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BUILDING TOGETHER. Guide for Municipal Asset Management Plans. Ministry of Infrastructure
- Emory Gallagher
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1 BUILDING TOGETHER Guide for Municipal Asset Management Plans Ministry of Infrastructure
3 Letter from the Minister of Infrastructure and Minister of Transportation Infrastructure investments are vital to strengthening the economy, creating jobs and building strong communities in which residents enjoy a high quality of life. That s why the Ontario government has invested more than $75 billion in infrastructure since 2003 to support our hospitals, schools, transit and roads creating or preserving close to 100,000 jobs, on average, each year. C H A R T 1 O n t a r i o Pe r C a p i t a i n N e t P u b l i c C a p i t a l S t o c k Constant 2002 Prices 350 Era of Visionary Investment Era of Neglect Era of Renewal Sources: Statistics Canada and Ontario Ministry of Infrastructure B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s i
4 Last June, we released our 10-year infrastructure plan, Building Together. This plan is the first of its kind and reinforces our strong commitment to continued investment in infrastructure. Despite significant fiscal challenges, we are standing by that commitment. In the 2012 Ontario Budget, we committed to invest more than $35 billion in infrastructure over the next three years. We are also standing by our commitments to municipalities, including honouring our commitment to implement the uploads agreed upon through the Provincial-Municipal Fiscal and Service Delivery Review (PMFSDR) according to the schedule agreed upon through the PMFSDR, and providing over $1.8 billion to municipalities through the combined benefit of both the Ontario Municipal Partnership Fund (OMPF) grants and provincial uploads in Recognizing that we have more work to do with municipalities and the federal government to address municipal infrastructure challenges, the government committed through Building Together to develop a municipal infrastructure strategy. Asset management will be the foundation of the strategy. Asset management planning will allow needs to be prioritized over wants. It will help ensure that investments are made at the right time to minimize future repair and rehabilitation costs and maintain municipal assets. We are moving toward standardization and consistency in municipal asset management. The first step is requiring any municipality seeking provincial capital funding to prepare a detailed asset management plan and show how its proposed project fits within it. As part of this process, municipalities will need to demonstrate how they themselves are assisting financially with the proposed project, including engaging with Infrastructure Ontario. i i B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s
5 We have heard loud and clear that some municipalities, particularly small ones, struggle with the task of preparing detailed asset management plans due to a lack of in-house technical capacity or limited financial resources. The government will therefore be making funding available on an entitlement basis to approximately 350 communities to assist with the preparation of asset management plans. We are taking an entitlement approach so municipalities can focus on improving their asset management plans rather than on competing for funding. This guide is part of a toolkit to help municipalities prepare asset management plans and consider all the resources that are available to help address infrastructure needs. This web-based toolkit will also help us learn from each other by providing a forum to share best practices and success stories. The goals of the municipal infrastructure strategy include: making good asset management planning universal; moving toward optimal use of a full range of infrastructure financing tools; and addressing the structural challenges facing small communities. The federal government should be a key partner in this effort. We are actively participating in the federal government s year-long engagement process to inform its long-term infrastructure plan. We have been emphasizing our commitment to asset management and smart investment. We will continue to work with our municipal and federal partners to address municipal infrastructure challenges and ensure Ontario s future prosperity. Bob Chiarelli Minister of Infrastructure, Minister of Transportation B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s i i i
6 i v B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s
7 Table of Contents Part One: CONTEXT Introduction Municipal infrastructure strategy...3 Part Two: ASSET MANAGEMENT PLANNING Asset management in Ontario Innovation Integration with financial planning Enhancing the asset management planning process Part Three: THE ELEMENTS OF A DETAILED ASSET MANAGEMENT PLAN Executive summary Introduction State of local infrastructure Desired levels of service Asset management strategy Financing strategy Part Four: CONCLUSION B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s v
9 Part 1 1 Introduction Context Public infrastructure is central to our prosperity and our quality of life. That is why the province released Building Together, a long-term infrastructure plan for Ontario, in June Building Together responds to the far-reaching trends that will affect Ontario s infrastructure needs, including a more global and service-oriented economy; a larger, older and more urbanized population; and the effects of a changing climate. The plan sets out a strategic framework that will guide future investments in ways that support economic growth, are fiscally responsible, and respond to changing needs. A key element of this framework is ensuring good stewardship through proper asset management. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Municipalities deliver many of the services that are critical to Ontarians, and these services rely on well-planned, well-built and well-maintained infrastructure. For example, municipalities are responsible for more than 15,000 bridges and large culverts and more than 140,000 kilometres of roads that support the movement of people and goods. In addition, more than 10 million Ontarians depend on municipal water and/or wastewater services. 1
10 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The province, municipalities and the federal government share an obligation to address municipal infrastructure challenges. The province takes this obligation seriously. Since 2003, the province has invested approximately $13 billion in municipal infrastructure. This includes more than $1.8 billion that went towards municipal and community infrastructure stimulus projects in the wake of the 2008 economic downturn. These investments have helped municipalities to modernize and expand transit systems, repair and upgrade roads and bridges, improve water and wastewater treatment, and revitalize community infrastructure. In addition, since 2003, the Infrastructure Ontario Loan Program has provided financing to eligible public sector clients to help renew infrastructure and deliver value to the public. The Loan Program borrows on behalf of municipalities and other eligible public organizations, allowing smaller borrowers to secure financing at more favourable interest rates than would otherwise be available to them. To date, the Loan Program has approved and executed more than $5.8 billion in affordable loans including some $4 billion to 215 municipal clients to help support more than 1,500 projects. These projects include important investments in roads, bridges, and water/ wastewater systems across the province. 2 Provincial funding and financing for municipal infrastructure is complemented by other ongoing municipal support initiatives. These initiatives include the uploads agreed upon through the Provincial- Municipal Fiscal and Service Delivery Review (PMFSDR), which will ensure that more property tax dollars are available for important municipal priorities including investments in infrastructure, funding provided through the Ontario Municipal Partnership Fund (OMPF), and others. The province s ongoing support to municipalities has increased to $3.2 billion in 2012 almost three times what was provided in 2003.
11 2 Municipal infrastructure strategy Despite significant investments by all orders of government, more needs to be done to address current and emerging municipal infrastructure needs. That is why the province committed through Building Together to work with municipalities and the federal government to establish a municipal infrastructure strategy. What will the strategy do? A long-term, cooperative effort among all three orders of government will be required to address the challenges of current and emerging municipal infrastructure needs. The strategy will be guided by the following principles: y Municipalities are the stewards of the infrastructure they own. The province and the federal government have an obligation to help municipalities address infrastructure challenges. y Comprehensive asset management plans should guide investment decisions. y Those who benefit directly from municipal infrastructure should pay for the service, whenever feasible. y Opportunities should be pursued to provide infrastructure more efficiently by forging partnerships with other communities or consolidating services where possible. y Maintaining roads, bridges, water, wastewater and social housing should be a top priority. y Some communities face unique challenges that require tailored solutions. y Infrastructure Ontario and the private sector can help address municipal infrastructure challenges. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s 3
12 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s As part of the strategy, policy activities in the following three areas will need to be discussed: y Making asset management planning and public reporting universal. y Making optimal use of the full range of budgeting and infrastructure financing tools. y Addressing the structural challenges that are confronting small municipalities. To minimize the reporting burden associated with asset management planning, the province intends to move toward a one window approach, which means that a single comprehensive plan would satisfy all provincial requirements related to municipal asset management. This will help streamline activities such as potential future regulations under the Water Opportunities Act, What is the first step? Resolving municipal infrastructure challenges begins with improved asset management. The province views this as a prerequisite for a productive discussion about solutions, including permanent funding for municipal infrastructure. In Building Together, the province stated that any municipality seeking provincial infrastructure funding must demonstrate how its proposed project fits within a detailed asset management plan. This will help ensure that limited resources are directed to the most critical needs. 4
13 What do detailed asset management plans need to include? Part Three of this guide sets out the information and analysis that municipal asset management plans should include, at a minimum. The province is moving in the direction of standardizing municipal asset management planning and this guide will help municipalities get a head start on developing detailed asset management plans. Municipalities that already have detailed asset management plans do not need to replace them. Part Three of this guide can act as a template, but municipalities may select any appropriate format, so long as their plans include the information and analysis described in Part Three. Financing strategies are a key component of a detailed asset management plan. Municipal councils must be open to all available revenue and financing tools. For example, there may be a need for some municipalities to revisit their zero debt policies. Debt financing, such as debentures, loans, and construction financing agreements, helps to spread the cost of expensive capital projects over time so that both current and future users of services share the burden. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s In addition, some municipalities may need to revisit their policies regarding user fees, such as water rates. The prices of water and wastewater services in Ontario are low compared to many other jurisdictions and in many cases rates charged do not reflect the full cost of services. 5
14 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The Commission on the Reform of Ontario s Public Services, in its report on transforming Ontario s public sector, discussed the need for full-cost water pricing: in municipal water and wastewater services stable investment over the long-term is more efficient and results in greater intergenerational fairness Moreover, full-cost pricing in water and wastewater services has the added benefit of encouraging conservation an area in which Canada desperately lags the world s best. The electricity sector already operates on a cost recovery model; so too should water and wastewater services. Recommendation 12-2: Implement full cost pricing for water and wastewater services. Source: Public Services for Ontarians: A Path to Sustainability and Excellence, Report of the Commission on the Reform of Ontario s Public Services (2012). As a condition of future provincial infrastructure funding, municipalities will be required to demonstrate that a full range of available financing and revenue generation tools has been explored. Provincial infrastructure funding will continue to be conditional on municipalities demonstrating that they are complying with all relevant legislative requirements, including completing bridge inspections as required under the Public Transportation and Highway Improvement Act, 1990 and submitting Financial Information Returns as required under the Municipal Act,
15 Responsibility for the safety and maintenance of Ontario bridges is set out in the Public Transportation and Highway Improvement Act, 1990, Regulation , Standards for Bridges. The Act requires that all provincial and municipal bridges be inspected every second calendar year under the direction of a professional engineer using the Ministry of Transportation s Ontario Structure Inspection Manual (Inspection Manual). How will the province help municipalities that require assistance? The province recognizes that small municipalities may have limited financial capacity to undertake asset management planning. Therefore, small municipalities (and Local Services Boards with water/wastewater systems in Northern Ontario) will be eligible to receive entitlement funding for asset management planning in through the new Municipal Infrastructure Investment Initiative (MIII). Municipal service managers who are responsible for a small number of social housing units will also be eligible through MIII to receive entitlement funding to improve asset management practices related to social housing units. Information about this program, including a manual and expression of interest forms, can be found at ontario.ca/municipalinfrastructure. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s To help municipalities develop asset management plans, the province has launched a web portal to share resources and showcase best practices and success stories. The materials on the portal will grow and evolve in partnership with municipalities and municipal sector associations. The portal will be a key resource for municipalities (particularly small municipalities) that have limited experience with asset management. It can be accessed at ontario.ca/ municipalinfrastructure. 7
16 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s 8
17 Part 2 Asset management planning 1 Asset management in Ontario What is asset management? Asset management planning is the process of making the best possible decisions regarding the building, operating, maintaining, renewing, replacing and disposing of infrastructure assets. The objective is to maximize benefits, manage risk, and provide satisfactory levels of service to the public in a sustainable manner. Asset management requires a thorough understanding of the characteristics and condition of infrastructure assets, as well as the service levels expected from them. It also involves setting strategic priorities to optimize decisionmaking about when and how to proceed with investments. Finally, it requires the development of a financial plan, which is the most critical step in putting the plan into action. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s 9
18 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Why is asset management so important? Because it takes a long-term perspective, good asset management can maximize the benefits provided by infrastructure. It also affords the opportunity to achieve cost savings by spotting deterioration early on and taking action to rehabilitate or renew the asset, as illustrated in Figure 1. F i g u r e 1 S m a l l b u t T i m e l y R e n e w a l I n v e s t m e n t s S a v e M o n e y $60m Condition $10m $10m $10m $10m Poor Asset Management ($60m total): Let asset deteriorate, then replace Smart Asset Management ($40m total): Make timely investments throughout asset life Year 1 0
19 Good asset management is essential for all orders of government. It results in informed and strategically sound decisions that optimize investments, better manage risk including the risk of infrastructure failure and take into account the potential impact of other factors, such as climate change (e.g., damage due to extreme weather). For example, the Ministry of Transportation is increasingly applying preventative maintenance strategies to extend the life of pavements. Preventative treatments such as crack sealing, hot mix patching and thin surface applications help to maintain the pavement at a high level of service. When applied at the right time, these treatments can prolong pavement life up to 15 years, deferring the need for costly road reconstruction. What is the current state of municipal asset management? Many Ontario municipalities, including the City of Thunder Bay, have made significant progress towards best practices in asset management. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s However, there is more work to be done. Research undertaken in 2012 by the Ministry of Municipal Affairs and Housing suggests that fewer than 40 per cent of Ontario municipalities have a long-term asset management plan in place for their capital assets. 1 1
20 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Asset management in Thunder Bay Thunder Bay s infrastructure is aging while demand for better municipal services is growing in response to higher standards of safety, health, and environmental protection, and, to some degree, growth. Beginning in 2004, the City s Transportation & Works Department (now Infrastructure & Operations) reviewed its existing long range infrastructure strategies and current technical and financial practices. Staff compared the existing strategies and practices to best asset management practices in other municipalities and the InfraGuide prepared by the Federation of Canadian Municipalities, the National Research Council and Infrastructure Canada. City staff produced an integrated asset management plan that identified ways to minimize life cycle costs and maintain adequate service levels at the lowest possible risk. From 2004 to 2011 capital funding increased. However the amount of funding required to implement the plan exceeded the established level of capital spending. The Strategic Plan approved by City Council supported an increase in capital financing capacity to reduce the annual infrastructure deficit and, in addition, requested administration to develop enhanced infrastructure funding options. The Enhanced Infrastructure Renewal Program (EIRP) was approved by City Council and beginning in 2012, the EIRP was integrated into the budget process to address ongoing capital needs through incremental and dedicated property tax increases. By 2014, the gap between the amount of funding required to implement the City s asset management plan and annual capital spending is expected to have been reduced by approximately 60 per cent. 1 2 Source: Presentation to the Ontario Ministry of Municipal Affairs & Housing by Darrell Matson, City of Thunder Bay (February 2012)
21 What existing activities does asset management build on? While many municipalities need to improve their asset management practices, it is likely that most of them have a good foundation of information on which to build. The Ministry of Municipal Affairs and Housing s research revealed that 84 per cent of municipalities without formal asset management plans have protocols in place to manage/ prioritize assets. Such protocols can help contribute to the development of asset management plans. One of the key outcomes of the Provincial-Municipal Fiscal and Service Delivery Review undertaken by the Province, the Association of Municipalities of Ontario, and the City of Toronto was the consensus that asset management planning is vitally important for addressing municipal infrastructure challenges. While there are costs associated with developing these plans, participants in the review agreed that such costs are generally repaid by the savings realized through timely and informed decisions. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Ontario municipalities have transitioned to accrual accounting a critical first step in the development of asset management plans. 1 3
22 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Accrual accounting and asset management Due to changes to Public Sector Accounting Board (PSAB) standards that came into effect in 2009, municipalities are required to report on their tangible capital assets in their audited Financial Statements. The Province undertook the same change in accounting treatment in the fiscal year. Under the new standards, the full cost of acquisition or construction of an asset is no longer recognized as an expenditure in the year in which it occurs. Instead, the cost of the asset is spread over the asset s estimated useful life as amortization expense. In order to comply with the new standards, municipalities have gathered information on the assets they own, which provides a foundation for improving asset management practices. Since 2000, many municipalities have been participating in the Municipal Performance Measurement Program (MPMP), which tracks efficiency and effectiveness across 13 service areas. Data is collected through the Financial Information Return. In 2009, measures including amortization and interest on long-term debt were added to the existing operating cost measures. The data generated through MPMP can inform the asset management planning process. Many associations have been developing and disseminating tools and resources to help improve municipal asset management. For example, the Ontario Good Roads Association has been working to support data collection through the Municipal DataWorks system. 1 4
23 Municipal DataWorks Municipal DataWorks is a software tool that helps municipalities carry out asset management planning. It is an online database with tools to import and export infrastructure data and create flexible reports on the extent and condition of municipal infrastructure. Municipal DataWorks is managed by the Ontario Good Roads Association (OGRA). In view of the importance of municipal bridge asset management, the Ministry of Transportation provided $1.1 million to the OGRA in 2010 and 2011 to help municipalities collect and process their bridge and culvert data and input it into Municipal DataWorks. This database now includes 15,000 bridges and large culverts from more than 340 Ontario municipalities. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The Provincial-Municipal Roads and Bridges Review also focused on the importance of improved municipal asset management. The Review was initiated following the Provincial-Municipal Fiscal and Service Delivery Review. It was a collaborative process involving members of the Association of Municipalities of Ontario (AMO), representatives from the City of Toronto, and staff from the ministries of Transportation, Infrastructure, Finance, Municipal Affairs and Housing, and Northern Development and Mines. The Roads and Bridges Review Steering Committee Final Report was released in July 2012 and is available through the AMO website (www.amo.on.ca). The Review also produced an asset management guide for roads and bridges that is available through the new web portal the province has launched (ontario.ca/municipalinfrastructure). 1 5
24 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The importance of municipal bridge inspections and maintenance was recognized in the Ontario Auditor General s 2009 Annual Report (December 2009). A key recommendation was that the Ministry of Transportation should work with stakeholders to ensure that the condition of municipal bridges is consistently assessed, updated every two years as required, and publicly reported. As noted on page 6, municipalities are required to inspect their bridges under the Public Transportation and Highway Improvement Act, Bridge inspections provide key information on structure condition and repair strategies and costs. This is critical for municipalities to determine their bridge infrastructure needs and priorities. Through the province s Dedicated Gas Tax Funds for Public Transportation Program, municipalities were required to develop and submit a 10-year municipal Transit Asset Management Plan. The Ministry of Transportation received 79 municipal asset management plans, satisfying the requirement for all applicable recipients. Under the federal gas tax transfer program, municipalities are required to develop or enhance an Integrated Community Sustainability Plan a long-term plan, developed in consultation with community members, that provides direction for the community to realize sustainability objectives, including environmental, cultural, social, and economic objectives. 1 6
25 Good asset management has also been gaining momentum in the water sector. Operating authorities that oversee municipal residential drinking water systems must document their infrastructure maintenance, rehabilitation, and renewal programs and monitor the effectiveness of their maintenance programs as part of the quality management system required as a condition of accreditation. In addition, the Financial Plans Regulation under the Safe Drinking Water Act, 2002 requires that municipalities plan for the long-term financial viability of their drinking water system(s). The Water Opportunities Act, 2010 builds on this by setting the framework for a performance measurement regime and sustainability planning for water, wastewater, and stormwater over the lifetime of the infrastructure assets. In the social housing sector, many municipal service managers have assessed the condition of their housing portfolios. This work has been undertaken as part of the Social Housing Renovation and Retrofit Program or previously completed assessments. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The Ministry of Municipal Affairs and Housing has worked with the Housing Service Corporation, the Centre for Asset Management, and stakeholders to provide tools to help providers and service managers undertake effective asset management planning. These tools include the publication FRAME: Fundamental Resources for Asset Management Excellence, the Asset Management Resource Kit, and access to licenses for a webbased asset management system. Service managers across Ontario are responsible for administering approximately 230,000 units of social housing stock. To address capital repair priorities and sustainability, municipalities are encouraged to integrate asset management planning for social housing with asset management planning for other municipal infrastructure. 1 7
26 B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s Municipalities need to continue to build on this work and this momentum. The province will help municipalities by providing asset management entitlement funding to small municipalities and service managers and by sharing tools and resources through the web portal it has launched (ontario.ca/municipalinfrastructure). 1 8
27 2 Innovation The asset management planning process is a useful venue to explore better and more cost-effective ways to deliver infrastructure services. Alternative Financing and Procurement Municipalities may be able to utilize Infrastructure Ontario s Alternative Financing and Procurement (AFP) model to help implement projects. The AFP model brings together private and public sector expertise in a unique structure that reduces the risk of project cost increases and scheduling delays typically associated with traditional project delivery. Costs and risks can be further reduced if the private sector is also responsible for maintenance. This delivery model, known as designbuild-finance-maintain, takes a lifecycle perspective and builds effective asset management directly into the contract. B U I L D I N G TO G E T H E R : G u i d e f o r M u n i c i p a l A s s e t M a n a g e m e n t P l a n s The design-build-finance-maintain model requires close coordination among all parties involved in the project, including: the designer/ architect, builder, and maintenance contractor, each of whom has relevant expertise. Together, they must develop an approach that integrates capital and operating costs over a contracted period of time and minimizes the total costs. To comply with holdback provisions in the project agreement, they must also ensure the asset is in good condition at the end of the contract. 1 9
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text:
Ardengost rankings
Difficulty ranking world: 7933 (all)
Ranking France: 1859 (all)
Ranking Pyrenees: 431(all)
Difficulty score: 34.21 what?
Ardengost ratings
(rate it)
The Ardengost is situated in Midi-Pyrenees. This climb belongs to the Pyrenees.
Starting from Arreau,
the Ardengost ascent is 9.4 km long. Over this distance, you climb 385 heightmeters.
The average percentage thus is 4.1 %.
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subset: commoncrawl


text:
Woops another old tin tea caddy found its way onto my blog - wonder how that happened. You can get it here - but someone might have beat you to it - me.
That is a beautiful tea caddy. Makes me want to start another collection.
Ooh, that's nice! I just checked, and you hadn't purchased it yet, but I searched her site and found a similar one in green that I immediately bought. The blue one is still yours!


text:
Brenda Song Engaged
October 17, 2011 by staff
Brenda Song Engaged, While former Disney star Brenda Song and Trace Cyrus are to remain silent about whether the rumors are true that song is pregnant, the couple has announced they have begun to participate.
Cyrus announced the big news on Twitter, saying: "I am very happy to say, last week I asked my girlfriend Brenda Song to marry me and she said yes! We're both very excited to be hired!"
It was the last tweet sent from your old phone, as a follow up commitment to the announcement that it had bought a new iPhone 4 with a new phone number.
According to Zap2it, Cyrus famous sister of Miley Cyrus took to Twitter to congratulate the happy couple and the song of welcome in the family, saying: "I can not wait for Brenda as Cyrus:) I could not be more excited with my sister in the right to be "yay:)."
In August, the news that the song, 23, was pregnant and Cyrus was the father.
A source at the time, said, "[The pregnancy] is not expected. Both were surprised to discover that she is pregnant … They are thinking how to handle the situation."
Ciro is a musician and former guitarist of the band Metro Station before moving on to form the band of high Ashland. Cyrus has also launched his own clothing line. Song, meanwhile, is lending her voice to animated television movie next, Tinkerbell and Pixie Hollow Games.
Please feel free to send if you have any questions regarding this post , you can contact on
Disclaimer: The views expressed on this site are that of the authors and not necessarily that of U.S.S.POST.


text:
MIAMI GARDENS, Fla. — During the opening stages of Wednesday night's game, the Washington Nationals played compelling, winning baseball. They unnerved the other team's starter, played crisp defense and seized a lead that should have been comfortable. And then, as is their custom against the Florida Marlins, they quickly managed to make all that irrelevant.
The Marlins spotted the Nationals four runs and then beat them 7-4, the Nationals' 41st loss to the Marlins in 54 games since 2008. The Nationals (1-4) lost their seventh straight against Florida and their second straight this year, ensuring their search for their first series win of 2011 will restart Friday in New York. Well, hey, Bryce Harper debuts Thursday night in Georgia.
The results remain the same against the Marlins, but the culprits changed. Wednesday, before 13,825 at Sun Life Stadium, Livan Hernandez walked five batters in four innings — one more than Nationals starters had allowed combined in their first four games — and yielded four runs in a fifth inning that erased the Nationals' lead. Chad Gaudin relieved him in the sixth and promptly yielded two runs, the go-ahead run scoring on Omar Infante's RBI single.
The Nationals' offense mostly reentered hiding once the lead was lost. Between the fifth and eighth innings, only Rick Ankiel reached base, a bloop single to right that was eliminated by a double-play ball from the next hitter, Danny Espinosa. The Nationals managed a brief rally in the ninth when Ian Desmond singled against Marlins closer Leo Nunez, his fourth hit of the night, and Jayson Werth walked, bringing Ryan Zimmerman to the plate as the tying run. But Zimmerman struck out swinging at a high, 95-mph fastball, and Werth and Desmond became two of the 20 base runners the Nationals have stranded over the past two days.
The Nationals built their lead as Desmond, having returned to the leadoff spot after Manager Jim Riggleman considered moving him down, knocked three hits in his first three at-bats, two doubles and an RBI bunt single. Desmond's second double, a laser to left-center, scored Ivan Rodriguez and put the Nationals up 4-0 in the fourth.
The game unraveled in the fifth, when Hernandez experienced his second spasm of wildness. He loaded the bases in the first with three straight walks before escaping. He walked consecutive batters with two outs in the fifth to again load the bases, bringing up John Buck.
Hernandez worked a full count and threw Buck a 68-mph curveball, an audacious choice, and an 87-mph fastball, and Buck fouled both pitches away. Hernandez tried one more fastball. Buck smashed it to right center. Hernandez turned around, watched the ball fly for a moment and doubled over on the mound.
The ball ricocheted off the top of the fence and back into the field. All three runs scored easily, Buck stood on third with a triple and the Nationals had lost their grip on the game.
After they stranded 12 runners Monday night, the Nationals played the kind of offense that doesn't require clutch hits. In the second, the Nationals scored three runs, sent eight men to the plate — and hit two balls out of the infield.
Ankiel led off with a walk, and with Espinosa batting, he bolted for second. Espinosa nailed a single that rolled over the precise spot Infante, the Marlins' second baseman, had deserted in order to cover second base, a clinical hit-and-run that placed runners on first and third.
When Ivan Rodriguez hit a chopper to third, Ankiel sprinted home as Donnie Murphy fired home. Ankiel slid to the right of home plate, swiping his left hand over the tip of the dish, just out of the catcher's reach, to score the Nationals' first run.
Hernandez bunted the runners to second and third, and up came Desmond. He dropped a bunt to third base, catching Murphy — and maybe Espinosa, too — by surprise. But Espinosa scored easily and Desmond glided safely to first. After Werth walked, Zimmerman gave the Nationals a 3-0 lead with a sacrifice fly to right.
But, as any of the Nationals' leads tend to do against the Marlins, it crumbled. The Nationals showed one more sign of fight before it ended. After Riggleman trudged to the mound to pull reliever Todd Coffey, Coffey barked at home plate umpire Tim Tschida. The umpire ejected Coffey, who tossed his glove and stomped to the plate to reinforce his argument.


text:
Let us know when your receive great advice so we can thank our lawyers and point others with similar questions in the right direction.Got it!
it was my first job and i was never told i was independent contractor and the employer controlled when, where, and how i should work, can i take this matter to court and argue that i was not aware and there was no signs for me to know that i was a idependent contractor. IRS asking for me to pay alot money end of the year, which i wasnt perpared to get such a notice since i was not aware that there no tax being taking out of my pay check. I also did not get any paystabs from the employer beside her payroll deposit to my account. I worked for her in 2009 and 2010 but only for two months and i did not recieve any paper work for 2010 from her and now IRS is asking to Amendem my return for 2010. I would really appreciate legal advice Thank you
You have some very serious legal issues involving tax law and employment law, including wage and hour law. Please do not try to handle this on your own. I cannot urge you strongly enough to consult with one or more experienced employment law attorneys with whom you can discuss the details of your situation, and also a tax professional (attorney or CPA) who can coordinate with your employment attorney. Know that your employer may be on the hook in a number of ways, but that ultimately, you are responsible for your taxes.
The main issue in determining who is an employee and who is an independent contractor is who controls your work. The general rule is that a person is an independent contractor if the employer has the right to control or direct the RESULTS of the work but not HOW the work is done or even WHAT work is done.
Many employers misclassify workers as independent contractors and pay them as "1099 employees" when in fact they should be classified and paid as regular W-2 employees. Employers receive a substantial benefit from doing this, but there is NO benefit to the workers. If you are wrongly classified as an independent contractor instead of an employee, you will not be eligible for many benefits of employment or your eligibility will be reduced. Areas affected include the right to:
– be paid for all hours worked or controlled by the employer;
– the legal minimum wage;
– overtime pay;
– rest and meal breaks;
– workers' compensation insurance;
– Social Security contributions;
– unemployment benefits;
– state disability benefits;
– employer benefits such as vacation, sick leave, pension, medical insurance, etc.
Also, in some states, including California, employers are subject to a penalty if they misclassify employees as independent contractors (see below).
There are different ways to determine if a worker is an employee or independent contractor. Employers must comply with all relevant laws.
FEDERAL TAX LAW: The Internal Revenue Service (IRS) looks at three areas to determine a worker's status:
Behavioral Control: This area considers instructions and training. If the employer has the right to direct or control your work, even if it does not exercise that right, you are an employee. Therefore, if your employer gives you detailed or extensive instructions on how to get the job done, you are probably an employee and not an independent contractor. These instructions might include when to do the work, or how and where to do it; what equipment or tools to use; who you can hire or not hire to help you; what supplies and services to buy, and/or where to buy them. If the employer trains you in required methods of doing the work or the procedures to get the work done, this is evidence the employer wants things done its way, which indicates you are an employee and not an independent contractor.
Financial Control: This area considers who has the right to direct and control the business, not just the work. The more of a financial or promotional investment you have made in the work, the more likely you are an independent contractor. However, there is no requirement for an investment in order to meet the definition of independent contractor. If you incur expenses in performing the work but are not completely reimbursed, you are more likely to be an independent contractor rather than an employee, especially if these expenses are high. If you have the chance to make a profit or loss on the work, you are probably in business for yourself and therefore an independent contractor.
(continued in Comment below)
*** All legal actions have time limits, called statutes of limitation. If you miss the deadline for filing your claim, you will lose the opportunity to pursue your case. Please consult with an experienced employment attorney as soon as possible to better preserve your rights. *** Marilynn Mika Spencer provides information on Avvo as a service to the public, primarily when general information may be of assistance. Avvo is not an appropriate forum for an in-depth response or a detailed analysis. These comments are for information only and should not be considered legal advice. Legal advice must pertain to specific, detailed facts. No attorney-client relationship is created based on this information exchange. *** Marilynn Mika Spencer is licensed to practice law before all state and federal courts in California, and can appear before administrative agencies throughout the country. She is eligible to represent clients in other states on a pro hac vice basis. ***Ask a similar question
(continued from Answer above) Relationship of the Parties: If you do not receive benefits such as medical coverage, vacation, or pension, you may be an employee or an independent contractor. However, if you receive benefits, you are probably an employee. If you are an employee, your employer must withhold income tax and the employee portion of Social Security and Medicare taxes. Your employer must pay Social Security, Medicare and unemployment (FUTA) taxes on the wages you earn. Your employer must give you an IRS Form W-2, Wage and Tax Statement, every year showing the amount of wages paid and taxes withheld from your pay. As an employee, you have the right to deduct unreimbursed business expenses from your taxes on IRS Schedule A if you itemized deductions and meet the other requirements established by the IRS. If you are an independent contractor, the employer must give you an IRS Form 1099-MISC Miscellaneous Income, to report what it has paid you. You must pay your own income tax and self-employment tax, and you may be required to make estimated tax payments during the year. You can deduct business expenses on IRS Schedule C of your income tax return. CALIFORNIA LAW: The main test in California is who has the right to direct and control the "manner and means" in which the job is performed. This is similar to the IRS' Behavioral Control described above. California then looks at secondary factors, which include: Are the services provided on a long-term or repeating basis? Is the worker paid based on the time spent working? Are the services an integral part of the employer's business? Does the employer establish the work hours? Does the employer determine how many hours will be worked? Does the employer dictate the order in which job tasks are to be performed? Does the worker spend all of his or her time working for one employer? Is the worker supervised? All of these factors tend to show the worker is an EMPLOYEE. Is the worker in a distinct occupation or trade? Are the workers' services available to the general public? Can the worker hire, supervise and pay assistants? Did the worker make a substantial investment in facilities or services? Does the worker do the job without supervision? Is the worker highly skilled or working in a specialized field? Does the worker supply the tools and other materials used to do the job? Does the worker provide the location in which the work is performed? Is the worker paid at the end of the project? All of these factors tend to show the worker is an INDEPENDENT CONTRACTOR. Also under California law, an employer can be fined for "willfully misclassifying" an employee as an independent contractor. The amount of the fine ranges from $5,000 to $15,000 per violation. If there is a "pattern and practice" of willful misclassification, the fine can increase to $25,000 per violation. To find a plaintiffs employment attorney in California, please go to the web site of the California Employment Lawyers Association (CELA). CELA is the largest and most influential bar association in the state for attorneys who represent working people. The web site is www.cela.org. Click on "Find a CELA Member" and you can search by location and practice area. It is not always necessary to retain an attorney in your local area as many attorneys handle cases throughout the state. I hope you can resolve your situation and wish you the best.
Thank You Mrs.Spencer that was truly an awesome answer i well take the necessairly step and advice to resolve this issue. Thank You Again
Superb answer, but she probably copied and pasted! She's clever.
I use macros, and have said as much on Avvo many times. There is no way I could provide this level of detail if I had to type the same thing out over and over again.
I know that Ms. Spencer; I was only kidding. You always contribute impeccable answers! You are thoughtful, candid, and very detailed. That is why you're the top of my list of Best attorneys of 2012! -DK
Only kidding - like your posts about getting away with murder and cannibalism.
Great answer!
I was wondering what would be the cause of action for such claim?
Generally, you would sue for unpaid wages and for indemnification, and possibly for unfair business practices. But your situation needs an assessment of the specific facts. You need to speak with an attorney, and do so quickly because the dates you worked are already a long time ago and you may lose all or part of your claim.
Thank you. I am looking for attorney. problems is I am student and I dont have the money for fees of any attorney.
Yes, you can take the matter to court about your mischaracterization as an independent contractor instead of an employee. While there may be good reasons to do so, it will not relieve you of your obligation to pay taxes to the IRS or any other government authority to which taxes should have been paid by you.
Your conclusion that you were an employee and not an IC seems to be based on the employer control factor. However, there are many factors that need to be assessed in addition to control before a conclusion can be drawn as to whether you were actually an employee or IC. It is a very factually intensive analysis. It would best be performed in person with an attorney as opposed to on this site. I would like to encourage you to locate a local employment law attorney and consult with him or her.
Good luck to you.
This answer should not be construed to create any attorney-client relationship. Such a relationship can be formed only through the mutual execution of an attorney-client agreement. The answer given is based on the extremely limited facts provided and the proper course of action might change significantly with the introduction of other facts. All who read this answer should not rely on the answer to govern their conduct. Please seek the advice of competent counsel after disclosing all facts to that attorney. This answer is intended for California residents only. The answering party is only licensed to practice in the State of California.Ask a similar question
Great answer Neil! I LOVE YOU!
Thank you. You know my wife is now jealous!
Great answer!
I really can't beat Ms. Spencer's answer, it was excellent and thorough.
But to add one thing, both the federal government and State of California are taking the default approach that every so called independent contractor is an employee and forcing the employer to prove the opposite.
Definitely contact an employment attorney in your area.
Independent contractor Employment law for businesses Small business taxes Business insurance Business Employment Employment law and finances Workers' compensation Unemployment compensation Paying taxes on unemployment compensation Employee wages Employee wages and overtime pay Employment forms Employment contracts Employee rights Employee break laws and work hours Social security Employment as an independent contractor Lawsuits and disputes Tax law Evidence Employee contract for businesses
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text: Roelof F. Botha focuses on internet, services and software investments. He is a director of Eventbrite, Evernote, Inside.com, MongoDB, Natera, Square, Unity Technologies, Weebly and Whisper. He is also involved with Sequoia Capital portfolio companies including CEGX and Mapillary. Previously, he was a director of YouTube.com, Insider Pages, Meebo, TokBox (Telefonica Digital), Nimbula, Tumblr, Jawbone, Xoom and AssureX, and led Sequoia's investment in Instagram. Prior to joining Sequoia Capital in 2003, Roelof served as the chief financial officer of PayPal, an online payments company. Earlier, he worked as a management consultant for McKinsey & Company. Roelof is a certified actuary (fellow of the Faculty of Actuaries) and holds a B.S. in actuarial science, economics and statistics from the University of Cape Town and an M.B.A. from the Stanford Graduate School of Business.


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Shipping Policy
Where All Do We Deliver?
We deliver to all and any postal address around the world. Courier companies do not deliver to P.O.Box address, so we request you to provide full street address with pin code / zip code.
Please note that residential shipments to USA & some other countries will be left at door if someone is not there to receive the package or no one answers the door bell. Our courier agents USPS / DHL / FEDEX / TNT / UPS / SpeedPost etc will not be able to provide sign confirmation of delivery made in such cases.
To ensure that no disputes arise due to this, kindly make sure that someone is there to receive the package when courier delivery is attempted.
No deliveries are made on Saturdays and Sundays in most countries where 5 day work culture. In many Islamic countries Fridays are normal off days. Some times we can try to organize deliveries on Saturdays also on some extra cost on case to case basis.
Further, deliveries are generally made during normal working hours of courier companies and these varyfrom country to country.
Please note that there are no shipments made from the store on Sundays and public holidays as our logistics partner,does not make any pick-ups on those days.
Calculating Cost
Shipping cost is not built in each items price. You get the benefit of reduced shipping cost on each additional item. Fair & transparent shipping rates.
Please also note that the shipping rates are weight based. The weight of any product can be found on its detail page. To match the policies of the shipping companies we use, all weights will be rounded up to the next 500 grams.
International shipping and handling rates is based on the size of your order: the larger your order, the lower the rate.
Free shipping to any address in India.
Shipping Gifts to India
We take great pride in being able to offer FREE SHIPPING to any address in India to our customers with family and friends back home. To ensure the quickest confirmed delivery on all orders to India, please be sure to include the complete postal address with the correct PIN code. We cannot be responsible for postal delays resulting from incomplete address listings.
Also be aware that all shipments to any Girls College/School/Hostel are placed at the customer's risk. If the school's warden does not accept your package or it is refused for any reason, Roopkala will under no circumstances issue a refund or credit to the customer's account, nor shall Roopkala attempt re-shipment of the same order. For a special or preferred delivery date, the sender must mention the delivery date in the gift message box when placing their order. If the order does not contain any delivery date, then it will be delivered at the first opportunity, as soon as possible.
Transit Times
We ship all orders by fastest possible air courier services like USPS, DHL, TNT, SpeedPost etc and they deliver within 48-72 hours across USA, Europe and all major cities of Middle and Far East.
If you ordered two or more items, you may receive them in multiple boxes on different days, because of varying item availability and shipping locations. Often, products will be shipped separately from one another for added safety in transit, so you may receive more than one delivery to your address.
Please note that all the products will be shipped from India.
Transit Risk
Roopkala ships all parcels as fully insured at no extra cost to customers. If courier company fails to deliver, you do not suffer any loss. In-transit risk is all ours. But Roopkala will not responsible for lost and stolen packages or any full or partial damages to the package after being left at customer's address by postal / courier agency.
Shipment and Tracking Details
We will send you an email regarding the shipment of your order, as soon as the items are handed over to the Courier. These alert emails will contain the tracking number and courier companies website details along with expected date of delivery. You may also check the same on our order status page or by logging in to the My Account section on our site.
Tracking numbers for orders shipped might take 24 business hours to become active on the courier websites.
Address Change Requests
Multiple Address Order
Currently this option is not available. However, if you want to send the product to different addresses, you can place multiple orders.
Incorrect or Incomplete Address
Please note: some courier companies charge a penalty for incorrect shipping addresses, wherein the address and zip code do not match. The customer will, without exception, bear the cost of any such penalties and/or fees, not Roopkala. Please make sure your shipping address is correct.
In the event of a reshipment of the same order, customers will be responsible to pay re-shipping charges for the reshipment.
Packing Method
All products are first polythene packed then put in corrugated box. All orders are shipped by Ist Class Air courier services and home delivered within approximately 3-5 working days after dispatch of the shipment.
Time to Ship
For each item we have mentioned time to ship along with the item image. These are only indicative and approximate values, and items can be shipped earlier or later on case to case basis depending on availability of item and other factors.
It is advisable to email us with the item codes to get more accurate time to ship estimate.
We are proud to offer such shipping values to our customers, especially when paired with our fast delivery times. In most cases, your order will be processed within 48-72 hours of your placing it. You can expect to receive your order, on average, within 7 -15 business days of placing the order.
What if Any Delays?
Time to ship mentioned on our website against each item are indicative and approximate values only and some times due to situations beyond our control, delays may occur. No refund, returns, replacement & exchange will be entertained for this reason.
However benefits such as some store credit to be used for future orders, free gift etc can be allowed on case to case basis.
If, for any reason, there is going to be a delay in shipping because a item is out of stock or If there is an unusual delay in filling an order, we will notify you by e-mail
However any dates for delivery are approximate only and we are not liable for any delay in delivering your order or any part of it. We may choose to deliver your order in separate parts . In some cases we may offer to refund you for unfulfilled part of the order.
VAT & Custom Duties
VAT / Custom Taxes and Import Duties are not in our control. They vary according to the rules of different countries and must be paid directly by the buyer. VAT / Custom Taxes and Import Duties are not included in our ordering process, but may be charged to you by your government.
International customers are responsible for any customs or duty fees levied by their country. We have no control over these charges and cannot predict where they will occur, as policies vary greatly from nation to nation.
They are entirely your responsibility. The courier company may also charge some additional service charges over and above custom duty on case to case basis. Ready to Ship Section
We offer special collection of items that can be shipped within one business day, with the product reaching you within the next 5 – 7 days. This is especially important for last minute orders. Items from all categories are available as ready to ship, as they are already available in our warehouse. Only select products are listed as "Ready to Ship". You can check for the label on any list or product details page. Explore our wide range of Ready to Ship items here.
The product will be at your doorstep within 5 - 7 working days of your payment having been cleared. However, if the order needs customization then an additional 4 days are required for customization.
Billing Address and Shipping Address
Billing Address is the address where a customer gets his bills from the credit card company. Shipping address is the address where the customer wants to receive their shipment.
What happens if my order is lost in transit?


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Reviewed By Russell B (LOUISVILLE, KY) Reviewed for a 2000 Ford F-250 —5/14/2015 4:16 AM
Everything went great from delivery to install.
Reviewed By John S (Kaysville, UT) Reviewed for a 2000 Ford F-250 —11/1/2010 7:58 AM
I have bought Westin Nerf Bars before for other vehicles so I knew that they would be good quality and easy to install. These were the same. I put them on my truck in about 45 min. This truck is a Regular Cab / Long Bed so the bars look ok, but not as good as they did on some of my previous trucks that were Extended Cabs or Crew Cabs. I'll be very pleased with my Westin Nerf Bars as soon as I get back my rebate check!


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Andrew Will Winery Two Blondes Vineyard Red 2007
Bordeaux Red Blends from Yakima Valley, Columbia Valley, Washington
Winemaker's Notes
This vintage is by far the best we have gotten from this vineyard. The work that we have done there with trellising, soil, water, and clonal selections is now bringing it even with the other vineyards from whom we source. The identity is fully apparent in this vintage through its soft texture and very full mid-palate. The depth of flavor reveals much about this vintage and those we hope to see in the future from Two Blondes. A lot of the work we have done here has been on an almost row-by-row basis as we sought to increase the root structure of the vines.
40% Cabernet Sauvignon, 34% Cabernet Franc, 19% Merlot, 7% Malbec
Critical Acclaim
The Wine Advocate - "The 2007 Two Blondes is sourced from a vineyard planted and owned by Camarda in Yakima Valley. Its blend is 49% Cabernet Sauvignon, 34% Cabernet Franc, 19% Merlot, and 7% Malbec It offers up the most complex and complete aromatics of the single vineyard offerings with its array of sandalwood, lavender, incense, smoke, espresso, cassis, and black currant. Velvety-textured, layered, and opulent, this concentrated, lengthy, full-throttle effort should easily see its 25th birthday. "
Wine Enthusiast - "This Two Blondes is the best ever—powerful and ripe, with a plush mix of raspberry and strawberry fruit, tart and tangy and mouthfilling. This wine has a huge midpalate, but doesn't stop there; as it slowly winds through a full-throttle finish, threads of chocolate, coconut, caramel and coffee appear. The flavors go on for several minutes."
Wine & Spirits - "This is a blend of cabernets sauvignon and franc with merlot and malbec. Its macerated fig component hints at tar and sassafras, air bringing out a finely wrought scent of evergreen. The dark fig and blueberry flavors are dense and fruit-driven, the texture pliant and ripe. The wine finishes with impressive length and enough fruit tannin to match a rouladen of beef."
Vinous / Antonio Galloni - "($58; 40% cabernet sauvignon, 34% cabernet franc, 19% merlot and 7% malbec) Good dark red. Captivating nose melds very ripe raspberry, smoked meat and mocha; just this side of roasted and yet there's also attractive floral lift. Then supple, smoky and very dry in the mouth, savory more than sweet. This wine's clinging, glyceral texture reminded me a bit of a Chateauneuf du Pape, of all things."
Wine Spectator - "Smooth, polished and distinctive for a floral cast to its red berry, pomegranate and caramel flavors, lingering on the finish. Cabernet Sauvignon, Cabernet Franc, Merlot and Malbec. Drink now through 2015."
- View All
Andrew Will Winery
Andrew Will Winery was started in 1989 and is owned by Chris Camarda. The winery was launched out of a love for wine that Chris developed while working in the restaurant trade for almost 20 years. Named after his son Will and nephew Andrew, Andrew Will has been a major contributor in putting Washington State on the map as a world-class wine-producing region.
Andrew Will wines are labeled by vineyard with each wine a different makeup of the Bordeaux varietals. These vineyards, all in the Columbia Valley, include Camarda's own estate Two Blondes. He is part owner of the Champoux Vineyard and sources from Ciel du Cheval Vineyard. View all Andrew Will Winery Wines
About Yakima ValleyView a map of Yakima Valley wineries
Washington's first appellation, Yakima Valley has over one third of the state's vineyards. The rolling foothills of the Cascades give the vines a good sun angle, so grapes are well-ripened come harvest time. Merlot dominates the plantings here, creating elegant wines with complex fruit, herbs & structure. Syrah continues to grow in popularity, creating blanced wines with spicy black fruit.A few smaller, but notable appellations that lie within or just outside of Yakima Valley include:
Rattlesnake Hills, which gained AVA status in 2006, lies in the north with 17 wineries.
Horse Heaven Hills, another recent sub-appellation hugs the south end of Yakima and is known for its outstanding vineyard sites that create incredible and collectible red wines.
Red Mountain, known for its intense and delicious reds, is located on the eastern side of Yakima Valley.
About WashingtonRelated Links:
Washington State is exploding onto the world's wine scene. The second largest wine-producing region in the United States, the number of wineries has more than doubled in the past decade to more than 900 today. The great majority of the state's 50,000+ acres of vineyards are grown on the east side of the Cascade mountains, where they enjoy 300+ days of sunshine a year, well-draining soils and a diurnal shift ideal for wine grapes.
Washington is not defined by a single grape variety, with nearly 70 varieties to explore. Out of these, the top five are Cabernet Sauvignon, Merlot, Chardonnay, Riesling, and Syrah. Winemakers and grape growers are driven by a pioneering spirit, and aren't afraid to experiment with new techniques in an ever-growing quest to make world-class wine. With a state-of-the-art research program, near-perfect growing conditions and the possibility for exponential growth – Washington State is proving itself to be a force to be reckoned with.
Customer ReviewsSign In to Add Your Review33 out of 5 stars
3 ratings, 2 with reviewsAnonymous - Birmingham, AL17/12/2017Anonymous - Spokane, WA16/25/2017Anonymous - Encinitas, CA16/8/201749/13/2012A fine example of Washington Wine making.32/18/2011This wine is delicious. Very rich and smooth.Patrick Wilson - Minneapolis, MN35/20/2011


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Seattle (pronounced [si?'æt??] ( ) see-AT-?l or [si?'æ???]) is a coastal seaport city and the seat of King County, in the U.S. state of Washington. With an estimated 634,535 residents as of 2012, Seattle is the largest city in the Pacific Northwest region of North America and one of the fastest-growing cities in the United States. The Seattle metropolitan area of around 3.5 million inhabitants is the 15th largest metropolitan area in the United States. The city is situated on a narrow isthmus between Puget Sound (an inlet of the Pacific Ocean) and Lake Washington, about 100 miles (160 km) south of the Canada–United States border. A major gateway for trade with Asia, Seattle is the 8th largest port in the United States and 9th largest in North America in terms of container handling.
The Seattle area had been inhabited by Native Americans for at least 4,000 years before the first permanent European settlers. Arthur A. Denny and his group of travelers, subsequently known as the Denny Party, arrived at Alki Point on November 13, 1851. The settlement was moved to its current site and named "Seattle" in 1853, after Chief Si'ahl of the local Duwamish and Suquamish tribes.
Logging was Seattle's first major industry, but by the late 19th century the city had become a commercial and shipbuilding center as a gateway to Alaska during the Klondike Gold Rush. By 1910, Seattle was one of the 25 largest cities in the country.
If you already live in Seattle or are moving here Roomster is the best Roommate Matching Site in Seattle


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This perfumed soap cleanses the hands and body, leaving a wonderful scent of green tea, jasmine and honeysuckle on the skin.Eco commitment:This soap is made with RSPO*-certified sustainable palm oil, based on the highest criteria for traceability. *RSPO is a not-for-profit organisation that unites stakeholders from various sectors of the palm oil industry (producers, processors, manufacturers, banks, NGOs) to develop and implement global standards for sustainable palm oil.
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Serves 4
- 1 medium carrot (2 ounces), peeled and coarsely chopped
- 2 tablespoons minced fresh peeled ginger (about a 2-inch piece)
- 2 scallions, thinly sliced (white and green parts separated)
- 1 tablespoon rice vinegar
- 1 to 2 teaspoons toasted sesame oil
- 1 teaspoon tamari or soy sauce
- 4 tablespoons canola oil, divided
- Coarse salt
- 1/2 cup sesame seeds, preferably mixed black and white
- 4 tuna steaks (each 6 to 8 ounces)
- In a blender, combine carrot, ginger, scallion whites, vinegar, sesame oil, tamari, 3 tablespoons canola oil, and 1 tablespoon water. Blend until smooth, scraping down sides of blender jar as necessary (add up to 1 tablespoon more water, if necessary, to adjust consistency). Season with salt.
- Place sesame seeds on a rimmed plate. Season tuna steaks with salt, then press both sides of the steaks into seeds to coat.
- Heat remaining tablespoon canola oil in a large skillet over medium-high heat. Cook fish in skillet 1 to 2 minutes per side for medium-rare (if steaks are particularly large, cook them in two batches).
- Serve fish topped with sauce and sprinkled with reserved scallion greens.