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1 Prepared for the Federation of Canadian Municipalities September 2002
2 A GUIDE TO SUSTAINABLE ASSET MANAGEMENT FOR CANADIAN MUNICIPALITIES Prepared for the Federation of Canadian Municipalities September 2002
3 TABLE OF CONTENTS Acknowledgements Foreword Preface: Ahead of the Wave i ii iv PART 1 The Management of Municipal Assets Municipal Assets: Changing Management Demands 1-1 Sustainability: A New Management Strategy 1-2 Framework: Sustainable Asset Management 1-3 Strategic Planning: Sustainable Asset Management 1-4 Strategic Planning Process: Developing Investment Profiles 1-5 Sustainability in Asset Management Practices 1-6 PART 2 A Guide to Strategic Planning for Asset Managers Sustainable Asset Management: A Phased Implementation Process 2-1 Strategic Planning 6 Steps Step 1 What do we have? 2-2 Step 2 What is it worth? 2-3 Step 3 What condition is it in? 2-4 Step 4 What do we need to do to it? 2-5 Step 5 When do we need to do it? 2-6 Step 6 How much will it cost? 2-7 Sustainable Asset Management Tools, Applications and Implications 2-8 PART 3 Case Study in Strategic Planning Water and Wastewater Assets City of Hamilton, Ontario 3-1
4 ACKNOWLEDGEMENTS A number of individuals representing various organizations provided review and editorial comments. The input of the following individuals and the organizations they represent are appreciated for their invaluable contribution to this document. Betty Matthews-Malone (City of Hamilton) Elisa Speranza (CH2M HILL - Boston and a representative of the American Water Works Association) Rick Findlay (Pollution Probe - Ottawa) Wayne D. Wood (City of Brantford) Jennifer Phillips (FCM - in her recent position with the National Guide to Sustainable Municipal Infrastructure) Neale MacMillan (FCM Centre for Sustainable Community Development) -i- Federation of Canadian Municipalities
5 Foreword Most municipal governments in Canada are struggling with how to maintain, fix or replace aging infrastructure. They should find comfort in the methods outlined in this guide. Here are the practical steps that help answer some fundamental questions in relatively short order what do we have in the way of infrastructure assets, what are they worth, and what should we be budgeting this year and over the next decade to properly sustain these assets? The guide shows municipal managers and elected representatives how to answer these questions in the space of weeks or months rather than years, and then plan strategically. But it also provides a reality check. Managing municipal services such as water systems and road networks does not come cheap, especially when we look 10 or 20 years ahead and factor in the cost of replacing large pieces of these systems. While these high costs may be no surprise to veterans of municipal operations, the magnitude of the long-term cost should give pause for thought. Further, municipal officials need to be mindful of the future implications for the sustainable investment in infrastructure that arise from the way communities are growing. A trend in many Canadian communities is low-density sprawl over more space, which creates rising concerns about financial impacts. As greenfield development consumes more farmland and natural areas, municipal infrastructure and assets must be expanded to serve these areas. The expansion means not just new water lines and sewers, but new roads, street lighting and other infrastructure. Based on these community growth trends, the reality for most Canadian municipalities is the need to budget more every year than the historical growth would suggest is necessary for maintenance and replacement of an asset like the water system. The benefit of this guide is how clearly it illuminates questions of financial sustainability and reveals unnoticed costs. Reflecting on the points made in the guide, it becomes clear that landuse planning, financial planning, and responsible management of infrastructure assets are parts of a whole. The implications for the sprawl model are significant. When we apply the processes outlined in the guide, can we claim -- strictly from a financial perspective that these growth patterns are sustainable? Will revenues from development charges, service charges, and property taxes actually outweigh the long-terms costs of maintenance and replacement? The fact is that new infrastructure represents a financial liability. But even if this growth pattern and attendant infrastructure could be paid for without tax increases or expensive borrowing, is it environmentally and socially sustainable? How much more energy will be needed to pump water across a larger municipal region? How many more tonnes of greenhouse gases will be generated every year by the longer trips and new traffic we have stimulated on our larger road network? We know that the municipal sector accounts for roughly 25 per cent of Canada s greenhouse gas (GHG) emissions. Municipal governments have a great role and responsibility to reverse current trends, reduce the 25 per cent figure and contribute to solutions to climate change. Therefore, I am encouraged by the tools described in this guide. Armed with the real financial costs of managing our existing municipal infrastructure, we can plan with a smart growth ethic in mind that considers urban form and growth patterns. Rather than accepting proposals for greenfield development, we can look for ways to meet housing, cultural, recreation or economic development needs within the limits of current physical boundaries. This shift in approach will -ii- Federation of Canadian Municipalities
6 require a search for alternatives that replace the idea of growth with more appropriate concepts of redevelopment, filling in gaps, and finding creative ways to reuse existing space and maximize existing infrastructure. Louise Comeau Director Centre for Sustainable Community Development Federation of Canadian Municipalities -iii- Federation of Canadian Municipalities
7 PREFACE AHEAD OF THE WAVE A few years ago the operations manager of a major municipal government in Ontario initiated a process to develop a strategy for managing existing water and wastewater infrastructure in the community. The asset base was aging and needed a specific management strategy to keep it operational. A multi-year asset management program was initiated that included detailed data gathering activities, analysis of system needs, and development of capital works programs to upgrade existing infrastructure. A year into the program a major failure occurred in the wastewater system with damaging results in the community. An immediate characterization of the asset base was needed so that a strategy and investment program could be brought forward to reduce the possibility of an even greater failure than the one just faced. A more timely response was required than could be delivered by the multi-year program. The manager likened the situation to the helplessness felt by a swimmer in the undertow of a massive wave -- where treading water accomplishes little. An immediate intervention was needed to get ahead of the wave. The result was a new top down strategy, focused on developing a high-level understanding of the asset base from which reasonable recommendations could be made. Infrastructure condition and needs were assessed at a macro level, and average annual investment requirements calculated using readily available information only. The concept of sustainability was incorporated into the analysis through consideration of full, life cycle demands of the assets over time. It quickly became evident that this process did not circumvent, but rather complemented and enhanced the traditional bottom-up asset management approach. The immediate benefit of this simple strategic planning process is the ability to introduce sustainable and accountable practices into a municipal organization in cost-effective, manageable steps. The methods presented in this document grew from experiences in the City of Hamilton. They evolved in an environment of creative debate and dialogue among City staff, the consultant, and others seeking similar answers. The evolution is continuing in Hamilton and municipalities worldwide, with new lessons and challenges regularly refining the application of the principles established. -iv- Federation of Canadian Municipalities
8 While the methodology presented herein was originally developed for water and wastewater systems, it can be used for sustainable asset management of all municipal public works assets, including road systems. The intent of this guide is to address the financial or economic sustainability of infrastructure assets. A more complete examination of sustainability as it relates to municipal infrastructure would need to address the social and environmental dimensions. Future growth, land-use forecasts, regional impacts, and development strategies are among the elements that would complete such a discussion. Although these aspects are beyond the scope of this guide, they should be essential considerations in the broad planning and management of infrastructure. The title of this guide -- Ahead of the Wave -- recognizes the growing maintenance or replacement demands generated by existing municipal assets. It is rooted in the understanding that municipal assets represent a significant investment of public monies in communities across Canada that must be protected. Furthermore, public health and safety depend on maintaining this infrastructure in good repair, and failure to stay ahead of this swelling wave of deteriorating facilities will have a significant impact on all Canadians. Finally, this guide is rooted in the recognition that a sustainable level of investment is a prerequisite to sustainable asset management, and that this is the challenge facing municipalities today. The guide is written for decision-makers and asset managers to address the issues noted above to learn from those who have navigated the process and who continue to be challenged in developing asset management strategies that stay ahead of the wave. Reg Andres, P.Eng. Vice President R.V. Anderson Associates Limited -v- Federation of Canadian Municipalities
9 PART 1 The Management of Municipal Assets a changing environment a new approach Federation of Canadian Municipalities
10 Municipal Assets Changing Management Demands Development of Canada s municipal water and wastewater infrastructure began more than 150 years ago in the middle of the nineteenth century. As Canada s cities grew, these systems kept pace and grew in size and sophistication to address rising demands and evolving health and environmental concerns associated with increasing concentrations of human activity (e.g. typhoid epidemics and massive fires). km of pipe Health and Fire Protection Health, Fire Protection and Environment Health, Fire Protection, Environment and Fiscal Responsibility Health, Fire Protection, Environment, Fiscal Responsibility and Financial Accountability 1875 Figures 1-1 and 1-2 illustrate how water and wastewater infrastructure investment in Canada developed in phases according to the periods of physical growth experienced by the cities and the prevailing management issues of the day. These pipes are now years old Development / Re-development Expansion Phase Figure 1-1 DEVELOPMENT PHASES As these figures illustrate, today s asset managers must balance the demands of physical growth, increasingly stringent environmental protection regulations, and public health protection with the realities of financial constraints. While all of these issues are important to ensure sound infrastructure management, at times they overshadow the primary goal of maintaining public health and safety Enhancement Phase 2000 The Future Figure 1-2 MANAGEMENT ISSUES Projecting into the future, two key factors will significantly influence the strategies for managing these assets. Deterioration: municipalities in Canada are entering an era during which a significant and growing proportion of the water and wastewater infrastructure is completing its first full life cycle the result of the normal process of aging. This deterioration will result in many new challenges for the asset manager. Financial accountability: the world-wide trend toward higher degrees of accountability demands transparent decision-making and a demonstration of wise and effective management of public funds. Expectations of greater accountability are expressed at the same time as pressures are exerted on local governments to reduce spending and taxes, but still maintain safe and reliable municipal services Federation of Canadian Municipalities
11 Sustainability A New Management Strategy The most significant factor affecting the future management of water and wastewater assets in Canadian municipalities is the completion of the first life cycle of existing infrastructure. Sustaining municipal services will require a new management approach that balances a growing portfolio of aging infrastructure with increased demands arising from new growth all while staying within the financial means of the community. Neither stopping growth nor ignoring the problem of aging facilities is an acceptable management option. This problem is not unique to Canada. Municipalities in the United States, Australia and New Zealand are pursuing similar approaches to dealing with this growing issue. Sustainability The concept of sustainability has evolved in meaning and understanding over time, but is broadly understood, in terms of sustainable communities, as meeting the needs of the present generation without compromising the ability of future generations to meet their own needs. Within the municipal sector, sustainable community development requires consideration of the following: (i) social well-being of the community, including public health and safety; (ii) environmental integrity, including protection of natural resource values and functions; and (iii) financial/economic viability of the community. This guide focuses on the third consideration financial and economic sustainability of municipal infrastructure assets. Three concepts must be incorporated in a new strategy for managing municipal assets that support sustainable communities. (i) Asset Value: Municipal infrastructure serves a fundamental and essential role in supporting communities. Despite their significant value (in the billions of dollars in some municipalities), many people fail to recognize the financial and health risks of neglecting invisible assets such as water and sewer systems. Similarly, the inputs to those systems, particularly raw water sources, are often considered to be free and excluded from financial accounting and management practices. Water and sewer facilities, and the water sources they draw from and discharge to, must be managed as assets. All assets have a capital manage water and sewer facilities as assets value as well as an inherent value arising from their role in achieving some greater objective. In this case, it is to sustain public health and safety. The cost of failing to meet this objective can be measured in terms of lives. Attaching values in terms of human lives and dollar figures to these resources reminds people of their significance and the importance of sustaining them. (ii) Life cycle: The management of municipal assets has traditionally included the planning, construction, operation and maintenance of the facilities providing a basic service such as the supply and distribution of potable water and the collection and treatment of sewage. The concept of sustainability implies this must be taken a step further to consider facilities to the end of their useful life include a consideration of these facilities to the end of their useful life. This approach is generally referred to as life cycle management. 1-2 Federation of Canadian Municipalities
12 (iii) Financial and Technical Integration: Life cycle assessments consider financial issues such as long-term investment protection, cost efficiency, cost-benefit of best approaches, priorities, and asset depreciation and replacement costs. Technical and financial evaluations must be fully integrated when establishing investment levels for capital projects, operations and maintenance, and replacement reserves to ensure adequate fully integrate technical and financial evaluations funding over the entire life of the asset - from inception to its ultimate replacement. Framework Sustainable Asset Management Figure 1-3 illustrates three components of municipal infrastructure management, including strategic planning, tactical development and field activities. The fundamental difference between current asset management practices and sustainable asset management lies at the strategic planning level. A brief review of the three levels is used to identify the sustainability gap. Field Activities comprise all physical works, including the collection of data used for operational and planning purposes. Maintenance management systems are often used to monitor and control daily work activities (e.g. work order systems) and to house system inventories (data). Also included are the programs for monitoring, cleaning, repairing and operating the system. STRATEGIC PLANNING TACTICAL DEVELOPMENT FIELD ACTIVITES Figure 1-3 Sustainable Asset Management Framework 1. Sustainability model priority planning, risk management, life cycle costing, long-term capital planning, policy planning 2. Work Management and System Models Long term coordination and integration, capital and financial management, system modeling, needs assessments and master planning studies 3. Data and Work Management Systems Inventories, maintenance management, work history, condition assessment, customer service 1-3 Federation of Canadian Municipalities
13 Tactical Development includes the preparation of capital plans that identify the projects to expand, improve and maintain the system in response to technical, public and political demands. Projects and programs developed at the tactical level are implemented at the field level. Activities include studies employing 10 to 20 year planning horizons to identify long-term infrastructure improvement, expansion and replacement projects. Projects are prioritized and funds allocated to recommended activities through the annual budget setting process. The linking of technical and financial requirements relates generally to balancing these needs in the context of setting projects priorities. Strategic Planning is a function of broader municipal priorities. It involves the review of priority planning between departments, policy planning, risk management, long range financial planning and life cycle costing. A key differentiation with tactical development is capital planning on the basis of programs instead of projects. It is a level of management considering broader municipal objectives. History has shown that the traditional approach of managing on the basis of project priorities can result in important and necessary infrastructure needs going unmet indefinitely due to budget constraints. This approach often overlooks provision or planning for long-term revenue generation and allocation. There is no consideration of the technical and financial demands of the system over its life cycle. A sustainable asset management approach differs from the traditional model by identifying the annual capital works program needed to achieve the desired outcome. A sustainable approach considers the full life cycle investment needs (i.e. sustainable funding) to develop a long term plan to balance the technical and financial needs for the infrastructure and then determines, on an annual basis, the program spending needed to sustain the level of service provided by the infrastructure over the life of the asset. Strategic Planning: Sustainable Asset Management For many municipalities, size and resource limitations have dictated that asset management is confined to field activities and tactical development. Where strategic planning occurs, it is often completed in isolation from tactical and field level activities that may themselves be carried out by different departments (e.g. Engineering Branch and Operations Branch.) It is difficult to avoid an ultimate disconnect between the technical planners and the financial planners within organizations where these activities are managed in different departments. Such circumstances give rise to the term silo structure, in which departments and planning functions operate in isolation of each other. In a sustainable asset management process, these silos are broken down. Strategic planning activities are linked to tactical development and field activities and integrated with financial planning. The key to implementing sustainable asset management is the strategic planning process. A top-down financial analysis has the following advantages: simple to initiate and cost effective; immediate results independent of complex, time consuming data collection (bottom-up) activities; effective in communicating results and needs to decision-makers; and complements or supports detailed analysis as data becomes available. 1-4 Federation of Canadian Municipalities
14 Strategic Planning Process: Developing Investment Profiles The strategic planning component of sustainable asset management, as described in this guide, achieves the goals described in the previous section by answering the following questions: 1. What do we have? 2. What is it worth? 3. What condition is it in? 4. What do we need to do to it? 5. When do we have to do it? 6. How much will it cost? The development of a sustainability model can be achieved by answering these six questions in the context of water, wastewater and road systems or other municipal assets. The model can be used to undertake analytical evaluations, including the effectiveness of various investment strategies. Figure1-4: Sustainable Capital Planning, portrays the sustainability model as an investment profile with links to financial management (i.e. capital planning) processes. What follows is a description of the six-step strategic planning process of sustainable asset management. 3 year detailed plan year Projection Capital + Operations Sustainability Model (Life cycle Investment profile) STRATEGIC PLANNING TACTICAL DEVELOPMENT Annual operations & capital FIELD ACTIVITES Figure 1-4 Sustainable Capital Planning 1-5 Federation of Canadian Municipalities
15 Sustainability in Asset Management Practices Traditional asset management activities as practiced in many municipalities include a component of infrastructure data management and a component of work management activities (ref. Figure 1-5: Sustainable Asset Management). With the aid of the sustainability model (i.e. representation of the characteristics of the infrastructure systems), the asset manager can evaluate the long-term technical and financial performance of the assets. This evaluation analyzes strategies for priority planning, life cycle profile management, long-term capital planning, risk management, corporate policy development and other issues of interest in managing municipal assets. A sustainability model built on the basis of some broad assumptions about the assets, without the need of extensive data, has proven useful in its initial application as a management tool. Strategic Planning SUSTAINABILITY MODEL Strategic Planning - capital project planning - priority planning - cash flow management - risk management - scenario setting - life cycle cost management - cost benefit analysis Work Management (Tactical Planning) Road Use/Cut Permits Capital Project Mgmt PMS MMS Finance System Fleet System Modeling Software updates, condition, work history network characteristics Infrastructure Data Management (Field Activities) Bridge Infrastructure Item (condition, work history...) Road / Traffic Elements Water Network Road Network Sewer Network Storm Network Figure 1-5 SUSTAINABLE ASSET MANAGEMENT 1-6 Federation of Canadian Municipalities
16 PART 2 A Guide to Strategic Planning for Asset Managers a phased implementation process strategic planning process (6 steps) Federation of Canadian Municipalities
17 Sustainable Asset Management A Phased Implementation Process Integrating life cycle management practices into a municipal organization is a process of progressive steps. Each step or phase in the process introduces an increased level of detail into the sustainability model and moves another step closer to institutionalizing applications of the model in strategic decision-making. The focus of this guide is how to take the first step toward strategic planning. Phase 1 - Development of Initial Sustainability Model The first phase or introduction to sustainable asset management is intended to initiate the municipal government in the concepts of building a simple model of its assets. This model is used to develop a life cycle profile of the assets for an initial understanding of their condition and corresponding financial investment needs over a full life cycle. The initial model does not require a detailed representation of the assets for this purpose and, therefore, is built with limited system data or best available indicators in the absence of data. Age is a reasonable indicator of condition for many assets. If specific age data is not available, population demographics can provide a suitable age profile based on the assumption that infrastructure was constructed in a community to keep pace with growth (how to develop this profile using data on population growth is explained more fully under Step 3, p. 2-4). sustainable asset management by implementing the initial model with a small investment in time and resources. At the same time, it is intended to provide an initial insight into the importance and benefits of sustainable asset management. Phase 2 Detailed Applications of the Sustainability Model With an initial understanding of the sustainability model, the extent to which the model can be used to assist in asset management decisions is simply an issue of the level of system detail in the model. In the case of a water system, if a single pipe length represents the initial model, it can be refined to identify the various pipe sizes and materials of construction in the model to enable a more detailed prediction of replacement and investment needs by pipe size and material. The use of specific inventory data enhances or calibrates the model and it becomes capable of more accuracy in predicting life cycle cost profiles. Phase 3 Integrated Organization The municipal government will ultimately fully integrate life cycle management as an institutionalized practice. It will be evident in on-going calibration and use of the model, documented policies, programs and procedures that address issues of sustainability and, finally, possible structural changes to the organization to better coordinate and manage these processes. Together with cost and life expectancy information, a first level life cycle cost profile can be created with these parameters. This guide is intended to enable municipalities to make this first entry into 2-1 Federation of Canadian Municipalities
18 Strategic Planning 6 Steps Step 1 What do we have? Building the Sustainability Model The first step in building the sustainability model is to define the system components. This is a basic inventory of the infrastructure assets. The initial model should be limited in the level of definition detail. The concept for the form of the data is that of a tree structure. A serviced population could define a water system, providing an initial sense of the overall size of the system. The next level of detail could define the system as pipes and above-grade structures (plants, pumping stations, reservoirs). In the absence of actual inventory data, it is appropriate to estimate this data using functional relationships. For example, pipe length can be estimated from population data by assuming one kilometre of pipe per 250 serviced residents. Sizes of treatment plants can be estimated using similar population data. As the model is refined or calibrated, it is simply broken into more detail. The next level of detail for the pipes could include size and materials. Ultimately pipes could be identified down to street-by-street definition, if this level of detail were necessary for detailed evaluations. It is important to note that the lack of detailed inventory is not a barrier to the development of an initial model or representation of the system. Although the inventory will be needed at some point, it is entirely appropriate to build the initial model with limited data. FrData om existing sources Maintenance for initial model Managemen may be t developed System Database, using functional GIS or relationships other data forwith ms. May limited be available developed data. using functional relationships with known data. System Data (Inventory) INCREASING DETAIL OF DATA PHASE 1 PHASE 2 PHASE 3 Maximum Level of Detail for Phase 1 Inventory Water Systems Watermains length & size Hydrants number (may be a function of WM length) Valves number (may be a function of WM length) Other broad grouping of assets Wastewater Systems INCREASING QUANTITY OF DATA Sewer pipes length & size Manholes number (may be a function of sewer length) Pumping stations number & capacity Treatment plants number & capacity Storage tanks number & capacity Other broad grouping of assets Road Systems Road types or sections: o Urban overall lane kilometres o Semi-Urban overall lane kilometres o Rural overall lane kilometres Road classes: o Arterials overall lane kilometres o Collectors overall lane kilometres o Local overall lane kilometres 2-2 Federation of Canadian Municipalities
19 Strategic Planning 6 Steps Step 2 What is it worth? Building the Sustainability Model This is the next logical step to the inventory of the assets. It involves the application of current construction cost estimates to available system data to determine the replacement value of existing assets. As with Step 1, this activity can be straightforward when kept at a macro level using available data. There are methods of valuation other than current replacement costs for assets. But for the purposes of this model, this method provides a suitable basis for the types of evaluation carried out. From recent construction tenders or information on general industry cost information. Unit Cost Tables o Water mains - $ / km o Sewers - $ / km o Pumping Stations - $ / m 3 /day o Treatment Plants - $ / m 3 /day o Roads - $ / lane km Calibrating the model is a case of upgrading the unit cost tables to reflect local conditions that affect construction costs (e.g. soil conditions, bedrock depth, isolated areas). The representation of the asset values in graphical form provides early insights into the nature of the asset and the relative importance of individual components. For instance, the value of assets buried underground typically exceeds that of above-grade built assets. System Data (Inventory) TYPICAL REPLACEMENT VALUE DISTRIBUTION Wastewater System 30% 7% 5% 27% 31% Sanitary Sewers Combined Sewers WPCP's Sewage PS's CSO Tanks Total Asset Value 2-3 Federation of Canadian Municipalities
20 Strategic Planning 6 Steps Step 3 What condition is it in? Building the Sustainability Model The objective of this step is to obtain an understanding of the general condition of the entire asset base to enable assessment of future demands for minor and major repairs, rehabilitation and replacement. For this step, condition indicators that can be measured over time should be used. In most situations, age is an appropriate indicator of asset condition for the initial assessments. Where the age of assets is unknown, it is reasonable to assume they were built to keep pace with population growth. Census data and historic mapping can be used to determine the growth of infrastructure in different time periods. Most municipalities know the total length of pipe in their water system (or can roughly calculate it using an established formula). A municipality can then take that total length and divide it up by age (decade) based on the percentage of population growth that occurred in the corresponding decade. For instance, if a given municipality saw 10 per cent of its population growth in the 1950s, then we can say that 10 per cent of the total pipe length was installed in the 1950s. While other factors can be used, assessing infrastructure condition as a function of age enables simple characterization of the overall asset. This is especially true for water and sewer assets. Population Growth Asset Condition (Defined by Age Distribution) WATER & WASTEWATER Condition Quantity yrs new Pipe Condition (Age) Asset Condition (Defined by Structural Rating) ROAD SYSTEM Condition In the case of roads, typical structural adequacy ratings from road needs studies are good condition-rating indicators. Quantity At this stage, it is important to avoid the tendency to embark on a major data collection exercise to determine and assign a condition for each component of the asset base ROAD - Structural Rating 2-4 Federation of Canadian Municipalities
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subset: commoncrawl


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Virginia Biesemeier, 72, of Shell Knob, passed away on Friday, Oct. 31, 2008, at her home in Shell Knob.
She was born on April 5, 1936, in Linwood, Calif., the daughter of Bill and Opal (Nieber) Glancy. She was united in marriage to John Biesemeier on April 12, 1969, in Lompoc, Calif. He survives. They moved to the Shell Knob area 10 years ago to make their home.
Additional survivors include: two sons, Alan Rucker, and Brian Plymate, both of Oregon; three daughters, Johna Biesemeier, of San Francisco, Calif., Vicki Colson, of Ore., and Monica Biesemeier, of Florida; two brothers, George Glancy, of Beatty, Oregon, and David Neilson, of Tupelo, Miss.; two sisters, Connie White, of Colorado Springs, Colo., and Doris Mugavera, of Vista, Calif.; and several grandchildren. In addition to her parents, she was preceded in death by one son, Paul Rucker.
Cremation arrangements are under the direction of White Funeral Home.


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It just seems like when someone start learning and getting intelligent or start feeling intelligent they act as if when you say slang they do not understand, but they understood before i know grammar is very important to some people but for an example someone say " thang " instead of "thing" certain people will seem to not know and say "what is a thang"?
Honestly i think many people know but they question it like they do not know or comprehend but in reality they do know
First of all, the words you choose to pull out of your vocabulary make no difference on how intelligent and unintelligent you, some people just enjoy the luxury of slang. Second of all, if you once spoke slang, chances are you'll remember it, the only difference is, you choose to use proper English
From my high school I suppose. McDonald's cashier is the most gangsta job imaginable, and I don't mean that in a good way, at all. Many of them said things like, "Yo, B, what up." Or, "I'm not playin, pay for your mothaf--king Big mac."
But then again there's cool slang like "bro" and "bud" and dumb slang like the n-word, ghettoized.


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As a proud member of the NYPD for two decades, I have extensive supervisory experience in dealing with various types of financial, criminal and terrorism investigations. During my tenure, I was charged with coordinating and supervising various types of high profile investigations that utilized upbeat and proactive types of overt, covert and undercover operations. I am very familiar with the use of electronic and physical surveillance, the interview and interrogation of individuals and the development and utilization of informants.
I have also supervised numerous financial investigations into criminal enterprises and individuals for violations of the Bank Secrecy Act and Patriot Act including money laundering and the structuring of funds.
I have worked jointly with various federal and state law enforcement agencies as well as various financial institutions to ensure a complete accurate and qualitative investigation that identified and analyzed various criminal and terrorism related activities, suspicious financial activities/transactions and shell corporations.
I have extensive experience at supervising:
Criminal Investigations
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Interview and Interrogation
Inter-Agency Operations and Liaison


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Campaign of the Month: January 2013
DANgerous Kalamar 4
Trade and Travel
Tellene possesses numerous Methods of Trade to facilitate the transfer of goods and services from one person or entity to another. This economic setup allows for specialization and division of labor amongst the populace, with most people concentrating on one profession or small aspect of production, and trading for other products and services. In turn, this has lead to the evolution of artisans, merchants and Guilds. Trade has also greatly increased Travel on Tellene, as merchants move commodities to buyers in other places, and kingdoms trade with their neighbors.
For the most part, merchants stick to a well-known land, river or sea route. These Trade Routes are usually better patrolled than other areas, but there is still the ever present danger of bandits, who know that all they have to do is secrete themselves along the route and wait.


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by Scott Aberdeen | Top Right Sports
An NFL Hall of Famer made a disturbing analogy for Barack Obama on ESPN, and the White House has let the network know it is not happy about it.
Former 49er and Super Bowl MVP Steve Young made a matter-of-fact comparison between Obama and a tyrant prior to this week's "Monday Night Football" game between the Denver Broncos and Cincinnati Bengals that has the left quite upset.
Young said that Manning needed to send a message to his team that he was "the dictator," just as Obama would, in order to better deal with their opponents' defense.
"Watch for Peyton to speak to the nation, as the president of the United States would speak to the nation tonight," Young said on ESPN. "And tell them, 'I am the dictator! I am the one that's going to take care of everything.'"
Democrat activist Susan Selwich wrote on Twitter that "Young is parroting the same racist dog whistle of the Rush Limbuagh (sic) Republicans."
Really? How is the term "dictator" racist?
SB Nation columnist Ben Seaford said that the White House complained about the remark to ESPN brass, although Top Right News could not confirm this with White House sources at the time of this article.
But the funny thing is that Young is not known to be political guy, rarely making comments about it, although he did speak at an Republican National Convention — way back in 2000.
Young is a boy scout, a straight-shooting guy, so for him to think of Obama as a dictator as a natural comparison says far more about Obama's lawless actions than it does about Young's motivations.
Also, it seems quite foolish for the White House to complain about this comment, thus drawing far more national attention to it that it would have gotten alone.
Why so sensitive, liberals? Does it hit a little too close to the mark?


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Familiarity is often a key to success and, with a roster boasting 20 returnees, Head Men's Soccer Coach Rolf Piranian expects W&L to build on the end of the season success from 2010, launching it to the top of the ODAC standings in 2011.
After starting last season with a 3-6-2 record, Piranian's squad responded by closing the season on a four-game winning streak, earning the sixth seed in the ODAC Tournament. The Generals went on to upset third-seeded Virginia Wesleyan in the tournament quarterfinals before falling to seventh-seeded Hampden-Sydney.
Part of the squad's success over the final games was a young roster that grew into its own, allowing Piranian to utilize a deep and talented bench. He was also afforded the opportunity to mix up his roster, shifting player's positions and formations, creating new offensive opportunities.
"We are picking up this season from where we left off in 2010," said Piranian, who is in his 36th year at the helm. "Add in a talented first-year class, and there is not a single position on the team where we're not at least two-deep."
Three forwards return in 2011, led by junior captain Dylan Norvell. A season ago, Norvell appeared in 16 of the Generals' 17 contests, netting one goal. Over the past two seasons, Norvell has continued to develop his offensive abilities, and Piranian finds him an invaluable asset to lead the team.
"We need a strong guy to play at the top, and he is the guy," remarked Piranian. "He is a hard worker and a great leader on the field."
Joining Norvell in the offensive third is classmate Dave Phillips and sophomore Clay Pristou. Piranian feels they will provide a spark for the offense.
"Phillips has played two seasons for us now, and brings a wealth of experience to the field," stated Prianian. "And Pristou has looked great in preseason. We are excited to see what he will bring again this season."
The largest returning unit is the midfield, where Piranian will have the luxury of nine returnees. Even with the stable of returners, Piranian noted that he also has a talented freshman class this season, which has created "strong competition for a starting spot with the [midfield] unit."
Playing on the midfield attack unit are sophomores Justin TenBrook and Alex Zelinski.
"Both players had a big impact a year ago," noted Piranian. "We are looking at them to continue to grow and provide a dynamic presence on the attack."
The center midfield returns two starters from a season ago in junior captain junior Conor Starr and classmate Collier Wiseman.
"Starr is a two-time captain and strong leader for our team," said Piranian. "He is a commanding presence and a critical player at his position."
A new face on the field of competition but not to the team is sophomore George Steuart. After spending his rookie season on the developmental squad, Piranian is looking forward to the energy and talent he will bring.
Flanking the center mids on the left side is the talented returning duo of senior tri-captain Connor Pierce and junior John Stallé. Both players appeared in all 17 of the Generals' contests a season ago, and Piranian labels them as "valuable, dangerous options on the wing."
Additionally, Piranian noted that Pierce played back for his first two seasons at W&L, but after moving to the midfield a season ago, he has developed into a vital player, controlling the ball in the middle of the field. He also remarked that Pierce is a "quiet captain, but leads the team by example."
On the opposite side of the field are seniors Huntley Johnson and Jamie Paldino, and sophomore Parker Wolfinger. The trio teams up to form a formidable, quick force on the right wing.
One of the strongest units for Piranian in 2011 is the defense, which returns three of its starters from a season ago. Standing on the left side will be junior Basti Richter, who was the only player from last season to start all 17 contests while helping the defense post a 1.18 goals-against average.
Richter will be joined at the left back position by sophomore Julian Kindrish. Another call-up from the development squad, Piranian sees him making an impact and coming in with experience after spending a year around the squad as a rookie.
Centering the defense are sophomores Brendan Farley and Colin Hagenbarth. One of the sophomores who found his stride toward the end of last season, Farley appeared in 10 contests with seven starts.
"Farley is a hard-nosed player and brings a lot of confidence back from last season," stated Piranian.
Hagenbarth, who was a mid-season call-up from the developmental squad in 2010, will also look to make an impact after playing in the final four contests of last season.
The final returnee with the defensive unit is sophomore right back Zach Clarke. Clarke appeared in 16 contests with 12 starts a season ago, registering one assist on the season.
"Clarke is a solid player, and someone we can turn to on the defensive end," remarked Piranian.
One of the biggest questions for the Generals this season will be the starting keeper. Losing both keepers that split duties a season ago, Piranian will look to senior Ben Petitto and a couple fresh faces in sophomore Robert Gerbo and first-year Albert Civitarese to fill the void.
Petitto has not seen much action since transferring to W&L from Rochester, but Piranian "hopes he steps it up, because we are expecting a lot out of him."
Gerbo was a member of the development squad as a rookie, which Piranian feels will benefit him when it comes to developing comfort with his teammates on the field.
"All three guys are on a level plain right now," stated Piranian. "We are going to use the first three games of the season to try and determine our starter."
Joining the Generals this season are five rookie players, providing even more depth and talent to the squad.
"The incoming class is high-impact," noted Piranian. "We are expecting them to be major contributors right off the bat, proving talent and depth to an already strong team."
A looming question for the Generals this season is how they will harness all of the talent into a winning season.
"We have the talent and depth to put together a great season," said Piranian. "It's just a matter of the guys developing the team chemistry and learning to work as a team to get us to the top."
Injuries have plagued the Generals during the preseason, but Coach expects his team to rebound and make a run to the top of the ODAC for the first time since 2000. Even with a disappointing preseason conference of seventh out of 11 teams, and a tough start to the season with four of its first games on the road, Piranian won't let it distract his team.
"We know we have the talent to put together a great all-around season and climb back to the top of an always-competitive conference, " stated Piranian.
The Generals start their season on September 1, traveling to face Bluefield College at 7:00 pm.


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A useful tool that let's you take your online bookmarks with you no matter whose computer you're using is Xmarks. (Formerly known as "foxmarks") Currently, Xmarks supports Firefox, Internet Explorer, and Safari for the Mac.
xMarks takes your bookmarks and syncs them across multiple browsers. If you use more than one machine (work, home, laptop), you'll always have your bookmarks with you. OR, if your hard drive crashes, you'll have your bookmarks just by signing into xMarks. With xMarks, you'll never have to remember a website, it'll just be there in your well-organized bookmark bar.


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Guest blogger Linda Greene on the art of rewriting.
Returned to its source, the pulp from the rejected pages of my rewrites over the course of my writing career would constitute a woodland the rival of Robin Hood's Sherwood Forest. It wasn't until I discovered that the master wordsmith himself, F. Scott Fitzgerald, considered the art of fiction to be the art of rewriting, that I stopped viewing it as a blot on my abilities and grew keen on the practice.
Actually, it is one of the tasks of writing that I enjoy the most, not only because of its value to the finished product, but also because I've discovered almost none of it goes to waste. Just as there was said to be "gold in them thar hills," there is gold in those abandoned pages.
Developed through layers of evolution, sometimes my completed writing projects barely resemble the early drafts — but, oh, those early drafts have been priceless when adapted for other projects. My latest novel, Guardians and Other Angels, is an example of this fusion of independent pieces of writing, some of which I had thrown on the heap of the unfinished or uninspired that I considered of little or no further use to me; when pitched to the tuning fork of the new piece, they sang the praises of my story. My obsessive compulsive nature that makes me hoard every scrap I pen often pays off in the end.
My penchant toward collecting pages of personal writings is apparently inherited, for included in Guardians and Other Angels are my transcriptions of authentic private letters written by ancestors during the Great Depression and World War II. It is a preserved anthology remarkable in its recording of their thoughts and feelings, and of their day-to-day experiences, as well as in its powerful chronicling of the incomparable history of those times. Like my set-asides, those hundreds upon hundreds of pages written by my ancestors were thrown in an old chest and thought worthless; in fact, when once again shown the light of day, their share of my novel is golden.
Based on this one example alone, my advice is to rewrite until your work reflects the best of your capabilities, and value all of your written words. First, save them for your own future work; second, like me, one of your descendants might need your discards for the novel or biography he or she will eventually write about you.


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Tel: (407) 649-9495
Fax: (407) 649-8698
Email: firstname.lastname@example.com
Printable PDF Resume
FL Certification Qualifications:Federal MediatorCircuit-Civil MediatorFl. Supreme Court Qualified Arbitrator
Serving the following Judicial Circuits:
5, 6, 7, 9, 10, 13, 18, 19
[ Click for Map of Florida's
Civil Circuits ]
Biographical Notes:
Clem Hyland offers mediation and arbitration services in civil cases involving personal injury, labor and employment, and commercial matters in State, Federal and Appellate courts.
Mr. Hyland's legal career spans 33 years of litigating cases, 26 years as a defense counsel representing corporations and insurance companies, and 7 years representing individual plaintiffs at Morgan & Morgan. Since 2007, Mr. Hyland has transitioned his practice to fulltime dispute resolution work, throughout the Central Florida region.
Memberships & Affiliations :
Rates: Mr. Hyland's hourly rate is $285.00 which is divided equally among the parties. A minimum time of two hours will be billed for mediations scheduled for four hours or less. A minimum of 4 hours will be billed for mediations scheduled for more than four hours.
There is no travel fee for mediations held in the following counties: Brevard, Flagler, Hillsborough, Marion(one hour), Orange, Osceola, Polk, Seminole, St. Lucie, Sumter (one hour) and Volusia.
Payment: Invoices will be sent out upon the completion of the mediation.
Cancellation Policy: If a mediation is cancelled within 72 hours of the mediation, there will be a charge of two (2) hours if a 1/2 day has been reserved, or four (4) hours, if a full day has been reserved, subject to emergency situations.
Florida Circuit-Civil Member
Roster :: Legal
Notice :: FCCMS is the Florida Chapter of the National
Academy of Distinguished Neutrals


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Digitally ignorant parents find themselves once again the punchline of a new website dutifully called MyParentsJoinedFacebook.com. The site was created by a daughter after her dad joined Facebook and his social networking activity quickly became obnoxious to her. With a swift gain in popularity, MyParentsJoinedFacebook.com joins others in exploiting (right or wrong) parents' naivete as a way to add a few laughs and clicks.
Between the easy laughs and "Dateline" fear mongering, I can understand why a 2008 MacArthur Foundation supported study showed that parents tend to be in the dark about what their kids are doing online and 66% consider "the internet" as dangerous as drunk driving.
We need to stop scaring, laughing at, or excluding parents and instead start having real conversations. As James P. Steyer, CEO of Common Sense Media, said:
"Technology is a major part of our kids' worlds, and that is not going to change. Parents need to know what their kids are doing in their digital lives, and they have to be well informed about issues like privacy, ethical behavior, digital literacy, and cyberbullying. When parents understand these potential pitfalls and communicate with their kids, the internet can be an educational, entertaining, and safe environment."Not surprisingly, research shows that the more educated and engaged a parent is in their child's online activity, the more positively they see the internet's potential.
Having said all this, we at Swift Kick are launching several new educational offerings geared toward parents and grandparents.
To kick off, this Saturday we're partnering with the world-renounwed education group QLN to host our first, parent/grandparent only, training in San Diego. If you are in the area, sign up today to reserve your seat.
Then, over the next month, we'll begin announcing a series of regional parent/grandparent programs, webinars, and an ongoing Web Coaching Program.
After 5 years and 300+ trainings with 10,000s of students and educators we know we've progressed the technology conversation further past the doom and gloom. Now it's time to work with parents as a critical third player.
We are bringing to parents the same level of quality and research that's awarded us the title as the #1 Campus Trainers for 2007, 2008, and 2009 by member schools of the Association for the Promotion of Campus Activities.
There are champions already promoting great work like Common Sense Media, iSafe, Digital Dialog, Cable in the Classroom, Radical Parenting, The Online Mom, and BJ Fogg that we'll parter with to help dispel the myths and promote positive, effective technology use.
These are just a few and we don't like to move slow, so if you're connected to parents and would like to partner, either leave a comment below or contact us.
Here's to parents, we got your digital back ;-)


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Samuel D. Brickley
Professor of Business Law & Criminal Justice
AB, Cornell University; MBA, JD, University of San Diego
Email: firstname.lastname@example.com
Office: Hyde Hall 339B
Phone: 603-535-2522
Fall office hours: ON SABBATICAL ~ FALL 2018
About Professor Brickley
Please visit www.SamBrickley.com for information about Professor Brickley, including his legal and teaching experience, research interests, outreach efforts, and consulting activities.
Professor Brickley is the co-author of Business Law Basics, a book and blog available for free at www.BusinessLawBasics.com.
Courses Taught
BU-2480: Business Law
BU-3410: Labor & Employment Law for Managers
BU-3560: Land Use Law and Development
CJDI-1020: The Individual and the Law
CJ-2040: Criminal Adjudication


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Please enjoy these Book Hooks that have been created by Mrs. Woodard's ELA students. Maybe you'll find a book you'd like to read!
Hint: If you "right click" on the one you want and then choose "open image in new tab", then you will have an image that is large enough to read easily.


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If you need some gloom to start (or end) your day, look no further.
Director Jared Pelletier returns with Call of Duty: Finest Hour, a fan short which takes place during World War II and gives us a taste of the drama that might have went on on a battlefield. Not child-screaming-obscenities-at-you-over-VoIP drama, mind you, but actual drama. It's a well-acted short, so definitely give it a watch.
Call of Duty: Finest Hour (COD Classic) [Machinima@YouTube]
Questions? Comments? Contact the author of this post at andras-AT-kotaku-DOT-com.


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- Like us
10 Foods That Can Unclog Your Arteries In A Totally Natural Way
We present you the 10 most effective ingredients that can help you unclog your arteries and prevent the occurrence of many serious diseases.
The main ingredient of oat are the soluble fiber, which are very important, because they do not allow the creation of cholesterol. These fibers bind to the cholesterol and help you throw the cholesterol out of your body. A research has shown that if you want to reduce your cholesterol level by almost 20%, you only need to eat 1.5 to 2.5 cups of cooked oats per day.
Cranberry juice
Drink 3 cups of this juice every week, and you will successfully unclog your arteries. This juice increases the ability of cells to absorb fats and produce energy, and it does not allow the fat to accumulate in the blood vessels.
Pomegranate is a powerful antioxidant that helps you in the fight against the hardening of the arteries, because it reduces damage to of the blood vessels and prevents the progression of the disease.
Olive oil
A research has shown that olive oil is fantastic in preventing cholesterol. It oxidizes and sticks to the arteries. The most important part of the olive oil are its monounsaturated fats that have the ability to eliminate bad cholesterol.
Garlic is used in the treatment of various diseases. Initially, it is mostly used in the treatment of high blood pressure and heart diseases, but it has been found that it also has an incredible effect in the prevention of coronary artery calcification.
Spinach is rich in folic acid and potassium and therefore it helps in the prevention of hypertension. It also frees the arteries by preventing the formation of cholesterol thus preventing a heart attack at the same time. Lutein, is another component of the spinach, which acts as a good protector against macular degeneration that is associated with the ageing process.
Korean researchers found a compound in tomatoes that helps you prevent the hardening of the arteries. This compound is called lycopene and it gives the tomatoes the red color. Moreover, according to this research women with high levels of lycopene in their blood have fewer problems with their arteries.
Kiwi and melon
One cup of cantaloupe and one kiwi a day can help you unclogs your arteries. This is due to the high content of antioxidants. They are extremely beneficial for you, because they can reduce the bad cholesterol.
Flavonoids, resveratrol and quercetin, are the most useful ingredients of grapes. They are good in preventing the oxidation of cholesterol that leads to the formation of plaque on the artery walls. Grapes helps you reduce the risk of blood clots that leads to many heart disease.
University of Southampton conducted a study related to fish and its role in preventing clogged arteries. Their results showed that fish, especially tuna and salmon, are rich in omega-3 oils that prevent the accumulation of all the fatty deposits in the arteries. The fatty acids found in fish can prevent the oxidation of cholesterol and the formation of clots on the artery walls.
Source: Your Healthy Page


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Value My Car
Value My Car
The market value a car has will determine how much you can get for it. Most online valuation sites will give you an estimated value of your car or van based on certain market indicators as well as their buyers' personal opinions. This means that you may not get the most accurate price for your vehicle, and this is where Car Goga comes in.
At Car Goga, we aim to ensure that your car valuation is done openly and professionally so that you get the right value for your car or van. As a result, we require some specific information about your car that will give us a clear picture of the condition of your car.
What we need to know
In order to determine the value of your car, we need to know the following:
- Mileage – The number of kilometres covered by your car will certainly affect its value.
- Additional work – There are boxes in our online form that you can tick to inform us of any such fittings as they may have a bearing on the value of your car.
- Number of previous owners – This information is important in determining the value of your car. Usually a car that's had numerous owners may have a lower value than a similar car with fewer previous owners.
- Service history – Full disclosure of the service history helps in valuation and in getting a better price than partial service history.
- Damage – Give specific details about any possible damage your car may have since the make and model of the car and the kind of damage could affect how much buyers are willing to pay for it. You should also inform us if the car has been categorized as a write off by your insurer.
Having given us all this information, as well as your contact numbers, we will get back to you with an accurate valuation of your car. If you like our offer, then we can proceed with the process of acquiring your car for cash.
Service Chart
- Free Collection or Branch Visit
- No Service / Handling charges
- Payment made before collection
- We buy Financed Vehicles
- no Road Tax / MOT
- Non runners / Damaged Vehicles
- Vans, Motorbikes, Caravans.


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Mandy Blank Fitness Spring Specials!
All of my workout routines are customized to fit your lifestyle, goal, level and condition. Review the available programs below and choose the one that's best for you.
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• Customized Workouts
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Each online program has different features, here are the features for each program.
🔥6 WEEK CHALLENGE • Delving hard into a short but yet effective program to prep for summer bikini body, feeling confident, sexy and free!
• 15 Customized Workouts
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• 12 Customized Workouts
• 10 Designer Menus to go with your training and goals.
• Coaching & Accountability
My nutrition menus are a combination of organic proteins, healthy fats and super foods. The menus include 5 to 7 Designer meals and OR 3 meals and two snacks. All of my material is sent through email and sent to you directly each week on Thursday afternoon, so that you have time to meal prep and conquer your fitness goals!
I train everybody regardless of gender, age, shape or size. You're never too old or too young to get started on your fitness and nutrition journey.
Depending on your goals and condition. I give every customer / client a different formula according to what you need and want to accomplish through your journey with me.
I know you have questions. Take that first step and Contact Me today. Tell me your story and I'll help you get to where you want to be with your fitness and nutrition.


text: [Russ Allbery] > All PAM modules are installed under /lib, because that's the path > used by libpam to load them. However, I don't think the vast > majority of PAM modules could be considered critical for early boot > or need to be usable without /usr mounted It seems pam already looks in both /lib/security and /lib/{triplet}/security. Why not add /usr/lib/{triplet}/security to the mix? (No need for unqualified /usr/lib/security, I think. It seems GCJ already owns that directory anyway.) Peter


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On the Second Day - Part Four
Worth and WORDwork had come back from the library and were talking with the Manmad in the Agency's library. The Manmad was saying to Worth, "The young officer then politely listened to everything I had to say and left without saying much. I thought he was acting a little odd, myself! I worry about him, Rich. You know how I worry. Look at the time, gotta go!"
"Seize you 'round." WORDwork said and the Manmad muttered mildy and dimly, something about a recipe for a can of homemade Super.
"Nice fellow." Worth expressed and, "Now, about the book, the story. How does it end? How does it begin?"
"My dear fellow," said Sherlock Holmes as we sat on either side of the fire in his lodgings at Baker Street, "life is infinitely stranger than anything which the mind of man could invent. We would not dare to conceive the things which are really mere commonplaces of existence. If we could fly out of that window hand in hand, hover over this great city, gently remove the roofs, and peep in at the queer things which are going on, the strange coincidences, the plannings, the cross-purposes, the wonderful chains of events, working through generation, and leading to the most outre results, it would make all fiction with its conventionalities and foreseen conclusions most stale and unprofitable."
WORDwork gave Worth a case of the WORDs and he had his adventure in the wink of an eye. "Thanks. Where and when did you first see it?"
"That's TOP SECRET and it COST PETER his life. Peter was a STREET COP and his TOES CREPT when he walked the beat with his PET ESCORT but he had a SCEPTER TO help CREEP TOTS out. With me so far? The WAR RIDERS killed Peter after he found the book in a DRAWER yesterday morning. You 'earing me, as the Thin Man might say or should we DRAW you a picture?" and WORDwork, Peter, his escort, the tots and the War Riders along with one Thin Man all looked expectantly at Detective Worth.
"I got it. Third library today." and bid farewell and on up he went to the Fortune Floors.
Alex was looking down at a Faceless Robot. He reviewed the Autopsychic's log of internal contents. Precision Fission Decision Engine, Plistac plastic tubing, Golden Gears and Silver Springs. There were Wires of One and Switches of Zero. A fiber optical course with a circus of circuits, conduits, and canduits! A couple of qubits. A few crumbs. And Sherlock Holmes.
Alex wondered about those little bits of bread but aside from that and the book, there still wasn't much to go on. He hoped he'd have better luck in the robot's office.
The elevator whirled down to the Forgotten Floor and stopped with a cling! Alex stepped out into a small waiting area no bigger than where he just was. Enough to fit a small chair and a door off to the side. The door was made of burnt redwood with a window of frozen glass. It was also locked. Using a trick the Captain showed him, the Corporal pulled out his LAWhistle and chirped the appropriate key. He opened the door and surveyed his surroundings. It was an office. Office desk, office chair. Is that a filing cabinet? Affirmative.
Alex picked up a framed photograph of a Faceless Robot and Reward taken long ago, around the time of the Quick War and discovered, to his surprise, that they were both smiling. Someone, or thing, had marked the robot's faceless area with cartoon happiness. A clear act of vandalism and illegal under the Clear Vandalism Act. How did the AutoCOPS miss this?
The report was prepared and double checked, triple checked, and even not checked and sent out over the Choir. They had an AutoJOB to do.
The robot lived with the Landlords. Alex took the elevator past the Flooded Floors, then an escalator over the Hall of Mazes, then stairs through the Unfinished Room and finally arrived at the robot's apartment. The door, made of heavy lead, was unlocked and easily opened and he surveyed his surroundings. It was an office. Office desk, office chair. No filing cabinet. That was a nice personal touch but the desk was askew and the chair knocked down as if a struggle had taken place. The records showed nothing as the AutoCOPS failed to sweep the area for evidence. Alex was going to give an earful to that AutoBOSS.
The chair knocked back as a Faceless Robot stood up, stunned. It had a face. It was a Robot once more. "HOW IS THIS POSSIBLE" it clink'd and clank'd.
"Anything is possible these days." a mysterious voice whisped.