text:
60. In your assessment what does DARA provide
for such an arrangement as opposed to private sector industry?
(Mr Hill) DARA provides a competitive alternative.
In some areas DARA has the only capability. On some transmission
systems there is no alternative in the industry available. If
you look, for instance, at the Chinook transmission system we
have the best transmission test facility in the world now at Almondbank,
£12.5 million of capital investment. The only other one that
compares with that is Boeing's own in Philadelphia which is over
25 years old. We do have unique capabilities we can offer to the
MoD and to wider customers in the European market-place.
61. You mentioned earlier your relationship
with British Aerospace. When we came to visit you last week you
gave us this very interesting briefing about Project Whirlwind.
Could you say a little bit about that and what your plans are
there and how Project Whirlwind would fit in with the partnerships
you have already got and how that would relate to those existing
(Mr Hill) Any organisation in business looks for competitive
advantage and we have been traditionally a repair and overhaul
agency only. Management of the supply chain is going to be crucial
to business success for the DARA in the future and so what we
are looking to do is to deliver a complete supply chain service
from end to end, everything from collecting the component from
front-line, repairing/overhauling it, accessing piece-part spares,
testing, and then delivering it back. We are already doing that
in part with our electronic components. Project Whirlwind will,
jointly with industry, bring both entities together, the design
authority together with the supply chain management organisation
to manage the overall supply chain. The problem that we have in
terms of the current state is that we have a whole range of disparate
repair locations. We have repeated strip down and reassembly of
components at times. We have high repair costs and inventory levels
by holding inventory both within the DARA and other agencies and
in industry with a measure of duplication there. We have a great
deal of unnecessary waiting time, particularly waiting for technical
support and also for spares. And spares provision has traditionally
been the Achilles' heel of our organisation. What we aim with
Whirlwind is to put together a lean, agile support chain to incentivise
repair and overhaul organisations through repair contracts, and
we are moving more and more towards spares inclusive operation
where there are fewer agencies involved in that process. We have
been looking at the entire supply chain and the average time for
components to pass through that supply chain is 274 days at a
time. If you look at the value added within that it is significantly
less and the aim of Whirlwind is to significantly speed up the
flow of components from unserviceable to serviceable through managing
the supply chain more effectively.
Mr Gapes: Thank you. I hope we will be
able to get from the MoD the documentation we have requested which
will make it easier for us to deal with this in our report.
62. It is very interesting what you have had
to say so far, Mr Hill, about where you feel the future is going.
If I may, I would like to concentrate on four or five questions
relating to future expectations, in particular surrounding the
Eurofighter and your participation in that. We have been led to
believe that approximately 6% of the repair work on Eurofighter
will be allocated directly to you. How does this compare with
arrangements you currently have in place for other aircraft types
introduced in the relatively recent past?
(Mr Hill) What I would like to do is ask Mr John Oughton
to give the DLO perspective and then I will go into the detail
following on from that.
63. Would it be more helpful then if you heard
the rest of the questions.
(Mr Hill) Yes, indeed.
64. The next point I would like to raise with
you is the way in which the pre-allocation work has been allocated
and what criteria has been applied, what sort of items are involved
in it, and what was your role, if any, in selecting that work.
The third question really relates to how does the MoD Eurofighter
customer expect to save from the competed element of the maintenance
of Eurofighter, ie the other 94%? Have you been in any way involved
in realising what the potential savings would be putting that
work out? How much of the competed work do you expect to win as
an organisation? How much will you bid for? And the final question
really relates to maintaining Eurofighter; is there scope for
a collaborative arrangement with repair organisations similar
to your own located in the other partner countries who are participants
in Eurofighter, both in development and more importantly for the
long term, those countries who will be operating Eurofighter?
(Mr Oughton) Mr Hancock, perhaps, if I said a word
or two about the general framework in which we have taken these
decisions. Unlike the conventional approach to support, which
would have been based either on significant reliance on our in-house
capability at the DARA or direct support from the manufacturer,
we did look at whether there was a third option available to us
here, what we call a hybrid option, which would allow us to draw
on the best of the support we can secure from the suppliers in
industry and the best support we could secure from the DARA. We
did look at those items where it was appropriate to make an allocation
to the DARA, that is the 6% you are aware of. In forming that
view the Chief of Defence Logistics, General Cowan, who is a member
of the Equipment Approvals Committee, will have drawn heavily
on two sources of advice in helping him to form that view, one
would have been the integrated project team itself responsible
for the Eurofighter within which, of course, are contained logistics
specialists, whose primary function it is to support the project
team in forming views on the support strategy. Secondly, on the
DARA itself, and the Chief Executive in expressing an opinion
on the role the DARA could play and the capabilities that DARA
could offer in putting that support strategy together. There would
have been full involvement and full discussion of the options
before a decision was taken. The judgment that the customer has
made hereagain, it is a judgment that is made by the integrated
project teamis that by allocating 94% of the support work
to a competitive process we would expect to gain significant benefit.
On a total support programme cost of something like £10 billion
over that period we would be looking to secure benefits and make
savings in line with the DLO's strategic goal, and well into double
figures of percentage savings. Those will not be common and standard
across the board, but overall that is the sort of benchmark we
would expect to secure those improvements. We would expect, as
part of that strategy, the DARA to play a significant role, doing
so by winning work in competition rather than having it allocated.
That has two benefits for us, the first benefit is that by assessing
competitive pricesand DARA's prices are now constructed
on a trading fund basiswe will have a much better understanding
of the costs and we will be in a very much better position to
make judgments on where the savings can be secured. Secondly,
by having the choices open to us we can also assess who is best
placed in terms of engineering capability to do the work. I will
leave Mr Hill to make comments on what he expects to win through
this competition.
(Mr Hill) If you go back some years, Mr Hancock, we
were traditionally allocated work on a work share arrangement.
It was basically 50/50 between industry and the third line organisations.
That has rapidly disappeared, and probably quite rightly, as people
have sought better value for money. As DCDL has said, 6% of mission
critical and contemporary technology work is what has been formally
allocated to the DARA on off-aircraft components. There is no
policy, yet, in terms of on-aircraft work, we are waiting for
that decision to be made. As far as the balance of 94% is concerned
it is our aim to shape the agency up as a trading fund to be truly
competitive. We fully expect to get a minimum of 25% of Eurofighter
off-aircraft work in that competitive process. We have a wing
commander in the agency who is a full-time representative of the
DARA in the Eurofighter integrated project team in Abbeywood.
He very much looks after our interests day-by-day. We meet regularly
with him in order to shape up our support strategy together with
the IPT. Although this is a very different arena we are now moving
into for Eurofighter we welcome the opportunity to be able to
compete for business on a level playing field for the long-term.
65. I just want to follow this up. I appreciate
that the DARA and management are eager to be competitive and win
a lot of these contracts, it is set at a low level, just 6%. Is
one of the implications if they do not succeed against the competition
that the Defence Logistics Organisation and the MoD would be prepared
to let them go out of business?
(Mr Oughton) Clearly in the business casewhich
led us to a decision that we should move to a trading fund statuswe
have constructed some assumptions on the degree to which the DARA
can become more efficient. We have also made some assumptions
on the degree to which the Defence Logistics Organisation can
become more efficient. We have talked this morning exclusively,
internally about the DARA and its expectations. It is very important
for the Committee to look at the DARA as an integral part of the
support capability we provide to our Armed Forces. The benefits
we will secure in terms of reducing the costs will come partly
from within the DARA and partly through the connection that Mr
Hill was talking about, the end-to-end seamless approach to providing
support. In a sense, we are all in this together to produce an
end result. In answer to your question, Mr Cohen, we could not
see the DARA fail independently. It still has to be seen as an
integral part of the capability available to us. We will be in
a much better position to understand the true cost being charged
to us for the work being done in the DARA as a result of the trading
fund status. That will allow us to take our decisions in a more
informed way.
66. A key concern is that in an emergency, if
we have a wartime situation, then, clearly, we need an organisation
that can be relied on, that can do the work of aircraft repair
quickly and efficiently.
(Mr Oughton) That is why we took the decision that
we should move to trading fund status. We did not take a decision
to privatise the DARA. We believe that at this stage of our development
it is absolutely right that we should have that surge capability
available to us within the Ministry of Defence. The DARA will
be still be a part of Ministry of Defence after this.
67. The design and the construction of Eurofighter
was an international co-operation project. Is the repair and maintenance
of Eurofighter lobbied on purely a national basis or is there
international co-operation, with countries pooling their resources?
(Mr Hill) There is certainly a measure of international
co-operation, yes. There are very complex work share arrangements.
That is why I am a little bit reticent to try to roll them out
because I am not an expert in this area. It is very much the DPA
who is leading on that one. I am aware that over the years very
complex work share arrangements have been worked through on the
Eurofighter project. There will be a major centre of excellence
within the four partner nations. The detail I really would defer
to the DPA.
(Mr Oughton) I think it is fair to say, Mr Viggers,
that the support strategy that we have constructed, the hybrid
strategy that I described earlier, is very much a departure from
the conventional way in which we would have supported the aircraft.
We are clearly in discussion, through the integrated project team,
with our partners to explain to them and show them our thinking
on what we believe to be the best development in support strategy
in the current environment. We wish to seek agreement as far as
we could on common support. It is very much a question for the
integrated project team to pursue with its partners.
Mr Viggers: The point of my question
was that you are in a position to bid for repairing other nations'
Eurofighters. I understand that is the case.
68. I would like to ask some questions on pay
and grading. I know there have been a number of anomalies, you
explained some of those when we visited last week. I know you
have been making some reforms to pay and grading in the run up
to going to a trading fund. Were you not able to make those anyway
under Treasury rules or do you have special dispensation to do
(Mr Hill) No. We have to have formal pay and grading
delegations from the MoD centre to be able to negotiate pay and
conditions for our people in the agency that are appropriate to
our business. What I would like to do is hand over to somebody
who is very expert in this area, that is Bernard Galton, and he
will be able to take you through any of the detail.
(Mr Galton) Some years ago Treasury delegated to the
MoD collective bargaining for civilians, so they are the custodian
of that. Apart from the DARA, Met Office, and Hydrographic Office
that went to trading fund there are very few areas of the Ministry
of Defence that are undertaking bargaining in specific bargaining
units. We have had to seek delegation for that, which we did,
and we got that for our industrial staff on 1st April last year.
We are very keen to have non-industrial delegations as well. We
wanted to bring all of the civilian staff together so that we
could develop a holistic approach to our pay, grading and working
practices strategy. We were not able to do that. The MoD said
that it should come at the same time as the trading fund. We are
now going through the business process for delegation for our
non-industrial staff on 1st April this year. What we did with
our civilian staffwe launched it at our trade union conference
in July 1999is we set up 30 working groups, these are mixtures
of managers and our own trade union representatives, both industrial
and non-industrial, even though we did not have the delegation,
to actually look at whole areas of pay, grading, working practices
in terms of what we wanted to do for the longer term benefit of
the agency. We looked at what was good in the MoD system. There
are some very good things in there. We looked at what we really
wanted to change and what things we wanted to design specifically
for us. It was a very, very successful project. The national officers
were not involved at this stage, it was all our own people. It
culminated last summer when we reached agreement with the national
office of trade unions and other members of the negotiating committee
for a settlement for the industrial staff. We reached that in
record time, we only had a couple of meetings. The sort of things
we did was that we consolidated a number of old bonus schemes,
bearing in mind we brought in people from what was the RAF MGDA
Agency and the Naval Support Command NARO, that had been set up
over many years. We consolidated those at the highest rate. We
took out a load of old allowances that some people had been claiming
for many, many years. People physically had to claim these allowances
and it could not be seen, therefore, as part of their stable income.
That was important to us, to put our industrialists on a stable
income, it would help them get mortgages a lot easier, it would
help them plan their lives, it would also help us to plan our
pay bill a lot easier as well. We did that. The staff will be
moving on to monthly pay as from next month, it will be exactly
the same as our non-industrial staff. We obviously have to go
very carefully within our remit from the Treasury. We could not
throw money at this problem. There is a certain flexibility we
could use in terms of the wider use of recruitment and retention
allowance, where it has only been used on particular pockets before.
So that was on the pay side and we made some quite significant
changes. In terms of grading, we have stripped out the old supervisory
grades. To some people that was very painful because that was
their status, they had worked up to that, and to actually see
that being taken away to move towards a new structure is obviously
painful for people and we had to deal with that very carefully.
What we want to end up with and what we are moving towards are
self directed teams so that all of the people within those teams
are paid in the same way. Although they bring different skills
and experiences to that team we will use all their variety of
skills to improve their performance and ultimately the output
to the customer. That is a major change in terms of the grading.
When we have been round doing our mass briefings, we have had
people saying, "I am on the shop floor and there are five
layers between me and junior managers." To take that out
speeds up communication, it improves clarity, and we are going
through the process in terms of that major change and it is settling
down very well. On working practices it is a case of needing more
flexibility. In terms of giving our staff better pay, better conditions,
obviously we want something in return, so it is the flexibility,
the removal of old demarcations, the introduction of self-supervision
and the self-directed teams where they really are going to take
far more control of their own destiny and have an involvement
in shaping the future of the Agency.
69. I appreciate that answer. Clearly it indicates
that a lot of reform was needed in this area. What more do you
propose to do when you have got the trading fund status in pay
and grading? And another point on this, clearly you are not going
down the road of privatisation because of what was said earlierthe
need to keep the research role and other reasons as wellbut
would privatisation have given you even more flexibility in terms
of pay and are those some of things we should be taking into account
in considering trading funds generally?
(Mr Hill) If I could take this at the top level and
then hand over to Bernard again. What we are aiming to do is to
look at best practice in the commercial sector and particularly
in the aerospace business and to benchmark our systems against
those and we will, as we evolve as a trading fund, be looking
at performance related rewards as a key issue. But it is absolutely
crucial that we move to a single bargaining unit within the Agency
and take out the artificiality that we have lived with for many
years of industrials and non-industrials having a completely separate
system. That is no longer appropriate, and particularly inappropriate
as we move into becoming a trading fund. It is our aim from 1st
April to progressively migrate towards a single status workforce
so that everybody has an opportunity to be able to target any
career opportunity from the shop floor to the chief executive
(Mr Galton) What we can do from April with non-industrial
delegations is it will give us the ability to tackle specific
issues that we have got within the Agency. An MoD-wide pay deal
tends to be fairly broad brush, there is a standard increase across
the board, and clearly that cannot tackle problems that exist
within the DARA. For example, we have got a group of staff called
TTOs. We are the major employer of TTOs within the MoD. It is
only Henlow that employs a few as well.
70. What is a TTO?
(Mr Galton) It is a telecommunications technical officer.
We have got quite a few at Sealand. Their conditions are different
from the professional technical officers who are another group.
We need to tackle that in terms of the differentials that exist,
many of them very, very specialised. We need them desperately,
there is a lot of competition in the market-place for them so
we need to be able to target our own pay system to deal with those
sort of issues. That is just one example. We have got a problem
in terms of the interface between the industrials and non-industrials
over many, many years of them having quite separate pay agreements
within the MoD. Again we have got to tackle that in order to achieve
single status workforce and achieve the harmonisation. We want
to end up with DARA employees. We do not want first and second
class citizens within the Agency. So we must tackle that and certainly
at the interface we have a bulge that we need to correct. You
questioned whether or not we would have the same sort of freedoms
as a commercial company. We have got the constraint clearly of
working within public sector pay but then commercial companies
have the constraint of working within their own profitability
and in terms of their shareholders. So I think that we have similar
constraints but for very different reasons. What we want to try
and do is to pay people a market rate for the job. We will not
ever be able to be the best payers in the business but if we can
move up towards that that will improve our recruitment and retention
which means our costs will be reduced. It means that there will
be a long-term return on money invested in training. I think overall
that will be beneficial but it is working with our trade unions,
with our staff to develop jointly something which is going to
be good for them and good for us.
71. We were very impressed with the training
we have seen. We were delighted with your apprenticeships especially
your apprenticeships for people who were in other careers before.
I was particularly pleased to see a former mine engineer who was
taking an apprenticeship but there was an incredible anomaly there
when these apprentices were getting to their final year that they
were getting paid literally the same as those who were doing the
training. It is the trainers where the key quality is in this.
There was this anomaly where they were not getting proper wages.
Is this the sort of example you are saying you will be able to
(Mr Galton) It is an excellent example of the sort
of thing we want to address. Apprentices are industrials and therefore
we were able to address their pay and conditions in the year 2000
so that when they come out of their training after six months
they go on to the craft rate. We were not able to address the
pay of the trainers and what we want to do is pay a rate for qualified
and experienced trainers and, clearly, if they are earning less
than their trainees then we have a problem and we do need to address
that. We are well aware of that problem and will be looking at
this straightaway for this year. We are not going to be able to
achieve everything in year one. It is going to take two, three,
four years, maybe longer in some areas, to get our long-term strategy
in place. There is quite a lot of things we can do this year and
for the staff to see the benefits of delegations you have got
to come up with quick wins in terms of them seeing the benefits
in their pocket straightaway.
72. Can I follow up with my question because
it is also about youth employment and training and apprenticeships.
We did see some excellent very impressive work there, and we would
very much like to see it expanded. Is it likely to be expanded
when you take trading fund status? Is there scope for that?
(Mr Hill) Indeed we are absolutely committed and yesterday
we had a corporate governance group with the top 50 people in
the Agency to develop the vision for the future and there was
an absolute commitment within that group to us becoming a learning
organisation and investing in people's careers for life. That
is something we have not been particularly clever at in the past.
We have tended to give the industrial element of the workforce
just time on type to learn about aircraft or particular equipments;
we have not developed their career opportunities as well as we
might. We are committed to doing that as a successful trading
fund. We are investing more in training and development now than
we have ever done before in the separate agencies and that will
be very much the flavour for the future. There is not a single
person in the Agency that will not go through some form of comprehensive
training this year. So lifelong learning is absolutely key. We
are even going further back than that. We formed a Saturday Club
where we have young people from the local area coming on Saturdays
to learn about aerospace so that they are able to make a decision
as to whether they want to come into a full career with us or
generally in aerospace. On from there to apprentices, management
training, right to top level training for the board which we have
done in the past year.
(Mr Galton) In 1998 the constituent part of what is
now the DARA had 100 apprentices. We have increased those on year-on-year,
in 2001 it will be 155. We are limited however, by the capacity
in the training centres. There are only so many you can bring
through in terms of the trainer/trainee ratio. We have had a very
in-depth look at the way we deliver our training, without reducing
the quality, to ensure that we meet the full standards based training
for the MoD modern apprenticeship. What we have been able to do,
by making better use of Barry College in St Athan, by having two
intakes per year we can double that capacity from 60 apprentices
to 120 apprentices. We have an ageing work force. We have a civilianisation
programme. There will be a continuing need for skilled young people.
The ability to bring in 120 apprentices, which is available in
August, is going to be extremely beneficial to the long-term viability
of the area and very beneficial to us in terms of having young
people. The Saturday Club is fantastic, I am very proud of it.
We started it last year and this is the second year. We have had
more applicants from youngsters than we could take. We have six
young women as well, we are trying very hard to improve the number
of women coming into engineering. One of my trainers now is sponsored
full-time by the local education authority. He goes out into schools
talking to year nine and year ten pupils. We have designed part
of the curriculum for their technology, to come in to St Athans
and do something practical in St Athans which they can take back
to school and which will form part of their GCSE programme. It
is combining work and school. We have more work to do on that.
We have been doing this with British Airways, GE and the other
British Aerospace employers in the area. We are very proud of
Mr Hood: We were very impressed. We would
like to see it spread in other parts of the country.
73. I think it is clear from the last exchanges
that there was much that we were very impressed with, particularly
the apprenticeship schemes, and there were many people that we
were very impressed with in the people we met. We are very grateful
for that opportunity. What we are here to do is to really get
to the bottom of what both the DARA, the MoD, Members of Parliament,
whoever are the bosses, are going to get out of converting to
a trading fund. We have to know and be sure that this is going
to be something worthwhile. Much of what you talked about is pre
trading fund. You might argue, "We are getting ourselves
ready", but we have to say to you, "If all this could
be done without that, what are we doing? Where are we going?"
We need to explore with you in much greater detail things like
commercial freedom. You mentioned it several times, you talked
about it in terms of investment. What does that mean? What does
commercial freedom mean to the DARA and what does it mean to the
MoD? What are they going to get out of it?
(Mr Hill) In terms of other trading funds in the Ministry
of Defence and elsewhere in government that we have visited there
is absolutely no question that the entire work force takes a greater
ownership of the business, they have greater control over their
destiny and in terms of the business that they can target, that
they can capture and, therefore, their long-term prosperity within
that organisation far more than on-Vote agency. The other issue
is the ability to invest profits, to be able to make a profit
out of the business and then to invest that into the business
for the future. That has been one of the most vexed issues over
the years that agencies have had to face. As with votes, you end
up having to bid year-on-year, particularly for capital projects.
It is one of the reasonsthere are many others, that can
I allude to, if you want to go into detailas to why St
Athan's has got into the dilapidated state that it has. In terms
of commercial freedoms an on-Vote agency would not be able to
enter into a joint venture opportunity with a company where you
would bring the skills of both parties together to create something
that is greater than the single entities in terms of business,
whereas with trading funds we can. We will also be able to get
into a wider market place, which has the benefit for the MoD and
the taxpayer in that the more work we can bring into the agency
the more our overheads go down, the more competitive we will become.
There are a number of markets that we can get into, I believe,
more freely as a trading fund than we can on the vote. What I
think is important as a trading fund is to get the buy-in from
the work force so that they take greater ownership of the business,
so that collectively we make a success of it.
(Mr Galton) We have worked very hard to get the staff,
to buy into the vision and build the corporate identity. If you
look at the history of both NARO and the MGDA they went through
competing for quality and they were going in different directions.
You have to bring them together and say, "This is the DARA,
this is our future you have a really key role to play in this".
If we are successful then as a trading fund we are able to use
some of those profits in terms of improved pay and remuneration.
We can look at team based pay, linking bonuses in terms of performance
against KPIs, and corporate bonuses. If know that some trading
funds have that, certainly in the last one I worked in. In that
way you can directly link the input that the individuals have
made to the output that they have produced and reward them for
that success. That help enormously.
74. This is all good management-speak about
getting people to buy in. I think it is fair to say that there
were people who work in there that have some concerns that they
had not really caught the ethos of what you are trying to achieve.
I am going to ask some specific questions about what freedom you
will have. Will you be free to set your own prices?
(Mr Hill) In terms of our prices we will have to work
within Treasury guidelines. We will work to Specialist Procurement
Services' scrutiny. We will have to, just like industry, work
within the QMAC system (the Questionnaire Methodology for the
Allocation of Costs). We will be no different from industry in
that respect. I will ask DCDL to come in and give the DLO perspective
because there is an important issue for both parties in this respect.
(Mr Oughton) Mrs Moffatt asked the question both ways
round, both the benefits for the DARA and also the benefits for
the MoD more widely. Perhaps, I should say that the decision to
move the DARA to a trading fund is an essential component of our
overall support strategy in creating the Defence Logistics Organisation.
The reason for doing that is set out in the Defence Review White
Paper in 1998, it was to provide us with the opportunity to secure
greater rationalisation and greater synergy across diverse elements
of our business. Why? Because we needed to find ways of generating
the financial headroom in the Ministry of Defence budget in order
to pay for the modernisation of our Armed Forces. The key priorities
that were set out in the Defence Review in 1998 were investment
in frontline capability, the new aircraft carriers, the new combat
aircraft, and also dealing with some of the deficiencies which
the Defence Review believed it had identified in our medical services
provision, for example, and in some of the support and sustainability
areas, meant that we needed to find a way of generating extra
resources from within the Ministry's own budget in order to tackle
those issues. The key first benefit for us was allowing us to
invest in modernising defence across the board. That is why we
took the decision to address the support issues pan-DLO. Secondly,
in order to do that it was extremely important for us as we created
the Defence Logistics Organisation to understand the true cost
of running our support business. Under conventional cash accounting
systems, which are now being replaced by resource accounting and
budgeting, it was simply impossible to establish the true cost
of ownership of any of our assets. Mr Hill has described the significant
assets in terms of buildings and estate, plant, machinery held
by the DARA. We had no concept of the real cost of any of those
assets any more than we have across logistics activities as a
whole. We needed to find a way of shining a spotlight on those
costs. Thirdly, we needed to find a way of ensuring, as we developed
smart acquisition, we could provide the introduction of equipment
into service better, faster and cheaper. We carried that through
into how we supported that equipment once it was in service. Ensuring
we could provide better availability of our fighting capabilities
to the frontline was, again, absolutely essential to the strategic
defence review decision. As Mr Hill has explained, many of the
techniques we are trying to develop not just in DARA but across
the Logistics Organisation as a whole are concerned with faster
turn round times, bearing down on the asset base, reducing the
spares holding we have in our warehouses, being smarter and leaner
in the sense that most large enterprises in the private sector
would be to ensure that we are spending absolutely no more than
is necessary on the support end of the business. That is where
the DARA fits into the wider picture and that is how we will deal
with support into the front-line.
75. I thank you for that very clear explanation
of what we hope to get out of it but we want to know that DARA
is going to be protected as well as being out there and doing
business and making sure everything is done faster and better;
we need to know there is some protection. What proportion of the
work will you be given?
(Mr Oughton) Perhaps the best point we should make
at the start of that response, Mrs Moffatt, is to say that the
DARA, once it reaches trading fund status, will not stand entirely
independently from the rest of the MoD. It will sit outside the
Logistics Organisation and will be owned directly by the Minister,
but as an indication of the commitment that the DLO is making
to the success of the DARA, we will be making investments, we
will be providing investment in addition to the investment DARA
themselves are generating in order to ensure the success of the
enterprise. We are not saying, "You are on your own in the
DARA, you have to fight to win the business and it is an entirely
free and open market-place." In order to ensure that over
the first five- year period of the business plan
76. So it is time limited?
(Mr Oughton)Over the first five-year period
of the business plan we have made some assumptions about allocation
of work and investment in the business in order to assist the
DARA to become competitive.
77. You expect after that five-year period to
be out there on your own?
(Mr Hill) Yes indeed, we hope we will make the Agency
competitive enough to be able to stand on our own feet in the
market-place. A very important issue of our business case is that
we have built in General Sam's 20% cost reductions in our prices
so we will be offering reductions obviously in the latter years
because early on we have got a lot of investment. The other key
issue that is very important both on input and output is moving
to a hard charging regime, which is an enormous discipline. There
are many communicated costs on the Agency at the moment where
we have absolutely no ownership and no control. By moving to a
hard charging regime we are able to negotiate the services that
we take into the Agency and therefore we will fix the prices more
78. Let me take that a step further. So if you
were allocated work from the MoD and you found it completely unproductive
and a great strain on your organisation, would you be able to
walk away from it?
(Mr Hill) That would have to be a negotiation with
the integrated project teams. There are certain key areas where
DARA has a unique capability where there is no alternative in
industry, but if you put a hard-nosed business case together you
would not justify retaining that capability. Electronic fuel pumps
at Sealand is an example where we have insufficient through-put
and yet it is absolutely crucial to the front-line of the Royal
Air Force that somebody does that work. Industry has moved on
to new production and no longer has the capability. In that instance
we would negotiate with the integrated project team and they would
agree to an inward investment so that we shared the cost of establishing
a capability.
79. What controls are there on the returns to
the MoD? You said "we will be able to reinvest" but,
surely, the MoD is going to take some of the cash off you?
(Mr Hill) We have to pay a dividend on any loans and
on the equity that we have from the MoD just like any commercial
organisation, but where we make profits over and above that, that
can be reinvested in the business. If we were to make massive
profits I am sure we would get some Treasury scrutiny. That will
be monitored by SPS and internal audit organisations like the
(Mr Oughton) Again it is important to explain that
in common with the normal practice for trading funds we would
expect to offer a dividend holiday to the trading fund agency
for the first five years of its operations, so again that is part
of the commitment we are offering to ensure a successful set-up
of the trading fund in order to make sure it will operate successfully.


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Assessing Trump cognitive assessment
To the Editor:
I thought it would be interesting for us to look at the type of questions asked in the Montreal Cognitive Assessment which was given to the president by his physician. I worked in a senior mental health facility for several years and we assessed patients for mild cognitive impairment and for dementia. The test is not used for any psychological deficit and it is not an intelligence test. It is also not unlike a mini-mental assessment made by most physicians and mental health providers. The questions are very simple, and the test lasts only 10 minutes.
The questions are given verbally. Here are just some of the examples: Draw a clock with the hours and showing the time as 2:30 (3 points). Draw a three dimensional cube. Count backward from 100 by 3. Name the drawings (camel, lion. rhinoceros). This is worth a total of 3 points. What is today's date and what city are you in right now (6 points)? It would be common for a normal person to score 30 out of 30 (total points). It is not an intelligence test. It is not a predictor of how future performance would be unless the person shows some cognitive impairment.
Dr. Ronny Johnson tried to tie Trump's future performance as president with this simple test. I think most of us lay persons or professionals can make judgments of how capable we think the president is by simple observations of his tweets, statements and behavior. I think the only thing this test shows is that the president is not showing signs of cognitive impairment in this test at this time. Again it does not show that Trump is a genius nor does it show that he is mentally or emotionally stable.
Carol Malispina

subset: commoncrawl


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Are you brightdancing? How about bright learning?
It may sound harsh to say that the best thing about X Factor is the ad breaks, but that's the conclusion I've started to reach recently. To be fair, it hasn't just been Jedward's tuneless pogoing or the stress of Deadlock that has me urging on the commercials, but rather the innovative 'brightdancing' spots for TalkTalk which bookend the ad breaks.
If somehow you've avoided X Factor this year or to your dubious delight were gifted tickets to see X Factor live and haven't seen these spots, they're short, (mostly) viewer-made videos in which people make colourful neon shapes in the air by dancing around with their mobiles. You can see them here. All you need to make one of these videos is a PC with a webcam, a darkened room, and a small light source such as the screen of a mobile phone or a torch. When linked to the site, the webcam will record a video of you moving about with the light, and will add glowing neon trails to the path of the movement. This allows you to effectively use the light as a pen, tracing shapes that on the webcam video seem to magically hang in the air around you. When you've created a video you can upload it to the site, and wait with baited breath to see if it appears in the adverts next weekend!
This is a great advertising gimmick, and also highlights the power of user generated content. Apart from that, however, this promo also showcases a great new piece of technology that could have interesting implications for interactive design and maybe e-learning in particular. The brightdancing effect can be achieved using the latest versions of Flash and its 3D rendering add-on Papervision. Flash can now take a webcam feed and recognise specific shapes or colours within the image. It can then track those points as they move around. It's clever stuff, and has at least two big areas of potential that I can see:
- Gestural control – Using webcams to pick up body movements could well be the next step in gestural control interfaces (http://www.saffroninteractive.com/2009/blog/show-your-mouse-the-finger/). This is the idea behind Microsoft's 'Project Natal' – an extension of the Xbox which dispenses with controllers entirely.
- Augmented reality – While virtual reality sought to replace the real world with a fully immersive computer generated world, augmented reality seeks to enhance the real world by augmenting it with virtual elements. For example, imagine arriving at an unfamiliar street and holding up your camera phone as if to take a picture of it, with the phone's screen acting as a viewfinder. Now imagine if that view of the street was overlaid with virtual markers and arrows showing you information about what's on the street, such as the nearest cash machine or tube station, the bar where you've agreed to meet your friends, or shops that currently have sales on. Any virtual information that exists about a place can be melded with the real world space. This could apply to objects too: imagine being in a supermarket, pointing your phone at a box of cereal on the shelf and immediately seeing a warning that you're allergic to one of its ingredients, that it can be bought 50p cheaper at the shop round the corner, or even that you already bought a box last week so you probably don't need it.
From a training point of view this type of technology has enormous potential for on-the-spot learning. Let's say you're an engineer who services boilers. You get to a house one day to find a very old and unusual type of boiler that you don't know much about. Instead of having to remember training you did 15 years ago, or calling back to the office for more information, imagine if you could hold up your mobile device to the boiler and instantly bring up its specification, a safety checklist to follow for that model, indicators showing which screws you need to loosen to get access, and which parts most commonly need replacing (along with their order number and stock availability). You could have the thing fixed before you'd even finished your first cup of tea!
At the moment these scenarios are all imagined, but the truth is it won't be long before you start seeing this kind of thing for real. This technology may be in its infancy, but it does exist and it's just waiting for developers to start finding uses for it. Those TalkTalk ads are just the glowing neon tip of the iceberg.


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RAHWAY — On Friday, April 27, students from the Young Women's Leadership program at Rahway High School held its annual Fashion Show and Prom Dress Giveaway. During the event, which took place under the direction and leadership of English teacher Annette Goodman and French teacher Robert Kinch, several donated dresses and formal gowns were given away to interested students in attendance. The event raised more than $700, most of which will benefit Helping and Healing Women, a local non-profit organization. Pictured, Rahway High School student volunteers Camilla Aluquerque, Andre Marques, Emily Gottlick, Keston Franklin and Rocio Merino model gowns and formal wear during the annual Fashion Show and Prom Dress Giveaway on April 27. (Photo courtesy of Rahway High School)
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Put the focus on YOU in 2014!
Welcome to the start of a new year that I hope is full of health, happiness and prosperity for each of you.
While it would be nice if my wish could make it so, the fact is that we truly need to put in the effort to get ourselves to this idyllic place in life. Our increasingly busy lives make it easy for us to let "ourselves" fall further and further down our priority lists. Why do we let this happen when taking care of ourselves is essential to our health and well-being?
Considering it's the season of resolutions, this is the perfect time to put more focus on yourself! If you've already made efforts in this area, keep them going. If you've not yet been able to devote the resources to yourself, start with small steps so you can avoid being overwhelmed by the commitment. Remember, you have a lifetime ahead to ramp up your efforts! Start with the basics:
Not too overwhelming, right? So, why not let 2014 be the year of YOU? You're worth it!
This month's issue is once again full of thoughtful articles that are meant to open our minds to all of the services, products and resources available to us as we do our best to live healthy lives. Don Neviaser shares some tips on how to improve other people's perceptions of you by improving your feelings about yourself. And speaking of perception, Brittany Miller explains how eating certain foods can actually improve your appearance. Laura Ash discusses traditional holistic practices of a nomadic people in Africa and the importance of preserving such traditions, wherever you are. And, of course, there are many more, so enjoy!
Best wishes to all of you as you begin this new year with a renewed commitment to healthy living!
In health and happiness,


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A recent visit to Casa del Bairos in the happy burg of Cambridge saw a first attempt at a scenario from Mike Hobbs' recent publication, The War of 1812 - A Campaign Guide for Sharp Practice. We chose Crossing the Niagara, mainly because it provided an opportunity to try out the new 1812 buildings. Overall, this Sharp Practice supplement is quite good and was obviously the result of a lot of work on Mr Hobbs' part. But as a typical gamer, I have a few issues with unit ratings - particularly with the 1812 lists. Here are a few highlights of changes I've made...
US Regular Infantry (1812): This is the most obvious concern (at least to my mind) when rating US regulars in 1812 as, umm.. regulars! Even to American commanders at the time, the regulars were often considered at par with or even worse than the state militias (re: training, motivation, and equipment). Putting them on a par with British line infantry (at least before considering other characteristics) is, I believe, a mistake. The British infantry were professional soldiers, albeit perhaps somewhat off their game because of prolonged garrison duties in the colonies. The US regulars by contrast were, for the most part, recently recruited and barely trained. I've chosen to downgrade the US regulars to conscripts and volunteers.
US Regular Infantry - Flank Company (1812): The supplement lists these troops with the Sharp Practice characteristic. I believe that this should be reserved only for those troops who demonstrated a superior initiative that allowed them to give fire more often than other troops. The flank companies of the US infantry should, in my view, be no better than any other US infantry in 1812, and definitely not on par with their British counterparts. Thus, I've taken this characteristic away.
US Militia (1812): The supplement rates these as militia but since I'm of the opinion that they were pretty much indistinguishable from the US regulars, I've upgraded them to conscripts & volunteers. In fact, in the real battle, the militia distinguished themselves rather well in the opening stages (given that they were reluctant to cross, the horrible mismanagement of the crossing logistics, and the landing on a strange shore in the dark).
British Regular Infantry (1812): I see that the stat line in the supplement for these units is pretty much lifted from the Peninsular list, including Thin Red Line. I've yet to read of a British infantry battalion in the War of 1812 loosing a volley and then charging the enemy, as is stereotypical of the Spanish campaign (I could be wrong here but I don't think so). Thus, I've removed that characteristic.
So enough of my tinkering... some photos of the game...
Overview of the table (with a rather pathetic attempt to show the blue of the Niagara River to the right... blame it on inferior software).
The British Deployment point can be seen in the outskirts of Queenston Village to the left. The American deployment points appear as the US troops land on the river bank. The Americans must fight their way across the table towards Queenston before British/Canadians can fully deploy in defence of the village.
New York militia begin to land and shake themselves out into line. I'm not sure how Van Rensselaer ferried his horse over the river. As a side note... in the scenario, Major General Van Renssalaer is listed as commanding the first wave of the landing. This is, in fact, untrue. His cousin, Lt Col Solomon Van Renssalaer commanded the troops in the opening stages (which this scenario is attempting to model). Stephen, the general, Van Renssalaer was at this time overseeing the horribly chaotic embarkation point on the American side of the river.
British regulars appear in response to the American landing.
The New York militia begin to make their way towards Queenston.
The regulars occupy the churchyard in anticipation of an assault.
The regulars Present Arms and are joined by light troops.
New York militia skirmishers and US regulars join the advance.
The commander of the US regulars trips and falls. Luckily, his troops had been less than enthusiastic about advancing on the British-held village and were out of immediate danger.
New York militia probe the British right flank but more Canadian militia (masquerading as regulars) have marched out of Queenston and secured the flank. Nowhere to go... but back, as it turned out!
Similarly, militia skirmishers probe the left flank but prove to be too few in number as the British commander moves yet another regular unit forward to bolster the lights defending the fence-line.
The British defence of the village proved to be too firm and the Americans fell back to the landing areas. The British commander was reluctant to leave the relative safety of the village and declined to pursue. Thus, The Americans were able to maintain their bridgehead. We deemed the battle a draw, as the Brits had neither broken the American Force Morale nor captured their Primary Deployment Point on the river bank.
Some tweaks will be made to the scenario for another playtest in advance of RayCon at the end of May. The British/Canadian deployments will probably be staggered further apart to allow the Americans more of chance to get near the village before it is completely defended and the river itself will take up 8-12 inches of the table, reducing the distance required for the Americans to move from the bank to the village.


text:
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The worlds best recipes have been passed through generations getting tastier and tastier as they are handed down from grandmothers to mothers. The resulting meals will have changed your life and are probably responsible for forging your tastes... you know the dishes I'm talking about. Not every dinner my mother served was life changing, there were definitely better meals than others. But when she had the time to cook with love & effort, to entertain & amuse as well as please the taste buds of our extended family, the food she created made us feel indestructible like we could defeat armies and defend gods.
Mothers around the world have been cooking up banquets for family and friends since time immemorial and an invitation to such a family affair is an expression of love and pride and offers guests a priceless cultural experience. Since 2013 we have been inviting Berliners to cook up their Mothers favourite dishes and share their family memories.
This year, we are preparing ourselves for the launch of THE SOUK (Berlin's first market dedicated to the food culture of immigrants) Our roaming restaurant will be host to mothers who have recently sought refugee in Berlin - we will invite them to serve up a family feast that shares the traditions of their respective cultures. These dinner events will begin at the end of May 2016.


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Ishpeming redoubling efforts to beautify city
By LISA BOWERS
Journal Ishpeming Bureau
ISHPEMING – Early American botanist Liberty Hyde Bailey once said: "A garden requires patient labor and attention. Plants do not grow merely to satisfy ambitions or to fulfill good intentions. They thrive because someone expended effort on them."
The same concept applies to communities like the city of Ishpeming.
Maintaining a beautiful, thriving place to live requires the patient attention of citizens and city officials alike.
Many people are involved in efforts to improve the look and feel of Ishpeming, City Manager Mark Slown said, but the city still struggles with blight.
The city uses ordinances, fines, grants and all legal and appropriate means to combat the problem, Slown said in an email, but it can be a time consuming and costly process.
"For the city to go through the entire process — from detection, warnings, meetings with owners, violation notices and on to demolition — often takes two years or longer," Slown said. "(It) costs $20,000, and involves more than 100 hours of city-employee time for each building."
Those estimates, Slown said, do not include hazardous materials abatement which can double the cost.
"So far in 2017, eleven blighted houses have been demolished in the city of Ishpeming," Slown said "While individual property owners are ultimately responsible for their property, city staff will use proper, legal methods to address blight and obtain improvements."
The expenses directly related to blight, including the cost of demolitions, rental or blight inspector wages, grant application preparation and city attorney costs are about $400,000, Slown said.
"Other staff members, such as city manager, finance director, treasurer (and) police department do not track their time to specific tasks like 'blight,'" Slown said. "Adding in an estimate for all the other time and expenses involved, I feel confident in estimating the city spent about $500,000 on blight issues in 2017."
The cost of the city's efforts can go on the tax roles as a lien, Slown said.
However, in some cases the full cost is never recovered.
In these cases, the city taxpayers ultimately end up footing the bill unless the city can obtain grant funds to help pay for the costs.
The Marquette County Land Bank has been a key ally in the city's effort to mitigate blight, Slown said.
The MCLB has provided staff time, additional funding, grant preparation and management and property owner negotiations, he said.
"The city is very grateful to the members of the Marquette County Land Bank Authority Board and to county Treasurer Anne Giroux for making our blight elimination programs successful," Slown said.
Giroux said the MCLB has invested over $150,000 of its own resources for demolition funding in Ishpeming over the past five years.
In addition the MCLB has obtained funds Michigan State Housing Development Authority blight elimination programs.
"It has also raised over $550,000 in competitive grant funding in the city as well," Giroux said.
A recently formed coalition between MCLB, Habitat for Humanity and Community Action-Alger Marquette to assist low-income households with home repairs has raised $30,000 so far, Giroux said.
The Habitat Homeowner Repair Program, is another way to help to eliminate blight, she said.
Councilman Karl Lehmann said while the disposal of blighted structures is helpful and should remain a long-term goal of the city, cleaning up old equipment, disabled vehicles and tires is of more immediate concern.
"When I ran for office, one of the prime areas for me was all the junk laying around, and it continues to be my focus," Lehmann said. "We need to make sure our city administration is continuing to approach the guilty parties and get things corrected."
Lehmann said he makes a point to bring the topic up at city council meetings.
"I have pushed to try to correct the old equipment, junk and tires laying around," Lehmann said. "It tends to knock down property values. That's been my opinion since day one."
Slown said each case is different, making it difficult to lump all blight into one category. He suggested residents work together to deal with blighted property.
"The community has gone through some tough times," Slown said. "Sometimes people have legitimate reasons for falling behind in the care of their property. In other cases, blighted property owners are knowingly taking advantage of their neighbors by neglecting basic property maintenance. Each person must look out for their own interest in their neighborhood."
Slown said communicating with property owners and city officials is a key first step in successfully mitigating blight.
Residents can also help reduce blight by: planting flowers and maintaining yards; pick up trash on the ground and pull weeds; report junk cars; and be aware of and comply with zoning regulations.
Despite lingering blight issues, beautification efforts in Ishpeming are starting to pay off, Slown said.
"Basically, everyone involved has gone above and beyond expectations to continue the improvements in community appearance that were envisioned in the DDA's original planning and vision for the community," he said.
Ishpeming Beautification Committee chairwoman Linda Andriacchi has led the charge in obtaining both volunteers and increased funding for city beautification efforts, Slown said.
Recruitment efforts on social media resulted in many more people volunteering their time, effort and in many cases personal funds to help improve the look of the city, Slown said.
When the IBC began in 2014 its mission was to beautify city gardens and encourage community involvement by inspiring residents to create gardens in their yards, include all business areas with hanging baskets, and encouraging tourism by creating a welcoming atmosphere for visitors.
Andriacchi estimates the strictly volunteer movement has saved the city $60,000 to $100,000 over a four year period.
"We are all volunteers who deserve the credit for this movement," Andriacchi said. "I believe this started everything with residents starting to improve their own property and taking pride in where they live."
Andriacchi said city went from having 13 hanging baskets filled with flowers prior to 2014 to 66 16-inch baskets and 11 23-inch baskets in 2017.
Andriacchi's determination to beautify the city has overcome several hardships, one of which has been funding.
Slown said that the Downtown Development Authority spent about $28,000 on beautification in 2016, but reduced revenue and annually increasing debt payments led to a drastic reduction in DDA spending — including beautification.
"The DDA beautification budget was reduced significantly to $11,000," Slown said. "This was a tough but necessary adjustment; however, the DDA, Chamber of Commerce, and Linda Andriacchi made a concerted effort to raise additional revenues for beautification from private sources.
"Over $10,000 has been donated from a variety of sources to help maintain the beautification effort in 2017," Slown said.
IBC volunteers are responsible for over a dozen raised garden beds around the city as well as other fixtures, Andriacchi said.
In 2015, Andriacchi assigned certain beds to certain volunteers, a practice she intends to continue.
"They were to take care of their designated beds as if they were their own," Andriacchi said. "This created pride in their work and made them committed to their projects."
Other key improvements to the city have been a new green space on Third Street created by Bob and Cheryl Marietti, Slown said.
Sidewalk improvements within the Inspiration Zone, a new Power of Ten Pocket Park at the intersection of Third and Hematite streets that was completed at the end of August and several community gardens established on private property by Partridge Creek Farm have made a collective difference in the community.
"All of these efforts are important because they make the community look better and also add other specific benefits, like growing local produce, creating educational opportunities, offering Little Free Libraries, providing comfortable resting spaces, etc.," Slown said.
Whether the effort is to eliminate blight or improve beautification efforts it starts with individual residents.
"Residents and business owners can help in so many ways by building a friendly relationship with their neighbors," Slown said. "In my opinion, positive community spirit makes a place nice more than anything else."
Lisa Bowers can be reached at 906-228-2500, ext. 242. Her email address is email@example.com.


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Frequently Asked Questions on Lexus Ls 460
Q.1 Tell me about Lexus Ls 460 interiors?
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Q.3 What is the service and maintenance cost of Lexus Ls 460?
Q.4 What is the difference between old Lexus Ls 460 and new Lexus Ls 460?
Q.5 Is there an automatic transmission version available in Lexus Ls 460?
Q.6 What is the waiting period of Lexus Ls 460 in India?
Q.7 What is the fuel tank capacity of Lexus Ls 460?
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Q.11 What are the safety features in Lexus Ls 460?
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Lluis is a member of the ePESSTO collaboration which followed up the astronomical transient resulting from the merger of two low-mass neutron stars in the galaxy NGCC 4993 on August 17th 2017. ePESSTO runs the 3.58m New Technology Telescope (NTT) at La Silla Observatory for 10 nights per month, divided in 3 runs of 4+3+3 nights. They took the first optical spectra during the first day of the first subrun of August (18th), the day after the discovery of the event (+1.48 days), and three more spectra the following three nights (19-21th). In addition, two simultaneous Ultraviolet/Optical/Near-infrared spectra were also taken on the second and fourth night with X-Soooter at the 8.1m Very Large Telescope al Cerro Paranal Observatory. Coordinated optical (Ugrizy) and Near-infrared (JHKs) imaging was performed with NTT, GROND and PanStarrs. The resulting light-curve and spectral sequence is presented in a Nature paper: Smartt et al (2017) http://www.nature.com/nature/journal/vaap/ncurrent/full/nature24303.html?foxtrotcallback=true
This transient did not look like any known supernova type. It evolved very fast in a few-days scale from a blue 7000K featureless continuum to a red 4000K continuum with two broad Caesium Cs I at 7400 A and Tellurium Te I at 8300 A features. When compared to a series of physical models, light-curve and spectral best fits were found for low-mass (0.04 Msun) high-velocity ejecta with an opacity consistent with a blend of elements with atomic masses in the 90–140 range, and powered by a source which was constrained to have a power law slope of −1.2, consistent with the r-process decay timescales. All these results made us conclude that the object was consistent with a blue-kilonova resulting of a neutron-star merger.
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Kansas City's Premiere Consignment Store, Family Business Est 2004
Designer Consignment welcomes customers daily into a well lighted marketplace with a warm and friendly, "Make Yourself at Home" atmosphere. We appreciate those who share their day with us and we want them to feel at home. Located in Shawnee Kansas, DC is the ultimate resource for "Green Living with Fine Consignments" and only selects home furnishings that are in good to premium condition, or items that have great potential for refurbishing, are unique, in demand, and usually not found in mainstream retail shopping. At Designer Consignment, we feel it is important to recycle good wood furniture and keep the character of the past within our homes; hence we are also known to feature a few vintage/antique pieces with "Good Bones and Character". Décor is selected for flavor and appeal, and for its potential in adding design details when creating a space of choice. We do not specialize; therefore, our store is exciting to everyone who enters and is a true destination shopping experience. Many of our customers come in on their lunch hour to de-stress, others visit us for their weekly/monthly addiction, and of course there are those who drive from out of state frequently for a shopping retreat at Designer Consignment.
Designer Consignment is family owned and operated since 2004. As a family owned store, we pride ourselves in operating a business with exceptional customer service, honesty, integrity, and a love for what we do. We believe that trust and confidence are the most valuable assets earned from customers. We strive hard to receive those honors.
Welcome to Designer Consignment…. Make yourself at Home!
New Consignments
New arrivals daily! To find the most up to date selection of consignment furnishings and home decor, check out the New Consignments gallery or stop in our gallery showroom.
Design Ideas
Design a complete room, then enhance the character of the room by adding containers of foliage. These ideas can help you think about what you have, and how we can help to change or supplement your surroundings. Your décor can create a mood that will calm your spirits and make a house a home!


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Away from Home Protection- Mobile GPS
Peace of Mind, any place, anytime. The GPS medical alert system is an effective solution to the active person. The mobile device allows personal freedom without compromising safety. The mobile GPS device can be taken with you any place you go and when an emergency arises press the button and our 24 Hour response center attendants can track your location and call your responders to come and help. Some of the features of this device are:
- Works like a cell phone, tracks your locations and calls for help
- Will work inside and outside the home in any location
- Get help anytime, anywhere from a live Reponse Center Attendant
- Perfect option for the on-the-go person or for someone who may be at risk for wandering or has memory impairment.


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Meet our Head Editor, Vassilis Kroustallis
Animation journalist, professional and scholar. His classical studies in Greece and the UK were supplemented by a Postgraduate Certificate in Film Journalism from the University of Glasgow, UK. His research activities include articles about film and animation in scholarly film journals.
Since 2011, he has been the head editor of Zippy Frames, an animation website which focuses on European and independent animation, with comprehensive coverage of animation festivals.
He is the co-founder and artistic director of the international Be there! Corfu Animation Festival, which celebrated its 5th edition last October, and Ambassador for Greece in the European Animation Awards. He is currently writing his PhD thesis on contemporary European feature animation (Ionian University, Greece), and is producing the animated short The Sea-Tranced Isle (directed by Effie Pappa).


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Before you press that shutter button, take a moment or two to consider why you're shooting what you're shooting. Why do you want to take this picture? What's important here? What do you want to remember? How can you photograph this scene so that you capture the mood? After you've thought a bit, start setting up your photo. Look for interesting lines that curve into your image, a path, the shoreline, a fence—use these lines to create the impression of dimension. Photographing people with their bodies or faces positioned at an angle to your camera, rather than looking directly at you, also adds a sense of depth to photos.
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Home Improvement Is Easy With These Great Tips
If you're looking for great ways to improve your home but don't know where to start, read this article for great advice and tips. The information that you find below can not only help you to become an expert at home improvement, but may also help to increase the value of your home. Flooring, tiling, extensions and landscaping can all add extra value. Start with the bathroom and move through kitchen, lounge, conservatory, bedrooms and finally dining room area.
Home improvement is often a daunting task. This is because of the time and the amounts of money required. However, it doesn't have to be so bad. If you have several projects in your house, divide them up into several smaller DIY projects. For example you may want to redo the entire living room. Start simple, by just replacing the carpet, and before you know it, your living room will be like new.
Get really good references for contractors you use on your home improvements. It is far too easy for a con artist to take your money and run, leaving you with a wreck of a home and no more money to fix it. Don't trust just anyone. Make sure you have plenty of excellent references, from people you really trust.
Do you need to fix a hole in your wall made by a nail or screw. Create a divot in the wall with the rounded end of a screwdriver by pressing it into the screw hole. Next, use spackle or drywall compound to fill the divot. This will give you a nice smooth wall surface.
Fix floor squeaks with a few drywall screws. While a second person waits below in the crawl space or basement, walk over your floor and locate where the squeaking is occurring. Signal to the person below where the problem is. They can insert a drywall screw through the sub floor and into the flooring to stop the squeak.
If you are renovating your kitchen but need to spend less money, consider using laminate flooring and countertops. These synthetic options are generally much less expensive than wood, tile, or stone. They are also easier to care for. Many of these products are designed to closely mimic the natural products, so that the difference is only visible on close inspection.
Completely changing the flooring in a room can be very expensive, no matter whether the new flooring is tile, wood or carpet-based. For certain areas of your home, you may be able to find concrete under the existing flooring. With some stain or some paint, you have a very attractive finish for little money. This industrial-inspired look is both versatile and modern and can be easily altered if you decide on a different decor.
To update the appearance of your basement, opt for easily installed modular flooring – the durable carpeting is suitable for even the heaviest traffic, and will make the area more inviting by ensuring the floors are not ice-cold. Many companies offer affordable traction-backed carpeting squares in a range of colors and patterns. These can be laid directly over concrete with no advance preparation.
Now that you know a little bit more about home improvement, you are all set to embark on the around the house project of your choosing. Whether or not you start with something small or tackle a monster of a job is completely up to you. Either way, you'll have the confidence you need to improve your home.


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Beautiful, Whimsical Garden Bridge
This is the Drum Bridge, a feature of the Japanese Tea Garden at Golden Gate Park in San Francisco. It was built in 1894 by the Japanese government for an international fair and exposition held that year in San Francisco. Have you ever visited it?
Link -via reddit | Photos: Harsh Light/Leonard G.
Newest 5 Comments
It's such a beautiful garden, I've been there once. SF has the most wonderful green spaces in such a packed city.
I love that bridge. It's so fun to climb but I'm always scared going down.
I have wonderful memories of going there as a very little girl and again a little older. I have 25 and 35 year old pics of me on that bridge that I want to find now. they used to serve tea and exotic little crackers for free at the end of the walk.
But that was a few recessions ago, the treat is no longer free.
But that was a few recessions ago, the treat is no longer free.
I have and I love it so much. I love all Japanese gardens.
The Huntington Gardens in San Marino, California, has a similar bridge in their Japanese Garden, but sadly visitors can't cross it anymore.


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HAYWARD, Calif. --The Alameda Sheriff's Department is on the lookout for a teenage girl, who hasn't been seen since early Thursday morning.
Delicia Moreno, 13, is an eighth grader at Burbank Middle School. She didn't show up for class Thursday.
Her mother believes she left with her boyfriend, 23-year-old Ruben Polanco.
Polanco has contacted Delicia in the past and is a friend of her family.


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Over the next week, I am going to introduce you to how my class has adapted to each component of Daily 5, how we have incorporated it whole class, and how I was even inspired to create Daily 4 Math for my class. So come back each day to see how my second graders have adjusted!
Read to Self
First, we started very SLOW with this. We introduced it and reviewed SO much!
We started by teaching students 3 way to read a book.
They wrote the 3 in their reader's workbooks and we review it daily.
We also had to teach students how to pick their books for the book bins, I still have a few who want to fill their book bins with 5 chapter books a week- which I must always remind them of the I-PICK method.
Both of the '3 Ways to Pick a Book' and 'IPICK' strategies can be found in the 2 Sisters book.
(Click here)
Each kiddo will get their very own book bin.
And we pick 5 brand new books out on Fridays for the following week.
Day 1 of picking out books was rather chaotic.
Try going in groups to pick out books, otherwise you'll end up like this....
Then we practice for a week adding two minutes a day. After that first week, we started adding other components in and still adding 1-2 minutes of Read to Self each day.
I allow students to read anywhere in the room as long as they promise to follow the I-chart.
-Read the whole time.
-Stay in one spot.
-Sit in a place that a teacher can see you but not under a table.
They tend to gravitate towards the carpet still together and close to each other, but as you can see from this picture, they are all actively engaged in their book!!


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Hi everybody!!!
I know it's been a long time and I am so sorry. I am still trying to get my act together since the move and we are STILL trying to settle in. More on that in another post…
I am excited to share the newest section on the my Etsy site WarmTidings. It's Wall Art Quotes. In one of my various mom groups on Facebook a lady posted that she wanted quotes for her daughter's room. I mentioned that I had a site and that I would be happy to create something for her and well this is what we came up with. (If you click on the picture it will take you to the listing. )
The best thing about digital files is that it is so easy to create exactly what somebody wants because everything can be altered. I'm excited about this part of the shop just because I have always loved quotes and I find them so inspiring. Plus it's one of the most clicked on things on the blog. 😀
All quote prints are just $7 for any size or customization.
What are some of your favorite quotes or sayings??
Have a great rest of your day!!!!
Be back soon with all of my moving drama, the 1,000 mile journey continues….


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In 1863 John E. Wylie, a broker; Caleb B. Knevals, a grocer; and James D. Smith, a "merchant" purchased land on 36th Street between 3rd and Lexington Avenues. Here they built ten two-story carriage houses facing an off-the-street enclave. Their ingenious scheme of situating the buildings on a cul-de-sac reduced the noises and odors associated with stables.
Their speculation paid off.
The carriage houses, which the developers called collectively "Sniffen Court," were finished early in 1864. Within a three-month period from May to July of that year they all sold. Wealthy homeowners stabled their landaus and cabriolets at Sniffen Court for decades. Whitelaw Reid who lived in the prestigious Villard houses at Madison Avenue and 50th Street owned No. 7 until 1902.
As automobiles replaced horse-drawn carriages in the early 20th Century, the stables found a new use. By 1921 nearly all of them had been converted to residences. On August 10 of that year, The New York Times reported "An interesting deal in Sniffen Court, one of those little-known thoroughfares in this city…provided the chief activity in the realty market." The stables at No. 7 and 9 was sold by banker Henry Clews. "The buyer plans to remodel the building into a dwelling," said The Times. "Practically all of the old stables there have been transformed in recent years into neat homes occupied by artists and writers, the stables lending themselves readily to easy remodeling with capacious studios. These changes have made Sniffen Court one of the characteristically attractive small residential thoroughfares on Manhattan Island."
A year later architects DeSuarez & Hatton added an partial penthouse to No. 5. Sniffen Court became a Bohemian enclave of the arty set.
|In 1916 piles of flagstones lay against the rear wall. No protective fencing was yet needed. -- photo NYPL Collection
As the century wore on, Sniffen Court became more exclusive. Where piles of flagstones were once piled against the far wall artist Malvina Hoffman, who lived in the Court for four decades, installed Greek horsemen bas relief sculptures. A tall iron gate now protects the serenity of the lane from 36th Street interlopers.
Today Sniffen Court is one of the most desirable and quaint residential hide-aways in Manhattan. Where the horses of 19th Century aristocrats once chewed oats, apartments now sell for several million dollars.
non-historic photographs taken by the author


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Transform your photos into one-of-a-kind, hand painted masterpieces!
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Click and drag to re-position the image, if desired.
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One Cowboy galaxy s8 case by Lance Headlee. Protect your Galaxy S8 with an impact-resistant, slim-profile, hard-shell case. The image is printed directly onto the case and wrapped around the edges for a beautiful presentation. Simply snap the case onto your Galaxy S8 for instant protection and direct access to all of the phone's features!
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Fantastic! Congratulations on your sale!
Have gone into your site, and now found more of your work. This is outstanding, my friend, now on to look at some of your others.
Amazing Yellow!
Hi Lance, I talked with you in 2005 while I was living in Anthem. You know who would love your art is Bob Eubanks,.I heard he was selling his ranch in Santa Ynez, CA and moving to LA. bobeubanksdotcom
Great rendering!! good color design, congrats!
congratulations vfg!
Excellent work, congrats on your sale, Lance.
Congrats on your sale!!! v
Love this cowboy painting. Congrats on your sale. fave and vote.
I agree with Natalie, your paintings are quite exceptional Lance!
Hi! Lance! Outstanding work! Love all of them!....Natalie
Lance Headlee replied:
again thanks Natalie
hello Lance, terrific work here. I saw a collection of your paintings down in CaveCreek and just wanted to remark on the quality, vitality and size of the originals. How do you like living in Anthem? I am moving there soon, we should hook up and have coffee.
Protect your Galaxy S8 with an impact-resistant, slim-profile, hard-shell case. The image is printed directly onto the case and wrapped around the edges for a beautiful presentation. Simply snap the case onto your Galaxy S8 for instant protection and direct access to all of the phone's features!
Average Rating (5 Stars):
Bernice Marks
August 17th, 2018
Stephanie Bianco
August 17th, 2018
Roisin McRobert
August 17th, 2018
NOW AVAILABLE!! New West Artist Lance Headlee Contemporary Cowboy Paintings and Contemporary Cowgirl Paintings. A New West Art Gallery of Original Paintings, Giclee's, Prints, Posters, and Greeting Cards.
Art has been a large part of my world for as long as I can remember. I have been applying paint to canvas for over 35 years. For those who don't know, the first thing my father ever showed me how to draw was a cowboy on a piece of paper. After he drew it I asked him to do it again as I looked on in amazement. Watching my father make that cowboy come alive putting pencil to paper changed my life forever. Since that day art and the creative process has consumed my world. What you see today is a small collection of images I have created over the years - This work is no doubt the end result of that moment in time. It is the challenge of the entire creative process that interests me the most. Bringing ideas from mind to reality and the...
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Fine Art America sells thousands of pieces of artwork each month - all with a 100% money-back guarantee. We take great pride in the fact that hundreds of thousands of artists have chosen Fine Art America to fulfill their orders, and we look forward to helping you select your next piece!
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Matchmaker.com has some great services for Consort singles looking for a longer term relationship. Besides our great Consort chat product with live video matchmaker users can send email messages to people in the area. The Consort dating scene can be hard to find the right person at times; however, we are here to help and our Consort online dating service is free to register.
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Still not convinced that matchmaker is the free Consort dating service for you? Once you've filled out the quick registration process you will be to see full size photos and profiles of thousands of Consort singles. Did you know that free Consort dating is a few clicks away? Find love and romance in Consort at matchmaker today!


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This Cape Cod style home features a three season room addition, wood burning fireplace in the large living room, large upper level bedrooms (one with attached sewing room), main level den/office, full length deck overlooking large rear yard, and full walkout basement. The home is near the trail system and within walking distance to shopping and dining. Estate sale priced below fair market value.
Features Residential
|Style: 2 Story
|Lake Chain:
|Garage: 2 Car, Attached
|Lake Name:
|Year Built: 0
|River Name:
|Basement Type: Full Basement, Unfinished
|Water Frontage (feet): 0
|Fin SqFt Total: 1,930
|Lake Size-Acres: 0
|Lot Size: 43560
|High School:
|Site Influence: Level
|School District:
|Construction: Frame/Stick


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Now that A. Donald Faulk, Jr. has announced he'll be retiring after 15-years as chief executive officer at the Medical Center of Central Georgia, a team made up of physicians and community leaders, with the help of Tyler and Company, an executive search firm, will be commissioned to scour the southeast to locate his successor.
The next person in charge will inherit an incredible community asset with thousands of moving pieces, not to mention taking the reins of Macon/Bibb's largest employer, a $700 million annual budget and $350 million annual payroll.
MCCG was recently named the best in vascular services, one of 17 categories complied by HealthGrades, Inc., a leading health-care ratings organization based in Denver. That ranking was better than Emory (No. 6) and St. Joseph's (No. 10), both in Atlanta.
At cocktail parties, business and civic events, individuals that make up the "search party" will be given unsolicited submissions from valuable voices in the region, delivered, I'm sure, with the purest intent. I sympathize with these local folk as they attempt to assuage the concerns of the public, staff and governmental leaders with the best candidate for the hospital culture.
Can't you hear the broad range of recommendations forthcoming?
It is time to mull over the idea of a female in that role.
Do not consider anyone without an M.B.A. and extraordinary credentials from the finest university.
Breadth and depth is important. The likely person should have served on staff at a facility known for clinical excellence and multiple specialties.
Ideally, the focus will be external. I know all of Don's senior team members and we need a fresh start.
Money is at issue and you'd better get that base salary and incentive compensation down below a million dollars a year.
Like many other voices that'll be murmuring, I have one more unsolicited thought (take a deep breath); perhaps now's the right time to have a physician serve as the next CEO (exhale). Who better understands the core of the health-care industry?
The publication Academic Medicine indicates that of the 6,500 hospitals in our country, only 235 are run by physician administrators.
New research that is detailed in the journal Social Science & Medicine and in a recent New York Times article by Tara Parker-Pope suggests that having a doctor at the top of the management team is connected to overall better patient care and makes for a well-rounded hospital.
Although I must admit, I was puzzled when the story never gave any explanation as to why the doctor-run hospitals score better.
The findings are based on a review of 300 top-ranked American hospitals in the specialties of cancer and heart surgery. Each hospital's chief executive's professional background was tracked and then a comparison was conducted between hospitals that were physician run versus those managed by individuals with a nonmedical background.
Overall hospital quality scores were nearly 25 percent higher when doctors ran the hospital. For cancer care, doctor-run facilities posted scores 33 percent higher.
It is fitting to thank former CEO's Damon King and Don Faulk for leading the way and preparing us to navigate through the next phase of what appears to be a very difficult health care transition. King's extraordinary vision brought about a respected and refined world class medical facility. In that same spirit, Damon's illustrious dream was extended by Faulk through immeasurable business decisions. Faulk will be remembered for his capacity to lead in difficult economic times and an ability to see "the big picture."
The hunt for the next effective leader should be taken seriously. There's a 28 county service area depending on the proper prescription.
Kenny Burgamy serves as a marketing consultant and is co-host of the Kenny B. Charles E., TV, radio and Internet program.


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Gabrielle Union looked radiant on the red carpet of the 2014 BET Awards yesterday (June 29) held at Nokia Plaza L.A. LIVE in Los Angeles.
For the occasion, the actress wore a grecian-inspired Maria Lucia Hohan gown from the designer's Fall 2014 collection, accented with thigh-high black boots.
I love the modern touch the sheer black paneling on the bodice give this gown, but I just can't wrap my brain around the boots with this gown.
Gabrielle continued a barely there makeup trend we saw throughout the night, and her long, voluminous hair look youthful and fresh.
So, I have to hear: Do you get the boots with the dress, or are you just confused by it like me?
She also wore Pomellato Victoria Collection earrings and Sara Weinstock 'Saddle' ring with black diamonds.
Credit: Maria Lucia Hohan & Getty


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Life Skills Center
The mission of the Life Skills Program is to facilitate academic, technical and social development in the education process that leads to enduring success in the community life.
The program is organized into six divisions: Careers, Health, Social Skills, Business, Independent Living and General Knowledge. Completion of each division leads to a certificate that allows the graduate to live in an independent living apartment when he is 18 years old and leaves the St. Vincent residence.
Godmothers have supported the Life Skills Center since its inception in 2004 when an abandoned classroom was identified as the future location for the center. After repairs and renovations were made, the Godmothers sponsored a Grand Opening in January 2005.
We registered "Baby Timothy" at Target, a fictional boy representing the TMS student body. With this gift registration each Grand Opening attendee was able to identify items that were needed to complete the Center and ready it for TMS classes.
Further funding for the Life Skills Center was provided by the Godmothers Pumpkin Patch in October 2005 and by a fundraiser held by a private sponsor. Two new vans, used to transport the boys to class or on daytrips, were purchased as a result of these events.
Godmothers continue to fund the Life Skills Center and volunteer as instructors. This provides an opportunity for Godmothers to work closely with the young men of TMS.


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About The Proceeds
The proceeds from Project94 will be directed to programs that enhance the open development and security of the Internet, particularly in technologically underserved parts of the world. One specific program is expected to be an initiative to drive the adoption of Domain Name System Security Extensions (DNSSEC) among the broader Internet user community.
As you can see, our objectives are simple, yet stand as ones that will hopefully resonate in communities worldwide.


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Making connections, starting conversations, engaging the audience – it's what we do best.
DAY is a communications agency that focuses on employer branding, developing strategic recruitment and engagement solutions for a digital world.
The entire employee experience from potential candidate to long-term employee offers endless opportunities to connect and engage with your organization's most valuable asset—your people.
How and when you leverage those opportunities can influence your organization's culture and how it is perceived both inside and out.
Capturing those opportunities and turning them into lasting, positive impressions is what we do best.
Learn more at www.daycommunications.ca or YouTube
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