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Movies: 'American Hustle,' 'Saving Mr. Banks' & 'The Hobbit'
Following are Susan Granger's reviews of the latest movies in area theaters:
"Some of this actually happened," reads the intro to David O. Russell's demented, audaciously amoral homage to hustlers, grifters and con artists.
Loosely inspired by the FBI's Abscam sting in the late 1970s, it revolves around Irving Rosenfield (Christian Bale) and his brazen partner/girlfriend, Sydney (Amy Adams), who are reluctantly coerced into going undercover by ambitious agent Richie DiMaso (Bradley Cooper), who has anger issues.
Their assignment is to take down charming-yet-corruptible Camden, N.J., Mayor Carmine Polito (Jeremy Renner) by tempting him with a $2 million investment from an Arab sheik (actually a Mexican/American FBI agent played by Michael Pena) that will supposedly revive Atlantic City's resort casinos.
But what they haven't banked on is how easily Rosenfield's bitter, dim-witted wife, Rosalyn (Jennifer Lawrence), could botch the entire entrapment operation, particularly when Polito's Mafia pal, Victor Tellegio (Robert De Niro), gets suspicious.
Wily director Russell ("Silver Linings Playbook") fills the screen with colorful, psycho-comic complexity. Co-writing with Eric Warren Singer ("The International"), Russell has devised a cleverly comedic, character-driven thriller, augmented in great measure by Judy Becker's dazzling production design and Danny Elfman's sound track with music supervisor Susan Jacobs.
For those looking for authenticity, the Abscam scheme actually led to the bribery convictions of seven congressmen and various government officials in 1981.
Almost unrecognizable with a pot belly and combed-over toupee, Bale embodies the sleazy dry cleaner/loan shark, a minor-league manipulator who runs an art-forgery scam on the side. As seductive Sydney, who is as fraudulent as her British Lady Edith identity, Adams epitomizes eccentricity, confidently strutting in a series of cleavage-challenging costumes designed by Michael Wilkinson.
And, as passive/aggressive Rosalyn, Lawrence proves that -- in addition to her other acting attributes -- she's a terrific screwball comedienne.
FYI: If Lawrence scores an Oscar win, she will pull off a unique coup -- winning Best Actress one year and Best Supporting Actress the following year.
On the Granger Movie Gauge of 1 to 10, "American Hustle" is a tantalizing 10. It's an unexpectedly zany crowd-pleaser that's relentlessly entertaining.
For those who wonder how movies get made, this is the untold backstory of Walt Disney's 20-year struggle to convince prim-and-proper novelist P.L. Travers to allow him to produce "Mary Poppins."
No fan of films, particularly "silly" Disney cartoons, prickly Mrs. Travers (Emma Thompson) has adamantly refused even to consider allowing Mr. Disney access to her beloved magical nanny.
But finances are running short, and she has a London home to maintain. So in 1961, she reluctantly agrees to go to Los Angeles for two weeks to discuss plans for a screen adaptation.
A culture clash commences as soon as the solicitous studio chauffeur (Paul Giamatti) meets brusque Mrs. Travers at the airport and delivers her to the posh Beverly Hills Hotel, where she's appalled to discover a Disney toy menagerie waiting in her suite. Things go from bad to worse during spoonful-of-sugar meetings with Walt (Tom Hanks), screenwriter Don DaGradi (Bradley Whitford) and the songwriting Sherman brothers (Jason Schwartzman, B.J. Novak) with irritable Travers growing more defiantly stubborn until, eventually, persuasive Walt figures out what the real problems are.
Screenwriters Kelly Marcel and Sue Smith were inspired by true events, so director John Lee Hancock ("The Blind Side," "The Rookie") inter-cuts revelatory scenes from Travers' (a.k.a. Helen Goff) formative childhood in rural Australia. It's an astute structural device that reveals young Helen's (Annie Rose) poignant devotion to her charismatic, wildly imaginative, alcoholic father (Colin Farrell), an erstwhile banker who doted on her and her sisters.
Adroit production designer Michael Corenblith not only re-creates the 1906 Outback but also Burbank's Disney Studios in the 1960s.
Exuding charm, Hanks captures folksy Walt's shrewd devotion to syrupy storytelling.
Thompson does a flat-out fabulous job, tossing off wry zingers like Bette Davis. Her timing is wonderful, her expressions priceless. And the supporting cast is terrific.
On the Granger Movie Gauge of 1 to 10, "Saving Mr. Banks" is an irresistibly enchanting, high-spirited 9 -- with whimsical glimpses of the joyous 1964 classic, for which Julie Andrews won an Oscar.
Peter Jackson begins this second installment of J.R.R. Tolkien's massive fantasy as resourceful Bilbo Baggins (Martin Freeman) continues his journey with the Wizard Gandalf the Grey (Ian McKellen) and the Thirteen Dwarves, led by Thorin Oakenshield (Richard Armitage), on their quest to steal a magical gem, the Arkenstone which will enable them to reclaim the Lonely Mountain and their lost Dwarf Kingdom of Erebor. Problem is: it's guarded by the fearsome, fire-breathing Dragon Smaug (sonorously voiced by Benedict Cumberbatch).
En route, they're attacked by Azog's vicious Orcs, befriended by shape-shifting Beorn (Mikael Persbrandt) and captured by a swarm of giant Spiders in toxic Mirkwood forest. That's all in Tolkien's text.
But screenwriters Fran Walsh, Philippa Boyens, Guillermo del Toro and Peter Jackson introduce a new character/subplot to enhance the narrative: Tauriel (Evengeline Lilly), a spunky Elf archer who flirts with hunky, handsome Dwarf Kili (Aidan Turner), igniting jealousy in Legolas (Orlando Bloom).
Middle Earth purists point out that Legolas never appeared in "The Hobbit," but his presence here is captivating, while Evangeline Lilly (familiar from TV's "Lost") bears a startling resemblance to Liv Tyler's Arwen.
Undoubtedly, the most exciting chase sequence occurs when the Dwarves escape from imprisonment by the isolationist Elves and are swept down river in barrels, battling more malicious Orcs, until they're assisted by Bard the Bowman (Luke Evans), who smuggles them into Laketown, ruled by the venal Master (Stephen Fry), before they can confront Smaug in his cavern. Meanwhile, Gandalf confers with fellow wizard Radagast (Sylvester McCoy) and Bilbo begins to realize the potential power of his gold Ring.
Biggest downside: There's little emotional involvement in this adventure, compared with "The Lord of the Rings." Heightened by 3D, Weta's CGI maintains visual continuity, highlighting Dan Hannah's dazzling production design and amplified by Howard Shore's score. Although Andy Serkis's iconic Gollum is absent, Serkis is again credited as second-unit director.
On the Granger Movie Gauge of 1 to 10, "The Hobbit: The Desolation of Smaug" is an intense, action-packed 8, predictably concluding with an exciting cliffhanger.


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Our Story
After graduating from UW-L, Justin returned to Middleton to pursue his love for coaching swimming. "I can't think of a better place to live, work and raise a family. The amenities that exist in and around Middleton are un-paralleled and I cannot imagine living anywhere else."
He coached the Cross Plains Swim Team, Middleton Master's Program and Bishops Bay Swim Teams. At the same time he began racing competitively in long course triathlon and has completed 7 Ironman distance triathlons. In 2010 he qualified for and competed in the 2011 Ironman World Championships in Kailua Kona Hawaii. Through Endurance House he began coaching aspiring age-group Triathletes.
To date, he has coached hundreds of beginner runners and Triathletes in the Endurance House running and triathlon teams and programs. He lives with his wife Corinne, daughter Jada and son Finley in Middleton and can often be found pushing a running stroller through the Pheasant Branch Conservancy.

subset: commoncrawl


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BA offers special summer fares in UAE
Dubai, April 10, 2013
British Airways has launched its latest Spring-Summer special low fares in the UAE.
Paolo De Renzis, area commercial manager, Middle East and Central Asia, said the special fares are being offered in anticipation of the strong demand from the Middle East, at a time when people are starting to organize their holidays for the year.
"The winter season was very busy for our Middle East flights this year, and we expect the summer season to be even busier. We are now operating more flights than ever from the region, and we want to help our customers to make the most of their summer by offering them competitive prices and an easy, convenient way to fly."
With special fares available to all British Airways destinations in the UK, Europe, US and Canada, travellers can explore cities such as London, Paris, New York, Chicago, Los Angeles, Toronto and Vancouver simply by booking from April 9 through April 30, for travel anytime during October 31. – TradeArabia News Service


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The Speed-Pad is offered in black, translucent colors of blue, green, yellow,
or clear. Having a choice of colors to choose from is always a hit around here.
The flip side of the other Speed-Pads is see through colors don't work with
all mice. Compad is very forth coming about this and has a compatibility list
on their site here.


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FUNKSTOWN - Low water in Antietam Creek made the progress of Saturday's Funkstown Volunteer Fire Company duck race a little slow, but it added to the drama of the fundraiser for spectators, both in and out of the water.
"This was one of our best years," said Larry Iseminger, who chaired the event.
In the past, the duck race was an every other year activity, but that all changed in 2005.
"We need the income," Iseminger said.
More than 1,750 of the small plastic numbered ducks were sold, either at $5 each or seven for $25. Assorted gifts also were given out to other winners.
Russell Donovan won the $300 grand prize with the first duck to cross the finish line just downstream from the historic stone bridge over the creek, which is closed to traffic for repairs.


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« Luján Announces 2012 Congressional Art Competition for High School Students | Main | US Senate Candidate Congressman Martin Heinrich at Pre-primary Convention »
Tuesday, March 13, 2012
US Senate Candidate Hector Balderas at DPNM Pre-primary Convention
Above video provided by Balderas for New Mexico
DFNM is starting the Democratic Pre-primary Convention coverage with spotlighting NM State Auditor Hector Balderas. Hector was escorted to the stage with his many supporters. "There were more people on the stage than in all of Wagon Mound" Hector stated to cheers.
Young and old all proudly championing their candidate. Hector Balderas is a very modest humble public servant. He has worked hard for the state to track down corruption as the State Auditor, and to help the small towns of New Mexico be accurate with their accounting. Hector's speech emphatically states that no wall street bankers have been held accountable for the crash in 2008. And if he was in office that would not be the case. He will stand up for ordinary New Mexicans, and fight for us every day.
Bald for Balderas
Below is a funny video of Brian Colon showing his commitment to Hector BALDeras. You must check this out! Brian and Hector are like blood brothers but now we can call them BALD brothers.
Last but not least is the raw video shot of the Balderas Campaign; Supporters escorting Hector to the stage, getting set on the stage and Balderas delivering his speech.
March 13, 2012 at 10:17 PM in 2012 DPNM Pre-Primary Convention, 2012 NM Senate Race, Democratic Party, Hector Balderas | Permalink


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Online auctioneer eBay has revised its privacy policy to allow the company to share customer information in the event that eBay or one of its subsidiaries merges with or is acquired by another company.
"It is possible that eBay, its subsidiaries, its joint ventures or any combination of such could merge with or be acquired by another business entity. Should such a combination occur, you should expect that eBay would share some or all of your information in order to continue to provide the service. You will receive notice of such event (to the extent it occurs)," the privacy policy now reads.
The revision, posted a week ago, would explicitly allow eBay to transfer that information and avoid the legal hassle the now-defunct Toysmart.com encountered when it tried to sell its customer list as an asset during bankruptcy proceedings last summer.
Two months ago, a federal judge ruled in favor of a deal in which Buena Vista Internet Group, a subsidiary of The Walt Disney Co., would pay Toysmart US$50,000 to destroy its customer list. Disney owned 60 percent of the bankrupt company.
Both eBay and Toysmart had agreed not to sell customer information to third parties in exchange for the right to post the Truste privacy symbol on their sites.
That promise, and Toysmart's subsequent attempt to sell the list, angered privacy groups, including Truste, and gained the attention of the US Federal Trade Commission. Both sought to block the sale.
The US House of Representatives and the Senate each recently passed similar privacy protections, and President Bush is expected to sign a final bill soon.
The legislation forbids companies from selling customers' personal information at the time of bankruptcy if they had previously promised they wouldn't do so. However, a sale or lease of the data can go through if it's consistent with preexisting company policy or if the move has come under court consideration.


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Sorry I haven't posted anything in a while.
While in Florida for my dad's funeral, we took the time to go to the ocean. I got the worst sunburn of my life. My calf on my right leg is still red and my foot is so swollen I can't put on a shoe. To top that off, my son got married on Saturday.
The ceremony was beautiful and weather cooperated. I will post a couple of pictures. I still can't believe my baby is married!
So here are a couple of pictures:
This is a picture of my son before the wedding. He was a bit nervous!
This is a picture of me with both of my children. Aren't they the most beautiful kids ever!!
I am so proud of both of them!
I am hoping to get my creative mojo back soon. I did manage to alter a container tonight, nothing fancy, but it's a start. I have had a hard time sitting here with the sunburn and swollen foot, but now that its getting better hopefully I will be able to get some things done!
I guess that's it for tonight.
Have a great night!


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HandsOn Connect
Are volunteers or employees critical to your success? We provide the best product to make it happen!
Used by hundreds of nonprofits, corporate foundations, and higher education, HandsOn Connect leverages the knowledge and experience of Points of Light, the world's largest organization dedicated to volunteer service, to provide the best product for you to be successful in engaging volunteers.
Our app brings you the most comprehensive solution available that ...
- Searches for projects by date, organization, interest, event, skill, invitations and more.
- Offers a ready-to-run, customizable website including multilingual and international capability.
- Reports and graphs to track volunteers, hours served and other metrics.
- Templated website that incorporate your logo, colors, and fonts
- Allows expansion for donor management, background checks, mass emailing and more.
- Includes extensive trainings, weekly labs, monthly releases, and highly-rated support.
- Provides smartphone and kiosk check-in tools to simplify tracking of volunteer hours.
- Equipped with widgets and distribution tools to help your projects reach a broader audience, including the world's most searched volunteering site, www.AllforGood.org.
HandsOn Connect provides you the best app for engaging volunteers, tracking hours and impact, and integrating with the Nonprofit Success Pack so that you can have that 360 degree view to help your organization make data driven decision to further your mission.
HandsOn Connect is the next-generation volunteer management solution from Points of Light Institute and Avviato. It's a full lifecycle volunteer management platform that expands your capability to manage, track and report on people, programs, trainings and volunteer opportunities in real time. It's available to any organization that wants a comprehensive data management system for volunteer engagement and project management without the need to buy and update software or hardware.


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ReviewsWhat people are saying about us
Find UsWe're at 74 Churchfield Road, West London, W3 6DH (corner of Spencer Rd)
Get In TouchWe Love to Hear From You
Vindinista is a small wine bar in Acton Central, West London, where great wines RULE! We don't take cash (we're cards only) and we don't take reservations (we're walk-in only).
Thank you! We have received your message.


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More Quotes by Sonam786
Even More Quotes
1. you are good because you think other to.. : kartikey90
2. Cause of death human: stupidity. Author: Musin Alm.. : almat
3. Cause of death human stupidity. Author: Musin Alma.. : almat
4. Success is not for the weak; not for cowards; not .. : rpntema
5. Shame on that government of the country, where the.. : almat


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TOWN are extending the contracts of Tyrone Thompson and Adnan Ahmed to the end of this season.
The 23-year-old Thompson has made just one substitute appearance since starting the first match of the season, while Ahmed featured as a sub at Rochdale.
Both have been regulars in the Reserves and Jackson believes they could push through this term.
"The pair of them are still on a learning curve, but they are keen to work and, like a lot of other players here, they've now got the opportunity to prove they are worth new contracts next season," said manager Peter Jackson before training today.
Unfortunately, Town are releasing two of the senior squad - Steve Kenworthy and Joe Washington.
The latter, however, has been unlucky with injuries all season and will be given another month of treatment at the McAlpine to get himself fit to hunt for another club.
"We wish them both the very best for the future," added Jackson.
Next story


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Good Sports Doctor or Orthopedic Surgeon (Jakarta)
Hi I am a recent arrival in Jakarta and have over time accumulated various sports injuries and need a good Sports Doctor and probably a surgeon in Jakarta.
Can anyone recommend such a person or will I have to go to Singapore?
Many thanks Kiwi Johno


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Terms and Conditions
Terms and Conditions
WOMEN LIKE ME BUSINESS CLUB: MEMBERSHIP TERMS and CONDITIONS
- Interpretation
1.1 "MEMBER" means the person or company who is named on the Women Like Me Business Club Application For Membership form and for whom, following acceptance by Women Like Me Business Club ('the Club'), the Club has agreed to provide services to, in accordance with these terms.
1.2 "MEMBERSHIP" means the period of time when a Member is contracted to the Club (minimum 12 months).
1.3 "SPECIFIED SERVICE" means the service provided by the Club and set out in the literature provided with these terms.
1.4 "CLUB" means Women Like Me Business Club
1.5 "REGISTRATION FEE" means the one-off payment made by the Member to the Club to cover yearly administration and membership costs.
1.7 "CONTRACT TERM" means the initial 12 month period from the date when the Full Member pays and completes the registration for membership form online/manually.
2 Agreement to these Terms
When applying for membership of the Club, the Member confirms that it has read and agrees to be bound by these Club Terms and Conditions. Upon membership being accepted, the Member will be provided with its own copy of the Club's Terms and Conditions and they should be retained for future reference.
3 Supply of the Specified Service
3.1 The Club shall provide the Specified Service to the Member subject to these terms.
3.2 The Club shall use its reasonable endeavours to provide the Specified Service within the advertised times.
3.3 The Club may at any time without notifying the Member make any changes to the
Specified Service which are necessary to comply with any safety or other statutory
requirements and/or which do not materially affect the nature or quality of the Specified
3.4 Any other changes or additions to the Specified Service or to these Terms will be notified to the Member in writing by the Club in advance of those changes taking place.
4 Contract Term and Payments
4.1 Membership of the Club is for an initial Contract Term of 12 months from the date of submission the application form. A one-off non-refundable Registration Fee is due on that date.
4.2 Following the expiry of the Contract Term, Member's will have the option to renew or cancel their membership.
- Warranties and Liability
5.1 The Club warrants to the Member that the Specified Service will be provided using reasonable care and skill as far as reasonably possible. Where the Club uses the service of any agent or third party (such as speakers at events) the Club does not give any warranty, guarantee or indemnity in that respect.
5.2 Except in cases of death or personal injury caused by the Club's negligence, the Club shall not be liable to the Member by reason of any representation (unless fraudulent or negligent) for any loss of profit or any indirect, special or consequential loss, damage costs, expenses or other claims (whether caused by the negligence of the Club or its agents or otherwise) which arise out of or in connection with the provision of the Specified Service and the entire liability of the Club under or in connection with the Specified Service shall not exceed twice the amount of the Club's charges for the provision of the Specified Service, except as expressly provided in these Terms. This warranty is in lieu of all other terms, conditions and warranties, expressed or implied statutory or otherwise and any other liabilities whatsoever and howsoever arising.
5.3 The Club shall not be liable to the Member or be deemed to be in breach of these Terms by reason of any delay in performing, or any failure to perform, any of the Club's obligations in relation to the Specified Service, if the delay or failure is due to any cause beyond the Club's reasonable control, and time shall not be of the essence.
6 Termination of Membership
6.1 The Member may terminate the contract by giving 3 month's written notice to the Club. However the annual Registration Fee will not be refundable.
6.2 Either party may at any time terminate the contract by immediate written notice if the other commits any material breach of these terms or goes into liquidation, becomes bankrupt, makes a voluntary arrangement with its creditors or has a receiver or administrator appointed.
6.3 Upon termination of this contract for whatever reason all sums owed by the Member to the Club shall become due and payable by the Member with immediate effect.
6.4 For the avoidance of doubt, if the Member breaches any of the terms of membership, the Membership Subscriptions Guarantee (clause 8) becomes null and void.
7 Confidentiality
7.1 To ensure confidentiality is kept, Members are advised not to share information about other members to external sources.
7.2 To keep in line with data protection the Club will not share Members information to any third party.
8 Membership Subscriptions Guarantee (Full Members Only)
8.1 The Club wishes for members to receive a return on their investment many times over through full involvement in the Specified Services, however, the Member retains responsibility for making the very most of the many opportunities membership offers.
9 General
9.1 Notices to the Club are to be sent to firstname.lastname@example.com. Notices to the Member will be sent by email to the email address on the application form, unless the Club is otherwise informed in writing.
9.2 No failure or delay by either party in exercising any of its rights under these terms shall be deemed to be a waiver of that right, and no waiver by either party of any breach of these terms by the other shall be considered as a waiver of any subsequent breach of the same or any other provision.
9.3 If any provision of these Terms is held by any court or other competent authority to be invalid or unenforceable in whole or in part, the validity of the other provisions of these Terms and the remainder of the provision in question shall not be affected.
9.4 English law shall apply to this agreement, and the parties agree to submit to the jurisdiction of the English courts.
9.5 The Registration Fee includes one member card for the name on the Application For Membership form.
9.6 Membership of the Club is corporate. All employees and representatives can enjoy the Benefits of membership, including access to the Club's website
9.7 Membership allows each member to access the club services. This access will continue whilst payments are up to date. Should payments lapse, access may be suspended. If a Member decides to cancel Membership, access will stop.
9.8 The Club understands that email marketing is a useful tool, however, members are politely asked to keep email marketing to other members to a minimum and to include an 'opt-out' facility on every email. The Club reserves the right to suspend the Member's access to the website in the event of complaints, and complaints would constitute a breach of these terms.
9.9 As a Member of the Club, the Member agrees to conduct themselves in a professional and business-like manner, treating other members with respect at all times. If the Club should receive a complaint about any Member's behaviour, it reserves the right to issue a warning or suspend membership and a refund will not be granted. Such complaints would constitute a breach of these terms.
9.10 Membership of the Club is at the sole discretion of the Club and it reserves the right to refuse membership.
- Event Cancellation Policy
10.1 Cancellation by us
Women Like Me Business Club reserves the right to modify the program of any event up to the day of the event.
If unforeseen circumstances cause Women Like Me Business Club to cancel an event, we shall inform you as soon as possible and arrange an alternative date/event in its place.
10.2 Cancellation by Members
If you wish to cancel a workshop please note the following cancellation conditions:
10.3 Paid Events:
- 48 hours or more prior to the event – 100% refund
- Less than 48 hours prior to the event -no refund
Exceptions: if you wish Women Like Me Business Club to consider exceptional circumstances, email: email@example.com.
Please note that if you have to cancel your place at one Women Like Me Business Club event, it is impossible for Women Like Me Business Club to transfer your registration to another Women Like Me member or non- member.
10.4 No Charge Events:
All events are costly to set up, even those which are 'no charge'. If you book but find you are unable to attend, please let us know within 48 hours or more. We often hold waiting lists, and someone else could attend in your place.
This policy applies unless an event has a special cancellation policy. All cancellations must be made in writing via email to: email@example.com.
Failure to inform us about a cancellation in 48 hours or more will result to a warning.
10.5 By registering to attend an event, you have confirmed that you have read and understood our cancellation policy.


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Talons fall to 1-9 with fourth straight loss
PORTLAND, Ore. — The expansion Portland Thunder posted their first home win and handed the San Antonio Talons their fourth straight loss in the game at the Moda Center.
Trailing 21-14, the Talons (1-9) missed a chance to draw even in the second quarter when defensive back Kelvin Rodgers intercepted a pass, only to have the pick negated by a penalty. The Thunder scored on the next play and the Talons never seriously challenged.
Portland quarterback Danny Southwick threw for five touchdowns and 280 yards to lead the Thunder (3-7).
San Antonio's Doug Pierce hauled in three Shane Boyd TD passes, while Joe Lopez caught his first four passes with a touchdown. Running back Mykel Benson also caught his first TD pass of the year and Brent Holmes, a former East Central High School and Texas A&M-Kingsville star, scored in the last minute in his return to the Talons' lineup.
Boyd finished the game 20 of 37 for 293 yards and three interceptions.
Notebook: The Talons were without three starting wideouts — Robert Quiroga, D.J. Stephens and PJ Berry. ... DJ Johnson had two interceptions for San Antonio. ... The Talons scored only seven points in each of the first three quarters. ... Portland posted 14 first downs in the first half to the Talons' four. ... Doug Pierce added 137 yards on six receptions for the Talons.
Next up: Talons @Philadelphia, 4 p.m. Sunday, June 1
TV/Radio: ESPNews, KZDC-AM 1250


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All products are available in any one of the Tetrad's Harris Tweed Fabrics and Hides.
The Taransay Petit Sofa is part of Tetrad's Harris Tweed Collection. This Collection incorporates Tetrad's elegant design with stunning timeless Harris Tweed fabric, made from 100% pure new wool. The upholstery has been designed to cater for the most discerning taste.
If you demand quality sofas and chairs in a sumptuous fabric then the Harris Tweed Collection is what you have been waiting for.
A classical scrolled arm sofa with a fully coil sprung fixed seat and beautiful hand studding, which will provide your family great comfort for many years to come. The Taransay Petit Sofa seats 2 comfortably and comes with 2 medium and 1 small patchwork feather filled Harris Tweed scatters.
Pictured in Bracken Herringbone Tweed and Brompton Tan Hide.
Extra Detail:
- Hardwood frame, which is glued, screwed and dowelled
- Coil sprung fixed seat
- Hand studding detail
- Superloop sprung back
- Polished turned hardwood leg
- 100% British Made
The Taransay group has 2 sizes of sofa, a gents chair, ladies chair and stool.
Feather Scatter & Cushion fillings – After use, your cushions may show signs of compression. For this reason it is recommended that cushions are "plumped" on a regular basis in order to maintain loft and appearance. It is also recommended that seat cushions where applicable are turned and alternated on a regular basis in order to minimise wear and tear.


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EYE, the color scheme to make
We will continue with the eyes, the shadows are combined heat or cold depending on skin tone, which qualify the eye with eye shadow in beige and vanilla, then apply selected keeping in mind how the eyes.
Good advice: Do not use eyeliner, because we run the risk that U.S. threats, better use a pen that is very oily, dark black, dark brown (if too blonde, the effect is the natural color and harmonious) or if your eyes spotted if eggplant colored pencil makes honey tone green.
Small Eyes Makeup Tricks
If they are small, the shadows are going to use clear eyes only alargaremos from the middle of the eye outward, two parpado and the area of lower lashes.
TIPS FOR A big eyes
If the eyes are very large can use darker shades of eyelid, the shadow of the lower eyelid of black with gray, black or brown pencil and pen charcoal and abroad.
SEPARATE EYES makeup tricks
If the eyes are carrying out very different, the dark shadow in the pelvic region of the eyes there is a closeness between the two and have a little area outside of the eye shadow.
Make-up tricks with your eyes
If on the other hand are close to each other in the pool area of the eye to run a very bright color, so that we can distinguish from optimal, dark shadow of his ever parpado apply the upper lashes and the outer region .
Current tab to be a master teacher, black, dark brown and the lower lashes to make better colorless with a mask.
We will use a binder to keep the lips all the time possible colors.
We perfilaremos outline your lips with a lip color as the one we are going to use, or simply use gloos tone and follow the trends of this season.
It gives a sophisticated touch of blusher
Blush shades of terracotta moray eels, or shades of pink or peach skin to clarify the form of a comma.
The icing on the cake
And finally we will solve with eyebrow hair fixative so that they are aligned.
Remember to use a moisturizer to put Spay divided up and leave skin radiant.


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As a big thank you to those who donate, I'm giving the following hand-drawn element pack to each person who donates $1 or more!
Thank you again for your continued support!
There is a donation button on the left hand side of this blog under my TOU's. Don't forget to check out my art at MPT!
Thursday, July 24, 2008
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Tuesday, February 8, 2011
Eastern Orangeburg County Sustainability Study
I just had a chance to meet Mr. Roger Waldon of Clarion Associates. His company is conducting a study of our area and the impact the Global Logistics Triangle and Jafza will have on our communities.
Please visit www.eastorangeburgcountyfuture.com and get involved in this study. You can help shape the future of our community in Eastern Orangeburg County.
1 comment:
Hi Ron,
I am grateful to be a part of this. I am excited about Orangeburg's future.
- May 4, 2011 at 11:32 AM
Subscribe to: Post Comments (Atom)


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Reader's Choice award winner! One woman, two men: a single summer to choose between them. Sacrificing a summer to fix her relationship with her mother and find out what's troubling her father isn't so bad...right? Wrong. Or so Samantha learns upon her return to Portland. As if family drama wasn't bad enough, first comes Noah. Then comes Jesse. Samantha is torn between the way her heart skips a beat each time Noah looks at her, and the way Jesse's touch make her yearn for more.
Buy Jesse's Brother here: http://amzn.com/B009NWWW6G
Win some great prizes by leaving a comment with your email! What could you win?
From me: a $10 Starbucks gift card.
Grand prizes:


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Integrate WordPress and Etsy: A Tutorial using the Etsy Plugin
So last night I went to another informative talk, organised by the lovely Brighton Etsy team. Speakers were photography king Lomokev (aka Kevin Meredith) and Etsy Queen Rockcake (aka Sarah Meredith). An awesome duo who really know their respective SEO stuff.
The question was raised about integrating wordpress and etsy. Well, of course my ears pricked up and I became ridiculously excited at the prospect and challenge of finding out how to integrate WordPress and Etsy.
Searching for a plugin, I stumbled across the Etsy Shop plugin by By Frédéric Sheedy and you can see the results below. It looks to be a fairly new plugin which isn't currently supported with my version of WordPress so it may not work as it should. However so far so good.
Read on, to see how I've installed it.
NB this tutorial refers to self hosted WordPress.org and not the free version WordPress.com. It is intended for users who already have some knowledge of how to install plugins.
How to Integrate WordPress and Etsy
Firstly download the WordPress Etsy Shop Plugin
Plugins>> Add New>> type Etsy shop and install the Etsy Shop plugin by Frédéric Sheedy and activate it.
Once activated in WordPress, on the Plugin's settings page, you'll be asked for an Etsy API Key. Say what??!! Here's what you need to do (instructions below each image):
Step 1.
From the WordPress Etsy Plugin Page Click "Creating A New Etsy App.
Step 2.
You'll be taken to the Etsy App Page
Enter the information similar to the image above, except with your own credentials.
Step 3.
Click 'Read Terms and Create App'. Agree to the terms and you'll be presented with your newly registered app. Copy the text next to 'Keystring' as shown in the image above.
Step 4.
Return to the WordPress Etsy Plugin page and paste the Keystring into the 'Etsy API Key' field.
Step 5.
Go to your Shop Dashboard and then go to 'Sections'.
Decide which section you want to display on your post page. Click that section. In my case I want to display my A3 Collage Illustrations. So the section ID is 15050828.
Step 6
You'll be taken to your chosen section. Look at the URL. You need your shop name and the section id number – eg 15050828.
On your wordpress post or page, enter the shortcode below:
"[ etsy-include=your-etsy-shop-name;your-etsy-shop-setion-id ]"
Where it says 'Your Etsy Shop Name' – enter your shop name!
Where it says 'Your Etsy Shop Seection ID – enter the number you copied from the section URL eg 15050828.
That's it! Seems to be displaying nicely. I'll cover the Etsy Mini Plugin in another post. Good luck and let me know how you get on with your integration of WordPress & the Etsy Plugin.
Confused about Blogging & WordPress? New for 2014, I'm offering WordPress Training Courses for Beginners. In the coming weeks, I'll be adding new dates for WordPress Training Workshops across Brighton & Sussex. Contact me for further details.


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Demand response management system is an IT solution that helps balance power supply and demand. Load and weather conditions are forecast and loaded into the software, which then calculates and manages production, and loads profiles into the database for future use. With the help of DRMS, end-users can modify their power usage pattern based on the supply of power.
The analysts forecast the demand response management system market in Latin America to grow at a CAGR of 36.46% over the period 2014-2019.
Covered in this Report
This report covers the present scenario and the growth prospects of the demand response management system market in Latin America for the period 2015-2019. To calculate the market size, the report considers revenue generated from demand response management solutions, software, tools, applications, services, support, and maintenance.
The report also presents the vendor landscape and a corresponding detailed analysis of the six major vendors in the market. It provides details of the major drivers, challenges, and trends in the market. It also provides segmentation based on solutions and end-users.
Key Countries
- Brazil
- Chile
- Colombia
Key Vendors
- EnerNOC
- Johnson Controls
- Schneider Electric
- Siemens
Purchase a copy of the report at http://www.sandlerresearch.org/purchase?rname=38967
Other Prominent Vendors
- Alstom
- Comverge
- Eaton
- Honeywell
- Opower
Market Driver
- Adoption of smart meters
Market Challenge
- Lack of understanding of benefits
Market Trend
- Increased demand for cloud-based solutions
Key Questions Answered in this Report
- What will the market size be in 2019 and what will the growth rate be?
- What are the key market trends?
- What is driving this market?
- What are the challenges to market growth?
- Who are the key vendors in this market space?
- What are the market opportunities and threats faced by the key vendors?
- What are the strengths and weaknesses of the key vendors?
For more Information on the report, inquire at http://www.sandlerresearch.org/inquire-before-buying?rname=38967
About US:Sandlerresearch.org (http://www.sandlerresearch.org/) is an online market research store for research reports on multiple industries. These reports provide market analysis, trends and opportunities and forecast about industries that helps to make a right decision for the business.


text:
2014 that is. Today is the last day of the year. It's a day where some are reflecting, some are looking forward and some are just wondering how they will get home tonight. For me, it's a little of the first two but I'll be home tonight so that last question isn't an issue.
There were lots of changes in 2014 for me. Some weren't so great. Some were AWESOME! Yes, worthy of capital letters.
As I reflect on 2014, I can easily think about some long days and nights of darkness and remember the pain. Not just remember, I can still feel it in my gut. I remember feeling hopeless at times. I remember being angry with God. I remember thinking I did not want to go on. I remember nights with little sleep and a lot of tears.
As I reflect on 2014, I realize how far I moved emotionally. From pain to joy. From despair to thanksgiving. Friends helped me through the dark days and my faith carried me too. Faith that God had something in store for me. Faith that life would get better. Psalms 27:13-14 stuff. I got a job that brought me hope. I came home and proposed to an incredible woman. I got married and went to Colorado and she went flyfishing with me. How crazy is that?
2014 was a year that taught me two things. One, life is hard. Every single day has obstacles and some of them will crush you if allowed to. Two, thankfulness is a choice requiring action. There are good things happening in life, some small and some big. The big ones are easy to figure out so it's the small ones I have to seek out daily and choose to focus on what is good.
I don't like the road I had to travel in 2014 but I am thankful for the lessons and thankful for where the road led me. That is enough. I remember the darkness and I will let that memory live so I might be able to be a light of hope for others going through darkness. At the same time, I am thankful for what the light has brought into my life and I have immense hope for what the future holds.
Grace and peace.


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The University of Virginia is, first and foremost, a public university dedicated to providing an excellent education to students from all walks of life. Thomas Jefferson, the University's founder, believed that educated citizens are the key to sustaining democracy. By training leaders and citizens and instilling in them the desire for a lifetime of learning, the University aims to prepare its graduates to meet the challenges of our time and to make positive contributions to an increasingly technological and global society. The University's central mission remains providing instruction, research, and service, including healthcare, to the citizens of the Commonwealth and the world. Our vision is to remain a national model of excellence in undergraduate learning, as well as in graduate and professional education, within a modern research university.
The University of Virginia seeks to achieve its central purpose through the pursuit of the following long-term goals:
In support of the University's mission and long-term goals, we plan to direct our resources in certain strategic directions over the next six-years. We will develop new programs and take other steps to excel as an academic and research institution; make it possible for a greater number and diversity of students to attend the university; engage public partners in our community, across the state, and around the world in the search for solutions to the most pressing needs of our time; and bolster our human and physical resources.
The University plans to continue raising its stature as a preeminent academic and research institution in the 21st century, maintaining rigorous standards of program review and accreditation, and continuously evaluating and updating the curricula and offerings of each of our ten schools. Notably, our plans to enhance research and transform the study of science, engineering, and biomedicine at the University will benefit both students and the Commonwealth. Further, by introducing new possibilities for international study, integrating community-based teaching and learning into the curriculum, and emphasizing the fine and performing arts, the University will continue to provide its graduates with a lifelong love of learning, as well as relevant preparation for leadership, service, and public engagement in a changing world.
The University has implemented, and plans to continue, a rigorous system of academic program review that consists of ongoing and rigorous peer reviews of all of the University's academic units and programs on a five-year cycle. The University's program review is designed to foster academic excellence, determine how to raise the quality of every department, and provide guidance in support of continual future improvement. Programs to be reviewed during the next six-years are listed in Part B of this Six-Year Plan.
Every ten years, the University's accreditation by the Southern Association of Colleges and Schools' Commission on Colleges is subject to review. In 2006 and 2007, the University will submit a report demonstrating its compliance with the SACS Principles of Accreditation, as well as a Quality Enhancement Plan, a carefully designed and focused course of action that addresses a well-defined topic or issue related to enhancing student learning. Site visits will take place in 2007, with the review of the application for reaffirmation to be completed in December 2007. In addition, we expect successful re-accreditation of eligible University schools and programs, as described in Part B of this Six-Year Plan.
Throughout the University, schools are evaluating the relevance of current academic programs and developing new curricula and degree programs. Some of the University's schools (Architecture, Education, and the College of Arts and Sciences) currently offer undergraduates the opportunity to complete a bachelor's degree and a master's degree in five years, providing a valuable option both to undergraduates and to the Commonwealth by compressing the usual two years required for a master's degree. Other schools also intend to begin offering similar options. For example, working together, several schools are developing a proposal for a combined B.A. and M.P.P. program in Public Policy, probably to be launched late in 2006.
The Darden School will introduce a new MBA for Executives program in mid 2006, and other professional schools at the University expect to make innovative changes to their curricula and degree offerings. The School of Continuing and Professional Studies hopes to launch by 2008 a new Master's of Professional Studies Degree in Charlottesville and Northern Virginia to serve the needs of businesses and government agencies. Important developments in the study of nursing are described later in this narrative.
Fully developing U.Va.'s potential as a nationally prominent research university requires bolstering and advancing research in all programs and at all levels of instruction. For example, at the undergraduate level, we will make independent research, pursued collaboratively with faculty mentors, a hallmark of the student experience. By taking part in the research process, undergraduates gain insights and develop critical thinking skills that cannot be found in the classroom alone.
The University's Board of Visitors has developed an aggressive five-year plan to enhance scientific research at the University and to raise the national visibility of the University as a research leader in targeted areas of science, engineering, and biomedicine. Key objectives include attracting ten world-class investigators and their research teams to develop new centers of excellence in selected fields by 2009; dramatically increasing laboratory space and enhancing infrastructure; expanding research opportunities for students and faculty; and hiring and retaining the best faculty through more competitive compensation packages and other incentives. The plan also calls for increased efforts to facilitate technology transfer, some of which are described in Part B of our Six-Year Plan. Long known for its distinguished programs in the humanities, as well as its highly ranked professional schools, the University must establish equivalent strengths in its science, engineering, and biomedical programs and do its part to advance the scientific and technological discoveries that define our times.
Substantial increases in support for graduate students during the next six-years will be essential to realizing the University's research goals. Although graduate students come to the University to continue their education and to deepen their focus in an academic discipline, they are also invaluable contributors to the intellectual life of the institution. In the sciences, engineering, and biomedicine, as well as the humanities and social sciences, graduate students help to generate new ideas and new ways of thinking that lead to innovation and original scholarship. Because they are such an invaluable catalyst for intellectual creativity, gifted graduate students are vital to attracting gifted faculty.
Undergraduate participation in research, high quality faculty, and superb graduate students are only part of the equation. Without high quality research space we cannot expand our level of research activity. We have found that our single largest impediment to recruiting and retaining world-class research faculty is the lack of appropriate space. The University strongly urges the Commonwealth to consider a partnership with its research universities in constructing new, state-of-the-art facilities that will support the expansion of research and contribute to economic development throughout the state.
Impelled by world events, rapid changes in the global marketplace, and growing student and faculty interest in world affairs, the University is embracing an international outlook in its teaching, research, and public service missions. Our faculty includes eminent authorities on world history, politics, languages, law, and culture; our physicians and engineers strive to eliminate the root causes of disease and poverty in developing countries; and our students pursue opportunities for research, education, and public service overseas. The University has the targeted goal of internationalizing the curriculum on Grounds and expanding and diversifying its programs for study abroad at both the undergraduate and graduate levels. All schools have plans to globalize their course offerings and expand their international activities; new University programs are being developed in places as distant as Tibet, Africa, Asia, and Central America. In addition, the new and well-received Diplomat Scholar Program brings international experts from Washington, D.C., to Charlottesville, where they teach one day per week at the University and mentor students interested in international careers. To advance these initiatives, as well as to respond to new regulatory requirements, the University plans to expand the capacity of its International Studies Office.
Public engagement is one of the hallmarks of the University's founding and continues to shape the intellectual development of our students today. We intend to formalize and expand our support for educational experiences that challenge students to relate what they learn in the classroom with the concerns and problems facing society today. By engaging with communities as they learn, students deepen their intellectual exploration of an academic discipline and develop a capacity for applying and testing knowledge to solve problems and improve the quality of life for all citizens.
We have made a fresh commitment to the arts at the University of Virginia, seeking to enrich the experience of students and faculty and to expand the cultural resources for the entire University and surrounding community. The process of creating art in any form entails problem solving, risk taking, and higher-order thinking. Whether they intend to pursue the arts as a career or as a way to personal fulfillment, our students will benefit enormously from our plans to expand and integrate our programs in the arts. Central to our six-year plans is the new Arts Grounds, which will encompass new, renovated, and expanded facilities for the fine and performing arts, creating a vibrant new hub of intellectual and imaginative activity near the historic heart of the University. With upgraded facilities, our arts programs will become a magnet for talent, attracting students and faculty alike. Also important are expanded performance opportunities, such as the new Cavalier Marching Band. A collaboration between the music and athletics departments, the band has generated substantial student interest and will help attract talented applicants interested in continuing their musical training at the University.
We are taking important steps to ensure that a greater number of students and a greater diversity of students will be able to benefit from the intellectual opportunities available at U.Va. Not only have we increased our enrollment projections over the next ten years, but we are also reaching out to qualified students who might not think a university education is possible. We have made a new commitment to nurturing an environment that welcomes diversity, and we are extending new transfer opportunities to community college graduates throughout the Commonwealth.
In accordance with SCHEV-approved projections, the University has committed to increase its enrollment by 1,500 over the next ten years. The growth will be targeted in areas that are consistent with long-term strategic plans for the institution and areas of importance for the Commonwealth: the physical and natural sciences; engineering; the arts; undergraduate business; and undergraduate nursing. The optimal total undergraduate growth over the ten-year period would be approximately 1,100 students, with about 700 of those in the physical and natural sciences, 200 in engineering, and 200 spread between undergraduate business, undergraduate nursing, and the fine and performing arts. The optimal capacity for the institution also includes a growth of about 400 students in the graduate programs. The growth in enrollment will require commensurate growth in funding, faculty, staff, and space, with many of the additional faculty expected to be in the sciences. Since 1998, in-state students have accounted for 67% to 68% of each entering class, and we expect this pattern to continue.
As we strive to offer a more rigorous and rewarding student experience, we are assuring affordability for all who can benefit from that experience. Over the next six-years, we plan to expand AccessUVa, our groundbreaking financial-aid program designed to reduce or even eliminate debt burdens that can prevent undergraduates from achieving their educational goals. AccessUVa is a combination of loan-free packages for low-income students, caps on need-based loans for all other students qualifying for financial aid, and a commitment to meet 100 percent of demonstrated need for all admitted undergraduates. The program not only keeps a U.Va. education affordable for the lowest income students (those with family incomes at or below 200% of the federal poverty level), but also addresses the concerns of middle-income families squeezed by the rising cost of attending the University. By limiting debt — or eliminating it altogether for students with the most need — AccessUVa offers assurances to prospective students that they can afford to attend the University. In fall 2005, the number of students at the University who qualified for loan-free support under AccessUVa rose 182 percent, to a total of 199. Also, we have begun offering full AccessUVa benefits to qualified transfer students from the Virginia Community College System; of the total number of community college students who entered U.Va. in fall 2005, thirty-three will receive benefits. By 2008-10, we intend to complete implementation of the program's final components, such as capping the amount of need-based loans offered to any student.
We are also pleased to have launched, in conjunction with SCHEV's GEAR UP initiative, the College Guide Program with a grant from the Jack Kent Cooke Foundation. Under this program, the University selects and trains approximately 20 graduating seniors to help high school students learn how to apply to college, take standardized tests, obtain financial aid, and complete other steps that often stop academically qualified students from continuing their education after high school. Although the College Guide Program is currently operating as a pilot, the University hopes to continue the program. The College Guide Program, in combination with AccessUVa, will ensure that qualified students around the state have the opportunity to obtain a college degree.
The Commission on Diversity and Equity, appointed by the President in spring 2003, has laid out a plan for breaking down walls of indifference and creating a safer and more nurturing atmosphere for all students, staff, and faculty, regardless of race, ethnicity, gender, sexual orientation, religious affiliation, or socio-economic status. Key recommendations of the Commission's work include: expanding the First-Year Experience Program to include Sustained Dialogue, an effective catalyst for opening lines of communication among racial groups; developing and maintaining student and faculty exchanges between the University of Virginia and historically black colleges and universities; bolstering peer mentorship and other assistance programs; and establishing a Community Engagement academic program. Schools within the University have also set goals related to diversity. For example, the School of Nursing intends to increase student recruitment and retention services for men and racial minorities. And the Curry School of Education will recruit greater numbers of students from low-income and ethnic minority backgrounds into both on-grounds and off-grounds programs.
As described in Part B of our Six-Year Plan, the University will implement articulation agreements with community colleges throughout the Commonwealth. We also will increase our commitment to transfer-student enrollment and, as described elsewhere in this Plan, offer qualified VCCS transfer students full AccessUVa benefits. In addition, the University, through the School of Continuing and Professional Studies (SCPS), continues to make new opportunities available to community college students. In the next two years, SCPS plans to offer the Bachelor of Interdisciplinary Studies degree throughout the Hampton Roads region and in Northern Virginia in partnership with local community colleges, expanding the program to other areas of the state in the subsequent two years, depending on market demand. Further, the School of Engineering and Applied Science will work with community colleges to ensure that their math, science, and engineering courses prepare students to make a smooth transition into the University's engineering programs.
The University of Virginia takes seriously its responsibilities to the surrounding communities, the Commonwealth, and the nation. Over the next six-years, the University plans to expand and deepen its public engagement with neighboring localities and the citizens of Virginia, building on the many programs and services it already offers. Important plans will unfold in both credit and non-credit offerings. In particular, the University will continue to expand its capacity to educate teachers, nurses, and engineers for the Commonwealth, all of which are areas of need. We will continue to help prepare Virginia's emerging leaders through the Thomas C. Sorensen Institute for Political Leadership, with programs for high school students, college undergraduates, potential political candidates, residents of the Danville-Southside region and other citizens of the Commonwealth. Below we highlight particular aspects of our extensive engagement efforts.
To help address the growing demand for nurses in the Commonwealth and nationwide, the School of Nursing expects to increase its total enrollment by at least 15% during the next six-years, producing not only more clinical nurses but also more nursing faculty. The School also plans several curricular changes in response to current nursing needs, including: implementation of a Master of Science in Nursing generalist program to prepare baccalaureate degree holders to become registered nurses; and development of a Doctor of Nursing Practice curriculum to prepare advanced practice nurses in specialty areas. The School also will launch an important career ladder program for nurses in Southside and Southwest Virginia. The Curry School of Education, in conjunction with the College of Arts and Sciences, plans to increase its production of teachers through the five-year BA/MT program, with most of this growth expected in math and science areas, where Virginia schools face the greatest shortage. The Schools of Nursing and Education are both limited by space, but hope to realize significant building expansions during the coming years.
In the next six-years, we will seek ways to build more collaborative and comprehensive relationships with community partners, focusing particularly on our desire to increase direct services to children and youth. Our public engagement with communities is critical to our institutional goal of increasing access to higher education for all children. Throughout the University, schools and departments have plans for significant outreach efforts. Through Teachers for a New Era, a national initiative funded by the Carnegie Corporation and the Ford and Annenberg Foundations, the University is developing innovative partnerships with public school systems to transform the training and support provided for new teachers, helping to ensure their success and retention in the profession. Research efforts under TNE are identifying the ways in which teacher training can have the most powerful impact on student achievement. In other areas, a proposal for a regional science education and outreach center will strengthen and expand current offerings in science, mathematics, and engineering, particularly in our work with K-12 educators and students. We are also seeking to create an Institute for Science, Technology, Engineering, and Mathematic (STEM) Education to strengthen STEM connections between Virginia's K-12 and Community College systems and the University. The School of Continuing and Professional Studies will collaborate with other schools of the University to assist K-12 educators, for example through the nanotechnology program co-delivered by the School of Engineering and Applied Science. We will continue such influential outreach projects as the Center for Politics' Youth Leadership Initiative, which develops free K-12 civic education resources and sponsors mock elections.
The Darden-Curry Partnership for Leaders in Education will continue to offer management and leadership development opportunities to public school administrators, including participants in the Virginia School Turnaround Specialist Program (VSTSP) initiated by Governor Warner. With the help of a $3 million award from Microsoft during the next five years, the VSTSP and the Darden-Curry Partnership will increase district support for the turn-around specialists and develop a national model for the turn-around specialist concept. In addition, the University overall intends to ensure, by 2008-10, that the school system of every surrounding county has in place a collaborative partnership with U.Va. to improve student achievement, upgrade the knowledge and skills of teachers and other school personnel, and strengthen leadership skills of school administrators. Although our Curry School of Education will assume primary responsibility for these partnerships, we will seek ways to engage students and faculty across the University in the improvement of K-12 education.
Our plans for advancing economic development are closely tied to our plans for enhancing research and graduate studies in science, engineering, and biomedicine, described elsewhere in this narrative, and for expanding our ventures in technology commercialization. All of these activities are overseen in a coordinated fashion by the University's Vice President for Research and Graduate Studies. Through its Virginia Gateway initiative, the University will continue to work with community partners in the areas of both technology commercialization and economic development; for example, by continuing to provide University inventors with opportunities to bring their ideas to fruition in a business incubator environment. Part B of this Six-Year Plan describes selected efforts to bolster economic development during the next six-years. Among them are: a collaboration with the Philpott Manufacturing Extension Partnership to create jobs in depressed areas of the state; an initiative with Virginia Tech, the University of North Carolina, and North Carolina State University to train the workforce for a nanotechnology corridor; and a proposed Institute for Engineering Innovation that would challenge students to link engineering discoveries with potential societal impact.
The University is eager to pursue these goals over the next six-years, but it will require additional investment in fundamental assets: a superb faculty and staff, outstanding students, and a physical infrastructure and resources that support and advance the academic enterprise. Without bolstering both our human and physical resources, the University will not be able to achieve its ambitious agenda.
The quality of our faculty is crucial to achieving the University's goals. As we seek to excel as an academic institution, we must recruit outstanding faculty and retain the excellent faculty we have. We also will sustain new efforts to further the advancement and professional development of our faculty, including the mentoring of junior faculty; workshops for faculty at all levels on teaching, research and writing; and leadership training for mid-career faculty and department chairs. We will fortify our efforts to recruit and retain diverse faculty, and continue to take part in national initiatives to encourage women to enter and stay in careers in science, technology, engineering and mathematics. Various schools have vigorous faculty recruitment and retention plans. For example, the College of Arts and Sciences intends to invest new resources in retaining the best faculty, and the Schools of Architecture, Nursing, and Engineering will all seek to increase salary levels. University-wide, we will require training for all members of search committees to improve the hiring process and help diversify the faculty.
Equally crucial to the University's future is its ability to attract and retain the best and brightest students. Our AccessUVa program, described elsewhere in this narrative, is expected to contribute significantly to our future success. To enrich the minds and lives of the excellent students who choose to attend the University, we will continue to provide programs and services that enhance the core values shaping the student experience: honor, academic rigor, self-governance, public service, diversity and multiculturalism, and health and wellness. Programs in multicultural education, leadership training for student leaders, and student wellness will receive special attention over the six-years. Our extensive attention and uncommon commitment to upholding the quality of the student experience contributes to our high level of retention, giving the University the highest graduation rate of any major public institution in the nation.
The University recognizes the essential role its many staff members perform, and seeks to provide a work environment in which human values and relationships are respected, where cultural diversity is welcomed, and where each person's worth and dignity are valued and nurtured. The University provides a wide variety of training and development opportunities to help staff develop satisfying jobs and careers; we expect to expand these efforts during the six-year period. For example, we have begun piloting a new Excellence in Supervisory Management certificate series; two other certificate programs are in the planning stages; and we plan to retool our leadership development programs. To inform University employees of the latest human resources news, information, and resources, we have recently begun publishing a bimonthly online newsletter, which will become an important communications tool in the coming years. Finally, we are working to make staff salaries and benefits more competitive over the six-year period.
We plan to maintain and improve the University's infrastructure to support our ambitious activities. Notable among the resources necessary to sustain and advance the University's mission is a system of first-rate libraries. Six-year plans for our libraries entail expansion of print and digital collections as well as enhancements to services, such as The Virtual Library of Virginia (VIVA), that benefit citizens of the Commonwealth. Further, we have recently launched a major project to develop a fully integrated student information and registration system that will improve University operations and respond to student needs.
The University will continue to make substantial investments in new buildings and renovations to uphold the quality of its academic and health-care programs. To meet strategic goals aimed at establishing new strengths, we will build the Arts Grounds, which will provide upgraded facilities for all programs in the fine and performing arts. New laboratory buildings are planned or under construction for research in the sciences, engineering, and biomedicine. New academic complexes housing classrooms, faculty offices, and common areas for students are planned for the humanities and social sciences, undergraduate business, engineering, medicine, and, as mentioned above, education and nursing. As it undertakes these construction projects, the University must maintain its 12 million square feet of existing buildings. Many are aging and in need of serious attention. A substantial number are of historical significance, including the Jeffersonian buildings and landscapes, which have been declared a World Heritage site by UNESCO. The Board of Visitors has approved a ten-year plan that calls for the reduction of the deferred maintenance backlog to an acceptable level while at the same time making sizeable annual investments in the maintenance budget so that any further accumulation of deferred maintenance can be avoided.
Critical to the University's capacity to provide a first-rate education are student support services that include but are not limited to student health services, transportation and parking, the bookstore, dining services, residence halls, and athletic and recreational opportunities. Plans are in development to add new first-year housing in order to meet expected enrollment growth as well as to replace existing housing that has reached the end of its useful life. At the start of the six-year planning period, the University will open the John Paul Jones Arena, the finest college basketball and special events arena in the country. The arena will be not only the new home of the Cavalier men's and women's basketball programs but also a multipurpose entertainment facility serving the central Virginia region. As the student population grows, many of the institution's support services will need to expand, and some will require new facilities. All will aim to deliver their services in the most cost effective manner possible.
In response to growing demands for health care, the University Medical Center has developed a strategy for continuing to deliver superior medical care to patients, while also operating competitively in the marketplace. Under this strategy, the Medical Center will provide clinical services not available elsewhere in the Commonwealth, work collaboratively with community providers (such as Riverside, Augusta, and Rockingham), as well as deliver services that are available elsewhere in a unique way. This approach will allow the Medical Center to meet the needs of the population as it ages, as well as to respond to the growing numbers of residents of Central Virginia and the Mid-Atlantic region. In addition, the Medical Center will continue its efforts to care for the underserved in such areas as Wise County and Southside.
To further these goals, we have developed a Master Facilities Site Plan that includes an addition to the University Hospital to provide new operating rooms and expanded facilities for treatment in several medical specialties. We are planning the construction of a new Clinical Cancer Center, which we hope the National Cancer Institute will designate as a Comprehensive Cancer Center (the first in Virginia). Funding to develop Medical Center facilities will come from the issuance of university general revenue bonds, operating income from the Medical Center, philanthropy, and, we hope, the Commonwealth. This funding scenario is predicated upon achieving the targeted operating margin established by the University's Board of Visitors, as well as continued full funding of the care provided by the Medical Center to medically indigent patients. During fiscal year 2004-05 over $81 million worth of care was provided to this population of patients. The facilities are projected to address a 30-year time horizon and will position the Medical Center to meet the needs of the Commonwealth into the 21st Century.
The landmark restructuring law passed this year provides new opportunities for Virginia's state colleges and universities. For the University of Virginia, restructuring is an important next step in a long commitment to public education. Our plans for the next six-years will enhance the University's ability to provide instruction and research, and to ensure that our efforts to discover and share knowledge benefit the citizens of the Commonwealth and the world. At the University of Virginia, we look forward to the future.
Continue to build socio-economic diversity of the student body through AccessUVa1, the University's new financial aid program designed to make a U.Va. education affordable.
Meet enrollment goal for low income undergraduate students in 2007-08: 900 (+/- 5%), up from 800 enrolled in 2004-05.
Provide college advising services to high school students for whom college may seem out of reach through College Guide program sponsored by the Jack Kent Cooke Foundation and SCHEV/Gear-Up, which places recent U.Va. graduates trained to assist with admission, financial aid, and scholarship applications in selected public secondary institutions with low college matriculation rates throughout the Commonwealth.
Participate in SCHEV Commonwealth College Course Collaborative enabling high school seniors to receive college credit for work completed during high school.
Work with SCHEV on transfer coordination from the VCCS through participation in the State Transfer Committee and other means.
Increase the number of professional development and personal enrichment courses, certificates, and travel learning programs for lifelong learners, offered primarily through the School of Continuing and Professional Studies (SCPS).2
Meet SCHEV-approved enrollment projections. Current projected total on- and off-campus fall headcount enrollment for 2007-08: 23,782 (+/- 5%).
In light of growth in student enrollment, expand capacity of library, student affairs, and other services.
Meet SCHEV-approved degree estimates. Current total degrees projected for 2007-08: 6,144 (+/- 5%).
Implement final components of AccessUVa.
Meet enrollment goal for low income undergraduate students in 2009-10: 967 (+/- 5%).
Expand College Guide program into additional Virginia communities, seeking to meet community requests for Guides. Continue summer high school outreach component, in which 15 Gear-Up students live in university dormitories and receive intensive mentoring from College Guides.
Continue to participate in Commonwealth College Course Collaborative.
Continue to work with SCHEV on transfer coordination from the community colleges.
Continue to increase options for lifelong learners.
Continue to meet SCHEV-approved enrollment projections. Current projected total on-and off-campus fall headcount enrollment for 2009-10: 24,147 (+/- 5%).
In light of growth in student enrollment, continue to expand capacity of library, student affairs, and other services.
Continue to meet SCHEV-approved degree estimates. Current total degrees projected for 2009-10: 6,229 (+/- 5%).
Conduct comprehensive review of AccessUVa results from the first 5 to 7 years and adjust program initiatives as necessary.
Meet enrollment goal for low income undergraduate students in 2011-12: 1,033 (+/- 5%).
Assess success of College Guide program at increasing college attendance; expand program further, increasing SCHEV/Gear-Up-funded guides from 1 in 2005 to approximately 6, other guides from 13 in 2005 to approximately 20.
Continue to meet SCHEV-approved enrollment projections. Current projected total on- and off-campus fall headcount enrollment for 2011-12: 24,582 (+/- 5%).
Continue to meet SCHEV-approved degree estimates. Current total degrees projected for 2011-12: 6,367 (+/- 5%).
Fully implement 1st two phases of AccessUVa, which will mitigate impact of tuition and fee increases to students qualifying for need-based aid by offering 100% of need and replacing need-based loans with grants for low income students.
Continue implementation of 3rd phase of AccessUVa, by capping need-based loans for 1st and 2nd yr undergraduate students (in 06-07) and 1st, 2nd, and 3rd yr undergraduate students (in 07-08) at 25% of the cost of an in-state undergraduate education.
Continue education and outreach efforts to ensure students are aware of available need-based financial aid to offset impression that a U.Va. education is not affordable.
Review application and enrollment statistics, including overall number of applications, diversity of classes, academic qualifications of applicants and admitted students.
Survey admitted students who do not matriculate as to reasons for selecting another institution.
Assess participation of financial aid recipients in study abroad, internships, volunteer work, and student activities to ensure cost of education is not limiting opportunities.
Assess post-graduate choices of financial aid recipients to ensure cost of undergraduate education and resulting indebtedness is not limiting opportunities.
Continue AccessUVa.
Fully implement 3rd phase of AccessUVa to all undergraduates.
Continue outreach efforts.
Continue to assess impact of price on applications and enrollments.
Continue to assess impact of price on participation in activities during undergraduate years.
Continue to assess impact of price and indebtedness on post-graduate choices.
Maintain University commitment to offering a broad range of mission-relevant academic programs -- currently, Bachelors degrees in 48 primary disciplines, Masters degrees in 65 primary disciplines, Doctoral degrees in 56 primary disciplines, and First-Professional degrees in Law and Medicine.3
Audit programs for productivity and viability in line with SCHEV and U.Va. standards.
Consistent with university's mission, offer new programs and revise existing programs according to SCHEV and U.Va. approval processes.
Target degree offerings in shortage areas to be determined by SCHEV, for example:
- continue to increase enrollment in the BSN program;
- implement Clinical Nurse Leader MSN program;
- introduce online nursing master's program in Southside and Southwest Virginia; and
- expand BIS degree availability throughout Hampton Roads and Northern Virginia.
Maintain commitment to broad range of academic programs.
Act on results of program audits by discontinuing programs or by addressing enrollment issues.
Continue to offer new programs or revise existing programs according to SCHEV and U.Va. approval processes.
Continue to target degree offerings in shortage areas, for example:
- improve infrastructure to accommodate more course offerings in the Commonwealth Graduate Engineering Program in areas that support the needs of state and local industries; and
- begin Master's of Professional Studies degree cohorts in southwest Virginia, Richmond, Hampton Roads, and Southside Virginia.
- increase admission and enrollment of students in the five-year joint BA-MT Program in Teacher Education in areas of greatest shortages; and
- use distance learning technology to offer the BIS and MPS degree throughout the Commonwealth.
Successfully complete reaffirmation of the University's SACS accreditation, based on continuous rigorous assessment, by December 2007.
Conduct rigorous program review consisting of ongoing, peer reviews of academic units and programs on a five-year cycle. Purpose is to foster academic excellence, raise the quality of every department, and provide guidance in support of continual future improvement.
Conduct Program Review for: schools of Engineering, Commerce, and Graduate Business; and departments of Media Studies, Jewish Studies, English, ASL, Creative Writing, ROTC, American Studies, Physics, Chemistry, Mathematics, and Statistics.
Provide sufficient course availability to allow timely graduation, as measured by percent of non-transfer undergraduate degree recipients completing degree within 125% of total credits required for graduation (excluding dual degree recipients).
Assess faculty productivity through promotion and tenure processes and annual reviews for all faculty, tenured and non-tenured.
Undergo specialized re-accreditation of schools and departments, including: Urban & Environmental Planning; Curry School of Education; Clinical Psychology; Communication Disorders; Counselor Education and Supervision; School of Medicine.
Conduct Program Review for: schools of Nursing, Law, Architecture, and Education; Aging Institute; and departments of Psychology, Religious Studies, Philosophy, History, Music, Art, Drama, Astronomy, and Environmental Sciences.
Set schedule for next five-year cycle of review.
Continue providing sufficient course availability to allow timely graduation.
Continue to assess faculty productivity through promotion and tenure, annual, and post-tenure reviews.
Undergo specialized re-accreditation of schools and departments, including: School of Architecture; McIntire School of Commerce; Darden Graduate School of Business; School of Law; Continuing Medical Education.
Begin new five-year program review cycle according to schedule determined in 2008-10.
Undergo specialized re-accreditation of schools and departments, including: Landscape Architecture; Mental Health Counseling; School Counseling; School of Engineering and Applied Sciences; School of Nursing.
Maintain high graduation rates. Current 6 and 4 year graduation rates: 92% and 83%, respectively (highest of any major public institution in the nation).
Examples of activities to improve student retention:
- expand College of Arts & Sciences Advising Fellows Program for first- and second-year students;
- implement peer education programs to seek to increase the retention and graduation rates of African-American and other minority students;
- cap the maximum amount of need-based loans for eligible students, according to AccessUVa program;
-operate Hoos Getting Started, a summer bridge program for 30 AccessUVa students that seeks to provide a smooth transition into the University and increase participants' likelihood of graduating;
- develop multicultural education program to provide students with the tools they need to live and learn in a diverse community, piloting program in residential areas; and
- continue to participate in SCHEV's Impacting Persistence effort to stay abreast of student retention best practices.
Increase number of degrees conferred: Projected undergraduate degrees for 2007-08: 3,442 (+/- 5%).
Continue to maintain high graduation rates. (Goal for 6-year and 4-year graduation rates: 92% and 83% respectively.)
- continue retention-focused peer education programs;
- continue to cap loan totals;
-continue Hoos Getting Started summer bridge program; and
- ensure that appropriate residential staff-to-student ratios are maintained (1-20 in first-year area) and achieved (1-80 in upper class) to support educational program and community objectives.
Increase number of degrees conferred: Projected undergraduate degrees for 2009-10: 3,452 (+/- 5%).
Continue to maintain high graduation rates (Goal for 6-year and 4-year graduation rates: 92% and 83% respectively.)
- continue to cap loan totals;
-continue Hoos Getting Started summer bridge program; and
- continue to connect residential programs to academic life, based on premise that a key determinant of academic success is engagement in University life.
Increase number of degrees conferred: Projected undergraduate degrees for 2011-12: 3,520 (+/- 5%).
Implement articulation agreements with all 23 community colleges for student matriculation into U.Va. College of Arts & Sciences.
Expand BIS degree, currently offered with TCC, throughout Hampton Roads region and Northern Virginia.
Work with community colleges to design math, science, and engineering courses that prepare students to enroll in engineering degree programs.
Consistent with our mission, offer courses to select high school students. For example, expand pilot offering of introductory engineering courses to Governor's Schools and other high schools; and continue availability of summer foreign language institute4 and Community Scholar Program5 in area high schools.
Expand articulation agreements with all 8 community colleges having pre-engineering programs, for U.Va. School for Engineering and Applied Science.
Continue to expand the BIS degree to other areas of the state if there is demand.
Consistent with our mission, offer appropriate courses to high school students. For example, use distance learning technologies to expand access for high school students to courses not offered in local community colleges.
Introduce articulation agreements with all community colleges having introductory programs in nursing, architecture, commerce, and education, for U.Va. Schools of Nursing, Architecture, Commerce, and Education.
Increase enrollment of associate degree holders in BA/MT Program in Teacher Education
Consistent with our mission, assess other opportunities to offer appropriate courses to high school students.
Serve as host for Virginia's Philpott Manufacturing Extension Partnership (VPMEP), if accepted. Assist in connecting VPMEP staff with resources required to serve manufacturing clients.
In conjunction with the Tobacco Commission, launch a graduate Nursing training program in Danville, which will place 100 trained nurses in the Southside-Southwest hospitals over a 3-year period.
Expand reach of SCPS Workforce Development Academy, which trains community college and local government representatives in the specialized leadership skills needed for the constituencies they serve.
Support and promote VIVA, the Virtual Library of Virginia, by developing license agreements that provide maximum access for minimum cost.
Develop a leadership training program to provide local government and corporate leaders with advanced training and decision-making skills, though U.Va.'s Weldon Cooper Institute in partnership with Ferrum College and the Tobacco Commission. Graduate 25 trained managers into local economies per year.
Expand reach of SCPS Center for Executive Development, which offers custom-designed executive and professional leadership programs to organizations seeking to broaden and strengthen individual and organizational skills and knowledge to achieve higher performance.
Continue to promote library agreements and look for new opportunities.
Work with Institute for Advanced Learning and Research (Danville) in the development of a "Nanocorridors" economic development program in conjunction with Virginia Tech, UNC, and NC State, to develop a trained workforce to attract nanotechnology-based companies into the Southside region.
Using regional centers and distance learning technology, address marketing demands for open enrollment professional development programs in such areas as information technology, organizational behavior, leadership and ethics, customer services, entrepreneurship, the arts, and marketing.
Increase level of externally funded sponsorship by hiring prominent researchers, expected to lead in fields aligned with national research priorities for multi-disciplinary, highly integrated science. For example, hire faculty in basic and applied biomedical sciences to complement existing research strengths in specific diseases and in development of break-through research, in order to take national lead in developing treatments for birth defects, diabetes, neuro-degenerative diseases and new treatments for tissue repair and organ regeneration.
Improve research facilities, for example by creating interdisciplinary state-of-the-art space in the new Advanced Research and Technology Building which will provide wet/dry lab space and vivaria for current and new faculty members. Other projects include: Material Science Engineering and Nanotechnology building; Information Technology Engineering building; and Medical Research Building-6, which will provide space for cancer, immunology, and infectious disease research.
Improve library collections and instructional and research support in high priority research areas, such as nanotechnology.
Achieve expected research expenditures by 2008: $253 million, including the hiring of 4 national academy level faculty members.
Develop internal technology commercialization process that is seamless, clear, and easy to access, including improvements in royalty distribution process and other internal processes (e.g., for research contracts, corporate gifts, faculty consulting, patents, and licensing).
Complete and make available Faculty Entrepreneur Guidebook.
If approved, create Institute for Engineering Innovation, with academic programs challenging students to link engineering discoveries with societal impact potential.
Continue to recruit prominent faculty members in science, engineering, and biomedicine.
Continue to improve research facilities. Planned projects include new Cancer Medical Research Building (MR-7), new Life Sciences building, and significant renovations to existing buildings.
Continue to improve library collections and instructional and research support in high priority research areas, such as morphogenesis.
Achieve expected research expenditures by 2010: $284 million, including the hiring of 4 additional national academy level faculty members.
Successfully execute Coulter Foundation five-year Translational Research Partnership award, if granted, with the objective to increase the flow of Engineering and Biomedical mentored projects into commercialization and/or clinical practice.
Continue to improve research facilities. Planned projects include a new Biomedical Engineering building and a major renovation to Cobb Hall, for administrative and teaching spaces.
Continue to improve library collections and instructional and research support in high priority research areas.
Achieve expected research expenditures by 2012: $307 million, including hiring of 1 additional national academy level faculty member.
Successfully execute Coulter Foundation endowment for translational research, if granted, leading to an enhanced and comprehensive technology transfer program at the University.
Continue numerous partnerships between Curry School of Education and school districts; for example, strategic alliance begun in 2005 with Charlottesville's Clark Elementary School. Partnership focuses on Clark's three-year improvement plan and seeks to help all students pass the English Standards of Learning test by end of 2006-07 school year.
Open new Science Education and Outreach Center, a university-wide initiative to coordinate and expand educational outreach programs in science, engineering, and mathematics for K-12 students and teachers.
Offer direct services to children and youth, geared toward improving student achievement, such as summer enrichment, Saturday enrichment, young writers' workshops, and Sorensen High School Leaders Program.
Provide college advising services to high school students through College Guide program, described in goal # 1.
Sustain progress initiated by major grant funded program, "Teachers for a New Era," which improves teacher preparation through mentoring and professional development for K-12 teachers; hire faculty in collaboration with local school districts to continue work in mathematics and science education; expand induction partnership to include additional school districts.
Expand offerings for K-12 teachers in critical shortage areas such as mathematics, earth science, reading, library studies, and the arts. Develop stronger outreach program in math content and pursue other initiatives, such as Institute for Science, Technology, Engineering, and Mathematics (STEM) Education to strengthen connections between Virginia's K-12 and community college systems, if approved.
Continue summer programs for K-12 teachers, e.g., M.A. in Physics Education.
Offer nanotechnology program for K-12 teachers.
Use regional centers to provide degree, endorsement, and other professional development opportunities for teachers and school personnel.
Continue Darden-Curry Partnership for Leaders in Education6, an executive education program for K-12 senior administrators charged with turning around low-performing schools in Virginia, which leads to a professional credential in educational turnaround management.
Expand partnerships with school districts in providing clinics for communication disorders, reading, clinical and school psychology, and counseling. Working in collaboration with local public school personnel, insure that all local and surrounding school districts have a partnership with U.Va. based on needs identified by K-12 professionals, to improve student achievement and upgrade the knowledge and skills of teachers, counselors, psychologists, and other personnel.
Fully implement and staff Science Education and Outreach Center, which will become a destination for school groups seeking to participate in "science in action" activities coordinated with state Standards of Learning.
Continue offering programs geared toward improving student achievement, such as Science Fair Mentoring Program, which provides guidance to elementary and secondary students who want to complete top-notch science fair projects.
Working in collaboration with local public school personnel, insure that all local and surrounding school districts have a partnership with U.Va. based on needs identified by K-12 professionals, to upgrade the knowledge and skills of teachers.
Continue to expand educational offerings for K-12 teachers in critical shortage areas, e.g., through fully utilizing new Science Education and Outreach Center and by expanding distance education opportunities to reach underserved populations.
Continue Darden-Curry Partnership for Leaders in Education and introduce curriculum development initiatives for leadership and management issues in education.
Working with local public school personnel, insure that local and surrounding school districts have a partnership with U.Va. to strengthen leadership skills of school administrators.
Continue offering outreach programs through the Science Education and Outreach Center, including distribution to K-12 schools of Learning Kits (prepackaged, theme-based tubs of learning materials, resources, interactive exercises, lesson plans, and specimens).
Continue offering programs geared toward improving student achievement, such as the Madison House7 Tutoring Program, matching University students with local school children to help improve their academic work.
In order to address teacher shortages, increase admission and enrollment of students in the five-year joint BA/MT Program in Teacher Education in areas of greatest shortages within the Commonwealth, recruiting a diverse population of students.
Continue to expand offerings for K-12 teachers in critical shortage areas.
Increase number of engineering graduates prepared to educate K-12 students.
Continue Partnership for Leaders in Education and curriculum development initiatives.
The University's degrees are distributed among the following categories: architecture; area, ethnic, cultural, and gender studies; visual and performing arts; biological sciences; business; computer science; education; engineering; English; foreign languages; health professions; history; interdisciplinary studies; law; liberal arts and sciences; mathematics; natural resources and conservation; philosophy; physical sciences; psychology; social sciences.


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Zee Media Bureau/Kamna Arora
Mumbai: The first look of Bollywood actor Aamir Khan`s upcoming film `P.K.` is finally out.
The poster features Aamir in a new and unique avatar. The bare-bodied actor is seen covering himself with nothing but a transistor.
The actor, who is famous for adopting different tactics to promote his films, fired off a tweet late Thursday night, giving a glimpse of the unparalleled poster.
What do you think guys? Tell me fast... butterflies in my stomach!!! pic.twitter.com/7391fCreHU
— Aamir Khan (@aamir_khan) July 31, 2014
Aamir, who had turned into a barber to promote `Ghajini`, is all set to promote `P.K.` in a unique way. Talking standees will be used to build up interest in the Rajkumar Hirani directorial.
The standees, which will be kept in theatres, have the actor's photo and his voice installed in them. When you go close to it, Aamir will talk back to you.
`P.K.` also features actor Sanjay Dutt, Anushka Sharma and Sushant Singh Rajput.
The film hits theatres on December 19.


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Locking system
1 Answer
Pull armrest, pull all screws/bolts, use a pry bar to work loose blind plastic rivets, lift up from bottom and lift out of window channel. There will probably be a plastic film stuck to the door frame under the panel, just peel it off but don't remove the glue, it will restick when you put it back. If there are window/door controls on the armrest just reach behind panel after it's loose and disconnect harness. The only real trick is to make sure you get ALL the screws/bolts out, then feel for where the plastic rivets are and get a prybar as close to them as possible to work those loose.
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