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1 BUSINESS PROCESS TRANSITION Managing a Successful Business Process Transition in a Multinational Organization Andrew Tattersall, Director United Kingdom, ISG
2 INTRODUCTION Selecting a service provider is just the start of the outsourcing journey. For many multinational or global organizations, ensuring a successful transition to the new service provider is a complex and difficult effort. This paper draws from lessons learned across several global transitions covering multiple business processes, such as finance and accounting, order and logistics distribution. The intent is to describe practices that worked well and helped avoid the pitfalls. Although this paper is focused on business process outsourcing (BPO), many of the lessons can readily be applied to information technology (IT) outsourcing as well. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 1
3 THE CHALLENGE Implementing any change program within a multinational company is a challenge. Outsourcing a business process to an external service provider adds yet another layer of complexity to such a program. Figure 1 depicts the main areas of change to be addressed. The Multiple Dimensions of Change Global vs. Regional Culture HR Business Continuity Process Technology Roles & Responsibilities Service Levels Figure 1 GLOBAL VS. REGIONAL Among global companies, the selection of an outsourcing service provider is the often the result of a global project, yet the implementation has to be conducted locally. Depending on the organizational structure and culture, this can create tension between global and regional leadership. Strong local of the transition is a key success factor in realizing the anticipated benefits, but this endeavor needs to be viewed within an overarching framework. HUMAN RESOURCES The transition to an outsourced process model obviously has a major impact on the organization s staff both permanent and contract. The agreement with the service provider may involve staff transfer, or it may be left to the client organization to redeploy or make redundant their staff. In early BPO contracts, the service provider usually would move work to its own delivery centers, without any staff transfer. In recent transactions, however, some service providers have been keen to build a regional staff presence, and this has created opportunities for meaningful transfer of staff to the service provider. Whether or not staff members are transferred as part of the agreement, it is vital to understand and comply with the many variations of human resources (HR) law across the globe. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 2
4 In some cases, affected staff may choose to leave once communication of impending outsourcing spreads across the organization. This can impede the knowledge transfer process and subsequently impact the transition plan. Additionally, those staff members who remain in the organization may resist imparting their business knowledge to the service provider s staff for fear of losing their jobs, leading to gaps in knowledge capture. Careful change and communication are essential. PROCESS Global or multinational organisations rarely have common, standardized business processes across all geographies. Typically regional and local variations of a so-called standard are in use, often with local variations in IT support. The very fact that the process is being outsourced is often the first indicator that process standardization and quality issues exist. The contract with the service provider will include a description of the services to be delivered, usually couched in the what rather than the how style. Therefore, details of how the process is currently performed are normally excluded from the contract. The agreement may also include obligations for the service provider to improve or transform the process to a common, standardized best-practice. However much due diligence is conducted by the service provider before the contract signing, it is always a surprise for the provider to discover the extent of process variation and the difficulty in creating a new common process. With that in mind, the transition plan must include time for comprehensive knowledge capture and process documentation by the service provider. ROLES AND RESPONSIBILITIES The transition will have profound effects on organizational roles and responsibilities. These will primarily affect the function being outsourced (e.g., the finance department), but will also have a ripple effect on roles within other areas of the organization. Managers of the affected staff members will no longer have line responsibility; instead they will be receiving the service from the new provider. Managers will not be able to just ask their staff about operational issues as they did previously, because there now is an arm s length relationship with the service provider. Old relationships have been broken and as a result managers often feel disenfranchised. New roles are now required to interface with the service provider and create added value to the business. The extent of the change affecting retained staff cannot be underestimated. Extensive training and coaching may be necessary to impart new skills and competencies. SERVICE LEVELS It is unlikely that formal service levels existed between an internal department and its customers. However, one of the major performance tools for business process outsourcing is a formal service-level framework. The new contract will describe how service levels should be managed and usually will include an initial set of service-level definitions and targets. The challenge for both client and service provider is to implement these in a practical and meaningful way. Although the client will have various contractual remedies in the case of no or poor measurement, in reality it is often difficult to implement such measurement from the time service delivery by the provider commences. Difficulties arise through lack of clarity of service level definition, lack of appropriate process/system triggers that can be used to start/stop measurement, regional process/system variations and simply the fact that service levels have never been measured before. It is important to stress that it must always be the service provider s responsibility to set up measurement tools and produce quality reporting. The client may help with access to internal systems, etc., but must not allow itself to be dragged into doing the service provider s work. TECHNOLOGY In most cases, the business process under review will be supported by technology of some form. This may range from a single integrated, global enterprise resource planning (ERP) system through various regional ERP versions to stand-alone software applications. Accessing this technology from the provider s delivery centers is necessary for service delivery this is the easy part of the transition. It is likely that the service provider will plan to implement workflow technology within its delivery center to support its control of the process. Extending workflow into client functions (upstream and downstream of the provider-run process) can also offer benefits of transparency. However, it is easy to overcomplicate user requirements. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 3
5 As always, it is important to keep it simple, and avoid paralysis by analysis. If process transformation and harmonization is to be conducted, it will have major impacts on the enabling technology. It is all too easy for the transition to get dragged into complex issues with ERP changes and release schedules, resulting in delays to process transformation. It is important to not allow a business change program to become an IT project. BUSINESS CONTINUITY It is easy to assume that a global or multinational company will have full business continuity plans in place and that these are regularly tested. However, this often is not the case, especially for business support functions such as finance or HR. Although the contract with the service provider will likely include provisions for business continuity plans, this is usually thought of as an IT issue, rather than a business responsibility. This is generally due to confusion between IT disaster recovery and business continuity. The transition of internal service delivery to external provider-driven delivery has many risks. The client organization must see continuity of service as fundamental to the success of the transition; hence the need for comprehensive business continuity plans to be in place. There are too many examples of disasters occurring during the early stages of transition to ignore this (e.g., floods in Brazil, terrorist attacks in India). CULTURE Last, but certainly not least, the diversity of culture that typically exists within any multinational organization can delay transition unnecessarily. A transition project places great demands on individuals across geographic regions, which may result in varied responses; that often leads to confusion and exasperation within leadership teams. It is important, therefore, to understand cultural differences and, if necessary, treat regions differently to avoid problems. TRANSITION OBJECTIVES Put simply, the objective of transition is to transfer the delivery of business process services from an internal function to an external service provider. However, the client organization is about to embark on a journey of change; it needs to know in which direction to head, how to measure progress and how to know when it has reached its destination. A clear understanding of the objectives for the change is required if the program is to be planned and executed effectively. These objectives should be aligned to the business needs of the organization. In many cases such objectives are articulated only in financial terms for example, staff savings. Although financial objectives are important, they are not the whole story. Focusing on just the financial dimension can lead to sub-optimization and ultimately failure to provide the expected benefits. Broadening the scope of objectives to provide a holistic view of the required change enables the organization s affected function to align itself to its customers, deliver its services effectively, build its own culture and identity, and also meet the financial targets. The balanced scorecard is a technique that has been used successfully by leading organizations to manage change in their support functions. It provides a practical framework for a transition project to: Agree on its objectives and align them with those of the business Initiate and manage change to achieve the objectives Monitor and communicate progress during the project Build performance measures related to the objectives Implement an ongoing performance process, as part of business-as-usual following transition The balanced scorecard approach can be used to build four views of the transition s objectives: financial, customer, operational excellence, and learning and growth, by answering the sample questions posed in Figure 2. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 4
6 Transition Balanced Scorecard Customer View Who are our internal and external customers, and how do they see us? How can we ensure continuity of service during and after transition? How can we build successful relationships and interfaces with them in partnership with our service provider? How can we build successful relationships and interfaces with them in partnership with our service provider? Financial View What budgets do we have to operate within? How do we monitor and control transition costs? How do we ensure planned benefits of the transition are achieved? What performance measures do we need, and how will we manage performance? Operational Excellence View What processes do we need to deliver our services in partnership with our service provider? What processes do we need to manage the service provider relationship? How do we achieve operational excellence by leveraging the competences of our service provider? Learning & Growth View How should we be organized? What roles, skills and competencies do we need? How do we build a partnership with our service provider? How do we grow as an organization and continue to improve and add value? Figure 2 Successful organizations have used this approach to drive change during transition projects by ensuring continuing focus on the key objectives. A well-structured scorecard enables diverse cultures to be traversed and ensures that both client and service provider drive for the same set of objectives. It is an important tool for transition governance and helps put in context the more standard transition tools, such as weekly progress reports, etc. TRANSITION ORGANIZATION The contract should state that the service provider is responsible for transition and is obligated to put in place an appropriate transition organisation. Typically, the organization and service provider agree to this prior to signing the contract. Transition, however, is not a one-way process and it requires a complementary organization from the client side. It is a must to have a transition team with experience in understanding processes, contracts and people, as well as strong project skills to avoid slippages and the ability to prioritize deliverables. A successful client organization for a multinational transition project needs to include representation from global, regional and functional stakeholders as appropriate. Strong global direction is required, which is complemented by equally strong regional. Transition strategy and approach needs to be set and managed globally; however the implementation of this strategy requires hands-on local at regional level. Functional team members for IT, HR, Change Management, etc. should have both global and regional representatives as necessary. Figure 3 shows an organization recently put into place for a global order and distribution transition. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 5
7 Steering Group Typical Client Transition Organization CORE TEAM Global Transition Manager Other core members Project Management Office Regions Regional Transition Mgr. HR Process Owners IT Support Functions Finance Legal/ Procurement Change Management & Communications Global NN NN NN NN NN NN Europe NN NN NN NN NN MEA NN NN NN NN NN India NN NN NN NN NN China NN NN NN NN NN APAC NN NN NN NN NN North America South America TRANSITION APPROACH NN NN NN NN NN NN NN NN NN NN Figure 1 Service providers offer their standard approaches to transition as part of contract proposal and negotiation. These approaches often appear very similar, using the same words and phrases. However, the quality of supporting documentation, methodology and content may vary significantly. Independent of the provider s methodology, the quality and experience of the assigned provider transition manager tends to have the greatest impact on how the project will be approached and managed. Although the provider has overall responsibility for the transition project, the approach taken by the client to its part of the project has a major impact on success. The transition organization above needs to have a mechanism for working on a dayto-day basis. One multinational global company recently had up to six regional finance and accounting transition projects running in parallel. They required a common, repeatable transition approach that provided global leadership, yet allowed for local variations in detail; this became known as Transition Out of the Box. The content of such a Transition Out of the Box includes, at a minimum: Partially completed project definition/charter document for a regional transition project; this includes pre-agreed objectives, deliverables, organization structure, etc. Project plan template, complete with primary activities required to be completed Project status reporting pack Project briefing pack Contract training material The regional transition manager is responsible for completing the definition document and plan, by adding regional specific information and scheduling activities as necessary. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 6
8 Client plans need to be aligned and integrated with service provider plans, to allow for common reporting and status. Consider these typical regional responsibilities from the client side: Develop detailed project plan, aligned to master transition plan Manage transfer of personnel, and monitor induction by provider Execute third-party contract actions as required Agree how provider will interact with client points of contact Understand approach to knowledge transfer and process stabilization; monitor to ensure effectiveness Ensure provider implements local business continuity plans Execute technology activities as required, including asset transfer Execute facilities activities as required Monitor service-level measurement and by provider Implement retained client organization Operationalize local service and governance Manage and resolve issues, including escalation In addition to this project approach, client transition team members should to be fully conversant about the contract with the service provider. Typically the contract is negotiated and agreed with a small client team (often under nondisclosure agreements). The transition team will consist of many people who were not involved with the negotiation and, therefore, come new to the contract. To enable meaningful contract awareness among team members, the following activities are recommended: Modular contract training sessions, focused on the needs of the team (e.g., pricing details for finance team members, service-level details for regional transition managers) Contract handbooks that describe key parts of the contract in business language Contract wall charts that can be used as reference material in offices and project rooms Contract deliverables and obligations analysis highlighting what each party has committed to deliver and when. This is used in transition governance to track and monitor key provider deliverables (including critical deliverables listed in the contract). An extract from such as analysis is shown in Figure 4. Extract from Contract Deliverables and Obligations Analysis Figure 4 BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 7
9 CLIENT/PROVIDER RELATIONSHIP Ultimately transition success depends on people relationships, especially between the client and provider organizations. During the bidding process, most BPO service providers will emphasize that they are looking for a partnership-style relationship with their clients. Because that entity is likely to be the client s service provider for several years (typically 5 7 years), this is a laudable goal. However, experience shows that behaving as a partner (especially in the initial months of transition) often means that the provider is keen to develop an informal relationship without the rigor of managing to the contract detail. This is not the way to success. A service provider should earn its partnership status, rather than assume it. It is very easy for a client to feel swamped by service provider staff during transition, particularly in multinational organizations with several transition projects running in parallel. These staff may not know the contract in detail and may attempt to re-open doors that were firmly closed during negotiations. To enable the client organization to maintain control during the transition and build the type of relationship it desires, there a several techniques that help drive success. Implement a governance meeting structure, with frequent (at least weekly) joint client/provider progress meetings. These need to be multidimensional to complement the transition project organization at regional, global and functional levels. Maintain senior contact between client and provider. This enables issues to be escalated and resolved without the emotion that may occur at operational levels. Monitor and manage service provider delivery performance against the contract deliverables and obligations analysis described above. This is a very powerful tool that helps ensure that commitments (from both parties) are not lost and forgotten. Manage changes to the transition project, transition plans, contract, etc., in a formal manner. Document client approvals and joint agreements formally using documents (that are filed and accessible) rather than s. The aim is to avoid generic statements of intent by service providers and to manage the transition based on fact and contractual commitments. There is always room to change such commitments, but any change must be based on a mutual and formal process pre-agreed during negotiations. Implementing such formality, without becoming bureaucratic, helps build a strong partnership between the parties based on professionalism. This allows the service provider to conduct the transition within a client managed framework, which enables the provider to deliver successfully and earn the client s trust. Achieving a balance between flexibility and contract compliance can be difficult. The contract will have taken time to agree and will include important provisions for the client to mitigate outsourcing risk. Hence, it is important for the service provider to comply with the agreement and be seen as wanting to comply. Within this framework, clients will normally welcome the knowledge and flexibility a world-class service provider brings to the table. Collaborative practical work can quickly bring real benefits. It can be difficult to get this balance, but doing so shows professionalism from both parties. BUSINESS AS USUAL The transition organization will remain in place until the transition is complete. At that time, new organizations need to take over. Required functions for the new organization will include: Regional retained functions, to manage day-to-day operational interface with the provider Global and regional governance function, to manage the client/provider relationship and govern the service provider s performance against the contract The regional retained functions will require careful design and assignment of individuals to roles. There should be a robust process of selecting key personnel from the client. This requires not only individuals with the required knowledge but also people with positive attitude and commitment. The retained function performs local activities that were not outsourced, in addition to acting as the day-to-day receiver of the services from the provider. The retained function does not govern the relationship. Separate, but closely related to the retained function, is the governance function that needs to be put in place. At a regional level this focuses on performance, especially service-level monitoring and. At a global level the focus widens to include financial, contract and relationship as well as performance. BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 8
10 Figure 5 highlights the typical scope of governance, although this may vary depending on the client s sourcing maturity and the scope of work involved. These activities need to be put in place during transition, so that they are fully operational as part of business as usual. A governance organization does not need to be heavy in numbers; in fact, leaner is often better. But it does need to have an optimum balance between regional and global staffing, especially in the area of performance. Depending on the organization, regional dimensions of financial may be necessary. The Typical Scope of Governance Right work, done right Performance Management Performance analysis Service level Forecasting and demand Incident, problem, escalation, change Service Management and Governance Validate and manage costs Financial Management Invoice. Performance credits and critical milestones Financial analysis & planning Contract pricing adjustments Regulatory & tax compliance Benchmarking Satisfaction, direction setting Relationship Management Governance meetings Regional liaison Customer satisfaction survey Communications Ensure contract compliance Contract Management Contract compliance Contract change Contract interpretation Governance issue & dispute resolution Provider audit Governance library Figure 5 BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 9
11 Figure 6 depicts the main elements of a client-based organisation to manage the business-as-usual activities that are necessary for the life of the contract. Elements of a Global and Regional Service Management and Governance Organization SERVICE PROVIDER GLOBAL REGIONAL Executive Alignment Governance Service Management Global performance Regional Regional performance performance Head of SM&G function Global finance Regional Regional finance finance Global contract CRITICAL SUCCESS FACTORS Figure 6 In summary, there are many things that need to be managed correctly in order to achieve overall success in a multinational business process transition to an outsource service provider. Figure 7, however, identifies a few key items that are critical to this success. Objectives Management commitment Service-provider- driven transition Change Manage to contract; build partnership Service & governance - ready in waiting Holistic set of objectives to give balance customer, finance, operational and organizational Use to drive and measure progress Top commitment provides ongoing sponsorship and ensures effective transition steering Strong global project leadership, complemented by respected regional transition leaders Service provider contractually responsible for transition to their control Service provider driven to time and quality makes it happen for the client Understand stakeholder landscape and manage internal relationships carefully Continuous communication to staff and employee bodies Contract knowledge embedded in team; know it better than provider Ensure contractual commitments are delivered; build professional partnership with provider Strong, but lean organisation, put in place to manage on-going provider relationship Ensures performance delivery, service level achievement, savings and contract assurance Figure 7 BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 10
12 A well-managed and successful transition program puts into place a joint client/provider environment that will deliver results for both parties during the term of the agreement. It is a win-win situation, where: The client gets: Business processes delivered with low risk of interruption by the change Harmonization and improvement of business process delivery Service levels that are measured and achieved consistently Reskilled retained staff Reduced costs The provider gets: Clearly defined scope of engagement Well managed interface with the client Clarity of responsibility and accountability Newly skilled delivery centre staff Defined cost base. Following completion of the transition, a lessons-learned exercise and review of achievement of the transition objectives shown in Figure 2 will highlight opportunities for improvement should there be a next time which there usually will be if the transition is successful. We conclude with a quote by Paramahansa Yogananda from the book How to Be Happy All the Time. "People of success are those who have nerve enough to make an indelible blueprint in their minds of whatever they wish to build or produce upon this earth. They then employ as the financiers their creative ability, as the builders their will power, as the carpenters their detailed attention, and as the labourers their mental patience and thus materialize their dream." BUSINESS PROCESS TRANSITION ANDREW TATTERSALL 11
13 LOOKING FOR A STRATEGIC PARTNER? Your operational excellence is our business. CONTACT US Visit the AccessISG Sourcing Portal for more sourcing information, insight and tools. Click the envelope to contact us or go to Information Services Group (ISG) (NASDAQ: III) is a leading technology insights, market intelligence and advisory services company, serving more than 500 clients around the world to help them achieve operational excellence. ISG supports private and public sector organizations to transform and optimize their operational environments through research, benchmarking, consulting and managed services, with a focus on information technology, business process transformation, program services and enterprise resource planning. Clients look to ISG for unique insights and innovative solutions for leveraging technology, the deepest data source in the industry, and more than five decades of experience and global leadership in information and advisory services. Based in Stamford, Conn., the company has more than 850 employees and operates in 21 countries. For additional information, visit Copyright 2013 Information Services Group All Rights Reserved
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text: We're sorry, Nato Strap Analog Watch is no longer available Why not try one of these instead? Gents Wallop Watch by OWL Watches £135$231.68€161.79$172.98 free UK delivery Personalised Map Watch Gold by Ellie Ellie £95$163.03€113.85$121.73 Personalised Silver Map Location Watch by Ellie Ellie £125$214.52€149.81$160.17 Muonionalusta Meteorite Watch by Martha Jackson Sterling Silver £200$343.24€239.70$256.28 free UK delivery Pinch to zoom Nato Strap Analog Watch by Twisted Time £160$274.59€191.76$205.02 This item is no longer available Favourite Favourite View your favourites finishfinish (required)Red / White / Navy StrapNavy / White StrapNavy / Red StrapNavy / Green Strapfinish (required)Red / White / Navy StrapNavy / White StrapNavy / Red StrapNavy / Green Strapfinish (required)Red / White / Navy StrapNavy / White StrapNavy / Red StrapNavy / Green Strapfinish (required)Red / White / Navy StrapNavy / White StrapNavy / Red StrapNavy / Green Strap we're sorry we're sorry, This item is no longer available buy a gift voucher related categories fashion > men's accessories > watches father's day > gifts by category > watches by Twisted Time Location: East Kilbride, GB read seller's profile see seller's complete range you may also like PRODUCT DETAILS DELIVERY RETURNS ask seller a question save for later The Classic Nato Watch by Daniel Wellington features a simplistic yet stylish face set on an interchangeable nato strap. The timepiece is ultra thin so sits close to the wrist and accentuates the classic style. The story of Daniel Wellington began with a meeting on the other side of the world when a friendship emerged between one of the company founders and the man behind the brand name. Daniel Wellington was a man with a colourful personality who had an inspiring ability to be gentlemanly, relaxed and unpretentious at the same, something we've had in mind when developing our first collection. The brand Daniel Wellington is a tribute to the man with the same name. Specifications: Strap: Nato (interchangeable) Ring Colour: Rose/gold Clock-face: Eggshell White Movement: Quartz Japan citizen 1L22 movement Size(diameter): 4.0 cm Height of casing: 0.6 cm Water resistant product code: 181451 This product is dispatched to you by Twisted Time. You have 28 days, from receipt of cancellable goods, to notify the seller if you wish to cancel your order or exchange an item. Please note: goods that are personalised, bespoke or made-to-order to your specific requirements, perishable products and personal items sold with a hygiene seal (cosmetics, underwear) in instances where the seal is broken are non-refundable, unless faulty. Read more about our returns policy.Should you choose to return or exchange your order you will need to deliver the item(s) to the UK, where this seller is based. Twisted Time's return policy Please see notonthehighstreet.com's returns policy.


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text:
Alan Zweibel
The Other Shulman : A Novel
Книгу можно купить в интернет-магазинах:
· OZON.ru 2812р. [Проверить наличие]
ISBN: 1400062667Издательство: Villard
Год издания: 2005
Страниц: 304
Book DescriptionShulman, a chubby, middle-aged stationery-store owner from New Jersey, has always claimed that he's been gaining and losing the same thirty-five pounds since junior high–and that if you added all of that discarded weight together, he had lost an entire person. Another Shulman. A Shulman he never really cared for. A Shulman he'd always tried to lose by dieting and exercising. A Shulman he'd cover by wearing extra-large shirts in an attempt to hide his existence. This has been just a joke until, at a crossroads marked by overwhelming marital and business stress, he actually encounters this Other Shulman–an incredibly successful man who's made life and career choices that Shulman has spurned. At first, the Other Shulman is but a mere nuisance, a source of frustration brought about by mistaken identity. But as time goes by, his actions become increasingly destructive and threaten to sabotage all aspects of Shulman's...
Посмотрите другие книги этой тематики:


text:
Bit : HOW MUCH DOES IT COST TO KEEP A HORSE All….
HOW MUCH DOES IT COST TO KEEP A HORSE? (All prices below include UK VAT) Saddlery JW4 deluxe bridle & reins (cob, full was too big) (brown) JW Swarovski Crystal Browband – round (brown) Bit: Sprenger 2Type KK Ultra 5 Shires Training Bit 6203 Cheek Guards for the above JW breastplate Saddle: Bates Caprilli (GP 17 brown) (includes fitting) John Whittaker Stirrup Leathers (brown) Sprenger System 4 Stirrups Girth: Professionals Choice brown Girth: Stubben Trevira Cord Girth 130 cm Griffin Nuumed high-wither competition (brown) Mark Tood Fluorescent Exercise Sheet Tack Cleaning Belvoir Tack Conditioner Soap 250g Sponge x 2 Sprenger Diamond Paste V&P Neat's Foot Oil www.brendonsaddlery.co.uk/ 125.00 24.00 www.derwentbank.com 75.99 www.shiresequestrian.co.uk/ 24.34 www.robinsonsequestrian.co.uk 1.80 www.brendonsaddlery.co.uk/ ? www.geoff-dean.com/ 799.00 www.brendonsaddlery.co.uk/ 55.00 www.thesaddleryshop.co.uk/ 79.95 47.00 https://www.stubbendirect.co.uk/ 24.99 www.whiterose-equestrian.co.uk/ 71.35 35.99 Saddlery Total = www.thesaddleryshop.co.uk/ 4.15 0.65 6.50 www.robinsonsequestrian.co.uk 3.95 Tack Cleaning Total = 1,364.41 15.25 Boots & Bandages Roma Competitor Series jumping boots www.speedyequestrian.co.uk 25.52 Velcro overreach boots (black -medium) www.thesaddleryshop.co.uk/ 4.99 Woof Club brushing boots x 4 www.robinsonsequestrian.co.uk 36.00 Equichaps Close Contact Turnout Chaps Size M x 4 87.98 Equichaps Close Contact Turnout Chaps Size M x 4 (spare so others dry) 87.98 Mark Todd Travel Boots inc tail guard (full size black) 44.99 Kincade Neoprene Tail Wrap (black) www.speedyequestrian.co.uk 7.65 Poll Guard www.thesaddleryshop.co.uk/ 9.99 Boots & Bandages Total = Rugs TURNOUT LW: Mark Todd Lightwt Combo www.stockleyonline.co.uk 59.99 TURNOUT LW: Mark Todd Autumner Turnout www.thesaddleryshop.co.uk/ 68.99 TURNOUT MW: Masta Check-Tech XT Turnout 6oz with zip neck 92.49 TURNOUT MW: Masta Check-Tech XT Turnout 6oz with zip neck 92.49 TURNOUT HW: Weatherbeeta Taka Freestyle Detach-A-Neck Heavy 159.99 TURNOUT HW: Pessoa Gran Geste www.barneysccs.co.uk 162.00 TURNOUT FLY: Rambo Sweet Itch Hoody 6 foot www.tackshop.co.uk 84.95 STABLE LW: Masta Quiltmasta Stable Rug (rumba red) 34.99 STABLE MW: Weatherbeeta Jasper Wave Quilt www.derbyhouse.co.uk 39.99 STABLE HW: Weatherbeeta Belmont Combo Heavy Stable Rug www.thesaddleryshop.co.uk/ 51.99 STABLE: Saxon polar fleece (purple) www.stockleyonline.co.uk 14.99 STABLE: Mark Todd Mesh Cooler www.robinsonsequestrian.co.uk 31.95 Mark Todd Lycra Shoulder Guard 19.99 Aerborn Stretch Hood x 2 (£24.95 each) www.robinsonsequestrian.co.uk 49.90 Rugs Total = Headcollars & Schooling Leather Headcollar Already got an old one Lead rope www.thesaddleryshop.co.uk/ 3.99 Parelli (Professional NE Halter NE-H01) www.horseandharmony.co.uk 16.95 2 x Parelli Professional 12′ line with bull snap 53.90 Parelli Professional 22′ line with brass snap (NE 22) 37.95 Parelli wand 18.00 Parelli carrot stick & string Unknown ? Olympian Lunge Line (black) www.thesaddleryshop.co.uk/ 7.99 Roma Cotton Lunge Rein (red) 6.99 Lunge Cavesson www.brendonsaddlery.co.uk/ ? Side reins ? Mark Todd Training Roller www.thesaddleryshop.co.uk/ 28.99 Pessoa training aid 84.99 Headcollars, Schooling Total = Stable & Yard Bisley BS3E Black Filing Cabinet x 2 www.office365.co.uk 274.10 Fine mesh haynet www.robinsonsequestrian.co.uk/ 3.89 Jolly Ball 18.74 Water bucket x 2 www.thesaddleryshop.co.uk/ 5.98 Feed bucket 3.99 2 x bridle rack 5.98 Likkit Boredom Breaker 27.50 Little Likkits Multi-pack (of 5) 9.49 Stable & Yard Total = Grooming kit: Hippotonic Tack Box (black) www.thesaddleryshop.co.uk/ 18.99 Dandy/Water brush 3.99 305.10 964.70 259.75
Read more about Bit : HOW MUCH DOES IT COST TO KEEP A HORSE All….:
Equestrian Products – Guardian Horse Bedding, Equiderma Skin Products, Equilinn Sports Bra


text:
Painting the Seasons with Americana Multi-Surface Acrylics
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Latest Comments
"I like this vintage style Santa graphic, but I read that the designer used a cutting machine to cut a red vinyl decal to afix to the cream painted wood board. I don't know what kind of cutting machine she is talking about and I wonder how pricey it is? I'd like an alternative to getting that Santa on there."
"This wall decor is very chic with any message you write on it! And it couldn't be easier. However, another option to using foam core board would be to actually buy an old thrift store bulletin board and spray paint it black. I think it would give the wall art a little bit more of a lived-in rustic look as the cork board adds texture and interest."
"This DIY holiday project is something that I would like to do at home myself. This craft is not for everyone's taste, but if you like a certain minimalist decorating approach and you've got a creative eye then this is for you! At first I did not even notice the picture frame in the background. It's used to attach the branch to it. Cute idea!"
Super Funky Lampshade
By: Kim Meyer for Jacquard Products
We are adding the craft to your Craft Projects.
The project was added to your Craft Projects.
Click here to view your Craft Projects.
If you need a replacement lamp shade, ignore the store for your lamp parts and make your own lamp shade. This craft from Jacquard Products shows you how to make a paper or fabric lamp shade that will illuminate your crafting skills.
- Lampshade (fabric or paper)
- Jacquard Lumiere: Super Copper & Metallic Bronze
- Paper palette or paper plate
- 1" foam paintbrush
- 3/4" self-stick dots from an office supply store
- Stick the dots onto the lampshade in a random polka-dot pattern.
- Put some Lumiere Super Copper and Metallic Bronze in small pools onto a paper plate or paper palette.
- Dab the foam paintbrush into the paint and apply to the lampshade alternating colors. Cover the dots and vary the brushstrokes. Mix the colors together a bit on the lampshade for a two-tone effect.
- Let the paint dry completely. It is not necessary to heatset or fix the paint for this project.
- After the paint is dry, remove the dots.
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Oct 30, 2010
100g weight but you could get away with 80g weight or kids craft paper
Crafter 7535757
Sep 30, 2010
What kind of paper would you use for lamp shade??
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Full profile →'">
The author is a Forbes contributor. The opinions expressed are those of the writer.
From arrabiata to bolognese to plain old pesto, people love dressing up their pasta. By itself, the starchy staple doesn't lend much to a meal's nutritional value, but piling it high with vegetables and meat usually helps. Banza, a food startup that makes pasta out of chickpeas, wants you to take a harder look at your next plate of pasta and consider adding nutrition where it really counts.
Pasta is one food that Americans overeat the most, normally consuming a serving size nearly five times larger than the FDA's recommended intake. Brian Rudolph, the 25-year-old cofounder of Banza, started his company in 2014 to offer up healthier alternative. His pasta bests other options on the shelves: Banza has double the protein and four times the fiber of traditional options. It's also gluten-free, non-GMO, and vegan.
In this edited and condensed interview, Rudolph, a recent 30 Under 30 Food and Drink honoree, shares news from his Detroit, MI office about Banza and the future of food.
Natalie Sportelli: What motivated you to build Banza?
Brian Rudolph: Pasta is something people love eating, but they're eating less and less of it because they're associating it with unhealthy eating. I couldn't find a pasta that I liked, so it was personally motivating to find a better option for myself and others. I knew Banza could tangibly better lives if we could create something quick, convenient and affordable. Highly nutritious alternatives are something we want and need more of.
Sportelli: Did you always want to enter the food space?
Rudolph: Out of college, I joined Venture for America and joined a tech startup in Detroit. I wasn't finding Detroit a great food center at the time so I was making a lot of things in my kitchen, like pasta. I thought I was going to start a tech business but I found myself really passionate about food and the way people look at food products.
Sportelli: How did Banza get its start?
Rudolph: Venture for America encouraged me to pursue my idea for a food startup so I started a crowdfunding campaign on Rockethub (grossing $17,581 from 167 funders). Then we were discovered by CNBC's show Restaurant Startup and we launched on-air with an early investment from judge/restaurateur Joe Bastianich. Afterwards, we launched in Eatly and went from two stores to 1,800 a year later. Now we're in ShopRite, Wegmans, Whole Foods in the Northeast and available through FreshDirect.


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EA Sent Me Brass Knuckles, DSi Stylus Not Back Compatible [Lunchtime Video]
It's a Lunchtime Video double feature today! Marvel at my tests of DSi-DSLite power cord and stylus compatibility! Gasp at the absurd EA mailing I received from one "M. Corleone!
(Videos not viewable by users logging in from Canada or the U.K.)


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This article is only available in the PDF format. Download the PDF to view the article, as well as its associated figures and tables.
This report, based on Dr. Werkman's observations of psychiatric teaching in ten medical schools with "strong [departments], having thoughtful, well-organized teaching programs," (p viii) has as its thesis the hardly debatable proposition "that planning realistic and thorough teaching of what is known in the field, and looking to the future rather than the present for the formulation of programs should be the guiding principles of departments of psychiatry" (p 173).
In the course of a very brief, overgeneralized account of some of the chief characteristics of current undergraduate programs the author makes frequent, helpful reference to the recently expanding literature in this field. This, together with an undisclosed number of personal observations of formal teaching sessions (sampled in an unspecified manner), and of informal conversations with presumably self-selected students at the ten schools, leads Dr. Werkman to conclude that, with few exceptions, current undergraduate programs in psychiatry
McGuire Masserman C. The Role of Psychiatry in Medical Education, an Appraisal and a Forecast.. Arch Gen Psychiatry. 1966;15(2):215-216. doi:10.1001/archpsyc.1966.01730140103018
© 2017


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Pinterest でおしゃれアイデアをまとめましょう!
Orquideorama / Plan B Architects + JPRCR Architects
Train station Oriente, Lisbon, Portugal. One of the most stunning modern sights in Lisbon is the Lisbon Oriente Train Station. It was built by master architect Santiago Calatrava with a roof of glass and steel made to look like a row of trees. It was finished in 1998 for the Expo '98 world's fair in Parque das Nações, where it is located. The Oriente Station is one of the world's largest stations, with 75 million passengers per year which makes it as busy as Grand Central Terminal in New…
Nefa Architects Chosen to Redesign Moscow's Solntsevo Metro Station
Kengo Kuma & Associates wins design competition for new Paris Metro station - Patches of greenery, sloping terraces, and a rooftop garden will add a fresh contrast to the industrial-looking construction of building, which will be largely glass and steel. intentionally designed building to pay homage to rail tracks, which will run in front The station will serve as one of the main junctions on the express line route that will create a ring around Paris by 2030.
Gare do Oriente train / subway station, Lisbon
LISBON ORIENT STATION, PORTUGAL | Real WoWz


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Artist: Diane Birch
Album: Speak A Little Louder (Deluxe Edition)
Label: S-Curve
Genre: Pop
StoreDate: Oct-15-2013
Source: CDDA
Grabber: Exact Audio Copy (Secure Mode)
Encoding Scheme: Lame 3.98.4 V0 VBR Joint-Stereo
Total Playing Time: 67:22
Diane Birch made her studio debut with 2009′s Bible Belt, a combination of singer/songwriter soul and soft, '70s-era pop in the vein of Carole King, Laura Nyro, and Elton John. Although born in Michigan, Birch traveled the globe as a child, bouncing between Zimbabwe, South Africa, Australia, and Oregon with her preacher father. Her musical influences proved to be as diverse as her upbringing, and the Suzuki-trained pianist eventually moved to Los Angeles, where she began distilling her love for Motown, blues, and old-fashioned pop into a uniquely retro sound. After honing her chops in England, Birch returned to America and signed with S-Curve Records. Bible Belt, which featured cameos from members of Galactic, the Roots, and the Jive Five, was released in May 2009.
Track List
01. Speak A Little Louder 3:46
02. Lighthouse 3:55
03. All The Love You Got 3:52
04. Tell Me Tomorrow 3:43
05. Superstars 4:51
06. Pretty In Pain 3:44
07. Love & War 3:58
08. Frozen Over 3:11
09. Diamonds In The Dust 4:35
11. It Plays On 5:46
12. Walk The Rainbow To The End 4:16
13. Adelaide 4:07
14. Staring At You 5:23
15. Hold On A Little Longer 4:03
16. Truer Than Blue 4:00
BUY the CD on AMazon


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View Official IMDb Resume Photos »
Photo Gallery
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Lynette Sheldon founded her Studio in New York 18 years ago. She is an internationally renowned Acting Teacher / Coach / Theater Director. Highly regarded for Advanced Teaching in the Stella Adler / G. Stanislavski system of Acting. She has developed a series of transformational Acting Exercises. Her training began with The Ensemble Theater & ... See full bio »


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MO Tested: Tourmaster Elite Tri-Bag Tank Bag
We enlisted Tourmaster Elite Tri-Bag Tank Bag for our six-day Sports-Adventure Touring shootout. Let's see how it did.
You may have a motorcycle in your garage, but you'd be foolish to go riding without proper motorcycle gear. If you're not sure what to buy, read some of our reviews and features on the latest and greatest helmets from top brands like Shoei, HJC and Arai and jackets, pants and gloves from companies like Alpinestars, Dainese and Icon.
We enlisted Tourmaster Elite Tri-Bag Tank Bag for our six-day Sports-Adventure Touring shootout. Let's see how it did.
The Alpinestars Pikes Drystar is a decent sport-touring jacket – but not at its $429 retail price.
The SetGo Jump Jet messenger bag is the perfect carrying companion for those who don't carry much.
The AGV Sport Element Vintage Jacket is constructed of top-grain cow leather with a rough, weathered look to it.
A week or two ago I sang the praises of the Dainese Street Rider. Today, it's time to confess my love for the Bonneville jeans.
Designed with the sporty or naked bike rider in mind, the Alpinestars SP-2 is a full-gauntlet leather glove
The Rev'It Stingray has been my go-to one-piece leather suit for so long I'm loathe to retire it.
If you look back to just about any road test or bike ride I've been involved in this summer, you'll see the Street Rider.
To build a better anything, removing the weakest link is a great place to begin.
Bull-It has stepped in with a surprisingly large selection of riding jeans for men and women.
Schuberth wants us to tell you all about its new E1 Adventure helmet. What it doesn't want are images of it released.
Either you have one or you don't. If you don't, you'll know the moment you try to find a set of off-the-rack leathers to fit your custom-sized
No, sorry, replica Lorenzo leathers are not part of Alpinestars' 2016 apparel collection, but the company is inextricably linked to
Thanks to an overzealous rider at Laguna Seca, we have learned how the Alpinestars GP-Pro suit fares in a crash.
Premium helmets have always shipped at a premium price, and it's often been said (even by myself) that the only real difference between premium helmets


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Thesaurus: synonyms and related words
adverb uk /sɪˈdeɪt.li/ us /səˈdeɪt.li/
sedateverb [ T ]uk /sɪˈdeɪt/ us /səˈdeɪt/
Thesaurus: synonyms and related words
You can also find related words, phrases, and synonyms in the topics:
(Definition of "sedate" from the Cambridge Advanced Learner's Dictionary & Thesaurus © Cambridge University Press)
(Definition of "sedate" from the Cambridge Academic Content Dictionary © Cambridge University Press)
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Word of the Day
look like a million dollars
to look or feel extremely good, often because you are wearing something that costs a lot of money


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A Distant Mirror
The Calamitous 14th Century
By (author) Barbara W. Tuchman
Format: Paperback
Normal Price: $34.24
Your Price: $30.81 AUD, inc. GST
Shipping: $7.95 per order
You Save: $3.42! (10% off normal price)
Plus...earn $1.54 in Boomerang Bucks
Availability: Available, ships in 8-11 days
Distant Mirror by Barbara W. Tuchman
Book Description"Wise, witty, and wonderful . . . A great book, in a great historical tradition." CommentaryThe 14th century gives us back two contradictory images: a glittering time of crusades and castles, cathedrals and chivalry, and a dark time of ferocity and spiritual agony, a world plunged into a chaos of war, fear and the Plague. Barbara Tuchman anatomizes the century, revealing both the great rhythms of history and the grain and texture of domestic life as it was lived.
Buy Distant Mirror book by Barbara W. Tuchman from Australia's Online Bookstore, Boomerang Books.
Book DetailsISBN: 9780345349576
(210mm x 140mm x 32mm)
Pages: 704
Imprint: Ballantine Books Inc.
Publisher: Random House USA Inc
Publish Date: 1-Sep-1991
Country of Publication: United States
Other Editions...
Books By Author Barbara W. Tuchman
Guns of August, Paperback (June 2014)
From the precipitous plunge into war and the brutal and bloody battles of August 1914, this book shows how events were propelled by a horrific logic which swept all sides up in its unstoppable momentum.
March of Folly, Paperback (December 1993)» View all books by Barbara W. Tuchman
Examines the irrationalities of governments through analysis of four crises of history--the fall of Troy, the Renaissance popes' provocation of the Protestant Reformation, Britain's loss of the American colonies, and America's involvement in Vietnam.
» Have you read this book? We'd like to know what you think about it - write a review about Distant Mirror book by Barbara W. Tuchman and you'll earn 50c in Boomerang Bucks loyalty dollars (you must be a member - it's free to sign up!)
Author Biography - Barbara W. Tuchman
Barbara W. Tuchman (1912 1989) achieved prominence as a historian with The Zimmermann Telegram and international fame with The Guns of August a huge bestseller and winner of the Pulitzer Prize. Her other works include Bible and Sword, The Proud Tower, Stilwell and the American Experience in China (for which Tuchman was awarded a second Pulitzer Prize), Notes from China, A Distant Mirror, Practicing History, The March of Folly, and The First Salute."
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Alpari International Limited (Company Number № 119470 C1/GBL) is licensed by the Financial Services Commission as an Investment Dealer (Full Service Dealer, excluding Underwriting, License № C113012295) pursuant to Section 29 of the Securities Act 2005.
The Company's activity completely satisfies the requirements of legislation and is controlled by the following laws:
Alpari, one of the world's leading brands in online trading, services private and institutional clients all over the world. In Mauritius, Alpari International Limited is licensed as an Investment Dealer (Full Service Dealer, excluding Underwriting) by the Financial Services Commission of Mauritius and in Belize, Alpari Limited is licensed by the International Financial Services Commission of Belize for Trading in Foreign Exchange.
Alpari International Limited is an official member of the Financial Commission.
Established in 2001, the Financial Services Commission (the FSC) is the integrated regulator for the non-bank financial services sector and global businesses in Mauritius. Mandated under the Financial Services Act 2007 and under the auspices of the Securities Act 2005, the Insurance Act 2005 and the Private Pension Schemes Act 2012, the FSC licenses, regulates, monitors and supervises the conduct of business activities in these sectors.
One of the FSC's key objectives is to align its policies and practices with international best practice to better regulate and supervise of the non-banking financial services sector. Through its membership with international organizations, the FSC adheres to recognized norms and standards in order to maintain the good reputation of Mauritius in the financial services sector.
The FSC is a member of a number of prominent regulatory bodies, including the International Organization for Securities Commissions (IOSCO), the International Organization of Pension Supervisors (IOPS), the International Association of Insurance Supervisors (IAIS), the Financial Stability Board's Regional Consultative Group and the Southern Africa Development Community - Committee for insurance, Securities and Non-Bank Financial Authorities.
FSC's focus in defining international policy includes:
Financial stability depends upon the effective co-operation and exchange of information between regulators. To facilitate this, the FSC has signed several Multilateral Memorandum of Understanding (MMoU), Regional Memorandum of Understanding, MoUs (relating to the supervision of AIFMD entities) with the European Union (EU)/European Economic Area (EEA) Securities Regulators and MoUs with Foreign Authorities. A complete list of the MoUs is available here. For more information on the FSC, please visit their website at http://www.fscmauritius.org.
Regulated and licensed firms are obliged to meet strict financial standards when holding client funds. At Alpari International, our client funds are administered separately from our own proprietary funds. In this way, client funds are only used for the purpose specified by the client and are not used by Alpari International for any other purpose.
Alpari International provides sufficient capital to provide for business sustainability, and that operationally there are robust Disaster Recovery provisions in place which cover all essential and critical infrastructure elements, systems and networks, in accordance with our business activities.
Alpari International employees have a sufficiently professional level of training and knowledge so that they can accurately explain the products to clients and the associated risks involved in investing in these products.
Alpari International ensures that any information displayed/dispensed through marketing campaigns, advertisements, brochures or its website are clear and are not misleading.
Alpari International adopts, enforces and reassesses, on an annual basis, its AML/CFT framework.
Alpari International submits a rigorous set of audited reports and accounts at regular intervals to demonstrate compliance. Being an audited broker ensures that fair business practices are in use to protect clients' funds from corruption or any fraudulent action. Although the process for a foreign exchange brokerage firm to satisfy the requirements for an audit are extremely onerous, we feel it is undeniably essential to demonstrate to our clients that we are in complete compliance across all facets of our business.
Alpari International is subject to audit to ensure that it is using true and fair policies prescribed by law and complies with all legal and regulatory requirements.
Alpari International, in its turn, is confident in the fullness and correctness of the financial audit which is being performed for it by BDO, one of the largest international audit firms.


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Hanky Panky® Signature Lace Original Thong - 6E1186
Price $24.00
Get yourself ready for some festive fun this season with this charming, holiday checkered lace thong. It's the perfect addition to your intimates collection and you'll love how soft and comfortable the stretch lace is. These are ideal for all day wear.
- Lace fabric
- Nylon
- Machine washable
- Imported
Shipping & Returns
Shipping your purchase is easy on belk.com. Depending on the destination of your package, you can expect it to arrive within 4-7 business days. Shipping Information
Returns are easy on belk.com. Easy returns


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ERIC Number: ED243315
Record Type: Non-Journal
Publication Date: 1984
Pages: 126
Abstractor: N/A
Reference Count: N/A
La vitalite ethnolinguistique et les caracteristiques socio-psychologiques de l'individu vivant en milieu bilingue (Ethnolinguistic Vitality and the Socio-Psychological Characteristics of the Individual Living in a Bilingual Environment).
Labrie, Normand
A study in Moncton, New Brunswick, of second language use by language minorities and native language maintenance as it relates to the linguistic groups' vitality and the individuals' attitudes toward these groups is reported. Seven research hypotheses were proposed: (1) The first language group's perception of the second language group's vitality will determine the integrative tendency of the first language group. (2) When the first language group's vitality is perceived as superior, the fear of assimilation and of loss of the language does not occur. (3) When the second language group's vitality is perceived as superior, the threat of losing the first language and fear of assimilation will be observable. (4) The affective situation will determine the frequency of contact of second language group members with each other relative to their contact with first language group members. (5) The relative frequency and quality of contact of a member of the second language group with the different groups' members will determine his linguistic confidence. (6) This confidence will determine his motivation to learn and speak the first language. (7) Aptitude and motivation will influence both linguistic and paralinguistic aspects of his language behavior. Results confirmed hypotheses (4), (6), and (7), did not confirm (1), and left questions concerning the others. (MSE)
Publication Type: Reports - Research
Education Level: N/A
Audience: N/A
Language: French
Sponsor: Quebec Dept. of Education, Quebec.
Authoring Institution: Laval Univ., Quebec (Quebec). International Center for Research on Bilingualism.
Identifiers - Location: Canada


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Top Definition
When someone is angry at someone else for something that the person their angry at didn't do.
Franklin was balding the tires at Teressa when she got home, even though she didn't break the vase.
by Editor man March 04, 2008
The Urban Dictionary Mug
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The Urban Dictionary T-Shirt
Smooth, soft, slim fit American Apparel shirt. Custom printed. 100% fine jersey cotton, except for heather grey (90% cotton).Buy the t-shirt


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New and used car buyers with damaged credit should be aware of the fact that they may receive calls or emails from fraudulent companies trying to sell them new and used car service contracts.
Purchasing service contract as an add on to high risk car loans can often be a smart move.
Consumers, especially those on tight budgets and with less than perfect credit, are particularly at risk for being blindsided by unforeseen vehicle expenses in situations that, in many instances, could benefit from an auto service contract.
Here at Auto Credit Express we want credit-challenged applicants who might qualify for a new, used or certified used bad credit car know that, even though it might be a long shot, they should be aware of a program offered by Mazda.
If you work for an auto manufacturer or have friends or family members that do you may be able to take advantage of one of these discounts even if
you have poor credit.
As dealer backend products go (backend products are those things the dealer business manager is in charge of selling), we can think of at least two situations in which gap insurance might make sense. This is especially true if you have less than perfect credit and, believe it or not, are on a tight budget.
People who are credit-challenged need to make smart choices when financing a vehicle with bad credit auto loans.


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Mayo Clinic Connect
Posts: 1
Joined: Mar 27, 2013
Posted by @ernie57 in Heart & Blood Health, Mar 27, 2013
i have surgery 2011 on my right leg. right artery now my doctor says i need a by pass surgery ! why is this. why no medicine for this to unblock the artery in my lag. can any one help me out with this ? ?
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I Webb Language Services
language, translation company, french proof reading service
French proofreading services from I Webb Language Services are now able to offering a comprehensive proofing, copy-editing and re-writing service. We specialise in proofreading dissertations, legal, technical, academic texts and marketing material. Our work is comprehensive and accurate, and ensuring the high quality of our proofreading service. We not only check spelling and correct usage of french grammar, but make helpful suggestions where re-phrasing is appropriate for the target audience.
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I Webb Language Services provide online French lessons.
English to French translation services by professional French translators.
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This 2 ply Nutscene Natural Jute Mossing Twine is perfect for a huge variety of green-fingered projects! Suitable for floristry, wreath making and garden tying, this natural jute will help you create unique floral arrangements as well as make decorative bows and knots. It'll add a charmingly rustic touch to any design.
This will be an essential for any florist or gardener's toolbox. It can also be used for a variety of other crafts, including scrapbooking, jewellery making and more. This is an environmentally friendly, biodegradable alternative to synthetic cording.
Nutscene Natural Jute Mossing Twine 50 m
Nutscene Jute Twine 120 m 10 Pack
Nutscene Cotton Twine 75 m
Nutscene Natural 3 Ply Jute Mossing Twine 110 m
Nutscene Natural Jute Twine 300 m
Darice 4 Ply Jute Twine
Mini Wooden Pegs 50 Pack
Ivory Tags 6 cm 25 Pack
Crystal Cake Knife and Server Set
Join our free Club today and get 15% off your first order, exclusive offers, invites to craft events and entries to competitions.
Hobbycraft is a registered trademark of Hobbycraft Trading Ltd.