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As increasingly confident Republican leaders predict big midterm election gains, the head of Democratic National Committee put on her game face Tuesday and insisted the party will hold control of the Senate.
The Democrats' grass-roots organization, said Florida Rep. Debbie Wasserman Schultz, and what she characterized as the GOP's continuing alienation of women, minority, LGBT and middle-class voters, bodes well for her party this fall.
"Our best weapon may just be Republicans themselves," said Wasserman Schultz, the chairwoman of the DNC, at a press conference. Her remarks came moments after her GOP counterpart, meeting with reporters across town, predicted a Republican "tsunami" in November.
When asked about Republican National Committee Chairman Reince Priebus' self-assured comments, Wasserman Schultz grinned.
"I really hope my counterpart remains bullish," she said, noting that Republicans in 2012 were predicting until the "polls closed" that GOP nominee Mitt Romney would be the next president.
It's been that kind of 24 hours in the nation's capital, where Monday GOP leaders in press calls and cable television interviews touted gains (better technology, more minority outreach) made in the year since its 2012 losses.
Priebus, during a Tuesday morning breakfast meeting with reporters, sounded more than bullish about his party's chances this fall, including an increasingly plausible scenario of winning control of the Senate.
"I think we're in for a tsunami-type election in 2014," Priebus said at the long-running newsmakers event, sponsored by the Christian Science Monitor. "My belief is that it's going to be a very big win, especially at the U.S. Senate level, and I think we may even add some seats in the congressional races."
Wasserman Schultz's event at the National Press Club, where Republicans one year ago presented the results of an "autopsy" of their 2012 losses and proposals for the future, was designed to push back on the GOP's narrative of a party undergoing transformation.
"In a rare moment of self-awareness, Republican leaders admitted that the party was alienating huge swaths of voters," Wasserman Schultz said, calling her appearance an "autopsy of an autopsy."
"But a year later," she said, "all the Republican Party has gotten is a year older."
At times sarcastic, the Florida congresswoman corralled a herd of derogatory statements Republicans have made in the past year about women, Latinos, African-Americans and gay, lesbian and transgendered Americans. And she asserted that the rhetoric is matched by party policy.
"The GOP has failed to change their actions of tone from the party that in 2012 told immigrants they should 'self-deport' and women that they had the ability to 'shut the whole thing down' when raped," she said.
But Wasserman Schultz tried to steer clear of the party's loss last week in a closely watched Florida special election, preferring to focus on Democrat Terry McAuliffe's November gubernatorial win in Virginia. And she sought to avoid the politics of President Obama and his signature health care law, which tops the GOP's campaign issues list, altogether.
(The RNC actually beat Wasserman Schultz to her own press conference, handing out to reporters a press release noting that "running on Obamacare" is among the things it asserts the "DNC is not doing" this election cycle.)
At its core, Wasserman Schultz's counterprogramming was about rallying the party's traditional base by reminding those voters why they should care this midterm election year.
"The bottom line," she said, "is we've gotta turn voters out. When Democratic voters turn out, Democratic candidates win."
Copyright 2021 NPR. To see more, visit https://www.npr.org.

subset: commoncrawl


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Dundas, Jane, St. Clair, Runneymeade, Keele, High Park, Bloor West, Old Mill.
Bloor West Village, Old Mill Inn & Spa, High Park, Sunnyside Beach, Runnymeade station, High Park Station, Dundas West Station, Old Mill Station, Jane Station, Keele Station.
Renter's spouse or domestic partner who meet the same age and driver's license requirements of the renter are authorized drivers at no additional charge. Any additional authorized drivers must appear at time of rental and meet age and driver's license requirements. An additional charge of $10 per day for each additional authorized driver will be added to the cost of the rental, unless other contractual conditions apply.
A spouse or domestic partner is the only permitted additional driver on a rental secured with a debit card.
After Hours Drops Service: After hours returns service is not available at this location.
Please see the Renter Requirements policy for age requirements and youthful driver charges.
Vehicles rented in Canada can be driven throughout Canada and the US.
Vehicles cannot be driven into Mexico.
Damage waiver DW for this branch ranges between $29.99 and $34.99 per day depending on the type of vehicle rented. DW is offered at the time of rental for an additional daily charge. If the renter accepts DW, Enterprise waives or reduces the renters responsibility for loss of, or damage to, the rental vehicle including but not limited to towing, storage, loss of use, administrative fees and-or diminishment of value subject to the terms and conditions of the rental agreement and applicable laws. DW is not insurance. The purchase of DW is optional and not required to rent a car. The protection provided by DW may duplicate the renters existing coverage. Enterprise is not qualified to evaluate the adequacy of the renters existing coverage therefore the renter should examine his or her credit card protections, automobile insurance policies or other sources of coverage that may duplicate the protection provided by DW.
As a customer, you have a choice as to how you would like to pay for fuel.
Option 1- Prepay Fuel
This option allows the renter to pay for the tank of gas at the time of rental and return the tank empty. No refunds will be issued for unused gas.
Option 2 - We Refill
This option allows the renter to pay Enterprise at the end of the rental for gas used but not replaced. Price per gallon will be higher than local fuel prices.
Option 3- You Refill
This option allows the renter to return the vehicle with the same amount of gas as received to avoid extra fuel charges.
Customers who reside in the United States, U.S. Territories, or Canada
Customers who reside in the U.S., U.S. Territories, or Canada must present a valid, unexpired government-issued Driver's license which includes a photograph of the customer. Digital licenses are not accepted. The driver's license must be valid for the entire rental period.
Members of the United States Armed Forces who are on active duty may present an expired home state license under the following conditions:
They also present an Active Military ID, and
They are in compliance with their military extension policy of the state which issued the license. These policies vary by state and customers are encouraged to check with the appropriate department of motor vehicles for more information.
Customers renting in Florida and presenting a Connecticut or Delaware license: As of July 1, 2023, certain, but not all, licenses issued by the foregoing states are considered invalid under Florida law and will not be accepted. Please check with the Florida Department of Highway Safety and Motor Vehicles to determine if your license is valid under Florida law. As of August 14, 2023, information regarding license validity was able to be located at the following webpage on the Florida Department of Highway Safety and Motor Vehicles website - https://www.flhsmv.gov/driver-licenses-id-cards/visiting-florida-faqs/
Customers travelling to the U.S. and Canada from other countries
It is important that customers check with the appropriate Department of Motor Vehicles in the States or Provinces in which they intend to travel to ensure compliance with their various licensing laws. Digital licenses are not accepted. The following practices are used to ensure the customer is presenting a facially valid license at the time of rental.
Customers traveling to the United States and Canada from another country must present the following:
Their home country driver's license that is valid, unexpired and includes a photograph, and
If the home country license is in a language other than English (or French, for rentals in Canada) and the letters are English (i.e. German, Spanish, etc.) an International Driver's Permit is recommended, but not required, for translation purposes in addition to the home country license.
If the home country license is in a language other than English and the letters are not English (i.e.alphabet is not an extended Latin-based alphabet like German or Spanish but is Russian, Japanese, Arabic, etc.) an International Driver's Permit is required.
If an International Driver's permit cannot be obtained in the home country, another professional, type-written translation may be substituted. In either case the home country license must also be presented.
Customers may not rent a vehicle solely with the International Driver's Permit. The International Driver's Permit is a translation of the individual's home country license and is not considered a license nor is it considered valid identification.
Other requirements
Photocopies of Driver's Licenses are not accepted
"Learner's Permits" are not accepted.
Any license which, on its face, restricts the licensee to the use and operation of a vehicle equipped with a form of a breathalyzer apparatus is not accepted.
Temporary Driver's Licenses may be refused if the renting location is unable to otherwise verify the customer's identity or verify the authenticity of the temporary license. Additional Government-issued identification may be required.
Personal Accident Insurance – Personal Effects Coverage – THE PURCHASE OF PERSONAL ACCIDENT AND PERSONAL EFFECTS INSURANCE (PAI-PEC) IS OPTIONAL AND OFFERED AT THE TIME OF RENTAL FOR AN ADDITIONAL DAILY CHARGE. THE PAI-PEC IS NOT REQUIRED TO RENT A VEHICLE. PLEASE READ THE CERTIFICATE OF INSURANCE WORDING CAREFULLY FOR A FULL DESCRIPTION OF COVERAGE AND EXCLUSIONS. The PAI coverage provides renter and renter's passengers with accidental death, dismemberment, and accident medical expenses and ambulance expense benefits. The PEC coverage insures the personal effects of the renter, additional drivers, or anyone who is travelling with the renter against risks of loss or damage to personal effects. Benefits are payable in addition to any other insurance coverage the renter or passengers may have. The coverage provided by PAI-PEC may duplicate the renter's existing coverage. Enterprise is not qualified to evaluate the adequacy of the renter's existing coverage. Therefore, the renter should examine his or her personal insurance policies or other coverage(s) that may duplicate the coverage provided by PAI-PEC. This is a summary only. PAI-PEC is subject to the provisions, limitations and exclusions of the PAI-PEC policy, which is underwritten by AIG Insurance Company of Canada. The premium for PAI-PEC is 6.99 CAD per day.
Please read the Renter Requirements Policy for details pertaining to deposits and general rental requirements at this location.
Renter may purchase Roadside Assistance Protection (RAP) from Owner for an additional fee. If Renter purchases RAP, Owner agrees, subject to the actions that invalidate Damage Waiver, to contractually waive Renter's responsibility for the cost to provide 24/7 roadside assistance (where available) which includes replacement of lost keys (including remote entry devices), flat tire service (if no inflated spare is available, the vehicle will be towed. Cost of a replacement tire is not covered by RAP), lockout service (if the keys are locked inside the vehicle), jumpstarts, and fuel delivery service for up to 3 gallons (or equivalent liters) of fuel if Vehicle is out of fuel. Roadside Assistance Protection services are only available in the United States and Canada. If Renter does not purchase RAP, or RAP is invalidated as set forth above, roadside assistance will be available, but standard charges will apply. RAP does not apply in Mexico. For roadside assistance call 1-800-307-6666.
All renters and additional drivers must be 21 or older. All renters must have a valid driver's license and a major credit card or debit card in their name. Individuals with learners' or instructional permits are not eligible to rent. This is only a summary. For additional details, please reference the Driver's License Information Policy.
The underage surcharge for drivers between the ages of 21 and 24 is $20 per day. Renters between the ages of 21 and 24 may rent the following vehicle classes: Economy through Full Size cars, Cargo and Minivans, Pickup Trucks, and Compact, Small and Standard SUVs with seating up to 5 passengers.
Debit cards are accepted at time of rental under the following conditions:
the name and address shown on the renter's driver's license must match their current home address;
the address must be within 50 KM of the renting branch OR the renter's driver's license is from the same province where the rental branch is located;
renters must present two of the following items, each of which must indicate the renter's current home address: a utility bill, cellular phone bill, paycheck or paystub, an original declaration page from an active auto insurance policy. Utility bill(s), cellular phone bill(s) and paycheck or paystub must be originals and dated within 30 days.
Other than the renter's spouse or domestic partner, no other additional drivers are allowed.
Renters using a debit card may rent the following vehicle classes: Economy through Full Size cars, Cargo and Minivans, Pickup Trucks, and Compact, Small and Standard SUVs with seating up to 5 passengers.
If using a debit card for any amounts owed, the available funds in the account associated with Renter's debit card will be reduced by those amounts. Additionally, Renter is responsible for any overdraft fees incurred.
Please read the Forms of Payment policy (see below) for additional details pertaining to the use of debit cards at this location.
At the time of rental, Renter must provide evidence of a transferrable auto collision, comprehensive and liability policy for the following vehicle classes: Full Size Luxury Sedan, Premium Luxury Sedan, Midsize Sport Luxury Sedan, Electric Luxury Sedan, Premium Luxury SUV, Extended Luxury SUV, Electric Luxury SUV, Limo Van, and Corvette.
The following forms of payment are accepted for the rental.
American Express®
Debit Card
The Estimated Total for the rental on the Review & Reserve screen and/or in the email reservation confirmation will be charged to the form of payment provided by Renter. If the rental as reserved is modified, the estimated total amount for the rental may change and would still be charged to the form of payment provided by Renter.
At the time of the rental, Renter will sign a rental contract (the "Contract") which applies to the rental and includes a Rental Agreement Summary and the Additional Terms and Conditions.
To account for Renter potentially incurring additional amounts owed under the Contract, a deposit of $300, or $850 for the following vehicles classes: Performance Sport, Full Size Luxury SUV, Electric Luxury SUV, Full Size Elite Electric Sedan, Midsize Sport Luxury Sedan, Full Size Luxury Sedan, Premium Luxury Sedan, Electric Luxury Sedan, Premium Luxury SUV, Extended Luxury SUV, Limo Van, and Corvette will be required from Renter at the time of the rental.
Renter must use an above listed form of payment for the deposit amount. The deposit amount will not be available for use by Renter and/or refunded to Renter until after the vehicle has been returned.
If Renter incurs additional amounts owed under the Contract, those additional amounts may be deducted from Renter's deposit amount, if applicable. If those additional amounts are not deducted from the deposit amount, if applicable, they will be charged to the form of payment provided by Renter at the time of rental unless Renter provides a different above listed form of payment to be charged.
If using a debit card for any of the above amounts, the available funds in the account associated with Renter's debit card will be reduced by those amounts. Additionally, Renter is responsible for any overdraft fees incurred.
Money orders and prepaid cards are not acceptable forms of payment at the time of rental, including for the deposit amount, but may be used to pay any amounts due at the end of the rental after the vehicle has been returned. Cash is not accepted.
In addition to one of the above listed forms of payment, credit cards with sufficient available credit which are listed on Renter's Profile or Loyalty Account (Emerald Club, E Club, etc.) will be accepted as payment for all amounts owed under the Contract.
All amounts owed by Renter under the Contract will be submitted (a) as an authorization to be a hold against and ultimately charged to Renter's credit card or debit card, or (b) to be charged to Renter's debit card.
Please read the Renter Requirements policy (see above) for additional details pertaining to the use of debit cards and general rental requirements at this location.
Our TollPass Program is our electronic toll collection program which allows our renters to drive through electronic toll lanes and pay tolls electronically, without having to stop and pay cash. In addition, many toll plazas have converted to all electronic tolling and removed the option for travelers to stop and pay cash at toll plazas.
The TollPass Program is offered in different ways, depending on where you rent. Visit the websites below for more information.
• Northeast US including regions in the Midwest:
• Chicago Metropolitan Area:
• Golden Gate Bridge and Northern California Bay Area:
• Southern California:
• CO, FL, TX, NC, GA, WA, PR, and Ontario Canada:
• Louisville KY:
To view our entire coverage map, go to https://www.enterprise.com/en/help/faqs/car-rental-toll-pass.html and click on Coverage Map.
TollPass products not available at all locations or at locations operated by a Licensee. Please refer to your rental locations policies and/or offerings for toll products to determine availability of TollPass programs.
Winter tires are offered during certain months and based on availability at the rental location. If you wish to request winter tires ahead of your vehicle reservation date, please contact the rental office directly for availability and pricing.
Toronto Billy Bishop Airport (YTZ)
2 Eireann Quay
Toronto, ON M5V 1A1
Toronto Pearson International Airport (YYZ)
6301 Silver Dart Dr
Mississauga, ON L5P 1A2
Toronto Dundas and Runnymede
3441 Dundas St. West
Toronto, ON M6S 2S5
Toronto Junction
2440 Dundas St W
Toronto, ON M6P 1W9
Toronto Dovercourt
947 Dovercourt Rd.
Toronto, ON M6H 2X6
Etobicoke Kipling Ave.
340 Evans Ave.
Toronto, ON M8Z 1K2
For additional questions, please visit our main car rental FAQs page.


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If you want strong, healthy eyes and clear vision for life, a major step you can take is to protect your eyes from UV radiation. Wearing proper eye protection from the sun reduces the risk of a number of eye diseases and other conditions that are caused or worsened by UV exposure.
Eye Diseases Linked to UV Exposure
UV exposure has been linked to a number of serious eye diseases including macular degeneration and cataracts.
Macular Degeneration
Macular degeneration is a condition in which the macula of the eye breaks down, leading to a loss of central vision and is a leading cause of age-related vision loss. Macular degeneration develops over time so a lifetime of exposure to UV can contribute it's likelihood.
Cataracts occur when the natural lens of the eye becomes clouded, resulting in blurred vision and eventually blindness. The len is responsible for focusing the light that comes into the eye, allowing clear vision. Cataracts can be treated by a simple surgery to replace the clouded lens with an artificial lens. UV light contributes to certain types of cataracts, which account for about 10% of all cases.
Skin Cancer
Another serious disease that can affect the eyes is skin cancer which can appear on the eyelids or the area around the eyes. Skin cancer is known to be linked to extended exposure to UV and your eyes can be a difficult area to protect with sun block as you don't want it to get too close to the eyes.
Other Eye Conditions Linked to UV Exposure
Photokeratitis or Corneal Sunburn
Photokeratitis or a corneal sunburn in layman's terms can occur with intense exposure to the sun without proper eye protection. It is commonly experienced after a day skiing or snowboarding at a high altitude or at the beach. Corneal sunburns can be extremely painful and can sometimes cause a temporary loss of vision.
Pterygium, also known as "surfer's eye" is a growth that forms on the conjunctiva which is a layer over the sclera or the white part of your eye. Sometimes they grow onto the cornea as well. Often pterygia are harmless but if they grow too large they may begin to impact your vision. In this case, surgery may be necessary. Pterygia are commonly found in individuals who spend a significant amount of time outside in the sun or wind.
How to Properly Protect Your Eyes From UV
The more time you spend outside, the greater the risk for your eyes, however you can easily minimize this risk with proper protection. Here are a few tips to ensure you are doing what you can to safeguard your eyes:
Proper Sunglasses
Fully protective sunglasses should block out 99-100% of UV-A and UV-B rays. You can achieve this through purchasing a pair of sunglasses, applying a UV blocking coating to your glasses or opting for photochromic lenses which are eyeglass lenses which turn dark when exposed to sunlight. Most contact lenses will also have UV protection but this is just for the area of the eye covered by the lens.
Since UV exposure can enter from the air, the ground or from the sides, wrap-around and large lensed frames can provide added protection.
Add a Wide Brimmed Hat
A wide brimmed hat or visor will stop about half of the UV rays from even reaching your eyes as well as reduce the exposure coming in from the top or sides of your sunglass frames.
Know Your Environmental Risk Factors
UV exposure is largely dependent upon your location and your surroundings. If you are located at a high altitude you will likely be exposed to more UV than at lower altitudes. UV also reflects off of snow, sand, water and even asphalt so be aware that you are getting increased exposure under these conditions.
Know Your Additional Risk Factors
There are a number of other factors that can increase your exposure or risk of eye damage from UV. For example, certain medications increase the sensitivity of your eyes and skin to sunlight (speak to your doctor about any medications you are on). Previous eye surgery or eye diseases can also increase your risk factors for UV eye damage. Additionally if you work in certain fields such as welding or medical scans or radiation or use tanning beds, you can be exposed to additional UV radiation. If there is nothing you can do to change your exposure, make sure you are properly protecting your eyes with goggles or glasses and a hat.
Regular Eye Exams
Make sure you schedule a comprehensive eye exam on a regular basis to ensure your eyes are healthy. If you are over 50 or have increased risk factors for eye disease, you should schedule exams at least on a yearly basis or according to your eye doctor's recommendations.


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Not to mention the boredom due to the repetitiveness of always doing the same exercises. Since not everyone can afford a personal trainer, the lack of accountability that happens when working out alone often leads to less frequent exercise, before gradually returning to exactly where one started.
Children often outgrow the initial excitement and quickly lose interest in sports activities. It is not unusual to hear of parents that are constantly doing the rounds trying every sports activity in town hoping to find "the one" their child decides to stick to.
Yes, of course we learn how to defend ourselves, gain confidence and get in shape, but the progressive nature of working towards the next belt makes martial arts unique, as it is an individual sport practiced in a team environment.
If you take action today and take advantage of one of our trial offers, I will give you my personal guarantee that if you are not satisfied with you martial arts experience you will receive a 100% refund on your trial investment.
You have nothing to lose! However, I urge you to hurry and redeem your trial offer, as I cannot tell you how many times we have to turn people away because our classes are booked. All of our classes have limited space available, so act now!


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Electrical dangers are serious business. From risk of shock to potential fires, you've got plenty of reasons to make sure your home's electrical systems are in good shape and safe working order. Fortunately, in most houses, a simple walkthrough can help you identify and avoid the most common risks. (Having the right homeowners insurance can provide peace of mind, too.)
Most fixes are simple and inexpensive, if not free. Take a few minutes and see for yourself whether any of your rooms require attention. Let's start with…
Outlets and switches
Outdated or mis-wired outlets and switches are not only annoying, but dangerous. Here's what you can do:
- Make sure all outlets and switches have faceplates. Faceplates aren't just for looks. Without them, you'll have exposed wires that can shock or cause fires. Replace any missing faceplates, even if they are behind furniture or otherwise out of the way.
- Protect kids. All outlets should have safety covers. Or better yet, consider an upgrade to tamper resistant receptacles, which offer built-in protection against curious little ones. (They also look nice.)
- Check outlets for signs of wear. If an outlet has burn marks or is hot to the touch, that's not good. Consult an electrician to get to the bottom of the problem. It could be a bad outlet or a sign of an underlying issue.
- Make sure switches and outlets work. You can test with a portable lamp or a nightlight. If an outlet isn't delivering power or a switch isn't working consistently, it may be a sign of something serious. An electrician can help you make sure that you correct any unsafe wiring, often as simple as a loose screw or worn-out switch.
Extension cords and power strips
When it comes to extension cords and anything that allows you to expand how many things are plugged into a single outlet, use them sparingly. Here's what you can do:
- Avoid extension cords. If possible, relocate items close enough to outlets to avoid extension cords altogether. If you can't avoid them, make sure to use them sparingly and temporarily. Extension cords aren't meant to be used long-term, so you may want to consider adding extra outlets to your rooms. And don't forget to unplug the cord when it's not in use.
- If you really need one, know what to check. If an extension cord can't be avoided, make sure that it's in good working order and free of visible damage. Don't run extension cords under rugs or put heavy weight on top—they can be crushed and become fire or shock hazards. Also make sure that your extension cord is not wrapped tightly around or secured to anything (with staples or nails, for example).
- Use power strips cautiously. Never plug multiple power strips into one outlet, or into one another. Don't overload the power strip and watch out for heat. If your power strip is hot, reduce the number of items plugged into it. Experts recommend that power strips should be for temporary use only.
The kitchen
Most house fires start with the kitchen, which may not be surprising. But while most of us think of a splatter of grease or an overcooked roast as likely sources of flames and smoke, your electrical appliances can also be culprits. Here's what you can do:
- Steer clear of the sink. Relocate small appliances, such as coffee makers and blenders, away from the sink. If they—or the outlet they are plugged in to—can be splashed with water, that's a shock hazard. A Ground Fault Circuit Interrupter (GFCI) – that's the thing with the "test" and "reset" buttons – will also reduce the risk in areas where water is a concern.
- Watch your wiring. Ensure large appliances are plugged in correctly and properly wired. Plugs should reach outlets without stretching or straining and insert firmly. If anything is amiss or if you've ever received even a light shock from touching an appliance such as an electric stove or dishwasher, consult an electrician right away.
- Unplug items not in use. Unattended appliances, such as a toaster or juicer, can lead to fire, even when no one is using them. To reduce your risk, simply unplug unused items until you need them.
With moist air and running water in a tight space, bathrooms can be dangerous when it comes to electricity. Here's what you can do:
- Unplug it! Just like in the kitchen, you should unplug unused appliances, such as an electric toothbrush or hair dryer, when not in use. In addition to the risk of fire, these can be a major shock hazard if knocked into a sink or bathtub while plugged in.
- Avoid portable heaters. The presence of water, steam and a variety of conductive metal materials make these a real danger in a bathroom. Having a fixed heating fan installed is a safer solution. (You can find a list of space heater safety tips in this blog post.)
- Add GFCIs. Since most bathroom outlets aren't far from running water, GFCIs are a must.
Other spots in and around your home—think basement, garage and outdoor areas—can have their own electrical hazards. Here's what you can do:
- Check your fuse box or circuit breaker. Make sure that all fuses or circuits are in place and that fuses are the correct size.
- Consider arc fault circuit breakers. These are a good fit for bedrooms to help you rest easy at night. They act in a similar fashion to GFCIs by sensing a short or overload and quickly shutting off the power.
- Test your GFCI circuits, especially outdoors or near sources of water. Simply use the "test" and "reset" buttons to make sure they are working properly, particularly if you have outlets that are exposed to the elements.
- Know when to call a pro. If you frequently blow fuses or trip breakers, contact an electrician to find the underlying problem.
Want more spring cleaning tips? Learn how to organize your garage or how to clean your dryer vent.
A simple walkthrough of your home can uncover much of what made this list, or at the very least give you the peace of mind that you've done your homework. Shock and fire can happen any time. If you see an issue, or even just suspect one, act today.
Protect Your Home With Homeowners Insurance
While you're looking out for your home, we're looking out for you. Learn more about homeowners insurance from our agents, or talk to a local agent in your neighborhood.
ERIE® insurance products and services are provided by one or more of the following insurers: Erie Insurance Exchange, Erie Insurance Company, Erie Insurance Property & Casualty Company, Flagship City Insurance Company and Erie Family Life Insurance Company (home offices: Erie, Pennsylvania) or Erie Insurance Company of New York (home office: Rochester, New York). The companies within the Erie Insurance Group are not licensed to operate in all states. Refer to the company licensure and states of operation information.
The insurance products and rates, if applicable, described in this blog are in effect as of January 2024 and may be changed at any time.
Insurance products are subject to terms, conditions and exclusions not described in this blog. The policy contains the specific details of the coverages, terms, conditions and exclusions.
The insurance products and services described in this blog are not offered in all states. ERIE life insurance and annuity products are not available in New York. ERIE Medicare supplement products are not available in the District of Columbia or New York. ERIE long term care products are not available in the District of Columbia and New York.
Eligibility will be determined at the time of application based upon applicable underwriting guidelines and rules in effect at that time.
Your ERIE agent can offer you practical guidance and answer questions you may have before you buy.
A better insurance experience starts with ERIE.
Haven't heard of us? Erie Insurance started with humble beginnings in 1925 with a mission to emphasize customer service above all else. Though we've grown to reach the Fortune 500 list, we still haven't lost the human touch.
Contact Reiswitz Insurance Agency today to experience the ERIE difference for yourself.


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Wrestle Victory 3 - wrestling_22_16
Wrestle Victory 3 - wrestling_22_16
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The Free Email Service comprises of the following services:
Email Account: UltraCrest Technologies Ltd provides you 2 Email Account(s) free with every domain purchase, alongwith POP/IMAP access. Each account comes with 100 MB space.
Email Forwarding: This service is provided free upon purchase of any Product/Service through UltraCrest Technologies Ltd.
In order to view the Free Email Service interface, you need to search for the Product/Service you have purchased and access its Order Information interface.
To List/Search and Manage the Free Email Service
Login to your Control Panel:
For Resellers: See details
For Customers: See details
Next, click
For Resellers: Products -> List All Orders.
For Customers: Manage Orders -> List/Search Orders.
Search for the Order for which you have activated the Free Email Service.
NoteFor Resellers: You may search for Orders belonging to your Sub-Resellers by selecting the Include Sub-Reseller's results check box.
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The weekends on All Things Considered series Movies I've Seen A Million Times features filmmakers, actors, writers and directors talking about the movies that they never get tired of watching.
Actor Nick Offerman's credits include the TV show Parks and Recreation and the movie The Kings of Summer — currently in theaters. The movie he could watch a million times is the John Wayne film, The Quiet Man.
Interview Highlights
On when he first watched The Quiet Man
"Gosh, I was probably 7 or 8 years old. I grew up way out in the country in Illinois, and it was very exciting in the early '80s when we got a VCR. We were not a wealthy family, we never did get cable, but we did own five video cassettes and The Quiet Man was one of them. It was my dad's favorite, and it quickly became mine. It's very nostalgic for me."
On what makes the movie different than your typical romance
"It's a rather tempestuous love story, you know, there are fists flying as equally as kisses being planted."
On how the film and John Wayne influenced him
"I was a very big fan of John Wayne as a kid, and my dad and I would watch a lot of movies on Sundays — on WGN, on television — and even though I ended up having a little more of a sense of humor than the Duke, I like to think that I sort of maintain a rugged edifice in the service of authoritarian types."
Copyright 2022 NPR. To see more, visit https://www.npr.org.


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Princeton seniors Caroline Hanamirian and Jake Nebel have been named co-winners of the University's 2013 Moses Taylor Pyne Honor Prize, the highest general distinction conferred on an undergraduate.
They will be recognized at a luncheon during Alumni Day on campus Saturday, Feb. 23.
The Pyne Honor Prize, established in 1921, is awarded to the senior who has most clearly manifested excellent scholarship, strength of character and effective leadership. Previous recipients include the late Princeton President Emeritus Robert F. Goheen '40, former U.S. Sen. Paul Sarbanes '54 and U.S. Supreme Court Justice Sonia Sotomayor '76.
Christopher Eisgruber, provost and the Laurance S. Rockefeller Professor of Public Affairs in the Woodrow Wilson School and the University Center for Human Values, has known Hanamirian and Nebel since their first year at Princeton, when both enrolled in his freshman seminar on higher education and public policy.
"They collaborated — along with two other classmates — on the single best group project I've seen in 20 years of teaching," Eisgruber said. "At the end of the semester, they presented their results to a panel of senior university administrators, who sat slack-jawed with amazement at the sophisticated argument they were hearing."
He characterized Nebel's ability to "press the finer points of an argument" as having "the subtlety and rigor that I expect from faculty colleagues," and noted that Hanamirian's "graceful leadership, economic acumen and academic excellence should position her well to join the ranks of modern social policy entrepreneurs."
Hanamirian, who is from Villanova, Pa., is majoring in the Woodrow Wilson School of Public and International Affairs. In 2012 she won the Van de Velde Award for outstanding junior independent work.
"The thrill of receiving the Pyne Prize is a surprising and wonderful honor. But the true honor is having the opportunity to wake up every day and engage with the students and faculty that make Princeton the incredible place that it is," Hanamirian said. Her sister, Jocelyn, is a 2008 Princeton alumna. "She was my inspiration for coming here," she added.
"Caroline unquestionably ranks with the most talented and impressive young people I have been privileged to teach and mentor during my more than 40-year career," said Hugh Price, a lecturer in public affairs at the Woodrow Wilson School and the John L. Weinberg/Goldman Sachs & Co. Visiting Professor.
Hanamirian took Price's 2011 undergraduate policy seminar on combating chronic domestic poverty. On a trip to Washington, D.C., to present their findings to two of the nation's preeminent experts on poverty at the Brookings Institution, Price said, "Caroline's performance further demonstrated her immense promise as a future leader in her chosen field."
"She is brilliant, but also incredibly thoughtful, caring of other people, and charming. Her work is always thorough and filled with original ideas," said Elizabeth Bogan, a senior lecturer in economics, who has taught Hanamirian in three courses.
Bogan said that as she listened to President Obama's Feb. 12 State of the Union Address, she thought of Hanamirian. "Her final paper in my 'Economics and Public Policy' course was on the expansion of career academies and private-public partnerships in education to ease the transition into meaningful work for everyone," Bogan said. "As President Obama discussed new approaches to high school education, I thought for a moment that he had read her paper," she said.
Hanamirian said it was the freshman seminar taught by Eisgruber that "awakened my interest in examining the responsibility that our nation's universities have to society."
Her senior thesis explores how universities can act locally to address the national issue of enhancing the pool of low-income applicants to college. Her research focuses on the Princeton University Preparatory Program and the Rutgers Future Scholars Program.
During her sophomore and junior years, Hanamirian was editor-in-chief of Business Today Magazine, a nationally distributed student publication. She has held several roles in the University Student Government, including serving on the Projects Board and Campus Community Affairs Committee, as well as Class Day co-chair on the 2013 Commencement Committee. In 2012, she was director of Tiger Launch, the Princeton entrepreneurship club's annual business plan competition. She has also tutored local middle school students at Community House.
Thomas Dunne, associate dean in the Office of the Dean of Undergraduate Students, called her work in leading student organizations "as broad-reaching as it is substantial" and noted in particular her involvement in the Projects Board. "She was enthusiastic in embracing new and unexpected ideas, had a keen critical eye to strengthen proposals, and rigorously ensured that all ideas were respected and heard," Dunne said.
After graduation, Hanamirian will join Goldman Sachs and plans to continue to tutor students. "I have a passion for both education and entrepreneurship. I ultimately hope to apply my interest in business and entrepreneurship toward education reform," she said.
Nebel, who is from Winter Park, Fla., is a philosophy major and is completing a certificate in values and public life. He was named a 2013 Marshall Scholar and will pursue a master's degree in philosophy at the University of Oxford. A member of Phi Beta Kappa, Nebel is the recipient of several awards and grants, including the Quin Morton '36 Writing Seminar Essay Prize in 2010 for a paper he wrote his freshman year and the Shapiro Prize for Academic Excellence in 2010 and 2011. He has participated as an undergraduate fellow in the Human Values Forum since he was a freshman.
"The Pyne Prize represents, for me, how incredibly lucky I have been at every step of the way," Nebel said. "I have been lucky to attend Princeton, to learn from world-class professors, to have the most supporting friends and loving family, and now to be selected as a co-recipient of the Pyne Prize."
Nebel said that some of his inspiration for studying philosophy stemmed from his work with Peter Singer, the Ira W. DeCamp Professor of Bioethics in the University Center for Human Values.
Singer said that Nebel caught his attention immediately as a freshman in his course "Practical Ethics." When he took one of Singer's graduate seminars as a sophomore, Singer told him to submit his final paper to a journal. It was published in the Journal of Ethics and Social Philosophy.
Singer added that Nebel also engages with ethical issues outside the classroom.
"He thinks hard about how to use his abilities to make the greatest positive impact on the world," Singer said. He noted that Nebel was the co-founder of the Princeton chapter — the second in the United States — of Giving What We Can, an Oxford-based community for effective philanthropy. In summer 2012, Nebel served as an intern with 80,000 Hours, a partner organization that gives advice on socially committed careers.
Nebel's senior thesis explores cognitive biases — "the predictable ways in which our judgment and decision-making tend to go astray," he said. "I think the area is ripe for philosophical inquiry."
"It's hard to be precocious in philosophy," said Gideon Rosen, the Stuart Professor of Philosophy, with whom Nebel took three courses. "The subject is so murky and complicated; it usually takes students many years to figure out what's going on. But Jake's a natural, and that's very rare. His most impressive quality is an unpretentious openness to new ideas mixed with a focused determination to get to the bottom of things. I've never known a student more deserving of the Pyne Prize," Rosen added.
Nebel has served on Princeton committees with Kathleen Deignan, dean of undergraduate students, and Eisgruber. A former resident of Forbes College, he continues to serve as a peer academic adviser, and this academic year he is a member of the philosophy department's Undergraduate Curriculum Committee.
Nebel has been involved in debating since high school and served as a coach at the high school level during his time at Princeton. The Harvard University Debate Invitational has named its championship trophy in his honor, to be given annually to the first-place winner starting in 2014. At Oxford, Nebel plans to debate in the Oxford Union and hopes to compete internationally.
"I am indebted to my teachers, friends and family, and to the Princeton community for making these four years the best of my life," Nebel said.


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Lessons in Wildlife Management
Initially, wildlife management in the United States was skewed toward protection.
- In the early 1900s, for example, wildlife managers attempted to preserve a mule deer herd in the remote Kaibab Plateau of Arizona. Hunting was banned, and predators were destroyed. The result was severe overpopulation, habitat destruction, and mass starvation. The Kaibab Plateau was opened to hunting in 1929, which brought the population into balance with the habitat. Today, a large, healthy herd of mule deer inhabits the area.
- Around the same period, a similar event took place in Pennsylvania. Deer had been brought into the state after the native population was thought to be extinct. With most of the predators eliminated and little hunting allowed, the herd grew out of control. As the food supply dwindled, thousands of white-tailed deer starved to death.
- From these hard lessons, wildlife managers learned that there is more to conservation than just protecting wildlife. They discovered that nature overproduces its game resources and that good wildlife management yields a surplus that can be harvested by hunters.


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It's no secret that the biopharma industry has been grappling with diminishing R&D productivity. R&D investment more than doubled over the last decade, while new molecular-entity approvals plummeted. The return on investment for a typical biopharmaceutical portfolio today often will not even cover its cost of capital.
In response, industry players have embarked on a range of initiatives—in particular, externalizing more R&D to increase the number of drug projects and thus the chances of getting a major new product to market. In fact, over half of late-stage pipeline compounds are now externally sourced (Exhibit 1).
This externalization has occurred, for the most part, through fairly traditional models—such as product licensing, program partnerships, or company acquisitions—which favor majority control of assets and put primary responsibility for product development and commercialization in the hands of pharmaceutical companies. Structures have evolved to share the risks and rewards over the course of pharmaceutical-product development, but the split is generally proportional to the degree of resources invested and overall operating control. The proportions may change, depending on the competition for an asset (the higher its perceived desirability, the greater risk and cost a licensee is willing to assume) and the financing environment (biotechs with no financing alternative make their own compromises). But by and large, such variations haven't fundamentally changed the economics of externalization or dramatically improved the return on external R&D investments.
Outside in
The challenge, in sum, is to increase the number of drug programs to which a pharmaceutical company has access—but without increasing, to the same degree, the capital or resource investment required to access them. Thus, a growing number of companies have begun to pursue novel financing and collaboration models that decouple resource commitments from financial investments, and day-to-day operating control from asset rights, to gain the maximum downstream reward from a program, with minimal up-front risk. Corporate venture investments, for example, can provide an early look at maturing early programs. Options can be purchased to license future successful programs from companies without committing internal resources. And companies can reduce the development risks of internal programs—while retaining control and the financial upside potential—by partnering with contract research organizations, companies in low-cost countries, or private-equity investors to lower development costs, leverage external capacity, and share financial risks (Exhibit 2).
A broad approach
By and large, these models presuppose that much of a deal's value comes from having preferential rights to a program—and preferential access to the information needed to decide whether to exercise those rights—rather than day-to-day operational responsibilities and the associated commitments of resources and management time.
But with so many alternatives, which models should a company apply and in which situations? Companies can and do use different strategies—sometimes concurrently, in different parts of a business—depending on their pipeline, capacity, financing, or risk tolerance. Exhibit 3 provides a simplified framework for deciding among innovative models, with axes representing strategy's two basic parameters: operating capacity and the availability of financing. A company with plenty of capital to invest but an extremely busy preclinical group, for example, might sign early-stage option deals: the external partner does most of the work through proof of concept, when the pharma company can exercise an option to license the program. By contrast, if a company has sufficient late-stage-development capacity but could not financially weather multiple late-stage product failures, it may want to enter into a portfolio insurance contract to cushion the financial risks of late-stage failure.
Choosing the right model
Although companies ultimately make such decisions on a compound-by-compound basis, the implementation of these alternative R&D-investment approaches has the greatest impact when applied across an entire portfolio to balance the overall risk–reward profile for a company and its investors. A company could, for example, finance high-risk late-stage programs externally to free up capital in order to purchase options on early-stage programs. But companies can also apply these tools selectively to fine-tune the risk–reward profile within segments of a portfolio, allowing a company to respond more flexibly to market opportunities or perceived price/value gaps. A company may partner to access capacity and financing in a capacity-constrained disease area, for instance, while leveraging latent capabilities in other parts of the organization to incubate early-stage companies struggling with the ongoing financial crisis.
It's important to recognize that while these models can help companies allocate capital and development resources more flexibly, and in some cases to cut operating and capital costs, they'll enhance R&D portfolio productivity only if they deliver additional successful programs with lower cost or risk. No matter how small the additional investment, advancing more failed programs will drag down portfolio returns. Innovative financing and partnership approaches can improve a program's financial-risk profile but won't drive value unless they're based on sound technical and clinical decision making.
Purchasing low-risk options
Let's start at the upper-left corner of Exhibit 3's four-box framework—risk capital available on reasonable terms but operating-capacity constrained or expensive. These models generally aim to create options to access promising programs with the lowest possible up-front commitment of money or resources. By applying different venture-like models, companies can get more information about available external opportunities and gain a preferred position for partnering or acquiring the most attractive assets.
Among these models, corporate venture capital has the longest history. A number of pharmaceutical companies have created venture arms, hoping to enhance deal flow and gain preferential access to attractive compounds. During the five years leading up to 2007, corporate venture capital represented more than 15 percent of all health care venture funding. While the financial returns from corporate venture capital have been buffeted along with the broader market, these investments are generally recognized to contribute strategic value to R&D portfolios.
Leading bioscience venture capital firms are exposed to more compounds, with a lower investment per compound, than the largest global pharmaceutical companies, which could similarly enhance their portfolio exposure through venture investments. Since 1996, Novartis AG, for example, has nearly doubled its pipeline exposure by allocating over $650 million—less than 15 percent of its annual R&D budget—to its venture funds (Exhibit 4). These venture investments are made through three complementary vehicles—the original Novartis Venture Fund; the Novartis Option Fund, focused on securing options to specific programs; and a coinvestment fund with MPM Capital. Through these investments, Novartis usually gains access to information about the products of portfolio companies and seeks to couple its investments with options on rights to future products. To date, more than ten portfolio companies have either licensed technologies to Novartis or agreed to collaborate with it.
Other companies have pursued a more direct option-based model: they make up-front payments in exchange for rights to specific programs after proof of concept. GlaxoSmithKline, for example, faced constrained resources for traditional early-stage-development partnerships and wanted wider access to scientific talent and opinion. It therefore created its Center of Excellence for External Drug Discovery, which since its formation, in 2002, has forged nearly 15 deals that gave the company options to in-license programs following proof of concept—with minimal up-front research funding, commitment of nonfinancial resources, or day-to-day governance responsibilities. To date, while a few programs have been discontinued, the center's partnerships with more than ten companies have been expanded or report positive progress. The option approach complements the equity investments made by GlaxoSmithKline's venture arm, SR One, and supplements the company's disease-focused internal discovery groups.
A third variation on these early-stage options involves newly emerging investment consortia and intellectual-property investment funds. Last year, for instance, PureTech Ventures created Enlight Biosciences, which is pursuing a precompetitive model for developing breakthrough technologies that could make early drug development more successful. As corporate investors, Eli Lilly, Merck, Novartis, and Pfizer have the opportunity to invest in new technologies and to date have committed over $50 million to Enlight. Two UK-based funds, IP Group and Sloane Robinson, have licensed pools of intellectual property from universities, advanced the technologies to preclinical proof of principle, and then licensed them out or formed new companies around them. By investing in or partnering with such funds, pharmaceutical companies can access early-stage technologies and early-stage-development programs with less risk.
Bartering capabilities
Moving clockwise around the square in Exhibit 3 to the upper-right quadrant of our framework, you will find companies that have capital and at least some excess early-stage operating capacity. The goal: using internal staff, knowledge, and platforms to gain preferential access to external programs. Pfizer, for example, has set up a venture incubator that provides lab space, scientific resources, and management infrastructure to early-stage companies in exchange for preferred rights to their technologies or programs. Amgen and Biogen Idec have committed $100 million each to their corporate venture arms and are directing venture investments toward early-stage incubators. Amgen Ventures was a founding investor in Accelerator, which invests in early-stage opportunities for which Amgen provides access to facilities, scientists, management services, and its vendors. Biogen Idec's Innovation Incubator (bi3) supplements the company's New Ventures arm by providing emerging companies with lab and office space, scientific input, business support, and seed financing in exchange for option rights to future development candidates.
Occasionally, pharmaceutical companies may have excess capacity, latent capabilities, or intellectual property that could be bartered, in lieu of cash, for preferential rights to new-product candidates. Rather than licensing or acquiring a novel target outright, for example, a pharmaceutical company may be able to contribute compound libraries, along with screening and lead optimization capabilities, and gain product options in return. Through this services-bartering arrangement, the pharmaceutical company more fully utilizes its valuable infrastructure and gains downstream product rights, while its partner retains near-term operating control over the program and ownership over any assets not optioned by the pharma company.
Sharing development costs and risks
The lower half of Exhibit 3's four-box framework focuses on alternative investment strategies when capital is relatively tight. Many companies face declining annual cash flows that limit their ongoing ability to invest in internal programs. The strategic response: find ways to lower development costs, access external capacity, and share the financial risks of development, while retaining downstream control of product rights. These innovative risk-sharing models enhance early development's risk–reward profile by decoupling ownership from activity, commitment from control, involvement from information, and reward from risk.
Lilly's Chorus model represents the most discussed strategy for companies looking to solve the problem of the lower-left-hand quadrant: maximizing opportunities in capital- and resource-constrained environments. In essence, Chorus is designed to reduce the costs and shrink the operations required to gather enough information about a compound to make an informed decision about full development. The group, small and relatively independent from the main Lilly R&D organization, conducts only critical-path experiments to address proof-of-concept questions. The other necessary (but costly and time-consuming) early-development work, such as formulation, delivery, and manufacturing scale-up, comes after Chorus decides to advance a program. To date, Chorus has advanced two dozen compounds into early development, and half of the ten compounds that have completed proof-of-concept studies have advanced to full development. Chorus's success has inspired Lilly to seek ways to replicate the model. Recently, the company created Vanthys Pharmaceutical Development, a joint venture with India-based Jubilant Organosys, to combine Chorus's rapid-proof-of-concept model and Jubilant's lower-cost structure, thus providing a highly efficient, shared-risk path to clinical proof of concept for compounds that Lilly continues to own.
The deal with Jubilant extends another strategy that Lilly has pursued more broadly: outsourcing to companies in low-cost countries by entering into risk-sharing partnerships. Lilly, Merck, and GlaxoSmithKline have each signed integrated drug discovery and -development alliances with Indian or Chinese biopharmaceutical companies, such as Piramal Healthcare and Ranbaxy Laboratories (now a unit of Daiichi Sankyo). In these deals, the low-cost company takes on development responsibilities for specified programs through proof of concept, when the global pharma company regains rights to the compound in exchange for milestones, royalty payments, and, in some instances, co-promotion rights in certain geographies. Pharmaceutical companies can therefore advance internal programs that would not otherwise meet investment hurdles on a risk-adjusted, full-cost basis.
In the run-up to the creation of Vanthys, Lilly crafted a number of deals to share the costs and risks of early-stage development with low-cost partners. In 2006, it joined with Indian API manufacturer Suven Life Sciences to bring a limited set of central-nervous-system (CNS) candidates into development in exchange for an up-front payment and milestones. Shortly thereafter, Lilly forged a broader risk-sharing deal with Piramal, in which that company is responsible for taking compounds contributed by Lilly through Phase III development, in exchange for milestones and royalties. Because Lilly made no up-front payments, Piramal is in effect providing early-stage project financing for the programs, in addition to low-cost-development capacity. Following this deal, Lilly partnered with Hutchison MediPharma (a division of Hutchison China Meditech), which stands to earn milestones and royalties on successfully developed products, in addition to gaining rights to any compounds Lilly decides not to develop.
Through these low-cost risk-sharing deals, Lilly has dramatically lowered the financial hurdle for advancing early-stage projects, enabling it to pursue more programs, with fewer resources and less capital. The failure of any one of these would not hinder Lilly's ability to finance other important programs or reduce its appeal to investors, much less risk its viability—the challenge for much larger, more expensive late-stage programs.
Historically, partnering and spin-outs—such as Bristol-Myers Squibb's partnering of late-stage assets with AstraZeneca and Pfizer—have been the favored ways to transfer late-stage-development risks. Under these approaches, however, it can be challenging for companies to retain a meaningful share of a program's value in the event of success.
The best-publicized example of a way to access late-stage financing and capacity while maintaining control of programs was a deal announced in July 2008. Quintiles Transnational agreed to conduct Phase III development for two of Lilly's Alzheimer's candidates, and TPG-Axon Capital (with a little participation from Quintile's managed-partnership group, NovaQuest) agreed to finance up to $325 million of development expenses in exchange for milestones and royalties on the products. Through this deal, Lilly accesses Quintiles' Alzheimer's-development expertise and transfers much of the programs' financial risks to TPG-Axon. Lilly can therefore approach Phase III development more aggressively while maintaining control over both programs and freeing up internal resources and capital for other candidates in its pipeline.
According to Novaquest, Lilly has partnered with TPG-Axon on other, undisclosed deals with pharmaceutical companies facing similar capacity and financing constraints that would otherwise force difficult R&D investment trade-offs. Quintiles is also entering into early-stage risk-sharing arrangements, recently announcing an alliance with Eisai. In exchange for milestone payments, Quintiles will finance in part and lead the development of multiple indications for six oncology products through Phase II proof of concept. Pharmaceutical Product Development (PPD) recently announced its intention to spin off its compound-partnering business, with an initial capital commitment of about $100 million, to help the business expand without diluting PPD's core contract research earnings. These recent developments indicate that the sharing of project finance and risk with clinical research organizations is an increasingly viable alternative for companies to access both the capacity and the financing needed to advance promising programs.
Hedging disproportionate financial risks
Before the global financial crisis, a number of approaches were emerging to help companies share the financial risks of product development while maintaining operating and strategic control. Through these models, product developers can hedge the downside, while retaining most of the financial and strategic value of success. In return, their financial partners earn a premium for taking on risk, which can be spread across other, uncorrelated investments.
By and large, the financial crisis has dramatically reduced the near-term ability of private-equity firms to participate in large, relatively undiversified late-stage project financings, such as TPG-Axon's funding of Lilly's Phase III Alzheimer's programs. But as financial markets stabilize and private capital returns, a variety of financial risk-sharing structures—such as project-based financing, pooled-investment vehicles, or, potentially, forms of pipeline insurance—will probably become available to pharmaceutical developers.
Under Symphony Capital's pioneering project-financing model, which targets small public companies unable to finance riskier early-stage programs, Symphony assumes the financial risk through clinical proof of concept. In a typical deal, Symphony finances the early clinical development of a portfolio of a company's programs, taking ownership of them as collateral. Upon completion of proof-of-concept studies, the innovator can either buy back the program (if it's been successful) at a prenegotiated time-dependent price or leave it in Symphony's hands (if it hasn't shown enough promise in the Phase II trial).
This model depends heavily on the biotech's ability to raise buyback capital through partnerships or the stock market when a Symphony-owned product reaches proof of concept. The stock market hasn't always cooperated—even positive data sometimes haven't moved the shares of many biotechs—nor have partnerships always materialized to fund the buybacks. Largely as a result of these market forces, only two of the seven portfolios Symphony funded have been reacquired to date. Symphony recently altered deals with Alexza Pharmaceuticals and OxiGene, restructuring them from project financings to equity investments, because the companies couldn't raise the cash to buy back their projects on the terms originally negotiated.
Other emerging project-financing models have also been waylaid by the market. Goldman Sachs, building on the Symphony model but targeting much larger companies, had been seeking to create a large pool of capital to finance a diversified set of early clinical programs. Some smaller companies struggling to finance late-stage programs were working with financial partners to create pooled project-financing vehicles enabling multiple investors to finance diversified portfolios of programs under development by multiple public or private companies. These portfolio-investment vehicles would theoretically allow private-equity investors to back hand-picked assets, diversify financial risks across several programs, and generate private-equity returns through a flexible range of exit alternatives. By pooling related and complementary assets—for example, drugs to treat related conditions through alternative mechanisms—partners contributing products to these vehicles could potentially share capabilities, expertise, and infrastructure investments while accessing capital. They would hedge their program risks and still retain much of the upside from their programs.
To date, these financing structures have not come to fruition, at least publicly, as a result of the simultaneous downturn of the public markets and decline in the number of partnerships among drug companies. These developments highlight the need for risk-sharing models that don't depend on volatile equity markets. In the examples we've discussed so far, the financial partner has had to commit substantial development capital up front in return for a large share of the upside from success. For pharmaceutical companies with access to lower-cost public capital, an insurance-based model may be more widely appropriate (Exhibit 5). The idea would not be to finance any one program but to hedge against multiple pipeline failures that might threaten a company's viability, while retaining as much upside as possible in the event of success.
Theoretically, under a pipeline insurance model pharmaceutical companies could make up-front "premium" payments to a financial partner, which would agree to reimburse them for a share of the development costs if a catastrophically high proportion of pipeline products failed. Like all insurance plans, such an arrangement would require a financial counterparty who would be concerned about three things. First, the risk must be easy to statistically model and thus price. Late-state clinical-trial statistics based on therapeutic area or mechanism of action should provide a means of risk valuation that rivals or betters those used today in insurance and investment banking. Second, project-specific risk data need to be easily sharable and understandable in order to minimize the risk of adverse selection—no insurer wants the drug developer to insure only the lemons. And since it's difficult to tell lemons from sweeter fruit before proof of concept, insurance markets probably won't work for early-stage clinical trials. But the risks may be more manageable in later development, where sharing of clinical proof-of-concept data makes it easier to assess risk and helps level the information playing field. Finally, the clinical program being insured would either need to follow a clearly defined regulatory path or be pursued by an agent other than the insured developer to minimize moral hazard—the danger that the insured may withhold its best efforts from, or engage in riskier development strategies for, the hedged projects.
A suitable counterparty could then manage the risk by holding capital and diversifying or perhaps even creating secondary markets. From the developer perspective, these insurance contracts could preserve a program's upside while providing downside protection with a predictable up-front cost. Until such counterparties can be engaged, however, R&D pipeline insurance remains theoretical.
Overcoming organizational hurdles
Many people are talking about these strategies. Given rising attrition rates and capital costs, it's fairly clear that drug companies must access more opportunities without increasing, to the same degree, the resources—cash and operations—they require. But most companies haven't yet taken meaningful steps toward implementation.
Management teams rightly resist depending on high-cost private equity or sharing future product revenues. But as a result, they often implicitly accept costs and risks across an R&D portfolio without fully assessing the opportunity cost of constrained capacity or the broader potential risks of financial distress. A thorough portfolio review often identifies areas where risk sharing and financial hedges can help balance skewed operating and financial risks.
Such deals aren't easy for investors, either—particularly given the current financial crisis. But even in good times, investors resist buying into poorly diversified deals; they want a market basket of programs or even opportunities to invest in an entire disease area or a business unit's pipeline. To the extent feasible, pharmaceutical companies will need to designate broader sets of compounds for inclusion in financing deals.
These companies must also address another important concern: transparency. Investors will worry that pharmaceutical companies won't be completely forthright about the risks of their programs. To build trust, management teams must therefore support thorough due diligence, just as they would expect it themselves. They'll also have to explain their motives for wanting to share particular risks and be willing to share fair value in exchange.
There are other internal challenges too. Many executives hesitate to externalize R&D responsibilities as much as these approaches require. The frequent argument against doing so is the poor quality of externally managed development programs. Often, however, executives fear giving up control. Many of these ideas—in particular the early-stage-option programs—require shifting at least early-stage-development control to a partner in return for getting, inexpensively, the information required for good decisions about whether to commit a company to much more expensive downstream development.
Organizational goals must therefore be aligned with these strategies. The mandate of R&D leaders can be broadened, for example, as it is in GlaxoSmithKline's new Center of Excellence for External Drug Discovery, to encompass internal and external R&D investments. Substantial commitments can be made to separate organizational entities empowered to pursue more aggressive external approaches, as Lilly and Novartis do.
Meanwhile, executives charged with implementing these novel approaches will make mistakes, at times giving up outsized gains in exchange for hedging risks. Given the heightened career risks, companies must give managers incentives to take them. Appropriate amounts of capital should be allocated to these initiatives, for example. Leaders of initiatives should be rewarded for achieving activity-based objectives, such as completed deals, amounts invested, term sheets negotiated, or due-diligence processes completed. These short-term targets should then be balanced by longer-term, value-based incentives tied to investment performance and outcomes across a portfolio of programs.
Since investors have backed off, the financial crisis has given companies an excuse to ignore many alternative financing strategies they should consider. But as financial markets stabilize, private capital will again become available to finance and share the risks of development programs. Lest companies risk missing opportunities to apply these innovative structures, they should prepare today by evaluating portfolio risks and opportunities while building relationships with potential financial and operating partners.
Although a few pharmaceutical companies have made strategically important commitments to one or more of these innovative financing and partnership models, most haven't moved beyond the experimental stage with even one. But the yes or no outcome of most clinical programs requires a portfolio approach to measure success and distinguish the quality of deal making from the outcome of individual programs. These strategies don't lend themselves to pilot exercises, so companies must apply them at scale to make a meaningful impact. Companies that learn to use a range of innovative financing and partnership models efficiently and flexibly across portfolio stages and business units will maximize the number of R&D programs they can advance and thus transform their overall R&D productivity.


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Does your iPad 2 need repairs? We've got you covered. Our certified, on-demand professionals will have your iPad 2 back up and running in no time. From broken screens to battery replacements and everything in-between, Fast Phone Repair has the know-how and training to get the iPad 2 repair done quickly and affordably—getting you back to all your beloved texting, browsing and calling. If you no longer love the iPad 2—Fast Phone Repair also gives you the option to swap your iPad with one of the numerous certified pre-owned devices that we have available in our stores.
Cracked Screen
One of the most common (and frustrating) mishaps with a phone is a cracked screen. Rest easy, though, we've fixed thousands of cracked screens and the majority of screen repairs can happen same-day, often even while you wait.
Water Damage
We can perform all the diagnostic tests needed if your phone has water damage. From there, we can see the extent of the damage, clean the device, replace any parts, if necessary, and get you back on your way.
If your phone suddenly sounds muffled, distorted or static-y, it's time to pay us a visit. Head our way to see if the problem is caused by something as simple as lint or dust that needs to be cleaned out or if it's a larger repair job for your speaker, which we can do in-store, costing you little time and money.
Running out of battery without a charger nearby can render your phone useless—fear not, though, we can help with that, too. We'll test and replace your battery if there is a problem, have all the popular phone batteries in stock, which all can be fixed right in the store.
Broken Buttons
Without a working buttons, simple tasks like activating Siri or turning your phone on become pretty cumbersome. Luckily, when you set up a repair with us, we'll have your phone functioning again like it should without much time at all.
Charging Port
If the charging port on your phone has stopped working, you can first try a wireless charger or check your device for dirt and debris. If you're still having troubles getting your phone to charge, head our way for a diagnostic test to get to the bottom of the problem.
No repairs at Fast Phone Repair require an appointment, but let our technicians know you are coming by sending us a message by inquiring or inquiring about our repair service. Most parts are always in stock but if you need something special ordered ask us about getting it the next day. Repairs are done in as little as 30 minutes and most are done in less than an hour. If you are in a bind call us so we can reserve the part for you and get you in and out asap!
No Appointment Necessary
Certified Repair Technicians
Low Price Guarantee & Coupon Matching


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Uttermost Summer Days Antique Bronze Sculpture
Uttermost Summer Days Antique Bronze Sculpture
Online Only - Usually Delivers in 2-4 Weeks
What We Offer
Uttermost Summer Days Antique Bronze Sculpture
Return Policy
All requests for returns or exchanges must be communicated to Mathis Home within 7 days of receival of this product. Sheets, Mattress Protectors, Mattresses, and Pillows will only be eligible for returns if they are unopened in their original packaging. Rug samples and rug pads are not eligible for return. Custom items, or made to order items, are not eligible for cancellation once ordered.
Any damage or defects to the product will be covered by the manufacturer and an exchange for a new product will be created. If the product is no longer in stock or available from the Manufacturer a refund will be issued to the consumer once the damaged product has been returned.
On all Consumer Change of Mind returns all return freight expenses will be the responsibility of the consumer. This freight expense will be charged on the consumer account and a refund for the remainder of the credit from the return will be processed back to the consumer upon confirmation of the return by the Manufacturer. Custom ordered, or made to ordered items, are subject to an additional 10% restocking charge.
All returned items must be shipped back to the manufacturer in either the original packaging or a similar packaging to prevent damage.
Once refunded credits will in the consumer account. This can take anywhere form 3-12 business days depending on the Consumers bank.
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Scruffs WILTON BOX BED LARGE GREY
If you purchase this product you will earn 48 Points worth of €0.48!
- Large (75 x 60cm / 29.5″ x 24″)
Guaranteed Safe Checkout
- The Scruffs® Wilton dog bed collection is produced using a quilted outer fabric, stitched in a diamond pattern. The bed's sleep area has been lined with luxurious plush fur, providing warmth & comfort. Each bed is finished with tan piping around the sleeping area with a soft-feel Scruffs logo on the front of the bed.The Scruffs® Wilton Box Dog Bed is filled with hollow fibre, combined with a fixed centre cushion for improved support. The base of the bed has a non- slip backing.
Washing Instructions
- Machine Washable at 30 degrees
- Do not bleach or tumble dry
How the process Works?
1. Choose the product
2. Specify your delivery date
3. You Will Receive an Order Confirmation Email
4. Make your pet Happy
1. Order Processing Time
Once you've placed an order, we aim to prepare and dispatch your order as quickly as possible to ensure swift delivery. The usual processing time typically ranges from 24-48 hours from Monday to Saturday, not including public holidays.
Please note, orders placed during peak times or outside of our operating hours might take slightly longer to process. Your patience is appreciated during these times. After your order is processed, it will be dispatched for delivery according to your chosen time and locality.
2. Shipping Information
We offer home deliveries within the 24-48 hour time frame, from Monday to Saturday. This rapid delivery service is a testament to our commitment to providing excellent customer service. During the checkout process, customers can select their locality and choose the most convenient delivery time.
Our delivery system is divided into four areas, each with its specific terms:
Area 1 encompasses Swieqi, Ibragg, Madliena, Pembroke, San, Gwann, and St Julians. Deliveries to these locations are free for orders over 20 euros.
Area 2 includes Gharghur, GMangia, Gzira, Msida, Pieta, Sliema, Ta Xbiex, Bahar Ic_Caghaq, Burmarrad, Manikata, Mgarr, St Pauls Bay, Qawra, Xemxija, Mellieha, Attard, Balzan, Birkirkara, Iklin, Lija, Mosta, Mriehel, Naxxar, Floriana, Hamrun, Qormi, St Venera, Valletta, Rabat, Bahrija, Bidnija, Birguma, Dingli, Mtarfa, and Imdina. We offer free delivery for orders over 45 euros to these areas.
Area 3 includes Birgu, Bormla, Isla, Birzebbugia, Cospicua, Fgura, Ghaxaq, Gudja, Hal, Far, Kalkara, Kirkop, Luqa, Marsa, Marsascala, Marsaxlokk, Mqabba, Paola, Qrendi, Safi, Senglea, St, Lucija, Tarxien, Xaghjra, Zabbar, Zebbug, Zejtun, Zurrieq, and Siggiewi. Free delivery is available on orders over 45 euros for this area as well.
Lastly, Area 4 covers Gozo. A delivery fee of 6 euros is applicable for all orders in this area, regardless of the order value.
We take great pride in providing fast and efficient delivery service to meet all our customers' needs, ensuring that your pets never have to wait too long for their supplies.
*Kindly note that the stated shipping times do not account for potential customs delays. Furthermore, please be aware that delays may occur during peak seasons or unforeseen events, such as the Covid-19 pandemic, Christmas, or Black Friday sales.
Exchange or Returns
General Return Policy:
1. Items must be unused, in their original packaging, and in the same condition in which you received them.
2. You must have the original receipt.
3. All returns must be initiated within 14 days of the purchase date.
Non-Returnable Items:
Please note that due to health and safety concerns, we cannot accept returns for pet food. All pet food sales are final. We cannot offer refunds or exchanges on food, treats or any edible items that are opened due to strict health policies. Please make your selections carefully, and double check your order before submitting.
Return Process:
1. Visit our store at Triq Il-Qasam, Is-Swieqi, Malta, with the item you wish to return and the original receipt.
2. Our staff will inspect the item to ensure it meets the return criteria outlined above.
3. If the item is eligible for return, we will process your return and exchange the item or issue a refund.
Damaged or Defective Items:
Please inspect all items upon delivery for any visible signs of damage. If you notice any damage, bring it to the attention of our courier at the time of delivery.If you have any issues please contact our customer service team at [email protected]. We will work with you to resolve the issue promptly.
Important Notes:
1. We reserve the right to deny a return if the item does not meet the return criteria outlined above.
2. Requests made after 14 days may not qualify for an exchange or refund.
Thank you for choosing Royal Pet Store Online for your pet care needs. We appreciate your business and look forward to serving you in the future.
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No more waiting around, we've got speedy delivery all over Malta & Gozo.
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Tiger's Jaw
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