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Essential swag for your 4th of July party
By Max on June 28
The 4th of July is a time of celebration, friendship, and family. All over the nation people will be getting together for a day of revelry, barbecuing, fairs, parades, concerts and baseball games. Clearly this is an important day, a day to bring your game face and show your neighbors that you too continue to hold an unreasonable predilection for hating Great Britain and the red coats of yester-century. It’s imperative then, that on such an esteemed day you are as well prepared to party as Paul Revere was for his midnight ride.  Here’s some crucial items you absolutely must have to ensure that your 4th of July celebration goes off without a hitch:
Fireworks Popcorn Giftbox: We would of course never advocate using or even owning dangerous and illegal fireworks, but with this fireworks themed popcorn, you can make all the noise without any of the catastrophe or lost limbs. This particular set features four succulent varieties of “A” grade American popcorn grown right in the heartland. You can almost hear the Star-Spangled banner as you crunch down.
Cabela’s Blue Ridge Flintlock Rifle: Yes fellow patriots, this is an accurate, working replica of a Revolutionary War era rifle, the same kind that was used to run the hated Brits back into the sea. Rest assured you’ll be the life of the party with this baby slung across your back. Extra points if you convince your family (or friends, or dog) to reenact a line battle. Just don’t point it anything you don’t intend to absolutely annihilate.
American Flag Shirt: No 4th of July outfit would be complete without an American flag shirt. Its rumored that George Washington himself wore an American flag shirt when he defeated King George III in an arm-wrestling contest. For those with a discerning sartorial inclination, this iconic item can be found in a variety of styles and designs, so no excuses.
Answers
What are the different styles of American flag shirts for this Independence Day?
If you’re not sure what to wear on Independence Day this year you do have a few options. There are differences in women and men’s options when it comes to American flag shirts. Here are the different styles for men and women.
Men’s American flag shirts
-A simple t-shirt with an American flag on it is the easiest style of wearing an American flag shirt on Independence Day. All you need is tennis shoes, a pair of jeans and a hat. Men can also get a button-up collared shirt. This can be paired with a cowboy hat, jeans and boots.
Women’s American flag shirts
-Women seem to have more options when it comes to choosing an American flag shirt. Women can wear tank tops or t-shirts with an American flag printed on it. There are many more styles and prints of the American flag for women to choose from when picking out their Independence Day attire.
Answered by Jennifer 5 months ago
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Pursue the American Dream and live life to the fullest with the loud-and-proud design of this Scully shirt! ; A classic Western shirt with button-snap closures down the center placket. Straight yoke on front and back features American flag details. Details on Scully American Dream Shirt Men's Long Sleeve Button Up (Blue)
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Freedom of style is what it's all about, so wear it proud and wear it loud! ; Button-down short sleeve shirt with all over American flag design. Pointed collar. Single button closure on front chest pocket. One point back yoke. 100% cotton. Machine Details on Scully Sleeveless Patriot Shirt Women's Clothing (Red)
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It's all about life, liberty, and the pursuit of style with this proud-and-loud Flag Shirt from Scully! ; Button-down longsleeve shirt with all over American flag design. Six button closure on placket. Single button closure on front chest pocket. Details on Scully Flag Shirt Women's Long Sleeve Button Up (Multi)
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Give your kid the All-American treatment with our exclusive Patriotic Peace© Personalized Infant & Youth Apparel!Our cool peace sign is made up of stars and stripes with their first name in capital letters just below. Perfect for 4th of July! Details on Personalized Kids T-Shirts - American Flag Peace Symbol
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The Ringer T has made a fashion comeback, and ours is a popular favorite. This classic style is sure to impress even the most discerning t-shirt connoisseur with an eye for retro-coolness. Great for relaxing in comfort year-round.5.5 oz. 100% pres. A Details on Australian American Flag Ringer T by CafePress
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6 colors to choose from. white royal red black grey navy THESE SHIRTS ARE FIRST QUALITY PRE-SHRUNK! 6.1 OZ 100 % JERSEY KNIT COTTON DOUBLE-NEEDLE SLEEVES AND HEM TAPED NECK AND SHOULDERS Size Chart in inches Please use the Following Guide to select your size. We receive these items in batches from different vendors with measurements varying slightly. S M L XL 2XL 3XL 4XL 5XL WIDTH 18 20 22 24 26 28 30 32 LENGTH 28 29 30 31 32 33 34 35 SLEEVE LENGTH (TOP) 25 25 1/2 26 26 1/2 27 26 25 1/2 25 SHOU Details on Mens Biker Long Sleeve "bald Eagle Spread Wings American Flag Usa S-5xl
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Great Lakes Scuttlebutt - Michigan Boating Industries Association President Van Snider Retires
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Michigan Boating Industries Association President Van Snider Retires
Published Friday, December 10, 2010 7:00 amby Michigan Boating Industries AssociationLivonia, Mich.,- Van W. Snider, Jr., CAE, retired November 30, 2010 from his Chief Staff Executive position with the Michigan Boating Industries Association (MBIA) with more than 20 years as the Association's President.
Snider joined MBIA in August, 1990 after serving approximately eight years as the Executive Director of the Marine Industries Association of South Florida (MIASF).
Prior to his 28 years of management of two major marine trade associations, Snider managed a boat dealership and marina in Ohio prior to moving to Florida.
Before assuming management of MIASF, he sold yachts as a yacht broker, managing a boat dealership as well as a marina.
After receiving his BBA degree from Ohio University in 1968, Snider was commissioned in the US Army and served as an Armor Officer on Okinawa, Japan.
While in Florida, Snider received his M.B.A. degree from Novi Southeastern University, Ft. Lauderdale-Davie, Florida and was certified as a Certified Association Executive (CAE) from the American Society of Association Executives which he has maintained.
During his tenure at MBIA, the association expanded member benefits and increased the number of boat shows produced by the statewide association from one show to three which include the Detroit Boat Show, Spring Boating Expo in Novi, Mich., and the Boating & Outdoor Festival in Harrison Township, Mich.
Snider has been recognized for his leadership and accomplishments from several organizations.
He is an Honorary Alumni of Michigan State University; received the Michigan Society of Association's (MSAE) Strategic Leader Award and recently was inducted into the MSAE Hall of Fame, and was also inducted into the MBIA Hall of Fame on December 2, at theRecreational Boating Educational Conference in Midland, Mich. In addition, Michigan Sea Grant created an award given to him to recognize his collaborative efforts with Sea Grant which now is called the "Van Snider Award."
Snider plans to stay in Michigan


FSN ~ Financial Reporting ~ “The Impact of the Narrative Reporting Provisions of the Companies Act 2006 on Performance Reporting”
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“The Impact of the Narrative Reporting Provisions of the Companies Act 2006 on Performance Reporting”
6th November 2006
Contents
INTRODUCTION
Timing
THE DETAIL OF THE BUSINESS REVIEW
Section 423, Contents of Business review
THE CHALLENGES OF THE EBR
The strategic purpose of the EBR
The EBR must be “balanced and comprehensive”
Forward looking statements
Disclosure of KPIs
THE IMPACT ON APPLICATIONS AND PROCESSESS
Strategy setting
Planning, budgeting and forecasting
Scorecarding and dash-boarding
Consolidation
Reporting
INTEGRATION IS KEY
SUMMARY
INTRODUCTION:
The UK 's system of company law and corporate governance, setting out the legal basis on which companies are formed and run, is a vital part of the legal framework within which business is conducted. But over time, the Companies Acts 1985 and 1989 have become convoluted and unwieldy to understand as successive amendments were made and changes emanating from Europe impacted on our domestic law.
So the Companies Act 2006 is a consolidating piece of legislation which will codify and re-arrange existing regulation into a more readily understandable and comprehensive source of law whilst giving effect to new aspects of regulation as part of the government's reform agenda.
In broad terms, the Act is designed to promote shareholder engagement and a long-term investment culture as well as introduce new provisions for small companies, for example, making it easier to set up and run a company. But it also introduces new requirements around narrative and performance reporting for all but the smallest of companies 1 – the subject of this review.
Helpfully, in addition to codifying the requirements of the EU Accounts Modernisation Directive the Act ends much of the uncertainty following the withdrawal of the ‘Operating and Financial Review' (OFR) which was abruptly abandoned by the government in November 2005. After the demise of the OFR, the government has re-affirmed its commitment to “encouraging meaningful strategic, forward-looking information to assist shareholder engagement”, but there are some notable differences between the narrative reporting provisions of the Act and the OFR it replaces.
For instance, although auditors will continue to be required to report on the consistency of the Directors' Report with the annual accounts (as is required by the Accounts Modernisation Directive) there will not be any additional requirement to check for other inconsistencies. Furthermore, all companies will be exempted from disclosing in the Business Review information which is seriously prejudicial to the company's interests. This exemption was previously only provided for companies that had to produce an OFR; and finally, there will be no statutory reporting standards for the Business Review. The former Accounting Standards Board (ASB) Standard (RS1) has been relegated to the status of a statement of best practice. So, for example, the Act is much less prescriptive than RS1 about the information to be disclosed when reporting KPIs.
One important change that may have gone unnoticed by many is that the requirements for narrative reporting have been streamlined so that the obligations for quoted companies are now more closely aligned to those for unquoted companies. The effect is that all companies (other than small companies) and not just quoted companies, will need to produce a Business Review as required by the EU Accounts Modernisation Directive, with the primary purpose of helping shareholders to assess how the directors have performed their duty to “promote the success of the company”.
This white paper reviews the main provisions of the Business Review and explains the implications for performance systems and processes.
Note 1 Companies normally fall into a size category if they meet two out of the three criteria
Category
Turnover(not more than)
Balance sheet total (not more than)
Number of employees(not more than)
Small company
£5.6 million
£2.8 million
50
Medium company
£22.8 million
£11.4 million
250
Timing:
The Bill was introduced to the House of Lords on 1 November 2005 and brought forward to the House of Commons on 24 May 2006. The Bill completed the Commons Committee stage on 20 July 2006 and received the Royal Assent this Autumn.
However, the requirement to produce a Business Review is a current legal obligation introduced into the Companies Act 1985 to implement the EU Accounts Modernisation Directive. So in practice, companies must continue to prepare and publish a directors' report containing a business review for all financial years beginning on or after 1 April 2005.
THE DETAIL OF THE BUSINESS REVIEW
Unless a company is subject to the small companies' regime, the directors' report must contain a Business Review. The purpose of the Business Review is to inform the members of the company and help them assess how the directors have performed their duty to promote the success of the company (section 173).
s.423 Contents of Business review
Section 423 says that the Business Review must contain–
(a) a fair review of the company's business, and
(b) a description of the principal risks and uncertainties facing the company
It is also required to be a balanced and comprehensive analysis of –
(a) the development and performance of the company's business during the financial year, and
(b) the position of the company's business at the end of that year, consistent with the size and complexity of the business.
In the case of a quoted company the Business Review must, to the extent necessary for an understanding of the development, performance or position of the company's business, include –
(a) the main trends and factors likely to affect the future development, performance and position of the company's business; and
(b) information about –
(i) environmental matters (including the impact of the company's business on the environment),
(ii) the company's employees, and
(iii) social and community issues,
including information about any policies of the company in relation to those matters and the effectiveness of those policies.
If the review does not contain information of each kind mentioned in paragraph (b)(i), (ii) and (iii), it must state which of those kinds of information it does not contain.
In addition, the review must, to the extent necessary for an understanding of the development, performance or position of the company's business, include –
(a) analysis using financial key performance indicators, and
(b) where appropriate, analysis using other key performance indicators, including information relating to environmental matters and employee matters.
[“Key performance indicators” means factors by reference to which the development, performance or position of the company's business can be measured effectively.]
Where a company qualifies as small or medium-sized it does not have to produce key performance indicators in so far as they relate to non- financial information. (The precise rules governing what qualifies as a medium sized company are contained in s474 but in general, a company is medium sized if it meets two of the following three criteria; turnover not more than £22.8m, balance sheet total not more than £11.4m and number of employees not more than 250).
A significant change is that the Act gives directors a safe harbour from civil liability in respect of statements or omissions made in the Business Review. Liability will only attach to directors if such statements are untrue or misleading and are made in bad faith or recklessly or, in the case of an omission, there is dishonest concealment of material facts.
THE CHALLENGES OF THE EBR
So the Business Review, sometimes referred to as the Enhanced Business Review or EBR deals principally with mid-sized companies, large companies and listed entities registered in the UK . However it is worth noting that countries right across the European Community will be seeking to embody the requirements of the EU Accounts Modernisation Directive in similar domestic legislation.
At first sight, the requirements of the EBR seem fairly innocuous and undemanding. Afterall, most companies should be able to produce a fair review of the company's business, and its trading position at the end of that year. However, there are a number of matters of emphasis and disclosure that need to be considered carefully and could present significant systems and process challenges for companies that are ill-prepared.
By and large, quoted companies should be in better shape to comply with the new legislation because the now defunct OFR acted as a ‘dry run'. Although the last minute withdrawal of the OFR was frustrating for some, its likely implementation forced listed companies to launch OFR projects to plan for appropriate systems and processes to be put in place. But an unfortunate side effect of the sudden demise of the OFR is that the ensuing debate masked the fact that all companies were going to have to produce a Business Review and as such, many non-listed companies are poorly prepared.
Leading up to the new millennium, many organisations lavished spending on ERP and other transaction systems rather than management information systems which have a pivotal role to play in support of narrative reporting. As a result, management information processes and enabling technologies are fractured and information of the sort envisaged by the EBR is not uniformly easy to gather. Over reliance on spreadsheets, coupled with separate processes and systems, including but not limited to, statutory and management reporting, strategy setting, budgeting, forecasting and performance measurement means that data is duplicated and scattered widely throughout most organisations. As a result many companies will find aspects of the Act more challenging than perhaps legislators anticipated.
An unhelpful aspect of the EBR is that commentators, the press and government refer to it as ‘narrative reporting', which implies that it is a vague essay about performance. But as is so often the case, the devil is in the detail and close inspection of the Act's requirement's reveal that the areas covered are far reaching and extend into novel and unfamiliar territory such as environmental KPIs and forward looking statements.
Furthermore, directors need to be mindful that there are penalties for reckless statements and although there are ‘safe harbour' provisions, it is important that the EBR is grounded in reliable and robust systems and processes so that directors can fulfil their obligations to report and, just as importantly, demonstrate that they have acted in good faith.
The main challenges for companies in relation to performance systems and processes lie in the;
• need to satisfy the strategic purpose of the EBR
• obligation to produce a “balanced and comprehensive” commentary
• requirement to make forward looking statements
• possible requirement to disclose KPIs, especially non-financial KPIs
The strategic purpose of the EBR
The main thrust of the EBR is to allow the ‘members' of the company to assess whether the directors have been successful in their legal duty to “promote the success of the company” – in essence, whether the company has satisfactorily carried out its strategy. “Success” is very broadly defined and, amongst other matters, the directors must have regard for the interests of the company's employees and the impact of the company's operations on the community and the environment.
The EBR must be “balanced and comprehensive”
A balanced and comprehensive review suggests that underlying management information systems and processes should be capable of drawing together a wide range of information, gathered from multiple sources and that performance monitoring, measurement and reporting should capture good and bad performance i.e. balanced, throughout the reporting period, which now extends into the future (see below).
Forward looking statements
The need for forward looking statements about likely performance in the future based on an analysis of “trends and factors” is a significant departure from existing company law which merely requires a review of historic performance. It will certainly require investment in appropriate planning, budgeting and forecasting systems.
Disclosure of KPIs
Most companies should have little difficulty preparing financial KPIs though management will need to judge which KPIs to disclose and ensure that they are consistently measured across the enterprise, since an EBR has to be produced for every company (apart from small companies) in the group. However, the requirement to produce non- financial KPIs, such as environmental or employee KPIs could be more stretching because of the need to decide the appropriate measures and draw on wider sources of information.
THE IMPACT ON APPLICATIONS AND PROCESSESS
Taking these matters together, it can be seen that the EBR draws on a very wide set of interrelated business applications and processes. Collectively, these related processes are referred to as “Business Performance Management” (BPM). BPM is a ‘closed loop' process that commences with the preparation of a business strategy, the development of budgets and operational plans and then provides the means by which actual performance against plan can be measured, monitored and reported. In the fullness of time, the experience and insights gained from an analysis of performance and an understanding of the key trends and factors affecting it can be used to refine the strategy before the cycle starts all over again – the closed loop.
A typical performance management process
Whilst the theory of BPM is well articulated in many organisations, there are often significant barriers to its implementation, such as an over-dependency on spreadsheets, the lack of suitable applications, enabling technologies and processes that bind them together.
Strategy setting
Perhaps the most under-served part of the BPM process is in the area of strategy setting and development. Given the pivotal role of strategy development for the conduct of the whole performance management cycle it is perhaps surprising that it is such a neglected process in so many organisations. Yet, it is often characterised by an un-auditable collection of standalone spreadsheets and documents which are not conducive to a strategically aligned organisation. The absence of suitable systems and process support in this vital area poses significant business risk to boards of directors seeking to demonstrate that they have “promoted the success of the company”.
Clearly, it is management's responsibility to develop a practical and realistic strategy for the organisation. However, technology has a vital role to play in ensuring that, the strategy is communicated throughout the organisation, that operational plans and performance measures are strategically aligned with it and that monitoring systems highlight management actions that need to be taken to keep the strategy on course.
Therefore, in fulfilling the obligations of the EBR, there is a strong requirement for software tools which support the iterative process of strategy development and allow the outcome to be documented and revisited as appropriate.
Planning, budgeting and forecasting
Once developed, it is crucial that performance objectives are built into the operational plans and forecasts of the organisation. The forward looking orientation of the EBR makes it essential that boards consider the effect of current trends and factors on performance in the future. In order to meet this objective organisations require a budgeting and forecasting application that allows for frequent re-forecasting and can improve the analysis and business insights that can be obtained from the process.
Modern web based planning applications encourage collaboration between budget holders, accelerate the re-forecasting process and through higher levels of participation can improve data quality and the frequency of re-forecasting. This latter point is important as the EBR requires directors to report in a “balanced and comprehensive” way throughout the period. The more frequently that organisations can re-forecast, the more likely it is that directors are acquainted with the trends and factors affecting performance.
Scorecarding and dash-boarding
However, if directors are to deliver success, it is vital that the strategy is communicated and understood throughout the organisation and that operational objectives and performance measures, which guide organisational behaviour, are strategically aligned.
This is where scorecarding and dash-boarding applications come into play. They are designed to help companies articulate their strategy using KPIs, communicate strategy across the enterprise and link it to operational objectives and initiatives. Leveraging this technology, individual and departmental goals can be aligned with corporate goals and objectives thus ensuring accountability for delivering results throughout the organisation.
Consolidation
The EBR requires all of the strands of performance management to be brought together in a way that permits “balanced and comprehensive” reporting across the enterprise for all periods under review. In this context consolidation applications used for management and statutory reporting form a very necessary part of the drive to capture information reliably from a variety of underlying data sources at the end of each accounting period.
Given the broadly based requirements of the EBR and in particular the possible need to report more widely on non-financial matters and related KPIs, consolidation systems become even more central to the solution. The ability to easily adapt data entry forms, collect statistical or memorandum information directly from the underlying transactions systems (ERP) and develop business logic as appropriate are essential to responding to the detail of the EBR.
Web based data entry bolstered by vendor certified adapters that allow integration with third party transaction systems are becoming essential features for modern performance management systems. They can significantly reduce reporting cycles leaving management with more time to analyse performance and take remedial action as necessary.
Reporting
In recent years the advent of cost effective, web deployable reporting has opened up performance management applications to a much larger population of end users. Increasingly, this extended population has grown to include individuals from all levels of an organisation and most functional areas. Indeed, the EBR, with its diverse reporting requirements, underlines the need to engage with more individuals from across different functional areas in the organisation. With environmental, employee and social reporting firmly on the agenda, it is important that, say, finance directors, HR directors, Production directors and Investor Relations professionals are bound into a joined up process and equally comfortable with reporting from the performance management system regardless of their skills and background.
So it is crucial too, that a performance management environment permits a variety of analytical tools to be deployed allowing users from different functional areas to select tools for the creation of regular production reporting, ad-hoc and interactive reports according to their personal preferences. As such, in addition to ‘normal' reporting, a performance management platform should ideally provide choices around, dashboards, scorecards, dynamic spreadsheets and portals as well as making use of the latest techniques in alerting, customisable displays (colour coded meters, gauges and dials), animated pin-boards and “traffic lighting” to highlight under or over performance in a visually striking way.
INTEGRATION IS KEY
The performance management cycle as a business process draws on numerous specialised applications and potentially hundreds of underlying data sources to provide management insights. Traditional ETL (Extract, Transform and Load) tools, designed for bulk data transfers with no specific applications in mind are likely to prove lacking in a more challenging performance management environment. Newly emerging FDQM (Financial Data Quality Management) solutions created for complex performance management applications where interfaces are intricate and precision is vital will be more suitable. Specially designed to leverage the skills of the finance community to maintain financially oriented interfaces, they provide a bridge between source and target applications in a similar way to ETL but crucially provide visibility into the processes on either side, with full traceability of transactions backwards or forwards through the interfaces.
Once the data is captured from the source systems it is vital that performance management processes, applications and data are fully integrated so that the integrity of data is assured right across the performance management environment and that all users share the same information.
It is metadata that defines structural information, such as organisational hierarchies, account codes, time periods and product group dimensions that form the backbone of most performance management applications. Differences in metadata prevent reporting across applications and whilst it can be temporarily forced into alignment with clever mapping tools and technology it quickly slips out of alignment as changes are made to different business areas and applications. In theses circumstances, MDM (Master Data Management) style solutions that allows master data and data definitions to be staged in one repository so that the interrelationships between applications are defined and their metadata is synchronised throughout the performance management suite are crucial. MDM solutions ensure that amendments made to data structures by end users in any application are automatically reflected elsewhere so that any of the other applications working off the same data platform are automatically made ‘aware' of the change. Using this technique, structures are brought automatically into alignment, reporting maintains its integrity and consistency of reporting is assured.
Unfortunately, many organisations have grown their performance applications and processes in isolation, often using different software vendor's tools and spreadsheets which accentuate the differences. In these circumstances, each application is governed by its own business rules and data structures rendering comparisons of data held in different application areas unworkable. Making sense of all of this data presents significant management and IT challenges, particularly as the reporting landscape is constantly changing in the face of new reporting requirements. In addition a possible lack of consistency in reporting seriously jeopardises the reliability of reporting. In the context of the EBR, independent auditors have to attest that the claims made in the Business Review are consistent with the financial statements. Therefore, both management and auditors need certainty that, for example, a financial KPI reported in the EBR, such as Return on Capital Employed (ROCE) is completely consistent with the same values derived from a scorecard, the monthly board pack and the current forecast.
So integration is at the heart of performance reporting and compliance with the EBR. It is only through integrated applications that management can be sure that the information it is using to analyse trends and factors affecting current and future performance is reliable and comparable over time.
SUMMARY
The narrative reporting requirements of the Companies Act 2006 are part of a growing trend in company reporting towards the convergence of external and internal management reporting combined with a surge of interest in non-financial reporting, most notably; factors that affect employees, the environment and wider community. In effect, most of the provisions of the obsolete OFR have been re-introduced in the Act and apply equally to quoted and unquoted companies.
The breadth of disclosure requirements coupled with formidable obligation to make forward looking statements means that management has to have its ‘finger on the pulse' of the company continually, analysing any trends and factors affecting performance right across the enterprise. Such demands mean that it is no longer viable for businesses to manage performance in functional silos or to use a series of unconnected applications and processes from different vendors which jeopardise data integrity. The need for constant appraisal of performance coupled the speed of reporting leaves no choice but for companies to standardise on an integrated performance management platform that can support robust and dependable processes from strategy setting right through to performance monitoring, analysis and reporting.
But the needs of narrative reporting in the Business Review now extend beyond the pure technical requirement to unify metadata, applications and technology. Potentially, the construction of a comprehensive and balanced EBR requires the involvement of different functional specialists from across the organisation which means that systems have to address a wide range of competencies. The winners in performance management will be those BPM vendors that can provide an adaptable and rewarding ‘user experience' as well as an outstanding technical solution.
About FSN Publishing Limited
FSN Publishing Limited is an independent research, news and publishing Organisation catering for the needs of the finance function. The report is written by Gary Simon, Group Publisher of FSN and Managing Editor of FSN Newswire. He is a graduate of London University , a Chartered Accountant and a Fellow of the British Computer Society with more than 23 years experience of implementing management and financial reporting systems. Formerly a partner in Deloitte for more than 16 years, he has led some of the most complex information management assignments for global enterprises in the private and public sector.
Gary.simon@fsn.co.uk
www.fsn.co.uk
Whilst every attempt has been made to ensure that the information in this document is accurate and complete some typographical errors or technical inaccuracies may exist. This report is of a general nature and not intended to be specific to a particular set of circumstances. FSN Publishing Limited and the author do not accept responsibility for any kind of loss resulting from the use of information contained in this document.
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The Top Ten Reasons The Wolves Signed Bonzi Wells - Canis Hoopus
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The Top Ten Reasons The Wolves Signed Bonzi Wells
by Jon Marthaler on Dec 16, 2011 12:30 PM CST
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The Timberwolves yesterday signed Bonzi Wells, who hasn't played in the NBA since 2008. Wells, who is variously described as a "veteran presence" and a "hothead," may never see a minute in a regular-season game for Minnesota, instead functioning as a camp / practice player. Wells has been in camp for several days, but was only yesterday cleared by FIBA to sign a contract.
That said, it's a confusing signing, to say the least. After the jump, the top ten reasons the Wolves signed Wells.
The team was looking for someone who remembers the Ford Administration.
Other slightly older shooting guards, like George Gervin, were unavailable.
The team has been looking to fill the all-important "make obscene gestures at fans" role.
Having not played since 2008, he won't have seen how bad the Wolves have been lately in person.
Everybody else wanted to be paid in money.
The Wolves just wanted somebody new for Nik Pekovic to foul in practice.
Rick Adelman needed someone he can trust to wear a wire into the locker room.
David Kahn just realized he managed to construct an entire roster without a shooting guard, and got desperate.
Wells can teach some young players the various lessons he's learned during his NBA career, such as "what to do if an opponent blocks the team bus in the parking lot and comes after you with a gun."
Nobody could find Antoine Walker's phone number.
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11. They missed Wally Szczerbiak and the glory days of MAC basketball, and Earl Boykins, Devin Davis and Derrick Dial all had better offers.
by WCHBlog on
Dec 16, 2011 12:48 PM CST
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Number 12.
Ricky Davis was practicing purposely missing his own shots in an effort for another triple double.
Ponder to Harvin for 6!
by Percy Harvin My Fav! on
Dec 16, 2011 1:08 PM CST
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13. Bonzi, Uma. Uma, Bonzi.
by Django Z on
Dec 16, 2011 1:19 PM CST
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No. 8 looks to be the truth
But no. 4 could also be why he signed.
by y2jayjk on
Dec 16, 2011 1:33 PM CST
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Adelman, for all his genius does this sort of thing.........
It doesn’t
makes sense, but he never trusts untested talent. Here in Portland he ran the old crowd into the ground, in SAC he wasted the youth movement. This one could be interesting........Bonzi is a real punk, and I don’t
he has anything to offer but
trouble for Beasly. Maybe they can package the two of them.......throw in Kahn and get a couple more dancers. So let it be written.....so let it be done.
Go Wolves!!!!!!!!
We must endeavor
to persevere.
by Supercourse on
Dec 16, 2011 2:10 PM CST
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14) Land of misfit toys still needed "old and broken"
by Timberpubs on
Dec 16, 2011 2:17 PM CST
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2
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15)To mentor Wes, they needed to find someone older than Wes.
by rickyp on
Dec 16, 2011 4:38 PM CST
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4
recs
16
When Flynn leaves the team Khan search for someone with headband. Cliff Robinson dont answer the call so....
by Killboard on
Dec 16, 2011 5:09 PM CST
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17) Bonzi!!!!!
You can't dust for vomit.
by twinstalker on
Dec 16, 2011 6:21 PM CST
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18
Adelman was looking for new plants for his permafrost garden and assumed that this is how the hip, cool people of Minnesota spell “bonsai”
by Nuuri on
Dec 16, 2011 7:14 PM CST
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19
Less spyware than other Bonzis.
by spiderinthesnow on
Dec 16, 2011 11:43 PM CST
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20) Thought they were signing Henry Winkler and would be assured of Happy Days
by Pradesh on
Dec 17, 2011 9:35 AM CST
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As it relates to No. 5, I assuming Wolves are paying Bonzi in gum?
by foobee on
Dec 17, 2011 4:13 PM CST
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Vin Baker would have signed
But Kahn couldn’t find what bar he was in.
Master of the Universe
by KD1 on
Dec 17, 2011 10:41 PM CST
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Didn’t he invite Bryant Stith, Bobby Sura, and Acie Earl to this year’s camp?
by senelcoolidge on
Dec 17, 2011 10:49 PM CST
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Chauffeur Driven Wedding Car Hire Service | Cars for Stars
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George Clooney reveals his past life as a chauffeurActor George Clooney revealed his past life as a celebrity chauffeur this week during an interview on the Oscar’s red carpet. The 50-year-old star admitted that before he hit the big time in Hollywood, like many struggling actors he had a number jobs to pay the bills, one of which as a chauffeur where he...
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Rolls Royce Phantom iPhone app revealed
April 28, 2011
By Andrew Lloyd Leave a Comment
The exclusive Rolls Royce Phantom iPhone app has been officially revealed. The application is available to download onto a number of Apple devices including the iPhone, iPad, iPod touch and allows users to create their own bespoke Rolls Royce Phantom.
Almost every Rolls Royce Phantom buyer opts to have their vehicle personalised in some way. With the new app, you can have fun creating your own bespoke Phantom tailoring everything from the exterior colour to the trim piping to suit your specific preferences.
The application even has a colour match feature which allows the user to take a snap of their favourite colour using the built in camera, and the app will colour match that shade to be used in the bespoke Phantom.
Another fun feature of the Rolls Royce iPhone app is the image gallery which displays a range of special feature which can be used in the creation of your virtual Rolls Royce Phantom. Users can add extras such as veneer inserts, picnic sets, starlight headliners, and seat piping to their interior trim as part of the image gallery feature.
The app also offers iPhone users the chance to view their configured Phantom with 360 degree exterior angles so they can fully appreciate their personalised Rolls Royce limo.
Download the Rolls Royce Phantom app now and start creating your own bespoke luxury limousine.
Filed Under: All News, Limousine News, Uncategorized and off topic Tagged With: Chauffeur driven wedding car hire service, create your own bespoke Rolls Royce Phantom with new application, hire a Rolls Royce, rolls, Rolls Royce Bespoke Program, Rolls Royce Chauffeur cars, Rolls Royce Phantom, Rolls Royce Phantom Iphone app
Cars for Stars are seeking classic wedding car hire operators to join its network
February 8, 2011
By Andrew Lloyd Leave a Comment
Cars for Stars are seeking classic wedding car hire operators to join their successful national network of luxury transport providers. If you’re looking for a way to enhance your company’s business potential, joining forces with Cars for Stars will provide you with just the boost you need.
The vintage wedding car hire market is thriving right now with the vast majority of current Cars for Stars classic car hire agents already fully booked for peak wedding dates throughout 2001. For this reason, the luxury transport specialist is looking to recruit a number of new agents onto their books in order to cope with the high number of enquiries the company is currently receiving for classic wedding car hire.
Whether you are a long standing wedding car hire firm with a fleet of 20 cars and limousines, or a self-employed chauffeur with just one vintage Daimler limo, or if you’ve just set up a brand new company specialising in vintage wedding car hire, Cars for Stars wants to hear from you.
When you become an approved agent with Cars for Stars, you only pay commission for the work you receive via the company and nothing else. So for example, if one month you don’t get a single booking from Cars for Stars, you pay nothing in agency fees, so there’s really nothing to lose and a lot to gain from becoming an approved operator with this fast growing company.
Cars for Stars boasts a high web presence with a number of micro sites related to local areas throughout the UK, plus the company’s two main websites and a highly successful news website.
Last month Cars for Stars celebrate the debut of their first ever video viral showcasing limo hire for school proms, something which the firm is planning to build on with new professionally shot viral videos to advertise weddings cars amongst other things.
Cars for Stars operates throughout the UK so wherever you’re based whether it’s London or Glasgow, Cardiff or Gloucester, Liverpool or Birmingham, North Wales or Staffordshire, Bradford or Newcastle, Cars for Stars has an exciting business proposition for you.
For more information on the business opportunities available for vintage wedding car hire providers with Cars for Stars, get in touch today and we’ll be happy to discuss the matter further.
Filed Under: All News, Business Opportunities, Car Rental News, Chauffeur News, Hiring for an event, Limousine News Tagged With: Bentley wedding car, Business opportunities for vintage wedding car hire companies with Cars for Stars, Cars for Stars recruiting classic car hire companies, chauffeur driven car hire for weddings, Chauffeur driven wedding car hire service, cheap wedding car hire, classic wedding car hire, sports car hire for weddings, vintage wedding car hire, wedding car hire
Cliff Richard turns Bentley chauffeur for niece’s wedding
June 29, 2010
By Andrew Lloyd Leave a Comment
Sir Cliff Richard played the role of chauffeur over the weekend when he drove his niece to her wedding in Norwich in the back of his luxury Bentley.
The 69-year-old ensured the bride, Rachael Harrison, got to the church on time by getting behind the wheel of the maroon coloured Bentley himself and personally chauffeuring her to the ceremony.
The blushing bride is related to the singer through her mother, Jacqui Harrison, who is Cliff’s sister. Despite having a world famous performer in the family, Cliff didn’t sing during the wedding service or the reception.
Cliff, who boasts a massive 27 million single sale in the UK alone, dressed up especially for the occasion in a purple tinted suit and shoes to match the Maroon wedding car, and completed the look with a bight fuchsia flower in his button hole.
According to reports, Sir Cliff kept a low profile throughout the day, not wanting to detract for his niece’s special day. However the long-standing star was more than happy to pose for photographs with wedding guests, and for the official wedding snaps from the day.
Rachel married Liam Roberts at Kingdom Hall of Jehovah’s Witnesses in Norwich. After the ceremony the newlyweds were chauffeured by Sir Cliff


INKPOT MOVIE REVIEWS: ONE NIGHT STAND (Rebecca Wan)
ONE NIGHT STAND
Rebecca Wan
Written and Directed by: Mike Figgis (Joe Eszterhas, original screenplay)
Cast: Wesley Snipes (Max), Nastassja Kinski(Karen), Ming-Na Wen (Mimi), Kyle MacLachlan (Vernon), Robert Downey, Jr. (Charlie)
Music scored by: Mike Figgis
Produced by: Red Mullet Productions / New Line Cinema
Running Time: 103 min
Rating: ****
Official website: www.onenightstand.com
Rated: R(A)
IT'S IN THE TELLING
"Do you want to go to bed?" Snipes asks Kinski, then slaps his forehead with the palm of his hand, "I mean,"
"I know what you mean," Kinski says back.
Like Figgis' other feature films (LIEBESTRAUM and LEAVING LOS VEGAS come to mind) so much is unsaid in ONE NIGHT STAND, and for the better.
Combined with signature Figgis directing -- characterized by the using of film style (especially music) to play ou
t the story events, ONE NIGHT STAND is a heady, visually engrossing re-tell of a pretty standard story.
The story, begat by Joe Eszterhas (apparently he had his credit removed after reading Figgis' rewrite), is simple.
Married Max (Wesley Snipes) -- an advertisement director -- misses his flight out of New York (he lives in LA) and spends the night with
Karen (Natassha Kinski), who is also married, in her hotel room.
The next day he returns to his wife Mimi (Ming Na-Wen) in LA, who is presented to us as much louder, a little tackier (she drives a pink volkswagon) and a whole lot more bourgeoise than t
he taciturn and whispery Kinski.
Although Mimi doesn't find out, the elicit encounter takes its toil on Max.
He turns into a huge asshole and troubles arise in his relationship with Mimi.
A year later, he returns to New York to re-visit Charlie (Robert Downey, Jr), a good friend with whom he had reconciled a year earlier after a five-year feud.
Charlie is now dying of AIDS, and his friends and family are rallying round. It's then that Max meets Charlie's brother, Vernon (Kyle MacLachlan), and sister-i
n-law.
The latter, as it turns out, is Karen.
Despite ONE NIGHT STAND's three-movement development, the film is built around oppositions and a number of ironic contrasts.
Max's pairing with Karen is conveyed in sequences full of silently exchanged, knowing glances and freeze-framed sensuality, bless
ed by a passionate Beethoven string quartet and heady fusion soundtrack; his life with Mimi is characterized by unthinking pop music (in a particuarly telling movement, a pop song with a pounding bass beat bursts out the moment Max's plane lands in the LA airport, stamping out the breathless jazzy riffs of the night before), empty social gatherings peopled by non-soulful Advertising People and dictatorial sex.
Parallels are also of course drawn between New York (Karen) and LA (Mimi).
It might all be
just a little too obvious (how's this for a meaningful comparison: the tryst takes place on the night of the fiftieth anniversary of the UN), but the casting of characters as Types in ONE NIGHT STAND ironically allows Figgis to concentrate on the way he
tells the story, and that has always been one of the most interesting things about a Figgis film.
The heart of ONE NIGHT STAND, and its obvious center, is Charlie.
Again, of course, with the strange coincidences.
Robert Downey Jr. is beautiful and saddening as the diminishing, wise Charlie, and it's hard not to think of his real-life problems with d
rug addiction when you watch him.
Another aspect that gives you a peculiar feeling is the visual similarity between the Snipes-Kinski coupling and that of Cage and Shue in LEAVING LAS VEGAS.
Both Natassha Kinski and Elizabeth Shue have the same purity o
f profile and flaxen hair (it probably has to do with lighting), and the scene where Kinski sits atop Snipes in ecstasy inevitably recalls its more poignant parallel in LEAVING LAS VEGAS.
The rich (inter)textuality and dense atmostphere of ONE NIGHT STAND make up for what would probably be, according to classic Hollywood conventions, poorly (or not clearly) motivated characters,
and also for Figgis' way of leaving out standard Hollywood m
oments and required information from his narratives.
Charlie's death is an example.
It goes completely unshown, but yet is an important event because it eventually unites the menage a quatre in more ways than one.
Overall, ONE NIGHT STAND is delightful, intelligent, and strange.
Strange in the way movies that don't tell you everything at their ending are strange, and not strange like Mimi from the Drew Carey show.
A lot of this has to do with the wonderful perfor
mances given by all the lead characters.
Kinski -- how old is this women?! -- does a good job of being both winsome and mystifying (winstifying?) at the same time, while Wen and Snipes are good at winning both our empathy and dislike.
Post-affair Max, f
or example, is a combination of obnoxiousness and anger that can be somewhat distancing, and because the movie seems to be told from his perspective, it isn't always easy to understand what he's going through.
Overwhelmingly shunned by American audiences, ONE NIGHT STAND is a pleasant shelter from current blockbuster offerings, whether they be the stultifyingly banal I KNOW WHAT YOU DID LAST SUMMER, or the boring TITANIC


Australia in semis after Lankan rout
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Home > Cricket > World Cup 2003 > News > ReportAustralia in semis after Lankan routMarcus Prior |
March
07, 2003 21:51 IST
Scorecard | Analysis | Images Australia stormed into the World Cup semi-finals on Friday as Ricky Ponting and Brett Lee swept Sri Lanka regally aside on Friday.Ponting hammered his 12th one-day century to set the tone during Australia's 319 for five in their opening Super Six match.Strike bowler Lee then laid waste to the Sri Lankan top order, sending Sanath Jayasuriya to hospital in the process as the world champions won by 96 runs.Sri Lanka at least ended the day with two consolations, Aravinda de Silva hitting a defiant 94-ball 92 while Jayasuriya's x-rays revealed bad bruising and a chipped thumb bone rather than the suspected broken forearm. Sri Lanka ended on 223 off 47.4 overs.But Australia's victory, their 13th one-day success in a row and against the 1996 champions, confirmed their all-encompassing dominance in the tournament.They had reached the second round with a maximum 12 points after the first round and now, with 16 points, are guaranteed a place in the last four. At least two teams -- Sri Lanka and Zimbabwe -- cannot match that points total.Earlier Adam Gilchrist had set Australia on their way with an 88-ball 99 before becoming the 13th player in one-day internationals to fall one short of a century.Australia scored at six an over throughout their innings, completely dominating their opponents quicks and spinners.Sri Lanka, however, did not help themselves.Wicketkeeper Kumar Sangakkara somehow missed the wicket trying to stump Ponting on 16, then missed the stumps again with his gloves after catching a throw with Ponting, on 35, short of his ground.Sri Lanka were forced to try seven bowlers by the 25th over.Ponting lofted Muralitharan for six over long on, then reached his hundred in the 43rd over off 96 deliveries.In reply, Jayasuriya was hit after making a single from five balls and the reply soon unravelled.Marvan Atapattu had the audacity to hit two boundaries off Lee in the 10th over but was then caught and bowled low down for 16 to make it 42 for one and Mahela Jayawardene was then caught for a three-ball duck while Hashan Tillakaratne was bowled by Glenn McGrath and Arnold, on one, fell lbw to Lee


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First One-Day International: Sri Lanka Won
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The two spinners from Sri Lanka, Ajantha Mendis and Muttiah Muralitharan took six wickets collectively which led Sri Lanka to success beating India in the first one-day international played in Dambulla yesterday.
Mendis and Muralitharan, both of them took three wickets individually for giving 21 and 37 runs respectively.
Mendis is a new sensation in the Sri Lankan team whereas Muralitharan is an experienced spinner; both put together their skill to bowl out the Indian players for a lowly score of 146.
The match was totally in the favor of Sri Lanka from the start.
Virender Sehwag, who was in-form nowadays, could not play the match due to his injury which added more to Sri Lankan favor.
That was an easy target for Sri Lankan batsmen. They easily chased their target and achieved it in the 35th over with the loss of just two wickets.
The key wickets were taken by Mendis. In his opening spell he removed two hard-hitting Indian batsmen Yuvraj Singh and Mahendra Dhoni. Yuvraj Singh was the top scorer making 23 runs; whereas Muralitharan made attack on the lower order Indian batting line.
Virat Kohli substituted Sehwag who took injury on his ankle on Sunday. It was his debut match.
The start of the game was really dreaming for Sri Lankans; when left-arm medium paced bowler Chaminda Vaas removed the Indian opener Gautam Gambhir on the very second delivery of the match. The delivery moved sharply into the wickets and hit the off-stump.
Paceman Nuwan Kulasekara was also leading bowler; he took 2 for giving 23 runs. He bowled out kohli at 12 for lbw and later got rid of Suresh Raina.
Yuvraj was given a chance when his catch was dropped by Mahela Jayawardene at slip.
But soon he was bowled off.
The innings remained one-sided and Jayawardene’s unbeaten 61 runs ended the contest with Sri Lankan success.
Scores:
Sri Lanka 147-2
India


Eng Pak T1 Day 2 Stumps: Hunter Becomes Hunted; Asif Shines But Anderson Steals
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Sreelata YellamrazuJul 30 2010
Pakistan are in serious danger of having to follow on when the play ended on the second day of the first Test of the England Pakistan Test series at Trent Bridge, Nottingham. Almost forgotten was Mohammad Asif's efforts earlier in the day to bring Pakistan back into the game.england slip fieldersPakistan did not think they would find themselves staring down the barrel after Asif ran through the England batting line up to trigger a collapse. From four down for 331, it is hard to imagine that England could find themselves pegged down, losing six wickets for next to nothing as they were dismissed for 354.If Mohammad Aamer stole the show on the first day, Asif was at his best, picking up a five-for for his dramatic show.However, it was England who went into the dressing room at the end of the second day's play looking happier after Pakistan were reduced to 147 for nine, still a shade better given that at one time, they were in deeper trouble at six down for forty-seven, James Anderson replicating Asif's efforts while Steven Finn was not to be left too far behind on three wickets.The see saw day saw Pakistan going from being spectacular to finding themselves on thin ice.England's First UDRS Helps Eoin Morgan Score a Test Century on Debut; Sachin Against Pak Eng T1 Day 1 Stumps: Colly and Debut Ton Morgan Save England with 200 Run Bond Salman Butt Says His Bowlers Are the Best: Collingwood is Not So Kind Ahead of Test series Bresnan Replaced Shahzad for First Test against Pakistan; Ankle Trouble to Blame England and Pakistan Reiterate Hope of a Scandal Free Test Series ICC Reverse Oval Decision; Pakistan Pulling their “Hair” Out!Mohammad Asif to Star in Malayalam Film! Pakistan Indicate Yousuf, Younis May Not Join Team in England for Test Series England Announce Squad for First Test against Pakistan at Trent Bridge Pak Aus T2 Day 4: Pakistan Beat Australia in Nail Biting Finish; 1st Win over Oz since '95 Pakistan Win over Australia in 15 Years! ( In Pictures) Afridi Doubts Some Pakistan Cricketers' Ability to Play Test Cricket Salman Butt for Pakistan Captain After Shahid Afridi Retires From Test Cricket...Yet Again Ricky Ponting Wants ICC to Ensure that the UDRS is Used Uniformly Across Tests Pakistan Considers Recalling Mohammad Yousuf, Younis Khan for Tests against England Match Referee Speaks to Aamer about Future ConductPak v Aus T20 2: Pak Win series 2-0England Complete Treble as Australia Bite The Dust Pakistan Unhappy With ICC Over Pitch Preparation Issues Shane Warne Reckons Steven Smith is "Special" ICC Applauds Pakistan v Australia Series as a Triumph for the Spirit of Cricket Spotted at Lord's: Imran Khan with His Sons Pakistan's Tour of England and Australia Series Schedule, Results
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Brian Lenihan can’t be off-limits for discussion about the mess we’re inMatt CooperFriday, November 18, 2011Mary O'Rourke was not happy with me and was not slow to tell me why.I met her last Friday morning at the annual conference of members of ISME, at which she was speaking and
I was chairing. She said she had cried the previous Wednesday
while watching me on the Vincent Browne Show on TV3 outline the flaws in the performance of her nephew, the late Brian Lenihan, during his time as finance minister and as outlined in my new book How Ireland Really Went Bust. She accused me of attacking a man who is not alive to defend himself.
I disagreed politely, mindful of the fact that the woman must still be grieving. I pointed out that he’d had plenty of opportunities to discuss and defend his performance with me when he was alive. She countered that I hadn’t been "in the room" on the infamous night that the ruinous bank guaranteed was introduced. I didn’t point out to her that she hadn’t been there either. But I did say
there has been a deliberate and concerted effort by those who were present to limit what has been revealed, allowing only a small amount of documents to be released under the Freedom of Information Act.
I also asked her to read the book, which I said I believed was fair in its portrayal and assessment of how Lenihan and his taoiseach, Brian Cowen, had performed on that night and subsequently. She said she had read it but said no more about that, other than to say that at least Cowen is alive to defend himself.
As it happens Cowen has been unavailable to do so and is unwilling, as his predecessor Bertie Ahern has been, to defend his record in public. It all seems too raw for Cowen; he may still be in shock, much as he appears to have been when he was in office and as everything came tumbling down around him.
O'Rourke is one of his fiercest critics. She was blunt about his shortcomings and failings in the recent two-part RTÉ documentary Crisis: Inside the Cowen Government (to which I contributed). It seems likely that Cowen would have been greatly irritated by her and
many others (particularly Mary Hanafin) because of their contributions to that programme. Self-serving would be one way of describing them.
O’Rourke’s criticisms and viewing of the
programme made me consider again whether
I had been fair to Cowen and Lenihan in both my book and in my contributions to the documentary. In the latter I was dependent on the editing process of others, but the book, while involving the editing by others, remains very much my own responsibility. I stand by what I said in the documentary about Cowen because it sums up much of what is in the book: it is an appalling legacy to have been the taoiseach who oversaw the rushed introduction of the bank guarantee and to have surrendered economic sovereignty, as happened last November.
His performance prior to becoming taoiseach, during his time as finance minister, was appalling too. This is not hindsight: I wrote in April 2008, on his becoming leader of Fianna Fáil, that he had an enormous amount to do to justify the garlands
being thrown his way and that his performance as finance minister had not been impressive.
I go into greater detail in the book, particularly about what others have told me about Cowen’s behaviour while in office. The obvious manifestation of the psychological pressure he suffered was his drinking of alcohol. There is little doubt but that Cowen did not exhibit sufficient care about his drinking while in office. It may have been his way of releasing
pressure, but a middle-aged man with his responsibilities, excessive weight and previous health concerns (and the knowledge of the death of his father at the age of 51) should not have behaved as he did during a national crisis. He needed all
his wits about him at all times, not to be dealing with hangovers.
But what about Lenihan’s performance? Lenihan should not and cannot be off-limits to legitimate examination of his record, but there is a danger that sympathy for his personal tragedy can lead to overly sympathetic examination of his record. His illness, once disclosed, could not be a private matter, not when he held a key position at one of the most important times in the history of the state.
The reality is that there were very serious concerns in both the Department of the Taoiseach and the Department of Finance in the early months of 2010. Lenihan was unavailable because of treatment on many days when he was needed.
Cowen never moved against him, partly because of loyalty
(and they remained loyal to each other until near the end of Cowen’s leadership), partly because of a worry that the public might react negatively to the removal of a sick man as if it was callous rather than necessary, and
partly because of the realisation
Lenihan had the communication skills that Cowen himself lacked.
Lenihan got a pass in some respects because he was
likeable and engaging. Journalists liked him because he would answer questions and be available to do so, unlike others. (You could argue that he played the media along, knowing that he would get it somewhat easier if he engaged with it.) Also he was not part of the government as a full minister until after the 2007 general election and did not get his first economic ministry until after Ahern’s 2008 departure. He was a lawyer
who had to get up to speed quickly on economic and financial ministries,
but he cannot evade responsibility for the guarantee, the establishment of the disastrous NAMA (to which he was central), the failed and recurring recapitalisations of the banks and the ultimate surrender to the EU and IMF. And much of what he said about the economy "turning the corner" was nonsense.
He was unlucky in many respects — not just with his health but with the impact of outside events. I remember him getting furious with me in early November last year as I pressed him on soaring yields on Irish bonds, suggesting
this was the markets reacting to his policy of increased austerity, knowing
it would not work. He blamed, and with some merit too, the uncertainty caused by comments made by Angela Merkel and Nicolas Sarkozy that raised the possibility that sovereign states would be allowed to default on debts from 2013, making it almost impossible for Ireland to raise new loans on international markets.
Lenihan and Cowen found that their reward for doing all of that had been asked of them by the European Commission and ECB was to be hung out last November when it was decided that Ireland should be sacrificed for the greater good of the euro area. Knowing that it would finish them politically Cowen and Lenihan found the takeover but ultimately had to surrender. To a degree it is possible to feel sorry for them, and the knowledge of his failure was difficult for Lenihan in his final months.
The RTÉ programme on Cowen’s crisis was great drama, and had fantastic photos and footage upon which to draw, and, within the time constraints, was fair. I would argue that the story is bigger than can be told in two hours of television, and of course I would. But I believe that, by and large, any unfairness is coming from the former political colleagues of those under the microscope.
The Last Word with Matt Cooper is broadcast on 100-102 Today FM


PNR data transfer: EU Parliament gets angry | EDRI
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Home » EDRI-gram - Number 17,
10 September 2003
PNR data transfer: EU Parliament gets angry
10 September, 2003
» EU Policy | Privacy | Airline Passenger Data
On 12 September the moratorium expires on the transfer of European
passenger-data to the United States. Already harsh words are being
exchanged between EU institutions, one of the last realms of diplomatic
kindness. "The violation of EU legislation is continuing and with it the
rights of European citizens are being violated." This judgement from an
official Working Document of the European Parliament is aimed at the
Commission, which, according to the document, "in the 6 months since the
adoption of Parliament's resolution (on the transfer of Airline
Passenger's PNR data to US authorities) has made very little progress
with regard to ensuring that EU data protection legislation is observed".
Still, the EP rapporteur, Dutch Liberal Johanna Boogerd-Quaak, continues,
"Your rapporteur believes that the US commitments do not offer adequate
protection." "This", she concludes, "is a flagrant violation of EU data
protection legislation, as laid down in Directive 95/46 EC and Regulation
2299/89." Members of Parliament are now ready to prepare two oral
questions for the Council and the Commission, and eventually take legal
action before the European Court of Justice.
On 13 March, the Parliament passed a resolution containing criticism of
the Commission's secretive negotiations with US envoys about the
transfer of airline passenger's personal data to the United States.
Parliament was angry about the lack of adequate level of data protection.
It urged the Commission to ensure that EU Privacy and Data Protection law
would be respected. Up to the present day that is not the case. The
procedure that might now follow is laid down in Article 232 of the EC Treaty. First an official warning by the Parliament. Next, action before
the Strasbourg court that could result in the Commission being obliged to
stop the transfer immediately. Already on 2 September, the Chair of the EP
Civil Liberties Committee has taken first steps to prepare such action.
This is also what the Parliament will urge now: a prohibition of all data
transfer on a 'pull' basis by 1 October, and an international agreement
that will have to be in accordance with EU data protection law. In her
Working Paper, Mrs. Boogerd-Quaak goes into some detail and exemplifies
minimum requirements any future arrangement should meet to avoid legal
action, such as reducing the storage time from 7 years to the duration of
the passenger's stay in the US and reconsidering whether PNR transfer is
adequate in the proclaimed fight against terrorism.
On 5 May EDRi launched a campaign against the PNR transfer, with letters
passengers can send to the national Data Protection Authority in their
country to request an investigation of the illegal transfer of their
personal data.
EP draft Oral Question to the Council (02.09.2003)
http://www.europarl.eu.int/meetdocs/committees/libe/20030908/505934en....
Working Document Johanna L.A. Boogerd-Quaak (02.09.2003)
http://www.europarl.eu.int/meetdocs/committees/libe/20030908/506027en....
EP Resolution (Motion 10.03.2003, accepted 13.03.2003)
http://www.europarl.eu.int/meetdocs/committees/libe/20030310/492022EN....
EDRi campaign against the illegal transfer of European travellers' data to the USA
http://www.edri.org/campaigns/airline
(Contribution by Andreas Dietl, consultant on EU privacy issues)
‹ EDRI-gram - Number 17,
10 September 2003upNew report finds problems with EU copyright law
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History of Northfield Vermont
Northfield History
by Julia McIntire
In 1790, when the United States government established its first census, it recorded forty-four persons (fifteen adults and twenty-nine children) living in the tiny and isolated Town of Northfield. Amos Robinson, the first to arrive, was a proprietor of the town chartered in 1781, and was actually the only original proprietor to make his home here.
Elijah Paine, son of an influential family, Harvard graduate, Revolutionary soldier, lawyer, friend of George Washington and a proprietor of Northfield and nearby Williamstown, had cleared land on Northfield's Mill Hill. He built a grist and saw mill which soon became the center of business and social activity for the settlement.
On March 12, 1794, the first town meeting was held at Dr. Nathaniel Robinson's home on East Hill. As more settlers came to town, they abandoned the hilltops and built their homes westward down Mill Hill, until by the early 19th century, a small hamlet (today's South Village) had grown up along Sunny Brook and the Dog River. The village, known as Slab City because of the saw mills established there, also contained potash and grist mills.
In 1799 Elijah Paine built the famous Paine Turnpike which ran from Brookfield, through northern Northfield, to Montpelier, opening up trade and travel on this Boston-Montreal route.
By the 1840s the settlement had crept northward from South Village to land along the Dog River, known then and now as the Center. What is today's "downtown" was originally a heavily forested swampy area. In the early 1800s Elijah Paine acquired this land, cleared it, built a dam on the Dog River and erected a woolen mill. The last to be settled was the "Falls," north of Factory Village, which was, and still is, a small closely knit settlement.
In 1848 these four small villages began to flourish, thanks to their leading citizen, Charles Paine. Like his father Elijah, Charles was well educated, shrewd and personable. He was governor of Vermont from 1841 to 1843, and in 1845 became president of the newly chartered Vermont Central Railroad. He built the headquarters in Northfield, much to the disappointment of Barre and Montpelier. In its extensive yard, the railroad built and repaired engines and cars. The many Irish who poured into town to work on the railroad became permanent residents.
In 1853 the Vermont Central Railroad went into bankruptcy due to over expansion and, in some cases, mismanagement, and bit by bit hard times came to Northfield. The railroad, placed under receivership and renamed the Central Vermont Railroad, had its headquarters moved to St. Albans.
In the 1870s, the slate industry, although short-lived, eased Northfield's economic depression. Welsh workmen, skilled in cutting and splitting slate, arrived in town and contributed to its development.
The granite industry, particularly under the business acumen of five Cross brothers, brought new life to the town in the 1890s and early 1900s. Their stone sheds, plus those of the Ellis Company, the Pelaggi Company, Phillips & Slack Inc., and others, employed hundreds of workers, many of them newly arrived Italians, Spaniards and Scots. Gradually the Northfield granite industry drifted to the great granite center in nearby Barre.
By the 1950s and 1960s, other industry rejuvenated Northfield. The old Nantanna Mill under Bernard Goldfine's ownership produced fine woolen goods. The Rabbit hollow Knitting Mill; the Wood Products Co.; the Northfield Telephone Co. and its later outgrowth, Trans-Video Cable Television; Cetrangolo's granite finishing works; and a new shopping center brought much-needed employment.
The largest industry in town is unquestionably Norwich University which was started in 1869 and remained a small college for several decades. This venerable military university employs hundreds of people, adds property support to the town, and spends millions of dollars each year in supplies and services in Central Vermont. In 1950, Major General Ernest Harmon became President of Norwich where he spent fifteen years and brought enrollment from 300 cadets to well over 1,300.
In spite of many changes, Northfield still retains many characteristics of its old-time four villages - the South Village with its Red Mill; the Center, home of Norwich University