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For those of you who like Windows 7 gadgets but are still using Windows XP, we have previously written about a way to install some gadgets in Windows XP (see our post, Get Windows 7 Gadgets in Windows XP). However, that tool, Windows 7 Sidebar for XP, only allows you to use the gadgets that come with the tool. You may have found some gadgets you like that are meant for Windows 7 or Vista and want to add those specific gadgets to Windows XP. We found a method for doing this using Windows Sidebar for XP.
NOTE: This solution is not recognized by Microsoft and the procedure is rather involved. We will go through the process step-by-step in this two-part series of posts; however, we recommend you create a system restore point before proceeding with the steps in these posts. See our post, How to create a system restore point manually in XP, for instructions on how to do this.
Download Windows Sidebar for XP from
Make sure you install Microsoft .NET Framework 3.5 or higher before installing the components for Windows Sidebar for XP.
Install Alky for Applications
The first component to install is Alky for Applications. This program is a plug-in for Window XP SP3 users allowing them to run Windows Vista applications on their computers, such as the Windows Sidebar to use Windows Vista and Windows 7 Gadgets.
You will find the Alky for Applications installer file in the Alky For Applications folder in the main folder that is created when you extract the downloaded file. Double-click on the Installer.msi file.
The Welcome screen displays. Click Next.
The End-User License Agreement screen displays. Read through the agreement and select the I agree, I will not sell or modify this software check box. Click Next.
The Destination Folder screen displays. If you want to install Alky for Applications to a different location other than the default location listed in the edit box, use the Change button to select another location. We recommend you accept the default location. Click Next to continue.
There are some Vista-specific features of Alky for Applications that require a Windows Vista Product Key to work. Windows Sidebar for XP will run without a product key, but if there are other Vista-specific features you want to use, such as Windows Inkball, you must provide your valid product key. Select the Bind to product key check box, indicate the location of the Windows Vista install partition or media drive letter, and enter the Windows Vista Product Key. See the PDF manual included with the Alky for Applications installation file for more information.
We did not enter a product key as we only plan to use the Windows Sidebar for XP application. Click Next to continue.
The Ready to Install screen displays. If you want to change any of the settings, use the Back button. Otherwise, click Install to continue with the installation.
The progress of the installation displays.
Alky for Applications then displays the progress of the updates being made to your system.
When the Complete screen displays, click Finish to close the Alky for Applications Setup.
We recommend you reboot your computer before continuing with the installation of the Windows Sidebar.
Install the Windows Sidebar
Once Alky for Applications is installed and you have rebooted your computer, you are ready to install Windows Sidebar. To do this, double-click the Windows_Sidebar_Installer.exe file in the main folder for Windows Sidebar for Windows XP.
The Welcome screen on the setup wizard displays. Click Next.
Read through the License Agreement and click I Agree.
Select the optional components you want to install with the Windows Sidebar. We selected all the optional components. Click Next.
On the Select some final options screen, select Start Windows Sidebar when Windows starts if you want the Windows Sidebar to start automatically when you log in to Windows. You can also Add Windows Sidebar Settings to the Control Panel, making it easy to access the options for the Windows Sidebar. Click Install.
The progress of the Windows Sidebar setup displays.
When it says Completing installation, click Next.
Once the installation is done, the Completing the Windows Sidebar 6.0 Setup Wizard screen displays. If you want Windows Sidebar to start as soon as you close the setup wizard, select the Run Windows Sidebar 6.0 check box so there is a check mark in it. Click Finish to close the setup wizard.
The Windows Sidebar opens and displays on the right side of the Windows XP desktop.
Close a Gadget
Some default gadgets are displays when the Windows Sidebar opens for the first time. If you want to close any of these gadgets, right click on the desired gadget and select Close Gadget from the popup menu.
A confirmation dialog box displays making sure you want to close the gadget. Click Close Gadget if you still want to close the selected gadget.
NOTE: If you made any changes to the settings for that gadget (as we will discuss later in second part of this series of posts), those changes will be lost.
Add a Gadget from the Gallery
To add a gadget from the gallery that comes with the Windows Sidebar, click the plus button at the top of the sidebar.
The Gadget Gallery displays. To add a gadget to the sidebar, select the desired gadget, right-click on it, and select Add from the popup menu.
To close the Gadget Gallery, click the X button in the upper, right corner of the dialog box.
Wrap Up
This was the first post in a two-part series about using Windows Sidebar for XP to use Windows 7 and Vista gadgets on your Windows XP desktop.
In this post, we covered installing Alky for Applications and the Windows Sidebar, closing gadgets, and adding pre-installed gadgets from the gallery.
Stay tuned for Part II, where we will cover moving gadgets, getting more gadgets and adding them to the Windows Sidebar, changing settings for gadgets and for the Windows Sidebar, deleting installed gadgets, and exiting the Windows Sidebar.
by Lori Kaufman

subset: commoncrawl


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Being face fucked by a hung black guy is something most of us would kill for. David Hardy is different, because of course, being a Broke Straight Boys model means he's straight and he's only doing it for cash. David gives Brice oral pleasure after flopping out his flacid uncut cock. Once he's hard, David lies back on a gym bench while the muscular black stud fucks his face and gets his arsehole licked.
See more at Broke Straight Boys


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Vineland Municipal Utilities officials said people posing as utility employees are trying to scam money from utility customers.
The scammers have contacted at least 10 VMU customers, telling them they must pay past-due bills or services will be shut off immediately, VMU spokeswoman Lisa Lucena said.
Of the 10 customers, one residential and one commercial customer "did fall for the scam," she said. They wound up losing a "substantial amount of money" to the scammers.
Information about the scam was turned over to the Vineland Police Department, Lucena said.
Customers of VMU, which provides water and electric service, are not the only ones in the country being hit by the scam, she said: "This is happening everywhere."
The FBI in January warned Oklahoma residents that people were pulling the same scam in connection with utility payments. Utility customers were told they would lose services if they did not immediately provide credit card or bank account information for payment purposes.
Officials with utilities companies in Orlando, Fla., have also warned their customers about the same kind of scams.
VMU customers who received the scam calls were told they must pay their past-due bill immediately with a Green Dot pre-paid "MoneyPak" debit card, credit card or via their bank account.
Lucena said VMU customers should provide no banking or payment information over the phone. VMU payments are only accepted by mail, in person at City Hall or with a credit card via VMU's Web portal, she said.
VMU customers who suspect they received a fraudulent phone call should, if possible, write down the phone number of the calling party and turn it over to local authorities, she said.
Contact Thomas Barlas:


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The apartment hotel was built in 1991 and includes a total of 310 apartments and 9 suites, throughout 3 buildings. Amongst the facilities count a stylish foyer with a lift, a 24-hour reception desk, a safe, a currency exchange desk and a conference room. There is also a caf� and a buffet restaurant for breakfast. There is an underground garage (payable on site) and the car park opposite the hotel is limited.
This apartment hotel is situated amidst a 7,000 m� garden, in the Puerto Banus. In this area you will find many luxury boutiques, two shopping centers and close the famous Casino of Marbella. The beautiful sandy beach is 300 meters separate the hotel just across the street. Front of the hotel bus stop.
All of the rooms are pleasant furnished and come with an en suite bathroom, Furthermore, they come equipped with a direct dial telephone, satellite TV, Internet access, a kitchenette, a fridge, a safe and a terrace. Hotel staff carries out cleaning when guests have vacated the room.
This hotel is surrounded by prestigious golf courses of Spain and International. It is certainly the best spot for a holiday enjoying the hotel pool or tennis court and paddle.
Guests may select their breakfast from an ample buffet.
American Express, Diners Club, Eurocard, MasterCard and VISA are all accepted methods of payment in this hotel.
Room Facilities:
Direct dial telephone
Satellite cable TV
Internet access
Central airconditioned
Central heating


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Risks, benefits and survival strategies-views from female sex workers in Savannakhet, Laos
Health behavior, health promotion and society
Female sex workers (FSWs) are vulnerable to sexually transmitted infections (STIs) and encounter socio-economic and health problems, including STIs/HIV, unintended pregnancy and complications from unsafe abortion, stigma, violence, and drug addiction. Reducing risks associated with sex work requires an understanding of the social and cultural context in which sex workers live and work. This study aimed to explore the working environment and perceived risks among FSWs in Savannakhet province in Laos.
Five focus group discussions (FGDs) and seven interviews were conducted with FSWs in Kaysone Phomvihan district in Laos. Latent content analysis was used to analyze the transcribed text.
The results revealed that the FSWs were aware of risks but they also talked about benefits related to their work. The risks were grouped into six categories: STIs/HIV, unintended pregnancy, stigma, violence, being cheated, and social and economic insecurity. The reported benefits were financial security, fulfilling social obligations, and sexual pleasure. The FSWs reported using a number of strategies to reduce risks and increase benefits.
The desire to be self-sufficient and earn as much money as possible put the FSWs in disadvantaged and vulnerable situations. Fear of financial insecurity, obligations to support one's family and the need to secure the future influenced FSWs' decisions to have safe or unsafe sex. The FSWs were, however, not only victims. They also had some control over their lives and working environment, with most viewing their work as an easy and good way of earning money.
Female sex workers (FSWs) are at risk of heterosexual transmission of sexually transmitted infections (STIs) including human immunodeficiency virus (HIV) because of inconsistent condom use, multiple sexual partners, and sexual violence from their sexual partners
Commercial sex, although a visible phenomenon in Laos, is illegal. Due to perceived inappropriate behavior according to the Lao traditional culture, FSWs were previously put in rehabilitation camps called
In Laos, efforts to develop effective interventions to reduce STIs and HIV transmission among FSWs have remained limited. One possible explanation is that most approaches to prevention have focused on individual activities but have not considered the reality of FSWs e.g. decision-making in relation to safe sex. Reducing risks associated with sex work in Laos requires an understanding of the social and cultural context in which FSWs live and work. Previous studies have mainly focused on condom use, number and types of sexual partners
The study was based in Savannakhet province, which has the highest rate of STI and HIV-infection reported among FSWs in Laos
There are two types of FSWs in Laos, street-based FSWs and venue-based FSWs, although there are no street-based FSWs in Savannakhet province. Venue-based FSWs are women who are officially employed as hostesses to work in entertainment places (e.g. beer bars 'drinkshops', karaoke bars, nightclubs, guesthouses and restaurants) to provide services to clients in the form of serving beer, snacks and conversation but also selling sex
Design and research team
Qualitative data collection methods were employed. Focus group discussions (FGDs) explored the views of the group, whereas in-depth interviews explored individuals' views and experiences
Procedure and tool
A three-day training course on how to perform qualitative interviews and moderate group discussion was conducted for the research assistants. This training was lead by EF and the first author. The interview guide had questions related to general background of the informants, their views about the working situation and connected risks, and how the FSWs coped with their situation. The FGD guide included questions about the women's views about their work, risks related to their work, perceptions about how other people look upon FSWs, how to be accepted by the community, and how and where to find support. The first author and the interviewer conducted one in-depth interview and one FGD each in order to test the interview questionnaire, the FGD guide, and the procedures for sampling and data collection (e.g. if a male moderator/interviewer was accepted by the participants). The results of these pilot interviews and discussions were shared and discussed with the rest of the research team. Minor modifications of the guide were made in order to ensure that the guide was suitable, culturally acceptable, and the words used not too sensitive. The participants talked freely and seemed to accept a male interviewer/moderator. We observed no differences in information obtained from FGDs and individual interviews between male and female interviewers/moderators. The interactions in the FGDs were also open and free. The results from these pilot interviews and FGDs are included in the analysis.
Participants and data collection
Women who stated that they were presently working as sex workers and who were willing to be interviewed and participate in a FGD were recruited. The women were purposively selected from different entertainment establishments based on age, marital status, duration of sex work, and type of workplace. The FGDs and the individual interviews were carried out during March to April 2010 in a private room arranged by the research team. The first author moderated two FGDs and the female interviewer moderated three. The number of participants in the FGDs ranged between 7 and 9
Data analysis
The tape-recorded group discussions and interviews were transcribed into Laotian by the female interviewer and the first author. Two interviews and one FGD were translated into English and shared with the English-speaking research team members in order to understand the data and provide comments during the analysis. The transcripts were analyzed using latent content analysis, which is a stepwise analytical process, focusing on description and interpretation of underlying meanings of the text
Ethical considerations
The National Ethics Committee for Health Research, Laos, the Regional Ethics Committee in Stockholm, Sweden, and the local authority in Savannakhet province approved the informed consent procedures of the study.
The sex workers told us about their working situations, including their perceived risks. But they also talked about the benefits of sex work, as well as the strategies that they used to a) reduce risks and b) increase benefits. Below, we describe this holistic view of the working environment of sex workers in Savannakhet province from their own perspective.
Perceived risks and strategies to reduce risks
Participants reported six categories of risks related to their work: 1) STIs/HIV, 2) unintended pregnancy, 3) violence, 4) stigma, 5) being cheated, and 6) social and economic insecurity. For each of these risks, participants had a set of strategies for reducing them (Table
1) Risks of STIs/HIV and strategies to reduce this risk
Risks of STIs/HIV were extensively reported in all FGDs and in-depth interviews. Discussions indicated that sex without a condom was perceived as a source of acquiring STIs/HIV. However, alternative sex acts (oral and/or anal sex) were also perceived to be risky. The most common source of risk that sex workers expressed was when clients took off a condom during the sexual act or if the condom broke: "Clients use a condom when starting intercourse but later take it off in between. This is very bad. This may lead us to die because of AIDS" [KI, aged 18 from nightclub]. Some women reported that they did not accept alternative sex acts requested by their clients because of the risk involved. Many perceived that oral sex was "dirty" because the mouth is for "eating rice".
Sex workers had different strategies for reducing risk. In all five FGDs the participants said that using condoms is an effective preventive measure to prevent STIs/HIV.
Condom breakage or clients removing the condom during sex was difficult to prevent. To manage this, a woman carried her own condoms that she knew were reliable:
Women learned through experience how to avoid making mistakes with condoms, such as observing if clients used reliable condoms, checking the expiration date, and double-checking that the condom was still in place:
2) Unintended pregnancy and strategies to reduce risk of pregnancy
The second source of risk that featured clearly in sex workers′ work environment was unintended pregnancy. Many women reported getting pregnant with an unknown client after engaging in sex work: "I got pregnant after I was at this work for three months" [KI, aged 18 from nightclub]. Some women said pregnancy is not easy to avoid: "Sex workers are at risk of pregnancy when clients force to have sex without a condom" [17–26 years old FSW in FGD4].
Another woman explained that pregnancy out of wedlock also meant a risk of social stigma and great shame:
Sex workers' primary strategy to avoid pregnancy was to use another contraceptive method in addition to a condom (e.g. dual protection).
Another woman commented that when having sex with a boyfriend it is not possible to use a condom, thus increasing the risk of pregnancy. Therefore she used the withdrawal method:
Some women said that they did not apply the "withdrawal technique" with clients because of fears of getting STIs or pregnancy. One strategy for avoiding being a social outcast due to pregnancy was to have an abortion. This is illustrated below:
3) Violence and strategies to reduce risk of violence
The third major source of risk was violence from clients. This included non-paid coerced sex, sexual harassment, rejecting use of condoms, slapping or pinching, verbal abuse, threats with a knife or some other objects, threatening that money and belongings would be taken, and rape or gang rape. The women perceived that violence was embedded within their working environment: "After the clients pay then we are treated as sexual objects to release their sexual pleasure; they have the right to beat us" [KI, aged 24 from beer bar]. Physical violence often occurred when clients were unsatisfied with the service and when the woman did not follow the client's demands such as refusing to perform oral or anal sex: "He was very angry; he grabbed my hair while pulling my head to his cock and said 'Do it for me now… suck it now!'" [22–30 years old FSW in FGD4].
Sex workers reported several strategies to avoid violence from customers, such as choosing clients carefully, and doing what clients asked for. One strategy was to carefully watch clients before deciding whether to have sex with them or not:
Women reported that the risk of physical assault by clients was greater when clients tried to get cheap or free sex and additional time without paying. One woman illustrated how this risk could be reduced:
The women also suggested that bringing a cell phone was a security measure when they went outside the working place with a client since it could be used if help was needed. Some stated that being able to visit a place where a security guard who can easily be asked for help during the service is available can also protect against violence.
Sex workers reported how they feared being arrested by police, especially on national holidays such as Lao National Day, during elections and on military days. Many complained that although all the official documents were completed and they had paid their working and village fees, the police still claimed the women were breaking the law. Strategies to reduce risk of violence/coercion included paying bribes, and being prepared to change location. Bribes were commonly reported:
4) Stigma and strategies to reduce stigma
Women said that working in entertainment places increased the likelihood of being judged with disrespect due to perceived improper behavior. Fear of disclosure about one's profession, e.g. being identified by relatives while working and meeting people who they knew, were great concerns. Feelings of shame and low self-value were frequently reported: "Sex workers are perceived as a source of diseases and cannot be accepted in this society" [KI, aged 24 from beer bar]. Another woman added: "I hate clients who call me
Sex workers also worried about the impact of their work on love relationships. They feared being rejected and also being divorced if the profession was revealed after marriage. Such fears caused uncertainty and also made women leave love relationships when there was a risk of being disclosed. One woman described how her social image could stop her from marrying:
One sex worker argued that there are many men who marry 'a bitch'. In her opinion, some mind about this and some do not:
Sex workers also did not visit their families when sick in order to avoid stigma. They reported that people in the village stigmatized women returning to the village in poor health and often associated ill-health in women with having a deviant behaviour like selling sex. In order to avoid stigma and disgrace the sex workers avoided going home when sick.
On the other hand, some sex workers said that having money and wearing expensive clothes was also an effective method to reduce stigma. One woman said confidently that money could give her social status, despite her profession:
Another tactic recommended to avoid suspicious negative reactions was to wear inconspicuous clothing like
5) Being cheated and preventive tactics to avoid being cheated
Another major source of risk cited by sex workers was being cheated. Those who cheated the women were fellow friends, clients, and boyfriends. Some women mentioned that friends had introduced them into their work without mentioning that they were expected to carry out sex work, as shown in the following quote:
Sexual services usually took place outside the bars in places such as guesthouses, hotels, in the client's room, or in a very remote area. Such unfamiliar environments increased the risk of being cheated and blackmailed by clients. Sex workers commonly reported that they were refused payment, or received lower payment than negotiated. Clients could also force sex workers to have sex for free by using a knife and or a sharp object as well as taking her money, mobile phone or other belongings. Strategies to avoid being robbed were to carry small sums of money and be clear in negotiations.
Other sex workers said that the most important thing to discuss was the type of service, the price and the length of the service before the agreement was made:
Being cheated by pimps was rarely reported. Some sex workers explained that pimps asking for money or payment for being in the bar were not cheating but provided a contribution to their business.
6) Social and economic insecurity and strategies to reduce this risk
The final source of risks mentioned by sex workers was social and economic insecurity. Women indicated that financial problems imposed mental and emotional distress because of less resources and ability to support their families. Causes of financial problems were health conditions (e.g. being infected with STIs and getting pregnant) and being cheated by clients, fellow friends or boyfriends. Women frequently reported not sharing information and ideas about health issues such as treatment of STIs, testing for HIV or pregnancy testing with their peers because of fears of being disclosed, leading to a lower income or even loss of work. A beer bar sex worker aged 30 from FGD5 said:
Many participants reported that they sometimes fought and competed amongst themselves for generous clients. This created mistrust between those working at the same venue:
Even romantic relationships were avoided because of the risk of economic loss. It was mentioned in all FGDs that engaging in sex work is for money but not for love. Having a love relationship takes time away from making money:
Perceived benefits and strategies to increase benefits
In addition to telling us about the risks of sex work, participants spontaneously reported three categories of benefits related to their work: 1) financial security and ways to increase income, 2) fulfilling social obligations and getting self-value and 3) sexual pleasure and strategies to increase pleasure (Table
1) Financial security and ways to increase income
Participants reported that sex work is an easy and good source of income compared to other jobs. They said that sex work was suitable for a low-educated person because working in a bar does not require formal training or skills and is quickly learned.
The sex workers mentioned strategies for increasing their income e.g. engaging in risky sex and agreeing on the client's sexual requests.
Sex workers explained that men want to visit sex workers because sex at home is not pleasurable and being nice to clients will give more benefits. One young woman applies this concept at first encounter with clients in the following way:
2) Fulfilling social obligations and getting self-value
Another benefit from sex work that participants reported was fulfilling social obligations and getting self-value. Most women said that they engaged in sex work to support their families and care for the parents. They regularly sent money to their families and the amount depended on how much they could earn. Due to the poor living conditions and lack of employment opportunities in their home villages, some women said that they followed friends who worked as bar workers in the "big city" to find alternative ways to make a living and support their families.
Some women had dropped out of school because they needed to find a job in order to support their family. This motivated many of them to engage in sex work.
Another participant explained her situation in the following way:
Some find the work very hard but a necessary fact of life as illustrated in the following citation:
Being able to support the family made participants proud and gave them potential future social worth, despite the stigma they experienced in the present.
Many women said that being a daughter requires obedience and sacrifice to the family's demands, and that they were proud to be able to support the family.
3) Sexual pleasure and strategies to increase sexual feelings
A third benefit of sex work reported by many participants was sexual pleasure. Some sex workers claimed that having sex with clients did not give them pleasure because they only did it for money but without love: "Sexual pleasure with clients… I did not have such feeling because I did not love them and without love then not possible to have it" [KI, aged 18 from nightclub].
Another beer bar woman added:
Many sex workers noted that spending time to get sexual pleasure was lost time and they were reluctant to reach 'sexual climax' since they needed to find more clients, as this young women noted:
In contrast, many other women argued that sex work gave them not only money but also sexual pleasure and fun:
One beer bar worker remarked that she preferred to have polite and handsome clients and that such clients could increase her sexual pleasure:
The results from the present study indicate that the most common risks experienced by the interviewed sex workers were STIs/HIV, unintended pregnancy, stigma, violence, being cheated, and social and financial insecurity. Similar findings have been reported from other settings
Based on sex workers' accounts, violence and unintended pregnancy were also great concerns in their working environment. Clients' violence threatened sex workers' well-being and sometimes resulted in unintended pregnancy. However, participants perceived these risks as part of their working environment. A lesson learned from Thailand suggested that sex workers experienced violence as a result of social norms, the legal system, and politics, but they were prepared to accept violence as a condition of the working environment
Violence from clients not only contributed to risk of getting pregnant but also resulted in emotional distress in this study. In many cultures, including Lao, pregnancy outside of marriage is strongly condemned and viewed as a source of social stigma bringing shame to the women and her family
The results of this study indicate that sex workers in Laos are not only victims but they also have control over their working situation to some extent and that they see benefits regarding their work. Similar findings have been reported from Pakistan
Sex workers' lives are not only framed by poverty, but also by social and cultural norms such as gender roles. Economic and gender inequities together increase the risk of HIV infection, especially among women
What is interesting in this study is that participants had appeared to exert some control over the prevailing gender norms. They were taking their economic livelihoods into their own hands in order to fulfill social obligations towards their families. The women in our study even sometimes choose to sacrifice romantic relationships in order to safeguard their income. In this sense, the sex workers in our study were in control of their lives. In other ways, sex workers in this context were disadvantaged and had limited power over their own lives since they were dependent on the goodwill of the police and other authorities.
In order to illustrate the findings of this study in relation to the Health Belief Model we have created a diagram of the risks, benefits and strategies that sex workers in Laos use when choosing action (Figure
Figure 1
Potential pathway of risks, benefits and survival strategies that linked to sexual practices among FSWs in Laos
Potential pathway of risks, benefits and survival strategies that linked to sexual practices among FSWs in Laos. Adapted from Carmel S, 1990; the Health Belief Model in the research of AIDS-related preventive behavior.
Methodological considerations
Applying group discussions and in-depth interviews allowed participants to discuss their perceptions, providing insight into their working experiences and concerns. Furthermore, involving researchers from different backgrounds such as social science, midwifery and medicine helped to check consistency and validate the data. In addition, the private venue for the group discussions and interviews created an environment where the participants could freely discuss personal issues. Discussing sex-related matters is sensitive and participants might be shy about speaking out. Therefore, we involved peer educators who used to work as FSWs to enhance the trustworthiness of the findings. However, a limitation could be that the women might have felt embarrassed talking about these issues in front of a male moderator/interviewer (the first author). In order to minimize such barriers one FGD and one individual interview using male moderator/interviewer was pilot tested prior to the data collection. On the other hand, using a male moderator/interviewer might have made it difficult to obtain sensitive, personal experiences such as sexual issues from the participants. Furthermore, the adapted Health Belief Model used in our study did not cover other elements such us "Susceptibility" and "Cues for action". Despite these limitations, the study provided valuable information regarding FSW's perceptions about risk, benefit and working environment in Laos. We believe that what the participants shared is also valid for other FSWs in other similar settings.
FSWs decision-making and risk taking behaviour were outcomes of risk-benefit analysis and were fueled by gender inequities and cultural and social norms that reinforce women's lower social and economic status. Health education on STI/HIV prevention should be promoted and sex workers should be supported in their desires to be dually protected from both STIs/HIV and unwanted pregnancy. Bar owners or pimps should be trained and involved in order to provide health information, advocate FSWs to empower them to perform safe sex. Finally, addressing women's poverty, and gender-power inequities may be more effective in reducing HIV and other risks related to sex work in these particular settings.
Competing interests
The authors have declared that no competing interests exist.
Authors' contributions
KP is the main author; he developed the research design, prepared data collection, supervised research assistants during data collection, carried out the analysis, and drafted the manuscript. ST and EF assisted with the research design, collaborated in the analysis and offered critical comments in reviewing the manuscript. VS assisted with the research design, provided logistic supports and cooperate during field-work. All authors read and approved the final manuscript.
Sources of support
Health Systems Research Program (HSRP), Lao PDR and Sida, Sweden.
We wish to thank to the women for spending time and sharing experiences. We thank the director of provincial health department, Savannakhet province, for the support given to this study. We are grateful to the research assistants and peer educators and for their helpful feedback. This study received financial support from the Swedish International Development Cooperation Agency and the University of Health Sciences, Laos.
Falling through the cracks: contraceptive needs of female sex workers in Cambodia and Laos
Periodic presumptive treatment for cervical infections in service women in 3 border provinces of Laos
The lives of female sex workers in Vietnam: Findings from a qualitative study
The HIV/AIDS/STI situation in Lao People's Democratic Republic
HIV prevalence and risk behaviour among men who have sex with men in Vientiane Capital, Lao People's Democratic Republic, 2007
Any port in a storm: coming to terms with HIV in Lao PDR
Knowledge About Sexually Transmitted Infections (STIs) and Attitudes Toward Female Sex Workers With STI Symptoms Among Health Care Providers in Laos
Care seeking behaviour and barriers to accessing services for sexually transmitted infections among female sex workers in Laos: a cross-sectional study
The use of focus groups in social and behavioural research: some methodological issues
Qualitative content analysis in nursing research: concepts, procedures and measures to achieve trustworthiness
Trapped in circle of threats: violence against sex workers in Thailand
Rethinking perceived risk and health behavior: a critical review of HIV prevention research
Predictors of HIV-preventive sexual behavior in a high-risk adolescent population: the influence of perceived peer norms and sexual communication on incarcerated adolescents' consistent use of condoms
Fifty ways to leave your rubber: how men in Mombasa rationalise unsafe sex
Listening to female sex workers in Vietnam: influences on safe-sex practices with clients and partners
Experiences of pregnant adolescents–voices from Wakiso district, Uganda
Pregnancy termination among South African adolescents
Poverty of opportunity forcing women into prostitution-a qualitative study in Pakistan
The health belief model in the research of AIDS-related preventive behavior
HIV prevention for adolescents: utility of the health belief model
Poverty, gender inequities, and women's risk of human immunodeficiency virus/AIDS
Social and structural violence and power relations in mitigating HIV risk of drug-using women in survival sex work
Women and AIDS in developing countries
Young sex-workers in Ho Chi Minh City telling their life stories
Living the reality of forced sex work: perspectives from young migrant women sex workers in northern Vietnam
Pre-publication history
The pre-publication history for this paper can be accessed here:


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There's little time for self-care in today's business world of cut-throat competition and rigid timetables
A new study has found widespread migrant underpayment and wage theft in Australia
Improving employee engagement is more of an art than a science. Craig Donaldson speaks with American Express managing director Pierric Beckert and vice-president of HR Michelle Thomson about what it took to win the large organisation award in the Hewitt Best Employers survey
The ease with which a company is able to improve levels of employee engagement depends a lot on its size. It's a lot like steering a boat. If you're in a nippy little runabout, you swing the outboard's steering arm and you're instantly off in another direction. However, if you're captain of the Queen Mary 2, changing direction takes time, planning and any number of people to carry out the orders.
And so it is within companies – the larger the company, the harder it is to improve engagement, change culture and bring about measurable shifts in organisational behaviour. American Express Australia won recognition for achieving this in taking out the large organisation award in the 2006–07 Hewitt Best Employers in Australia and New Zealand survey. American Express, which was also named a best employer in the preceding three years' surveys, employs more than 3,000 people around Australia. With offices in Sydney, Melbourne, Brisbane, Adelaide and Perth, it also operates 48 foreign exchanges, 40 business travel centres and 375 travel representative offices, through an alliance with Travelscene American Express.
Employee engagement is not a new concept at American Express, according to Michelle Thomson, American Express' vice-president of HR for Australia, New Zealand and the South Pacific. "It's something that we've been measuring in different forms and using different tools and surveys since the late '80s, so it's something that's very ingrained in our culture. We moved to a pure engagement model last year, so it's really just changing the way we focus going forward," she says.
A culture of engagement
Culture and engagement are intrinsically linked. A great workplace culture contributes significantly to high engagement levels, but a bad culture is a sure sign of potentially lower employee engagement.
Unlike some large modern organisations, American Express has not embarked on any radical culture change programs in recent years. This is because the organisation's leadership team have been conscious of engendering a good culture over the decades, according to Thomson, and improvements have been made gradually over the many years to the point where it won the large organisation category in the Best Employers study.
"We're building a culture in innovation and creativity, and we're very lucky in that we have a culture of being very open and very transparent," Thomson says. "When the results [of the Hewitt Associates survey] come out, they're not swept under the table. Employees ask for them because they want to see how they're faring and what the overall results are," she says.
Thomson says the values of American Express have played a big part in building a strong culture. American Express refined its values in 2002 after realising that it was changing significantly as an organisation. Employees around the world were consulted and asked to reassess and redefine the values. "We actually added two new values at that point. But what was really nice was the definitions that sat behind the values and how they were really representative of how employees felt and what they experienced in the organisation," she says (see box).
American Express' values are representative of the behaviours sought in new recruits and upcoming managers as well. The values are incorporated into leadership behaviours that people are expected to demonstrate, and this is measured as part of the organisation's performance assessment process. At least 50 per cent of assessment is behaviourally-based, Thomson says. "We measure what you achieve and how you achieve it. It depends very much on the role, but behaviour would be at least 50 per cent for any position in the organisation. As you go up through the organisation, this percentage would increase as behaviour becomes more important."
Leadership engagement
The process of engendering employee engagement within the company has been made easier through ownership of the process by the leadership team, according to Thomson. "Everybody owns the results and everyone owns the action plans to enhance or change results. The leadership in this organisation, both locally and globally, really believe in the concept of engagement and how that can help drive outcomes for employees, customers and shareholders," she says.
"The MD and senior executive team drive engagement. They really own it and they really believe in it. So, as their HR partner, my job's very easy."
In August or September every year, American Express conducts an internal survey of its leadership in the areas of shareholders, customers and employees. Leaders are assessed on what they've accomplished in these three areas, and how they've achieved their results. For the employee component, leaders are assessed on employee engagement, diversity and talent. Potential salary increases and bonus payments are determined by individual performance ratings in each area.
American Express differentiators
There are a number of things which differentiate American Express from other companies when it comes to good people management and engagement, according to Pierric Beckert, managing director of American Express Australia.
Customer service is a priority for the organisation, and he says employees are empowered to work with customers effectively, and customers are also empowered in the process. "This is the basis of our servicing strategy. We aim to get as much as we can from our clients – feedback on what works well and also dissatisfaction from customers. We make it easy for them to provide that feedback and we keep them up-to-date with the actions that we have taken to address their concerns," he says.
"For me this is absolutely critical. It tells customers they are important and employees are empowered, because their direct contributions are important to the overall strategy of the company and we demonstrate this to them."
Another key differentiator lies in the area of workplace flexibility, Beckert says. It's important to realise that providing choices for employees in terms of what works for them and what works for the business makes a big difference to engagement, he says. Flexible work arrangements, working from home, part-time work and being sensitive to the needs of new mothers returning to work all need to be considered, according to Beckert. "I've approached my direct reports to speak up and be very comfortable in talking about their needs and how they need to manage their work-life balance, and to make sure that both the company and I can meet these needs," he says.
The third differentiator within American Express is leadership quality and communication, Beckert says. "Leaders really need to be self-aware, so they can read the signals that they get from their employees and recognise that their actions, whether they be verbal or non-verbal, really impact upon employees. So there has been a big push over the past 18 months to get the right level of sensitivity at all leadership levels."
Engagement results
While American Express does not publicise employee engagement results, both Beckert and Thomson say that high employee engagement levels are paying healthy dividends in a number of ways.
"Our financial results speak for themselves. It must be like the 21st quarter of double-digit growth. The last time we didn't hit double digit-growth was the fourth quarter of 2001; because we had severe impact with September 11, when our headquarters was significantly damaged, unfortunately. So we had to go into some reserves for real estate."
Thomson says that while it's great to show high employee engagement levels, the story they tell and how they drive better business outcomes is more important. "What we're doing is asking our employees and leaders to look at the numbers and build a story from them. So, what are the levers that you need to pull within your business unit to really increase engagement? Whether that's enhancing strengths or bringing up some lower numbers, engagement results are important in that they signal drivers of the business outcomes you want to achieve," Thomson says.
Beckert says there is a strong correlation between high employee engagement and business results. While it's difficult to pinpoint an exact business matrix which links engagement and hard business results, "I can tell you that the satisfaction of our customers is significantly increasing, and I strongly believe that a big driver behind that is the level of engagement of our employees. So there clearly is a correlation, and we see the impact in terms of our customer matrix," he says. "Both go hand-in-hand, and this in turn translates into improved shareholder returns."
Lessons learned
Improving employee engagement doesn't happen in isolation, according to Thomson. Rather, it takes the active participation of leaders and managers across multiple business units. "HR can't do it alone. Your leaders have to buy into this," she says.
The flip side of this is managing expectations around speed of change. "In some ways it would have been fantastic if we could have done some of this sooner or done it faster. But that doesn't necessarily mean we would have had a better outcome. For people to buy into change, you have to recognise that this takes time. They have to internalise it and they have to really believe in it," Thomson says.
"While our approach may not have been as fast as that taken by some other organisations, our culture is strong. By really inculcating this process of engagement, this means that we're really in it for the long-term. I think that gives us an advantage."
American Express is fortunate in this regard in that is a very strong marketing organisation, she says, and Thomson had partners within the business to assist her in this process. "We're good at doing segmentation and looking at where we can get the biggest return on the investments and changes that we make."
Beckert says that one of the key challenges has been the fact that culture change is not a science. "It's much more of an art than a science, and there's no exact recipe for culture change. I think it's more a question of focus and priority from all levels of the organisation," he says.
Any real and lasting culture change takes time, and this in turn takes consistent and sustained work from an organisation's leadership. "Can you physically keep that level of focus over the long-term? You don't see results from day-to-day, so it's challenging to keep and maintain the right level of focus."
Improving engagement
There are a number of steps to improving engagement within large organisations, according to Pierric Beckert, managing director of American Express Australia. "The way you communicate to your employees is one key. You have to be transparent and balanced in your communication. Adapt it to audience so that you can talk about what they care about. You have to have the right communication style," he says.
Employee feedback is also important, according to Beckert. A two-way feedback tool that makes it easy for employees to provide feedback to leaders or to the business as an entity is vital. "We measure the effectiveness of this, so that when we are given feedback about something, we follow through and we have to follow through in a timely manner." Communication and feedback go a long way in culture change, he says.
American Express values
Customer commitment: We develop relationships that make a positive difference in our customers' lives.
Quality: We provide outstanding products and unsurpassed service that, together, deliver premium value to our customers.
Integrity: We uphold the highest standards of integrity in all of our actions.
Teamwork: We work together, across boundaries, to meet the needs of our customers and to help the company win.
Respect for people: We value our people, encourage their development and reward their performance.
Good citizenship: We are good citizens in the communities in which we live and work.
A will to win: We exhibit a strong will to win in the marketplace and in every aspect of our business.
Personal accountability: We are personally accountable for delivering on our commitments.


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Kamakura was feeling much better about life when he returned to the Arashikage compound. It was, he realized, starting to feel more like home than his childhood dwelling ever had. He still remembered the Pit with the sort of fondness usually associated with your first real home. He supposed that this said something about just how truly bizarre his life was.
Several trainees were sweeping the hallways; they hastily slid aside and bowed as he strode past.
Then he rounded a corner and came face to face with Jinx. Her eyes lit up with a truly wicked gleam that resembled the Phoenix Master closely enough to leave no doubt that the two were cousins.
Kamakura sighed.
"So, did you break her heart, or shall I start shopping for wedding gifts?" Jinx was shaking with barely suppressed laughter. "Junko told me the whole story…Sensei couldn't have been happy with you."
Kamakura scowled. "He sent her away...and no, he wasn't. I'm on basic hand to hand duty for two months."
Jinx blinked. "That's not bad. I thought he'd at least have you scrubbing floors with the trainees for a week."
"I know. I got off easy." Kamakura rolled his shoulder; it still ached from the fall he'd taken on it. "Well, mostly."
Jinx winced. "Joint lock?"
"I wish. He tackled me out of a tree I was sleeping in, and used me to break his fall."
"That is why I don't even try to be stealthy anymore when I have to go and find him." Jinx looked sympathetic. "You're going to lose a limb yet, you know." She paused. "He sent her away, you said?" The gleam was back in her eyes. "If you need me to slip your love letters to her, I'll volunteer my services as courier for the star-crossed lovers."
"Shut up." Kamakura glared.
Jinx just giggled. There really should be a law against that kind of gleeful, amused, totally at his expense snicker, Kamakura reflected. He sighed. "Is there anyone who hasn't heard the story yet, or am I going to spend the next week getting laughed at?"
"Oh, it's going to be longer than a week." Jinx was grinning.
"Great." Kamakura sighed again. He should have committed ritual suicide; it was just about the only thing that would ease his humiliation. "I should go and take over hand-to-hand from…"
"Billy." Jinx grinned again. "I'd give them a little while, actually. I think the trainees are working shin blocks right now, and Billy really enjoys those."
Kamakura, who had sparred Billy and had been on the receiving end of the man's shin blocks more than a few times, winced. Billy had long ago discovered that his sophisticated robotic leg could be used to block low kicks with absolutely devastating results. It was also more or less the nuclear weapon of leg sweeps; any trainee who doubted the ninja abilities of a man who'd lost a leg learned better very quickly. Usually after Billy invited them to go a few sparring rounds with him.
The Phoenix Master was actually rather fond of watching said matches; the man enjoyed watching his old apprentice pound disrespectful or snarky trainees through the ground. Of course, Thomas Arashikage was rather fond of pounding snarky apprentices through the ground himself. Snake Eyes, who had spent years in G.I. Joe dealing with greenshirts who at first doubted the abilities of a mute as an instructor, also was not at all adverse to personally teaching a disrespectful student better manners.
Or, on one memorable occasion involving a really poorly considered comment regarding Snake Eyes' muteness, both of the Arashikage masters had spent some quality time with the poor man. That particular incident had gone down in history as the first time an Arashikage trainee had had to be dragged off the sparring field and allowed to recover for a few hours before he was kicked out, purely because the man hadn't been able to stand under his own power.
But… "Sensei said two months, and I'm not going to give him any reason to make it more." Kamakura shrugged.
"Well, true." Jinx didn't even question how Snake Eyes would know if Kamakura hadn't obeyed his instructions to the letter if the man was still in California. Both of them had been his apprentice for years, and both of them were still firmly convinced that their Sensei knew everything that the pair of them did.
She suddenly looked vaguely disappointed. "I'm leaving on a mission tonight; I do hope the Phoenix Master doesn't get back before I do. I want to see it when he hears about your little romance."
Kamakura stalked off, her laughter following him down the hallway.
When he relieved Billy from hand-to-hand, three trainees were rubbing bruised heels and ankles and Billy had a tight little grin on his face. Kamakura started back in on kicking drills and counters.
'Green' trainees wasn't perhaps an entirely proper term. Three of the Arashikage apprentices had come from the New York school, where Tiger Claw had taught them very solid basics. Another two were ex-military, who'd found their way to the Arashikage through rumor and some luck. A few had been surreptitiously recruited from more mainstream martial arts schools. Ninjutsu, however, focused very much on totally disabling or killing an opponent rather than discouraging them, and military hand-to-hand was a far cry from what a ninja considered to be acceptable combat skills. Tiger Claw's students were by far the best off, but then Kamakura would expect nothing less from a fellow apprentice of Snake Eyes.
It was still frustrating. Kamakura took a few deep breaths and reminded himself that once he hadn't instinctively known the proper counter to every conceivable kick from any angle either.
It was two days before Snake Eyes turned back up. The ninja master just eyed Kamakura and asked how the trainees were coming; Kamakura couldn't remember being more grateful to anyone in his life.
Scarlett, on the other hand…Kamakura could hear her and Junko laughing clear out on the training field.
A day later, and the Phoenix Master's plane landed. Storm Shadow was grinning like a Cheshire cat when he sauntered back into the long, spotless hallways of his family's ancestral home, and vanished into his private rooms. Junko followed him.
Kamakura waited with a certain amount of resignation. Sure enough, two hours later he was being called into the Phoenix Master's study.
He bit back a groan when he bowed himself in. The Phoenix Master was grinning even more widely than his usual 'successful mission' smirk, and Snake Eyes and Junko were both present, and in Junko's case sniggering loudly. Snake Eyes was laughing just as hard, but much more quietly.
Kamakura eyed the three of them and sighed. "Permission to kill myself now, Phoenix Master?"
"Oh, I don't think so." Storm Shadow tilted his head. "This sort of thing doesn't happen every day; I'd like a chance to properly appreciate the irony of the situation." A happy sigh. "I must have made some deity happy…I just banked half a million, got to drop a severed head on the desk of a general with a surprisingly weak stomach-working with Hawk, you'd think they'd learn- and now this."
He leaned back in his chair. "You know, generally I advise getting to know a woman before proposing." He started shaking. "I hadn't put you down as the type to love and leave, either. Engaged. Really? Good god, Snake...impeccable manners while killing people really isn't in the job description. Did you teach him that, or is that just him?"
*I just taught him to show proper respect. The ability to get into a mess of that caliber is all his own.* Snake Eyes shook his head. *And I'm going to kill him sooner or later if he keeps trying to sneak up on me; I went easy on him because I'm pretty sure I just about dislocated his shoulder when I dropped him.*
"You're going soft, brother."
Snake Eyes snorted. *He'll be pulling out hair by the time the two months are up. I know my apprentice. And we can go on the sparring field anytime, brother.*
"I may take you up on that." Storm Shadow eyed Kamakura again, and started laughing. "Was she good looking?"
Junko jabbed an elbow into his ribs. "Thin ice, Tommy."
"Could she even begin to compare to Junko, however unlikely that might be?"
Kamakura knew he was going red.
"Oh, she was." Storm Shadow started laughing hard enough to make talking more or less impossible. "Should…have…made…" He took a breath. "Should have made you go through with it…we could use a good weaponsmith."
*You are not throwing my apprentice to the mercy of an ambitious woman.*
"You know, most men would kill for a shot with a beautiful young woman with the ability to break a man's neck with her thighs…do not hit me, Junko, I'm just giving him a hard time. It's one of the privileges of being a clan master."
Junko smiled and ruffled Storm Shadow's hair. "You are a cruel man."
"Thank you. That is in the job description." He started laughing again. "I haven't even heard of that particular engagement custom being used in about the last twenty years. It would be Kamakura."
Kamakura considered the possibility of the floor opening up and dropping him into oblivion. It was disappointingly slim.
"You can go." Storm waved in the general direction of the door. "Try not to pick up any women on your way out. Especially since the only woman in the room at the moment is my wife. By the way, Junko, I've got a mission for you…"
Kamakura sighed, bowed himself out, and trudged down the hall. He still heard the occasional fading snickers trailing along behind him.
He really hoped that everyone got over this soon. He was more than ready to forget about the whole mess.


text:
Built in 1932, this comfortable 6-storey hotel comprises a total of 87 rooms and features a reception desk, a bar and an air-conditioned ŕ la carte restaurant with a non-smoking area. Guests may make use of the garage parking facilities (fees apply).
This hotel is run with care paid to the natural environment and lies on a quiet side street at the heart of Oslo between the castle and the harbour. It is just a few minutes to the national theatre and many more of the city's top sights. Excellent links to the public transport network are to be found a stone's throw away.
The tastefully decorated rooms each come with an en suite bathroom with a shower, a hairdryer, a direct dial telephone, satellite/ cable TV, a desk and a sitting area in addition to a double bed, a minibar/ fridge, a trouser press, an iron and hire safe.
Leisure options include a sauna and a solarium (fees apply) as well as an in-house gym.
Guests may select their breakfast from an ample buffet.
Room Facilities:
Direct dial telephone


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Rgdg - details and analysis
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Rgdg spelled backwards is Gdgr
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What's it like to live in Alva?
What kind of people live around here? How does it compare to the areas around?
Asked on Sep 24 2007, General in Alva | Report content
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Alva is a terrible place to live, I wouldn't recommend it to my worst enemy.Answered on Oct 1 2009, Report content
Hi, We would suggest that you get in touch with local estate agents in order to get some background about the area. You can search for agents using the 'find agents' tab on the top of the Zoopla Page. We hope this helps.Answered on Sep 27 2013, Report content
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text:
Eliza Coupe
What's Your Number?
Ally is a twentysomething who begins to suspect that her one true soul mate may be among the many lovers she has left in the dust. Turning to her neighbor for help, Ally begins a quest to locate her exes to see which one might be Mr. Right.


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The Dojo of Bitter Lies taught a group of techniques created by Bayushi Tangen known as the Dark Sword of Bitter Lies.
Dojo's History Edit
Dojo founded Edit
Before the Scorpion Coup Tangen founded the Dark Sword of Bitter Lies Dojo to rival Kakita Dueling Academy. Tangen eagerly taught the Dark Sword style to anyone who came to call, though more often than not his students ended up seriously injuring themselves when they tried to replicate the techniques. [1] It was originally built at Ryoko Owari. [2]
Re-opening the dojo Edit
The sole "successful" student of Tangen, Bayushi Kwanchai, re-founded the dojo under the encouragement of Bayushi Kaukatsu, who saw the potential value for the Scorpion in such a zealous group of pawns. The Bitter Lies Dojo was built near Kyuden Bayushi, hidden in the Seikitsu Mountains, [3] within the Fortress of Blackened Sight. [2] It had since become a viable school among the Scorpion Clan, though their students were widely regarded by the rest of the Clan as madmen. [3]
Second Dojo Edit
Another dojo was built at Toshi Ranbo under the patronage of Bayushi Tsimaru. [4]
Tradition Edit
Kwanchai's students did not share Tangen's insane luck, although all Bitter Lies swordsmen did seem to be extremely lucky, becoming excellent pawns. They were counted on a great deal of loyalty from his fellow students, although the Empire considered them lunatics. [5]
Training Edit
All students must memorize Tangen's Lies entire volume, to be intimately aware with the original Bayushi Tangen's teachings. Clans frequently dispatched large groups of soldiers on spring patrol as soon as the ground thawed. Bitter Lies students were sent in spring patrols as an impredictable mission, which could be boring and uneventful, but it could also be deadly if the clan's neighbors were on the move. [5]
Known Feats and Techniques Edit
- Dark Sword of Bitter Lies
- Foolish Bravery
- Luck of the Dark Sword
- Glory of Bitter Lies
- Embrace the Dark Sword
Sensei Edit
The sensei of Bitter Lies must keep an eye out for rumors of other prospective students, those who have the right mix of dumb luck and insanity. He must care for the students,as they were somewhat unstable, avoiding they unleashed their insane zeal upon each other. He must train the students setting aside time for training beyond the extremely time consuming first two duties. [5]
Known Sensei Edit
- Bayushi Tangen. Founder of the School
- Bayushi Kwanchai. Founder of the Dojo at Kyuden Bayushi
- Bayushi Sharaku
Members of the Dojo Edit
- Bayushi Azumamoru
- Bayushi Ebara
- Bayushi Eisaku
- Bayushi Eiyu
- Bayushi Gaho
- Bayushi Hisako. Champion of Bitter Lies
- Bayushi Irezu
- Bayushi Ishikura
- Bayushi Kaneo. Legionnaire
- Bayushi Kayama
- Bayushi Mago
- Bayushi Minoru
- Bayushi Orijitte
- Bayushi Ryouya
- Bayushi Sakai
- Bayushi Shaiga. Student
- Bayushi Shigehiro
- Bayushi Shusui. Student
- Bayushi Toshimo
- Bayushi Yousui
- Shosuro Ritoru
External Links Edit
- Bitter Lies Student (Empire at War)
|This Scorpion Clan related article is a stub. That means that it has been started, but is incomplete. You can help by adding to the information here.


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Multi-Day TourNorth + South Islands
This 14 day Lord of the Rings New Zealand adventure is our most popular tour. Take a once-in-a-lifetime journey to Middle-Earth, traveling from Auckland to Queenstown via many exciting lotr filming locations, movie studios, and adventures.
You will also meet those involved in the making of the movies, and get off the beaten track into the breath-taking landscapes and natural attractions New Zealand has to offer.
Along the way, there are opportunities to fly over the Southern Alps, visit wineries, tramp, skydive or raft down a white water river. All within a small fellowship of like-minded travelers, led by our passionate Lord Of The Rings (LOTR) guides.
2017 Tour rates
Single: NZ$ 7,125
Share Twin: NZ$ 5,625 per person
Share Triple: NZ$ 5,625 per person
December 2017 includes the evening Hobbiton Tour and banquet dinner in the Green Dragon.
Prices for this tour are: Single NZ$7,275 or Share Twin NZ$5,775
2018 Tour rates
Single NZ$7,250
Share Twin: NZ$ 5,750 per person
Share Triple: NZ$ 5,750 per person
March and December 2018 include the evening Hobbiton Tour and banquet dinner in the Green Dragon.
Prices for this tour are: Single NZ$7,375 or Share Twin NZ$5,875
Tour dates are available on the Booking form
All prices are in New Zealand Dollars


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About William Boothe
William Boothe - Monovision
Dr Boothe, Monovision is one clinical technique used to deal with the correction of presbyopia, the gradual loss of the ability of the eye to change focus for close-up tasks that progresses with age. The intent of monovision is for the presbyopic patient to use one eye for distance viewing and one eye for near viewing. This practice was first applied to fit contact lens wearers and more recently to LASIK and other refractive surgeries. With contact lenses, a presbyopic patient has one eye fit with a contact lens to correct distance vision, and the other eye fit with a contact lens to correct near vision. William Boothe in the same way, with LASIK, a presbyopic patient has one eye operated on to correct the distance vision, and the other operated on to correct the near vision. In other words, the goal of the surgery is for one eye to have vision worse than 20/20, the commonly referred to goal for LASIK surgical correction of distance vision. Since one eye is corrected for distance viewing and the other eye is corrected for near viewing, the two eyes no longer work together. Dr Boothe, this results in poorer quality vision and a decrease in depth perception. These effects of monovision are most noticeable in low lighting conditions and when performing tasks requiring very sharp vision. Therefore, you may need to wear glasses or contact lenses to fully correct both eyes for distance or near when performing visually demanding tasks, such as driving at night, operating dangerous equipment, or performing occupational tasks requiring very sharp close vision (e.g., reading small print for long periods of time).
Many patients cannot get used to having one eye blurred at all times. Therefore, if you are considering monovision with LASIK, make sure you go through a trial period with contact lenses to see if you can tolerate monovision, before having the surgery performed on your eyes. Find out if you pass your state's driver's license requirements with monovision.
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Read the full story here Web Link posted Tuesday, July 30, 2013, 6:08 PM
Town Square
Women pepper-spray security guard in denim heist
Original post made on Jul 30, 2013
Read the full story here Web Link posted Tuesday, July 30, 2013, 6:08 PM
Comments (3)
a resident of Shoreline West
on Jul 31, 2013 at 9:11 am
chuck mangione is a registered user.
Kohls claimed a value of $1730.
Realistic value: $30 (if you use coupons)
a resident of Cuesta Park
on Jul 31, 2013 at 10:27 am
psycho- is a registered user.
Chuck - Haha. That was a good laugh.
a resident of Old Mountain View
on Jul 31, 2013 at 5:36 pm
usa is a registered user.
Wow, I just got back from a trip in my time machine. What a rush.
Anyway, next week's article details their arrest and includes a full description of the perps (300 lbs, hoodies) and their prior convictions. They yelled about racial profiling and civil rights.
Don't miss out on the discussion!
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Opening alert: Kyosho Sushi in Menlo Park
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Automotive Technology
Steve Johnson
Leestown Campus, South Wing 101
(859) 246-6774
Enrollment into the Automotive Technology program for fall 2016 has been completed and all automotive classes are full. The next enrollment for the Automotive Technology program is scheduled for FALL 2018. Enrollment into the automotive program for the FALL 2018 semester will be based on first come first serve . The first date for students to enroll into the spring 2018 automotive class will be determined once the 2018 spring calendar has been finalized and will be posted on this page with time and location. We will be enrolling eighteen (18) students for the FALL 2018 semester.
Students may began taking any general education or developmental classes at any time, provided there are openings in those classes, but completion of general education or developmental classes is not required prior to beginning the program.
Work Ready Kentucky Scholarship
Visit the Work Ready Kentucky Scholarship website for more information on applying for Work Ready Kentucky Scholarship program.
Program Information
Instruction in systems such as engines, fuel, on-board computers, transmissions, steering, suspension, and brakes is the basis for this program.
The Automotive Technician option provides knowledge of the various systems used to develop skills in troubleshooting, performing preventative maintenance, servicing and repairing automobiles. The program, which is designed to be completed in two years, prepares graduates for entry-level service technician jobs in the auto repair industry. The student may be provided a work-study experience alternating between periods of work on-site and work in a classroom-laboratory setting.
The student may take the ASE exams in these areas when they have completed the requirements for these tests.
Program Checklists
View the program checklists to see recommended sequencing for degree offerings
Program Website
Visit the program website to learn more about degree requirements, program faculty, career opportunities, and more.
Gainful Employment Information
- Automotive Technician DIPLOMA
- Engine Technician CERTIFICATE
- Tune-Up Mechanic CERTIFICATE
- List of Gainful Employment Disclosures


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LONDON (August 2, 2011) – Paramount Pictures announced today that the studio has surpassed $2 billion at the international box office, just 50 days after passing $1 billion on June 10th. The feat marks the second consecutive year in which Paramount has grossed $2 billion at the international box office, achieving the mark on Saturday July 30th, five months earlier than their prior record in 2008. Paramount is the first studio to pass the $2 billion mark in international box office in 2011. The feat establishes 2011 as Paramount Pictures International's (PPI) biggest ever year, with five months of highly-anticipated releases still to come.
The news comes just one week after Paramount's 3D Transformers: Dark Of The Moon became the first ever Paramount-produced title to cross $500 million at the international box office; as well as becoming PPI's highest grossing international release of all-time. Michael Bay's sequel then went on to become the first Paramount film to surpass the $600 million mark at the international box office. Transformers: Dark Of The Moon launched internationally on June 29th and concluded its international roll-out over the weekend in Japan, where it claimed a #1 opening of $10.7 million (including previews). The smash-hit film has fuelled PPI's second billion in 2011 with an international gross of $646.8 million through July 31st.
"Our team has made creating a best-in-class international operation a cornerstone of our business," said Paramount Pictures Chairman & CEO Brad Grey. "I'm grateful for everyone's hard work across the globe that helped us achieve this milestone once again."
"We are delighted to hit the $2 billion threshold so quickly this year," said PPI President Andrew Cripps. "Credit has to go to the fantastic films we have had to release this year as well as the talented marketing and distribution teams working on Paramount films around the world."
The weekend also saw PPI's first main wave of releases for Marvel Studios' Captain America: The First Avenger, directed by Joe Johnston, releasing in 23 international markets (including the UK, Russia, Australia, Korea, Mexico and Brazil) one week after its international debut in Italy. The film claimed an impressive $49.1 million at the weekend and has an early international cumulative gross of $53.9 million. Marvel Studios' Thor, directed by Kenneth Branagh, has already contributed a thunderous $267.4 million to PPI's 2011 grosses.
Paramount has seen strong early success with J.J. Abrams' Super 8, grossing $59.7 million so far. The adventure film has yet to open in 20 international markets, including UK/Ireland, France, Germany, Spain, Italy, Mexico and Brazil.
DreamWorks Animation's Kung Fu Panda 2, directed by Jennifer Yuh Nelson, has outperformed the original 2008 film and currently has an international gross of $447.3 million. Kung Fu Panda 2 now holds records as the highest grossing animated film of all-time in eight Asian markets, including China and Korea, and has yet to open in Japan and Italy (both launching later in August).
Paramount's $2 billion 2011 has been built on a strong variety of titles, including Paramount's first in-house animated production Rango, directed by Gore Verbinski, which led first quarter business as it grossed $119.6 million at the international box office, with Japan still to release October 22nd.
Paul Weitz's Little Fockers, the hit third film in the Meet The Parents franchise, earned $105.3 million of its $162.2 million international total in 2011; and Paramount saw two very strong first quarter performers with the Coen Brothers' Academy Award-nominated western True Grit ($79.9 million) and Ivan Reitman's hit romantic comedy No Strings Attached ($77.6 million).
PPI's unrivalled 2011 line-up still has plenty yet to come this year, starting with the international roll-out of Jon Favreau's Cowboys And Aliens, which releases internationally in August. Craig Brewer's modern update of Footloose, opens internationally beginning in October; while October 21st will see the highly-anticipated Paranormal Activity 3, directed by Henry Joost and Ariel Schulman, provide international audiences with the next installment in the smash-hit horror franchise; October 26th sees the first launches of Steven Spielberg's highly-anticipated The Adventures Of Tintin, which Paramount releases in English-language markets and multiple Asian markets; and cinemas are set for feline-fever this winter season as DreamWorks Animation's Puss In Boots, directed by Chris Miller, swash-buckles onto the screen. PPI's year then reaches an explosive conclusion with Academy Award-winner Brad Bird's live action directorial debut, Mission: Impossible – Ghost Protocol starring Tom Cruise in December.
Paramount Intl First To Pass $2B In 2011
4 Comments
Let's not forget Scorsese's Hugo!
when do the layoffs and budget cutbacks begin??
If you take away the Marvel movies Thor & Captain America (as they don't have Marvel any more) and take away the DreamWorks films (you can include Transformers 3 with those films as if they never had DreamWorks Paramount would of never had any of the Transformers movies) Paramount's biggest films are Rango and No Strings Attached.
Next year's movie slate doesn't look as promising… and losing DreamWorks Animation at the next of next year also, there is a massive hole to fill on the Paramount release schedules. Star Trek 2 delayed until 2013 and being replaced by a lower budget version of GI Joe directed by the guy who made the Justin Bieber movie….(all I can say is WHY? Paramount next year celebrate their 100th anniversary as the oldest Hollywood studio and have made some of the most iconic classic films over those years but sadly they seem to be opting to be making low budget generic films to fill out thier release schedule.
"If you take away the Marvel movies Thor & Captain America (as they don't have Marvel any more) and take away the DreamWorks films (you can include Transformers 3 with those films as if they never had DreamWorks Paramount would of never had any of the Transformers movies)…"
And if my aunt had balls…
Look, Paramount does have these movies. Maybe they're not the kind of films you like or respect (me neither, probably) but you can't just act like they don't exist. Paramount has made some stellar production choices and they're reaping the financial benefits of those choices.
And yeah, the layoffs should start any day now. the AMPTP crying "poor" again in contract negotiations as well. "$2B by only frigging August!? Damn – if only writers and actors would work for FREE! If only those pesky unions/guilds didn't exist at all! Just think of the profits we could be making!!!!!!!"