2011 Leasing News Help Wanted Ad Pricing
Lunar Eclipse, Winter Solstice Coincide This Tuesday
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Why Lease with new Tax Laws?
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Two New CLP's: Mary Armstrong, Samantha Nettles
Mary Armstrong, CLP
Samantha Nettles, CLP
“The Board of Directors of the CLP Foundation would like to extend its congratulations to the Equipment Leasing and Finance Industry’s newest Certified Lease Professionals. The letters "CLP" behind their names are a visible recognition of their experience in the industry and their professional achievement in having passed the CLP Exam.
“The CLP Foundation is the official governing body for the Certified Lease Professional ("CLP") Program. The CLP designation sets the standard for professionalism in the leasing industry. This designation identifies and recognizes individuals within the leasing industry who have demonstrated their competency through continued education, testing and conduct. The letters "CLP" behind their name represent a visible recognition of this professional achievement and status. The CLP Program is the only recognized certification program in the entire world wide equipment leasing and finance industry.
“We invite you to visit our site -- www.clpfoundation.org for detailed information about the CLP Foundation and the CLP Program. For further information about our Mentor Program and Anonymity Program please contact:”
Cynthia W. Spurdle
"What good is Lease Education for the back office?"
The back office is clearly a large expense, and to minimize it have each person good at there job and do what they are told to, to hold down costs. How many times have I heard that comment!!! Efficiently comes from people that are not only trained in their job but trained in what leasing is all about so they can detect errors and omissions. Robots can perform many tasks but you do not expect them to think. I believe that too many lessor's think the same about their staff.
On many occasions I have had to thank my lucky stars that a member of my staff questioned what was occurring and therefore saved my bacon. This would not have occurred if I had not understood how valuable education on all aspects of leasing was to my staff. They need not be lawyers but they need to understand documentation and the purpose of doing it correctly. They do not need to be accountants but they can find a problem with structuring and pricing faster than you can. A completely trained staff is the best back up in the world. If you train and respect them they become part of the team and not part of the furniture.
Regardless on how many years someone has been in leasing, changes occur every day. New ways to offer and handle the business need constant attention and management is not always on top of every change. Sending staff to training to refine their tasks and review current changes can support your need to control costs and be on top of your market. Just staying abreast of changes in documentation can save you time and money and protect the viability of your company.
One of the cheapest ways to offer training is to have one of the many lease educators come in and do a review of your procedures by having all of the staff explain their function and where they fit in the chain of events. When everyone sees the correct work flow and its purpose, it gives meaning to their jobs, and once in a while suggestions surface that will improve the duplication of effort and establish a more efficient method. Current changes in the companies business plan can also be presented that makes everyone aware of the company goals and makes sure they are all pulling the same way.
Usually an outside trainer is best because the teacher is not handicapped by the restrictions of the company's outlook and current and new approaches can be presented.
If everyone is trained to understand leasing and its benefits then they can be your ambassadors away from the office. A happy employee encourages customers to do business each day because the customers get answers instead of being past off to others. The more professional your staff looks the better it is for your company reputation.
Another suggestion I have is to prepare a test for your staff on the rules and regulations plus questions on your company policy and simple questions on types of leases you offer and the markets you prefer and then prepare yourself for the results. If you are not surprised at some of the answers you will be in the minority. If you need help preparing these tests contact me because I have a lot of such tests.
One thing is for certain "all the rules and all the competitors change everyday" and staying on top of the changes is a full time job. It is difficult when you have a strong understanding of commercial leasing and an impossible job if you do not. Plus your organization, when poorly trained can destroy you. Education and training is a must to a properly run leasing company.
I also highly recommend more operation staff become Certified Lease Professionals. There are several companies such as Financial Pacific, who help promote this program.
And even if you don't go through the program, make the latest CLP book available to your staff. It is the best Christmas present, besides a bonus, that you can give.
For more information, please go here:
Mr. Terry Winders, CLP, has been a teacher, consultant, expert witness for the leasing industry for thirty-five years and can be reached at email@example.com or 502-649-0448
He invites your questions and queries.
Previous #102 Columns:
(This ad is a “trade” for the writing of this column. Opinions
Leasing Books for Christmas
Arkansas Bank buys alleged $22 million fake bonds,
First in Arkansas
The two branches of First Southern Bank, Batesville, Arkansas were closed with Southern Bank, Poplar Bluff, Missouri, to assume all of the deposits. Formed August 1, 2005 the bank had gone from 27 full time employees in 2009 to 36 full time employees September 30, 2010 with a branch each in Batesville and Little Rock (opened June 28, 2010), and two in Searcy (the most recent 10/5/2009).
According to www.arkansasbusiness.com:
"First Southern Bank of Batesville bought $22 million worth of rural improvement district bonds that may be fraudulent.
"Other Arkansas banks also may have bought fake bonds, leaving a total debt of between $30 million and $40 million in a story that is still developing.”
“Bank officials, the Federal Deposit Insurance Corp. and possibly the FBI have been scrutinizing the bonds sold to First Southern between December 2008 and September of this year. First Southern discovered something was wrong with the bonds about a month ago but still has several unanswered questions.
"In the meantime, officials would love to chat with attorney Kevin Lewis, who sold the bonds to First Southern. But he can't be located. The phones at his Searcy law firm and his home in west Little Rock have been disconnected, and his wife didn't return a message left on her cell phone."
Net equity year-end 2008: $13.2 million; year-end 2009: $13 million. $123,000 profit year-end 2009. $345,000 loss year-end 2009 with non-current loans of $3.8 million and charge off of $426,000 in construction and land development, $328,000 secured by nonfarm nonresidential property, $54,000 in commercial and industrial loans.
Tier 1 risk-based capital ratio: 13.57%.
Bank equity September 30, 2010 was $19.25 million. Tier 1 risk-based capital ratio 14.00%. The bank had a net income of $510,000 following a charge off of $648,000 in construction and land development, $30,000 in 1-4 multi-family property, and $78,000 in non-farm, non-residential property.
As of September 30, 2010, First Southern Bank had approximately $191.8 million in total assets and $155.8 million in total deposits. Southern Bank paid the FDIC a premium of 0.25 percent to assume all of the deposits of First Southern Bank. In addition to assuming all of the deposits of the failed bank, Southern Bank agreed to purchase approximately $152.8 million of the failed bank's assets. The FDIC will retain the remaining assets for later disposition.
The FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will be $22.8 million.
It should be noted the bank was a subsidiary of Southern Missouri Bancorp, Inc (SMCB) with assets of $565 million. "Although Southern Missouri Bancorp earned net income of $1.2 million for the first fiscal quarter of 2011 and pays stockholders a dividend, the Bank has still not repaid a $10 million investment to the US Treasury made under the Troubled Asset Relief Program. The Bank is paying the US Treasury a dividend of 5% which will increase significantly to 9% after 5 years."
This is surprising still up, video message from the president and directors on why choose First Southern Bank:
This is You Tube on one of them:
Least Costly to FDIC
The 157th FDIC-insured institution to fail in the nation this year, and the eighth in Minnesota. It also was the least cost of bank failures for the FDIC, where they estimated the cost here at $3.7 million to the Deposit Insurance Fund.
The two branches of Community National Bank, Lino Lakes, Minnesota were closed with Farmers & Merchants Savings Bank, Manchester, Iowa, to assume all of the deposits. Formed December 20, 1980, the bank had 22 full-time employees with an office in Lino Lakes and Vadnais Heights (12/7/1998).
www.startribune.com reports: "Several former executives have pleaded guilty to federal crimes after helping themselves to its money. They include Curtis Martinson of Eden Prairie, former bank president Bill Sandison of North Branch, and his son, Ross, of Grant, who siphoned bank funds from a $35 million failed real estate development known as the Ramsey Town Center project."
www.twincities.com reports: "Community National was the lead bank in a $35 million loan development deal involving 20 banks that would fund Ramsey Town Center, which was envisioned as a $1.3 billion mixed-use development but ran into trouble when the developer defaulted. The development has since been renamed COR, for City of Ramsey, and plans adjusted.
"Three of the bank’s former top officers were indicted on dozens of federal fraud charges in connection with the deal. William Sandison, the bank’s former president, his son Ross Sandison, also a top officer, ended up pleading guilty to one count of conspiracy last year. Curtis Martinson, another top officer, also pleaded guilty in the case."
Friday, the Minnesota Office of the Comptroller of Currency reported: "The OCC acted after finding that the bank had experienced a substantial dissipation of assets and earnings due to unsafe or unsound practices, the bank’s unsafe or unsound practices or conditions were likely to continue to cause substantial dissipation of assets and earnings and weaken the bank’s condition, and the bank, by resolution of its board of directors and its shareholders, consented to receivership."
As of September 30, 2010, Community National Bank had approximately $31.6 million in total assets and $28.8 million in total deposits. Bank equity 2008 was $5 million and 2009 $4.5 million, following a $3.9 million loss year-end 2008 and $4.5 million loss year-end 2009 following $1.2 million charge off ($491,000 construction and land development, $406,000 1-4 multi-family residential property, $325,000 secured by nonfarm nonresidential property.
September 30, 2010 the net equity had fallen to $2.6 million from the previous September $5 million. The bank loss was $1.85 following $57,000 charge offs in commercial and industrial loans, and this was after $346,000 in loan recovery from charges offs.) Tier 1 risk-based capital ratio 10.84%
21st in Georgia
The two branches of United Americas Bank, National Association, Atlanta, Georgia, were closed with State Bank and Trust Company, Macon, Georgia, to assume all of the deposits. Formed September 20, 1999, the bank had gone from 34 full-time employees to 22 full-time employees by September 30, 2010 with an branch in Atlanta, Chamblee, and Norcross.
"United Americas Bank is a full service community bank founded in 1999, which specializes in commercial banking services for small to mid-size businesses. The diversity of its directors coupled with a multicultural staff of bilingual employees has positioned United Americas Bank as the leading Hispanic bank in the State of Georgia."
The reported Latino-focused business bank had a $20 million net equity year-end 2008, and $16.86 year-end 2009 following a $25,000 profit in 2008 and loss of $3.2 million 2009 following a $3.6 million charge off in construction and land development loans, $253,000 commercial and loans, and $518,000 in loans to individuals as well as some smaller losses in other sectors. $8 million in non-current loans
September 30, 2010 the net equity had to a minus $1.8 million following a net loss of $16 million with a charge off of $2.8 million in construction and land development loans, $1.6 million 1-4 multi-family property, $397,000 in nonfarm nonresidential property, and $165,000 in loans to individuals. Tier 1 risk-based capital ratio: -1.13%.
As of September 30, 2010, United Americas Bank, N.A. had approximately $242.3 million in total assets and $193.8 million in total deposits.
The FDIC and State Bank and Trust Company entered into a loss-share transaction on $195.8 million of United Americas Bank, N.A.'s assets.
The FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will be $75.8 million.
Lowest Tier 1 for 2010
The 20th bank to fail in Georgia has the record for the lowest Tier 1 risk-based capital ratio: -18.95%.
The three branches of Appalachian Community Bank, F.S.B, McCaysville, Georgia were closed with Peoples Bank of East Tennessee, Madisonville, Tennessee, to assume all of the deposits of Appalachian Community Bank, F.S.B., except for brokered deposits and certain out-of-state certificates of deposit (CD).
Net equity year-end 2008 was $6.1 million, 2009 $5.96 million, and September, 2010 it was a minus $8.2 million net equity. Year-end 2008 the bank lost $2.51 million, 2009 $2.38 million, following $948,000 in construction and land development, $375,000 in 1-4 family multi-residential properties, $174,000 in commercial loans. September 30, 2010 saw a loss of $14.2 million after $9.5 million in charges offs ($3.4 million construction and land development, $1.88 in nonfarm nonresidential property loans, $2.9 million in commercial and industrial loans, and $119,000 in loans to individuals.
As of September 30, 2010, Appalachian Community Bank, F.S.B. had approximately $68.2 million in total assets and $76.4 million in total deposits. Formed April 23, 2007, the bank had 22 full time employees.
Peoples Bank of East Tennessee agreed to purchase approximately $67.5 million of the failed bank's assets. The FDIC will retain the remaining assets for later disposition. The FDIC and Peoples Bank of East Tennessee entered into a loss-share transaction on $46.4 million of Appalachian Community Bank, F.S.B.'s assets.
The FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will be $26.0 million.
(Note: This bank is not related to Appalachian Community Bank, Ellijay, Georgia, which closed 19 March, 2010. http://www.bankinginsurancesecurities.com/sanctions_closures_fi_frauds/FIs-closed/fis_closed_appalachian_community_bank_ellijay_georgia_usa )
The 19th in Georgia
The four branches of Chestatee State Bank, Dawsonville, Georgia were closed with Bank of the Ozarks, Little Rock, Arkansas, to assume all of the deposits. Formed May 15, 1998 to service the Atlanta-Sandy Springs-Marietta area, they had 59 full time employees with two branches in Dawsonville, and one each in Cumming and Marble Hill.
The name of the bank comes from Cherokee word that means “Pine Torch Place” or “Place of the Lights.” It was so called because the Indians would light torches from bonfires along the banks of the Chestatee River, and use them to hunt deer and other game at night in the forest bordering the river.
"Dawsonville, GA, is the official government seat of Dawson County and it is located about 10 miles northwest of Lake Lanier, a beautiful man-made reservoir that is used as a source of drinking water by the City of Atlanta. Dawsonville is also 10 miles south of Amicalola State Park and it contains Amicalola Falls, the tallest cascading waterfall in America east of the Mississippi River..."
"During the 1990’s, a considerable amount of upscale condominium and townhouse development created a new market for luxury homes in Dawsonville, and today the City of Dawsonville is a modern residential community that is ideally suited for families with children or for luxurious retirement living...Millions of people travel to Lake Lanier and Amicalola State Park each year to enjoy sightseeing, swimming, boating, camping and fishing, and tourism accounts for a significant portion of Dawson County’s economy. "
In 2008 the FDIC citied the bank for management performance and reviews of board of director votes as several should have excluded themselves on votes for loans granted due to conflicts of interest.
2009 year-end net equity was $13.1 million, down $2.8 million from the year before. They lost $3.9 million in 2008 and 6.5 million in 2009 with charge offs of $5.8 million in construction and land development, $465,000 in 1-4 family residential properties, $845,000 in commercial and industrial loans, $165,000 in loans to individuals, $162,000 in credit cards.
September 30, 2010 net equity was down to $2.1 million with a net loss of $11.1 million after charge offs of $9 million ($8 million in construction and land development, $156,000 in 1-4 multi-family residential property, $215,000 in nonfarm nonresidential property loans, $500,000 in commercial and industrial loans, $79,000 in loans to individuals, and $22,000 in credit cards. Tier 1 risk-based capital ratio 1.03%.
As of September 30, 2010, Chestatee State Bank had approximately $244.4 million in total assets and $240.5 million in total deposits. The FDIC and Bank of the Ozarks entered into a loss-share transaction on $195.3 million of Chestatee State Bank's assets.
The FDIC estimates that the cost to the Deposit Insurance Fund (DIF) will be $75.3 million.
Tracking Bank Failures Map:
List of Bank Failures:
Leasing Industry Help Wanted
Top Stories---December 13--December 17
Here are the top ten stories opened by readers:
(1) LEAF Financial Press Release Misleading
(2) Former Citicapital/GE Capital Lessor gets 10 Years
(Tie) (3) Bank Beat---Another internet Bank hits the dust
(Tie) (3) Donna Mount's Son Found—and Reaction!
(4) Leasing Companies Out of Broker/Discounting Business
(5) We Support FASB Recommendations
(6) Mazuma Capital Announces Exclusive Broker Services Program
(7) EverBank Commercial Finance launches industrial finance group
(8) Captive Lessors List---Up-date
(9) Why Are Funders Bothering to Sue E.A.R. Guarantors?
(10) Letters? ---We get eMail!
Not counted for Technical Reasons
(This was sent out by email Wednesday and was included in the Friday edition, where it placed third as most read. It may have occurred as 2/3rds of the readers bookmark the web site that contains the news edition, plus the reaction part was new)
(Very well read as sent out by Constant Contact late Wednesday afternoon and also included in the Friday edition)
Announcement - Egan named NEFA Exec. Dir.
Uh-Oh five days to Christmas--59% of our goal!
Even if you have contributed to a kettle outside a store,
(Please click on Kettle)
Bank of West Parent CEO on 2011
Chappet's challenge - the new CEO of BNP Paribas Leasing Solutions
Written by Brian Rogerson
(printed with permission of AssetFinance International)
Didier Chappet was appointed chief executive officer of BNP Paribas Leasing Solutions (BNPLS) some two months ago. Already he has significantly changed the composition of BNPLS’s management bodies, creating a restricted steering committee and extending the company’s executive committee to include new managers.
Chappet succeeded Philippe Bismut, who will remain as chairman of BNPLS, and who has gone on to act as special advisor to subsidiary Arval’s chief executive.
Graduating from the Ecole Polytechnique and the Ecole des Ponts, Chappet began his career in the public sector in 1979. Initially he worked for the French Ministry of Equipment as head of management and online data processing division, then as research and planning analyst from 1982.
He explained to Asset Finance International that it is quite common in France for engineering graduates to start their career in the public sector. “Working for the government as a civil servant is a good way to assume great responsibilities very quickly. Five years later, however, I decided to move to the private sector and, although I was offered several positions in the industrial sector, I decided to join the financial sector. This decision was aided by the sound advice I received from Andre Levy Lang, the chairman of Compagnie Bancaire.”
In 1984 Chappet joined UCB, a real-estate mortgage specialist. He said: “I didn’t know anything about the banking industry but I discovered a lot through my experience within UCB which was part of Compagnie Bancaire.” Working his way up steadily, he earned a variety of promotions in the commercial and marketing departments before being appointed chief executive officer, then chairman of the company. “It was a long trip,” he recalls, “but a very interesting way to learn a lot of things which have since been very useful.”
Re-organizing and modernizing
In 2005, Jean-Laurent Bonnafe, who was in charge of the French retail banking activity within BNP Paribas, asked Chappet if he would be interested in re-organizing and modernizing the processes of the bank’s back offices. “I was some 50 years old,” he explained, “and I considered his offer to be a very interesting challenge. Over a period of five years, with a wonderful team, I have fully transformed an old fashioned organization in a network of specialized platforms with new tools.”
During this period Chappet came to the conclusion that modernization and staff motivation are the key drivers of creating value for the bank’s customers and to guarantee a high level of service quality. BNPLS is likely to take some advantage from that experience!”
Integrating Fortis Lease with BNPLS was never going to be an easy operation. It commenced under his predecessor’s watch but is a massive task involving the integration, as it does, of operations in some 14 countries.
Chappet, however, remains optimistic. “Integration is in progress,” he said, “and many things have been achieved. Some projects, however, remain to be implemented so I don’t want to comment or judge the work we’ve been doing since we are still ‘in the middle of the bridge’. But I am confident in achieving the objectives which have been defined for Leasing Solutions.”
Fortis Lease has a presence in China – while BNPLS does not. Does Chappet envisage utilizing the Fortis Lease presence as a platform for growth?
He said: “Certainly! But we have to solve the funding issue in local currency. We don’t want to be only a broker in such a market. We want to be a full player for our industrial partners. That will not be an easy job!”
The cost of liquidity
Addressing the Leaseurope convention in Hamburg last October, his predecessor Philippe Bismut said that nowadays access to money comes with a greater cost than previously. “The result,” he said, “is that we have had to educate our own teams with the full significance of the cost of liquidity. For the future we need to build business models, and factor into them, the ups and downs of the leasing industry.”
How does BNPLS intend to “factor in” long term business models that successfully ride the peaks and troughs of the business cycles? Is such a thing actually possible
“I totally agree with Philippe,” Chappet stressed. “To meet these goals, we need to make choices - especially when you belong to a group like BNP Paribas. Making choices means choosing the markets where you can and want to be present, choosing the assets you want to finance, building the offers which are compatible with your profitability’s objectives and which are able to create value for your partners and for their customers.”
BNPLS is a broad-based leasing company with a wide range of vendor and direct services. In which sectors does Chappet believe that its energies should be directed in the future?
He stressed: “We have two main objectives. Firstly, to be able to serve the customers of BNP Paribas group who need leasing services. Secondly, to be a leader in the leasing business through vendor programmes. These two vocations are complementary and mutually strengthen each other. At the same time my conviction is that we need to grow. Growth will provide us with the opportunity to be the best in the leasing business and to serve the bank’s customers wherever they are, and especially in Europe and the US.”
“As far as the BNPLS is concerned the priority will be to focus on organic growth. However, with very strict criteria, we will aim to buy entities which are in line with our strategy – such as added-value leasing solutions through vendor programs.”
Striking a balance
In the post-recessionary environment where does Chappet believe that a balance should be struck between centralization, with its associated cost and process efficiencies, and local responsiveness, i.e. giving local country management teams the authority to adapt their business to local market requirements
He replied: “A structured efficiency program in a company like BNPLS is mandatory. Our profitability depends also upon that. As you probably know, some five of our main countries (France, Italy, Belgium, Spain and Germany) use the same IT system and follow the same operational processes. But I also know that every day’s efficiency depends upon the ability and the intelligence of local people to adapt the processes which have been designed at a corporate level, to answer local specificities. That’s especially true in the leasing business.”
Chappet concluded: “I believe that BNPLS is now stronger than it was before the economic crisis as we took advantage of the right choices at the right time. Our strategy is now clear. Our success only depends on us and our abilities."
For sport, when time permits, Chappet enjoys nothing more than a game of golf – or a long hike in the mountains.
Leaseurope brings together 45 member associations in 32 European countries representing the leasing long term and/or short term automotive rental industries. In 2009, these associations represented more than 1, 300 leasing firms and more than 780 short term rental companies
Free membership to obtain AssetFinance International News:
Pet ID #: 3054848
Breed: Border Collie / Labrador Retriever Mix
"Smiley the Smiling Border Collie
"Love dogs that smile? Meet Smiley the border collie mix"
"Dogs that smile - they're a rare thing and really something to see. When they get excited and happy to see you, they actually smile with all their teeth showing, just like cheesy toddler posing for the class photo. Smiley the border collie is one of these rare smiling dogs. He is a friendly boy who was found wandering in the corner canyon area. Based on his condition when he was found, folks believe that he was probably locked outside, got lost, and was wandering for awhile. This boy is very, very thin and malnourished and is going to need a healthy diet and a home where he can be truly loved, safe, and cared for so that he can get back into good health again. He is a young adult, probably about three years old, otherwise in good health (aside from being malnourished), active, and playful. He enjoys being talked to, going on walks, and chew toys (especially rawhide chews). Already neutered, this guy is ready to go to a forever home.
"This wonderful pet and many others are available for adoption at the Draper Animal Shelter. Some pets, depending on the particular situation, may already be vaccinated, microchipped, and altered (spayed/neutered). The shelter is open from 9 a.m. to 4 p.m. Monday through Friday (closed state and federal holidays). Adoption fees are $15 for dogs/puppies and $10 for cats/kittens. Call 801-576-1805 for more information or to make arrangements to meet your new fuzzy friend."
Visit our Facebook page to see other adoptable pets: http://www.facebook.com/pages/Riverton-UT/Amelias-Angels-Rescue-Network/270337825455
All the adoptable pets sponsored (courtesy posted) by Amelia’s Angels Rescue Network for the Draper Animal Shelter can be viewed at www.adoptapet.com (use zip code 84020)!
*This ad has been placed by Amelia’s Angels Rescue Network as a courtesy to the Draper Animal Shelter. Any mistakes in this ad are not the responsibility of the shelter.
Shelter: Draper Animal Shelter
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Wynn responds E.A.R. BK for Sheldon Players Gambling Debts
What does the tax deal mean to you?
Asia Stocks Fall, Won Slumps on South Korea Artillery Drills; Dollar Gains
Western states facing 'all-day onslaught' from massive winter storm
Web, gift cards taking bigger bite from store sales
For air travelers, holidays are the season for delays
Vending machine spits out gold bars and coins
Lunar Eclipse, Winter Solstice Coincide This Tuesday
(Leasing News provides this ad as a trade for investigations
Falcons clinch playoff with business-like win over Seattle
Patriots take down Packers
In Eagles’ Comeback, a Dark Omen for Coughlin
Slide show: Raiders rout Broncos
Win over rivals is nice, but 'dumb' Cowboys keep struggling
It's time Seahawks make the change at quarterback
Rams' coaches outclassed in loss to KC
Schwarzenegger's legacy: He made groundbreaking progress on many vital issues
'Double-dipping' probe targets Air National Guard pilots in Fresno
Silicon Valley starting to push back against payday lenders
3.1-magnitude earthquake strikes Los Altos this morning
Overcrowded South Bay animal shelters in crisis mode
Healdsburg, California discovered by the world
Burgundy vs. Bordeaux
Wine Prices by vintage
US/International Wine Events
Leasing News Wine & Spirits Page
This Day in American History
1606-Three small ships, departed London, England, bound for America,( "Susan Constant", "Godspeed" and "Discovery", destined for America. Captain Christopher Newport commanded the three tiny ships, which are now on display at Jamestown village in Virginia) where the royally chartered Virginia Company's approximately 120 persons established the first permanent English settlement Jamestown, Virginia. They arrived May 14,1607. When the next ship arrived a year later with additional provisions, there were no survivors. What happened is still a mystery today. It is believed that the survivors joined Indian tribes, and were not murdered or died from disease as there
American Football Poem
Silver Lining To The Clouds Of Doubt
When things go wrong, as they sometimes will,
Life is queer with its twists and turns
Often the goal is nearer than
Success is failure turned inside out.
The object is to insert the numbers in the boxes to satisfy only one condition: each row, column and 3x3 box must contain the digits 1 through 9 exactly once. What could be simpler?
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