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Registration for the 2013 Great Valley Fireman's Regatta is now open!
This year's regatta will take place May 3-5th. Registration is $40.00 a person and $50.00 a campsite with a maximum of 4 participants and 2 vehicles per site. You may start registration by going to the "Regatta" tab and clicking on the yellow button. Please have the names, addresses and phone numbers of all your registrants ready when you begin. Email addresses are not mandatory, but if you type in a valid one you will receive the Fire Company newsletters that go out. There are a few new changes that will be explained in the "Rules and Regulations" and "New Rules" sections of the application. Please make sure you read through and agree to the terms and conditions before you proceed. All participants MUST be 21 years of age or older and show proper ID to attend. No refunds will be given and registrations are not transferable. If you have any questions you can email us at firstname.lastname@example.com or go to the "contact us" tab and send us an email. Please do not call the fire company as messages often fall into the wrong hands and are not delivered to the proper person. Thank you for your continued support and we look forward to seeing you all in May!!!!
Also, a kindly reminder to everyone, that we are in no way affiliated with the "yagottaregatta" site or its administrators. If you have questions you need to contact us directly, emails sent to that page are not received by the Fire Company or it's officers.
Regatta 2013
May 3-5th


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NEFA makes submissions to the NSW Government on a wide range of issues affecting our forests. These detailed submissions can be found using the hyperlinks to the relevant topics below.
North East Forest Alliance Submission to Private Native Forestry Review
Prepared by Dailan Pugh, January 2019
It is evident that Private Native Forestry has never been undertaken on an Ecologically Sustainable basis because of political interventions, lack of political will, opposition from some landholders, failure to adopt best practices, refusal to adopt science-based prescriptions and consider relevant environmental research, refusal to require pre-logging surveys and apply mitigation measures for threatened species, inadequate retention and recruitment of old trees, failure to undertake assessments to identify ecosystems and features requiring protection, inadequate protection of streams and riparian buffers, failure to take into account forest degradation and require rehabilitation, failure to monitor the effectiveness of prescriptions and apply adaptive management, failure to undertake effective regulation, secrecy surrounding PNF operations, and contempt for genuine community concerns.
Click on this link to read the full NEFA submission.
You can visit the LLS Government site here: https://www.lls.nsw.gov.au/sustainable-land-management/pnforestry/private-native-forestry-review-2018
See also the report immediately below which formed the basis of a submission to a Commonwealth Senate Inquiry into Threatened Species.
Compliance of Forestry Operations in North East New South Wales with Commonwealth Requirements for Threatened Species and Ecosystems September 2018
This report reviews the protection applied both in theory and practice to nationally threatened species and ecological communities in forestry operations in the North East NSW Regional Forest Agreement (NE RFA) area.
North East Forest Alliance submission to:
Photo: Dailan Pugh giving evidence to the Inquiry into the EPA's regulation of forestry practices at Royal Camp State Forest
North East Forest Alliance Submission to the Federal Inquiry into:
The effectiveness of threatened species and ecological communities' protection in Australia
Prepared by Dailan Pugh for NEFA, December 2012
North East Forest Alliance submission to the Federal Inquiry into the Australian forestry industry
Dailan Pugh, North East Forest Alliance, March 2011
Sandy Creek National Park Proposal
It is proposed to create the 2,100 ha Sandy Creek National Park in the headwaters of the Richmond River south-west of Casino. The proposal is comprised of two parts, including part of Royal Camp State Forest (compartments 13-16, 1,500ha) and the whole of Carwong State Forest (600ha). These forests are primarily proposed for protection for their exceptional importance for Koala conservation in an area where populations are in decline and in danger of extinction.

subset: commoncrawl


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NOTE: We're looking for a knowledgeable Seeds nerd! A review for Future hasn't been published — yet. We need someone who can write a full track-by-track review of this album (at least a couple paragraphs per song); if you know the music, you can submit a review. You'll be compensated when visitors make purchases through vendor links on their pages — for as long as your review remains on the site. Get more details in the FAQ.
Future by The Seeds
"Introduction/March Of The Flower Children"
"Travel With Your Mind"
"Out Of The Question"
"Painted Doll"
"Flower Lady And Her Assistant"
"Now A Man"
"A Thousand Shadows"
"Two Fingers Pointing On You"
"Where Is The Entrance Way To Play?"
"Six Dreams"


text: You can restore your account by clicking on ' Reset ' in the log-in page. Once there, you'll need to provide an email address to receive the reset link and within seconds you will have it in your inbox. Simply click on it, and provide a new password and you are all set to have your account back!


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Champion Romney Fleece Makes For Excellent Yarn
Over the weekend the annual Royal Cornwall Show was held. During this time the amazing people at Ruzza Farm were awarded 1st place Champion fleece for their white Romney fleece meaning that it will now be put forward for the British Wool Marketing Board's National Golden Fleece award. Their coloured fleece got 2nd prize too.
I am so excited to be stocking yarn from a small family run business that is achieving such great things.
Everything from feeding the sheep to dyeing the yarn is done on the farm with the exception of spinning it which is done at a local mill. This family really are making British wool something we should all be proud of and proving you don't need to be big to make an impact.
If you would like to know more about this amazing little farm check out their website https://www.ruzzafarm.co.uk/


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I am trying to change the strings on my Ernie Ball Majesty from 7's (the Billy Gibbons strings) to 9's. The guitar originally came from the factory with 10's, but I had it set up at Guitar Center with lighter gauge strings, so this is my first time doing this myself.
Since the new strings are heavier, the bridge has dipped forward. As recommended, I am trying to adjust the claw screw to get the bridge level with the body. However, there claws screws on the back are basically in as far in as they will go, so I am at a bit of a loss here.
Any suggestions? It is worth nothing that the guitar also does have 3 springs attached on the back.


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Tips On Getting the Best Flight Training.
If you want to learn how to fly a plane for whatever reason then there is no short cut, you have to go to a pilot school to get that. Commercial pilot license program, multi-engine license program, private airline and transport pilot license program are among the pilot license programs that arte usually offered and that you can choose from depending on why you are looking for the training. Choosing a pilot school can be an overwhelming task given the fact there are so many of them out there and you do not have an idea of what to look for out there.
In whatever training that you are having, among the things that will determine the kind of quality that you get are the instructors and the facilities or the resources that the company has. Take for instance a training center that have inadequate number of planes, and ones that are not even modern, you will take longer to learn and the quality of the training will be below standard. The professionals that are training you are supposed to have lots of information and also be well trained. These are among the things that usually come with the experience and this is why the amount of time that the company has been offering the training is important. You will never go wrong with a past master company.
Make sure also that you look at the reputation of the company because a good one will come from the fact that the company is offering good services and products. In most of the cases, this reputation is usually based on what people that have trained there feel about the company. What makes what they feel about the company important to you is the fact that chances of you getting the same experience are very high. What makes this third party information, that you can get online or from people that you know, better than what the company may tell you is the fact that the company will tell you only the pros but these people will tell you even of the cons.
The prices is also a good place to look at. Many people usually make the mistake of choosing the cheap flight training forgetting that they have quality to care about. There are companies out there that can offer high quality with some reasonable pay and this is what you need because you don't have to pay too much for good quality. Every center today owns a website that get all the other information you need about the company and therefore you can view here for more of the info that you want and for comparison purposes.


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|Fragrances J - M
|Denotes Fragrance in
Retirement. Available as
supplies last.
|Denotes Natural
Essential Oil
|Denotes specialty
blend exclusive to
|Lavender Fields
Beautiful, aromatic, and effective, this natural essential oil offers not only a lovely, fresh, floral
scent, but is also therapeuticas it both calms and uplifts the spirit, while soothing
and balancing the skin.
|Lavender Mint
Clean. Fresh. Wholesome! Think freshly laundered sheets billowing in the spring breeze 'n sun.
The funny thing is this scent doesn't smell like lavender or mint but like a third magical scent
emerging from the marriage of the two!! Lavender Mint is the essence of clean!!
|Lavender Mist
Pure Herbal Lavender is blended with the warm accords of Vanilla Bean
for a relaxing therapeutic scent.
|Lemongrass Ginger
The spicy accords of natural ginger are softened by a citrus top note of lemongrass. Laced with
these natural essential oils, the fragrance will warm and stimulate the psyche
|Light Musk
A sheer, powdery musk that is sensual, simple, and clean!
Awaken the senses with this sporty and alluring blend that opens with an energetic yet sensual fusion of
Italian bergamot, ruby grapefruit, plus crisp apple and plum blossom. Spicy hints of geranium and pink
peppercorn infuse vigor and masculinity, while the seductive power of Jamaican rum, blond woods,
sheer musk and vanilla add warmth and softness in the base for an irresistible, contemporary
expression of masculinity.
|Maui Ginger
Sunny and happy, this vibrant and uplifting fragrance combines notes of sparkling red
ginger with sweet Hawaiian jasmine and a splash of sun-kissed citrus. Hints of amber
and sandalwood balance the bright top notes by adding warmth and depth.
A trio of Musks is blended to create this exquisite sexy scent. Warm, soft and subtle.
Perfect for layering or wearing on naked skin. Composition: Cream and several musk
|Marina Breeze
Vibrant Bergamot and fresh basil leaf are complimented by earthy
notes of Oakmoss and white patchouli creating a clean fresh
masculine scent.


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Magento clear all caches from command line, programmatically from ssh. Clearing the caches is a must when you are making any configuration changes in your Magento website. Although you can always clear the cache from admin panel, sometimes for faster cleaning or unable to log into admin panel reason, it's good to have a script which will clear all the caches in Magento.
Create a file in your Magento root and name it clearCache.php with the below code:
echo "Start Cleaning all caches at ... " . date("Y-m-d H:i:s") . "\n\n"; ini_set("display_errors", 1); require 'app/Mage.php'; Mage::app('admin')->setUseSessionInUrl(false); Mage::getConfig()->init(); $types = Mage::app()->getCacheInstance()->getTypes(); try { echo "Cleaning data cache... \n"; flush(); foreach ($types as $type => $data) { echo "Removing $type ... "; echo Mage::app()->getCacheInstance()->clean($data["tags"]) ? "Cache cleared!" : "There is some error!"; echo "\n"; } } catch (exception $e) { die("[ERROR:" . $e->getMessage() . "]"); } echo "\n"; try { echo "Cleaning stored cache... "; flush(); echo Mage::app()->getCacheInstance()->clean() ? "Cache cleared!" : "There is some error!"; echo "\n\n"; } catch (exception $e) { die("[ERROR:" . $e->getMessage() . "]"); }
Make sure all the double quotes come good in copy-pasting.
You can now run this script by the command "php -f clearCache.php" from your magento root location in terminal and this will start clearing all the caches for you! Once done, it will confirm by the message "Cache cleared!" or giving error message if it fails.


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Mansha Pasha is a Pakistani actress and model. She is known for her supporting roles in several critically and commercially successful television series. Her performance in the romantic series Mohabbat subh ka Sitara in 2013 proved to be a breakthrough for her and earned her the Hum Award for best-supporting …Read More »
Home / Tag Archives: Actress Mansha Pasha


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do you wanna eat do you wanna sleep do you wanna drown
Running is going great. I hate rest days. Last night I was feeling stressed and anxious and found myself wishing I could run, but that wasn't possible since yesterday morning made three straight days of running. Then I just wished I could have a cigarette (I didn't).
I'm still getting better every time I go out, but I haven't attempted to run more than three minutes at a time yet. I imagine that will happen next week.
I'm also losing weight – I've lost a little over 20 pounds since the beginning of June. I'm starting to feel like I look better, and I'm beginning to hate my body less (I'm still 15 pounds or so from liking it).
All of that is pretty boring to anyone who isn't me, but here's the playlist I just threw together for tomorrow morning. Seems like good Friday jams.


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Indeed savvy Wonder Core viable so we are very sure that it will help you to get you solid, hot, SIX PACK ABS you've generally needed! Money Saver


text: Fidelity Notifies Employees of Reduction in Annual Plan Level Fee Date: July 27, 2018 Fidelity Investments sent each of us an e-mail to our corporate e-mail account advising us of impending reductions to the Annual Plane level fee which is comprised of administrative and record keeping fees. For 2018, the fee has been reduced to $33.50 per participant. Effective January 1, 2019, the Annual Plan level fee with be further reduced to $33.00 per participant. If you have any questions about the Annual Plan level fees, please contact Fidelity Investments at 800 245 9034. Share this page: More News


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Fri 18 May 2018
Billionaire Blue Blood Financier
Posted by David Dudley Field '25 under Chase Coleman '97 at 6:11 am
When was the last time an Eph made Page Six, the New York Post's gossip page? Thursday!
Save Venice, but trash our $52 million Central Park co-op!
A billionaire blue blood financier let guests vandalize his fancy Upper East Side pad with graffiti while playing beer pong following a swanky society gala.
The glamorous Save Venice masquerade ball has become a hotter ticket than the Met Gala among New York's elite.
Masked guests this year included Sienna Miller and too many princesses to count, including Maria-Olympia of Greece , Marie-Chantal of Greece and Saudi royal Deena Aljuhani Abdulaziz.
But while an official Save Venice after-party was held at high-end eatery the Pool, we hear the place to be was a fun-filled bash at Wall Street investor Chase Coleman III' s apartment at an East 66th Street co-op near Central Park, where guests were invited to vandalize the French plastered walls with cans of spray paint as they partied into the early hours.
Coleman — who's a descendant of Peter Stuyvestant — and his wife, Stephanie, purchased the pad in 2016 for $52 million.
It is vacant, waiting to be redone by hot architect Peter Marino.
The couple will reportedly combine the 15-room abode with the two units they own a floor above.
Demolition starts this week, so they offered the walls as canvasses for the arty crowd.
"A select group migrated to this vacant apartment," a source told Page Six. "All the lights were off, and people were spray-painting the apartment and playing beer pong all night."
See children! The skills you learn at Williams — like petty vandalism and beer pong — will be very useful as you enter the corridors of power. Study them hard!Print • Email
|« Faculty Political Diversity, 3
|How to Hire Conservative/Republican/Libertarian Faculty »
3 Responses to "Billionaire Blue Blood Financier"
Doug says:
I'd never heard the name Chase Coleman before. He's got to be one of just a few billionaire alums. Is he a donor to the college? It says he has donated to republican causes on Wikipedia — would be intrigued if a republican would donate to the Williams of today.
frank uible says:
And Madame Defarge sits knitting.
ZSD says:
or …
You can follow this conversation by subscribing to the comment feed for this post
If a comment you submitted does not show up, please email us at eph at ephblog dot com. Please note that commenters are required to use a valid email address when submitting comments.


text: Coastal Credit Union Share: Banks, Banking Associations, Financial Institutions Coastal Credit Union Visit Website 236 Dabney Drive Henderson , North Carolina 27536 (800) 868-4262 Hours: Teller hours Sunday - Saturday 7am-7pmMember Service Hours Monday-Friday 8:30am-5:30pm About Map About At Coastal Federal Credit Union, we share. We share by listening to your financial needs, as our member, not selling to you like you're just a customer. What's Nearby? Distance: 5 10 15 20 25 50 mi.


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ORANGE WALK TOWN–Axel Fuentes, 36, a Guatemalan who resides in Ranchito in the Corozal District, was remanded to prison until October 29 when he appeared this afternoon in the Orange Walk Magistrate's Court after police busted him at about 8:30 last night with over 40 pounds of pure cocaine, valued at about $12.3 million dollars.
Police said that they and Orange Walk District Customs officials had been operating a vehicle checkpoint between Miles 56 and 57 on the Philip Goldson Highway when they stopped a Toyota pickup driven by Fuentes, a Guatemalan/Belizean of Ranchito Village and searched for contraband goods.
Police reportedly found an icebox in the vehicle pan. The icebox was opened and the officers saw fish in the box. The fish were all taken out and police found another covering, and when that was removed, they found cocaine underneath, which, when weighed, amounted to 19 kilograms, or 41 pounds.
The driver of the truck, who was alone in the vehicle, was immediately arrested and taken to the Orange Walk Police Station, where he was charged with drug trafficking.
He was taken to the Orange Walk Magistrate's Court this morning, where he was arraigned for the charge and remanded to the prison.
A pound of cocaine, according to online information, costs US$9,000 in Colombia, and US$27,000 in the United States.
Once in the United States, the cocaine is cut (diluted) five or six times, and is worth about US$150,000 per pound when finally sold on the street, giving a value of over BZ$12.3 million for the 41 pounds of the drug found in the truck.


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About Oasis Living
Living in the Oasis
Oasis Living is a premium lifestyle brand, delivering beautiful decorative coordinates with uniquely designed fabrics to match your exquisite taste. Each piece of bed linen, cushion and throw is crafted using a choice selection of luxurious fabrics complemented with the finest finishing and attention to details.
Exquisitely intended to decorate your most intimate living space
Vision & Mission
Oasis Living aims to be the leading supplier and manufacturer of luxury bed linens and accessories in Singapore and the region. At Oasis Living, we seek to provide solutions to decorate and enrich functionally and aesthetically your most intimate living space.
At Oasis Living, we have a skillful team of people dedicated to produce quality products with the finest finishing and final touch. Our retail collections are ensured with unique designs, comfort, style and quality.
Oasis Living core customers are direct consumers, purchasing retail and custom made collections. In addition, the company expands its base of interior decorators and interior designers, gaining market share in the commercial sector.
Our Brands
Custom Made
The custom made collection features linens, bed covers and cushions customized to match your exquisite tastes. Choose from a selection of fine fabrics and we promise outstanding workmanship to meet your distinct requests.


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Build Call to Action into Your Brand Perception Research
These days, post-transaction surveys are ubiquitous. Brands large and small take advantage of internet-based survey technology to evaluate the customer experience at almost every touch point. Similarly, loyalty proxy methodologies such as Net Promoter (NPS) are very much in vogue. However, many NPS surveys are fielded in a post-transaction context (potentially exposing the research to sampling bias as a result of only hearing from customers who have recently conducted a transaction), and are not designed in a manner that will give managers appropriate information upon which to take action on the research.
At their core, loyalty proxies are brand perception research – not transactional. We believe it is a best practice to define the sample frame as the entire customer base, as opposed to customers who have recently interacted with the brand. Ultimately, these surveys are image and perception research of the brand across the entire customer base.
Happily, this perception research offers an excellent opportunity to gather customer perceptions of the brand, compare them to your desired brand image, as well as measure engagement or wallet share. An excellent survey instrument to accomplish this is a survey divided into three parts:
- Loyalty Proxy: Consisting of the NPS rating or some other appropriate measure and 1 or 2 follow up questions to explore why the customer gave the NPS rating they did.
- Image perception: consisting of 3 or 4 questions to determine how customers perceive the brand.
- Engagement/Wallet Share: consisting of 3 or 4 questions to determine if the customer considers the brand their primary provider, and to gauge share of wallet of various financial products & services across the brand and its competitors.
This research plan will not only yield an NPS, but it will provide insight into why the customers assigned the NPS they did, evaluate the extent to which the entire customer base's impressions of the brand matches your desired brand image, as well as identify how the brand is perceived by promoters and detractors. This plan will also yield valuable insight into share of wallet, and how wallet share differs for promoters and detractors.
Such a survey need not be long, the above objectives can be accomplished with 10 – 12 questions and will probably take less than 5 minutes for the customer to complete.
In a subsequent posts, we will explore each of these 3-parts of the survey in more detail:
Taking Action on Mystery Shop Results
Previously we examined best practices in mystery shop sample planning.
Call to Action Analysis
A best practice in mystery shop design is to build in call to action elements designed to identify key sales and service behaviors which correlate to a desired customer experience outcome. This Key Driver Analysis determines the relationship between specific behaviors and a desired outcome. For most brands and industries, the desired outcomes are purchase intent or return intent (customer loyalty). This approach helps brands identify and reinforce sales and service behaviors which drive sales or loyalty – behaviors that matter.
Earlier we suggested anticipating the analysis in questionnaire design in a mystery shop best practice. Here is how the three main design elements discussed provide input into call to action analysis.
Shoppers are asked if they had been an actual customer, how the experience influenced their return intent. Cross-tabulating positive and negative return intent will identify how the responses of mystery shoppers who reported a positive influence on return intent vary from those who reported a negative influence. This yields a ranking of the importance of each behavior by the strength of its relationship to return intent.
In addition, paired with this rating is a follow-up question asking, why the shopper rated their return intent as they did. The responses to this question are grouped and classified into similar themes, and cross-tabulated by the return intent rating described above. The result of this analysis produces a qualitative determination of what sales and service practices drive return intent.
The final step in the analysis is identifying which behaviors have the highest potential for ROI in terms of driving return intent. This is achieved by comparing the importance of each behavior (as defined above) and its performance (the frequency in which it is observed). Mapping this comparison in a quadrant chart, like the one to the below, provides a means for identifying behaviors with relatively high importance and low performance, which will yield the highest potential for ROI in terms of driving return intent.
This analysis helps brands focus training, coaching, incentives, and other motivational tools directly on the sales and service behaviors that will produce the largest return on investment – behaviors that matter.
Taking Action
Part of Balanced Scorecard
A best practice in mystery shopping is to integrate customer experience metrics from both sides of the brand-customer interface as part of an incentive plan. The exact nature of the compensation plan should depend on broader company culture and objectives. In our experience, a best practice is a balanced score card approach which incorporates customer experience metrics along with financial, internal business processes (cycle time, productivity, employee satisfaction, etc.), as well as innovation and learning metrics.
Within these four broad categories of measurement, Kinēsis recommends managers select the specific metrics (such as ROI, mystery shop scores, customer satisfaction, and cycle time), which will best measure performance relative to company goals. Discipline should be used, however. Too many can be difficult to absorb. Rather, a few metrics of key significance to the organization should be collected and tracked in a balanced score card.
Best in class mystery shop programs identify employees in need of coaching. Event-triggered reports should identify employees who failed to perform targeted behaviors. For example, if it is important for a brand to track cross- and up-selling attempts in a mystery shop, a Coaching Report should be designed to flag any employees who failed to cross- or up-sell. Managers simply consult this report to identify which employees are in need of coaching with respect to these key behaviors – behaviors that matter.
Click here for the next installment in this series: Mystery Shop Program Launch.
Research Tools to Monitor Planned Interactions Through the Customer Life Cycle
As we explored in an earlier post, 3 Types of Customer Interactions Every Customer Experience Manager Must Understand, there are three types of customer interactions: Stabilizing, Critical, and Planned.
The third of these, "planned" interactions, are intended to increase customer profitability through up-selling and cross-selling.
These interactions are frequently triggered by changes in the customer's purchasing patterns, account usage, financial situation, family profile, etc. CRM analytics combined with Big Data are becoming quite effective at recognizing such opportunities and prompting action from service and sales personnel. Customer experience managers should have a process to record and analyze the quality of execution of planned interactions with the objective of evaluating the performance of the brand at the customer brand interface – regardless of the channel.
The key to an effective strategy for planned interactions is appropriateness. Triggered requests for increased spending must be made in the context of the customer's needs and permission; otherwise, the requests will come off as clumsy and annoying. By aligning information about execution quality (cause) and customer impressions (effect), customer experience managers can build a more effective and appropriate approach to planned interactions.
Research Plan for Planned Interactions
The first step in designing a research plan to test the efficacy of these planned interactions is to define the campaign. Ask yourself, what customer interactions are planned based on customer behavior? Mapping the process will define your research objectives, allowing an informed judgment of what to measure and how to measure it.
For example, after acquisition and onboarding, assume a brand has a campaign to trigger planned interactions based on triggers from tenure, recency, frequency, share of wallet, and monetary value of transactions. These planned interactions are segmented into the following phases of the customer lifecycle: engagement, growth, and retention.
Engagement Phase
Often it is instructive to think of customer experience research in terms of the brand-customer interface, employing different research tools to study the customer experience from both sides of this interface.
In our example above, management may measure the effectiveness of planned experiences in the engagement phase with the following research tools:
|Customer Side
|Brand Side
|Post-Transaction Surveys
Post-transaction surveys are event-driven, where a transaction or service interaction determines if the customer is selected for a survey, targeting specific customers shortly after a service interaction. As the name implies, the purpose of this type of survey is to measure satisfaction with a specific transaction.
|Transactional Mystery Shopping
Mystery shopping is about alignment. It is an excellent tool to align sales and service behaviors to the brand. Mystery shopping focuses on the behavioral side of the equation, answering the question: are our employees exhibiting the sales and service behaviors that will engage customers to the brand?
|Overall Satisfaction Surveys
Overall satisfaction surveys measure customer satisfaction among the general population of customers, regardless of whether or not they recently conducted a transaction. These surveys give managers a feel for satisfaction, engagement, image and positioning across the entire customer base, not just active customers.
|Alternative Delivery Channel Shopping
Website mystery shopping allows managers of these channels to test ease of use, navigation and the overall customer experience of these additional channels.
|Employee Surveys
Employee surveys often measure employee satisfaction and engagement. However, they can also be employed to understand what is going on at the customer-employee interface by leveraging employees as a valuable and inexpensive resource of customer experience information.They not only provide intelligence into the customer experience, but also evaluate the level of support within the organization, and identifies perceptual gaps between management and frontline personnel.
Growth Phase
In the growth phase, one may measure the effectiveness of planned experiences on both sides of the customer interface with the following research tools:
|Customer Side
|Brand Side
|Awareness Surveys
Awareness of the brand, its products and services, is central planned service interactions. Managers need to know how awareness and attitudes change as a result of these planned experiences.
|Cross-Sell Mystery Shopping
In these unique mystery shops, mystery shoppers are seeded into the lead/referral process. The sales behaviors and their effectiveness are then evaluated in an outbound sales interaction.
|Wallet Share Surveys
These surveys are used to evaluate customer engagement with and loyalty to the brand. Specifically, to determine if customers consider the brand their primary provider, and identify potential road blocks to wallet share growth.
Retention Phase
Finally, planned experiences within the retention phase of the customer lifecycle may be monitored with the following tools:
|Customer Side
|Brand Side
|Lost Customer Surveys
Lost customer surveys identify sources of run-off or churn to provide insight into improving customer retention.
|Life Cycle Mystery Shopping
Shoppers interact with the company over a period of time, across multiple touch points, providing broad and deep observations about sales and service alignment to the brand and performance throughout the customer lifecycle across multiple channels.
|Comment Listening
Comment tools are not new, but with modern Internet-based technology they can be used as a valuable feedback tool to identify at risk customers and mitigate the causes of their dissatisfaction.
Call to Action – Make the Most of the Research
Research without call to action may be interesting, but not very useful. Regardless of the research choices you make, be sure to build call to action elements into research design.
For mystery shopping, we find linking observations to a dependent variable, such as purchase intent, identifies which sales and service behaviors drive purchase intent – informing decisions with respect to training and incentives to reinforce the sales activities which drive purchase intent.
For surveys of customers, we recommend testing the effectiveness of the onboarding process by benchmarking three loyalty attitudes:
- Would Recommend: The likelihood of the customer recommending the brand to a friend relative or colleague.
- Customer Advocacy: The extent to which the customer agrees with the statement, "you care about me, not just the bottom line?"
- Primary Provider: Does the customer consider the brand their primary provider for similar services?
As you contemplate campaigns to build planned experiences into your customer experience, it doesn't matter what specific model you use. The above model is simply for illustrative purposes. As you build your own model, be sure to design customer experience research into the planned experiences to monitor both the presence and effectiveness of these planned experiences.
3 Types of Customer Interactions Every Customer Experience Manager Must Understand
Every time a customer interacts with a brand, they learn something about that brand, and adjust their behavior based on what they learn. They will adjust their behavior in ways that are either profitable or unprofitable for the brand. The implication of this proposition is that the customer experience can be managed in such a way to influence customer behavior in profitable ways.
In order to understand how to drive customer behaviors via the customer experience, it is first, is important to define the customer behaviors you wish to influence, and to align marketing message, performance standards, training content, employee incentives and measurement systems to encourage those behaviors.
It is impossible, of course, to plan every customer experience or to ensure that every experience occurs exactly as intended. However, companies can identify the types of experiences that impart the right kind of information to customers at the right times. It is useful to group these experiences into three categories of company/customer interaction: Stabilizing, Critical, and Planned.
Stabilizing interactions promote customer retention, particularly in the early stages of the relationship.
New customers are at the highest risk of defection. As customers become more familiar with a brand they adjust their expectations accordingly, however new customers are more likely to experience disappointment, and thus more likely to defect. Turnover by new customers is particularly hard on profits because many defections occur prior to break-even, resulting in a net loss for the company. Thus, experiences that stabilize the customer relationship early on ensure that a higher proportion of customers will reach positive profitability.
The keys to an effective stabilizing strategy are education, competence and consistency.
Education influences expectations, helping customers develop a realistic expectations. It goes beyond simply informing customers about the products and services offered by the company. It systematically informs new customers how to use the brand's services more effectively and efficiently, how to obtain assistance, how to complain, and what to expect as the relationship progresses. In addition to influencing expectations, systematic education leads to greater efficiency in the way customers interact with the company, thus driving down the cost of customer service and support.
Critical interactions are service encounters that lead to memorable customer experiences. While most service is routine, from time to time a situation arises that is out of the ordinary: a complaint, a question, a special request, a chance for an employee to go the extra mile. The outcomes of these critical incidents can be either positive or negative, depending upon the way the company responds to them; however, they are seldom neutral. The longer a customer remains with a company, the greater the likelihood that one or more critical interactions will have occurred.
Because they are memorable and unusual, critical interactions tend to have a powerful effect on the customer relationship. We often think of as "moments of truth where the brand has an opportunity to solidify the relationship earning a loyal customer or risk the customer's defection. Positive outcomes lead to "customer delight" and word-of-mouth endorsements, while negative outcomes lead to customer defections, diminished share of wallet and unfavorable word-of-mouth.
The key to an effective critical interaction strategy is opportunity. Systems and processes must be in a position to react to these critical moments of truth.
An effective customer experience strategy should include systems for recording critical interactions, analyzing trends and patterns, and feeding that information back to the organization. Employees can then be trained to recognize critical opportunities, and empowered to respond to them in such a way that they will lead to positive outcomes and desired customer behaviors.
Planned interactions are intended to increase customer profitability through up-selling and cross-selling. These interactions are frequently triggered by changes in the customers' purchasing patterns, account usage, financial situation, family profile, etc. CRM analytics combined with Big Data are becoming quite effective at recognizing such opportunities and prompting action from service and sales personnel. Customer experience managers should have a process to record and analyzing the quality of execution of planned interactions with the objective off evaluating the performance of the brand at the customer brand interface – regardless of the channel.
The key to an effective strategy for planned interactions is appropriateness. Triggered requests for increased spending must be made in the context of the customers' needs and permission; otherwise the requests will come off as clumsy and annoying. By aligning information about execution quality (cause) and customer impressions (effect), customer experience managers can build a more effective and appropriate approach to planned interactions.
For additional perspectives on research techniques to monitor the customer experience in the stabilizing phase of the relationship, see the post: Onboarding Research: Research Techniques to Track Effectiveness of Stabilizing New Customer Relationships.
For additional perspectives on a research methodology to investigate "Critical" experiences, see the post: Critical Incident Technique: A Tool to Identify and Prepare for Your Moments of Truth.
For additional perspectives on research methodologies to investigate "Planned" experiences through out the customer life cycle, see the post: Research Tools to Monitor Planned Interactions Through the Customer Life Cycle.
The Human Element: Sales and Service, Bank's Last Link in the Marketing Chain
What if I told you that after all your efforts with marketing (product, positioning and price), there is a one-in-ten chance the branch representatives will undermine the sale?
Now more than ever, it is critical for banks to establish themselves as the primary provider of financial services, not only for deposit accounts but across a variety of financial products and services. Increasing the average products per customer will require a strategic approach to both product design and marketing. However, at the end of this strategic marketing process, there is the human element, where prospective customers must interact with bank employees to complete the sales process.
As part of our services to our clients, Kinesis tracks purchase intent as a result of in-branch sales presentations. According to our research, 10% of in-branch sales presentations observed by mystery shoppers, result in negative purchase intent.
What do these 10% failed sales presentations look like?
Here are some quotes describing the experience:
"There was no personal attention. The banker did not seem to care if I was there or not. At the teller line, there was only one teller that seemed to care that there were several people waiting. No one moved with a sense of urgency. There was no communication materials provided."
Here's another example…
"It was painfully obvious that the banker was lacking basic knowledge of the accounts."
Yet another…
"Brian did not give the impression that he wanted my business. He did not stand up and shake my hand when I went over to his desk. He very rarely made eye contact. I felt like he was just going through the motions. He did not ask for my name or address me by my name. He told me about checking account products but failed to inquire about my situation or determine what needs I have or might have in the future. He did not wrap up the recommendation by going over everything nor did he ask for my business. He did not thank me for coming in."
In contrast, here is what the shops with positive intent look like:
"The appearance of the bank was comfortable and very busy in a good way. The customers were getting tended to and the associates had the customers' best interests in mind. The response time was amazing and I felt as if the associate was sincere about wanting me as a customer, but he was not pushy or demanding about it."
Now…after all the effort and expense of a strategic cross-sell strategy, which of the above experiences do you want your customers to encounter?
Would it be acceptable to you as a marketer to at the end of a strategic marketing campaign, have 10% of the sales presentations undermine its success?
These are rhetorical questions.
Time and time again, in study after study, we consistently observe that purchase intent is driven by two dimensions of the customer experience: reliability and empathy. Customers want bankers who care about them and their needs and have the ability to satisfy those needs. Specifically, our research suggests the following behaviors are strongly related to purchase intent:
- Friendly/Smile/Courteous
- Greeting/Stand to Greet/Acknowledge Wait
- Interest in Helping/Offer Assistance
- Discuss Benefits/Solutions
- Promised Services Get Done
- Accuracy
- Professionalism
- Express Appreciation/Gracious
- Personalized Comment (such as, How are you?)
- Listen Attentively/Undivided Attention
As part of any strategic marketing campaign to both bring in new customers as well as increase wallet share of existing customers, it is incumbent on the institution to install appropriate customer experience training, sales and service monitoring, linked with incentives and rewards structures to motivate sales and service behaviors which drive purchase intent.
The 5 Service Dimensions All Customers Care About
Reprinted with permission from Chris Arlen, of Service Performance.
by CHRIS ARLEN
Not All Dimensions Are Equal
All dimensions are important to customers, but some more than others.
Service providers need to know which are which to avoid majoring in minors. At the same time they can't focus on only one dimension and let the others suffer.
SERVQUAL research showed dimensions' importance to each other by asking customers to assign 100 points across all five dimensions.*
Here's their importance to customers.
The 5 Service Dimensions Customers Care About
What's this mean for service providers?
#1 Just Do It
RELIABILITY: Do what you say you're going to do when you said you were going to do it.
Customers want to count on their providers. They value that reliability. Don't providers yearn to find out what customers value? This is it.It's three times more important to be reliable than have shiny new equipment or flashy uniforms.
Doesn't mean you can have ragged uniforms and only be reliable. Service providers have to do both. But providers first and best efforts are better spent making service reliable.
Whether it's periodics on schedule, on-site response within Service Level Agreements (SLAs), or Work Orders completed on time.
#2 Do It Now
RESPONSIVENESS: Respond quickly, promptly, rapidly, immediately, instantly.
Waiting a day to return a call or email doesn't make it. Even if customers are chronically slow in getting back to providers, responsiveness is more than 1/5th of their service quality assessment.
Service providers benefit by establishing internal SLAs for things like returning phone calls, emails and responding on-site. Whether it's 30 minutes, 4 hours, or 24 hours, it's important customers feel providers are responsive to their requests. Not just emergencies, but everyday responses too.
Call centers typically track caller wait times. Service providers can track response times. And their attainment of SLAs or other Key Performance Indicators (KPIs) of responsiveness. This is great performance data to present to customers in Departmental Performance Reviews.
#3 Know What Your Doing
ASSURANCE: Service providers are expected to be the experts of the service they're delivering. It's a given.
SERVQUAL research showed it's important to communicate that expertise to customers. If a service provider is highly skilled, but customers don't see that, their confidence in that provider will be lower. And their assessment of that provider's service quality will be lower.
Service providers must communicate their expertise and competencies – before they do the work. This can be done in many ways that are repeatedly seen by customers, such as:
- Display industry certifications on patches, badges or buttons worn by employees
- Include certification logos on emails, letters & reports
- Put certifications into posters, newsletters & handouts
By communicating competencies, providers can help manage customer expectations. And influence their service quality assessment in advance.
#4 Care about Customers as much as the Service
EMPATHY: Services can be performed completely to specifications. Yet customers may not feel provider employees care about them during delivery. And this hurts customers' assessments of providers' service quality.
For example, a day porter efficiently cleans up a spill in a lobby. However, during the clean up doesn't smile, make eye contact, or ask the customer if there is anything else they could do for them. In this hypothetical the provider's service was performed fully. But the customer didn't feel the provider employee cared. And it's not necessarily the employees fault. They may not know how they're being judged. They may be overwhelmed, inadequately trained, or disinterested.
Providers' service delivery can be as important as how it was done. Provider employees should be trained how to interact with customers and their end-users. Even a brief session during initial orientation helps. Anything to help them understand their impact on customers' assessment of service quality.
#5 Look Sharp
TANGIBLES: Even though this is the least important dimension, appearance matters. Just not as much as the other dimensions.
Service providers will still want to make certain their employees appearance, uniforms, equipment, and work areas on-site (closets, service offices, etc.) look good. The danger is for providers to make everything look sharp, and then fall short on RELIABILITY or RESPONSIVENESS.
At the End of the Day
Customers' assessments include expectations and perceptions across all five SERVQUAL dimensions. Service providers need to work on all five, but emphasize them in order of importance. If sacrifices must be made, use these dimensions as a guide for which ones to rework.
Also, providers can use SERVQUAL dimensions in determining specific customer and site needs. By asking questions around these dimensions, providers can learn how they play out at a particular location/bid opportunity. What dimensions are you in?
* For a description of the SERVQUAL methodology, see the following post: SERVQUAL Model: A Multi-Item Tool for Comparing Customer Perceptions vs. Expectations
SERVQUAL Model: A Multi-Item Tool for Comparing Customer Perceptions vs. Expectations
Looking for a tried and true model to understand your service quality?
The SERVQUAL model is an empiric model that has been around for nearly 30 years. While not new, it is a foundation of many of the service quality and customer experience concepts in use today. It is a gap model designed to measure gaps between customer perceptions relative to customer expectations.
SERQUAL describes the customer experience in terms of five dimensions:
1. TANGIBLES – Appearance of physical facilities, equipment, personnel, and communication materials
2. RELIABILITY – Ability to perform the promised service dependably and accurately
3. RESPONSIVENESS – Willingness to help customers and provide prompt service
4. ASSURANCE – Knowledge and courtesy of employees and their ability to convey trust and confidence
5. EMPATHY – Caring, individualized attention the firm provides its customers
Each of these five dimensions is measured using a survey instrument consisting of individual attributes which role up into each dimension.
For example, each of the five dimensions may consist of the following individual attributes:
• Appearance/cleanliness of physical facilities
• Appearance/cleanliness of personnel
• Appearance/cleanliness of communication/marketing materials
• Appearance/cleanliness of equipment
• Perform services as promised/right the first time
• Perform services on time
• Follow customer's instructions
• Show interest in solving problems
• Telephone calls/other inquiries answered promptly
• Willingness to help/answer questions
• Problems resolved quickly
• Knowledgeable employees/job knowledge
• Employees instill confidence in customer
• Employee efficiency
• Employee recommendations
• Questioning to understand needs
• Interest in helping
• Individualized/personal attention
• Ease of understanding/use understandable terms
• Understand my needs/recommending products to best fit my needs
• The employees have my best interests at heart
Call to Action
Research without a call to action may be informative, but not very useful. By measuring both customer perceptions and expectations, SERVQUAL gives managers the ability to prioritize investments in the customer experience based not only on their performance, but performance relative to customer expectations.
The first step in taking action on SERVQUAL results is to calculate a Gap Score by simply subtracting the expectation rating from the perception rating for each attribute (Gap Score = Perception – Expectation). This step alone will give you a basis for ranking each attribute based on its gap between customer perceptions and expectations.
Service Quality Score
In addition to ranking service attributes, the Gap Score can be used to calculate both a Service Quality Score based on the relative importance assigned by customers to each of the five service quality dimensions.
The first step in calculating a Service Quality Score is to average the Gap Score of each attribute within each dimension. This will give you the Gap Score for each dimension (GSD). Averaging the dimension Gap Scores will yield an Unweighted Service Quality Score.
From this unweighted score it is a three step process to calculate a Weighted Service Quality Score.
First, determine importance weights by asking customers to allocate a fixed number of points (typically 100) across each of the five dimensions based on how important the dimension is to them. This point allocation will yield a weight for each dimension based on its importance.
The second step is to multiply the Gap Score for each dimension (GSD) by its importance weight. The final step is to simply sum this product across all five dimensions; this will yield a Weighted Service Quality Score.
Click here for a more detailed step by step description of score calculation.
What does all this mean? See the following post for discussion of the implications of SERVQUAL for customer experience managers: The 5 Service Dimensions All Customers Care About.


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France V Croatia: What You Need To Know For The World Cup Final
Four years of waiting comes down to just one game, as France and Croatia go for glory in the World Cup final.
In the early hours of Monday morning, another chapter in the history of sport will be written, with the final of the 2018 World Cup.
After what will be 63 games in what has been the strangest World Cup to date (including poor Belgium and England in the game no one wants to contest -- the third place play-off), it all comes down to France and Croatia.
The two teams play very different styles, France love a long ball to their strikers while Croatia's magic midfield dance around their opposition, and their paths to the final couldn't have been any more different.
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Firm favourites going into the tournament, Les Bleus have proven why with a tough but convincing run to the final.
The French topped Group C, with wins over Australia and Peru, and a deadrubber draw with Denmark.
They made history for being the first team to have a penalty awarded by VAR at a World Cup, with Griezmann awarded a spot kick against Australia in what was a shaky start for the French. They won 2-1, but in what was arguably the Socceroos' best game, they were put the to test.
Peru also caused problems with their fast play, and were unlucky to lose 1-0 to France despite seeing more of the ball.
The French had the only 0-0 draw of the tournament against Denmark with both teams sure to progress to the knockout stages with a tie.
Despite being on the 'tough side of the draw', the French had a fairly easy run into the final, despite an initial hurdle.
Their round of 16 game against Argentina was one of the matches of the tournament. The seven-goal thriller went down to the wire, but the French held on despite a last gasp charge from the Argentines.
Their quarter-final match against a well-performing Uruguay was touted as one of the most tightly-contested games of the tournament, but fizzled with a convincing 2-0 win for the French.
The French brushed aside Belgium in the semi-finals with another 2-0 win, but were accused by Belgian goalkeeper Thibaut Courtois of playing 'anti-football'.
But France won't be complaining as they booked their spot in the final.
This tweet is unavailable or no longer exists.
Pace. A quick front line-up give the opposition little chance to catch them when attacking on the counter. The French backline is also solid -- walls have been easier to break down than these guys.
Cut off the long ball to Kylian Mbappe and the French are in trouble. They have struggled to create chances from the middle, and striker Olivier Giroud has yet to register a goal in six games.
The Croatians were a dark horse team -- with one of the best midfields in the game they are a side that has underachieved in recent years.
But the Vatreni have clearly shaken off any doubters and were one of the best teams in the group stages, topping Group D with three wins.
A convincing 2-0 win over Nigeria was only bettered by a 3-0 slaying of Argentina, running riot with their creativity and vision all over the pitch.
They conceded their first goal of the tournament against Iceland, but remained undefeated with a 2-1 win.
However the knock-out stages weren't quite as easy for the Croatians.
They suffered a nightmare start against Denmark, conceding a goal after just 57 seconds, but were back in the match just three minutes later. A penalty shootout where both keepers stole the show followed extra time, and Croatia progressed.
Against tournament hosts Russia the match went into the most thrilling-of-extra-times the World Cup has seen, with both sides scoring. The Croatians went into another penalty shoot out and once again goalkeeper Danijel Subašić was the man of the moment.
An emotional semi-final against England didn't seem to be going to plan, conceding in just the fifth minute. But the Croatians rallied and sent yet another match into extra time. A history-making goal in the 109th minute sent Croatia to their first ever World Cup final.
They may be in the final, but Croatian fans have lost years off their life with stress.
Luka Modric. The tiny magician is a shoe-in for the Golden Ball, and has dominated the midfield at this World Cup. The Croatians have also not relied on any one player for goals -- eight separate players have scored and none more than twice.
With all three of their knockout games going to extra time they have played an extra 90 minutes (or one full game) more than the French and those legs will be weary.


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Israel has named a strong team, laced with EuroLeague players ahead of their upcoming World Cup qualifiers against Great Britain and Estonia.
Maccabi FOX Tel Aviv players Karam Mashour, Jake Cohen, Itay Segev and Yovel Zoosman have all been included in the 24-man roster.
The Israelis will be hoping to secure the double over Estonia, following their 88-68 win on match night one. While they aim to pile more misery on GB, who have yet to claim a win in Group H from their two games played.
Israel plays Great Britain in Tel Aviv on Friday, February 23, which is followed by a trip to Tallinn to play Estonia on Sunday, February 25.
Israel squad: Karam Mashour, Itay Segev, Jake Cohen, Yovel Zoosman, Joe Alexander, Guy Pnini, Tamir Blatt, Richard Howell, Ben Altit, Joaquin Szuchman, Nimrod Levi, Adam Ariel, Raviv Limonad, Tomer Ginat, Rafi Menco, Igor Nesterenko, Yiftach Ziv, Idan Zalmanson, Avi Ben Shimol, Oz Blayzer, Gal Mekel, Shawn Dawson.


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Members of the Airpower Foundation pose for a group photo in front of an F-35A Lightning II, March 8, 2019 at Luke Air Force Base, Ariz. Tour members included two Medal of Honor recipients, five Purple Heart recipients and an assortment of veterans from every branch of the military.
Medal of Honor recipients Donald Ballard and John Baca pose for a photo with Col. Michael Richardson, 56th Fighter Wing vice commander and Chief Master Sgt. Ronald Thompson, 56th FW command chief, March 8, 2019 at Luke Air Force Base, Ariz. Ballard and Baca visited the base with the Airpower Foundation, a non-profit organization that supports wounded warriors, veterans and children who have lost parents in a war.
Brig. Gen. Todd Canterbury, 56th Fighter Wing commander, places his F-35A Lightning II helmet on an Airpower Foundation member during a base tour, March 8, 2019 at Luke Air Force Base, Ariz. The foundation visited multiple locations at Luke including the F-35 Academic Training Center and the 56th Maintenance Group weapons standardization to learn more about the wing mission of training the world's greatest fighter pilots and combat ready Airmen.


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F-Secure Quickly Fixes 23 Flaws In Its Anti-Virus Products
Finnish security company F-Secure released patches for its flagship Windows and Linux anti-virus line Thursday to fix flaws revealed by an independent researcher.
The bugs in 23 editions of F-Secure Anti-Virus, Internet Gatekeeper, and Internet Security affect how it parses .zip and .rar compressed files, according to the researcher, Thierry Zoller, who works for an unnamed Luxembourg security firm.
Maliciously crafted .zip files can be used to create a buffer overflow on PCs defended with F-Secure titles; after that, hackers could load their own code onto the compromised machine. A second flaw can be exploited with specially made .zip or .rar files to hide malicious code from the anti-virus scanning engine, giving users a false sense of security and attackers a way to sneak stuff past protection.
F-Secure dubbed the flaws "Critical," and rolled out fixes Thursday. Patches can be downloaded from the Helsinki-based company's FTP servers. (F-Secure Anti-Virus 2004/2005/2006, Internet Security 2004/2005/2006, and Personal Express 6.2 and earlier will automatically retrieve the fixes.)
Source: InformationWeek


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blog archive
Tag Archives: mrs. dee
Party Weekend 2.
Saturday surprise party for Mrs. Jess her husband. Mike turned 40. He thought it was a super surprise.
Posted in 2*52, Mrs. Dee, Mrs. Jess Tagged 2x52, 40, forty, fun, mrs. dee, party, surprise party, twotimesfiftytwo 2 Comments
Party Weekend 1.
Mrs Dee had a wonderful party weekend. Friday a New Year's celebration. A sketch up artist made this cartoon of her.
Posted in 2*52, Mrs. Dee Tagged 2x52, blog, fun, mrs. dee, party, sketchup artist, twotimesfiftytwo, weekend Leave a comment
Posted in Happy Monday Tagged happy, happy monday, monday, mrs. dee, photography Leave a comment
Posted in 2*52 postcards, Mrs. Dee Tagged mrs. dee, postcards, Texel Leave a comment
Posted in 2*52 postcards Tagged bbq, mrs. dee, postcards, vintage cards Leave a comment
An old card, drawn by my daughter many years ago, finally send!And if I send 36 more cards until the end of the year I can still make the 52 mark. Hopefully Jess can make it too as I love … Continue reading
So proud of my little girl Chrisje. She got first at a horse riding contest it made my Monday very HAPPY ~ Mrs. Dee
Posted in 2*52, Mrs. Dee Tagged horse riding contest, mrs. dee, photography Leave a comment


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Endeavor has always been in search of people who are a mix of academician and entrepreneur at heart, somebody who can take the business and brand to a leadership position in the market applied for.
For Endeavor Franchise you need to fulfill the following criteria's:
• Hold a post-graduation /graduation degree from a reputed college.
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GREENSBORO, N.C. – The American Civil Liberties Union of North Carolina on April 9 filed a second same-sex marriage lawsuit in the Tar Heel State.
The group filed the lawsuit in federal court on behalf of three married same-sex couples who are seeking recognition of their marriages in North Carolina. They have asked the court to expedite the case because three of the six plaintiffs have serious medical conditions.
"Without the legal security that only marriage affords, these families are left vulnerable," said Jennifer Rudinger, executive director of the ACLU of North Carolina. "If they could marry or have their marriages recognized in North Carolina, the law would protect their families in countless ways."
The ACLU in 2012 filed a federal lawsuit against North Carolina's second-parent adoption ban on behalf of six gay families. The group last year amended the case to directly challenge the state's constitutional amendment that defines marriage as between a man and a woman.
The 4th U.S. Circuit Court of Appeals in Richmond, Va., will hear oral arguments in a case that challenges Virginia's same-sex marriage ban.
North Carolina, South Carolina and West Virginia also fall under the 4th Circuit's jurisdiction.


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USGA Golf Rules Learned While Playing Rocky Bayou's Golf Tournament
On Sunday, August 26th the FSGA hosted its 11th One Day Golf Tournament in the Panhandle Region at the Rocky Bayou Country Club.
Rocky Bayou Country Club features 115 acres of championship play unique to Northwest Florida. Rocky Bayou C.C. is the area's only member-owned private golf club and offers 18 holes of challenging play with wide fairways, pristinely managed greens, and five spring fed lakes. With rolling hills, sprawling oaks and stately pines, Rocky Bayou C.C. affords their members and guests a pace of play not found on any other area course. No crowds. No waiting for tee times. Just the perfect recreational golf experience on the incomparable Emerald Coast.
I'm never too old to learn to learn the intricacies of the USGA rulebook. On one hole, my drive came to rest only one yard in front of my female playing partner. Trying to be a gentleman, I asked if she wanted me to mark my ball. I marked the ball in the fairway with a penny and took my ball in hand and wiped off some mud. After her shot, I carefully replaced my ball in its exact position before marking. I committed a couple violations of USGA golf rules:
• Rule 22/23, Note 1: If a player lifts his ball without being asked to do so, he incurs a penalty of one stroke for a breach of Rule 18-2.
• A ball lifted must under this Rule must be replaced (see Rule 20-3). The ball must not be cleaned, unless it lies on the putting green (see Rule 21).
Live, Love, Laugh, Play More Golf and Learn!
Ed Bowen


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The main headline of Time this week has been a list of the most dangerous drug barons in Mexico.
In the public eye Mexico is not associated with drug barons (also called "drug lords" or "high level drug dealers") in the way the "Andean" nations of Colombia, Ecuador, Peru and Bolivia are. Many would know about the story of such drug barons as Pablo Escobar, who was in 1987 estimated to be the seventh-richest man in the world, but Mexico's drug barons are not nearly so familiar at least to me.
Coca is certainly grown in Mexico despite requiring a wetter climate than most of that country possesses, but I had assumed the country's main claim to criminal activity resided in a quite different sphere: political corruption and so-called "people smuggling".
None of the people are at all famous to me in the way Escobar was, but the "Sinaloa cartel" apparently is as dangerous as the more famous Medellin cartel in terms of its control over world markets for cocaine. There are also the "(Ciudad) Juarez Cartel", the "Gulf Cartel" and "Tijuana Cartel".
The descriptions do evoke a situation where drug-related crime is much closer to the centre of drug consumption than remote lowlands of equatorial South America. If this is so, it ought to be easier to do something about cocaine than Ameriricans probably imagine, but the images are really bad in themselves.
Friday, 22 October 2010
Not your Pancho Villa
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Hi flasher,
now Im working at an multipleChoice quiz for students.
An XML Document comprised the question, the answers, the right answer and comments.
If you click at the wrong answer you should get a replay with an special comment.
If you click at right answer you get also an comment and points or stars or other.
At last you should get something like a statistic: you need six trials for three questions.... and the stars.
Now I have difficulties with the comments and statistic.
Its so much source code so I would ask if someone like to throw a glance at my work. If so I could send it to you per mail.
Greetings hopefully


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Social care should be given a much higher national status - as an industry of strategic importance on a par with roads and railways. That was the message from John Kennedy, director of care services for the charitable Joseph Rowntree Foundation, when he gave the keynote address to Care Forum Wales (CFW) members at their June 30 AGM.
The meeting at the Catrin Finch Centre at Glyndwr University in Wrexham was attended by more than 70 independent care providers from across Wales.
Mr Kennedy, who has more than 30 years' experience in the care industry, recently produced a milestone report which was widely praised for the insight it showed in putting the sector under the spotlight – Mario Kreft, the Chair of Care Forum Wales, described it as "the biggest dose of common sense in our sector for many a year."
Mr Kennedy gave CFW members a run-down on the report and how it was prepared over the course of 12 months, which included visiting scores of care homes across England and Scotland to sound out their views.
And speaking of the findings he stressed: "Social care has to be of a higher status. In governmental terms it should be an industry of national strategic importance and should be looked at in the same way we look at roads and railways. It is fundamental to our workforce and well-being and the health service is going to collapse unless we get social care sorted out."
Mr Kennedy continued: "In the recent General Election it was never mentioned and the reason is that we have not been able to speak out as effectively to government and ministers as other industries have."
Giving the background to his report, he explained: "It seems to me that the care sector has always been in crisis and things never seem to change.
"I wanted to get under its skin and find the truth of what needs to be done to ensure that it works properly."
Mr Kennedy said: "One of the key themes is the relationship between residents and staff in homes. Each individual wants a different type of service, so whatever we do we've got to promote the development of good relationships.
"Everyone working in care knows that the quality of the relationship you have with people enhances lives. But those relationships have to be different – you can't McDonaldise a care home."
Mr Kennedy said his report had also highlighted the fact that care home staff were often poorly regarded despite their hard work and dedication to the job.
To illustrate this he said: "If, after a stroke, I was not able to look after myself properly I wouldn't want somebody who was on the minimum wage, a bit under-staffed and not always completely trusted to be responsible for my care.
"I would like someone who has the time and empathy to look after me properly. But you have to give people the time to develop that empathy.
"If you put me in a situation where I am overworked and under-resourced I will be dehumanised and it will take a great effort by managers to work against that negativity."
Mr Kennedy said his report had dealt with care home pay and compared rates with those in retail and hospitality. He explained: "I discovered that a large proportion of people are working in care as a vocation but this can be exploitative in terms of pay. But just because people get a lot out of their job doesn't mean 78 per cent should be on the minimum wage."
He added: "We have to be kind to the workforce because the system treats care homes like factories.
"In this managers have a key role to play but they have no voice and no professional body to represent them. Because of this the sector has not been able to have consistent voice."
Looking at the way care homes relate to their local communities, Mr Kennedy said that they were too often regarded as "the place on the hill with locked doors" but argued that people from outside the homes should be invited in to meet staff and residents more regularly.
Another area for improvement, said Mr Kennedy, was the way the care home sector was often portrayed in the press went something went wrong. "This leads to some staff feeling they are constantly under fire but if everyone was more supportive of the sector as a whole we'd probably end up with more care homes and those homes being more human," he said.
On the bureaucracy faced by care home managers, Mr Kennedy said: "I'd ask whether we need all the paperwork that has to be done. There is a huge amount of duplication, with the same things being prepared in a myriad formats for different people."
He suggested that to streamline bureaucracy there could be one suite of "simple and understandable" paperwork which was acceptable to a number of agencies.
Mr Kennedy also advocated a new professional body for care home managers which would help give them a powerful voice.
Mario Kreft welcomed Mr Kennedy's report saying: "John Kennedy said that our workforce is not getting the respect they deserve. We all have to ensure that social care managers are given the support and recognition they deserve to do the job and that we're not always going to blame them when things go wrong."


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Overbuilder Will Use Advent Architecture
A new proprietary, high-speed platform has snared its first convert. Hoping to provide a bundle of telecommunications services at dedicated data speeds as high as 40 megabits per second, overbuilder UtiliCorp Communications Services said it has agreed to deploy Advent Networks' proprietary "Ultraband" platform.
UtiliCorp, a non-regulated subsidiary of UtiliCorp United, said it will test Ultraband in Kansas City, Mo., early next year. If that deployment proves successful, the company plans to offer it in the overbuilder's other mid-U.S. territories, including Minneapolis; Grand Rapids, Mich.; and Tulsa, Okla.
UtiliCorp wants to provide broadband services to about 760,000 Kansas City homes.
"We're in the process of providing broadband services to underserved markets,"
UtiliCorp vice president of business development Jeff Ingram said. "We're very close to lighting up friendlies in Kansas City, and are targeting 10,000 homes passed by the end of the year."
UtiliCorp will give Ultraband a tryout during the first quarter of next year, said Ingram, providing between 5 and 40 megabits of dedicated capacity to about 100 homes.
"We'll know quickly where we stand (with Ultraband); then it's a matter of a mass deployment," he said. UtiliCorp's network will handle an average of 150 homes passed per node.
In addition to providing faster speeds, UtiliCorp also hopes Ultraband will help it to undercut incumbent prices.
"We believe we can deliver the service at a lower price than cable-modem service," UtiliCorp vice president of technology services Ken Johnson said. "If (Ultraband) works, and we think it will, it will reduce our ongoing costs."
Advent president and CEO Geoffrey Tudor said, "Utilicorp is not just selecting Ultraband for a trial, but also planning to deploy it in many other cities, as well." Advent plans to field-try its technology in more than 2.2 million homes by early 2001.
Advent, which touts former Time Warner Cable engineering vice president David Pangrac among its founding fathers, first introduced Ultraband in May of this year. Ultraband, the Austin-based company said, provides customers with an "always-on," dedicated line of high-speed connectivity.
At 40 megabits per second, the platform provides speeds high enough to send high- definition television signals to two televisions, or to feed video and Internet-protocol telephony signals simultaneously.
Those speeds are also quick enough to download a compact disc in about two minutes, Tudor said. In comparison, a digital subscriber line or cable-modem hookup would require about 80 minutes to download a CD, according to Tudor. A standard dial-up connection would take in the neighborhood of a "mind-numbing" 3,000 minutes, he added.
Ultraband's platform, which will cost a network operator roughly $1,000 per home for the customer-premise and network edge equipment, is centered on Layer 3-switched Ethernet-over-HFC (hybrid fiber-coaxial) lines.
"An operator would invest a fragment of today's CMTS (cable-modem termination system) to offer Ultraband," Tudor said.
Essentially, Ultraband removes "last-mile" DSL distance limitations and cable's shared bandwidth restrictions by providing a dedicated channel to each user, the company claimed. That would give overbuilders and MSOs the technology-enabler needed to offer "network VCR" services and subsequently stream video content from a centralized headend location or zap it to hard drives housed in consumer set-top boxes.
"Advent doesn't market a PVR (personal video recorder) or a network VCR technology," company co-founder David Fruhling conceded, calling such functionality a "killer app" for the new broadband era.
"But what our technology does offer is a big, fat data pipe that can at least open up the opportunity for the storage of personal VCR content because of the massive amount of bandwidth Ultraband makes available. It could be done at the residence on a set-top box, or centrally at the headend."
Fruhling said Advent, whose initial busines strategy is to target new network builders with small node sizes, also has received some interest about Ultraband from "major and minor" incumbent cable operators.
"We haven't targeted them proactively, so their interest has been a surprise to us," he said, noting that Pangrac's presence has helped spark some of those discussions. "Our strategy is to really not to be very active in the (incumbent cable) market, because we thought Ultraband wouldn't be very well received because it is a non-standards technology.
"We thought it was best for new network builders that were not committed to DOCSIS (Data Over Cable Service Interface Specification) standards."
Fruhling characterized talks with MSOs as "very preliminary."
"We're still in technology assessment discussions with them at this point," he added.
Tudor said another new network builder and an incumbent MSO are close to beta-testing Ultraband.
One reason why cable operators have shown some interest in Advent's technology is because Ultraband can be deployed next to DOCSIS-based infrastructure, Fruhling said.
"MSOs have been asking future technology for them," Fruhling said. "It's very easy for Ultraband to co-exist with DOCSIS."
Although Advent's platform is proprietary, when asked whether the company is interested in adding its technology to the standardization mix at Cable Television Laboratories Inc., Tudor said the company "would like to open it up."
Cable operators moving to smaller and smaller nodes are also fueling that interest, because the systems would have additional spectrum available.
That spectrum then can be allocated for dedicated, Ultraband-based services to be used by bandwidth-hungry business customers and high-end residential subscribers who want to use their computers and televisions to stream high-quality video, Fruhling said. Cable operators could use DOCSIS channels for entry-level data users who merely want to enhance their dial-up experience, he added.
"If you look at the ability of DOCSIS to penetrate the business market, it's not a great product for that," Fruhling insisted, noting the shared nature of bandwidth that runs over DOCSIS architectures. "But the business segment is very desirable for any operator that has a network, and new network operators are interested in a technology that competes with DSL or T-1."
Fruhling said Ultraband also takes the high cost of fiber-to-the-home (FTTH) out of the equation. "There's a lot of activity in the fiber-to-the-home area, because there is a tremendous thirst for bandwidth," Fruling said. He said that approach remains too expensive for most incumbent operators.
With Ultraband, he said, cable operators can leverage their current plant investment and offer FTTH speeds without making major changes to their plant. "That's why cable operators get so excited about this," Fruhling said.
Advent isn't alone in ultra-fast, proprietary platform arena. Another company that has gained some notoriety for extremely fast data speeds is AirSwitch.
That company has already wired two small Utah communities outside of Provo-Springville and American Fork-offering downstream speeds between 10 mbps and 100 mbps. AirSwitch offers the high-end service to customers for less than $30 per month.
AirSwitch, which has maintained a low profile, has said it is in deployment discussions with a handful of unnamed overbuilders.
Fruhling said one key difference between Advent's technology and that of AirSwitch is that Ultraband does not require operators to "throw away the legacy stuff and start over again."
"Ultraband can improve existing HFC plant," Fruhling said.


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