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Print this check list to guide your telework pilot.
Take the Plunge
But reduce the risks with SW2000 !
Telework Project Check List. 2
1. Submerged or tacit Teleworkers 4
2. Financial Appraisals 6
Main Cost Centres 8
3. Mapping Radii - The Distance Factor 11
4. Select the Tasks 12
5. Select the people 13
6. Plan the Home Office or Telecentre 15
7. Consult the Households 16
8. Review the Contract of Employment 17
9. Review the Costs and Benefits 19
10. Plan daily communications 19
11. Target productivity 22
12. Programme dates 23
13. Review Core and Dispersed Team Expectations 23
14. Train the Teleworkers 24
15. Train the Managers 24
16. Install the Equipment 25
17. Monitor Progress 26
18. Follow up Family Consultation 27
19. Continued Training for Teleworkers. 27
20. Evaluate Results and Decide next steps 28
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Updated Saturday,
01 May 2004 - Copyright NCH.SW2000.
While every effort has been made to provide accurate and comprehensive information, these recommendations and check-lists are not claimed to be a complete and definitive set of recommendations and lists for the purpose of setting up a teleworker pilot project. The authors disclaim any liability for the application of any part or the whole of this report.
Compiled from regular Teleworker workshops held between 1983 and 1987 for professionals leaving major organisations to work at home; from practical experience of operating a home-based professional team; from seminars and workshops on Flexible Working Contracts for managers from major employers between 1988 and 1998; from UK and USA studies of existing and proposed pilot projects and from research for SW2000 reports, publications and books including Teleworking Explained, Wiley & Sons, Nov. 1993 and The Economics of Teleworking 1994; and from working with large employers from 1994 to 2000.
Teleworking is still a relatively new phenomenon and standard works on it are being drawn from the experience of employers, employees and the self-employed. In this changing arena of information SW2000 welcomes suggestions for additions, deletions and improvements to this Check-List.
This document is copyrighted; copies of the document are available from SW2000.
We suggest you review the whole document and note its contents before working through it from Section 1 to Section 20 in the order presented. The Check-List may be retained for the full time span of the pilot project and referred to throughout.
Make a 20 Section production plan:
To co-ordinate timing, set out a time period progress chart using the 20 section headings below on the vertical axis and dates on the horizontal axis. Map out the perceived start and finish time for each section. The training sections, numbers 14 and 15 are likely to occupy the longest stretches of time. The preparations can be completed in six months or less.
Teleworking - Using advanced communications, the telephone network and peripheral equipment to communicate with colleagues, reducing commuting time, travelling time and costs and central office costs.
Major Employer - An organisation of 500 or more people.
There are circa 23,000
Core Team - The people located at central office/s.
Dispersed Team - The teleworkers. People located at home, at telecentres or telecottages, who are mobile or who mainly work at customers' or clients' premises.
Deliverables - The work output expected from teleworkers and delivered by E-Mail, Fax, Post, Courier or in person to employers.
Effectiveness - Productivity x unit costs x quality x motivation.
Home/Remote Office - A telecommuter's office at home or close to the home, reducing commuting to central office.
Telecentre - A building, usually close to teleworkers' homes, providing work stations. May be shared by organisations.
Telecottage - A rural telecentre. Often with computer training facilities.
Family - The members of a household shared with a teleworker.
Spouse - Husband, Wife, Common Law husband or wife, Partner living with a teleworker.
Surveys show that occasional home working is commonplace but in the absence of an official policy the total number of days teleworked may be tacitly suppressed.
1.1 Survey your organisation for existing examples of teleworking or homeworking. 50% of jobs are thought to be suitable for teleworking.
1.2 Compile submerged teleworking information by conducting a telework-audit (Disks available from Telework Analytics):
Anonymous questionnaires completed by all personnel
Identified questionnaires starting with senior people, publishing results and working down through the organisation.
1.3 Key questions:
Include the following:
In the last twelve months how many days have you worked away from your office desk?
a) At Home
b) On business trips
c) Elsewhere
In your view was the time spent ?
a) More efficiently
b) Less efficiently
Of the days worked away from your desk what percentage was due to ?
a) Commuting difficulties
b) Unwell but not ill
c) To avoid office interruptions
d) Family requirements
e) Other
Do you have office equipment at home ?
a) Computer
b) Printer
c) Modem
d) Additional Phone line/s
e) Fax
f) Copier
g) Other
1.4 Analyse the information to identify
a) The number of person/desk/days when desks are unoccupied.
(Dr Becker, Cornell, found 40% of desks empty on any working day)
b) The number of people who sometimes work at home/remotely.
c) Initiatives taken to equip home/remote offices.
d) People who adapt to remote working efficiently.
e) Type of tasks undertaken at home/ remotely.
f) Distance and travel time of remote work from central office.
SW2000 custom design forms for your organisation and will make the analysis.
1.4.a Telework Audits
Telework Analytics International, based near
1.5 Use the information gathered to consider whether:
a) Occasional home/remote working should be recognised.
b) Office space can be reduced.
c) Employers contributions to commuting costs can be reduced.
d) Sufficient tacit teleworking activity exists to evaluate as a pilot project study.
SW2000's Report "The Economics of Teleworking" March 1992, (updated June 1994) demonstrated that in most cases teleworking is profitable for Employers, Employees, Nationally, and Environmentally. Cases can occur where teleworking adds costs.
2.1 Costs and Benefits to the Employer
Case-studies were published in the Economics of Teleworking
which have been tailored to many organisation and pilot projects. Other case studies from the
2.2 Productive time values must be applied.
The average contribution of a
2.3 Productive Time Values
Most city centre professionals contribute far more per hour
to their organisations turnover than the
2.4 Contributions to Turnover – Because I'm Worth It.
This can be calculated by dividing the gross annual receipts by the number of personnel to find the average contribution to turnover per head, then dividing by 1,100 productive hours, or whatever number of productive hours is appropriate for the organisation, to give the hourly contribution to annual turnover per person per annum. This can be weighted by salary differentials.
For this calculation, whatever your organisation produces or services, all materials or products values can be included in the contribution per person hour calculation, as in the example below, except in the case of a pure buying and selling trading company where no significant processes, akin to manufacturing, are applied to the goods before resale.
For wholesale trading take the gross trading profit as the turnover, then divide by the number of personnel thus [ Total Sales of goods -less- Total Purchases of goods = £0000 Gross profit /divide by average number employed in the year or period]
2.5 Apart from low staff, trading operations, all other organisations can apply the formula:
[ Turnover or Total Receipts for the year or period /divide by the average number employed in the year or period = annual (or adjust period) contribution per head per annum = £ contribution per head per annum /divide by average productive hours worked each year = £ per hour earned for the organisation ]
2.6 The information is available in the public Annual Report;
e.g. John Waddington PLC, security printers, printers, packaging,
games manufacturers, for the year ended
2.7 This shows John Waddington PLC
is more efficient than the average
Substitute your own organisations figures in the example above. Loading for high and low paid personnel can be calculated starting with average cost of employment per annum and working up and down the scale.
e.g. BT Turnover 1993 £13,200,000; divide by employees 170,000 gives ACGTR (average contribution to gross revenue) £77,647; divide by 1,800 work hours gives £43.13 per hour. Reduce hours by estimated slack time 20% leaves 1,440 hours, gives ACTGR of £53.92 per person hour.
SW2000 will create customised COST/BENEFIT and PRODUCTIVE TIME VALUE forms tailored to your organisation.
2.8 Commuting costs.
One of the three largest areas for savings. When calculating costs it is not necessary initially to differentiate for wholly employed personnel between costs borne directly by the employer and those paid by the employee. The employer pays all the costs whether directly or indirectly via the salary structure. First collate all costs, then review the method of payment.
2.9 Exceptional Costs of Change
New Equipment
Management Time x £35 hour
Productivity Dive x £35 hour
External Consultants
Less: Value of retaining trained personnel.
Amortize (spread) over 5 years
2.10 Annual Office Costs saved/incurred
Central Office
Rent saved
Rates saved
Secretariat space saved
Heat, Light and Power saved
Building Maintenance saved
Garage/Parking saved
Buildings Insurance and Security saved
Recreational facilities saved
Sick Building Syndrome: lost hours x £35
Uniforms & Clothing allowance
Home/Remote Offices costs
Rent, Heat & Light
2.11 Employers Commuting Costs saved
Cars (capital & interest)
Running Costs
Season Tickets
Commuting Disruptions: hours lost x £35
2.12 Operating costs saved/incurred
Teleworkers salaries, benefits, fees
Secretarial and assistants salaries
Managers time x £35 hour - less or more
Colleagues time x £35 hour- less or more
London loading, weighting or supplement
Annual Maintenance of equipment
Telephone call charges
Office Contents and 3rd Party Insurance
Canteen - Tea, Coffee, lunches.
NB. Exclude management time spent measuring and reporting on the pilot project to avoid distortion.
2.13 Productivity
Additional productive hours, for example by starting earlier and finishing later, using time saved from the commute, and working outside normal hours. On average, an increase in the work completed, the "deliverables" can be expected and should be measured here. Most teleworkers achieve an effortless increase in productivity by saving commuting time. EG each hour per day spent commuting equals 30 working days a year. A four-hour per day commute absorbs 120 work days of time, equal to half a work year.
2.14. Total costs/savings for the employer.
In the case of a small pilot project where re-use of space is not possible and where no changes to the employers contributions to cars and/or commuting costs are made, the major savings are reduced substantially. Scale up the costings exercise to at least 100 teleworkers, enabling re-use of office space and other savings. Most pilot projects for small numbers of teleworkers will show immediate productivity increases.
2.15 Individual costs/benefits
Each new teleworker will gain or lose cash depending on the changes in the level of contributions from the employer to:
a) Commuting Costs
b) Home/Remote Office Costs
c) Canteen and Tea and Coffee Costs
d) Clothing or Uniform allowances
e) Permitted personal use of office supplies
f) Permitted personal use of equipment
Issue individual forms to each teleworker to be completed and returned. An average calculation may show a saving in cash of circa £750 per annum. Numerous 1993/2000 calculations for individuals show £1,000 to £4,000 cash benefits per annum, after adjusting all work related costs. The individuals also save their commuting time. The increased take-home-pay and the reduced hours together give an increased rate of net earnings per hour worked or commuted of 50% or more in almost all cases regardless of salary level.
2.16 Individual time, leisure and health benefits:
A major personal benefit of teleworking is the release of commuting time. This time has a monetary value which SW2000 defines as the rate per hour which in theory the individual could earn instead of pursuing leisure activities (eg. by having a second job.) For a £25,000/ 1888 hours p.a. job, the rate is £13.24.
These should be calculated for and by each proposed teleworker to include:
a) Commuting time saved.
b) Sick leave in the previous 12 months.
c) Precise commuting distance per journey and per annum.
The sick leave figures will act as a base for future comparisons.
2.17 Productivity, Efficiency, Effectiveness (deliverables x unit cost x quality x motivation)
The single largest benefit for the organisation can be in the increase of work (deliverables) at reduced employment costs. Set up a method of measuring those deliverables for both Dispersed Team and equivalent Core Team members.
Measuring deliverables is beyond the scope of this Check list but guidance notes are available from SW2000. Your internal cost accountants may have formulas available.
2.18 Effects on Productivity:
Measure before the Pilot Project commences and monitor both Core and Dispersed Team on the same criteria.
a) Monitor the increase or decrease in deliverables
b) Calculate the increase/decrease in employment costs when reduced office and commuting costs are known.
c) Calculate the profit per employee by placing a unit value on deliverables and deducting employment costs.
2.19 The objective of measuring is to be able to make a calculation as is shown in simplified form here:
e.g. Average Week from one year's monitoring:
2.20 National Economic Impact.
Teleworking has a national effect on the economy and you may be concerned to calculate the part your organisation is contributing to the national picture. SW2000 have guidance calculations.
2.21 Environmental Economics.
The environmental benefits of your teleworking project should be included in your organisations Environmental Statement, usually made in the Annual Report. SW2000 have guidance calculations.
For example; each gallon of fuel burnt makes 1,800 gallons of exhaust gas at sea level at average ambient temperature. This can be taken as the street-level effect of fuel. (source British Gas). There are over 3 million UK citizens out of 57 million (5.3%) who suffer breathing disorders including asthma.
There is no theoretical distance limitation to teleworking but in most organisations boundaries are drawn at an average distance of 70 miles. Start with a map, preferably not coloured, of your commuting area.
3.1 Discuss telecommunication, postal/mail and parcel links over distances with your telecoms manager and other experts.
3.2 Decide the central office attendance schedule for all teleworkers. SW2000 recommend once a week attendance including training programmes.
3.3 Decide the dispersed team managers visiting home and remote offices schedule. SW2000 recommend at least 2 manager-visits a year.
3.4 Examine the customer and colleague locations in relationship to central office and proposed teleworker locations.
Consider possible meetings at the teleworkers' locations and the travelling arrangements involved.
3.5 Commuting Time and Costs:
Use the information to specify initial distance limitations for different types of work. In principle the more physical presence meetings required, the closer to central office the teleworker radius should be. Distance is not the primary factor; commuting time and costs are the most vital.
3.6 Example.
Several New York Insurance companies fly paperwork daily to
3.7 Example.
A central London institution employs teleworking executive professionals handling sensitive, substantial paper reports at distances of up to and exceeding 100 miles.
3.8 Consider the transport of regular supplies, often heavy paper and files, to and from the teleworkers. Look at your organisation's transport facilities and routes.
3.9 Cost the potential transport and commuting for proposed teleworkers and compare it with the existing routines. In general, people cost more to transport than paper or goods. Calculate all the costs irrespective of whether they are met directly by the employer or by the employee.
3.10 Make a colour coded map:
Apply different colours to different teleworking tasks using the above information. It will not usually result in regular radii or circles as these are distorted by poor or good commuting links to central office.
3.11 Change the map as the pilot project develops, as managers, colleagues, customers and suppliers may alter their transport schedules as the teleworker locations become familiar.
A pilot project may include a range of activities but these makes measurements more complex. SW2000 recommends one category, with a control sample of equivalent Core Team members.
4.1 Decide if the teleworkers will be:
full time (eg. visiting central office once a week or so) : or
part time (eg. two days at home, three days at central office).
4.2 Most desk work may be teleworked, including:
Clerical Processing
Internal Audit
Internal Legal
Report Writing
Telephone Selling
Mobile Selling
Personnel Records
4.3 Confidential Work:
Some tasks require access to secure information, increasing the equipment specification. For example, Inland Revenue HM Inspectors, if remote working, would require access to law libraries, perhaps on data-base, and to highly confidential files.
Security of voice, data and visual transmissions is possible with available equipment (Lektor range, BT). Lombard North Central said of their home telework bases ".. transmission is now considered to be as effective as at any other company location". Detailed advice in 'Teleworking Explained' - Wileys 1993 and in ITAC's Ework Guide 2000.
Mark those categories where security applies and take advice on encryption and access codes. Beware of importing computer viruses by using "sheep dip" checks on disks.
For the pilot project to succeed, the initial teleworking pioneers are vital.
5.1 Ask for volunteers, do not oblige people to leave the Core Team
5.2 Do Not rely on volunteers making good teleworkers. Some 30% find they do not enjoy it.
5.3 Psychological Testing:
No psychometric tests have yet ( 01 May
2004) been made available
in the
5.4 Returning to central office:
Make it clear that volunteers for dispersed working will be able to rejoin the core team if they wish. A suitable period of notice should be negotiated. See Union guidelines in section 8 below.
5.5 Give each candidate a list of potential problems to discuss with their families, including:
a) Isolation
b) Difficulty establishing work routines
c) Loss of colleagues assistance
d) Loss of office social life
e) Trapped in the home
f) Poor home office accommodation
g) Intrusive family
h) Intrusive neighbours and friends
i) Intrusive pets
j) Inadequate meetings facilities
k) Involved in trivia - No junior support
l) Fear of losing promotion opportunities
m) Fear of missing training opportunities
n) Resenting managers visits
o) Reduced access to information
p) Fear of becoming a piece worker
q) Fear of it being a step to redundancy
r) Concerns about landlords and bye-laws
s) Fear of damaging company equipment
t) Danger to children from electronics
Ensure the volunteers and their families consider these anxieties and deal with them if necessary by amending the contract of employment. See Section 8 below.
5.6 Suitable Candidates:
Having tested the volunteers resolve to telework, test if they are suitable for the task.
a) Have they teleworked before in your employment (see Section 1 above).
b) Have they established an office at home/remotely (see Section 1 above).
c) Have they studied for examinations or written a thesis or taken similar initiatives without close supervision in the past.
d) Do their line managers consider them suitable for remote working.
e) Do they have sufficient experience of the work to not require constant support.
f) Have they sufficiently absorbed the culture of your organisation to continue to conform to your standards and style.
g) Are they prone to depression; teleworking would almost certainly increase the tendency.
h) Are they punctual in the mornings. Non-punctual people may find waking up for teleworking a problem.
i) Are they supported at home or in the remote office.
j) Does the type of work they do involve regular, hour by hour, results which are visible. Regular reports or necessary customer or colleague contact can balance depressive or unpunctual tendencies.
k) Are they skilled communications equipment operators; if not, will they benefit from extra training.
l) Few employers seem prepared to recruit teleworkers from outside their organisations, which may indicate a perceived risk in doing so.
5.7 Factors raised at workshops which seem to have little or no bearing on individual suitability include:
a) Age
b) Introvert/extrovert
c) Tidiness
d) Family size
5.8 Having made the initial selection advise candidates final selection is subject to further criteria:
a) Agreed Contract
b) Suitable home or remote office space
c) For a trial period. SW2000 suggest 12 months
Many architects and office furnishers will advise on use of space, ergonomics and furniture. Most teleworkers need advice and assistance to create an efficient work station. It pays employers to approve the designs. Ms Santa Raymond DIP. ARCH. RIBA, London W11, specialises in this field.
Existing designs: There are increasing numbers of suppliers of custom designed desks for home teleworkers. These take into account limited space, vulnerable electronics, wire management, protection from and for children and pets and confidential file storage. Many newspapers and magazines carry advertisements for suitable desks and ancillaries.
6.1 Consult your Telecoms Manager on compatibility with central office equipment.
6.2 Consider relocating existing furniture and equipment from central office.
6.3 Provide central office facilities.
The teleworkers will require working space and equipment at central office on the days they attend. Some employers, such as IBM and DEC, pioneered mobile document lockers, time shared desks and coffee lounge conversation areas, taking minimum space and saving 25% of floor area.
6.4 Provide Stationery.
A package of desk-top items including paper clips etc. and stationery are required to avoid time wasting delays. Provincial areas may be poorly served by office stationers.
6.5 Corporate Theme.
Consider creating a corporate theme for home offices. Most teleworkers require a well defined boundary between home and office to help the transition from personal to work time.
6.6 Advise on Location.
Location of a home office is a personal choice but can be disruptive if a wrong choice leads to relocation. Matters to consider include:
a) Sockets for telephones and power.
b) Wiring safety.
c) Good (day)light and lighting.
d) Confidential Desk Top (to stop items from being seen by casual visitors).
c) Freedom from intrusions
d) Answering the door and the telephone simultaneously
e) Majority opt for a spare bedroom
f) Spare bedrooms can be very isolated
g) Parents and carers seem to prefer being in the living area
h) Long term teleworkers convert the garage, loft or build an extension or garden room (cost, est. £80 per sq. foot - £800 per sq. metre for ).
i) Some need space for a colleague
j) All need shelves and storage
6.7 A typical home office requires:
a) Desk
b) 2 Chairs
c) Filing cabinet/drawers with locks
d) Shelving
e) Extra telephone line/s
f) Telephone services
g) Personal Computer
h) Modem/ISDN etc. for E-Mail
i) Fax with copier capability
j) Ansaphone
k) Cordless Phone
l) Stationery pack (from report folders to staples and rubber bands)
120 square feet or 12 square metres is the average UK central office space per person, including common circulation areas.
In 1992 Nat-West Bank budgeted £3,500 per teleworker for home office equipment at December 1991 prices. Today the same office equipment could be bought for £1,000. Also consider renting equipment.
Consulting the families is a sensible precaution. SW2000 recommend groups of circa 20 people, being teleworkers, their spouses or partners and children of school age, in workshops to discuss an agenda including:
a) Territorial rights by weekday
by night
by weekends
b) Home office location
c) Business visitors
d) Answering business calls
e) Using the company car
f) Using company equipment
g) Procedure for teleworker sickness
h) Need for confidentiality
i) Family Chores (use commuting time)
j) Interrupting the teleworker
See Section 18 for follow up counselling
Teleworking Explained, Wiley and Sons, Nov. 1993, carries 3 case studies on families starting teleworking, written by a Tavistock trained marital psychotherapist. Search the WEB for "Bringing Home the Electronic Baby" by Pauline Hodson. Pauline has written several papers that are published on the WEB.
The contract needs revision for both employer and employee and for Trade Unions.
8.1 The employers' responsibilities which will be affected include:
a) Union guidelines - few comprehensive policy statements are available. Unions have expressed concern about home working becoming sweat-shop labour or piece work; though few examples of this occurring have emerged in the UK or USA but the EC is concerned about possible exploitation in developing countries (ask SW2000 for details of Global New Deal). Consult your Union representative.
A composite list of USA and UK union concerns/demands include:-
1. Equal pay and benefits.
2. Two days a week at central office.
3. Managers visits restricted to twice a month.
4. Proper equipment & all expenses repaid.
5. Equal promotion, information & training with Union contact numbers on TWs screens.
6. Limitations on monitoring TWs.
7. No preferential treatment for TWs.
8. Extra training on communications equipment.
9. TWs drawn only from central office. No external new TWs recruited.
10. No conversion to self-employed status.
11. All TWs to be volunteers.
12. Automatic right to return to central office.
13. Workstation in separate room in house.
14. Regular meetings between TWs and between TWs and core team members.
15. Right to use equipment to talk to colleagues.
16. Specified 'mentor' manager for each teleworker.
17. Health & Safety Officer visits & reports. TWs representation on H & S committees.
18. Union access to TWs via electronic networks
19. A homeworker inspectorate.
20. Rights for teleworkers to know central office members pay rates.
21. Right of refusal to work from home.
b) Health and Safety at Work - the employer must take all reasonable precautions to prevent employee and third party injuries, including repetitive-strain-injuries, which may be affected by office design. Few published cases of a teleworker suing an employer have occurred in the UK or the USA. Consult your health and safety officer. Designers of ergonomic computer keyboards tend to have current information.
NB. RSI, Repetitive Stress Injury, is being taken up by the TUC as a serious industrial injury. The TUC is liasing with its counterparts in the European Union.
c) Insurance - Personal Injury and Equipment and Goods in Transit insurances need to be extended to include the home office and car. Most insurers extend policies with no extra cost. Consult your insurance brokers.
d) Access - for maintenance, replacement or recovery of employers equipment. Consult your lawyers.
e) Exclusive services - to restrict moonlighting.
8.2 Teleworkers contractual variations could include:
a) Place/s of Work
b) Working Hours
c) Responsible for equipment
d) Responsible for documents
e) Access to managers, customers and suppliers.
f) Requirement to attend central offices
g) Promotional rights
h) Training rights
i) Household's using employers equipment
j) Right to return to Core Team
k) Payments for heat, light, telephone, wear and tear (or a "rent")
l) Communication responses
8.3 New Contracts:
No examples of new, complete contracts for teleworkers have been made available to SW2000. Most employers in the UK and the USA issue a brief variation to the existing contract.
A sample of variations clauses is available from SW2000.
9. Review the benefits
At this stage you have dealt with:
Section 1. Submerged Teleworking
" 2. Financial Appraisals
" 3. Mapped the Area
" 4. Selected Tasks
" 5. Selected People
" 6. Designed the Offices
" 7. Consulted Families
" 8. Employment Contract & Unions
Obstacles to the pilot project may have arisen which make the plan unworkable for your organisation. If not then proceed as set out below.
9.1 Review the perceived costs and benefits of the pilot project for:
a) The Employer
b) The Employees
c) The National effects
d) The Environmental effects
9.2 Commit to the project and authorise the contracts of employment.
Detailed planning of daily procedures ensure that close management is applied to the dispersed workforce, easing their transition from the central office environment and reassuring the Core Team managers.
10.1 Detailed and highly structured procedures for a teleworking pilot project were drawn and applied by BT for their Directory Enquiries Operators back in 1993. These 10 home based operators were provided with touch screen or keyboard guidance to all conceivable contingencies, including leaving their posts for a comfort break. Through their personal computers they had instant access to a supervisor by video phone, access to other teleworkers and access to central office colleagues. They also had access to a substantial data base - the national telephone directories.
Since 1993 there have been hundreds of major employers who have introduced telework but none to date (01 May 2004) with the same commitment to intercative-video-communications between the teleworkers and from the dispersed (teleworkers) to the core (at head office) teams.
10.2 Build up a daily routine of contacts, particularly between teleworkers and their managers. These could include:
a) Logging on at start - voice communication
b) Logging off at end - voice communication
c) Manager calling in once at random
d) Teleworker calling in at lunchbreak
e) Teleworker transmitting work daily by fax or E-Mail or Post.
f) Teleworkers schedule to speak to each other - one call per day minimum
g) Core Team colleague calling Teleworker schedule - one call per day minimum
Other times
h) Calling in sick
i) Calling in for emergencies
Face to Face
k) Attending central office - once a week or fortnight including training.
l) Managers visits to the remote office.
m) Colleagues visits to the remote office.
n) Customers/Suppliers visits to the remote office.
o) Service engineers visits to the remote office.
Plan the above schedules with the proposed teleworkers with the objectives of:
i) avoiding isolation
ii) supplying information
iii) providing expertise
iv) maintaining corporate identity.
10.3 Security and confidentiality
A vital issue for some teleworked tasks which requires planning. Consult your security manager.
Matters to consider include:
a) Use and control of Corporate printed stationery.
b) Use and control of Corporate files and information both paper and electronic
c) Security of transmissions - scramblers
d) Access to central computers
e) Access to Corporate networks
f) Introduction of computer viruses via unauthorised discs - check where all discs come from.
g) System failure back-up; Stand-by equipment, Postal and Courier services.
h) Desk-Top security. Protecting documents and screens from casual callers.
i) Fire security. Fire proof cabinets and safes and procedures to use them.
j) Waste disposal procedures for paper and computer discs.
k) Casual gossip. The lunchtime pub syndrome.
l) Family forgetfulness. Careless remarks to 3rd parties.
m) Papers and computer discs in cars.
n) Burglary - secure windows etc.
o) Holiday periods - store sensitive papers and discs at head office.
Proper procedures will deal with the above. Initially reminder calls may be required at the end of each working day to ensure that papers and discs have been put away securely.
10.4 Security issues for the teleworker and family include:
a) Use of equipment by family, friends and neighbours is an obvious security risk. Most organisations forbid 3rd party use but where there is no perceptible security problem SW2000 recommend charging 3rd parties at office bureau rates.
Decide who retains any proceeds from such charges.
b) Electrical equipment, which today includes most desk top machines including sophisticated telephones, must be secure from children and pets to avoid accidents to either the people and pets or to the equipment. Ensure good wire management and consider lockable storage. Install away from water supplies.
One of the major benefits to employers from teleworking is the generally reported increase in production of deliverables. However, there are reports of productivity dives/decreases from new teleworkers. Such dives in output are more likely where the teleworker requires long periods of uninterrupted concentration to deliver results at long intervals of time.
11.1 Make targets with and for all teleworkers of all grades:
a) Ensure the communication schedules are operated.
b) In the first period (three months) ensure that daily or twice daily reports are made by the teleworkers until good habits are established.
c) Work-in-Progress. For long time duration reports, ensure that "looking over the shoulder" conditions which exist in central offices, are maintained. E-Mail or Fax makes interim reporting simple and inexpensive.
d) Encourage teleworkers to report at draft stages without extensive (time consuming) editing. This is initially difficult for most teleworkers who would not usually submit a rough draft to a manager. The objective is for the manager to see that work is proceeding and not to prematurely criticise the work.
e) Punctuality problems, disorientation and depression can afflict some new teleworkers, contributing to productivity dives. Managers should increase communications until normal working is achieved. The first 30 working days are the most crucial for establishing good working practices.
f) If normal output is not established within 30 working days it is likely that the individual is not suitable for teleworking; or, less likely, that the work is not suitable.
g) The majority of teleworkers do increase output of deliverables which, when multiplied by the lower costs of employment which can accompany teleworking, gives a productivity increase which can be calculated. (See 2.19 for example). Such calculations may be complex and should take into account factors such as the re-use of central office space, longer periods between company car renewals, depreciation of equipment - compared to central office equipment, and the employers contributions to commuting.
h) It is reasonable to expect an increase in deliverables of circa 20% after the settling in period (say 30 working days) has elapsed. This can only be measured if measurements have been made prior to the project commencing, to give a base line.(see Section 2.18 above)
SW2000 design customised forms to assist the measurement of changes in deliverables and employment costs per unit of deliverables to give productivity measurements.
The point at which team members cease to commute normally and stay at home to work is potentially disruptive both to the new teleworkers, their households and to their immediate colleagues and the Core Team. Publish the dates of change well in advance and include:
a) Date/s of Commencement
b) Numbers involved
c) Departments affected - names
d) Equipment to be relocated
e) Home Contact Numbers, addresses
f) Dates when teleworkers will attend central office
g) Pilot Project review dates
h) Possible date of return to Core Team
12.1 Inform reception and switchboard operators of the new locations and establish procedures for switching calls and post.
Dislocations and misunderstandings may arise between the Core Team who remain at central office and the Dispersed Team who start to work from remote locations.
13.1 Teams Workshop
To help dispel negative reactions from both teams, whose future co-operation is vital to the success of the experiment, hold a workshop and include the following on the agenda:
a) Published Dates (see 12 above)
b) Equipment provided and usage
c) Targeted productivity improvements
d) Daily Communications Diary
e) Attendances at central office
f) Core Team (head office employees) visits to teleworkers
g) Travelling allowances
h) Home expenses allowances
i) Training opportunities
j) Promotion procedures
k) Right to return to Core Team
l) Expectations for the pilot project
It is beyond the scope of this check list to give advice on training procedures, SW2000 have a fully developed training package with published bullet point sheets for teleworking programmes. Managers should ensure:
a) Teleworkers have considered the changes to their life style.
b) Teleworkers are able to use the equipment provided.
c) Teleworkers are clear as to the deliverables required of them.
d) Teleworkers have consulted their families or households and have negotiated space and working conditions with them or have properly negotiated use of a local telecentre.
e) Teleworkers are prepared for the psychological impact of the change.
f) Teleworkers have considered the leisure and other benefits of the change and have made plans to use the "spare" time.
Members of ITAC, International Telework Association and Council, Washington DC; Members of WISE, Work Information Society & Employment, Vienna and individual experts such as Pauline Hodson, Marital Psychotherapist, Oxford and Tavistock Institute of Marital Studies have advised and written on this subject.
It is beyond the scope of this check-list to advise on training managers of dispersed teams. A training programme is available from SW2000. The following observations may be useful:
a) The managers may themselves work from home or local centres or may work at the central office.
b) In either case the managers are the vital link between the core (at head office) and the dispersed (the teleworkers) teams.
c) Most teleworked organisations focus on deliverables to judge the value of teleworking but initially the managers need to apply precisely the same criteria as pertain in the central office.
d) Managers should visit teleworkers at their remote offices as regularly as economics allow and recognise that when visiting they are in the difficult position of being both guests and managers, usually in the home of a teleworker. It may be politic to reserve disciplinary matters to the days when the teleworker visits central office.
e) All homes are different. Variations from what is "normal" should not cloud the managers' judgement of a teleworker's suitability or ability. Managers should not show surprise at, comment on or gossip about domestic arrangements.
The most tangible evidence of commitment to the pilot project is the supply by the employer and the acceptance by the employee of the office equipment. Ensure the equipment to be delivered is as planned - otherwise it may not fit the home office. (see Section 6 above)
16.1 Allow four weeks prior to Commencement Date to ensure the equipment is properly and safely connected.
16.2 Test the equipment on the installation day and on two subsequent separate occasions by allowing the teleworker time at home to transmit work from and to:
a) Central Office
b) Other teleworkers (if networked)
c) Plug into data bases
16.3 Make an inventory of the equipment, signed by the teleworker. Establish procedures to replace or recover the equipment (see legal contract at 8 above).
16.4 Establish legal title and if leased, advise the owners of the new location.
16.5 Visit to ensure efficient office layout and wire management.
16.6 Ensure that a stationery pack has been delivered.
16.7 Organise a maintenance programme List contacts for engineers and procedures in case of equipment failure. Spare back-up equipment may be required.
16.8 Check security and safety issues (see Section 10.3 above). Fire, confidentiality, theft, water, neighbours, pets and children.
The pilot project must be closely monitored for evaluation purposes. (See Section 2 above)
17.1 Monitor Dispersed personnel
a) Ensure the Daily Communications schedule is followed.
b) Create forms to log the incoming deliverables from each teleworker and compare with equivalent Core Team group.
i) Units delivered
ii) Days/hours sick
iii) Days/hours lost
c) Create forms to log the employment costs including all expenses allowances and compare to equivalent cost in Core Team including central office overheads.
d) Create forms to log monthly reaction of new teleworkers to their work style:
i) Do they enjoy it
ii) Are they more productive
iii) Are they saving costs or not
iv) What problems do they have
17.2 Monitor Core Team control group.
Create reports to gauge the changing attitudes of the Core Team month by month to include:
a) Do they work efficiently with the dispersed team
b) Do they think the teleworkers are producing more/less work or results and by what percentage
c) Would they like to telework if the pilot project were to be extended permanently
It is useful to obtain feedback from the households of pilot project teleworkers at the halfway or two-thirds point in the year. This can be achieved either by a detailed questionnaire or by workshops. The agenda, addressed to all members of the household, could include:
a) Do they enjoy the new regime
b) What problems do they experience
c) Do they benefit from the teleworker's increased leisure and family time saved by reduced commuting
d) Do they resent/welcome business visitors
e) Do they benefit from the home office equipment (unless it is high security work it is unrealistic to assume that the equipment will not be used by some families)
f) Do they support the teleworker by assisting with work tasks
g) What is their impression of what the neighbours think
h) Has it increased household costs
Create quarterly reports to review the teleworkers skills and compare to the equivalent group in the Core Team. Ensure that teleworkers obtain the same training as Core Team members and check whether teleworkers require additional training on equipment.
19.1 Multi-Skilled Teleworkers:
A benefit of teleworking may be the growth of multi-skilled personnel as they are obliged to be more self-sufficient at home or telecentre than at central office. Check the growth of skills and for its corollary - spending excessive time on trivial tasks. Teleworkers can become poor delegators.
Are they delegating appropriately?
19.2 The Invisible Workforce:
One of the major anxieties of teleworkers is that of being sidelined or forgotten by the central office team. This can be a real problem once they become "invisible workers" as the tradition of turning up for work and joining the team is very powerful. Review teleworkers training and promotion opportunities to restore the balance and create a quarterly report to ensure this is done.
NB. Lombard North Central (a London UK bank) promoted two out of ten of the first teleworkers. The promoted individuals continued working at home, demonstrating that teleworkers were not overlooked or forgotten.
19.3 Central Office Attendances:
The invisible worker problem underlines the need to have the teleworkers attend central office regularly; though a proportion will object to the journey as being not valuable. Check attendances and maintain a record.
20.1 The evaluations include:
a) Financial or direct costs and benefits.
b) Productivity.
c) Corporate Identity.
20.2 The next steps options include:
a) Stopping the project
b) Expanding the project locally
c) Applying the project nationally
d) Carrying out a Telework-Audit (see 1.4.a above)
SW2000 DESIGNS FORMS for tasks such as measuring and monitoring.
As a teleworking researcher and publisher SW2000 co-operates
with experts in telecommunications, commuting systems, employment law, office
security, personnel selection, personnel training, marriage and family
psychologists, office design, furniture and equipment suppliers; and with
Teleworking and Telecommuting consultants, advisors and academics both in the
Contact : Noel Hodson, Director, SW2000 Teleworking Studies.
14 Brookside, OXFORD OX3 7PJ, UK
Tel +44(0)1865 760994
Fax +44(0)1865 764520
Email: firstname.lastname@example.com
WEB: www.noelhodson.com


text:
Alex Isaiev of OSA DS thinks AI can change retail, for good: "empowering smart consumers, providing them with the possibility to make conscious and educated purchase decisions, while revolutionising retail itself"
Alex Isaiev is co-founder and CEO of OSA Decentralized, an AI-driven big data platform with blockchain functionality. He explains that his company "provides services for consumer product consumers, retailers and manufacturers in real-time, improving inefficient processes in retail, and solving a major problem woth global retail – product availability, which is costing businesses $400B a year. An AI engine analyzes big data from more than 100 sources in real time, finds uncertain dependencies, recognises anomalies and manages actions to improve inefficiencies at the store and supply chain. OSA DC also creates a Global Product catalog, enriched by ingredients data, an image recognition model and product ratings. Important data is secured by blockchain. Decentralized processes are managed by smart contracts. OSA DC has started development of AI-driven digital assistant for Consumers and Business. Key stakeholders get the following benefits:
Who are your biggest influences?
My biggest influence come from: Consumers, AI and Mother Earth. We are all consumers. Our children, our Families, our friends. All of them – all of us – are consumers.
What is your professional vision?
"Decentralized AI-driven digital assistant, powered by smart contracts and based on blockchain. We call it Responsible AI. We bring retail 3.0: empowering smart consumers, providing them with the possibility to make conscious and educated purchase decisions, while revolutionizing retail itself through AI, big data and blockchain technologies.
We will combine consumption data with health care data and create Responsible AI which will find the
causes of thousands of diseases. Then OSA AI will prescribe a personalized diet for consumers in order to keep them healthy.
Today, consumer product retail is like the Internet without Google and Booking.com. We are creating a retail Google to help find products, and a retail booking.com to find ratings for those products.
How do you keep up with new technologies and innovation?
We permanently improve our AI engine, as well as big data platform. Our data scientists periodically work at the stores or warehouses, in order to get the best business understanding, and have the business people study machine learning. We engaged into our board one of the leading brains in AI form Carnegie Menlo University, NY University, Caltech, and Oregon University to further develop sophisticated solutions. We are opening a Data Science laboratories managed by our AI advisory board to develop new ML language (to be Based in Moscow-Kiev), Text Mining and NLP (St. Pete) and Responsible AI (California).
How do you solve common problems in your field?
Increase sales by improving product availability on store-shelves in real time. The process is: collect big data – clean data – enrich data – analyze data – create AI engine – find anomalies – prescribe actions in retail – control actions – improve situation.
What's the best advice you ever received?
It was in one of Brian Tracy's books: "All is temporary. All things will disappear. And one thing will stay. This is the thing which was done with LOVE." And our mantra is: "AVANTI CON AMORE" (GO FORWARD WITH LOVE.)
What is still your biggest challenge?
My personal challenge and our company's challenge is to keep focus on ONE THING. We have found the gold in real time analytics, as well as build the skills to pass Death Valley (distance between genius Data Scientist and real business to create applicable solution). This gives us capability to create solutions for many issues in consumer product retail and it's hard to stay focused on our core mission.
What surprising lessons have you learned along the way?
A) Genius data scientist is not equal to applicable solution
B) Flat structure does not work for all high performing people. We are building a flat structure in the company (no presidents, no directors). When we announced that, most of our employees were glad to hear that. But practice showed that a minority is ready to perform well in flat structure. It requires a high level of consciousness of all employees, high level of self-motivation. And to build a flat structure takes lot of effort from my side, and requires considerable time.
C) Strategic plans and long-term planning died in our days. Agile supported by intuition, drives success. We are living in very fast changing environment.
Where do you see the future of your field, and yourself in it?
AI and decentralization are two forces which will drive a huge, worldwide revolution. We are at an early stage of this wave, and it will take many years to change our lives dramatically. AI creates big value for humanity, and will allow to build societies with unconditional income. Decentralization will create an imminent power by uniting people, companies, and consumers. This power is much stronger than any existing big corporation. We have two missions (same as my personal ones): To create a responsible AI, which cares about the planet and consumers' health, and shares the value in a positive way; and to combine the consumption data with health care data, then use responsible AI to find uncertain dependencies which were not known before, which in turn will help us provide a prescription for each individual consumer to care for their health and quality and longevity of life.
What's next for you?
Decentralization. We are turning our existing big data platform into a decentralized solution to unite various parties around the globe which are currently disconnected – data providers, data scientists, IT developers, computation power providers, consumers, manufacturers, and others. We do that by uniting the forces of great minds around the planet, to unite billions of consumers to create consumer power, to empower a smart consumer.
Please fill in the blank: The Future of Retail Design Is ….
Current retail has no future. Now is the time of platforms (Amazon, Alibaba, etc.) The future method of consumption needs satisfaction – a personal digital assistant powered by AI. We call it cross-platform AI.

subset: commoncrawl


text:
The jumbotrons at the famed peristyle end of the Los Angeles Memorial Coliseum said it all Sunday as the Los Angeles Rams and Washington thrashed below to what eventually would be a 27-20 Washington victory.
In blue shading to purple, the big sign to the left of the cauldron read, "The Games are Back." To the right, purple back to blue, "LA 2028."
With International Olympic Committee president Thomas Bach, LA mayor Eric Garcetti and LA 2028 chairman Casey Wasserman looking on, Rafer Johnson — the Rome 1960 decathlon champion who so memorably lit the cauldron at the 1984 Games — lit the cauldron again.
The Games are back.
Paris will stage the 2024 Games and Los Angeles 2028. Last Wednesday, at an assembly in Lima, Peru, the IOC ratified this historic double allocation.
In keeping with the approach that brought the Summer Games back to the United States for the first time in a generation, since Atlanta in 1996, Sunday's moments at the Coliseum were — yet again — low-key and marked not by any of the excess, entitlement or pomposity too often associated with the Olympic scene but by a genuine display of what the Olympics, and indeed the broader movement, is supposed to be about:
Friendship, excellence and respect.
Plus, and this cannot be stressed enough, especially from and for Americans, and from and for Americans especially now: humility.
It has been a long road since Oct. 2, 2009, when Chicago got kicked to the curb in the race for the 2016 Games. Since then, the U.S. Olympic Committee, under the leadership of chief executive officer Scott Blackmun and chairman Larry Probst, have worked tirelessly to repair relationships, stressing that the United States of America has perhaps a unique role to play within the Olympic movement but that role is not only best but most appropriately exercised with humility.
At the session in Lima, results:
Beyond the LA28 decision, Anita DeFrantz of Los Angeles was elected an IOC vice president and Angela Ruggiero, the U.S. women's hockey star who is chair of the IOC athletes' commission, was appointed to the IOC ethics commission.
Is everything perfect? Hardly. If Los Angeles had run in a straight-up contest against Paris for 2024, it's highly uncertain who would have won — global politics being what they are, and the president of the United States being who he is.
Even so, considerable progress has been achieved since 2009, and a lot of it is due to the people in place now, with Garcetti and Wasserman setting the tone, too, and to one over-arching concept:
The Games are back.
Kudos are due here for Sunday's Coliseum event not just to the Olympic people, local and international, and Garcetti's events and communications teams but, as well, to the LA Rams. Anyone who has been around the NFL for more than a moment understands, and well, that the league can sometimes be, ah, overbearing. Not Sunday.
Credit from the top down to the Rams, who themselves are only in their second season being back in LA, facing competition this season from the Chargers and are themselves working at a strategy they have dubbed "My City, My Team, My Rams": chief operating officer Kevin Demoff, vice president of strategy Dan August, Joanna Hunter in corporate communications.
Also, this: security was appropriately measured and discreet.
At one point Sunday on the walkway just outside the Coliseum's famed peristyle end, two empty beer carts had to be moved slightly out of the way so that the angles could be better for a few photographers. The mayor — who wore an LA28 t-shirt and sneakers — moved the beer carts.
Not gratuitously. Not seeking attention. Just — the mayor, being an ordinary human being and seeing no reason to ask anyone else because he was there and could do it himself, moved the beer carts.
Earlier, Bach and Johnson ambled along the peristyle walkway, two Olympic champions, arms around each other's shoulders. Bach is a gold-medalist fencer from the Montreal Olympics.
A few moments later, so, too, with DeFrantz.
At one point, as Bach was ambling outside the peristyle walkway, moving along the plaques on the stadium wall, two 12-year-old girls, trembling maybe just a little bit, stopped to ask if they could talk and take a picture.
Of course, the IOC president said. This is what I'm here for.
Tara O'Brien is 12 and lives in Los Angeles' Hancock Park neighborhood; her BFF, Alex Torres, is also 12 and lives in Studio City. Both girls are seventh-graders at Immaculate Heart middle school in Los Feliz.
Tara wants to do triathlon. Alex likes soccer, and her favorite players are Lionel Messi and, of course, Alex Morgan.
You're a perfect age for the 2028 Olympics, Bach told the girls. Keep trying hard.
To Tara, he also said, triathletes are the queens and kings of the Games.
Then he gave both girls a fist-bump.
He posed for cellphone pictures.
Who took one of the snaps? The mayor. Really -- it was that California mellow all around.
"It was really cool," Tara said.
Alex added, "I was very excited," adding with a nod toward 2028, "Like, my parents are already saying they want to buy tickets!"


text: The Talbots tlb is tumbling $1.26, or 4 percent, to $30.25, after the Hingham, Mass., women's apparel retailer reported August same-store sales fell 4.1 percent. Total sales for the four weeks ended August 31 rose 1 percent to $90 million from $88.9 million in the same period a year earlier. "Our August sales trends got off to a strong start, but slowed in the middle of the month, resulting in a comparable store sales performance slightly below our expectations," said Arnold Zetcher, the company's chairman, president, and CEO, in a press release. Talbots said it remains comfortable with the current Wall Street consensus estimate for a profit of 70 cents a share in the third quarter.


text:
Ok, so we rocked the picnic last night. Let's start with dessert. Apparently, it was National S'mores Day. Who makes this stuff up? Is it bloggers? The marshmallow council? Kraft? Anyway, it just so happened that as I was grocery shopping, I spotted a jar of mini marshmallows on the top shelf of the baking aisle. I don't mean the usual mini marshmallows, I mean the kind you find in packets of hot cocoa – the really tiny, crunchy marshmallows. This, my friends, is why Pinterest is so awesome. I remembered at that moment this pin from almost a year ago. And I MADE IT. I can tell you that my kids were the most popular at the symphony last night, hands down. Treats make great friends.
Let's move on to the main event, shall we? Last night's picnic was attended by the store bought rotisserie chicken (let's not get crazy making our own, right?), fresh figs, herbed chèvre, baguette, sausage stuffed mushrooms, fresh green beans, and a beet and potato tart. It was a lovely picnic.
I'll admit to cheating a bit on the beet tart. First, I didn't make the crust. I just didn't have the time and I knew my family would be more open to trying a beet tart if it involved puff pastry instead of the lovely, healthier version of the crust provided in the original recipe. I am embarrassed to show you any photos of our beet tart in light of Aran's beautiful photography, so please, do me a favor and don't judge the photos but do check out Cannelle et Vanille because it is simply stunning. Aran is offering a food photography and styling workshop in September and I really want to go. You want me to go too, right? Anyone want to come with me?
Back to the tart. This beet and potato tart is a multi-step affair, but is not difficult to make. After cleaning and peeling the beets and potatoes, both are sliced and roasted in the oven with a bit of olive oil, salt, and pepper. My beets are a bit irregular in size as I used what was on hand in my garden. I highly recommend planting beets if you don't already. They are easy to grow from seed, you forget they are there, and then you have these amazingly sweet little beautifully-colored yummies when you least expect it. My husband was an avowed beet hater until we started growing our own. He had seconds of last night's tart.
While your beets roast, slice up an onion (I used a sweet onion and would do so again), some garlic, and half of a fennel bulb. Sauté your veggies with a pinch of salt until caramelized a bit, then add some balsamic vinegar. You are almost done.
The last step is to assemble the tart. Place your beets and potatoes in the bottom of a tart pan (I think you could use a skillet for this too, so long as it is oven proof), remembering that the bottom of the pan will actually be the top of your tart. Add your onion mixture over the top of your roots, then add some grated gruyère cheese on top of that. Finally, top with your defrosted, previously purchased puff pastry. Seal your pastry and give it a couple of pokes with a fork. I baked my tart for about 25-30 minutes at 400°. This is a slightly higher temperature than the original recipe, but I am at high altitude and used a different crust.
Now this last part is sort of scary. I know, I said we already did the last step but I was just kidding. Let your tart pan rest for five minutes then flip the whole thing onto a plate. I may have put just a little bit of olive oil in my tart pan with a paper towel before assembling my tart. I was scared all the same. Don't worry, it will work. If any of your beets or potatoes stick, just put them back on top of the tart – no one will ever notice.
A few final tips? The recipe calls for two potatoes and five beets. I didn't have large beets so used quite a few small ones. I wish I had used a few more. I did use three potatoes instead of two, which helped, but I would have liked the same amount of potato and still more beet. I think you could go with more than an ounce and a half of cheese also, but I'm of the more is more school when it comes to cheese. My tart pan was a 9" square. If you are using something bigger, adjust accordingly.
Oh, and the stuffed mushrooms? I totally forgot about those. I don't actually like mushrooms, but we had the goods in the kitchen, so I made them anyway. They were gone in a flash. If you like stuffed mushrooms, try Ina Garten's recipe with no changes. I'll admit that even though I don't like mushrooms, this stuffing is really tasty. This is a perfect picnic food or appetizer for a dinner party or Christmas or whatever. I always have leftover stuffing when I make these. I bet it would be wonderful in some of that leftover puff pastry from your beet tart.


text:
As the following charts reveal, these downloads have been heavily concentrated around a few key App Store categories, including Games, Utilities, and Lifestyle. In addition to this, we've put together top 10 rankings of the most downloaded free and paid ARKit-only apps and games, along with the highest grossing offerings so far in this growing space."
Source: SensorTower, 28th March 2018


text:
Learning Technologist (Multimedia)
- Employer
- CPA Ontario
- Location
- Downtown Toronto
- Salary
- Annual salary + benefits and pension
- Posted
- November 27, 2018
- Closes
- January 26, 2019
- Sector
- Business / Professional Services, Educational Institutions and Services - Post-Secondary, Not-For-Profit, Other, Regulatory Agency
- Function
- Learning & Development
- Job Level
- Generalist, Specialist, Business Partner, Consultant, Recruiter, Interviewer, Professional
- Employment Type
- Permanent
- Hours
- Full time
- Designations Required/Preferred
- None
About the Chartered Professional Accountants of Ontario
We protect the public. We advance our profession. We guide our CPAs. We ensure that our 90,000 members and 21,000 students meet the highest standards of integrity and expertise. We help them stay ahead of global market trends and abreast of regulatory change. CPAs represent a globally recognized, premium designation. Our Chartered Professional Accountants are valued by organizations in all industries for their financial expertise, strategic thinking, management skills and leadership. cpaontario.ca.
Position Description:
CPA Ontario is currently in search of a Learning Technologist (Multimedia) to conceptualize, direct, shoot, edit videos and create other digital learning products to tell powerful stories that create engaging continuing education and professional development experiences. The Learning Technologist will be responsible for capturing and packaging content in a compelling manner for micro-learning, eLearning and other digital learning efforts. Demonstrated creativity is critical for this role.
Major Responsibilities:
- Leverage video-production and multimedia skills to develop engaging microlearning, longer-format videos and other educational products.
- Develop animations and graphics to add visual interest to video footage.
- Set up and usage of professional video equipment, including cameras, green screen, microphones and lighting.
- Coordinate all video shoot-related logistic.
- Plan studio and field productions.
- Execute post-production activities including editing and video compression for multiple delivery platforms.
- Develop learning podcasts, videos, webinars, mobile learning, gaming and, virtual classroom using collaborative technologies, social learning technologies, and other digital learning solutions.
- Provide expertise and consultative support to peers in the development of eLearning, podcasts, webinars, and other digital learning solutions.
Qualification Requirements:
- Post-secondary diploma, degree or certificate, preferably in multi-media related field, education technology, graphic design or a related field.
- A minimum of 6 years' experience utilizing multimedia and communication technologies in developing and deploying learning solutions in a demanding fast-paced environment working on multiple priorities simultaneously.
- Previous experience in a learning function or team, partnering with designers.
- Experience with Learning and Content Management Systems, PC, Mac, and mobile platforms.
- Experience with Photoshop, Illustrator, and other tools within the Adobe Creative Suite.
- Proficiency in using tools such as Articulate, Captivate, and Lectora to develop learning based on design inputs a strong asset.
- Awareness of learning design principles, including user interface and user experience design an asset.
- Working knowledge of Adobe Suite (InDesign, Illustrator, Photoshop, Audition, Media Encoder); Lightroom, Premiere, Final Cut Pro X.
- Strong portfolio of multimedia and educational products.
We thank all candidates for their interest, however, only those being considered for further screening or an interview will be contacted.
CPA Ontario is an inclusive employer. Accommodation is available under the Ontario Human Rights Code. If you require a disability-related accommodation in order to participate in the recruitment process, please email email@example.com with "Accommodation Required" in the subject line to provide your contact information. Recruitment Services staff will contact you within 48 hours.
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text: Unfinished "The Kill" Sketch March 31, 2010 / Kevin Mellon Too many things wrong with this one to keep going... had to just ditch out. Was just way off my shit when working on this one. Ah well. Done in Sketchbook Pro. \m/ 0 Likes tags / Kevin Mellon, Mellon, Sketchbook Pro, art, comics, desk shot, digital art, drawing, graphic novel, process, sketch, sketchbook


text:
Matt Chandler "Can Faith Survive?"Posted: August 3, 2010 in Christian Living
Tags: apologetics, atheism, atheist, atonement, attributes of god, burial, Christ, Christ-Centered, Christian, Christianity, church, confession, creation, creator, cross, crucifixion, Death, Deity, Devotion, discernment, Divinity, Doctrine, dying, eternal life, Faith, faithfulness, false hope, fool, foolish, friends, fruit of the spirit, gentleness, God, goodness, gospel, gospel tracts, guilt, guilty, heaven, hell, holiness, Holy Spirit, hope, idolatry, Jesus, Jesus Christ, joy, judgement, judgment, justice, justification, justified, kindness, love, love of god, offense, offensive, outreach, parents, pastor, patience, peace, positive confession, Prayer, Preaching, propitiation, punishment, redeemed, redemption, religion, resurrection, risen, Salvation, saved, saviour, Scripture, self-control, self-esteem, sin, The Gospel, The Trinity, Theology, Theology and Doctrine, truth, warning, wisdom, wise, witnessing, wrath, wrath of god
tch says:
so thankful the Lord led me to the village church. the first sunday after his surgery, they ran a video of matt talking about how thankful he was that the Lord counted him worthy to go through this. that was only my 2nd visit to the church, and that was the last thing i expected to hear. i recall thinking "wow! this is what true faith looks like. i want that."


text:
Okay, something a little personal here. I intend to comment on the coming Sunday's (4 October / Lectionary 27 in Year B under the Revised Common Lectionary) because I think Jesus has some important things to say about marriage — and the authority of the church. But that can wait.
It shouldn't be any news to readers of this blog that Jennifer and I have been in a bad way for much of the last two years. I have been completely unable to find work, and for part of this time, I was in the Evangelical Lutheran Church in America's call process — until they tossed me out because of I wrote about myself in my book, The Love That Matters: Meeting Jesus in the Midst of Terror and Death. Too much of sinner, and because of that, too great a liability, apparently.
Because of my inability to find work (Jennifer hasn't found work either, mostly because her dyslexia limits what she can do), we've been utterly dependent on the goodwill of family, friends, and complete strangers (you know who you are). Otherwise, we'd be destitute and homeless.
What I know is this. No one will hire me to write or edit. Even though I can write — I think my book and this blog prove that — my clips are all nearly a decade old, and that puts me out of the running for even the most entry-level reporting and editing work (according to the few editors who bothered to respond to my journalism job hunt earlier this year). And no church will call me either. In addition to whatever theological issues the more conservative churches might have with me, I am too public — and apparently too honest — in what I write. About myself.
This would be a problem I could live with if the book were selling and I had speaking engagements and could preach and sing. But the book has just sat there, an ugly rock almost no one seems interested in. It was released in January, and so far, it has no reviews outside of two or three personal blog entries. I had hoped something material, more substantial, would have come of the book, but nope.
It's the worst of all possible worlds. A very public life, with all my mistakes out there for all to see, and yet, my story has generated very little interest, and so I have absolutely no leverage with institutions.
I have a few admirers. And thank you. But you know, I think my life is more a cautionary tale — DON'T DO THIS. DON'T LIVE LIKE THIS. BECAUSE ABSOLUTELY NOTHING GOOD CAN COME OF IT. AND YOU WILL BE JUDGED HARSHLY AND WITHOUT MERCY.
But it's done. I've done it. I was called to do it. And all the wishing and hoping in the world cannot stuff it back into the bottle from whence it poured fourth. So, here I stand, I can do no other.
Where to from here? I'm looking for work. Monday, I begin the H&R Block tax preparer course, and who knows, maybe some kind of living can eked out of that. At least part of a living. I'm going to try to find some part of the administrative work of civilization — work I've long avoided because I could not live the violence needed to order the world — that I can live with. That will pay me something. That will feed ministry.
Because no one wants to pay me to write. Or preach. Or sing. That's clear.
So, Jennifer and I will start our own worshiping community. Probably not here in upstate New York, where we are currently staying with a pastor friend. This place speaks to our souls — it is lovely — but there's nothing really keeping us here.
Of late, Jennifer and I have "acquired" some kids in the Spokane area, thanks largely to the online ministry I've been doing. Spokane is also where my mother's family is from. Not that I'm close to any of them. (I'm not sure they'd know what to do with me any better than anyone else does.) One of these kids, a young woman who just aged out of foster care (I won't give her name right now), wants to be an evangelist. Her faith impresses me no end. She'd be a good partner in ministry.
It's going to be called By The Waters of Babylon, from the first line of Psalm 137, a song of lament over exile, and a reminder that we, the people of God, are not really at home in this world:
1 By the waters of Babylon,
there we sat down and wept,
when we remembered Zion.
2 On the willows there
we hung up our lyres.
3 For there our captors
required of us songs,
and our tormentors, mirth, saying,
"Sing us one of the songs of Zion
(Psalms 137:1-3 ESV)
(I wouldn't mind it so much if my captors and tormentors demanded songs of me, but alas, they don't care even THAT much. They don't so much torment as simply cast me away.)
I'm going to begin with a Bible study, and if there's enough interest, some kind of supplemental worship service. We'll start by meeting in a public place — a coffee shop, a park, or someplace like that. Worship will be liturgical, and our basic statements of faith will be the Apostles' Creed, the Nicene Creed, and Martin Luther's Small and Large catechisms.
I don't like the idea of starting a church. I want very much to be part of the church catholic and apostolic, and if someone would have me, well, I'd do that. But I cannot be faithful to who I am, and what I have been called to do — preach and teach and sing the gospel, minister to those in need, listen to the sorrow and suffering of the world and live and proclaim something of the love, hope, and promise of God in Jesus Christ — and remain in that church, which clearly doesn't know what to do with me and won't let do those things.
I take some comfort in the fact that I'm not doing a very Protestant thing — starting another church because I think I'm right and everyone else is wrong. I've long thought Protestantism has reached something of a dead end. Peter Leithart puts it best in this essay in First Things:
Protestantism has had a good run. It remade Europe and made America. It inspired global missions, soup kitchens, church plants, and colleges in the four corners of the earth. But the world and the Church have changed, and Protestantism isn't what the Church, including Protestants themselves, needs today. It's time to turn the protest against Protestantism and to envision a new way of being heirs of the Reformation, a new way that happens to conform to the original Catholic vision of the Reformers.
I like the term Evangelical Catholic, but that term comes with some very specific Lutheran baggage (at least it does for me). Leithart's phrase Reformed Catholic also strikes a chord. Both will sow some interesting confusion, and maybe that would provoke some interest. At any rate, it hardly matters. This is where we're going. I have no timetable, no plan, no funding, nothing more than a vision and another person excited to be part of this. (Well, okay, maybe until she sees the "Evangelical Catholic" part…) Anyone else out there is welcome to join. I'm not quite sure when any of this is going to happen. I could start a Bible study group tomorrow, and I just might.
Regardless, I am going to do this. And see what happens.


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Chapter 58
I am observing the situation behind a bush.
Its been several hours since we picked up the second princess. Since there is a village nearby we must be cautious.
Nearby is the village that was plagued by the dragon corpse a while ago.
It seems what the knight said was true.
"Devil of the shield Iwatani Naofumi slaughtered imperial guard knights and kidnapped the second princess while escaping. Wanted dead or alive. The prize-"
On the notice board within the village, there piece of paper that has quite a large amount of price money declared on it by the soldiers of the castle.
Is this seriously only a few hours after? They seemed too prepared for this.
I knew this was a set up since the beginning.
For some reason they also assumed I killed off those knights that I caught.
I heard it.
If you strap a bomb on yourself and charge you will go to heaven.
These guys are putting similar insane thoughts to practice.
"The Imperial guardsmen knights have memorized an image of the criminal! The Imperial guardsmen knight who brought the crystal ball to the castle also died after duty was completed."
Furthermore. It seems that a hologram of me is being projected by the crystal ball.
My face was twisted with wickedness and,I am strangling the second princess by her neck, which also appears to be bleeding.
……Is that amount of fabrication even possible?
Should I make a habit of avoiding crystal balls at all costs in the future?
Though she looks pretty healthy despite being on the verge of death……
When I look closely at the second princess's face, despite the fact that she is being strangled, her expression is more shocked than painful.
By the way, the country of Silt Welt is located south east of Shirudo Furiden which is north east of our current location.
It seems that it's for us necessary to cross two countries.
That is considerably further than before.
We will somehow have to advance without being found.
"If you see the devil that has a strange bird pulling his carriage. Contact the Country immediately."
The crystal ball then shows Firo's image, and her expression is that of a bird of prey spitting poison from the mouth.
That's good. I can use poison since they put that in the forgery.
This is going to be a problem though, since Firo is our main means of transportation.
We might have to leave Firo somewhere.
"So, Firo you understand right?"
As I finished scouting the village, I went to Firo and to let her know.
If we continue letting Firo pull the carriage to refuge she will attract a lot of attention.
If it comes down to it Firo could just abandon the carriage and run off with her superior speed.
They would have a hard time catching her but we would lose everything.
So, I have to explain the situation.
"We can't help it. Because you stand out."
In the sense that she's an unusual demon.
She is the reason I am known as the saint of the holy bird after all.
"Can't Firo just change into a different form before anything happens? Firo will work hard!"
"How are you-"
Firo's body shines and starts transforming.
She will probably pull the carriage in her human form anyway.
Her neck and feet started extending.
Firo has transformed into a normal Philo Rial that resembles an ostrich.
Well, the size is considerably bigger than average I guess.
"Can you maintain this figure?"
She nods.
"Can you only chirp in that form?"
"I see."
I guess we will be fine if she can keep this appearance.
"Firo-chan is amazing!"
The second princess's eyes sparkles as she begins playing with Firo.
This high pitched screeching is better than her toxic mouth anyway.
"When you're in that form be quiet."
My head was gripped by her foot.
Naturally since Raphtalia and Firo rarely attack me they forget that it violates the slave mark.
The demon crest appears on her chest and she rolls over in pain.
"Seriously, what is it you don't like?"
"Don't use violence on Firo-chan!"
"I didn't. The demon crest only activated because she attacked me."
Though she is still sort of cute in this form, although her communication is lacking.
But like this I don't know what Firo is saying.
It seems that this could be from my inner thoughts of "it would be nice if I had a pet that will unconditionally listen to me and not be noisy."
Firo returns to her human forms and starts whining like a child.
"It's painful!"
"You asked for it. Even you understand. Demons can't attack their masters."
The second princess is strangely worried about Firo.
Is it because they are friends?
"For the time being, I'm assuming you are fine with disguising ourselves."
Up until now we were fine staying hidden as a saint, so it should work out somehow.
"Raphtalia…… can you make yourself look a little shabby, and wear a hat?"
So like this, the princess and I hid ourselves within the carriage while the transformed Firo and disguised Raphtalia took care of passing the village.
Raphtalia meets the villager's eyes.
We pass silently.
The metal carriage passes the village as the soldiers watch.
We were halted.
I begin preparing for being found out, we should be able to deal with the people in this village.
"O-okay. What's wrong?"
"The other side of your carriage has a wing mark. It resembles the one on that devil bird……"
"N-no. I'm just a merchant.
"Hou……May I confirm what is inside?"
This is dangerous.
The soldier puts hand on the door of the carriage.
What to do. I may be fine since I am wearing common clothing and my shield is in the form of a book, but the princess will be recognized immediately.
The villager who made eye contact with Raphtalia suddenly spoke.
"What's wrong!?"
The soldier turns around to face the villager.
"I heard that someone spotted the demon of the shield a while ago over there."
The villager nods his head.
The soldier starts running towards the direction indicated by the villager.
"Over here."
The villager knocks on the carriage.
"Hurry, before it's too late."
It seems he's going to provide a hiding place for us.
What to do…… the deceived soldier will come back soon and that will be disastrous.
"Please go. I'll stall them here."
Raphtalia senses my hesitation and decides for me.
"I planned to do this since the beginning."
Is that so?
The second princess and I get off the carriage when we arrive at the house, I cover her with a mantle as the villager guides us.
"There is nothing."
"Huh? Was I wrong?"
"No, you reported as ordered and even gave details, he just got away."
"I see"
The villager finishes deceiving the solder and he checks the carriage.
"Hmmm……there are only miscellaneous goods. Is this medicine?"
"Yeah, an adventurer asked me to transport it. hahaha"
While in disguise Raphtalia answers with a wry smile.
"I see, well sorry I bothered you."
"No it's fine."
The soldier leaves to patrol somewhere else.
The villager points Raphtalia in the direction of the inn and she responds obediently.
We were peeping from the window of the private house.
I was very nervous.
That was pretty dangerous. If that villager choose not to help us there would have been an uproar.
"Saint-sama are you all right?"
"Ah yea……somehow."
"After saint-sama saved the village we noticed you were actually the Hero of the shield-sama."
"And you guys don't condemn me?"
"Condemn!? No way. The saint saved the people of this village. There is no way we will repay kindness with enmity."
"……Are we safe?"
The second princess anxiously asks.
"You're going to side with the devil?"
"We received various things from the Three Heroes church. But, the devil of the shield kindly saved us from the disaster that the god of the sword caused."
The fight here was harsh. I also learned various things from this village.
It seems that the village is still recovering from after-effects of the plague.
"Although you might be called a devil,under these circumstances we would be even worse than devils if we do not repay our favour."
The villager points at the second princess is about to ask.
"This is just a little conspiracy."
"Well it's fine if the princess went willingly."
The princess nods at the villager's words.
"Currently there are those within the country aiming for my life. The Hero of the Shield-sama saved me……"
The villager nods in understanding at the princess's answer.
"I get it. Some of us might be ungrateful though.So you should quickly escape."
"……I know."
"There is a cart in the back that is fully loaded with straw. Please hid in it, and several villagers will carry you to your companion who is at the inn."
"I am grateful."
Thanks to the villagers who carried the cart of hay and distracted the soldier, we rejoined Raphtalia.
"As I thought we are in considerable danger in this carriage. Let's ditch it for something else."
Transformed Firo informs me of her displeasure.
Her neck is shaking back and forth.
"Gue! Gue!"
"We can't help it! Do you want to be found and caught? The second princess, Mel-chan will be killed."
Firo reluctantly falls silent at the mention of the second princess's life being in danger.
It seems she has become quite an important friend for her to care this much……
"You're great, Firo. You can let go of important things for your friend."
I pat her kindly.
Even if I don't understand what she is saying, she choose correctly.
"After this is over we'll certainly take it back."
Absolutely. I understand.
"Sorry. Would you mind looking after the carriage here?"
The villager seems to understand the situation and accepts it.
"I will be very grateful."
"You've already done enough for us."
"I see. alright, second princess,come here. Change your clothes, we'll be discovered instantly with what you're wearing now."
The second princess doesn't seem very happy about the idea of wearing cheap clothing but given the situation she has no choice.
It seems that the apprentice's clothing from villager barely fits.
It's probably due to the villager having no children.
Compared to the second princess's usual clothing, now she looks like a shabby little villager.
Albeit a well-bred one since blue hair is only asserted with noble born children.
Well I can worry about that as we travel. There is no reason to discard her old clothes.
It will be a little awkward to bring it around though.
"Fill the bags with miscellaneous goods."
I put the more valuable things inside the straw cart and cover it.
Anything bulky was given to the villagers.
We should be fine going for two weeks like this. This stuff will be useful for the revival of the village.
"Alright, let's go."
We leave the village quietly and while the villagers see us off.
Well, we were still seen by another villager.
After this, our best bet would be to avoid towns and villages as much as possible.
The wagon made a rumbling sound as we began to run north east.
If possible I hope the village won't be punished for helping us.


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I'm judging the Fashionista event at the Orange County Fair Imaginology Expo for the second year in a row! K-12 Kids, check it out here: www.ocfair.com/steam/ The deadlines to enter are in March and the Expo is April 21-23 in Costa Mesa.
Back to All Events
Earlier Event: April 8Ribba Show Artisanal Craft Fair
Later Event: April 23Claremont Farmers and Artisans Market


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We wish to announce a new Price List of Pipe Restraint Product in the USA.
Over the course of the year, SIGMA has experienced several cost increases across our line of Pipe Restraint Products (PRP). These increases range from higher cost of goods driven by overseas increases in raw materials to adverse changes in currency exchange. Further, we've seen our cost of transport both from overseas and within the US climb.
SIGMA published the new Price List for PRP on our website, www.sigmaco.com, as of November 20th.
In addition, SIGMA will publish new multipliers to be applied to this Price List. SIGMA's Regional Sales Manager will provide these multipliers to you separately.
This change in Price List and Multiplier will be effective January 2, 2018.
With a new ownership and spirit at SIGMA, we will continue to strive to earn your business thru our relentless service and the total value we bring to you.


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Bob Shapero founded Acupuncture Family Health Services in 1983. He has a Bachelors degree in Philosophy from Dickinson College. He received his Masters of Acupuncture Degree form the Tai Sophia Institute and advanced degrees from the College of Traditional Chinese Medicine in England. He is National Board Certified in both acupuncture and Chinese herbal medicine. He has been a faculty member of the Tai Sophia Institute for the past 15 years. Bob has been a long time practitioner and teacher of T'ai Chi and Qigong, exercises for health and revitalization. For the past 25 years he has also designed and taught seminars in stress management and wellness to individuals and organizations.
My approach to healing is to enter into a caring and supportive partnership with you to enhance your intrinsic capacity for health and well-being in all aspects of life. This is a partnership where responsibility is shared. In deepening our understanding of how healing occurs, our relationship to symptoms and illness shifts. We begin to see how they give us important messages as to where we are most vulnerable and provide in themselves the keys to moving beyond them in achieving well-being. We become more attuned to our needs and rhythms and realize we are an interconnected whole of body/emotions/mind and spirit. We more clearly understand the internal and external factors (diet, exercise, environmental stress, attitudes, fears, worries, etc.) which contribute to our state of health. Instead of being reactive to illness, we choose to become pro-active in preventing illness and learn to manage our own health effectively.


text:
Thomas Vermaelen World Cup Jersey
Categoria:Sugerencias y soporte técnico
RIO DE JANEIRO Christian Benteke Belgium Jersey , April 16 (Xinhua) -- Usain bolt says the prospect of a landmark "triple-triple" is a motivating force as he prepares for his final Olympic Games in Rio next year.
The Jaimaican sprint legend will be aiming to repeat his 100m, 200m and 4x100m triumphs at the Beijing 2008 and London 2012 Games.
"That's one of the reasons I'm so excited," Bolt told rio2016 on Thursday. "It's going to be a big goal for me, so I need to use this season to make sure I' m on track to get here next year...the season is going well so far so I am happy and excited.
"I've got a lot of races to get into the shape that I want to be in. I have the started the season OK, I have felt OK, I have just need to be running races to get that sharpness. I am going to take my time and work my way up."
Bolt Blank Belgium Jersey , who will turn 30 on the day of the closing ceremony, said he hopes to break the 200m world record in Rio.
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Bolt is in Rio for the third edition of the Mano a Mano sprint event, which will be held at the Brazilian Jockey Club on Sunday.
On Thursday he visited a community sports centre in the Mangueira shantytown, delighting fans by competing in a sprint against local youngsters and playing the tambourine in an impromptu jam session with a samba band.
Bolt did not hide his enthusiasm at the prospect of taking part in the first Olympics in South America.
"I'm getting excited because it's next year and I know it's going to be different," he said. "A lot of people are going to be here Belgium World Cup Jerseys , a lot of different cultures mixed together, so you should go out and support different sports and just really enjoy the festivities, because I know it's going to be wonderful.
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Having already expressed his desire to watch Neymar playing with Brazil's Olympic football team in Rio, Bolt revealed his desire to watch at least two other sports.
"Definitely the swimming, I always watch swimming at the Olympics," he said. "Football too definitely, and basketball - I like watching basketball games and it's interesting to see different countries playing each other."
If you leave Madrid by car and take the highway A-1, some 100 km later you will cross the massive Somosierra mountains and reach the northern Castilian plain Zakaria Bakkali World Cup Jersey , which covers the central Iberian peninsula like the French Massif Central. Driving further north you will reach Lerma, a prototype of the typical northern Castilian town.
In the 16th and 17th centuries it had become a very important junction and market place on the commercial route from central Spain to the Castilian ports on the shore of the Bay of Biskay, from where Spain wool from merino-sheep and textiles left the country bound for central Europe; while its imports, mainly gold and silver from the Americas, came in through the Spanish southern port, Seville.
These treasures from America were the financial stream that fed the Spanish Golden Age Yannick Carrasco World Cup Jersey , which also has its own architectural exponent, the Herreriano Renaissance Style, of which Lerma is one of the best preserved. Castilians always have suffered the historic reputation of being harsh, strict and restrained, as this building style. Yet now, Castile is proud and glad to offer travellers its best in little towns like Lerma.
It is surrounded by a landscape of vineyards and soft hills crossed by the Duero and Arlanza rivers. The famous red wines of the Ribera del Duero Denomination of Origin grow here Toby Alderweireld World Cup Jersey , together with its little sister, the Ribera del Arlanza D.O.Reaching Lerma by road, you will get the view of a typical Castilian town on a hilltop squeezed around an austere church from which only the belfry may be seen among the village锟絪 ceilings.
But in this case, there is a massive building that detaches on the horizon from far away and it seems as if it has the small town in its lap: the Palace of the Duques of Lerma. History knows the famous Duke of Lerma as being the head of the Spanish King锟絪 Private Council for many years.This Palace, a quadrate with its towers presiding over one of the best Plaza Mayor or market Squares of Castile, has become one more member of the renowned Paradores hotel chain.
You will not only sleep in its luxurious rooms Thomas Vermaelen World Cup Jersey , but also inhale some of the atmosphere of the Spanish Renaissance palace of a Grandee, the elite among Spanish noblesse.Taking a chance of being in the midst of a wine growing region, you can also choose not only to visit some of the famous Bodegas wineries of the region like Vega Sicilia, but also to spend a night in the Arzuaga Bodega Hotel and Spa, another of the highlights of the region.The nearest airport lies in Madrid (170 km). You can reach Lerma by car and also by train.
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With Super Bowl 50 approaching this upcoming Sunday, the NFL has spent all season long celebrating the annual NFL Championship by reshowing every Super Bowl that has ever been played throughout time including highlights, interviews with prior players, and more.
However, the total broadcast of Super Bowl I has been practically impossible to get a hold of until now. Troy Haupt, an anesthetist from North Carolina, owns the only known recording of the Super Bowl I broadcast.
TV Networks CBS and NBC both originally broadcasted the game but did not save any of the tapes. Unfortunately, the NFL refuses to buy the tapes from Haupt and has warned him not to sell them to outside parties or else the league will pursue legal action. Haupt had offered to sell the tapes to the NFL and the league refused by counter offering him $30,000. Haupt refused and the NFL now refuses to pay him anything at all for the tapes.
CBS came to Haupt to interview him for a Super Bowl pregame segment that would have used a few minutes from the game. The company had agreed to pay him $25,000 and give him two tickets to the Super Bowl. Unfortunately, CBS pulled their agreement last minute.
According to Haupt's lawyer, Steve Harwood, the deal fell through when he was told that the NFL had ordered CBS not to pay him.
"They said they'd still put Troy on but couldn't pay," Harwood said. "After dealing with the NFL all these years, and with CBS, which screwed up, Troy said he wouldn't do it for free."
The NFL denied telling CBS not to pay Haupt. A representative from CBS said that the company chose not to do the feature because it couldn't get the appropriate clearances.
Legally, the NFL owns the content of the Super Bowl I broadcast but not the recording, which Haupt owns. If the NFL refuses to purchase the recording, Haupt cannot sell the tapes to a third party like CBS or a collector. Haupt would like to persuade the NFL to sell the tapes jointly and donate some of the proceeds to their favorite charities.
This unfortunately is unlikely to happen. The league sent a letter to Harwood stating, "Since you have already indicated that your client is exploring opportunities for exploitation of the NFL's Super Bowl I copyrighted footage with yet-unidentified parties, please be aware that any resulting copyright infringement will be considered intentional, subjecting your client and those parties to subjective relief and special damages, among other remedies."
Legally, the NFL is the only entity that can profit from the game since they have the property right.
Either way, the NFL, CBS, and NBC should have preserved a copy of this game so they could have avoided this boondoggle.


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Course Code: SEM258
Whether you have led training sessions or have never conducted training before, this is the workshop for you. This enlightening seminar places the latest trends and techniques in training at the finger-tips of persons who are looking for new, more effective approaches to learning.
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Topics covered include:
- How to Design Learning Objectives
- Preparing and making Effective Presentations
- Designing Appropriate In-Course Evaluations
- Incorporating Ice-Breakers and Closure Activities