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Assemblywoman Sandy Galef, D-Ossining in July announcing a package of boating safety legislation after the death of Ossining resident Bryan Johnson. / Tania Savayan/The Journal News
Candidate interview
To watch the Editorial Board interview with for the 95th Assembly District candidates, go to http://bit.ly/TkOFYH. Find replays of all this seasons candidate interviews at
http://www. livestream.com/editorial spotlight/folder
The New York Legislature was one big mess before it began to heal two years ago, with generous assistance from Gov. Andrew Cuomo. It was bloated, unresponsive, corrupt, hyper-partisan and those were some of its more endearing qualities. One member who stood out for commendable service and forward-thinking leadership was Assembly member Sandy Galef, D-Ossining, who has been on the job since 1992.
Long before the ideas caught on, Galef got behind mandate relief and the property tax cap, and she worked hand-in-hand with local governments on shared- and consolidated-services initiatives and got results that are saving taxpayers money. When Cuomo entered office nearly two years ago, and pushed these initiatives (including consolidated state-level departments) and other reforms as part of an aggressive effort to get state government working again, he found a willing partner in Galef.
Galefs foe on the Nov. 6 ballot for the 95th District seat it covers Peekskill and the towns of Cortlandt, Kent, Ossining and Philipstown is tea party-courting Republican Kim Izzarelli of Briarcliff. The challenger laments the tax burden on New York businesses and property owners. Like Galef, she calls for changes in some collective bargaining rules to help cut costs. And like everyone on the ballot, Izzarelli is no fan of unfunded state mandates.
On another matter, Izzarelli complains that Galef has not called for the ouster of Assembly Speaker Sheldon Silver, for brokering a secret settlement to end a sexual harassment claim against fellow Democratic lawmaker Vito Lopez of Brooklyn. Galef, however, stated that she has been no wallflower on sexual harassment; she notes that she requested a state inquiry into all aspects of the Lopez affair.
The jury, so to speak, is still out on the Lopez matter, the subject of no fewer than two state reviews; the choice for district voters, however, could not be any clearer: return one of the good ones Galef to Albany.


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3000 W, 10250 BTU Hazardous Location Fan Forced Unit Heater is a perfect combination of performance and value. TPI HLA124803603.024 features pressure relief valve with cintered metal mesh flame arrestor, permanently sealed liquid to air finned tube heat exchanger core and manual reset capillary type high limit that provides high temperature regulation. Ethylene Glycol to water mixture uses a heat transfer fluid in the heater core providing -49 deg. F. (-45 deg. C) freeze damage protection.
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subset: commoncrawl


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Horror Movies Forum » General Horror Movie Discussion » Favourite Horror Movie by Country (Horror Olympics)
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Keepin it up there again. U wanna have a go Dirtygirl, UnderDog or Wolfman.
America- FrankensteinBritain- Horror of DraculaSpain- Jess Franco's Count DraculaFrance- Eyes Without a FaceItaly- SuspiriaScandinavia (includes Norway, Sweden, Finland and Denmark)- Let the Right One InJapan- Ju-OnSouth Korea- I Saw The DevilAustralia- The Loved OnesCanada- Ginger SnapsMexico- The Devil's BackboneHong Kong (China)- The Legend of the 7 Golden VampiresGermany- Nosferatu
Edit- forgot the loved ones is from australia so I changed that one...
Last edited by DirtyGirl (2012-09-15 12:37:53)
DirtyGirl's Website
Thank you for ur votes DirtyGirl
Anyone else?
America: The Thing (1982)Britain: The DescentSpain: Tombs of the Blind DeadFrance: Eyes Without a FaceItaly: SuspiriaScandinavia: HaxanJapan: JigokuSouth Korea: A Tale of Two SistersAustralia: Dead Alive (Braindead)Canada: VideodromeGermany: NosferatuMexico: AlucardaThailandHong Kong (China)
Last edited by Theli (2012-10-04 01:18:07)
Theli's Website
America - Dawn of the DeadBritain - Legend of Hell HouseSpain - Day of the BeastFrance - Haute TensionItaly - Tenebre
I attempted not to read anyone else's answers before answering this question...
America - The ThingBritain - Shaun of the DeadSpain - REC 2France - MartyrsItaly - Adam ChaplinScandinavia - Dead SnowJapan - The Machine GirlSouth Korea - Oldboy, Possibly "Thirst"Australia - The Loved OnesCanada - IDK Subconscious CrueltyMexico - Snuff 102Germany - Garden of Love
Fyfjoe's Website
I absolutely compelled to point out that Martyrs is NOT made in France. Its made in QUEBEC, a french speaking part of Canada. That makes it canadian and I am extremely proud of it.
American: The Ring (yes, I said it)Canada: MartyrsFrance: InsideBritain: DescendSpain: RecScandinavia: Cold PreyS.Korea: Voice (a 4th installment of Whispering Corridors franchise)Thai: ShutterJapan: AuditionItaly: Suspiria
Well excuuuuuuuse me
America - The ThingBritain - Shaun of the DeadSpain - REC 2France - InsideItaly - Adam ChaplinScandinavia - Dead SnowJapan - The Machine GirlSouth Korea - Oldboy, Possibly "Thirst"Australia - The Loved OnesCanada - MartyrsMexico - Snuff 102Germany - Garden of Love
Any new members wanna have a go?


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The big day is here--your child went to school. Honor the occasion with this official certificate signed and authorized by you!
Weekdays on NICK
Kids can practice fine motor skills when they help create a new friend for Bubble Puppy!
There's a new piece to the Bubble Guppies picture perfect puzzle!
Dress up your Thanksgiving with some swimsational decorations!
Celebrate with these fin-tastic games and coloring pages!
Happy Halloween! Celebrate the season with your favorite Nick Jr. friends
Learn different parts of the body by counting and connecting with Bubble Guppies!
Get the Guppies through the maze to Nonny's stomach bug!
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Here's your exclusive offer for being a fan club member!
Get them excited for school with this coloring pack featuring all their friends from Nick Jr!
Straw toppers make for swim-sational sipping!
Turn an ordinary fish bowl into an official bubble station with this label!
Deck the walls with a special banner just for Dad!
Tell Dad all the reasons why he's so fin-tastic!
Taking a trip to the aquarium? Don't forget your passport!
Help Bubble Puppy get ready for bedtime with this activity pack!
Help Gil have a Hoppy Easter by collecting as many eggs as he can!
Kids can use their crayons to solve this mystery!
Get seven printable pages of spring-themed fun featuring Nick Jr. friends
Connecting the dots is as easy as 1, 2, 3!
Put the Nick Jr. superheroes back together with this puzzle pack!
Your favorite Nick Jr. characters save the day dressed as superheroes!
Treat your Nick Jr. fan to these heart-y activities
Tell them 'way to go' & more with these fin-tastic rewards cards
Cozy-up with your kids and search for the hidden items in these snowy scenes!
Need an indoor activity? Keep kids entertained with sticker play fun!
Use these printable ornaments to decorate your tree or your paper chain tree!
Your little guppies can help make this o-fish-al decoration!
Add this Spellerina to your Charmer's walls!
Lavender and Flare want to make the walls sparkle with this poster
Sparkle up their space with printable posters of the Little Charmers!
Have fun decorating with their favorite Charmer in Training!
Find the final piece of Wally's summer surprise puzzle poster here!
You don't need a magic stick to complete this puzzle! But you do need part 3!
Collect one section of the puzzle each week to complete the Wallykazam Summer Surprise Puzzle Poster!
Chase is on the case to help protect kids who suffer from allergies!
Display this giant poster of the smallest member of Zack's magical paper world
Add this Kira poster to your Zack & Quack collection
Pop up a picture perfect poster of Zack's faithful feathered friend, Quack
Pop up a poster of Zack inside his magical paper world
The PAW Patrol is on a roll helping your kids train on the potty.
Prep your little pups for those road trips with this travel checklist from the PAW Patrol
Print this 4-page poster and teach each letter to your little learner!
Keep your pets happy and healthy with this printable chore chart
Make it official! Sign and deliver this special certificate for Mom
Get kids ready for a haircut with a checklist, reward card, & more!
Turn a reading progress chart into a royally great game for Dora fans
Present your costumed kids with an award from Dora at your Halloween party!
Award some fintastic costumes with this printable certificate!
Umirrific Halloween costumes deserve this Umi-Award!
Knightly mission accomplished? Make it official with a certificate from Mike
Award your little knight at home a badge of honor. Be a Knight, do it RIGHT!
Reward little helpers for helping, sharing, and being kind to others
Encourage kids to be kind with these totally sweet awards
The cutest fierce animals can be found on this easy-to-make poster
Need a packing list to make sure kids remember their school supplies? Check!
Keep bedtime on track by creating an easy-to-follow schedule together
A supersized coloring activity made just for super Umi fans!


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New plan to crack down on gun violence in Oakland County
Commissioners' made proposal to create group to come up with solution
Two members of the Oakland County Board of Commissioners presented a resolution to form a task force to specifically address the issue of gun violence Wednesday night. The issue has been taken up on a national and state level, but soon local leaders could enter the debate.
Commissioners' Bill Dwyer and Marcia Gershenson made the proposal. The proposal could eventually lead to the creation of a study group comprised of community leaders, mental health professionals and police, all working together to come up with a solution to a problem plaguing the country.
"It's out of control, I mean we've seen it all over," said Oakland County Commissioner Bill Dwyer.
The recent school shooting in Newtown, Connecticut and a surge in gun sales in Michigan are behind the recommendation. For the commissioners', this isn't about an outright ban on weapons, but taking a deeper look at the issues.
"What we're trying to do is decrease the amount of violence," said Dwyer.
Just last week, President Obama unveiled new gun-control initiatives. Michigan lawmakers are also getting in on the debate and so are local leaders.
"The mental health community will make their recommendations, law enforcement will make theirs and we'll pass those on to Lansing and hopefully they can act in a bi-partisan way. We're trying to model and get some good legislation and strengthen the laws in the state," said Gershenson.
One of many things they want to focus on is background checks for guns, the mentally ill and violence in video games. The commissioners' resolution will go through several committees before it heads back to the board for approval, which could take a couple of weeks.


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Mövenpick Hotel in Cebu
Mövenpick Hotel Mactan Island Cebu offers contemporary style with a fun and fresh appeal for both leisure and business travelers.
The hip and Mediterranean atmosphere of the hotel appeals to both business and leisure. The hotel's signature food & beverage outlet, The Ibiza Beach Club offers world-class entertainment on top of its Churrasco and Mediterranean Tapas feature. The Hotel has well appointed rooms and stylish suites, creative and stimulating meetings and event spaces.
Located at the end of the hotel marina, The Ibiza Beach Club offers guests all the elements of music, dining and entertainment in one destination. Indulge in unique culinary experiences with Balearic Churrasco, free flowing wine option, and an extensive Mediterranean tapas menu offered daily. Look forward to an energetic display of differently themed entertainment daily. Show-stopping numbers include Latin, Brazilian, Broadway, Pop and Retro themed musical dance numbers as well as live bands and DJ's performing beach house music.
All stays booked on moevenpick-hotels.com earn an extra USD20 voucher to spend at restaurant outlets in your booked hotel. [Read more]
Key Features
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Guest Reviews
Experience the allure of the 5-star Mövenpick Hotel Mactan Island Cebu. Relax at the Spa Del Mar, or the private white sand beach. Enjoy luxury facilities, including the swimming pool and health club, with fully equipped gym and steam rooms.
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To arrange a meeting or conference, contact the hotel on +63 32 492 777 or e-mail on email@example.com. To contact the Manila Sales office, please call +63 02 753 3131 or email email@example.com.


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|Jeff Fisher would reportedly be thrilled to land the Bears gig. (Getty Images)
Jeff Fisher's the hottest name in coaching right now, likely getting his pick of open jobs around the NFL. But here's a spicy meatball: Fisher's top choice of NFL gigs isn't one that's open, as he reportedly has "always wanted" the Chicago Bears job.
|Latest Coaching Rumors, News
That's what Albert Breer of NFL Network reported on Tuesday night, and it's a bit of a stunner, though the connected dots do make some sense. For starters, Fisher was a Bear when he was in the NFL from 1981-1984. According to Breer, Fisher has "maintained a close relationship with ownership" since his playing time.
Additionally, Fisher's old offensive coordinator, the late Mike Heimerdinger, worked with current Bears quarterback in Denver ... where Cutler played only because Bud Adams forced the Titans to draft Vince Young over Cutler in 2006. (Also, re: Cutler; he played at Vanderbilt. Which is in Nashville. Which is where the Titans are. There's a connection here.)
Breer notes that Fisher is also "aware of the player Cutler has become" since leaving Denver. Ultimately, Cutler would satisfy Fisher's desire for a franchise quarterback at his next job. And the Bears defense is a pretty good building block to start with.
Just one problem: Lovie Smith's still coaching in Chicago. Despite firing their general manager, the Bears decided that Smith "will remain" as the coach of the organization. So there's no place for Fisher in Chicago right now, and Breer writes that it ultimately isn't something that's likely to happen, and the "more likely result" is Fisher landing with the Rams.
The Bears would need a significant swing in management -- a la Bill Polian -- in order to warrant that sort of drastic coaching change. But if the 2012 coaching carousel's taught us anything, it's that the unexpected is pretty normal and ruling anything out is foolish.
For more NFL news, rumors and analysis, follow @EyeOnNFL on Twitter, Like Us on Facebook, subscribe to our NFL newsletter, and while you're add it, add our RSS Feed.


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Smartwool Men's Extra Heavy OTC Hunting Socks
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Smartwool Men's Extra Heavy OTC Hunting Socks - This over the calf Hunting sock gives you comfort and protection against the elements.
Smartwool Men's Extra Heavy OTC Hunting Socks - WOW Technology in reinforced sole for maximum comfort and durability. SmartWool Fit System with arch and ankle support, 3x1 rib leg Heavy full-cushioned leg and foot. Flat knit toe seam
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Michigan is one of six teams that will compete for the NCAA men's team title tonight in State College, Pa.
Third-ranked Michigan won the afternoon qualifying session Friday with 443.850 points, 10 better than No. 2 Oklahoma. Seventh-ranked Illinois (426.900) also advanced. Top-ranked Penn State (436.900) won the evening session, followed by No. 4 Stanford (435.900) and No. 8 Iowa (426.550).
The NCAA is using a five-up, five-count format instead of the six-up four-count used in past championship events. Five gymnasts per team compete in each of the six events and all scores count.
TENNIS: Western Michigan's men defeated visiting Toledo, 5-2. In No. 1 singles, Nadin Indre (WMU) topped Tomas Stillman, 6-4, 7-6 (7-5). The Broncos are 17-9, 3-2 Mid-American Conference.


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Hostess Brands has closed its north Jacksonville bakery along with dozens of other plants across the country and asked the U.S. Bankruptcy Court to allow it to go out of business and sell all its assets -- including its iconic Twinkies and Wonder Bread trademarks.
Hostess, the maker of 30 products including Ding Dongs, Ho Hos, Nature's Price and Dolly Madison, had warned employees it would move to shut down its operations and sell its brands if striking workers didn't allow plants to resume normal operations by Thursday evening. The deadline passed without a deal. Thousands of union members -- including nearly 100 in Jacksonville -- went on strike last week after rejecting a contract offer that slashed wages and benefits.
"The board of directors authorized the wind down of Hostess Brands to preserve and maximize the value of the estate after one of the company's largest unions, the Bakery, Confectionery, Tobacco Workers and Grain Millers International Union, initiated a nationwide strike that crippled the company's ability to produce and deliver products at multiple facilities," Hostess said on its website.
Workers at Hostess' Dunn Avenue bakery went off the job last weekend. They told Channel 4's Tarik Minor they weren't asking for a pay increase, they just wanted to continue receiving their current wage and blamed the company's problems on making bad investments after its previous bankruptcy in 2004.
CEO Greg Rayburn says there's no buyer waiting in the wings to rescue the company, but that there's been interest in buying some of its 30 brands.
Hostess was hurt by a consumer shift toward more wholesome, fresh products. And it was saddled with high pension, wage and medical costs related to its unionized workforce. Rayburn said the company was operating on thin margins, and that the strike was a final blow.
The closing will mean the loss of about 18,500 jobs -- almost 200 in Jacksonville.
The company's roughly 500 bakery outlet stores -- including eight in Northeast Florida -- will stay open for several days to sell remaining products.


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The vet wasn't sure what her squishy heel was, but wasn't concerned. She said it could be some kind of fallen tendon. There was another small lump next to it. I brought ashes in for the heel lump and lack of coordination, but the vet didn't notice the hock lump and found another one, thinking that was the lump I brought her in for. The other lump is a swollen lymph node on her inner thigh. she tested for Lyme and heart worm, negative. To elaborate, ashes has been stumbly in her hind end. Falling on her butt, swaggering after running (which is rare these days).
Towards the end of the visit, during her anal gland expression, she noticed ashes standing on the top of her paw, she was immediately more concerned. She's going in for xrays this week. I apologize for the bad coordination of this post, admitting my girl is getting old is hard, admitting there is something wrong is even harder. Here are some pictures of her stance while eating, in these you can see both the swollen hock and the lymph node. She was concerned about her spine.
And yes, she is 7 pounds overweight. She has dramatically slowed down in the past 6 months, and I haven't been exercising her properly for worry of stressing her. We will be taking the weight off, we've done it plenty times before! Sometimes it's hard to tell your pup is plump until an outsider tells you!


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Although New Mexico is having a suprising banner year so-far and is now 2-0 in the tougher than usual MWC, this win over Fresno State is their best yet. At the beginning of the game there was already controversy as starter Chad Adam's knee was too sore to play and team leader Kendall Williams was late to the game and was benched for the entire game by Coach Alford. The last time a similar thing happened against South Dakota State I think we remembered what happened. Yeah, the Lobos lost. This time, against an underrated Fresno State team that although living in the cellar of the MWC, has played almost everygame this year close. They had held all but one opponent under 65 points. (UCLA) Now they had a New Mexico team in the Pit who had been struggling mightily shooting. So what happens? New Mexico blows them out. Cameron Bairstow dominates from the tipoff and Alex Kirk comes in in the second half and dominates. 72-45. The Lobos outrebound Fresno St 42-21, out shoot them 49% to 33%.
This Lobo team is deep and if they were to find that kind of combination more, it will be a very good year.
Blog Entry
New Mexico win over Fresno State best yet
Posted on: January 12, 2013 5:18 pm


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Gunn3r wrote in Arsenal Chat
Arsenal player no longer show full match games anymore :( :( :( :( i know you other website show full matches, but just sucks Arsenal player dont show it anymo...
6 days ago
Anyone see the end of ManCity Liverpool match? I just saw the highlights but did Pellegrini refused to shake Klopps hand????
1 week ago
Https://www.youtube.com/watch?v=qRl56TOinKk Even back than, Arsenal still kept record footage of players development ;)
Wow! Puma needs to replicate this kit! SICK! http://www.arsenal.com/assets/_files/scaled/700x700/nov_15/gun__1448266738_Unknown.jpeg
Wow! I dunno what you are smoking but I want some to believe that as well! haha j/k I think Hector and Ox is back, Ramsey maybe next week. Theo after. Wilshere...
I feel what's happening to the men's team is now happening to the women, more foreigners coming into the team, likelihood of British players getting into the fi...
ARSENAL MADE THERE FIRST WINTER SIGNING!!! http://www.arsenal.com/news/news-archive/20151120/van-de-donk-signs-for-ladies oh mama ;P http://h24-original.s3.a...
HAHAHAHAHAHAHA!!!!!!!!!!!!!!!!!! THIS IS CRAZY I JUST STARTED WATCHING THE SERIES NOW!!! I'm actually watching it right as I type. season 3 ep 13. the good th...
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I hope not.
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Chelsea back to normal
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(Arsenal youth)
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1 year ago
Upper Sideline 228 | 2 tickets
Row 16 | Seats 26, 27
I'm trying to get there early enough. Maybe we can all meet up with Cloudst and company. Take a Giant picture of all of us together!
Row 16 | Seats 26, 27
I'm trying to get there early enough. Maybe we can all meet up with Cloudst and company. Take a Giant picture of all of us together!
(Footytube Moderator)
1 year ago
Noticed that your country's set as Philippines; fellow kabayan?
1 year ago
Hey if the ticketing when available is an issue. Let me know, a close family member(also a gooner) of mine is a marketing director for the mls/ussoccer and if asked could allocate(willcall pick-up) tickets for fellow gooners at no charge. Let me know if interested
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Your picture is awesome
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Elegant, unique, Georgian family house with romantic four poster bedrooms, half testers and a cosy single. We serve mostly organic and fair traded breakfasts until 11.00am. The guest house has a friendly relaxed atmosphere.
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Wisteria House is a comfortable guest house located in Stubbington near Fareham in Hampshire. All bedrooms have en-suite bathrooms and are non-smoking. Wisteria House is approximately 1 mile from the beach and 4 miles from Junction 9 of the M27.
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Clay County Sheriff's Office seeks man accused of child sexual battery
Senate, White House strike fiscal cliff deal
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Man attacks 3 in attempted Jacksonville Beach carjacking
Details of tentative averting fiscal cliff
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JACKSONVILLE BEACH, Fla. -- A water temperature of almost 60 degrees did not deter approximately 700 people from participating in this year's Polar Plunge at the Sea Walk Pavilion.
The WaveMasters Surf Club has put on the annual event for more than 20 years.
Participants are required to wear only swimming attire for the plunge and must completely submerge in the Atlantic Ocean.
Prizes were awarded for the oldest and youngest plungers, as well as an award for the plunger who traveled the farthest. All participants earned a free sticker.
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Following a string of purse snatchings, the Greece Police Department is cautioning women to pay particular attention to their surroundings when leaving area retail stores.
Police Capt. Patrick Phelan said there have been at least a half-dozen purse snatchings throughout the town since Thanksgiving, and that most happened in parking lots.
Here are some tips to keep in mind while you're out and about. ...


text: Brash boxer 'Macho' Camacho dies in Puerto Rico Share this story email Share this story «Previous 14 of 15 Photos Next » Read the story « » Puerto Rico Obit Camacho FILE - In this July 14, 2001 file photo, boxing champ Hector "Macho" Camacho celebrates after defeating Roberto Duran in their super middleweight National Boxing Association championship fight in Denver. Camacho, a boxer known for skill and flamboyance in the ring, as well as for a messy personal life and run-ins with the police, has died, Saturday, Nov. 24, 2012, after being taken off life support. He was 50. (AP Photo/Ed Andrieski, File)


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Sales without collections are worthless. And so are growth strategies, if they aren't supported by the kind of steady, predictable cash flow that can come only from an effective accounts-receivable strategy. Such strategies become essential in recessionary times. Customers are wont to drag out payments as long as possible, leaving fast-growing companies dangerously vulnerable to cash-flow crises. But whatever the economic climate, it's simply good business to address the issue, since healthy accounts receivable provide the locomotion to drive everything from sales operations to long-term growth plans.
To prime the collection engine, every chief executive should create an accounts-receivable system that brings in the cash necessary to run and grow the business. That's how Alan Burkhard, president of The Placers Inc., a Wilmington, Del., temporary personnel and permanent job-search firm, performed a major tune-up of his own deeply troubled billing-and-collection operations. Although it's far from being the only system that works, Burkhard's plan offers a successful, straight-forward blueprint for anyone who is concerned about this all-important financial issue.
Like most entrepreneurs, Burkhard didn't start off in business with anything resembling an interest in accounts receivable -- even his own. "I always told myself that accounts receivable didn't create sales, so they weren't worth paying attention to," he admits. Then, about a year ago, Burkhard realized he had a big problem. "Placers had been growing by about 100% a year for seven years straight. Then I woke up one morning and realized that I was having difficulty making any kind of business decisions."
After much soul-searching, Burkhard concluded that he was the root of the problem. Although he had a budget, he'd never developed a good cash-flow analysis for The Placers. Yet it had grown to more than $10 million in annual sales. "My forte is everything except finance," he says. "I had been so totally focused on sales that I was trying to run the company with all the wrong numbers."
Once he started paying attention to the company's cash flow, Burkhard discovered that his accounts-receivable department was out of control. "None of our customers paid us in any kind of timely fashion," he remembers. "And 60% to 70% of our delinquent accounts were actually owed by our regular customers." Only a very inefficient effort had ever been made to check the creditworthiness of the 600 or so companies who hired The Placers' temps each year. Even less was done to follow up on bills once they left the company's offices.
Burkhard didn't have to be an accounting whiz to realize just how financially vulnerable this left his business. "Every single week we had to pay salaries and payroll taxes for every temp we placed in a job. But it was taking us 60 or 90 days or longer to collect our bills from the companies that were hiring those temps," he says. "We were basically giving our customers an interest-free loan to cover their payroll costs. Because our industry is so competitive and profit margins are already very low, I could see that we were in precarious shape."
Burkhard's predicament was far from unique. For any service company, whose expenses are heavily front-loaded into labor costs, profits visibly shrink with every additional unnecessary week it takes to get those costs reimbursed. For manufacturers, the problem is every bit as -- if not more -- acute, since they often face a longer lag time between spending large amounts of money for raw materials, production, and inventory buildup and actually getting paid.
It's easy for CEOs to ignore the deadly effect that slow collections can have on profit margins unless they regularly review both their cash-flow statements and accounts-receivable updates, which go into detail about the so-called aging or delinquency of every single account. Once accounts receivable captured Burkhard's attention, he devoted the same kind of intensity to them that he had always directed to the rest of his business. That meant analyzing every single aspect of his billing-and-collection system, from the paperwork straight down to the working conditions of his accounting clerks.
What Burkhard found amazed him. "I'd never noticed that my accounting staff was working with six people crammed into 300 square feet of office space, while I gave my salespeople 300 square feet apiece!" The responsibility for handling some 200 invoices a week fell to the company's overloaded payroll supervisor. "That might have made sense when we were small, but now she had about 15 minutes every day to spend on collections," Burkhard confesses.
Making matters worse, Burkhard had always projected mixed messages about collections to his staff. "We were afraid of collections because even though we wanted our money, we didn't want to risk losing our customers. If getting our money quickly meant losing our customers, I didn't want to do it."
It's all too easy for sales- and growth-oriented company owners to fall into this kind of mental trap: get the sales now; work on improving profit margins tomorrow. But in fact, sales that are uncollectible -- or collectible only over an extended period -- are often far worse for a company than meager sales. Burkhard, for example, concluded that given his industry's low margins, he'd turn a profit only on payments brought in under 45 days; at 60 to 90 days, his previous average, he was losing money on every job he filled.
After identifying the extent of his problems, Burkhard reorganized The Placers' accounts receivable in five key ways:* * *
Manpower and training. To begin with, he hired two people to handle billing and collections, "which was a big improvement over our previous staff of none," he says. "Then I aimed to give them the same kind of direction, attention, resources, and commitment that I'd always given to the sales and marketing ends of the business."
That meant, among other things, that Burkhard launched an intensive training effort, comparable in many ways to the training that had backed up his highly successful sales staff. "We developed scripts for everyone so there would be a general uniformity to our approach," he says. The scripts, which were modeled after those used by Burkhard's salespeople, spelled out how to approach clients in a "customer-friendly" way. Direct the conversation toward a clear objective, in this case the collection of overdue funds, and respond to customer comments or problems. "Then, just as we do with our salespeople, we prepared our new collection clerks for real-life conversations by doing role-playing," which included tape-recording their simulated conversations with delinquent payers. These were followed up with a group analysis of what had worked and what hadn't worked during the conversation.
Always conscious of the intensely competitive environment in which The Placers operated, Burkhard made certain that collection staffers projected a customer-service orientation. "All we started doing was the same damn things we'd always done in the rest of the business," he says. "I'd just never seen the point of using those techniques in our accounts-receivable department before."
Customer communications. "Once I analyzed our existing system, I realized that we had always handled the up-front end of our billing process very poorly," acknowledges Burkhard. Among other things, the company never bothered to explain its payment terms to new customers.
Here's the new process Burkhard instituted: within 15 to 30 minutes after every new sale (which at The Placers generally amounts to a call from a business that needs temporary personnel that day), a customer-service representative calls the customer back, says Burkhard, "to go over the order, in a very service-oriented way and explain our payment terms." Among other issues, the rep clarifies which person within which department should receive the bill and asks new clients for credit references.* * *
Reference checks. In the old days, The Placers checked customer references so infrequently that they provided virtually no line of defense against deadbeats. "Maybe we'd get around to checking a company after three or four weeks," admits Burkhard, "but by then, if there were problems, we were already in the hole by thousands of dollars, because we'd be laying out money every week for our temps' salaries."
Now, new client's references are checked, and checked quickly. Customer-service reps ask for both bank and vendor references during that initial telephone call. The Placers' accounting clerks immediately make follow-up calls to all references, checking out the company's financial health as well as payment history. The Placers does its reference checks by phone, not mail, since Burkhard wants to identify problem payers quickly enough to be able to pull his temps off the work site at a minimum loss to the firm.* * *
Invoicing and follow-up. The only part of The Placers' accounts-receivable system that Burkhard didn't bother to change was the actual bills. "Ours are pretty clear," he says. "They describe the job we filled, the number of hours worked, the billing rate, and total amount due."
Here, Burkhard concentrated his own efforts on revamping The Placers' follow-up procedures, which had been poor to nonexistent in the past. "We'd wait two or three months or even longer before bothering to investigate why a payment was late," recalls Burkhard. "And sometimes after all that waiting, it would turn out that the problem was something we could have fixed quite simply on our end. Maybe the company had a question about one temp's time card or performance but was holding up all our payments until that particular problem could get resolved." These kinds of payment delays were unnecessary, since it was simple for The Placers' customer-service reps to isolate any charge in question and issue another invoice with payment due immediately.
Now, the company doesn't bother to wait for payment slowdowns before making follow-up calls: Burkhard's employees check in with customers less than 10 days after invoices are mailed. "That's a straight customer-service call," he explains. "They make sure the customer was satisfied with our temp's performance and look for any red flags that might indicate payment slowdowns."
During the course of the conversation, employees ask when The Placers can expect payment. "Getting the client to commit to a date is useful, because it tells us exactly when to schedule our next follow-up call, if we don't receive the payment when we expect to." Cynics might expect an endless stream of "the check is in the mail" conversations, but that hasn't been The Placers' experience at all. "The combination of our new customer education up-front and our follow-up calls after billing has convinced most companies that we're serious. Since most of these companies are our regular customers, they realize it's in their own best interests to pay in a timely fashion." Thanks to effective follow-up, The Placers has also experienced fewer customer-service problems -- probably another reason clients are willing to pay on time.* * *
Companywide cooperation. Burkhard's biggest change was to make accounts receivable a major priority for his entire organization. Employees now understand that sales without collections are worthless, and they act accordingly.
"Our accounting department coordinates its activities with sales, customer service, and other key departments," reports Burkhard. "That's done, first and foremost, through the flow of information about how much money collections brought into the company, which customers are slow payers, whether any new accounts are credit risks, and so forth." Every week, for example, Burkhard and his department heads receive aging schedules, which categorize all outstanding invoices according to whether they are under 30 days, 30, 60, or 90 days overdue.* * *
It took a couple of months for Burkhard to clean up the residue of all those years of neglecting his accounts receivable. But he experienced one pleasant surprise: The Placers was able to push delinquent bills down to about 5% of sales, compared with about 15% previously. And although the system doesn't have a long-term track record, many customers have started paying within 30 to 45 days instead of 60 to 90.
Burkhard is more than pleased with the results: "Our cash flow has improved and, best of all, become much more predictable. Now, when I look at my weekly accounts-receivable reports, I can actually predict how much cash is coming into the company -- and when I can count on it."
He smiles. "If a recession makes our customers slow down their payments, I feel as if we're ready for them. And in the meantime, I feel comfortable again about making business decisions."
-- Research assistance was provided by Anne Murphy.
Five surefire ways to get what's owed you
Short of overhauling a company's entire accounts-receivable system, the way Alan Burkhard did at The Placers Inc., there are plenty of ways to speed up billing and minimize the risk of bad debt.
* Get active. Passive approaches cripple most companies' accounts-receivable systems, according to Ron Schneider, controller of Motif Designs Inc., a $10-million wallpaper and fabric manufacturer in New Rochelle, N.Y. "Most companies let their clients determine their cash flow, instead of proactively managing their accounts receivable."
At Motif Designs, Schneider sets weekly collection goals for his staff based on his assessment of the company's cash-flow needs. Even more unusual, he leaves it up to his employees to decide which accounts are most profitable for them to focus their attention on. Schneider reinforces his system with a biweekly bonus that rewards each individual according to his or her own performance, based on mutually agreed-on goals. Results have been impressive. Due in large part to the increased cash flow from accounts receivable, Motif has been able to reduce its bank borrowings by 20%.
The best way to actively manage accounts receivable is to start early -- ideally, long before sales invoices ever get written and mailed. Judson Blaine, president of The Judson Lumber Co., which does more than $10 million worth of business in Columbus, Ohio, actually performs credit checks on companies before deciding whether to send his salespeople after their business. That's one major reason the company's bad-debt ratio is only 0.3%, less than half the industry average. Before approving a potential client, Judson's staffers consult an elaborate network of contacts, including local credit bureaus and other building-contractor suppliers. "If a guy is going to stiff us," figures Blaine, "he's probably already stiffed carpenters or plumbers in the past."
* Involve your sales force in collections. Jeff Kamien, controller of $2.5-million New Methods Research Inc., a software developer for medical research, in East Syracuse, N.Y., ties his salespeople's commissions to the collection instead of the order stage of his business. "This makes our sales force think about the type of customer they're bringing in the door," he says. "If their commissions are hanging in the balance, they're not going to waste their own time bringing in a dog order."
Motivated salespeople can also be helpful when invoice follow-up becomes necessary. "Salespeople usually have an easier time than accounting people do getting customers to take their calls."
* Streamline your billings. BSW Architects, a $17-million business in Tulsa, sped up its collections by, quite simply, speeding up its billing process. "We started sending our invoices by overnight mail every two weeks instead of just mailing them every month," says Bob Sober, one of the firm's three general principals. "Then we appointed a business manager for every project, whose responsibilities included following up by telephone the next day, to make certain the client received our bill and didn't see any problems with it." If a check doesn't arrive within a week, the business manager calls to find out when the payment is coming.
Similarly, Mel Chaskin, president of Vanguard Research Inc., a $6.5-million Fairfax, Va., company, includes a prepaid Express Mail envelope with each invoice. "That costs me about $8 per envelope," he says, "but if the check is for $200,000 and it gets to my bank in one day rather than a week, I figure I've saved about $500 in financing costs."
* Keep relations cordial. "I never approach late payers with: 'Listen, deadbeat, I want my money,' " emphasizes Loretta Johnson, controller of $18-million Industrial Machinery & Equipment Co., in Warren, Mich. "Instead, I'll call customers and tell them, 'Our bankers won't lend us any more money if I can't clear up your overdue account.' Or, if customers have placed new orders, I'll tell them that we want to ship them our product, but our bankers won't let us until we get some money from them that can be applied to their oldest invoice." Johnson's approach works. Her bad debts are below 1% of sales.
* Be flexible. "My people try to collect every single dollar that's owed to us on time, but after a bill is 60 days overdue, we start looking for other ways to bring in cash," says Chuck Smith, vice-president and general manager of Trail Ford Tractor Co., a $3.7-million dealership in Lake Worth, Fla. "If someone tells us he can't pay the entire $500 he owes us all in one sum, then we'll ask, 'Can you pay us $400?' Or, 'Can you pay us $100 every two weeks?' We'll just keep breaking the bill down into smaller and smalller increments until it finally seems manageable to the customer." Most customers are so grateful for Smith's flexibility that they live up to the revised payment terms. "In the end," says Smith, "all we care about is bringing the money back into our business."
Well said. After all, getting paid is what accounts-receivable systems are all about.
Collections work best when they're part of a plan
Puzzling, isn't it? When companies slow down their own payments to suppliers and other vendors, they're complimented for shrewd cash management and for maximizing their all-important cash flow. But when they're on the receiving end of slow payments, they're cursed with a cash-flow crunch.
What's a CEO to do?
In an ideal, altruistic universe, CEOs would pay their own bills just as swiftly as they hoped to receive payments, probably within a week or so. And indeed, if the whole business community reciprocated, company owners would flourish, thanks to all those funds pouring in that could finance growth activities. Odds are, plenty of bankers and lawyers would find themselves out of work.
Welcome to reality. So long as it remains better for companies to receive than to give, accounts receivable and accounts payable will always represent financial danger zones for entrepreneurs. Savvy CEOs need to aggressively manage both ends of their cash-flow cycles, to be certain that funds leave and enter the company's coffer at an optimal pace for both current operational needs and long-term growth plans. Here are some essential steps to take to protect your cash flow:
* Plan your own company's payment schedule. If a supplier offers an attractive financial incentive for early payment, take him up on it. Without such incentives, it makes sense to pay bills 30 to 45 days after receipt. That gives you the best of both worlds: time to earn some short-term interest on cash funds, but no risk of negative repercussions for your business (such as a blot on your credit rating, late-payment charges, or, worst of all, your suppliers insisting on cash on delivery).
* Figure out your break-even point for collections. For every company, there's a point at which sales become more costly than they're worth -- that should be absolutely the latest collection date targeted by your billing-and-collection system. To figure out your company's break-even point and plan accordingly, sit down with your chief financial officer and calculate the effect of collection and financing costs and the like on your company's profit margin.
* Pay attention to the human component of your cash-flow process. More so than with any other accounting system, successful billing and collection depend upon motivated, well-trained employees with plenty of support from the rest of your staff. Likewise, account-payable clerks can perform their jobs best when given strong directives from CEOs and CFOs about optimal ways to schedule the company's payments.
* Look for trends in accounts-receivable problems. Some customers experience their own seasonal cash-flow crunches or have difficulty paying bills larger than a certain amount. If you can identify those problems, you can take steps to safeguard your own finances against them -- perhaps by timing deliveries differently or occasionally imposing a finance charge on customers. The best way to track patterns: ask your accounts-receivable department to report on three to five years' worth of order and payment records for each month's late payers.
* Survey your customers and chief suppliers for ways to improve both ends of the cycle. If you're suffering from accounts-receivable problems, question your customers (especially late payers) about ways to revise your invoices that can give them the information they need, in a format they can understand. If you're looking for ways to reduce your own costs, check with your major suppliers to see if you can negotiate some early-payment discounts for stepped-up payments within 30 or even 15 days.
* Personally follow up on any problems. Things that seem at first glance to be collection problems on your customer's end may actually be the result of glitches in your own customer-service or record-keeping departments. Follow-up is also the best approach when it comes to resolving your own problems with services or products your company has bought: instead of simply withholding payment -- which can sock you with a credit penalty you don't deserve -- notify the company in writing and then stay in touch by telephone on a weekly or monthly basis, as appropriate.
* Safeguard your cash flow against fraud and error. Richard Rampell, a CPA in West Palm Beach, Fla., warns that many companies have only the loosest of procedures to handle bad-debt write-offs, which leaves them exposed to collusion between the members of their accounting staffs and delinquent customers. "Companies should set up formal mechanisms to control the points at which debts are either turned over to attorneys or collection agencies or written off -- none of which should be able to happen without the signed approval of the company's CEO or CFO," Rampell advises. He also recommends setting up an accounts-receivable control total to make sure that all changes have been credited properly and that they match. The total deposits on sales should agree with the total payments of the individual customers as they have been recorded on each of their accounts-receivable balances. These should be compared with the accounts-receivable control total monthly. It's a way to make sure that there have been neither careless mistakes nor thefts.
If you use these techniques, forget about getting paid anytime soon
Talk to any chief executive who's fought the good fight over accounts receivable, and he or she will probably have some great war stories about strategies that backfired or just plain bombed. That's no surprise. After all, billing and collection is fraught with risks, not the least of which is losing clients who might have proven quite valuable, if only they'd been handled correctly. Then there's the risk of holding onto clients but losing any profits their orders might once have represented, thanks to excruciatingly slow or costly collections.
Here are some tactics from the accounts-receivable battleground you'll want to avoid:
* Levying late-payment charges. Bruce Neurohr, CEO of $12-million TEA, a land-acquisition, project-management, and engineering-services firm, tried to tack on a 1.5% fee for every 30 days of late payment. "But that wasn't a solution," says Neurohr. "Our clients just ignore the late charge and pay us whenever they feel like it." He's thought about trying to enforce the charge by adding it to later bills, but fears that his Fortune 500 customers would just continue to ignore it -- or switch to one of his competitors.
* Eroding profits with early-payment discounts. "We used to offer our customers a 2% discount if they paid us within 10 days, and you know what happened?" asks William Borne, president of Analytical Medical Enterprises, in Baton Rouge, La. His $14-million brokerage agency provides temporary health professionals to hospitals and surgical centers. "Our customers would take the 2% discount and then pay us in 60 days. We eliminated the discount."
* Running too quickly to a collection agency. "Customers get upset when you turn their bills over to a collection agency, and then they won't do business with you again," says Krishna Murthi, chief financial officer of $11-million Attronica Computers Inc., in Washington, D.C.
Adds Murthi, "The collection agency takes as much as 35% of any funds it brings in. It's less costly and less risky to have one of our employees make the follow-up calls to late payers, no matter how many calls it takes."
* Taking small-time deadbeats to court. "Sometimes you've got to cut your losses, upsetting as that might be to contemplate," says Gordon Presher, president of $5-million Ormec Systems Corp., in Rochester, N.Y. Presher lived through the ultimate accounts-receivable nightmare. "We went to court over a $8,000 bill and were countersued in a totally frivolous case. They tried to get us to disclose all kinds of unrelated, confidential information -- some of which we wound up having to release." Just before the case came to court, Presher negotiated a settlement that netted him only about $3,000 after he paid his lawyer. "It wasn't worth it. We'll never do it again." He's had better luck making his own collection calls, directly to the CEO's office.
* Blindly following credit reports. Good credit reports from Dun & Bradstreet and others can seduce you into doing business with companies that are bad credit risks, and negative credit reports can sometimes turn you away from potentially good customers. See page 6 for how to really read a credit report.
Help for credit-conscious CEOs
* National Association of Credit Management (NACM), a network of 75 affiliated associations that offer several key benefits for their 40,000-plus members, including educational seminars and credit-reporting, collection, and adjustment bankruptcy services. For information on membership, write to NACM, 8815 Centre Park Dr., Columbia MD 21045, or call (301) 740-5560.
* Credit Research Foundation, an educational group affiliated with the NACM, offers a wide array of day-and weeklong seminars on such topics as collection strategies, credit management, financial analysis, and the legal aspects of billing and collection. Fees range from about $200 to several thousand dollars, depending on the length of the course; discounts are available for NACM members. For a list of seminars, write: Credit Research Foundation, 8815 Centre Park Dr., Columbia MD 21045, or call (301) 740-5499.
* The biweekly "Credit Manager's Letter" offers eight pages of nuts-and-bolts tips on collection strategies, bad-debt solutions, time management, cost-cutting measures, and so forth. Articles are blissfully short and, above all, practical, making this a worthwhile expenditure for any credit manager, despite its $119.40 annual price tag. To order, write Prentice Hall Professional Newsletters, 200 Old Tappan Rd., Old Tappan NJ 07675, or call 201-767-5059.
* The SBT Accounts Receivable package, produced by SBT Corp., wins high marks from corporate users. The software program can display or print such vital information as accounts-receivable aging schedules and order/payment patterns, individualized by customer over a 24-month period. Available for $595, SBT's software works on most major computer systems, including IBM-PCs and compatibles, Macintosh, and Unix. To order, write SBT Corp., One Harbor Dr., Sausalito CA 94965, or call (800) 227-7193.
* Collection Management: The Art of Getting Paid, by A. Michael Coleman, is a pricey but effective 320-page manual on how to get down and dirty with problem payers. Coleman, who runs a collection agency in Port Jefferson Station, Long Island, N.Y., passes along more than 200 trade secrets for "turning credit sales into bank statements" -- all geared to teaching companies how to solve their collection problems without the help of costly outside services. The price is $69.50; to order, write The Bureau of Business Practice, Prentice Hall, 24 Rope Ferry Rd., Waterford CT 06386, or call (800) 243-0876.
What does Big Brother really know?
[A Dun & Bradstreet credit report] is Big Brother's dossier on your company or your customer's. Familiar, feared, it's the currency of credit. The maker and breaker of credit lines and reputations. D&B issues 12.5 million of these reports a year on any of 9.5 million businesses in its database. Legions of field reporters across the country collect payment information. Honest Abe Lincoln and three other U.S. Presidents served as D&B reporters in its early days. But times have changed.
The Dun & Bradstreet Corp. is now a $4.3-billion information giant approaching its 150th birthday. Largely unregulated, it owns the lion's share of the credit-report market. And it can dictate the reputations of growing businesses.
Few credit decisions are made without the word according to D&B, a service that can cost thousands of dollars a year. Says Hank Milliken, credit manager of Viking Engineering Inc., a maker of spray equipment in Tarpon Springs, Fla.: "It's highly overrated. I question whether I can't find the same information in three phone calls that would cost me 75¢."
Although it's hard to know who's whispering in D&B's ear about a company's payment habits, we do know who's providing the financial data: the owners themselves. "They print whatever the principals tell them," says William Garnett, president of Garnett & Co., in Pasadena, Calif. Often, that isn't much. D&B has financial information on fewer than one in 10 companies; only a fraction of those financials are audited.
"The information it deals with is quite old," says Garnett. "It might be as recent as three months or as dated as two years." Witness our featured report: on March 20, 1990, D&B reprinted a company's financial statement dated September 30, 1988. Sure, the CEO had supplied "projected" information on November 30, 1989, but whither the bottom line now?
That's why, for large transactions, Garnett requests audited financial statements and tax returns. He uses them to analyze three- to five-year patterns in debt-to-equity ratios, working capital, net worth, inventory turnover, and accounts receivable. Others rely on credit reports from the National Association of Credit Management.
"It's window dressing," says Garnett of the principal's personal history. Maybe the bio is true, maybe it's not.
But a company's legal structure may permit a more scrupulous look at the principals. If the company is a proprietorship or a partnership, it's legal to check out the principals' personal credit history.
[Big Borther bases] the venerable D&B rating in part on a private company's own (usually unaudited) estimate of its net worth. Payment history is also factored into the equation that D&B uses to assign its powerful grade.
This particular rating [DC2] suggests the privately held XXX company's estimated financial strength is between $50,000 and $74,999. Of course, that was 18 long months before this report was printed. With painstaking precision, D&B describes the company's "composite credit appraisal" as "condition good."
"A D&B rating can give a false sense of security," Milliken says. "Nothing says D&B can't tell you a company is A-OK and then the customer won't turn around and rip you off."
Payments Reported
"I've gotten negative reports from Dun & Bradstreet about customers who turned out to be my best payers," says Bob Taylor, president of Wesson, Taylor, Wells & Associates Inc., a Charlotte, N.C., software consulting firm.
So maybe the information isn't always reliable. But don't blame D&B. It's right there in the fine print: "Dun & Bradstreet Inc. . . . does not guarantee the accuracy, completeness or timeliness of the information provided."
Just where does D&B get these facts? From creditors, or those who claim to be. And because D&B rarely verifies the information it collects, there's little to stop competitors from sabotaging your credit history. Still, it's more likely a report will omit key facts than spread lies. "We don't provide any info -- period," confesses Garnett. "Why expose yourself to a lawsuit?"
With bad news often hushed, how do you get the lowdown on a customer? Milliken calls any references that have been supplied. Judson Blaine, president of The Judson Lumber Co., in Columbus, Ohio, says local credit bureaus provide accurate, up-to-date reports.
Theoretically, since D&B tries to contact its customers once a year, some inside information can be gleaned about a private company's operations. Milliken is not impressed. "This tells me they've got a concrete building, but I want to know if it's a good operation or not. The sales rep who spent three days there last week is the one who can tell me that."
-- Anne Murphy


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- Matt DeLancey
Matt DeLancey is in his 13th season as the strength and conditioning coordinator for the Florida volleyball team, having helped the Gators to nine Southeastern Conference titles and 12 NCAA Tournament appearances -- each year of his tenure.
DeLancey designs and implements the strength and conditioning program for the Gators. In addition to weight training, the athletes are on a year-round conditioning program that enhances their power, speed, agility, flexibility and overall anaerobic endurance levels.
Since DeLancey's arrival prior to the start of the 2003 season, his impact is evident, as the Gators have posted a 74-23 (.763) record in matches lasting four sets or longer. His program is designed to allow Florida to be as fresh at the end of the fifth set as it was at the start of the match.
"We believe that we have the country's premier strength and conditioning coach for the sport of volleyball," Florida head coach Mary Wise said. "It's one of the factors that has led to our success. It is the attention to detail and the sport-specific, position-specific approach that makes the training we get from Matt so unique. It's not a cookie-cutter program. It is individually designed with state-of-the-art facilities and cutting-edge training. We combine those two factors and that is why we reap the benefits."
DeLancey has 11 years of coaching and teaching experience from the high school to the college level, including a stint as the associate head football coach and head strength coach for the weight lifting team at Carson Long Military Institute and as a graduate assistant at Northern Illinois University.
During the summer of 2002, he interned in the strength and conditioning department at the University of Richmond, where he assisted with football, men's and women's basketball, baseball and men's and women's soccer. In August of 2002, he began working in the strength and conditioning department with the football team and women's throwers at Florida.
In the spring of 2005, DeLancey was promoted to Assistant Director of Strength and Conditioning, Olympic Sports. He also trains the Gator men's and women's swimming and diving teams, and the University of Florida track and field athletes.
DeLancey earned his bachelor's of science in physical education and health in 1998 from East Stroudsburg (Pa.) University. He also holds the NSCA, CSCS and USAW Club Coach Level 1 certifications.
DeLancey is married to former Gator Volleyball All-American Aurymar Rodriguez-DeLancey. The couple resides in Gainesville.


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- Filed Under
The Navy is advancing a plan to temporarily lay-up half of its cruisers, freeing crews to plus-up other hulls and dollars to build new ships and subs, according to a budget outlined Monday by Defense Secretary Chuck Hagel.
The plan would place 11 cruisers in a reduced operating status until they receive their modernization, which upgrades their combat systems and extends their service life.
This approach enables us over the long-term to sustain and modernize our fleet of cruisers, which are the most capable ships for controlling the air defense of a carrier strike group, Hagel said at the Pentagon briefing.
The fiscal 2015 budget preview revealed the Navy will be spared the heavy end-strength and force-structure cuts facing the other services. And it will keep a carrier force of 11 flattops, after some discussions of cutting that by up to three carriers.
Still, Hagel warned that the aircraft carrier George Washington could be decommissioned later should Congress leave sequestration cuts in place for fiscal 2016. Hagel said the final decision will be made in the next budget on whether to decom the GW before its planned nuclear refueling and overhaul, also warning that sequestration could imperil 10 large surface combatant ships by 2023.
Hagel said the budget will continue building two destroyers and two Virginia-class attack submarines per year, as well as one afloat forward staging base, as part of a plan that will boost the fleets size over the next five years.
Hagel also signaled dissatisfaction with the littoral combat ship, an agile, shallow-draft ship that has been a top priority for Navy Secretary Ray Mabus and surface Navy leaders.
We need to closely examine whether the LCS has the protection and firepower to survive against a more advanced military adversary and emerging new technologies, especially in the Asia Pacific, Hagel said. If we were to build out the LCS program to 52 ships, as previously planned, it would represent one-sixth of our future 300-ship Navy.
Hagel said there would be no contract negotiations for more than 32 LCS vessels and also called on the Navy to develop a more heavily armored alternative, similar to a frigate.
Additionally, at my direction, the Navy will submit alternative proposals to procure a capable and lethal small surface combatant, consistent with the capabilities of a frigate, Hagel said.
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Baltimore wide receiver Marlon Brown dives into the end zone past Cleveland cornerback Chris Owens for the game-clinching touchdown in the Browns' 14-6 loss to the Ravens.
- Filed Under
As quarterback Brandon Weeden sprinted into the locker room with a thumb injury late in the fourth quarter, beleaguered Cleveland Browns fans no doubt felt his pain.
It hurts hitting your head (or fist) against the wall, game after game, season after season. Eleven consecutive losses - and counting - against Baltimore.
Cleveland came in as a two-touchdown underdog to the Ravens, and although the final score was 14-6, it seemed worse after a hapless second-half performance by the Browns offense. ...


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Fiat wants to buy an additional 3.3% of Chrysler from the UAW Retiree Medical Benefits Trust for $198 million, the Italian automaker said today.
This announcement comes about six months after Fiat said it intended to raise its stake in Chrysler from 58.5% to 61.8%. The latest purchase, if completed, would bring Fiats stake in Chrysler to 65.17%.
Standing in the way is an lawsuit between Fiat and the trust, known as the VEBA, over the transaction price.
Eventually a court in Delaware is expected to determine the value of the shares, as well as the timetable by which Fiat could continue to buy more of Chrysler.
The VEBA seeks a higher price than Fiat has offered.
In July Fiat offered $155 million for the first batch of 54,154 Chrysler shares. The VEBA, according to the lawsuit, argued the shares are worth about $381 million. Under a complicated formula, the figures are further adjusted, according to the lawsuit.
On September 26, Fiat asked the Delaware Chancery Court to confirm the price for the equity stake and the automaker expects a judgment within the next few months.
Because the dispute remains unresolved, Fiat has not been able to complete the transaction for the first 3.3% stake it seeks to buy. This latest announcement would boost the tab to cover a 6.6% stake.
Fiat calculates the price of this second batch of shares at $198 million.
Fiat can exercise the right to buy an additional 3.3% stake every six months until it reaches the 16.6% equity cap.
Brent Snavely contributed. Contact Alisa Priddle: 313-222-5394 or email@example.com


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President Barack Obama at the Ohio State commencement ceremony.
- Filed Under
Staples ranks MSU 14, U-M 16
It's either still way too early or a little late, but SI.com's Andy Staples came out with his new top-25 college football rankings Monday, revised with all the insight from spring practice.
ESPN.com's Mark Schlabach did his two weeks ago, but Staples has a different take on some of our local teams. ...
For example, Staples is less enthusiastic about Michigan, ranking the Wolverines 16th, down four spots from his first list. Schlabach has them at No. 9.


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Nick Craddock
- Filed Under
Tis the season to celebrate Americana and all its red, white, and blue glory.
Born and raised in Canada, I'm accustomed to celebrating Canada Day this week, but this marks the first year that I also get to officially celebrate Independence Day after recently becoming a naturalized U.S. citizen.
My family relocated to the U.S. during my high school career, but only as of April 25, after an intimate two-hour ceremony at Louisville Collegiate School where 150 fellow immigrants representing countries across the globe and I took the Oath of Allegiance before presiding federal bankruptcy judge ...


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- Filed Under
On the video, a laughing young man carries on about how "dead" the girl on the floor - out of camera range - is.
"She's deader than a doorknob," he laughs, spitting out analogies. "Deader than O.J.'s wife. ... Deader than Caylee Anthony. ... Deader than Trayvon Martin."
The 16-year-old female is not dead. She is in an alcohol-induced blackout. Her limp body was photographed being carried down to the basement by her wrists and ankles. Two Steubenville high school football players then took turns sexually assaulting her while others photographed and joked about it. ...


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Currently I'm waiting or it to be added to Package Control, but in the mean time you can get it on GitHub: Sublime Evaluate.
If there are any bugs, feel free to raise an issue or send a pull request.
Some things I want to add:
- Dates
- Improved Math, pi, atan etc
- I may merge the SublimeWebColors plugin to evaluate color codes into hex etc.


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eOne takes North American rights to Cuban Fury
The distributor negotiated with StudioCanal for Big Talk's rom-com starring Nick Frost, Rashida Jones, Chris O'Dowd, Ian McShane and Olivia Colman.
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For more information about local events and activities, visit the City of Charleston Convention and Visitor's Bureau.
For more information about events and activities around the state, see the West Virginia Department of Commerce website.
Other ideas for exploring Charleston include:
Home | School of Business & Leadership | School of Pharmacy | UC Locations | UC Directory | Site Policies | Site Index | Contact UC
University of Charleston · 2300 MacCorkle Ave SE · Charleston, WV 25304 · 1-800-995-4682 (GO UC)
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The University of Charleston is Accredited by the Higher Learning Commission.


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Technical information
|Starting point:
|Bettmerhorn, Bergstation Gondelbahn
|Fiescheralp (Mittelstation Luftseilbahn Fiesch–Eggishorn)
|Getting to the starting point:
|Ab Betten Talstation Luftseilbahn zur Bettmeralp, Fussmarsch Dorf Bettmeralp, Gondelbahn zum Bettmerhorn
|Back from the destination:
|Zu Fuss zurück zur Bettmeralp oder Luftseilbahn nach Fiesch
|Physical fitness:
|Difference in elevation:
|Aufstieg 430m, Abstieg 865m
|Hiking time:
|Juli bis Oktober
|Note: Durch den begehbaren Wasserstollen ab Märjelen lässt sich die Tour um rund 1h verkürzen.
Just minutes from the Bettmerhorn mountain station, the Gletscherblick lookout point awaits you for an unsurpassable view in which 32 fourthousanders form a majestic backdrop. With only the Bernese Alps to hold it back, the Aletsch Glacier spreads itself out in this UNESCO World Heritage Site. Although Europe's largest ice stream has retreated slightly, it is still an impressive sight.
Over stone steps and along mountain trails the route leads down towards Rote Chumma. On hot summer days the fresh glacier breeze is especially pleasant. Carved into the rock, the wide mountain trail finally winds its adventurous way to Lake Märjelen. In previous times a mighty wall of ice from the Aletsch Glacier impounded the lake and icebergs the size of a house floated on the water. Today the polar landscape has yielded to an idyllic postcard setting, showing its best side in spring with its picturesque cotton grass meadows.
There is no reason whatsoever to resist the apple tart that is served straight from the wood fired oven in the Restaurant Gletscherstube. Unless perhaps those watching their waistlines choose to give the trail around the Talligrat with its fabulous views of the Fiescher Glacier a miss in order to take the shortcut and save an hour. Through a tunnel one reaches the other side of Talligrat, where a wide hiking trail leads down to Fiescheralp.
It would be a pity to immediately take the cable car for the descent into the valley…how about a night on the Aletsch plateau? Or opt for a panoramic excursion to the Eggishorn. The circular tour can be extended by including a hike to the Bettmeralp and Riederalp, where the next day an excursion to the Nature Center at the historic Villa Cassel or the scenic Aletsch Forest beckons.
Karte zur Tour
Tour Overview
3D hiking map Download GPX coordinates Download KMZ (GoogleEarth)
The careful planning of a tour will ensure that you also derive the maximum pleasure and enjoyment from it. Please take the time to contact the local information centre and enquire about route and weather conditions before setting off. Your intended trail may be fully or partially closed, depending on the time of year and weather conditions.


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Garage Door Repair Winchester
Call Now For Help With Your Garage
Our goal is to provide outstanding garage door installation, service, and repairs with complete customer satisfaction. At Garage Doors of America we get you matched with a local service technician who can work on all brands of garage doors and garage door operators. Get service on garage repairs in Winchester for residential garage doors and openers that need to be fixed right away. Same day service is available in most areas in and around Winchester so call today and ask about current specials for garage door repairs in Winchester.
Winchester Service Area Zip Codes: 22601, 22602, 22603, 22604
Garage Doors Repaired Winchester
We get Garage Doors Repaired in Winchester
If you live in Winchester and your garage door needs to be fixed? We can help! When you need one or more panels replaced on your garage door, it is important to realize that this is more than a cosmetic issue. Not only do you need to have the issue resolved by a professional because of safety hazards, but this person can also determine for you why the panel became damaged. If one or more of the springs on your garage door breaks, your garage door will not functional correctly. Without proper training and the right type of equipment, replacing a spring can be very dangerous. The only safe way to replace a spring is by having a professional do it. It is very easy for the rollers on your garage door to become bent or broken. Over time these rollers may need and become an issue to be replaced. Once again, without the assistance of a professional, you will risk getting hurt if try to repair or replace the rollers yourself. The cables on your garage door must stay in tip-top shape for it to function properly. These cables are under a lot of tension and can be very dangerous to fix. It takes much expertise to repair the cables and should be left to a garage door repair specialist. The garage door has to go up and down by rolling on tracks. When these tracks become broken or bent, your garage door will not move as it should. To make sure this type of problem is fixed both properly and in a safe manner....give us call right now for a free estimate.
- Torsion Spring Experts
- Broken Garage Door Cables
- Broken or Bent Rollers
- Bent Track; Misaligned or Rusted Track
- Replacement of Sections or Panels
- 25-Point Safety Inspection
- Garage Door Hardware Overhauls
- Noisy Garage Doors Silenced
An accredited professional in Winchester will certainly reach your home and have your door working the proper way in no time.
Garage Door Openers Winchester
Live in Winchester and want a new garage door opener, or want to fix your existing opener? Let our local garage door specialist send a garage door opener repair man to look at your opener! Get the best pricing on garage door openers that can handle doors of all sizes. Just use the buttons above to request a free estimate and our local office partner in Winchester will respond ASAP.
- Multi Remotes
- Single Remote
- Keypads
- Power Outage Battery Backup
- Belt Drive Openers
- Chain Drive Opener
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A qualified technician in Winchester will certainly reach your house and have your door working correctly immediately.
Garage Door Dealer Winchester
Nowadays, it is difficult to purchase any sort of appliance without having a selection of designs to choose from. Purchasing an auto could overwhelm you with choices like speed capacity, 4-wheel drive, colors, make, model, and so on. Bath towel shopping has you contemplating in between cotton and linen. Furniture? Leather, micro fiber?
That being shared, property owners need to not be startled that garage door shopping additionally needs a comprehensive decision-making process.
There are many various types of garage doors to choose from in Winchester, including light weight aluminum, steel, timber, fiberglass, vinyl and premium insulated doors. Aspects that are generally taken into consideration while picking garage doors are price, environment, certain requirements.
If you need durable and inexpensive garage doors, your selection will likely be narrowed to light weight aluminum and steel. While steel doors are more powerful, light weight aluminum is difficult to beat and can withstand damages from outside elements like weather and corrosion. In regards to price, light weight aluminum doors are generally less expensive however the steel sparkle can be much less attractive. Steel doors might be a lot more costly but they can be painted. If style is exactly what you are looking for, you require not look any type of further compared to lumber doors.
Frame and panel, carriage residence doors and flush panel doors are extremely common choices for garages. The much more costly stain-grade timber garage doors add a remarkable amount of value to Winchester houses.
Vinyl garage doors have actually really experienced a boost of interest amongst house owners over previous couple of years. doors are commercial in durability, they could be designed to match design of any type of home and also come with glass inserts.
As formerly stated, some residents might have to choose their garage doors based off of certain necessities. Homes near sea often require fiberglass garage doors.
How To Fix Broken Garage Springs
We change damaged torsion springs and expansion springs on Winchester residential, business and industrial sectional, rolling steel, and one-piece drape doors amongst lots of others. Springs ought to never be readjusted or mended by people who are not effectively educated to do this job and may not have the proper tools. Remaining to run your door with a busted spring is very dangerous and can create added damage to garage door and electricity opener systems.
A spring replacement is one of the most common repairs called for on a garage door. These springs are available in differing sizes and serve as a balance, raising most of garage door weight. This allows the door to effortlessly open and shut by hand or with the assistance of an opener.
Garage door springs have a limited service life. While there are different lifespan choices, many typical garage door springs come with a 10,000 pattern life expectancy.
- 2 times daily = about 14 years
- 4 times daily = about 7 years
- 6 times daily = about 5 years
- 8 times daily = about 3 years
As soon as springs reached its life-cycle, it might break, effectively releasing all tension and not assisting to balance the door. Spring have the most stress when garage door is in the down position, and because of this it is the most likely position for the spring to crack or snap. That is not to say spring could not fail while the door is in an elevated position, which would cause the garage door to collapse down. This is why it is very important to never walk under a garage door while it is moving.


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Bollywood celebrities are often snapped with their children. However, this time the camera captured some of the best known personalities from television with their kids. 1.Manav Gohil with wife Shweta Kawaatra and baby daughter Zahra was snapped a few months back as the family was vacation
Usha Brita ro 15.wmv
usha brita RO , Ad 15 sec, brans ambassador Smita Bansal
smita bansal
The dance reality show- 'Nach Baliye'- meant exclusively for celebrity couples of television is back on Star Plus. This the fifth season of this show that will be aired soon, after a sabbatical of four years. This time around, Shilpa Shetty Kundra, choreographer Terence Lewis and director