine and emergency dental treatments for their clientele throughout Philadelphia. They are highly recommended by the hospitals at Temple University and the University of Pennsylvania, as well as many other prominent healthcare organizations.
To learn more visit http://www.centercityemergencydentists.com/


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Hey guys, I just wanted to give you all a quick "How-to" on making quick and easy shredded chicken. I will be posting some recipes that use this throughout the week. So go ahead and make a few pounds! You can store it in your fridge and always grab from when you need a quick dose of protein!
Anyways, let's get started so we can get to the good stuff- My other recipes 🙂
- 2 pounds of organic, free-range, antibiotic free chicken breasts
- Water… (that's it….seriously)
Grab a large pot and fill it up with just enough water to immerse the chicken in. You do not want to fill it up anymore than you really need, because this will slow down the time it takes to reach boiling. Bring the water to a boil first, takes about 8 minutes for me. Once the water has reached it's boiling point, gently dip the chicken in the water and lower the heat from high to medium-high. You want the water to be somewhere in between simmering-boiling. Let the chicken boil for about 13 minutes, or until the chicken reaches an internal temperature of 165 degrees.
Pour the water out and allow it to cool for about 5 minutes. Now, the shredding- if touching chicken grosses you out, you can shred the chicken apart using two forks and pulling them away from each other. If it doesn't I recommend just using your hands. This is much easier and faster- just do it, get dirty! Then, store the shredded chicken in a dish that will seal the freshness and refrigerate for later use……or you can jump straight into my Chicken Jicama Salad that can be found on my blog! 😉
Happy Shredding!


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Update: This event has been postponed until next Thursday, June 14, because of weather.
Tequila and dogs. They go together like wine and olives.
Not particularly well.
Except, of course, when you're drinking tequila for an organization that supports four-legged friends. You can do just that at Maximo Cocina Mexicana and Margarita Lounge, specifically on their patio,
this next Thursday from 6:30-9 p.m.
Look at that face up there!
If you like this story, consider signing up for our email newsletters.
You have successfully signed up for your selected newsletter(s) - please keep an eye on your mailbox, we're movin' in!
Also, tequila is delicious. Here's what you need to know.
Bring your (leashed) favorite four-legged best friend and taste premium tequilas paired with hors d'oeuvres by Chef Amador Mora and the Maximo kitchen. Oh, and make some sweet hounds happy. The cost to attend/eat/drink is $45, with proceeds benefiting the Greyhound Adoption League of Texas (GALT).
Follow foodbitch and City of Ate on Twitter.


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GetOutside in 2018
There's nothing more motivational and inspiring than the New Year. Whether your list of 2018 ambitions includes spending more time with the family, having more adventures, or getting out into the great outdoors more regularly, you have a diary that needs filling with things to do to make those goals a reality. Here's our suggestions of how to spend your time in the British countryside in 2018.


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Why US Brokerage Accounts of American Expats are Being Closed
Why U.S. Accounts of Americans Abroad Are Being Closed 2017
Thun Financial Advisors, Copyright © 2017
Introduction: Banking Service Restrictions Present New Problem for Americans Abroad
Americans abroad are being informed by U.S. banks and brokerage firms with increasing frequency that their accounts have been restricted or even closed due to their status as non-U.S. residents. These actions are being taken by a broad range of U.S. financial institutions and notably include Morgan Stanley, Fidelity, Merrill Lynch and Wells Fargo. This follows on the heels of widespread action by non-U.S. financial institutions to revoke and refuse services to expat Americans as a result of the Foreign Account Tax Compliance Act (FATCA). Consequently, Americans abroad find it increasingly difficult to locate banking and investment services both in the U.S. and abroad. Even where they remain welcome as clients, the range of services and product availability is typically restricted.
This Thun Research article briefly discusses reasons behind brokerage account restrictions and proposes solutions for frustrated U.S. expat investors. Please also view the American Expat Account Closure webinar for more information on finding an American expat friendly brokerage.
Why are Expat Brokerage Accounts Being Closed?
The global financial regulatory landscape is dramatically changing. FATCA imposes significant new compliance burdens on non-U.S. financial institutions with U.S. clients. As a result, many non-U.S. financial institutions now simply refuse to service U.S. persons. Unfortunately, U.S. financial institutions are following suit due to FATCA and other considerations. There have been stories about Morgan Stanley closing American expat accounts, Merrill Lynch placing restrictions on non-resident accounts, and other banks with similar new policies on expat accounts.
Among U.S. financial institutions, account restrictions differ between firms. Some firms are closing all accounts for non-U.S. residents; while other firms are only restrict services available to Americans not resident in the U.S. In other cases, firms require very high minimum account values for non-U.S residents who wish to remain clients. Bans on purchasing U.S. mutual funds by non-residents, including Americans citizens, are now the norm. These new restrictions affect bank accounts, brokerage accounts, and retirement accounts (IRAs and 401ks).
Many commentators attribute these actions to FATCA and increased offshore tax enforcement efforts. However, there are numerous contributing factors in addition to FATCA. Enhanced Treasury Department enforcement of existing anti-money laundering regulations and know-your-client rules, evolving interpretation of the 2003 Patriot Act, and new European regulation of cross-border investments all play a role. These factors contribute to a heightened compliance burden faced by financial institutions providing retail investment services across borders. Many U.S. institutions are following the lead of foreign banks in limiting perceived compliance and legal risk by simply refusing to provide retail financial services across borders.
Why are non-U.S. Residents Restricted from Owning U.S. Mutual Funds?
As recently reported in the Wall Street Journal and other media outlets, many U.S. mutual fund companies recently introduced new policies preventing their funds from being purchased by non-U.S. residents, including Americans abroad. Many expats are surprised to learn that rules barring the sale of most U.S. registered mutual funds to non-residents are decades old. Previously, these long-standing limitations on ownership were seldom enforced. Recently, however, mutual fund companies modified due diligence procedures to compel more rigorous compliance with existing rules. Stepped-up enforcement of existing rules reflects the new environment of enhanced cross-border compliance and regulation among banks and brokerage firms.
Mutual fund distribution agreements typically mandate that mutual fund owners reside domestically in the United States for two main reasons. First, U.S. fund groups are not allowed to solicit overseas business for their SEC-registered funds, even from U.S. expatriates. Offering shares of mutual funds to non-domestic clients could potentially violate the laws of any country in which an investor or prospective investor in a fund is resident or domiciled. Second, mutual funds may make tax treaty claims on their holdings, which require funds to certify all shareholders are resident in the United States.
How can Americans Living Abroad Invest?
A select number of U.S. brokers are still interested and willing to work with Americans abroad. This is especially true when they are guided by a specialized independent financial advisor who can conduct additional due diligence on the client.
While U.S. mutual funds may no longer be available for Americans abroad, Exchange Traded Funds (ETFs) are generally not restricted for sale to non-U.S. residents. A well designed ETF portfolio provides equal or superior diversification than traditional mutual funds. Furthermore, in addition to being exempt from some regulatory burdens, ETFs are generally more tax and cost efficient than traditional mutual funds. Therefore, lack of access to mutual funds should no longer be seen as a major impediment to successful expat investing.
Non-residents also have the option of building portfolios by purchasing individual stocks and bonds. Although this approach entails higher costs and limits an investor's ability to achieve maximally efficient diversification, it is the approach least burdened by cross-border regulation.
Finally, it should also be noted that in many cases the best solution for Americans abroad is simply to keep their address of record in the U.S. Any American living abroad, even for an extended period, is well within their rights to use a U.S. address for the sake of opening accounts and receiving mail. In this case, there will be no restrictions on the account.
The investing landscape for Americans abroad is becoming increasingly complex. New brokerage account and mutual fund restrictions raise high hurdles for Americans abroad to invest wisely and tax efficiently. Furthermore, implementing sound investment strategies without being ensnarled in a cross-border tax trap has never been harder. However, solutions do exist for clients forced to leave Morgan Stanley, Merrill Lynch, or other American brokerage accounts. Savvy American investors should keep their wealth invested globally, but through cost effective ETFs held at those U.S. financial institutions that continue to welcome them.
Relevant Links:
Interactive Webinars ⇔ Thun Financial Guides ⇔ Thun Financial Services
Meet the Team ⇔ Leading Research


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The Karen Raforth Stonewall Scholarship is an award sponsored by University of Colorado at Boulder.
Information About the Scholarship:
Award Amount: Average – $1000
Application Deadline: 1-March
Scholarship Requirements: Applicants must exemplify commitment, visibility, and effectiveness in quest for gay rights and rights of all marginalized people.
Eligible for: College freshman
Awarded by:
University of Colorado at Boulder
Campus Box 312
Boulder, CO 80309-0312
Email: firstname.lastname@example.com
Phone: 303 492 5091
Fax: 303 492 0838
Website: http://www.colorado.edu/finaid
Contact Details:
Director of Gay, lesbian, Bisexual, Transgender Resource Center
Boulder, CO 80309-0103
Email: email@example.com
Phone: 303 492 1377
Applying for Karen Raforth Stonewall Scholarshipname does not have to be a difficult task, if you play your cards correctly. It is crucial that you keep your mind clear and that you dont rush it. Any puncutation or spelleing that seems out of place will be a red flag. It is very important that you watch what you are doing, and always check over your work when you are finished. For instance, it you end up spelling the name of your college wrongly, or sponsor: University of Colorado at Bouldername , even provide the wrong information for references, it not only diminishes your credibility, but it also annoys the reviewer.
Sometimes, it is important to view scholarship searching like fishing. You need to throw your net out of the boat, and drag the dark, murky bottom of the river. Of course, when you start pulling in your nets, it might not seem like you have much, but there could be hundreds of fish on the other end. It takes patience, and a good knowledge of where the best parts of the river are. In the same way, searching for a scholarship like Karen Raforth Stonewall Scholarshipname is going to take some patience, but there could be thousands and thousands of dollars waiting for you. Do keep in mind that the search is worth it. If you attempt to put your entire education on student loans, you will be paying them off for the next thirty four years. And in this economy, theres no guarantee of a job afterwards. The best way to go is to get someone else like University of Colorado at Bouldername to pay for that education.
University of Colorado at Boulder


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Hello everyone
One good news for all of us that the center of Creactingindia is now totally completed..
so we are going to open it from next month.
Great thanks KINDERKULTERKARWANE and Creacting.net
Because its happen because of you.
Need your blessings for our future.
thanks from all Dreamcathers.
And on 8th june there was birthday of Neha weiler(she is from Germany)
so we Dreamcathers planned to give surprise to her from india.
we made one small vedio for her on 7th june.
Everything is done only in 4 hours(vedio,editing,mixing,)
Thanks to all Dreamcatchers and team from Germany.
Love from india
Miss you all.
Creacting India team


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LTD KH-OuiJa
Precisely 10 years after the final Ouija guitar left ESP's factory, ESP and Kirk Hammett have agreed to reissue this rare and highly sought after instrument on a limited production basis for 2009 only. Kirk continues to play his original Ouija on stage night after night, but production was halted in 1999 after only a handful were made available to the public. The Ouija Graphic Series guitar is a more affordable version of the KH2-Ouija reissue. Printed graphic top.
- year: 2009
- shape: same of KH-2 NTB
- construction: neck through body
- neck: 3-piece maple, Extra Thin U Neck Contour
- body: alder sides
- fingerboard: Rosewood, 25.5" Scale, 24 XJ frets, "moon & star" mirror inlays + "KH-OUIJA" at the 24th fret, 42mm Locking Nut
- electronics: active EMG 81 (bridge) / 60 (neck), 2 Volume, 1 Tone, Lever 3 way selector
- hardware: Floyd Rose 1000 Series Bridge, ESP Tuners, ESP Tuners, Black Hardware
- logos and serials:
-- front of headstock: "LTD" light grey/gold glittered logo + Kirk's signature
-- back of headstock: LOUIJA XXX serial number stamped in white, "Made in Korea" patch, "ESP" logo and "OUIJA is a trademark of Hasbro and is used with permission. 2009 Hasbro. All Rights Reserved"
- colors and other features: black with "OuiJa" graphic
- notes: comes with ESP warranty/manual and OuiJa ESP hardcase


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Fulton County Cooperative Extension established stand to service South Fulton County
Since Thursday, June 5, 2014, fresh produce has been offered at its new farm stand established by Fulton County Cooperative Extension to provide South Fulton County residents access to affordable, fresh fruits and vegetables. The Fulton Farm Stand is open Thursdays from 4:00pm to 7:00pm and is locatedat the front entrance of Camp-Fulton Truitt 4-H Center, 4300 Herschel Road, College Park, GA 30337.
Cooperative Extension is committed to providing fresh, locally grown produce to the community at an affordable price. The department is working with a local farmer to manage the farm stand. Residents are urged to bring their own reusable bags to help with the environment.
Call 404-762-7085 for more information about the Fulton Farm Stand.
Privacy Statement | Translate This Site | Translation Disclaimer | Contact Us | General Disclaimer
©2011 Fulton County Government141 Pryor St. Atlanta, GA 30303 | (404)-612-4000


text: a while ago, before 2.1, i was trying to root and then i decided i didnt want to cause i didnt realy know what i was doing. so anyways ever since then i have had this All Videos App in my app drawer. if i try to uninstall it. it shows up as the media gallery but i dont wanna unistall that. how do i get rid of it? can i uninstall media gallery then reinstall it?


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Sirloin Steak & Eggs
Our delicious 7oz. sirloin steak prepared exactly the way you like it with two eggs, any style, golden hashbrowns & choice of toasted bread. $13.99
Country Fried Steak
Tenderized & breaded beef steak smothered with country gravy, served with two eggs any style, golden hash browns & choice of toasted bread. $11.99
Pork Chop & Eggs
Two pork chops served with two eggs any style, hash browns and toast $10.99
Hamburger Steak & Eggs
10oz Old Fashioned Hamburger Steak topped with sauteed onions and mushrooms, served with two eggs any style, hash browns and toast $10.99
Corned Beef Hash Platter
Corned beef hash with 2 eggs, hash browns & toast. $9.99
Kielbasa Platter
2 eggs, Kielbasa sausage with Hash Browns or American fries & toast $9.99
Classic All-American
Two eggs, hash browns & toast with a choice of ham, crispy bacon, sausage links or patties for $8.99.
Breakfast Quesadilla
A grilled tortilla filled with cheddar cheese, crispy bacon, scrambled eggs, diced onions & peppers with hash browns, sour cream & salsa. $9.99
Breakfast Burrito
Flour tortilla filled with scrambled eggs, taco meat, onions, tomatoes, green peppers & cheddar cheese. Served with a side of hashbrowns, salsa & sour cream. $8.99
Hungry Man's Special
Three eggs, two strips of bacon and two sausage links served with hash browns and an extra slice of toast. $8.99
Our buttermilk pancakes and malted waffles are made from scratch and served with whipped butter and warm maple syrup.
Pancake Platter
Our made from scratch buttermilk pancakes served with two eggs & bacon or sausage. $9.99 Add Whip Cream or Strawberry Topping 99¢
Malted Waffle Platter
(served until 2p.m.) Our home made waffle served with two eggs & bacon or sausage $9.49 Add Whip Cream or Strawberry Topping 99¢
French Toast Platter
Three slices of our signature French toast grilled and served with 2 eggs, bacon or sausage. $9.99 Add Whip Cream and Strawberry Topping 99¢
Apple Fritter French Toast
Made with real fruit & homemade topping, battered & grilled. Served with choice of bacon or sausage. $8.99
Made with three eggs & served with crisp, golden hash browns & choice of toasted bread.
Meat & Cheese Omelettes
Choice of ham, bacon or sausage, and chedar cheese $9.99
All Meat & Cheese Omelettes
Filled with ham, bacon and sausage, and cheddar cheese. $10.99
Mushroom & Cheese Omelettes
Sauteed mushroom and cheddar cheese. $9.99
Hash Brown Omelette
A large portion of crispy hashbrowns filled with two eggs, ham, onions, mushrooms & lots of cheddar cheese. $10.99
For those who want it all & want it delicious! This omelet is filled with diced ham, onions, green peppers, tomatoes, mushrooms & cheddar cheese. $10.99
A south of the border favorite made with diced onions, green peppers, tomatoes, seasoned ground beef & cheddar cheese served on a bed of lettuce with taco sauce & sour cream. $10.99
Country Omelet
Filled with sausage, bacon, onions, green peppers, hash browns & cheddar cheese. $10.49
Denver Omelette
A classic favorite! Diced ham, onions, green peppers & melted cheddar cheese. $10.79
Take a stroll through the garden with onions, green peppers, diced tomatoes, mushrooms & cheddar cheese. $9.99
Skillets & Scramblers
Trumble's Skillet
Diced Sausage with Green Peppers & Onions over Hash Browns topped with Cheddar Cheese and 2 eggs. Served with Toast. $9.99
Diced Bacon & Onions over Hash Browns topped with Cheddar Cheese and 2 eggs. Served with Toast. $9.99
Country Skillet
Green Peppers & Onions over Hash Browns topped with 2 eggs and Country Gravy. Served with Toast. $9.99
Farmer's Skillet
Diced Ham, Bacon & Sausage with Green Peppers & Onions over Hash Browns with 2 eggs and topped with Country Gravy or Cheddar Cheese. Served with Toast. $10.99
Trumble's Scramblers
Made with scrambled eggs & served with hash browns & toast. Choose from
DENVER SCRAMBLER with ham, onions & green peppers $8.99
Ham & Cheese Scrambler $8.99
These appetizers are delicious & better enjoyed with friends…So order enough to share!
Chicken Quesadilla
Grilled Tortilla filled with chicken, cheddar cheese, onion, diced tomatoes and green peppers. Served with a side of shredded lettuce, sour cream & salsa. $9.99
Cheese Curds
From our neighbors to the east… Wisconsin white cheddar cheese curds breaded & fried golden brown. $7.99
Deep fried golden brown & served with ranch dressing or cheese sauce. $7.99
Chicken Tenders
All-white meat chicken breast tenders, breaded & fried golden. Served with ranch, BBQ sauce or honey mustard. $7.99
Seasoned Tater Tots
Half pound of tater tots served with cheese sauce. $6.99
Chili Cheese Fries
Our battered French fries smothered in our home made chili topped with diced onions & cheddar cheese. Served with a side of sour cream. $8.99
House Made Onion Rings
Sweet onions slice, hand dipped in our house batter & fried golden brown. $7.99
All of our Salads are served with Garlic Toast & choice of dressing: Ranch, French, Thousand Island, Bleu Cheese, Sesame Oriental, Honey Mustard,
Fat-Free Raspberry Vinaigrette, Fat-Free French, Vinegar & Oil
Soup of the Day or Homemade Chili
Ask your server for today's selection!
Cup $3.99 Bowl $4.99
Chinese Chicken Salad
A bed of fresh crisp lettuce topped with choice of seasoned grilled chicken or breaded chicken strips, mandarin oranges, water chestnuts, slivered almonds & crunchy noodles. $10.99
Chicken Shoestring Salad
Our own special recipe of chicken salad tossed with shoestring potatoes, garlic toast. $9.99
Chef's Salad
A bed of crisp lettuce topped with diced ham & turkey, diced tomatoes, onions, green peppers, cheddar cheese & hard-boiled egg. $10.49
Soup & Salad Combo
Our house salad served with a cup of our delicious soup of the day and choice of garlic toast or a dinner roll. $9.99
House Salad
A bed of fresh crisp lettuce topped with diced tomatoes, onions, green peppers, egg & cheese. $7.99
Add crispy or grilled chicken for $2.99
Chicken Caesar Salad
Fresh crisp Romaine lettuce tossed with diced tomatoes, croutons, parmesan cheese and grilled chicken with Caesar dressing. $10.99
Taco Salad
A crisp tostada shell filled with lettuce, topped with tomatoes, onions, green peppers, cheddar cheese and choice of seasoned ground beef or seasoned grilled chicken breast $10.49
Farm Fresh Chicken Salad
Crisp lettuce topped with choice of a broiled chicken breast or crispy chicken, bacon, tomatoes, onions, green peppers, hard boiled egg & cheddar cheese. $10.99
Half Sandwich & Soup/Salad
Choice of chicken salad, egg salad, sliced turkey, sliced ham or BLT sandwich served with choice of side salad or a cup of our soup of the day. $7.99
The tastiest, juiciest beef makes our burgers the best around! We hand-patty our fresh, 8 ounce ground beef & serve them on a grilled bun with lettuce, tomato, pickle & onion. Served with Seasonal Fresh Fruit, Side Salad, Cottage Cheese, Coleslaw, Tater Tots, French Fries or Sweet Potato Fries.
Sub a small order of onion rings for $1 more
Hamburger $10.49
Cheeseburger $10.99
Jalapeno Burger
Topped with sliced jalapenos and pepper jack cheese. $11.49
Cheeseburger & Malt Combo
Our old-fashioned 8oz cheeseburger served on a grilled bun with our delicious creamy malt. $14.99
Add bacon for $1
Mushroom Swiss Burger
Our 8 ounce fresh ground chuck patty smothered with sauteed mushrooms & melted Swiss cheese. $10.99
Patty Melt
Fresh 8oz ground chuck, sauteed onions & melted American cheese on grilled rye bread. $10.99
Trumble's Cowboy Burger
Double cheeseburger, topped with bacon, home battered crisp onion rings & served with BBQ sauce $11.99
Quesadilla Burger
Texas Burger
Topped with a fried egg and American cheese. $10.99 Add bacon $1
Chili Cheese Burger
Our classic hamburger topped with chili, diced onions and cheddar cheese $10.99
Bacon Cheeseburger
Our old-fashioned hamburger topped with crisp bacon & melted cheese. $11.49
Served with Seasonal Fruit, Side Salad, Coleslaw, Cottage Cheese, Tater Tots, French Fries, Sweet Potato Fries, Macaroni Salad or a Cup of Soup.
Sub a small order of Onion Rings for $1 more. Sub a cup of Chili for 50¢
Chicken Tender Melt
Lightly breaded chicken tenders with crisp bacon, sliced tomatoes, American & Pepper Jack cheeses on grilled sourdough bread with ranch dressing. $9.99
Chicken Breast BLT
Grilled chicken breast topped with Swiss cheese, bacon, lettuce & tomato served on a bun. $9.99
Chicken Salad Croissant
A flaky croissant topped with our signature house-made chicken salad. $10.25
Club Melt
Sliced turkey, bacon, sliced tomatoes, American & Swiss cheeses served on fresh grilled sourdough bread. $9.99
Big & Tasty…bacon strips, sliced tomato & lettuce served on a choice of toasted bread with mayo. $9.99
Battered Cod Sandwich
White, flaky cod fillets lightly battered & deep fried, served on a grilled bun with our house made tartar sauce. $9.99
Veggie Melt
Sliced tomato, sauteed mushrooms, onions, pepper jack & American cheese with ranch dressing served on grilled multi-grain bread. $9.49
Pork Tenderloin
Fresh cut pork tenderloin dipped in our house breading, fried to a golden brown & served on a grilled bun. $9.99
Turkey Club
Turkey breast, sliced tomato, bacon & lettuce served on choice of bread, toasted with mayo. $9.49
Philly Steak Sandwich
Chopped steak topped with grilled onions, green peppers & Swiss cheese on a grilled hoagie bun. $9.99
Reuben or Rachel Melt
Slivered corned beef or turkey, sauerkraut, Swiss cheese & Thousand Island dressing on grilled rye bread. $9.99
Served with a dinner roll, choice of potato and TWO of the following sides – Seasonal Fruit, Side Salad, Coleslaw, Cottage Cheese, Vegetable of the Day, Baked Beans, Macaroni Salad or a Cup of Soup.
Mashed Potatoes & Gravy, American Fries, Sweet Potato Fries, Tater Tots, French Fries, Hash Browns or (Baked Potato 4:30 p.m.)
Sub a cup of soup or chili for 50¢
A flaky walleye fillet choice of hand dipped in our own house batter or breaded & deep fried to a golden brown. Pan fried or broiled upon request. $16.99
Southern Fried Chicken
Juicy pieces of hand-breaded chicken fried crispy brown. Quarter $11.99 Half $13.99 All-White Half $15.99
Top Sirloin
Our 8oz fresh hand-cut Angus top sirloin steak grilled to your taste. $14.99 Add sauteed onions & mushrooms $1
Grilled Ham Steak
An 8oz slice of ham steak grilled to perfection and topped with a pineapple slice. $10.49
Cod Fillets Dinner
Cod fillets dipped in our homemade batter or breaded and deep fried to a golden brown. Broiled upon request. $13.99
Steak & Shrimp
A 7 oz. fresh center-cut Angus top sirloin with shrimp hand-dipped in our house batter $17.99
Add sauteed onions & mushrooms $1
Plump, jumbo shrimp hand-dipped in our house batter, fried golden brown & served with cocktail sauce. $14.99
Grilled Pork Chops
Two grilled pork chops $12.99 Add sauteed onions and mushrooms $1
Hamburger Steak
A 10oz fresh, chopped beef steak grilled perfectly, served with sauteed onions and mushrooms. $12.99
Liver, Bacon & Onions
Beef liver dusted with flour, sauteed onions & crisp bacon…just like Grandma used to make, but better! $10.99
Served with a Dinner Roll, Choice of Potato & One of the following sides (** unless noted)
Seasonal Fruit, Side Salad, Coleslaw, Cottage Cheese, Vegetable of the Day, Baked Beans, Macaroni Salad or a Cup of Soup.
Mashed Potatoes & Gravy, American Fries, Sweet Potato Fries, Tater Tots, French Fries, Hash Browns or (Baked Potato 4:30 p.m.) Sub a cup of Chili for 50¢
**Fish & Chips
White flaky cod fillets served with cole slaw, French fries & a slice of Texas toast. $11.99
Chicken Breast
Chicken breast fillet delicately broiled to perfection. $10.99
Chicken Tenders
Lightly breaded, boneless tenders fried golden brown & served wit BBQ or honey mustard $10.99
Country Fried Steak
A breaded tenderized beef steak smothered with country gravy….this is comfort food at its finest. $11.99
**Chicken & Mushroom Fettuccine Alfredo
Fettuccine pasta smothered in creamy Alfredo sauce, topped with topped with fresh sliced grilled chicken breast & mushrooms; finished with Parmesan cheese. Includes a dinner salad & garlic toast. $12.99
Hot Hamburger Sandwich
A 8 oz. fresh grilled chopped beef steak on white bread with real mashed potatoes & home-made gravy. Served with a side salad. $11.49
❤ Albert Lea's Healthy Platter ❤
Choice of grilled chicken breast, flaky cod fillet battered, breaded or broiled with our vegetable salad & fat-free raspberry vinaigrette or choice of dressing & garlic toast. $11.49 Make it a Salmon Platter for $2.99 more!
We Proudly Serve Pepsi Products
For children ages 12 & under only
One Egg Breakfast
Served with bacon or sausage link & orange juice. $4.75
Buttermilk Pancake
Served with bacon or sausage link & orange juice. $4.75
Corn Dog
Choice of veggie, applesauce, tater tots or fries with small pop or milk. $5.49.
Choice of veggie, applesauce, tater tots or fries with small pop or milk. $5.49.
French Toast
Served with bacon or sausage link & orange juice. $4.75
Grilled Cheese
Choice of veggie, applesauce, tater tots or fries with small pop or milk. $5.49.
Chicken Fingers
Choice of veggie, applesauce, tater tots or fries with small pop or milk. $5.49.
Mac & Cheese
Choice of veggie, applesauce, tater tots or fries with small pop or milk. $5.49.
Dessert ~ Kid's Ice Cream
Choice of cone or dish. $1.49 Small Sundae $1.99


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Jun 052018
By admin
In Gifts, Hardware, Sales, Tools, Uncategorized
June DoorBusters
Hurry into Hometown Hardware and Gifts to take advantage of our June 2018 DoorBusters. They are priced to save you money. DoorBusters are products that you need now for a projects around the house as you look to spending more time outside, projects outside, gardening, and items you just plain need!! Quantities are limited and while supplies last only. Tape Rule – 25 ft. x 1 in. Save $4! Was $8.99, Sale $4.99 NeverKink Commercial Duty Hose – 5/8″ x 75 ft. Save $8! Was $37.99, Sale $29.99 Berry…Read More...


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this week's photo challenge at i heart faces is sweet dreams.
you might remember, almost a year ago i took photos of my freshest niece & this is one of my favorites. and since today is this little one's first birthday i thought it was perfect for this post!
so happy birthday baby & sweet dreams!


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Gedling Ward
Following the retirement of Gordon Tunnicliffe as councillor for Gedling Ward , Gedling Ward Liberal Democrats is now represented by Maggie Dunkin. Maggie was previously a councillor for Gedling Ward between 2003 and 2011 .
Maggie can be contacted at -
10 Park Avenue,
Nottingham. NG4 3DP
0115 953 9707 (landline)
Email: email@example.com
Below are the ward boundaries:
Contains Ordnance Survey and National Statistics data© Crown copyright. See licence agreement at:


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Coffee is health food: Myth or fact?
Vivamus vestibulum ut magna vitae facilisis. Maecenas laoreet lobortis tristique. Aenean accumsan malesuada convallis. Suspendisse egestas luctus nisl, sit amet
18 menswear trends for all 2018
Clothing that we have seen on the catwalk, they are versioning the low-cost stores and soon they will be on
Tunic Tops For Plus Sized Women – Fashion Statements
If you are a type of women who make the selection of plus sized clothes, then tunic tops and sports
Check out technology changing the life.
Teens use apps to keep secrets?
Cras accumsan elit augue, sit amet vestibulum turpis fringilla nec. Etiam eu dictum tortor. Sed feugiat lacus non ultricies pulvinar.


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Everything you need to know about money and things related to finance. Some things you learned about money, you never actually learned. Here's your shot all over again!
Primary or Side Hustles To Start Making Money Today!
Part of being a grown up is all about how to make money! I mean, c'mon, who doesn't want to…Read More »
The Grown Ups Guide to Car Insurance
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The Grown-Ups Guide to Life Insurance
A nationwide study on life insurance recently completed by Forbes Learnvest revealed that showed 57% of respondents owned life insurance.…Read More »
Student Credit Cards. At An Early Stage, Credit's Important!
OK grown ups, it's time to start building credit. Many people don't realize this, but if you can build your…Read More »
3 Credit Tips That Will Save You Hundreds Each Year
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Insurance Coverage For Beginners
by Jesse Hendon What the hell us a deductible and why do I keep hearing about these things in the…Read More »
Banking, Loans and Credit. Oh My!
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The American Tax System
The United States of America is a federal republic with separate federal, state, and local government(s). Taxes are imposed in the United States at each of these…Read More »