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Short Report. Life-Cycle-Oriented Risk Management for PPP-Projects in Public Real Estate
- Barnard McLaughlin
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1 Short Report Life-Cycle-Oriented Risk Management for PPP-Projects in Public Real Estate Project Director: Project Team: Prof. Dr.-Ing. Dipl.-Wirtsch.-Ing. Hans Wilhelm Alfen Dipl.-Ing. Alexander Riemann Dipl.-Ing. Katja Leidel Dr.-Ing. Katrin Fischer Dipl.-Wirtsch.-Ing. Dirk Daube Dipl.-Ing., M.Sc. Andrea Frank-Jungbecker 1 OBJECTIVE OF RESEARCH TASK IMPLEMENTATION OF RESEARCH TASK SUMMARY OF RESULTS Part I Part II Part III Part IV... 7 The research report was funded by the Federal Office for Building and Regional Planning as part of the research initiative "Zukunft Bau". File number: Z / II 2-F The responsibility for the content of the report rests with the author.
2 1 OBJECTIVE OF RESEARCH TASK Hardly any other sector in the planning and implementation of a Public Private Partnership project 1 has such a significant effect on project success as that involving the identification, assessment, management, allocation and monitoring of risks. The importance of risks in life-cycle projects mainly derives from the long-term nature of the contracts and the complexity of the projects. The project risks have to be calculated in advance of a 20 to 30-year service period, and subsequently monitored and controlled throughout the contract term. Another factor is the project scope, which typically includes planning, construction, financing, maintenance, operation and in some cases re-use. Each stage of the value chain is associated with specific risks. For this reason, the public contracting authority and the private partners need strong methodological skills in order to manage the assumed risks effectively and efficiently. The literature contains significant research findings on risk management in PPP projects. However, it has been found that the research is confined to specific aspects of risk management and barely touches on a holistic approach to the subject. This means that many publications are limited to one phase of the risk management process or to a selected contractor. The number of publications on the various procedural and methodological aspects of the phases of risk management differs considerably; a relatively small number of publications deal with the phases of risk mitigation, risk monitoring and risk controlling. 2 However, risk identification phase is the subject of numerous research papers 3. The primary focus of this research has tended to be the risks which occur in PPP projects, and how they can be categorized. 4 Comparing these various research works, it emerged that there is no common understanding of how individual risks are defined and how they can be distinguished from each other. Therefore, the development of a generic list of risks which is equally valid for all parties forms one part of this research project. The risks involved in this list are comprehensively described and defined in order to facilitate a common understanding. 5 Some research deals with the process and methodology of risk analysis and assessment in PPP projects. 6 A large proportion of the international research analysed focuses on the allocation of risks and examines existing PPP project contracts in order to derive standard risk allocations. 7 However, the use of standard risk allocations appears only as an initial indication of the reasonable structuring of a project; this is because PPP projects, with their respective characteristics and the various institutions involved, have to be considered individually. This research work therefore develops a structured risk-management process model, which allows an optimum project-specific risk allocation within the given scope of action 8 of each contract party The abbreviation PPP is subsequently used for Public Private Partnership. cf. Grimsey/ Lewis (2004). cf. Perry/ Hayes (1985); Tiong (1990), Wang/ Dulaimi et al. (2004), Tinsley (2001), Ng/ Loosemore (2007), Zou/ Wang et al. (2008), Ke/ Wang et al. (2009). cf. Wang/ Dulaimi et al. (2004). This list formed the basis of the empirical studies and has been continuously modified as a result of new findings of the research project. cf. Grimsey/ Lewis (2002), Wibowo/ Kochendörfer (2005), Ye/ Tiong (2003), Wibowo (2004), Zhang (2005), Ehrlich (2010). cf. Merna/ Khu (2003), Medda (2007), Abednego/ Ogunlana (2006), Jin/ Doloi (2008), Roumboutsos/ Anagnostopoulos (2008), Sudong/ Tiong (2003), Fischer/ Alfen (2009b), Li/ Akintoye et al. (2005);, Ke/ Wang et al. (2009), Ng/ Loosemore (2007), Zou/ Wang et al. (2008). The given scope of action applies to the specific conditions of the project / organization and includes information available to the user, as well as risk management measures and their characteristics, such as the available market prices for works or services. 1
3 The ultimate aim of the project is the development of an integrated risk management system that will enable the PPP partners to develop a focused and efficient means of dealing with the risks included. In addition, the system must enable the development of a project-specific and optimum risk allocation within the given scope. The formulation of action and design recommendations for all phases of risk management in PPP projects should represent a contribution towards extending the incipient standardization in the German PPP-market to the field of risk management. 2 IMPLEMENTATION OF RESEARCH TASK The research project is financed by the Federal Office for Building and Regional Planning as part of the research initiative "Zukunft Bau". The research centre is the Chair of Construction Economics at the Bauhaus-Universität Weimar, which is also responsible for the development and publication of the research findings. The project is carried out in cooperation with, and with financial support of the PPP Task Force NRW, MARSH GmbH, VHV Versicherung AG, PMI Frankfurt Chapter and Alfen Consult GmbH. The following chart shows the organisation of the research project. researchgrant advisory board Dr. Frank Littwin, Direktor, Partnerschaften Deutschland Rolf Ulrich, Commerzbank AG Stefan Rein, BBSR, BBR Referat II 4 Helge Pols, BMVBS, Referat UI 21 Julia Paul, BMVBS, Referat UI 21 researchcentre Bundesamt für Bauwesen und Raumordnung Bundesamt für Bauwesen und Raumordnung project board co-sponsors: fig. 1: Organisational structure of the research project The advisory board, which is shown in fig. 1, supports the research project by providing expert practical knowledge and experience and represents an important element of quality assurance. The following challenges must be comprehensively and systematically reflected if one is to develop an integrated risk-management system: the creation of an integrated risk-management process model over the project life cycle by means of the integration of the various phases of the risk-management process into the existing organizational structure of the PPP partners the methodological embodiment of the integrated risk-management process model. The adaptation of the processes and methods to the specific organization of the institution, i.e. the definition of responsibilities, specific operating procedures and software support, have to occur in practice and does not form part of the research project. 2
4 The research project used two empirical studies and a detailed research of national and international literature to achieve the above objective. The first empirical study consisted of a qualitative exploratory study based on twelve problem-focused expert interviews with representatives of the various PPP partners and a subsequent quantitative survey in the form of a questionnaire. Its aim was to analyse the current state of risk management of the PPP partner. Within this context, the particular organisational structure of risk management, the interests, the available risk-specific control and monitoring capabilities of the partners, and the interaction between them were all analysed. Process flow charts describing the project life cycle of the single PPP partners were subsequently structured on the basis of this knowledge. This was carried out in internal researchgroup workshops. In the PPP processes in which risk management activities are necessary, the individual components of the risk management process were integrated theoretically and empirically. These drafts of process flow diagrams were depicted explicitly and formed the first approach to the integrated risk-management process model. The organizational structure was not included because a standardized delineation fails to do justice to the variety of the possible forms. In the second survey, the drafts were used as a basis for the explorative expert interviews with the goal of optimisation. A number of new experts from the various contractors were involved, in addition to experts from the first empirical study. The process flow diagrams were presented to the interviewees, who then reflected critically on them. After the interview results had been incorporated into the drafts, they were presented to the respective interviewees for final validation. Through intense theory literature reviews relevant methods of risk management were identified and analysed with regard to their characteristics as a basis for the future methodological embodiment of the integrated risk-management process model. Finally, the standard process risk allocation was methodologically designed using the results of the method analysis, as this allows an efficient risk allocation and enables the PPP partners to develop a focused and economical management of the risks involved in a PPP project. 3 SUMMARY OF RESULTS The research report is divided into four parts, which represent the results of the research project in a logical order. The results of the individual parts are presented successively in the following sub-chapters. 3.1 Part I Part I, with its theoretical and empirical track record of the current state of risk management in PPP projects for public real estate, forms the basis for further analysis and results of the research project. First, the understanding of the research group of risk management, the concept of risk used and the procurement method Public Private Partnership is shown. Furthermore, the PPP contractors are described in terms of their function within the structure of a PPP real estate project; their interests and goals have also been analysed. The relevant risk groups/fields for PPP projects in public real estate are systematised on the basis of risk lists from the literature and business best practice. They are subsequently described and transferred to a generic list of risks. 3
5 The relevant laws and risk standards were researched and studied in order to establish the current legal and normative requirements for a risk-management system. It was found that the current laws fail to address all forms of organisation. Moreover, they do not sufficiently enable successful participation in PPP projects. Therefore, the continuative design of PPP-specific risk management processes on the basis of the investigated laws and standards is a crucial point in the interests of a simplified and standardized implementation of a structured risk-management system in PPP projects. The analysis of the current state of risk management of the PPP partner consisted of a qualitative survey comprising twelve expert interviews and a quantitative survey in the form of a written questionnaire. The results of the expert interviews formed the basis of the structuring of the questionnaire. Furthermore, the results in terms of the operational and organisational structure of the risk management of the PPP partners were used to define the integrated riskmanagement process model in Part III. The quantitative survey was able to show that the various PPP partners display significant differences in terms of the degree of integration of corporate and project risk management into value creation. The debt provider and the equity provider display the most advanced degree of integration, whereas the public authorities in their function as project initiators have the lowest. It can be seen that some methods are greatly preferred and regularly used in the processes of risk management, whereas other perfectly appropriate methods are viewed with significant reservations. Ranking Significance of risks from the perspective of PPP partners Public Authorities Debt Provider Equity Provider Constructor/ Operator 1 risks of demand insolvency risk on the part of the contractor 2 tendering and procurement del credere risk on the risks part of the awarding au- thority technical performance risk insolvency risk on the part of the contractor planning risks technical performance risks 3 site risks revenue risks risks on the part of technology risks management 4 force majeure risks of demand financing risks inflation risks 5 risks of amendments and changes in standards financing risks operational risks risks of amendments and changes in standards tab. 1: Significance of risks from the perspective of PPP partners Furthermore, the willingness of each PPP partner to carrying and accordingly control certain risks was demonstrated. Selecting from a predetermined risk catalogue, each PPP partner selected risks they would take as part of a PPP project and which risks were critical for the success of their project. Tab. 1 summarizes these results. From the point of view of the public authorities, a change can be seen in their awareness of target risk allocation. The majority of public authorities aspire not to the maximum transfer of project risks to the private partner, but rather to an optimum and cost-efficient distribution of risk in terms of the partner-specific risk-management expertise. In terms of risk controlling, significant differences could also be detected between the PPP partners. All Debt Providers participating in the survey monitor their risk exposure cyclically, whereas only about 33 percent of participants from the public authorities do so. 4
6 3.2 Part II Part II delivers a toolbox of methods for risk management as part of this research project. The toolbox contains established procedures for revealing risk-related findings or practical results. The results of part II serve as a methodical arrangement of the risk-management process model (part III), as shown for the standard process of risk allocation in part IV. A total of 17 methods of identifying risks are analysed and described from a user point of view. None of the analysed methods can ultimately be deemed the ultimate method for PPP projects, nor can any of them be rejected as ineligible. The right mix of identification methods is advocated as a means of delivering the desired results. It is necessary to choose and combine a set of identification methods in the light of the specific application. The results of the analysis of identification methods and their relevant features to be chosen for the identification of risks are then summarised. For the purposes of risk analysis and risk assessment, all methods are analysed and presented from a user point of view. Distinctions are made between qualitative, quantitative and qualitative-quantitative methods of analysing and assessing single risks, as well as between methods of analysing and assessing the total scope of risk. A risk analysis and assessment complying with the requirements of a PPP project should also contain a mix of methods, as long as the total scope of risk can be quantified by a simulative method. 9 This implies that single risks are assessed in terms of probability distributions and that correlations 10 between various risks are analysed. For this reason a selection of common probability distributions, as well as heuristic and statistical methods for determining the correlations, are also presented. Risk analysis and risk assessment methods are thus summed up in terms of their relevant features to support the choice of methods from a user point of view. The various strategies for dealing with risk are described (such as avoidance, minimisation, transfer and acceptance) and sample applications of risk-handling procedures for single risks presented. For the purposes of the research task, the risk-handling strategy of minimisation is divided into cause-driven and effect-driven minimisation, whilst the risk-handling strategy of transfer is divided into third-party transfer and insurance transfer. In PPP projects, the implementation of an optimum risk allocation between public and private partners is crucial from the point of view of the public partner and is dependent on whether efficiency gains and value for money should be realized through a PPP instead of conventional procurement. Finally, allocation criteria based on real information scenarios of the PPP contract partners were defined. These form the foundation for the selection of advantageous riskhandling procedures, as well as for the proof of the advantageous acceptance of risks from the point-of-view of the private partners within their risk management process. Under these circumstances and with the given leeway, they allow for an optimum risk allocation. The necessary components of an effective risk-monitoring process, as well as the basic requirements concerning their design, are described. The crucial importance of performance figures and measurement systems for the entire risk-monitoring process is demonstrated, and the most important figures of the various PPP contract partners are shown with regard to their individual intentions. Five methods are shown from a user point of view and analysed in terms of their applicability for each individual component of the risk-monitoring process. 9 With simulative methods such as the Monte-Carlo-Simulation, a large number of risk scenarios can be calculated and analysed. The resulting risk distribution of one parameter, such as the total scope of risk, shows the risk manager the degree of variation from the expected value of this parameter. 10 e.g. by means of regression- and correlation-analyses or an effect-analysis. 5
7 Risk controlling is described as a superordinated process comprising the planning, management and control of the integrated risk-management system of an organization in a PPP project. It is also the interface to other systems of the organisation, for example controlling or enterprise risk management. In line with risk controlling, a system for assessing risk-bearing ability is developed for the institution. It is based on risk-adjusted performance measures and indicators that have to be set in an organisation-specific way. A risk-management manual containing all key parameters of risk management (processes, appropriate methods, responsibilities, flow of information, etc.) may be used. An information system is presented as a further methodological support of risk controlling. This consists of methods for data generation, management and processing. As a component of data generation, a risk inventory can, for example, be used; its data could be combined with other project data in a database. The database then enables the generation of reports in the context of knowledge management and the use of the information for the risk management of other projects. 3.3 Part III The third part of the research report includes the development of an integrated risk management process model for the whole lifecycle of PPP projects, taking into account the perspectives of all PPP partners. In order to reduce the complexity of the risk management process model, all PPP partners are divided into the following groups 11 according to their functions in the project: Public Authority, Special-Purpose Vehicle, Equity Provider, Debt Provider and Constructor/Operator. The empirical survey is then explained. It provides evidence for the definition of the riskmanagement process model on the following three levels: Level 1: Map of processes over the entire lifecycle, including all PPP partners Level 2: Map of detailed processes for every PPP partner Level 3: Risk-management processes for every PPP partner In the course of the research project, standard risk-management processes were developed. These included risk controlling, selection of projects /setting up of tender consortium, risk allocation and contract controlling. These are recurring processes used by various PPP partners. The standard risk-management processes are mapped as process flow diagrams and described. Each process step is explained and the documents and information summarized in a table. The standard risk controlling process is the only one which is used throughout all phases of the project life cycle by each PPP partner. The process includes the planning and controlling of the risk-management system and functions as a connection between corporate and project risk management. The standard risk allocation process (abbreviation: ST_AL) is central to the risk-process model because it is widely applicable by all PPP partners throughout all phases of the project. Its application allows the PPP partners to identify, assess, classify and quantify risks. The application of the process enables the determination of an optimum project-specific risk allocation under the given scope of action, as well as the selection of the optimum risk handling for risks within the context of a risk-controlling system. As basis for managing and allocating risks, a set of allocation criteria has been developed. This is elaborated on in Part II of the research report. The outcome of the standard risk allocation process is the aggregate overall risk for the whole project. 11 The explanations of this text are always targeted to this functional understanding, even when the term PPP partner is used. 6
8 Based on the aggregate overall risk, PPP partners can control whether their risk-bearing ability and risk-return profile are sufficient for their own institution. The standard contract controlling process implies a review of the implementation of the risk allocation as defined in the contract. The aim is, on the one hand, the rejection of unjustified claims and, on the other, the establishment of claims against parties in terms of risk allocation according to the contract. The standard contract controlling process includes the function of risk monitoring and is to be used by all PPP partners. The more detailed second and third levels of the risk management process of the Public Authority, the SPV, the Equity Provider, the Debt Provider and the Constructor/Operator are presented. The risk map for each PPP partner is explained and the processes explained separately, together with their individual risk-management activities. Each process is described by a flow chart and a table containing the documents and information necessary for the processes. The interaction with processes of the other PPP partners is also explained. 3.4 Part IV The fourth part of the research project shows the elements of the integrated risk management system (fig. 2). It consists of an integrated PPP risk process model, suitable methods and specific organisational stipulations such as responsibilities, operating instructions and appropriate IT support. To show how an integrated risk-management system works, the standard risk allocation process is shown as an example. The organisational stipulations and structures are not included because they are to be structured individually by every institution. Integrated risk-process model spectrum of methods adaption at organisational level responsibility implementation approval data documents information software support organisational stipulations fig. 2: Integrated risk-management system The standard risk allocation process (abbreviation: ST_AL) describes an algorithm that enables the evaluation of an optimum combination of risk handling procedures and risk allocation for a defined performance package under the given scope of action. This process is central to the risk process model. During the process, a Monte-Carlo-Simulation is proposed in order to aggregate the accumulated risks. This method is also applicable when little statistical data is available, as with the cost-element-percentage method. 7
9 By using the Monte-Carlo-Simulation and applying probability density functions, realistic modeling is possible, and correlations between risks and their impacts are able to be assessed. Moreover, risk-adjusted as well as performance indicators can be created in order to evaluate the risk-return profile of the project. This information forms the basis of sound decision-making in terms of the implementation of the project. This is because it needs to be taken into consideration when estimating the need for equity and liquidity for the SPV or company, or the additional cost in the case of the Public Authority. 8
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WASHINGTON (FNS) -- Arkansas poultry producer Tyson Foods Inc. will pay $6 million to the federal government as part of a plea agreement settling charges it made illegal gifts to former U.S. Department of Agriculture Secretary Mike Espy.
Espy goes to trial March 30 on 35 counts of taking gratuities from Springdale, Ark.-based Tyson Foods and other companies he regulated as USDA chief from 1992 to 1994.
Tyson Foods pleaded guilty Dec. 29 to one count of making $12,000 in illega
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The culture of government in China, like the culture of that society in general, is quite punitive. "Punishment" is a common word. When something goes wrong, the instinct is often to arrest somebody first and ask questions later. Subordinates fear and bow to bosses in a way that reminds one of Western organizations from a century ago or more.
So it was with considerable surprise that I read an article in Hong Kong's South China Morning Post while in China recently, discussing newly announced efforts in Shanghai – a previous pacemaker in China whose local economy is now somewhat faltering – to encourage reforms in local government policy and management by stopping the punishment of well-intentioned innovations that fail.
According to the article, the city government, in announcing plans "to encourage local officials to 'reform and innovate,'" stated that it "promised not to punish those who dare to try new ideas but may not achieve their objectives – so long as their efforts are made in good faith and don't lead to windfall gains for those officials." (The latter caveat takes into account China's huge corruption problem.) The policy also said that "the city will reward officials at various levels who show initiative for innovative ideas even if their reforms fail to meet targets."
Innovation is important for government. Government often underperforms. If that's true, then we can't continue to do business the same way – we need innovations to improve performance. And valuable innovations often yield huge performance or cost savings returns.
Yet that doesn't mean anything labeled "innovation" is a good idea. Indeed, most innovations fail. It is often hard to predict which innovations are going to work, so in practice if you want successes, you must be willing to tolerate failures.
But that creates the problem for government. Ideally, you want to make it easy to try out an innovation on a small scale, stop it quickly if it's not working, and scale up if it does work. However, if people get slapped in the face every time an innovative idea fails, they are going to get slapped a lot – a problem that becomes even worse when there are few rewards for success. Government folks quickly get the message: Innovations will bring you trouble when they fail , and don't get you anything when they succeed. The Shanghai city government policy is thus designed partly to counteract one of the great impediments to innovation in government.
Needless to say, the problem is also one we also very much have in the United States. It's embarrassing that this is coming from a large local government in China rather than the U.S. government.
It is really a challenge to bring about a culture change here. How does one avoid feeding media stories about government officials being praised or rewarded for failing? One can almost hear the cries of "where's the accountability?" And, from a managerial perspective, how does one balance the desire to make room for innovations and their potential for failure with an expectation for high performance?
But the right answer can't be the dramatic underproduction of innovations that the current incentive structure in government produces. That's why the Shanghai effort should be welcomed – it will be interesting to see if anything comes of it.
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Save the date for 28th annual Federal 100 Awards Gala.
March 30, 2017
The new $7.5 billion SETI acquisition program aims to rapidly contract innovative technologies and solutions across the Defense Department.
The Department of Commerce is revising its confidentiality agreement for statistical data survey respondents to reflect the fact that the Department of Homeland Security could see some of that data if it is captured by the Einstein system.
In a Feb. 17 memo, Defense Secretary Jim Mattis told senior leadership to establish teams to look for duplication across the armed services in business operations, including in IT and cybersecurity.
State election officials had more questions than answers after a Department of Homeland Security presentation on the designation of election systems as critical U.S. infrastructure.
The government desperately needs younger talent to replace an aging workforce, and experts say that a freeze on hiring doesn't help.
The Department of Veterans Affairs will test an internally developed scheduling module at primary care sites nationwide to see if it's ready to service the entire agency.
I agree with everything you write here with the caveat that not every idea is scalable. For example, any Israeli airport security technique that involves highly qualified personnel is unlikely to be successful here in the States because its hard to find good people in the quantity necessary.
Randy Pausch (of "Last Lecture" fame) used to give a Penguin Award in his classes for the project team that took the biggest risk--whether or not they succeeded. The award is so named because penguins will congregate at the edge of the ice hesitant to jump in for fear of predators in the water, until one penguin takes a risk and dives in. The Randy Pausch Bridge on the CMU campus is decorated with a penguin theme. http://www.flickr.com/photos/carnegiemellonu/5408750800/
if you go to Ashe Institutes local innovations site, you will see China's local governments have been innovating. What you mention is nothing new. Furthermore scaling up policies that work is the Chinese norm.
And see David Dave Snowden's work with the Cynefin framework. Dealing with complex challenges, we can not assure results, or reliably predict causality prospectively. The best we can do (after we stop pretending control is possible), is to try "safe to fail" experiments of promising ideas. Keep and amplify what works. Dampen and stop what doesn't work.
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Most listings are in the $30's per square foot per year. The Middlesex County region is going through a decrease in rates. In the last 3 months, the median rate fell $1 per sqft per year. That's a 4% decline in rent.
In the last 90 days, 201 listings have been listed, so you'll want to check back regularly for new listings. About 7% of the available leases in the Middlesex County are subleases, so you will probably have to focus your search on direct office leases. There aren't many listings below 2,000 square feet available, so finding a space for a small business might be tough.
Even though the median size is 4,480 sqft, there are still 0 listings below 2,000 sqft. Most buildings in this market are approximately 2 stories. Most buildings in this market were built in 1985 and are Class A.
Trends and status of the commercial real estate market in Middlesex County.
Market Report
Real time and historical data on commercial real estate listings in Middlesex County.


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Latest posts by Amy (see all)
- Juniper Jeggings Sewing Pattern Release – February 9, 2017
- Lullaby Line Knotted Gown Sewing Pattern – February 2, 2017
- Sew Along Winners! – January 31, 2017
Peek-a-Boo Pages - Sew Something Special
Sewing Time! Peek-a-boo Pages is your one-stop sewing shop with how-to sew articles, sewing tutorials, and more. It's the blog home of Peek-a-boo Pattern and Fabric Shops. Sew Something Special!
By Amy 4 Comments
jelly andrews says
I love it. I am glad you shared this pattern. Thanks a lot for sharing. I want to give it a try.
Thanks for the free pattern. My granddaughter loves her 18 inch doll I got her for Christmas and she will love these added to her doll clothes collection.
Jen says
do you think this pattern would work on bulid-a-bear sized feet?
I don't have a build-a-bear so it's hard to say. You'd have to just hold the sole up to the bear's foot and see if it's about the right size remember to leave room for seam allowances


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Wi-Fi Tether Router
Wi-Fi tether router is used to turn your device into a Wi-Fi Router. Wi-Fi Tether permits the user to use Smartphone or mobile phone as a Wi-Fi Hotspot without adding any cost. Many cellular companies ask for combined rates on top of your Smartphone data prepare for tethering or usage of the hotspot. With Wi-Fi Tether Router you can hook up to web with one more Wi-Fi enabled gadget through service provider of yours. It is the most popular and famous application that simultaneously turns your Android operating system device into a Wi-Fi router. It also permits the user to set android phone without any worry of paying payment to a Wi-Fi conversion. The Stunning software application is incredibly easy to work. There added language support for English, Italian and as well as French. Wi-Fi Tether Router Pro Apk is a straightforward to utilize without complexities.
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- Download and Install then use it.
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Originally published on September 8, 2014.
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22 ashwood road, clubview, pretoria.
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PLEASE NOTE: The location marker is generated automatically based on the address supplied. Howzit cannot be held responsible for it's accuracy. Always double-check the address before setting off on any journey.
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Carson's Equalization board gets oriented in first 2013 gathering
January 23, 2013
Carson City's 2013 Board of Equalization was sworn in Tuesday, went through an hour of orientation and then handled one routine matter before adjourning until Feb. 5.The five-member board that handles property tax issues for city-county government has two new members, though one of those brings previous experience. Assessor Dave Dawley said Lori Bagwell joins the board, representing Supervisor Brad Bonkowski, and Roy Semmons returns to the board after a four-year absence. Semmons represents Supervisor Jim Shirk.Remaining as chairman is Jed Block, who represents Mayor Robert Crowell. Also remaining on the board are Gary Schulz, representing Supervisor John McKenna, and Jill Rasner, representing Supervisor Karen Abowd. The board heard orientation presentations from Terry Rubald of the Nevada Department of Taxation's Division of Local Government Services, Chief Deputy District Attorney Randal Munn and Dawley.The only board action was a routine change of the obsolescence evaluation percentage, which made it 20 percent to rectify a clerical error at 10 percent, for residential property at 1218 Quail Run Drive.The board also decided to postpone until Feb. 5 the next meeting, which originally had been set for Jan. 29.
Trending In: Local
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text: Sorry if this thread exists, but I've not seen it in all my time on ARRSE and any search just brings up ALL of the posts by the user "counterstrike"! Anyway, I ran out of stuff to play the other day and, twiddling my thumbs, remembered that courtesy of Steam I could reinstall CS:S without the need for the CD which I've lost. My skills are nowhere near what they were, but they're slowly coming back. The game's still popular enough, and there are plenty of decent servers about that don't get bunged up with cheaters or where 80% of the players use the AWM. So, do any of you lot still play? Is there any interest in an ARRSE clan? You'll find me on Steam as Bruxy, which is also my display name in-game.


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text: SudokuWiki.org - XY-Chains Main Page Print Version Page Index Solvers Sudoku Solver Jigsaw Solver Sudoku X Solver Windoku Solver Colour Sudoku Killer Solver 6x6 KenKen® Solver 6x6 KenDoku® Solver Strategy Overview Puzzles The Daily Sudoku Weekly Unsolvable The Jigsaw Sudoku The Daily Killer The Daily KenKen Sample Puzzle Pack Puzzle Packs Book List Basic Strategies Getting Started Naked Candidates Hidden Candidates Intersection Removal Tough Strategies X-Wing Singles Chains Y-Wing Swordfish XYZ-Wing Remote Pairs BUG Avoidable Rectangles Diabolical Strategies X-Cycles (Part 1) X-Cycles (Part 2) 3D Medusa Jellyfish Unique Rectangles Extended Rectangles Hidden URs WXYZ-Wing XY-Chains Aligned Pair Exclusion Extreme Strategies Exocet Grouped X-Cycles Empty Rectangles Finned X-Wing Finned Swordfish Inference Chains AIC with Groups AIC with ALSs Sue-de-Coq Digit Forcing Chains Nishio Forcing Chains Cell Forcing Chains Unit Forcing Chains Almost Locked Sets Death Blossom Pattern Overlay Deprecated Strategies Y-Wing Chain Multivalue X-Wing Guardians Str8ts Home & Rules The Daily Str8ts Weekly Extreme Str8ts Str8ts Solver Str8ts Sample Pack Other What's New Latest Articles Newsletter! Feedback Order Now! Order Now! XY-Chains XY-Chain example 1 : Load Example or : From the Start The Y-Wing Chains are infact part of a more encompassing strategy called XY-Chains. The commonality is the same pincer-like attack on candidates that both ends can see and that the chain is made of bi-value cells. With Y-Chains the hinge was expanded to a chain of identical bi-value cells but in an XY-Chain these can be different - as long as there is one candidate to make all the links. The "X" and the "Y" in the name represent these two values in each chain link.The example here is a very simple XY-Chain of length 4 which removed all 5's highlighted in yellow. The chain ends are 5 A7 and C2 - so all cells that can see both of these are under fire. It's possible to start at either end but lets follow the example from A7. We can reason as followsIf A7 is 5 then A3/C7/C9 cannot be.if A7 is NOT 5 then it's 9, so A5 must be 2, which forces A1 to be 6. If A1 is 6 then C2 is 5. Which ever choice in A7 the 5's in A3/C7/C9 cannot be 5. The same logic can be traced from C2 to A7 so the strategy is bi-directional, in the jargon. XY-Chain example 2 : Load Example or : From the Start This next Sudoku puzzle contains an entertaining series of XY-Chains, starting with this rectangular one. It proves that 8 must be in either B3 or B8 and therefore we can remove the other three 8s in row B. Starting on B3 if that cell is either 8 or 6. If it is 6 then D3 must be 4 which pushes 2 into D8 which in turn makes B8 8. You can trace this from B8 back round for the same effect. A nice short XY-Chain, but as the next example shows, these four cells are a rich seam. Same cells - different XY-Chain : Load Example or : From the Start Looking at exactly the same starting cell it appears we can make further eliminations, this time 6s in column 3. We go clock-wise, this time, round the rectangle. It proves 6 will either be on B3 or D3. If you want to finish the puzzle by yourself, look out for a third elimination with those same four cells using 2s on column 8, or step through with the solver. XY-Chains Exemplars These puzzles require the XY-Chains strategy at some point but are otherwise trivial. They also require one Naked Pair (except for #5). They make good practice puzzles. Exemplar 1, x1 (score 81) Exemplar 2, x1 (score 82) Exemplar 3, x4 (score 113) Exemplar 4, x4 (score 115) Exemplar 5, x9 (score 307) - OMG! 9 chains! Thanks to Klaus Brenner for number 5 Go back to Y-Wing ChainsContinue to 3D Medusa Comments Your Name/Handle Email Address - required for confirmation (it will not be displayed here) Your comment or question Please enter theletters you see: Remember me Please keep your comments relevant to this article. Email addresses are never displayed, but they are required to confirm your comments. When you enter your name and email address, you'll be sent a link to confirm your comment. Line breaks and paragraphs are automatically converted - no need to use <p> or <br> tags.Talk Subject CommentsComments here pertain to corrections to the text, not the subject itself Article created on 11-April-2008. Views: 191366This page was last modified on 27-December-2014.All text is copyright and for personal use only but may be reproduced with the permission of the author. Copyright Andrew Stuart @ Syndicated Puzzles Inc, 2014


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All Entries Tagged With: "listmonger"
ListMonger 3.0 brings list-making power to iPad
Posted by Adam | Jul 06, 2011 | Comments 0
Illinois based Inspiretis today announces ListMonger 3.0, which brings powerful, quick, and easy list-making to iPad. ListMonger 3.0 builds upon the previous, highly-regarded iPhone and iPod touch versions to deliver an enhanced iPad experience, including both landscape and portrait orientations, additional columns when viewing lists, significantly increased list viewing area, and more. Version 3.0 is a universal app, with iPhone, iPod touch, and iPad support bundled in a single app.
Free ListMonger Lite Released to Celebrate 1st Year on the App Store
Posted by Press Releases | Apr 22, 2010 | Comments 0Mount Prospect, Illinois – Inspiretis today is delighted to announce the release of ListMonger Lite, a powerful, easy-to-use, and free list-making app for iPhone and iPod touch. Based upon the highly-regarded ListMonger app, the new free "Lite" version maintains the same intuitive user interface, and many of the same thoughtfully-implemented features that set ListMonger apart from the iPhone list-making pack:


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Speed up your debug routine!
Automated exception search integrated into your IDE
ORA-01438: value larger than specified precision allowed for this column
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Affinity Engines Accuses Orkut of Stealing its Code
Affinity Engines, a company that operates social networking sites for university alumni, has filed suit against Google, accusing the search player of re-using its proprietary code in the Orkut service.
The suit accuses Google, Orkut.com and Orkut.com's author, Orkut Buyukkokten of misappropriation of trade secrets, breach of contract, fraud and deceit, and unfair competition, among other things.
The dispute has its origin in Buyukkokten's work with Affinity Engines when he was a Stanford student and immediately afterward. He was a co-founder of the company, Affinity Engines says, but left to join Google, maintaining a position on the smaller company's board of directors.
Affinity Engines claims that when it declined to expand into open social networking — closed affinity sites are its specialty — Buyukkokten took code he had written for Affinity Engines and modified it for Google. Google launched its Orkut social networking site in January. As evidence, Affinity Engines cites numerous bugs that allegedly appear both in its proprietary software and in the Orkut site.
"[Google founder Sergey] Brin publicly referred to Buyukkokten as having 'a prototype' of a social networking product which could be 'cleaned up' in 'a few months,'" Affinity Engines said in its suit. "This Google 'prototype,' which was owned and was the property of AEI, was used by Google and Buyukkokten in order to develop Orkut.com in a very short time."
Google spokeswoman Eileen Rodriguez said, "Affinity Engines has not provided any evidence to Google that their source code was used in the development of Orkut.com.
"We have repeatedly offered to allow a neutral expert to compare the codes in the two programs and evaluate Affinity's claims, but Affinity has rejected that offer. We have investigated the claims made by Affinity Engines thoroughly and concluded that the allegations are without merit," Rodriguez said. Affinity Engines wants a judge to put a stop the alleged practices, and potentially even give it control over the Orkut Web site. The company is also seeking compensatory and punitive damages.
Homestore and AOL Renew Deal
America Online has renewed a deal to feature Homestore.com's content on its real estate-related properties, proving it can hold on to at least some of its dot-com era customers — even if the relationship has been quite rocky.
Financial terms of the deal weren't disclosed, but it is said to "reduce Homestore's traffic acquisition costs." The previous deal had called for Homestore to make quarterly cash payments of $3.75 million to AOL, totaling $22.5 million.
"Our ongoing relationship with AOL has proven to be valuable to our customers, and we are pleased to be working with them moving forward," said Prem Luthra, senior vice president of Homestore.
The renewal comes at the expiration of a re-structured agreement between Homestore and AOL in January of 2003. That re-structuring occurred amid a rocky period for both companies, in which both were under Securities and Exchange Commission scrutiny involving their accounting for advertising deals.
PriceGrabber Takes Stand
Hoping to capitalize on consumer ire against pop-ups and spyware, comparison shopping engine PriceGrabber has taken a public stand against the controversial advertising practices.
The company, in an open letter to its customers, said it wouldn't display pop-up or pop-under advertising on its site. It also said it wouldn't run ads that install hidden, ad-supported programs on users' computers or support them by advertising PriceGrabber through such services.
"A site like PriceGrabber that attracts active shoppers could make substantial money by engaging in these practices," the company wrote on its site, "but we have consciously and consistently refused all such advertising in favor of a better user experience."
The company has also developed a logo that like-minded Web site owners can post on their sites, declaring them to be pop-up free. PriceGrabber is hardly the first to take such a stance. AOL long ago phased-out third-party pop-up advertising on its service, as did women-oriented site iVillage.
Related reading
YouTube is getting rid of 30-second unskippable pre-roll ads
They're arguably the most annoying video ad formats in existence, but soon they'll be a thing of the past, at least on YouTube.
Is Twitter slowly dying?
On Thursday, Twitter reported its earnings for Q4 2016, and the results have raised questions about the company's long-term future.
FedEx launches fulfillment service to take on Amazon
From its $1.5 billion air cargo hub to its growing network of contract last-mile delivery drivers, Amazon is increasingly looking like a logistics company; but shipping and logistics giant FedEx isn't sitting idly by.
Bad news brands: consumers could probably live without you
Havas Group's Meaningful Brands report delivers sobering news for brands: consumers wouldn't care if 74% of the brands they use disappeared off the face of the earth.


text:
Arthur Rimbaud
Selected Poems and Letters
Книгу можно купить в интернет-магазинах:
· OZON.ru 1667р. [Проверить наличие]
ISBN: 0140448020Издательство: Penguin Books
Год издания: 2005
Страниц: 576
Book Description Arthur Rimbaud was one of the wildest, most uncompromising poets of his age, although his brief literary career was over by the time he was twenty-one when he embarked on a new life as a trader in Africa. This edition brings together his extraordinary poetry and more than a hundred of his letters, most of them written after he had abandoned literature. A master of French verse forms, the young Rimbaud set out to transform his art, and language itself, by a systematic "disordering ofall the senses," often with the aid of alcohol and drugs. The result is a highly innovative, modern body of work, obscene and lyrical by turns?a rigorous journey to extremes. Jeremy Harding and John Sturrock?s new translation includes Rimbaud?s greatest verse, as well as his record of youthful torment, A Season in Hell (1873), and letters that unveil the man who turned his back on poetry.
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St. Ives Hotel, Lytham St. Anne's
- Free breakfast, free WiFi, and free parking
Main amenities
- 70 guestrooms
- Near the beach
- Restaurant and bar/lounge
- Indoor pool
- Sauna
- Spa services
- 24-hour front desk
- Daily housekeeping
- Self-serve laundry
- Wedding services
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For families
- Free cribs/infant beds
- Connecting/adjoining rooms available
- Daily housekeeping
- Laundry facilities
- Hair dryer
- Coffee/tea maker
What's around
- St. Annes Pier (0.1 mi / 0.1 km)
- Island Cinemas (0.4 mi / 0.6 km)
- Ashton Gardens (0.7 mi / 1 km)
- Royal Lytham and St. Annes Golf Club (0.8 mi / 1.3 km)
- St. Annes Old Links Golf Club (1.3 mi / 2.1 km)
St. Ives Hotel, Lytham St. Anne'sfrom $70
- Family Triple Room
- Family Quadruple Room (Single Occupancy)
- Family Quadruple Room
- Standard Double Room (Single Occpancy)
- Standard Double Room
- Family Triple Room (Single Occupancy)
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At a glance
Key facts
Hotel size
- This hotel has 70 rooms
- This hotel is arranged over 3 floors
- Check-in time 2 PM-midnight
- Check-out time is 11 AM
Required at check in
- Credit card or cash deposit required
- Government-issued photo ID required
Travelling with others
- Pets not allowed (service animals welcome)
- Free WiFi in public areas
- Free WiFi in rooms
- Free self parking
Nearby Two Star Lytham St. Anne's hotels
In the hotel
- Free breakfast daily
- Restaurant
- Bar/lounge
- 24-hour room service
- Indoor pool
- Spa services on site
- Sauna
- Golfing nearby
- 24-hour front desk
- Tours/ticket assistance
- Laundry facilities
- Wedding services
- Number of buildings/towers - 2
- Elevator/lift
In the room
- Coffee/tea maker
- Iron/ironing board (on request)
- Hair dryer
- Flat-screen TV
- Digital TV channels
- Free WiFi
- Phone
- Daily housekeeping
- Connecting/adjoining rooms available
Top Lytham St. Anne's hotels
Recently reviewed hotels in Lytham St. Anne's
- Days Inn Liverpool City CentreFrom
"Stayed only for a night but it was very comfortable."Jan 10, 2017
- Hampton by Hilton Liverpool City CenterFrom
"Great Value for our stay. very nice staff, we had a blast"Jan 10, 2017
- Oak Royal HotelFrom
"Great staff from the front desk to the people in the bar and restaurant. Very Grateful that our first experience in England was in this hotel."Jan 10, 2017
- The Shankly HotelFrom
"We liked the Shankley Hotel in Liverpool. Our room (#110) was very large - larger than we expected - and quite cozy. The doorman had a great personality and gave us directions to…"Jan 9, 2017
Nearby hotels
Also popular with travelers from the USA
Special features
DiningPier Restaurant - This restaurant serves breakfast, lunch, and dinner.
St. Ives Hotel, Lytham St. Anne's's small print
Also known as
- Hotel St. Ives
- Ives Hotel
- St. Ives Hotel
The property has connecting/adjoining rooms, which are subject to availability and can be requested by contacting the property using the number on the booking confirmation.
Optional extras
Late check-out can be arranged for an extra charge of GBP 20
We have included all charges provided to us by this hotel. However, charges can vary, for example, based on length of stay or the room you book.
Recent reviews
Good 3.9 /5 from 229 reviews
-Clean -Convenient/ good location -Good size room -Friendly staff -House keeping were a bit keen on departure day -Nice pool -Reasonable cost -Wifi reception wasn't very good -Breakfast team weren't really interested if you arrived 9:45 onwards (breakfast served till 10:30)and sausages were rough!
-Clean -Convenient/ good location -Good size room -Friendly staff -House keeping were a bit keen on departure day -Nice pool -Reasonable cost -Wifi reception wasn't very good -Breakfast team weren't really interested if you arrived 9:45 onwards (breakfast served till 10:30)and sausages were rough!
Really poor room ,looks nothing like the pictures,bedding clean and fresh ,paintwork dirty,bathroom very outdated ,vanity unit shabbyBreakfast ok but not hot ,wooden blinds in dining room ,disgusting,covered in thick dust ,will not be returning .
Hotel was very quiet.Function had been cancelled.Small room at back-clean and OK. Decor very tired.Breakfast choice quite good but all hot food was dry and tough-sits under hot plate from early on it would seem. My husband was charged for the room on checkout which I had prepaid.I had to phone to point this out and have now been reimbursed.Most staff friendly and helpful.
Not our best booking via hotels.com. I am not sure if I am Disappointed with hotels.com more than the hotel. Pictures shown to book room did not represent the room. When questioned at the reception, they said they do not have control over what hotels.com (expedia) show on their website and I felt very much misled at this point. I was offered another room more representative of the photos but with an upcharge. I already paid £100 per night for the room only to find the actual price was £69, later the same week on this very website, so this was not at all expected. Another experience to learn from. When complained about the tatty condition of the room, the response was it was a 2 star hotel, definitely will check better next time. On the contrary, the restaurant and leisure facilities of the hotel was on a different league. Walking into the room almost felt like beind inside an average B&B. After having used this website for last 3 years and having made several bookings, I am not sure if I want to be there customer anymore.
Is the description of this hotel not correct? Tell us


text:
The Tech Angle on Working Capital
There are plenty of pain points when it comes to improving payables and receivables processes, but technology can help solve them.
By Susan Kelly |
April 8, 2015
EEOC lawsuit targeting Honeywell's wellness program left employers wary.
By Richard Zaldivar-Alonso |
December 13, 2012
The charge, buried in a recent regulation, works out to tens of millions of dollars for the largest companies, employers say.
By Stephen Barlas |
February 1, 2011
Companies to push for certain changes, aided by GOP muscle
By Stephen Barlas |
May 1, 2010
Companies struggle with ambiguity as they figure out how to implement the healthcare reform law's first provisions.
By Janet Aschkenasy |
January 12, 2010
Both healthcare bills would repeal employer tax break; ERISA status also a worry
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