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Homeless law's defense declined

Sleeping in public not illegal by Compiled by Democrat-Gazette staff from wire reports | December 17, 2019 at 2:51 a.m. | Updated December 17, 2019 at 2:51 a.m.

WASHINGTON -- The Supreme Court said Monday that it would not hear a closely watched case on whether cities can make it a crime for homeless people to sleep outdoors.

The case was brought by six people in Boise, Idaho, who said a pair of local laws violated the Eighth Amendment's prohibition of cruel and unusual punishment. One prohibited "camping" in streets, parks and other public property. The other prohibited "lodging or sleeping" in any place, whether public or private, without the owner's permission.

A three-judge panel of the 9th U.S. Circuit Court of Appeals in San Francisco ruled for the plaintiffs and struck down the laws, saying the Constitution does not allow prosecuting people for sleeping outdoors if there is no shelter available.

The Supreme Court typically understands the Eighth Amendment to address acceptable punishments rather than what conduct can be made criminal. But in 1962, it struck down a California law that made being a drug addict a crime on Eighth Amendment grounds.

Relying on that decision and quoting from an earlier 9th Circuit ruling, Judge Marsha Berzon, writing for the panel, said "the Eighth Amendment prohibits the state from punishing an involuntary act or condition if it is the unavoidable consequence of one's status or being."

"As long as there is no option of sleeping indoors," Berzon wrote, "the government cannot criminalize indigent, homeless people for sleeping outdoors, on public property, on the false premise they had a choice in the matter."

Dissenting from the full 9th Circuit's refusal to reconsider the panel's decision, Judge Milan Smith, joined by five colleagues, wrote that the ruling "has begun wreaking havoc on local governments, residents and businesses."

"Under the panel's decision," Smith wrote, "local governments are forbidden from enforcing laws restricting public sleeping and camping unless they provide shelter for every homeless individual within their jurisdictions. Moreover, the panel's reasoning will soon prevent local governments from enforcing a host of other public health and safety laws, such as those prohibiting public defecation and urination."

In their petition seeking Supreme Court review in the case, lawyers for the city said the appeals court had heedlessly created a new right not grounded in the Constitution.

"The consequences of the Ninth Circuit's erroneous decision have already been -- and will continue to be -- far-reaching and catastrophic," the city's petition said. "The creation of a de facto constitutional right to live on sidewalks and in parks will cripple the ability of more than 1,600 municipalities in the Ninth Circuit to maintain the health and safety of their communities. Public encampments, now protected by the Constitution under the Ninth Circuit's decision, have spawned crime and violence, incubated disease, and created environmental hazards that threaten the lives and well-being both of those living on the streets and the public at large."

The petition attracted some 20 supporting briefs, many from cities, counties and states.

But activists, including the National Law Center on Homelessness and Poverty, said the city and its advocates had exaggerated the breadth of the 9th Circuit's decision to try to win Supreme Court review.

"It does no more than prohibit the imposition of criminal penalties against homeless individuals who engage in the simple act of sleeping outside when no alternative shelter is available to them -- something that already is supposed to be prohibited under Boise's current law," the activists said.

"That result is limited in scope, and reflects the ought-to-be uncontroversial principle that a person may not be charged with a crime for engaging in activity that is simply a universal and unavoidable consequence of being human."

Lawyers for the homeless people challenging the Boise laws said the 9th Circuit's ruling was modest and unexceptional.

"The decision below recognizes that it would be cruel and unusual to criminally punish a homeless person who violates the law simply because he engages in the biologically compelled activities of sitting, lying or sleeping outside when he has no place else to go," their brief said. "That result reflects basic common sense."

The case is City of Boise v. Martin, No. 19-247.

Information for this article was contributed by Adam Liptak of The New York Times; and by Robert Barnes of The Washington Post.

A Section on 12/17/2019

Print Headline: Homeless law's defense declined

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Turning Insights into Assets for an Industry Leader

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Fidelity Charitable is an example of an organization that does a beautiful job of creating and using research to inform their audiences about important topics while also building their brand.

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Vienna: The Capital of Nineteenth-Century Classical Music

Vienna has been given the moniker ‘The City of Music.’ But what contributed to Vienna’s grand title?

During the 18th and 19th centuries, also known as the ‘Viennese Classical Period,’ Vienna’s music and art culture grew partly due to their aristocratic court culture. While the city’s educated audience had minor contributions to Vienna’s musical legacy, it was mostly thanks to the highly esteemed artists that lived and worked in the city throughout the 19th century.

The music industry experienced a boom, with a surge in opera houses, crafters of instruments, and sheet music publishing houses flourishing, making Vienna the perfect place to produce music. This made Vienna the destination for composers to visit and live in while creating their remarkable art.

Vienna quickly became the city with the most famous composers living in it compared to any other city in the world. Amidst the many great artists, Mozart was one of Vienna’s most influential residents during the classical era. The music prodigy spent a considerable time composing some of his most well-known pieces in Austria’s capital.

Aside from Mozart, an extensive list of composers contributed to giving Vienna the reputation as ‘The City of Music’, including Strauss, Beethoven, Haydn, and Berg; who all spent some of their lives in the city.

Today you’ll be able to admire some of these classical music giants. They have been honored for bringing Vienna notoriety, and as a result, it has become the capital of classical music. You can visit their monuments, museums, and parks across the city, which are in tribute to their contributions.

Coming Soon!

Music in Vienna

October 14–23, 2021

Join Joe Marchio on a musical tour of Salsburg and Vienna. Austria, one of the world's most beautiful places, is the birthplace of Mozart, Haydn, Mahler, and many more!

Place your reservation by Clicking Here!

Written by

Allyshia Tran, Artful Journeys Virtual Intern

Allyshia is an Aussie born, aspiring Public Relations Student who is completing her final year of study while interning for Artful Journeys. With music, art, and beauty being some of her passions, Allyshia thoroughly enjoys singing, writing, and visiting Australian museums and art galleries (when a global pandemic hadn’t taken over our lives) whenever she isn’t swamped with school assignments. She sincerely hopes you enjoy her upcoming blogs, and please leave comments in reply to them!

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Skilled Letter Of Advice Template With Samples

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Best of Zimbabwe

This 10-night safari combines Zimbabwe’s astounding natural beauty, phenomenal wildlife and fascinating culture in one sensational package that combines the jaw-dropping Victoria Falls, Hwange’s forests and savannahs, vast Lake Kariba and diverse ecosystems of Mana Pools.

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11 days/ 10 nights
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Illustration by Gordon Studer

Creating Culture Together

Researchers Nancy Rothbard and Olivia O'Neill recently undertook a comprehensive analysis of the organizational culture of firefighters. In this examination, two characteristics of the culture stood out.

One was joviality. Managers said their philosophy of hiring was "No stiffs," and the firehouse played host to an ongoing series of jokes and pranks, as well as with frequent, fairly good-natured trash talking.

This second characteristic of the culture—which the female researchers hadn't expected to see in this typically masculine profession—was something organizational psychologists call "companionate love": a platonic yet compassionate bonding among coworkers. (The study—detailed in the article "Is Love All You Need?"—was published last December in the Academy of Management Journal.)

And so, accompanying the pranks and trash talk were regular displays of emotional support, such as words of encouragement when someone was struggling after a tough fire, and physical gestures of affections, like a pat on the back or a bear hug for a firefighter struggling with personal life issues.

From a management perspective, there was another key finding: the two cultural characteristics proved key in sustaining strong job performance. The teasing honed the firefighters' understanding of each other's weaknesses and blind spots—known to anthropologists as the evolutionary advantage of play. This helped teams coordinate and collaborate, given that managing and monitoring weaknesses is particularly important in fast-moving and risky work situations.

Conversely, the companionate love and emotional support helped the firefighters work through the everyday traumas of their job and continue performing at a high level. The two qualities also tempered each other; the caring and affection kept the jokes and pranks from becoming too hurtful or isolating.

Outside the firehouse, the link between culture and performance has gained wider acceptance. In a survey of 2,200 global business leaders, 84 percent said they believed that that their organization's culture was critical to their business success. And 60 percent even said that culture is more important than actual business strategy, and more important than a business operations model.

But the study also found a widespread need for culture change. A majority of respondents (51 percent) said that the culture of their own company needed a major overhaul. And less than half (45 percent) said their company's culture was effectively managed. The study, Culture and Change Management Survey, was conducted by The Katzenbach Center at PwC and issued in 2013.

But before a culture can be changed it must be understood. This can be tricky. If you are a security manager, head of a security company, or some other type of leader, it is likely that your own behaviors and beliefs influence the culture of your organization. Moreover, you probably have an intuitive feel for your workplace and what it's like to work at your company. But you might find it difficult to accurately describe the culture, to articulate its characteristics, and interpret its features.

Such an understanding can be developed through an assessment of organizational culture, management experts say. In essence, the assessment process works by answering a series of questions that are designed to elicit information on different aspects of the organization's culture.

The actual question-and-answer format might vary, based on what the managers are trying to assess, says Diane Hamilton, a management expert and owner of Calibra, a consulting firm experienced in organizational culture assessments. A leader who wants to assess the entire organization's culture might interview a sampling of staffers in every department, to get an effective cross-section of the firm. Alternatively, a security manager who supervises a small department of five employees might interview all staffers, she explains.

If interviews are not possible, managers should answer the questions for themselves as objectively as possible. Whichever method is used, the end result is a better understanding of the culture. "I think the process is such that you can start to peel back the onion and learn about the underlying values and assumptions," Hamilton says, adding that the process can be done "formally or informally."

Before conducting the assessment, Hamilton explains, managers should first be able to answer the larger questions of: "What are you trying to create, and why?" Take, for example, a security company whose mission is providing IT security solutions. The business objective of the company is be as innovative as possible, so the company aspires to create a collaborative and nimble culture where everyone can contribute, great ideas are shared, and people work freely with one another in productive and creative teams.

The assessment should then be approached with that cultural aspiration in mind. Questions should be aimed at finding out whether the culture supports behaviors, actions, and arrangements that facilitate collaboration, an openness to new ideas, and selfless teamwork. Or, does the culture permit, and in some ways reward, information hoarding, working in silos, and selfish accomplishments at the expense of others?

Conceptual models may also help the assessment process. For example, a model proposed by George Bradt, a management expert and leadership columnist for, may be more specifically helpful to the assessment process in that it maps out the culture in five categories, symbolized by BRAVE: Behaviors, Relationships, Attitudes, Values, and Environment.

The culture assessment questions can be grouped under one of the five BRAVE categories, as shown below. Bradt, who is also the author of The New Leader's 100-Day Action Plan and has worked at several large organizations including Procter & Gamble and Coca-Cola, offered workplace examples from his experience to illustrate what can be learned about the culture from the assessment questions. Andrew Woods, workplace issues expert, did the same.

Behaviors. Behaviors are rewarded differently in different cultures; Bradt illustrates this with a story about a U.S. Army colonel temporarily stationed on a Navy ship. On a Navy vessel, one bad mistake can sink the entire ship, so behaviors that are reinforced are rigid command-and-control actions: crisp decisions made, clear directions given, orders followed to the letter, and strong rank stratification.

However, when the Army colonel stationed on the Navy ship decided to go to the ship store, he patiently waited in line at the ship store and said "Good morning" to an enlisted man behind him. Instead of responding, the enlisted man immediately ran away. The colonel's behaviors were not appropriate for the Navy's workplace culture: Navy high officers do not wait in lines. Nor do they make small talk with enlistees.

On the other hand, at an organization such as open source coding IT company Red Hat, a staffer may simply disregard a suggestion by the CEO and face no negative consequences for such behavior if the staffer thinks that acting on the suggestion would conflict with the company's ultimate mission to protect the Internet, Bradt explains. "There, the only thing that matters is the code," he says.

Behavior assessment questions can reveal gaps between the current culture and the culture the organization aspires to. A company may aspire to a collaborative culture but lack a compensation system that rewards successful teamwork and behaviors. Similarly, an assessment may reveal that behavior that company leaders profess not to want might still be rewarded anyway.

For example, research shows that "threat rigidity"—the tendency to narrow one's focus under threat—puts excessive stress on the prefrontal cortex of the brain and impairs functions such as judgment, memory, and impulse control. Given this, a company may aspire to a culture that makes for a supportive and forgiving workplace, yet counterproductively reward high-performing managers who yell at others and use anger and intimidation instead of proper coaching methods.

Finally, behaviors also can also have ripple effects. Facial expressions and body language are both powerful; a manager who often comes to work looking angry, even unintentionally, may cultivate a culture of anger. Studies have found that many professionals from different organizations actually feel more comfortable expressing anger than joy on the job, and so report expressing anger more often than joy.

Behavior assessment questions include:

  • Which behaviors in the workplace are reinforced and rewarded?
  • Which behaviors face negative consequences?
  • Are there gaps between what behaviors are asked for and what is rewarded?

Relationships. There are many levels of communication and webs of relationships in any workplace. Colleagues talk informally, employees from different departments work together. Some staffers like organized social functions, others prefer one-on-one situations. "No organization actually functions based on its organizational chart," Bradt says.

Loose social networks are important because they can spill over into operations, enhancing opportunities for collaboration and strengthening teamwork. "It's the carpools, the people that go hunting together, the people that go to the opera together," Bradt says. He offered the example from his tenure at Coca-Cola, where the CEO and the head of marketing always seemed in sync during meetings. "We never understood how they could finish each other sentences—until we found that they had gone fishing together every Saturday morning for 14 years," he says.

Hamilton points to workplace research on engagement by the Gallup organization, which has shown that employees who consider at least one coworker a close personal friend are more likely to say they are engaged at work.

On the other hand, resentments and rivalries between staffers can hurt operations. A company may desire a culture that encourages friendly competition as a means of maximizing performance, but that can mean that department heads, believing that they are all in competition for an executive promotion, do not work together smoothly when needed.

Relationship questions include:

  • Who talks frequently to whom?
  • Are there a lot of cross-departmental relationships? Rivalries?
  • What are the behind-the-scenes social networks?

Attitudes. Andrew Woods cites Marriott Hotels and CEO Bill Marriott's "The Spirit to Serve" philosophy as a good example of positive attitude transfer. "The idea is that if we look after each other internally, the guest will always have an exceptional stay," Woods says. "Loyalty among customers and pride of employees are all covered here."

In the same vein, Bradt says that comparing staff attitudes when working with other staff versus working with customers and external stakeholders can be particularly telling. In some cultures, staffers' attitudes are more positive when working with fellow employees, but less so when dealing with customers and external stakeholders. This can make a comfortable workplace environment, but one with looming and unacknowledged problems.

Attitude questions include:

  • How are customers, suppliers, and other external stakeholders treated?
  • In the office, is the atmosphere more formal or more casual?
  • Is teasing and edgy joking (such as in the firehouse scenario) encouraged or dissuaded?

Values."Stories are magic. When you listen to the stories and myths of an organization, it's amazing what you learn," Bradt says.

An organization's values are often embedded in the stories that its staffers tell to each other and to new employees. Some stories are about heroes; others about antiheroes. Heroes can be an ideal leader, or the colorful fun worker—employees who bolster the culture. An antihero may be someone who has been shunned, or vanquished like a dragon, because of specific behaviors damaging to the culture. Companies with more antihero stories than hero stories may reflect a culture that has foundered without positive leadership. "Companies' stories are part of the culture," Woods says. "Stories and traditions are huge bonuses to culture."

According to Bradt, Hewlett-Packard keeps a photo of the garage in which its founding partners worked, conveying that the company still admires the traditional values of a family business. But in recent years, few employees could identify the significance of the photo, indicating that the company had strayed from its original values.

Values questions include:

  • What values are communicated internally and externally, explicitly and implicitly?
  • What stories or legends do people tell about the organization?
  • What ceremonies are celebrated?

Environment. "Symbols, logos and rituals are very useful in reinforcing culture. A definite link to morale and culture is apparent here," Woods says. In some cases, it can be the most obvious sign that a culture needs to be modified and or strengthened.

He cites Google as a useful example in this category, because he sees a link between its colorful use of logos, innovative workplace, and creative operations. "Google has a strong culture and strong use of artifacts, including office setup and design," he says.

On the other hand, Bradt offered his experience of interviewing at Goodyear headquarters many years ago, which had lush carpets "you just kind of sank" into, walls of heavy mahogany, and interior offices with no views of the occupants inside. "That did not feel like a really open work environment," he says.

Office décor can also reflect culture. Photos of employees clowning around at social events or cartoon figures perched on cubicle walls can suggest an upbeat and positive workplace.

Well-cushioned chairs and tissues in small break rooms convey that it's okay for employees to cry if they need to. Signs with lists of rules can reflect a culture of fear.

Environment questions include:

  • What does the workplace "feel" like when you are working there?
  • Is the floor plan open and collaborative, or filled with closed-off offices?
  • What do the physical brand symbols and logos connote?

If an assessment reveals significant gaps between the organization's current culture and the culture that is aligned with the mission and business objectives of the organization, the current culture needs to be changed.

There is not a one-size-fits-all formula for doing this. Different organizations want to change cultures in different ways, and have different methods at their disposal. Compensation changes can be made to better reward productive behavior. Programs can be added to facilitate relationships. Training can be introduced for attitude modifications. New leadership can be brought in. The list is almost endless.

Although these changes can vary widely, there are best-practice principles that will apply to most organizations trying to change their culture, experts say. And one overarching principle is that leaders should always attempt to co-create the new culture with staff rather than imposing it on employees from above. "Practice partnering, not parenting," says Brady G. Wilson, management expert and author of the book, Beyond Engagement.

The brain perceives shared responsibility—such as a manager and an employee both being accountable for task completion—as a risk, Wilson explains. Sometimes, this pushes leaders into parental-like behaviors, such as calling employees into their office for a scolding, or for a frown-filled do-you-realize-how-badly-you-messed-up conversation. But this heightens negativity in the workplace, can be demoralizing, and often hurts performance. "Managing by shame, obligation, and guilt, through manipulation and control—it destroys the employees' ongoing and sustainable energy," he says.

Instead, a leader can make a shift to a partnering managerial style. Wilson defines partnering as "two people standing for each other's success," with the goal of working together to create a new culture that both managers and staffers will be willing to implement. "What if managers sat down with employees to understand what matters most to them in their work?" Wilson says. If they do so, leaders can use these conversations to guide their efforts in changing the culture, and continue to consult with staffers—who are all partners in the new enterprise—on the development of any changes designed to improve the culture.

The co-creation management approach can also lead to an increase in meaningful employee engagement, Wilson adds. "The employees feel like, 'My managers listen to me and respect my ideas. They are proud of my contributions to the organization. My managers care about me as a person,'" he says.

Below, Wilson offers some best practice guidance in moving forward on the culture change process.

When implementing cultural changes, think in terms of employee needs, energy, and emotions. In seeking culture change, some managers will simply give staffers new assignments to boost productivity. But too often, the end result is further overworking an already overburdened staff. Staffers who pride themselves on fulfilling assignments may not complain—and even volunteer to take on more work—when in truth they are close to burning out, and meaningful engagement will suffer.

"If they feel that they are being micromanaged, that their input is not being heard, that leaders are only interested in them as a piece of chattel—that's a dehumanizing experience, so why would they go above the call of duty?" says Wilson.

Thus, it is the manager's responsibility to think in terms of energy builders and rejuvenators for staff—strategies to take some work off their plates, whether it be targeted small-scale outsourcing, elimination of  tasks with little ROI, or encouraging longer vacations and time off.

By being protective of employees' energy resources, leaders can change a work-until-you-drop culture to a more sustainable one. Wilson advises that a manager sit down with a staffer and conduct a simple energy check, asking "What is it that's energizing you? What is it that's depleting you?"

Deliver experiences, not more promises. Sometimes, leaders will attempt to change a culture by implementing elaborate new initiatives like recognition/reward programs and intricate performance management systems. But if the systems do not positively change the culture in the eyes of employees, this can create workplace cynicism and lead employees to see the changes as something of a con game.

"Unless it feels to employees that it is meaningful to them, it just feels like another form of colonization. The employee feels like—you're imposing this upon me, and I didn't have anything to say about it," Wilson says.

Instead, managers should focus on what the new experience will be like for workers and how it will improve their time in the culture. "Employees don't care about scores, they care about their lived experience at work," Wilson says.

Information does not change people, relationships do. Sometimes, organization leaders will decide that the culture is being harmed by the practices of middle managers. This may result in a 360-type review, in which the manager receives low scores. But this alone is not an effective vehicle for change.

"We do a review, and the evidence is very damaging. We put [the manager] in a corner, get him some coaching. But he still doesn't change, because it's not information that changes people. It is interactions and relationships that really matter," Wilson says.

So, reviews should be followed with a series of conversations with upper management and front-line staffers, so that the manager can better understand the impact of his or her actions. Over time, this can lead to behavior modifications that make for positive culture change.

to employees are crucial. Employee needs vary. Common ones are freedom to do the job properly, the feeling that their work has significance, fulfilling work relationships with colleagues, and support and encouragement from higher management.

But these needs are also highly differentiated. Each worker has a different idea of what they mean in practice. If a manager assumes they know what the employee means when they mention one of these needs, "they can miss it by a country mile," Wilson says. For example, many staffers say they have a need for freedom—enough space to do their own job, without being micromanaged. But among employees who state this need, the actual amount of engagement they want with their supervisor can vary widely, so managers should not assume they want to be left alone all the time.

So, in one-on-one conversations with employees, managers can ask questions that flesh out these individualized needs. "It's understanding that you need a profound level of connection to your employees, and to what matters to them—as a partner," Wilson says. And that connection doesn't happen overnight; it develops and builds on itself over time, and can be time-consuming. But in the end, such connections can have a profoundly positive effect on an organization's culture.

"It happens one conversation at a time," Wilson says.


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Black forest souffle

Yield: 1 Servings

Measure Ingredient
16 ounces Sour pitted cherries,
\N \N Drained (reserving liquid)
5 tablespoons Brandy (opt)
4 \N Squares (1oz ea) baking
\N \N Chocolate
2 \N Envelopes unflavored
\N \N Gelatin
3 \N Eggs, separated
1 can (14oz) sweetened condensed
\N \N Milk
1½ teaspoon Vanilla
1 cup Milnot

Chop cherries & marinate in brandy (or cherry liquid). Soak gelatin in ½ cup cherry juice. Beat egg yolks slightly; stir in sweetened milk & gelatin. Heat over low heat until gelatin dissolves; add chocolate & heat until melted & mixture thickens slightly. Stir in cherries & vanilla; chill until mixture mounds slightly when dropped from spoon. Whip Milnot & egg whites until mixture holds stiff peaks.

Fold in gelatin mixture. Pour into 1 quart souffle dish with 3" collar. Chill until set, several hours or overnight. Remove collar; garnish with cherries, chocolate curls or whipped topping.

Similar recipes


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Custom Asylum Inmate Samsung Phone Case

The Asylum Emporium

$38.00 $45.00

( / )

Please select all options.

(Please note that this item will be limited to *30 orders per month* as each takes time for EA to customize. Each month, 30 more order slots will be released. Thank you for your understanding!)

When you order our Custom Asylum Inmate Samsung Phone Case, Emilie will first create the custom graphic for your case herself, then it will be off to our printing partners, and finally into your paws!

Here is how to get your phone case made exactly as you wish:

1. If you already have your own Inmate Number (either one you chose yourself or one EA assigned you in the past), all you have to do is enter the Number as you would like it to appear on your phone case in the "What Inmate Number would you like?" text box above. Please keep in mind that the Inmate Number must be limited to *8* characters.

2. If you do not have an Inmate Number and don't want to choose your own, EA would be delighted to assign you one! She will keep this in the Asylum Record Book, and your Number will never be given to anyone else—it is yours forever! Simply enter "Assign Me A Number" in the text box above.

The Details

• Made of a hybrid Thermoplastic Polyurethane (TPU) and Polycarbonate (PC) material
• Solid, durable polycarbonate back
• Flexible, rigid thermoplastic polyurethane sides (sides are transparent - not printed)
• Precisely aligned cuts and holes that match your phone's functions
• Easy to take on and off
• .5 mm raised bezel that keeps your phone's screen and camera from scratching on surfaces
• Individually printed by hand


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indicatorGrowth Management

Tacada: "We got here by being intentional"

By December 2021 edition of Business in Calgary, and Business in Edmonton 8 December 2021 4 min read

Tacada is a family real estate company with a responsibility to last generations. Launched in 1993, the company has grown to be one of Western Canada’s largest builders, having built more than 10,000 homes and developing in excess of 4,200 lots in addition to many quality properties throughout the west.

“My father, Ralph, has been in the home building business, or as he calls it ‘the shelter business,’ since the late 60s,” explains Casey Hutchinson, Chief Strategy Officer. “He founded Daytona Homes in Edmonton. When I joined in 2005, we had two corporate groups: Daytona Homes and Hutchinson Acquisition Corp. I was part of the acquisition group.”

In 2019 the two groups merged to form Tacada. He calls the outcome “exciting,” saying that “This allowed us to optimize our resources with a focus on our core competency in real estate and to set a course for the long haul, diversified in both asset class and geography.”

Through the years the family business has realized a number of milestones including transitioning leadership through succession and significant expansion outside of Edmonton. Today Tacada, with it’s six unique brands, is active in Calgary, Grand Prairie, Lethbridge, Regina, Saskatoon, Winnipeg and more recently, Vancouver Island and the Okanagan.

“There has been some international development as well, adds Hutchinson. “We learned how to scale our business to different geographic areas in pursuit of opportunity and sustainability. Our advisors urged us to continue to work at this, so we found an opportunity overseas.”

The growth and success of Tacada is in no way accidental. It has always been underpinned by strategic planning and intention.

Hutchinson says, “There is a line my father has entrenched, ‘if it is to be, it’s up to me.’ This really defines our entrepreneurial drive. We have a true passion and care for the ‘shelter business’ and delivering to the needs of the consumer, along with a genuine curiosity to advance and learn and grow. Behind the entrepreneurial spirit is a discipline that has truly evolved. That discipline has allowed us to build homes and properties at the scale that we do in terms of numbers or geography and to always do so with quality. We got here by being intentional and never wavering from the things that mean the most to us – defined family principles, engraved philanthropic values, an entrepreneurial DNA, and the commitment for sustainable stewardship over generations.”

“Our biggest challenge with this commitment for sustainable stewardship over generations is to meet the changes ahead with the continued ability to learn, adapt and grow,” he continues. “The world is changing. We must take a proactive stance for the needs of housing, community, partners, and other factors like social shifts, economics and even business succession. We need to be adaptive and open minded.”

Together with Joey Moss, the Edmonton Down Syndrome Society, and Winnifred Stewart Association, Daytona Homes and its trade partners built Joey’s Home to provide a safe, comfortable, and affordable environment for young people with developmental disabilities to live on their own, but still have the comfort of having someone available if needed.

Giving back forms a very large part of the corporate culture.

“Giving back is part of our DNA” says Hutchinson. “We set a targeted percentage annually to give back and have donated time and funds to a variety of interests, including the Winnifred Stewart Association. We have donated close to $1 million over the past 24 years to the Edmonton Down Syndrome Society and support youth and children’s hospitals and education.”

He continues, “Today’s ESG elements (environmental, social, governance) have been embraced, with the same attention and planning as other parts of our business, resulting in a road map for giving back. It helps us be thoughtful and effective in our activities. I’d like to say we have been very proactive. We don’t have it all figured out be we are learning and have the engagement of our entire staff. ESG matters to us, not just in our charitable interests, but for the environment and our people as well. Tacada and it’s brands are recognized as ESG leaders and that means a lot to us.”

ATB is part of Tacada’s growth and journey.

“Working with ATB has been extremely positive,” says Hutchinson. “They have always been there to support us with lending as we expanded, not just in Edmonton or Alberta but wherever we grow. They understand our business and needs because they take the time to develop a personal relationship alongside the business relationship. The fact that they are forward thinking like we are also aligns well.”

Hutchinson feels that ATB focuses on Alberta businesses with a deep understanding of the province’s business culture, resulting in seamless processes and resources to help those companies grow locally, and beyond.

On behalf of the ownership and management, Hutchinson says a very big thank you to the team.

“I could go on forever about how passionate and caring our staff and people are in their efforts to build homes in all forms. We are also very grateful our clients have chosen Tacada and our brands, and that enables great people to do what we do best. Thank you!”

Moving forward, Tacada is excited to continue learning, adapting, and growing.

“We will continue to expand our offerings as a home builder and property developer. Housing forms are changing, and we must change with them while always living up to and exceeding expectations of environmental and social stewardship.”

Learn more at

From the December 2021 edition of Business in Calgary, and Business in Edmonton.

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You want to try first? If you live in Zurich or in Paris book an appointment.👡🌸

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Low boots with studs

Size : 40

Size : 40

Low boots with studs with heels. Very soft leather, rounded toe. Brand: See by Chloé.

When buying this pair of shoes you save 16kg CO2.

Looking for more ankle boots, click here

At AtelierFH all shoes have been reconditioned from cleaning inside out.

Size: 40

Heels height: 8 cm

Excellent condition

Cleaned inside out

Disinfected inside

We ship in Switzerland with Swisspost. The delivery is offered in Switzerland /France for a minimum purchase of 220 CHF/Euros. Returns are possible, check the conditions HERE.

You have the option if you live in Zurich or nearby to try the shoes you like online. Book a private appointment.

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United States

Male Pastor Slut Shamed for "Sexy" Skinny Jeans

A pastor from South Dakota was chastised by a congregation member for dressing “too sexy on purpose” after wearing skinny jeans while preaching.

40-year-old Reverend Adam Weber received a letter in red ink from an anonymous churchgoer of his multi-campus congregation Embrace Church, criticizing his fashion style for being “completely offensive” and “morally wrong.”

Sikhs Sue US Marines For "Religious Freedom" Violations of Uniform Policy

On April 11, four Sikhs sued the US Marine Corps for refusing to allow their religious articles of faith. As the latest court date approaches, veterans and Muslim and Jewish groups have signed on to support them.

Model Amber Rose Reveals Her Ideal Man is an Atheist

Amber Rose posted on Instagram listing the qualities she would like in a man, and it sparked a debate on social media about atheists and dating.

The American model is famous for her past relationships with celebrities such as Ye, Wiz Khalifa, and Machine Gun Kelly. She is also widely known for her outspoken feminism and for organizing a transnational movement called SlutWalk, which aims to combat rape culture and end victim blaming and slut shaming against women.

Louisiana High School Students Tricked into Attending Sick Religious Event

High School students in a Louisiana school district were hoaxed into attending a religious event. Students were told they would attend a college and career fair but were surprised to arrive at a church.

School administrators told students at the East Baton Rouge Parish School System that they would attend a career fair called "Day of Hope."

Instead of meeting colleges and companies for a possible career, students were sent to a church called Living Faith Christian Center.


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Number of atlantic fellows will exceed 500 by the end of 2020

By the end of 2020, there will be more than 500 Atlantic Fellows active in more than 60 countries, and over the next two decades, the network of Atlantic Fellows will grow to thousands.

Sustainable transformative change requires leaders with diverse skills and perspectives to learn from one another and collaborative on impactful solutions. Atlantic Fellows include doctors, scientists, artists, academics, lawyers, journalists, business professionals, government officials and activists.

The scale of diversity and inclusion in the community is unprecedented in any fellowship program in the world. Atlantic Fellows are active in 60 countries, working as leaders within or alongside organizations with a shared equity focus. Read about their activities and mission in the latest Global Cohort Book.

They are participating in seven distinct programs across five continents to advance fairer, healthier and more inclusive societies.

  • 23% of Atlantic Fellows are active in 12 countries in Africa
  • 28% of Atlantic Fellows are active in 20 countries in Asia
  • 7% of Atlantic Fellows are active in two countries in Australasia
  • 14% of Atlantic Fellows are active in 12 countries in Europe
  • 24% of Fellows are from eight countries in North America
  • 5% of Fellows are from five countries in South America

In 2016, Atlantic Philanthropies funded seven Atlantic Fellows equity programs and the Atlantic Institute, culminating its 35 years’ work, with over $8 billion investment to advance opportunity, health equity and dignity across the globe. Chuck Feeney, its founder, quietly committed his wealth to the service of humanity, believing in Giving While Living. Completing its grantmaking, the Atlantic Philanthropies invested $740 million – its biggest final “bet” – to support the global network of thousands of Atlantic Fellows in line with the vision of believing in people and their ability to realize a better world.

“‘We see an urgent need to harness the potential of thousands of thinkers and doers addressing inequalities in the world and we believe that in coming together to imagine, provoke, innovate and collaborate, their collective impact will be greater. That’s the idea behind the Atlantic Institute and the lifelong community of Atlantic Fellows.’

— Christopher G. Oechsli, Board Chair of the Atlantic Institute

Each of the seven Atlantic Fellows programs is focused on solving a distinct 21st-century problem. They include reducing the impact of dementia worldwide; achieving health equity in South Africa, Southeast Asia and the United States; advancing racial equity in the United States and South Africa; improving the wellbeing of communities in Australia and the Pacific by drawing on the knowledge and expertise of Indigenous people; and addressing global inequalities.

The Fellows programs include:

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The Bunyip of Berkeley's Creek – Melbourne, Australia - Atlas Obscura

The Bunyip of Berkeley's Creek

A friendly monster lurks outside the State Library Victoria.

A mythical creature from Australian Aboriginal mythology is usually found lurking around swamps and riverbeds, but a friendly version, waltzing with his matilda, can be found just outside the State Library Victoria.

There are different tales and versions of similar monsters throughout the Aboriginal tribes of Australia (and Final Fantasy X), but the word “bunyip” comes from the Wemba-Wemba language of the indigenous people from the southeastern corner of the country.

The beast is a popular figure in Australia, but no one has settled on any one representation. The clawed thing is often portrayed a mixture of dogs, alligators, walruses, birds, and other animals.

This particular bunyip, cast at Meridian Foundry in Victoria, is based on the 1973 children’s book The Bunyip of Berkeley’s Creek, Jenny Wagner’s story of a creature who rises out of the water with no prior knowledge of itself. “What am I?” he asks. After a platypus tells him he’s a bunyip he goes on an adventure to find others like himself.

The sculpture, based on Ron Brooks’ watercolor illustrations, was unveiled in 2012 during the library’s children’s week. One of the many other tributes includes an orange, soft-toy version that’s available onboard Jetstar flights in the region.

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jlbeever's User Profile - Atlas Obscura
AO Member
Leaderboard Highlights
jlbeever's activity rankings
Places visited in Saguenay, Québec
Places visited in Salinas, California
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Saguenay, Québec

Arthur Villeneuve House

After he picked up a brush at the age of 47 this simple barber turned his entire home into a canvas.
Saguenay, Québec

La Petite Maison Blanche (The Little White House)

The little house that stood up to a disastrous flood has become a symbol of perseverance.
Saguenay, Québec

Pyramide des Ha! Ha!

Despite its name this unique art piece was established to commemorate a tragic flood.
Montreal, Québec

Canada Malting Silos

This crumbling industrial fortress has attracted daredevils, filmmakers, and historians.
Montreal, Québec

René Lévesque Park

This exuberantly curated landscape is one of the largest sculpture gardens in Canada.
Montreal, Québec

Notre-Dame-de-Bon-Secours Chapel (The Sailors' Church)

Small ship votives hang from the vaulted ceiling of this port-side church with a Latin inscription on the wall.
Montreal, Québec

Notre Dame Basilica

A grand Gothic Revival basilica with stained glass depictions of Montreal's religious history has only one soul resting in its crypt.
Saint Lunaire-Griquet, Newfoundland and Labrador

L'Anse Aux Meadows

An ancient Viking village in North America that predates Columbus by 500 years.

Geysir Glíma Restaurant

A restaurant devoted to "trouser grip" wrestling, an ancient form of Viking wrestling that is Iceland's national sport.
Thingvellir, Iceland

The picturesque birthplace of Icelandic democracy is drenched in the blood of its brutal past.
Thingvellir, Iceland

Þingvellir Church

This beautiful, historic church looks like something out of a simpler past.

Gullfoss (Golden Falls)

If a glacial river suddenly diving into a sheer chasm via a dramatic, multi-stage waterfall isn't peak Iceland, it's certainly close.

Haukadalur Geothermal Field

This valley of hot springs and boiling mud pots is home to the record-holding "Geysir," which originated the English word.

The unique waterfall in Iceland's south features a backdrop of geometric black lava columns.
Key Biscayne, Florida

Cape Florida Lighthouse

Located within a historic park, the beacon is the oldest standing structure in Miami.
San Juan, Puerto Rico

Garita del Diablo

Legend tells how a Spanish soldier disappeared from this isolated sentry box without a trace.
Puerto Rico

Cascada La Mina (La Mina Falls)

A magnificent waterfall nestled in the heart of the El Yunque National Forest.
San Juan, Puerto Rico

La Casa Estrecha (The Narrow House)

This tiny home was originally a narrow alleyway.
San Juan, Puerto Rico

Old San Juan Cemetery

This bleach-white graveyard overlooking the ocean is accessed through a tunnel.
San Juan, Puerto Rico

Capilla del Santo Cristo de la Salud (Chapel of the Holy Christ of Health)

This chapel on a cliff is renowned for its healing powers and was founded on the site of a supposed divine intervention.
Salinas, California

The Steinbeck House Restaurant

Eat a tasty meal in the house where John Steinbeck was born.
Salinas, California

Fort Ord

Once America’s most beautiful army base, this abandoned military fort on the coast of Monterey Bay has been left to the elements.
Monterey, California

Jellyfish Exhibit at Monterey Bay Aquarium

One of the most elaborate displays of Jellyfish is on display at the aquarium.
Ellicott City, Maryland

Enchanted Forest Theme Park

Remnants of a storybook amusement park hidden behind a strip mall.


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Still Magazine
President’s Desk
Scholarly Activity
Museum of Osteopathic Medicine
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Story Idea?

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Still Spotlight: Brian Amenta

Last month, University of Maryland Baltimore County’s (UMBC) men’s basketball team made history by defeating University of Virginia in the NCAA tournament. It was the first time in the history of March Madness that a No. 16 seeded team had bested the top-ranked team in the region. Behind the scenes, Brian Amenta, MS, ’18, a kinesiology student at A.T. Still University’s College of Graduate Health Studies (ATSU-CGHS), has been preparing the team for success.

As UMBC’s director of strength and conditioning, Amenta oversees physical preparation for all varsity sports, including the now-famous men’s basketball team. In addition to designing strength and conditioning sessions for players, he provides education on behavior modification for nutrition, sleep, and stress management.

“I’m currently living out one of my big career goals,” says Amenta. “It’s been a dream of mine to be a director at the Division I level.”

During the tournament, Amenta was responsible for helping the team warm up and cool down. He also designed workouts for athletes who were returning to play after recovering from an injury. While Amenta played an important role during the tournament, preparation for UMBC’s historic victory began months before the game.

“The majority of my work definitely goes in a long time before the NCAA tournament,” he says.

Amenta is grateful that his education at ATSU-CGHS has prepared him for success in a competitive field.

“ATSU was really great for me because the curriculum is based in movement,” he says. “The professors are real-world practitioners. The program gives you the freedom to dive deep in certain areas and learn knowledge that you can apply tomorrow.”

Nothing could have prepared him for being a part of UMBC’s history-making performance in the NCAA tournament, however.

“It was a wild ride,” he says. “It was the first time I’ve ever been a part of something like that. I’ll definitely remember it for the rest of my life.”

Check out Amenta’s video interview!

Never miss out—get the feed today!


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    Mk3 Boot Rings - Size?

    Could someone please tell me the dimensions of the boot rings on the Mk3 please?
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    Sold 20" Judd Model 2 Alloys - Smoke Finish

    20x10J ET20 Audi / VW / Mercedes fitment. Smoke finish is a two-tone gloss black with polished face that has been painted by very dark tinted lacquer. (see link below for more info) Never refurbed or damaged. Each wheel has a small stone chip or two and one has a very light scuff at the end of...
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    Sold B9 Genuine Audi Carbon Mirror Caps

    These are genuine Audi OEM carbon fibre mirror caps suitable for all B9 platform cars: A4, S4, RS4, A5, S5, RS5. These have the cut-outs required for Lane Assist warning lights (see photos). Over £500 new as an option from Audi, these can be yours for £100. Used - Excellent condition. All...
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    This is a genuine 3VIN cable as listed here: 2VINs have been used which leaves 1 left for you and your car. Additional VIN packs can be purchased from RossTech. £120 posted.
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    These are suitable for an B9 A5 /S5 / RS5 that has dynamic rear turn signals and are a straight swap. For more information see here: Full set are now off the car and packaged ready to...
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    Sold Veemann VC03 20" Alloys with Michelin Pilot Sport 4S tyres

    £900 delivered or £800 collected. Originally purchased from LK Performance in Gloss Black, these have recently been refurbed in McLaren Anthracite Grey. Selling as I didn't like grey on grey affect with my car and rather than get them re-powder coated in gloss black I decided to treat myself to...
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    Is Audi no longer dropping Google maps?

    I’ve read on this forum and various others about people being disappointed to discover that Audi plans to stop supporting the google maps overlay on their cars after this year (or next. Can’t quite remember). Gebrr ere al consensus was this was to do with their joint purchase of Here maps from...
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    Front RS Quattro Logo Touch up paint colour

    Hi all, The Quattro lettering at the bottom of the front of my car has a stone chip, made worse by my then jet washing it and needs touched up. Does any know the actual colour code for this (silver grey) or one close two it? I'm assuming that that the lettering is the same availabel in black...
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    Defined Details, Glasgow

    Used Gordon a couple of times and never disappointed. If anyone’s ever looking to get their cars paintwork properly sorted this is the place to go:
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    VIM Video-in-motion now possible on 2018+ MIB

    Firstly I'd like to give a big shout out to @RJ-8V for his help on this. Those of you that have been hoping to get video in motion working on your MY2018 Audi will no doubt have been frustrated to discover that OBDeleven's VIM app will not work on your car. With @RJ-8Vs help on this I can now...
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    EBay cars for sale clutter

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    Best place to tap constant live in boot

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    Amazing Car Illustrator

    Logged on to a Facebook group that I'm on the other day and found this guy had done a pretty amazing illustration of my car. Totally random. Says that he found the photo online in a forum (so either here or another one I frequent). Turns out hs does illustrations and sells them. It was so good...
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    Maxton Design Splitter kit

    With Audi having no “M Performance” equivalent parts for their RS cars and having had a Maxton kit on my Golf R a while back, I’ve been pestering them to release an RS5 kit since I bought the car last March. Finally they have one and mine arrived yesterday. Got the front splitter on. Hopefully...
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    My 2018 RS5 Coupe

    There's not that much B9(F5) content so I thought I'd start a thread on mine. I've had the car from new since 1st of March last year. Managed 20% off a new, unregistered car in UK stock. Since collecting it I've made a few changes. Spec: Daytona Grey with black leather and Rock grey stitching...
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    2018 RS5 KW Coilovers fitted today

    My car was in getting KW Variant 3 coil overs fitted today by a suspension specialist. They did the fitment and full geometry set-up. Car really does feel superb now. Very planted and the ride is still great. Due to go back in after 300 miles to give the shocks a chance to bed in before any...


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Crime Classics

11 títulos en la serie
0 out of 5 stars sin calificaciones

Crime Classics Resumen del editor

This series features true crime stories from the records and newspapers of every land, from every time. Your host each week is Mr. Thomas Hyland - a connoisseur of crime, student of violence, and teller of murders. This collection contains episodes of Crime Classics that aired between 1953 and 1954. Each episode has been digitally remastered and restored for ease of listening.

Public Domain (P)2019 CBS Enterprises
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Back to Products & Services

ACE Education Subscription (200-299 units)

ACE Education Subscription

Send your entire staff to an unlimited number of AAA seminars for one low subscription price per year. The Apartment Career Education (ACE) Subscription program is an affordable and valuable benefit for our apartment community members.

  • Save 60% on designated ACE seminar pricing
  • Most seminars are typically $80 for non-ACE subscribers
  • Save 10% on CAPS, CAM and NALP NAAEI Credential programs

(For use by any employee at one AAA-member apartment community)
Listed pricing is for a calendar year, but can be pro-rated based on sign up date.

Member Price: $840/yr


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Q&A: Hope and Encouragement for the One Who Is Still in the Battle

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Today we have a special guest — Authentic Intimacy's director of discipleship, Dr. Joy Skarka — sharing three points of encouragement for someone who is feeling defeated by sexual struggles.

“From what I have seen, it takes a supernatural work to be free from pornography and masturbation. How do you encourage and give hope to others if that work has not happened in them, and you can’t guarantee that it will?”

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• Meg Sechrest

It's Not Just Carpal Tunnel

Updated: May 21, 2019

For a few months now, I've had a terrible shooting pain down my left arm into my fingers. If I was a little bit older, I might go to the ER and be worried that I'm having a heart attack. But I'm only in my 30s, I'm healthy, and I know what the diagnosis is. I have carpal tunnel and typing elbow. I'm a #writer. I sit at my computer pretty much all day every day and I've been doing this for the past three years. I could get it fixed and be on my merry way. But I don't because then I couldn't type. I couldn't do what I love for a few short weeks while I heal. I wouldn't be able to write. So I suck it up. I grin and bear the pain. I live on because I live to write.

Many would say that I'm crazy and I should take a few weeks to rest and recuperate in order to heal. But I finally have what I want. I have a book contract. Only two months ago, I signed a publishing deal after years of hard work and dedication. To stop writing now would be defeat in my eyes. I must keep going. Do runners stop in the middle of a race if their calves cramp? No. They keep running. Do hikers let go of the ledge if they start to fall? Absolutely not! They hold on for dear life and grip that ledge even harder. Writing is the same for me. I can't give up when it gets hard. I must keep going and push through the tough times. 127 rejections came my way, but I didn't give up. I learned from those and kept moving. With each painful word in each of those letters I was taught something new about the journey of #writing. Every time an #agent said, "It's not for me," I tried a new one. Every time an agent said, "You have a great concept and amazing writing skills, but I'm not looking for fantasy right now," I took that compliment and moved on to the next because I believed in what I was doing and I knew that I had talent. I wasn't giving up then, and I'm not giving up now, especially not now. I made it this far. I can't let go of the dream that I've worked so hard and so long for. To me, this isn't "just carpal tunnel." To me, it's proof of everything I've been through and fought for. It's 127 rejection letters and "Not for me" letters. It's all the tears I cried and sleepless nights I had wondering if it was all worth it. It's sitting alone in my house every day without a friend in the whole world while I revised and edited while everyone said, "Give up." But I believed in my books and my writing. To me, this carpal tunnel is more than carpal tunnel. It's everything I've worked for and everything I've become. It's because I'm a writer.

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Jim Huard of Painters Collision Centers in Arizona is not afraid to share his ideas and opinions with body shop owners and the industry as a whole.

Auto Body Shop Veteran Says DRPs Can Be Profitable If Done Right

Autobody News recently sat down with Jim Huard to talk about what’s important to him and the current state of the collision repair industry.

Jim and Kelly Huard are the co-owners of Painters Collision Centers with two locations in Queen Creek and Chandler, AZ. Their goal is 10 locations within the next two years through smart and strategic expansion.

As a body shop owner, what are your top concerns?

Hiring and retaining skilled labor is our No. 1 concern.

A shop owner told me one time the tug-of-war between body shops and insurance companies will never cease, although it will change and evolve. Do you agree, and how and why have your relationships with your insurers changed?

I respectfully disagree; I am different in how I view this. All repairers can work effectively with carriers if they know how to navigate through the process. It’s not always just about being right. But instead of having the facts, the correct documentation and the right attitude about the relationship is what is truly important.

Another body shop owner told me the main problem in this industry is the simple fact the insurance companies, in general, don’t pay enough for repairs. Do you agree?

I again respectfully disagree, because from my experience, all insurers will pay to repair the vehicle correctly. I also believe it is a choice to repair a car correctly. Scans, calibrations and the like will be reimbursed as long as they are properly documented.

I am a DRP work flow guy. I am fanatical about quality repairs, and we are super picky about what we repair. The insurance companies are always watching the bottom line and there is nothing wrong with that. But I don’t think they ever want us to do sub-par repairs or compromise our quality to save money.

Are most of your DRPs profitable and are you satisfied with them?

I believe that all DRPs are profitable for all shops. How do you repair a car? And how do you write the estimate? Are you focused on the sales mix and writing a complete estimate? Are you complacent and write poor estimates and what does your throughput model look like?

Profitability is predicated on good quality estimates and throughput. This is a proven fact. A shop that produces 1.5 HPD will put 1.8% to the bottom line, give or take. A shop producing six HPD will put 18% to 20% to the bottom line or better.

How has all of the new technology impacted your productivity? Customer service? Marketing? Online?

We have had to adapt several times over. We created processes to repair higher level technology vehicles effectively while positively impacting our CSI. We also work with a stellar marketing company, Stratosphere Studio, that is engaged, in tune and really knows the collision repair industry.

Are you ever worried you’re too dependent on your DRPs?

I am not, because we are very strategic on how we operate. We do not put all of our eggs in one basket. One of our DRPs generates 37% of our revenue, and another one is at 21%, for example. I work with five partners in total and will not add any more. This is how we are able to provide top level KPIs with compliance and overall stellar performance for each partner.

Do your insurance partners constantly ask you to incorporate more aftermarket and recycled/remanufactured parts into your repairs? Are some of these parts OK to use, or would you want to use OE parts on every repair if you could?

I will answer this carefully. In a perfect world, we would use all OE. This frankly would improve the carrier’s profit. We did a case study on this topic. What we discovered is that with the downtime of getting a used part, and the fact that most come damaged or not useable, we often have to return and wait for another. It’s incredibly time-consuming and costs the carriers thousands of dollars per day in rental costs.

This does apply to some aftermarket and reconditioned parts. The carriers put a ton of pressure on the rentals and cycle time. Most carriers spend $5 million per day on rental replacements while vehicles are being repaired.

I also believe that if a consumer purchases a policy that requires aftermarket parts, that is on the consumer. Most aftermarket parts today fit well and are crash tested. Depending on what it is, a reconditioned part is more than acceptable, in my opinion. But as I stated, in an all-OEM world, all parties involved will gain throughput and profit.

From your experience, is it better to pay techs salary/hourly or flat rate?

I have many opinions here. But from my experience, hourly you will realize low profits, lack of productivity, poor cycle times and usually a sub-tribe of people who are not truly genuine in their efforts.

Salary with a bonus incentive again creates a comfort zone for most. A person will learn to live on their salary and can become complacent in regard to the bonus. The bonus becomes meaningless this way.

Commission or flat rate works for us. I pay flat rates to my techs and commission sales plans with KPI drivers to my repair planners and GMs. Your sales commission percentages are based on the KPIs you provide. These percentages range from 3% to 4.5% of the repair planners top line sale.

So, for example: If a repair planner does $150,000 in sales, provides a five-day cycle time, a 97% CSI and a repair ratio of 77% or higher, they yield the highest percentage. So driven writers that get it love this plan. I have writers stacking cash monthly doing it this way.

Imagine this industry in 20 years and share your vision.

I see very advanced technologies, but in many cases, this technology creates accidents; there is just too much going on in the vehicle's cockpit. It distracts people from being able to focus, hence causing an accident.

I also do not see the EVs taking the roads over. Frankly, I believe that will never occur.

I see many shops dropping out because they cannot afford to purchase what it takes to stay up with current times. This happens because many owner operators are marginal at what they do. MSOs and consolidators take a very interesting approach to this as well.

Do you have problems finding top techs, estimators, painters and office people in your region?

This is difficult in any region or market in the U.S. I have created mentor programs that have yielded several quality techs. We have exceptional pay plans, incentives and provide a quality work environment. We upgrade our equipment regularly to ensure happy tech teams. Happy people are good producers. We work hard to attract and retain top people.

MSOs are eating up small independent shops throughout the country. Is this also true in your state?

Yes, but it’s not at the same pace here in Arizona as compared to some other states. I frankly like having consolidators/MSOs on the same street because the majority of them cannot perform. So, we gain in a big way as a result. Carriers have become increasingly frustrated with MSOs and their poor performance.

Scale will be the death of these companies due to the lack of control and the lack of care. Many of them are in it for a paycheck and nothing more. I talk to hundreds of people each year from these companies, and the good ones want to run because they see the demise of the MSOs coming.

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    Save up to 30% on your rental car in Eisenhuttenstadt when you book with Auto Europe today. We guarantee the best rates on rental cars in Germany and across the globe. Use our simple three step booking engine at the top of the page to start planning your trip to Eisenhuttenstadt and get your free online quote today.

    Top rated companies in Eisenhuttenstadt to rent a vehicle from

    Auto Europe is pleased to work with the most trusted and reputable rental car suppliers that do business in Eisenhuttenstadt. Our commitment to working together with the most widely used suppliers in the world gives us the opportunity to provide considerable discounts from renowned companies like Sixt, Hertz, Dollar, and more. You'll be able to make a price comparison from brand names you already know and trust in our booking engine and choose the brand name and price that is perfect for you. Booking with Auto Europe often means having to pay a lot less than you'd pay when booking direct through any other supplier. Find out about our suppliers by simply clicking on the logos down below.

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    Tourists from Canada will undoubtedly be delighted to find out they're able to get to Eisenhuttenstadt and pick-up their rental vehicle having a legal Canadian license in good standing. An international driver's license isn't required to pick-up your rental car but could help speed up matters if you happen to be pulled over on a trip.

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    To operate and rent a vehicle in Eisenhuttenstadt you must be a minimum of 18 years old. Please keep in mind that a young driver surcharge could be applied and are often as much as $25 per day. Contact us if you've got any questions in regards to a young driver surcharge.

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After Friday crash, Bobby Labonte wins Darlingon Sunday in backup car

After crashing in practice Friday and having to start 37th in his backup car in Sunday’s race, Winston Cup points-leader Bobby Labonte still managed to win the rain-shortened Southern 500 at Darlington.

A quick pit stop by his crew late in the race helped him win.

With the victory, Labonte is now 111 points over second-place Dale Jarrett and 205 points over third-place Dale Earnhardt.

Here are the race results.

1 Bobby Labonte, Pontiac

2 Jeff Burton, Ford

3 Dale Earnhardt, Chevrolet

4 Jeff Gordon, Chevrolet

5 Dale Jarrett, Ford

6 Ward Burton, Pontiac

7 Kevin Lepage, Ford

8 Ricky Rudd, Ford

9 Tony Stewart, Pontiac

10 Steve Park, Chevrolet

11 Dale Earnhardt Jr., Chevrolet

12 Rick Mast, Pontiac

13 Ted Musgrave, Chevrolet

14 Mark Martin, Ford

15 Terry Labonte, Chevrolet

16 Ken Schrader, Pontiac

17 Sterling Marlin, Chevrolet

18 Elliott Sadler, Ford

19 Wally Dallenbach, Ford

20 Dave Blaney, Pontiac

21 Chad Little, Ford

22 Bobby Hamilton, Chevrolet

23 Dave Marcis, Chevrolet

24 Scott Pruett, Ford

25 David Green, Ford

26 Steve Grissom, Pontiac

27 Brett Bodine, Ford

28 Mike Bliss, Pontiac

29 Jerry Nadeau, Chevrolet

30 Rusty Wallace, Ford

31 Joe Nemechek, Chevrolet

32 Jimmy Spencer, Ford

33 Matt Kenseth, Ford

34 Hut Stricklin, Ford

35 Kenny Wallace, Chevrolet

36 Robert Pressley, Ford

37 John Andretti, Pontiac

38 Johnny Benson, Pontiac

39 Geoffrey Bodine, Chevrolet

40 Michael Waltrip, Chevrolet

41 Jeremy Mayfield, Ford

42 Darrell Waltrip, Ford

43 Mike Skinner, Chevrolet

Average Speed: 108.275 mph

Time of Race: 4 hours, 8 minutes, 7 seconds

Margin of Victory: under caution

Cautions: 6 caution flag for 69 laps

Lead Changes: 22 lead changes among 15 drivers

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Avari Identity is a UK Government Supplier, through G-Cloud 13 - the Crown Commercial Service framework for public-sector bodies.  Avari Identity Identity & Access Management solutions can be procured through the latest framework agreement on the Digital Marketplace.
The G-Cloud Framework

The G-Cloud 13 framework eases procurement of services by UK public-sector departments by ensuring suppliers have met the stringent standards laid out in the G-Cloud framework. It gives public sector organisations the confidence that they are procuring from companies who have successfully met the criteria set out by the Crown Commercial Service.
For any questions on procuring Avari Identity Solutions through G-Cloud, please speak to one of our Identity Experts.


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Methyl Bromide Alternatives and Improvements

This report culminates a 5-year multi-commodity study to find the best field-testable methods for using methyl bromide with reduced volatilization and/or identifying alternatives to its use as a pre-plant soil treatment. No systemic herbicides or treatment methods could be found that would kill old roots prior to vine removal. The best treatment was Garlon painted to cut trunks which only provided kill to 18 inch soil depth. Root kill in the surface 4 to 6 ft of soil is common following 350 lb/acre methyl bromide. Root kill in the surface 4 to 5 ft of soil is common following 350 lb/acre Telone when applied to dried soil. A drench of Vapam at 325 lb MITC in 6 acre inches water (100 gal/acre) can kill roots to 2XA to 3 ft depth. Doubling the Vapam rate provides kill to 4 ft depth but plants do not grow well after such doses unless there is a one year waiting after the drenching. Non-tarped methyl iodide at 325 lb/acre performs as well as methyl bromide but with Prunus spp. we have observed phytotoxicity so a range of grape rootstocks would have to be screened after various treatment rates to determine its feasibility. Enzone at 300 gal/acre drenched in 6 acre inches water will not kill remnant roots. Clorox solutions, urea, extracts of marigolds or safflower or walnut hulls drenched in 6 acre inches water will not kill old roots nor the nematodes within. Eighteen months of cover cropping involving Sudan grass, vetch or barley will not kill old roots or the nematodes within although they can reduce nematode populations within soil. Forty days of flooding during winter time will not kill old roots. The delivery of Vapam via an existing drip line at 250 ppm MITC in enough water to uniformly spread product 4 ft deep and 4 ft wide will kill old roots within that zone but provide no more than one year of nematode protection. This treatment in combination with rootstocks having broad resistance to soil pests is a tactic in need of field testing. Telone shanked at 35 gal/acre followed in one to two days with a drenching of 250 ppm MITC will produce vine growth and nematode control comparable to methyl bromide while reducing Telone volatilization. Chloropicrin is a mediocre nematicide at 350 lb/acre but promotes plant growth when present at 125 lb/acre or more. There needs to be field testing of Telone C-35 at 50 gal/acre. The use of composts, manures and soil amendments can improve vine growth but do not solve the replant problem nor nematode problems. Portions of the replant problem can be solved by killing old roots and waiting 18 mo. before replanting.


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A new destination, an increase in flights to Los Angeles, and the return of the Airbus A380: Melbourne is set to become a busy city this year with Qantas’ plans for the Victorian capital as international travel continuously picks up.

Starting December 2, 2022, Australia’s flag carrier will launch a new direct route four times a week between Melbourne and Dallas Fort Worth (DFW) in Texas. The route will be operated by the airline’s fleet of Boeing 787 Dreamliners. According to Qantas, these are the first direct flights by any airline between the two cities.

Qantas is also adding four-weekly return flights between Melbourne and Los Angeles with its 787s from the week of March 28-April 3, 2022.

And from December 2022, the airline’s refurbished A380s will resume operating some of these flights to Los Angeles, marking the return of Qantas’ superjumbo and the reintroduction of First Class to Melbourne.

Qantas said in a statement that the refurbished A380s will come with 70 updated suites, an extended Premium Economy section with 60 seats (up from 35) as well as refreshed Economy and First cabins. The upper deck lounge (open to Business and First passengers) has been expanded and upgraded with booth style seating for 10 people, a self-service bar and an option to order signature drinks and snacks. 30 Economy seats were removed to make room for more premium seating, the airline said.

“No city in the world did it tougher during COVID than Melbourne, but no city is bouncing back as quickly,” Qantas Group Chief Customer Officer Stephanie Tully said in a statement.

“We are seeing really strong demand from Melburnians wanting to travel overseas for a holiday or business trip after two years at home, while inbound tourism is starting to pick up. Flights to the United States are particularly strong with Los Angeles bookings now exceeding pre-COVID levels.”

Tully adds: “As well as being a destination in its own right, Dallas Fort Worth is one of the biggest hub airports in the United States and is located less than a four-hour flight from every major US city.”

“Our customers in Melbourne have told us they have really missed the Qantas A380, so it’s fantastic that they’ll be back flying by the end of the year with our full premium service on these newly refurbished aircraft.”

 Starting mid- April 2022, travelers to Australia will no longer need to do a pre-departure COVID-19 test.