This was written by our photographer for our Wedding Sarah Grady. She is 18 weeks pregnant with her first child. And not only is she an amazing photographer, but a humorous poet. Below is her Poem entitled: Hell No!
The new forward to my book - WARNING: may offend some people with children and has some choice language
Well as most of you know by now, I'm not a big fan of the whole pregnancy thing. Today I finally broke down and cried to my mom. I really never thought it would be this hard. I have every issue known to man and the fact that my mom is on the other side of the country has been difficult. So after my lil breakdown I decided I could either cry about it or laugh about it. I finally chose laugh about it. :)
After a few hours I learned my new destiny to write a book entitled "Hell NO!" The truth about pregnancy. If you choose to read the graphic and disturbing but brutally honest poem below you will understand my point of view. I believe that this book will be a best seller and high schools across the country will use it for their abstinence programs. :) So below is my poem which will be the forward to your upcoming tale of HEEELLLLL No! (And to my church group I apologize ahead of time but this is how I feel).
**WARNING: may offend some mothers and has some choice language to get the point across**
The Pregnancy Alphabet
A is for
Ass terds coming out your hole
Otherwise known as hemorrhoids
Dangling in your toilet bowl
B is for
Burping a lot of what you'll do
Not exactly like a lady
But like an animal in the zoo
C is for
Constipation, Stonehenge you will pass
Your terds will be so huge
You'll think you can have that baby right out your ass
D is for
Depression they'll be moments far and few
But remember you are lucky
Having one baby and not two
E is for
Ever changing Appetite
Because you want to eat everything in sight
Problem is you only want a bite
F is for
Farting there's no hiding it now
It's like something is rotting inside you
Something very VERY fowl
G is for
Gas you have both above and below
You sound like a one man band
Farting, burping, to and fro
H is for Hellish Heartburn
Your esophagus is melting away
No more chili, no more pizza,
And no more Chinese for many days
I is for
Irritable some of which you'll be
The good news is it passes
With your multiple personalities
J is for
Jittery because if you don't eat on time
You look like a drug addict
Down to his last dime
L is for
Your Numbing Limbs legs and arms
so far the case
Will it be like Botox
If this issue hits my face?
M is for
Mood Swings with God's help
This too shall pass
People are afraid to tell you
your a dramatic pain in the ass
N is for
Nausea this sucks really bad
Your head is in a bowl not puking
But really wishing that you had
O is for
Overactive Bladder cough or sneeze
And you will pee
I'm only 29
But Depends are looking good to me
P is for
Pooping a joyous privilege
You rarely see
Every terds a celebration
Once you get past month 3
Q is for
Queasiness which you'll experience alot
You wanna puke
You need to puke
But your head just hangs in the pot
R is for
A runny nose flowing freely away
Be proud of this issue
It's either your nose or your va jay jay
S is for
Sore Boobies but this issue doesn't stick
You feel like you had a bad mammogram
But it just isn't as quick
T is for
Trouble Breathing it starts about month four
You feel like you've ran a mile
But you only answered the door
U is for
Uterus Enlargement but everyone has this
However the bigger the uterus
The more you have to piss
V is for
Vomiting it's an evil friend
Maybe for a few months
Maybe until the end
W is for
Water Retention this really isn't bad
Until the doctor weighs you
And then it's really sad
X is for
eXtra Weight Gain just accept it and move on
No matter how cute the clothing
You still look like you weigh a ton
Z is for
Zits all over back acne is a bitch
Welcome back dear old puberty
Your ugly but at least it doesn't itch
The letters K and Y were not listed you may say
For K and Y got us into the mess we're in today
So remember to prepare yourself
Before the journey you may begin
Don't listen to the ooey gooey moms
Who will try and suck you in
No matter how sweet that baby smells
Or how cute that lil smile
9 months of hell will come your way
A never ending mile
Those other moms will tell you lies
of how happy you will be
To them I say HEEELLLL NO!
The truth shall set you free!
SG
Thursday, May 14, 2009
Monday, April 20, 2009
Phoenix Suitcase Party Fundraiser
In support of a couple of friends I have in the Active 20-30 Club of Phoenix, I’d like to tell you about an event that’s coming up that I thought you would be interested in attending. First of all, for those of you that aren't familiar, the Active 20-30 Club of Phoenix is one of Arizona's most active fundraising men's clubs. Since its founding, the club has raised millions of dollars and dedicated thousands of hours to local children's charities.
The club is hosting a new fundraising event, in conjunction with Make-A-Wish Foundation, called the Phoenix Suitcase Party ( www.phoenixsuitcaseparty.com ). In a nutshell, attendees will arrive at the event with their bags packed for a weekend getaway. Guests will arrive at the posh and private corporate aircraft hangar of Atlantic Aviation at Deer Valley Airport. Upon arriving, they will walk the red carpet and enjoy an evening of drinking, dancing and dining from various local restaurants.
Each ticket to the event serves as a raffle ticket. At about 9:30 PM, a Lear 55 private jet will taxi up to the hangar and the raffle will begin. If your raffle ticket number is called, you and your date will grab your bags, board the jet, and leave immediately for an all expense paid weekend in Sonoma Valley, CA. Once in Sonoma, you’ll enjoy 5-star luxury accommodations, 2 days of private winery tours with chauffeured transportation, meals, and spending money. On Sunday afternoon, you will once again board your Lear 55 jet and return to Deer Valley airport, where your car (and reality) will be waiting for you.
Those that don’t win the grand prize will still have a chance to put those packed suitcases to use. After guests watch the Lear 55 depart the hangar, additional prizes will be drawn from the raffle for “stay-cations” in the greater Phoenix area. These include 2 night stays at the Intercontinental Montelucia Resort, the Arizona Biltmore Resort, and the Westin Kierland Resort. The winners of these vacations will grab their bags and board their own private limousines to their “local weekend getaway”.
The event is 3-weeks away on Friday, May 8th and begins at 6:30 PM. If you’re lucky enough to win one of the vacations, you won’t return home until Sunday. Without giving away too much, your odds of winning some sort of a weekend getaway are fairly good. They anticipate having 500 people in attendance so if you bring a date, you have a 1 in 250 chance of winning the private jet vacation and a 1 in 84 chance of winning at least one of the weekend getaways.
As usual with all Phoenix 20-30 events, all of the proceeds go to benefit local children’s charities. So get some friends together for a great night for a wonderful cause.
If you would like to attend and are interested in purchasing tickets to the event, please let me know. Or you can purchase tickets online at www.phoenixsuitcaseparty.com. Tickets are $100.00 each and make sure to choose “Referral Source: Phoenix 20-30 Member” and then Marcus Davi's name, as he is the person I'm supporting in the club.
It’s going to be a great event for a wonderful cause.
Friday, March 20, 2009
Recommended Reading for Professional and Personal Development
Recommended Reading:
Six Sigma
The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance, by Peter S. Pande, et al, Robert Nueman, and Rolan Cavaanagh.
Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing Strategy, by Forrest W. Breyfogle, James M.Cupello, and Becki Meadows.
Implementing Six Sigma: Smarter Solutions Using Statistical Methods, by Forrest W. Breyfogle.
Building Continual Improvement, by Donald J. Wheeler, Sheila R. Poling.
The Complete Guide to Six Sigma, by Thomas Pyzdek.
Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, by Mikel J. Harry and Richard Schroeder.
Six Sigma for Managers, by Greg Brue
The Six Sigma Revolution: How General Electric and Others Turned Process Into Profits, by George Eckes
Making Six Sigma Last: Managing the Balance Between Cultural and Technical Change, by George Eckes
The Six Sigma Way: Team Fieldbook, by Peter Pande, Peter, Robert Neuman, and Roland Cavanagh
Out of Crisis, by W. Edwards Deming
Implementing Six Sigma, 2nd Edition, by Forrest Breyfogle
Management Leadership
The Seven Habits of Highly Effective People, by Stephen R. Covey
The Boundaryless Organization: Breaking the Chains of Organizational Structure, by Ron Ashkenas, Dave Ulrich, Todd Jick, and Steve Kerr.
Reengineering the Corporation, by Michael Hammer and James Champy.
Beyond Reengineering, by Michael Hammer.
The Reengineering Revolution, by Michael Hammer and Steven A. Stanton.
Jack Welch & The GE Way: Management Insights and Leadership Secrets of the Legendary CEO, by Robert Slater.
Discontinous Change, by David A. Nadler.
Leading Change, by John Kotter.
Turnaround: How America’s Top Cop Reversed the Crime Epidemic, by William Bratton, Peter Knobler.
Process Improvement
The Goal: A Process of Ongoing Improvement, by Eliyahu M. Goldratt, Jeff Cox.
Understanding Variation: The Key to Managing Chaos, by Donald J. Wheeler.
Technical
The Cartoon Guide to Statistics, by Larry Gonick and Woollcott Smith.
Statistical Methods for Quality Improvement, by Hitoshi Kume.
Statistics Can Be Fun, by Wendell H. Abbott.
The Visual Display of Quantitative Information, by Edward R. Tufte.
Change Management
Who Moved My Cheese? by Spencer Johnson, M.D.
Benchmarking
Good to Great: Why Some Companies Make the Leap . . . and Others Don't, by Jim Collins.
Web Addresses
www.six‑sigma.com/ , a six sigma overview.
www.ge.com/annual97sixsigma/index.htm , GE’s annual report with six sigma examples.
www.isixsigma.com , six sigma resources for achieving six sigma results.
RECENT ARTICLES
Overview and General
"Six Sigma: Road Map For Survival" by Joseph Defeo, HRFocus, July 1999.
"In Pursuit of Perfection" by Stephen Franklin, Chicago Tribune, April 4, 1999.
"Six Sigma: A Breakthrough Strategy for Profitability" by Mikel J. Harry, American Society for Quality Control, May 1998.
"Firms Aim for Six Sigma Efficiency" by Del Jones, USA Today, July 21, 1998.
"Abatement of Business Risk Is Key to Six Sigma: A Closer Link to Executive Thinking," by Mikel J. Harry, Quality progress, July, 2000.
General Electric (GE)
"Growth Initiatives" by Jack Welch, Shelton Marketing Communications, June 1999.
"New Economy, Old School Rigor," GE’s Management Methods Are Put to Work on the Web, by Claudia H. Deutsch, The New York Times, Monday, June 12, 2000.
"Implementing Six Sigma at GE," by Candace A. Hendricks, Richard L. Kelbaugh, Journal for Quality & Participation, July/August 1998.
"Six Sigma Enlightenment; Managers Seek Corporate Nirvana Through Quality Control" by Claudia H. Deutsch, The New York Times, December 7, 1998.
Cisco
"How To Drive An Express Train: At Fast Moving Cisco, CEO Says: Put Customers First, View Rivals As Good Guys," by Scott Thurm, The Wall Street Journal.
"Making Decisions in Real Time" by Thomas A. Stewart, Fortune, June 26, 2000.
DuPont
"DuPont and the Cult of the Six Sigma Samurai," by Michael Burger, Corporate Counsel, August, 2000.
Honeywell/Allied Signal
"Getting With the Program," by Roger Yu, Jill J. Barshay, (Minneapolis) Star Tribune, June 14, 1999.
Scott Paper/GE
"Six Sigma and the Future of the Quality Profession" by Roger W. Hoerl, American Society for Quality Control, June 1998.
DMAIC
"The Fundamentals of Six Sigma," American Society for Quality Control, June 1998.
Videos
"Time: The Next Dimension of Quality."
Six Sigma
The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance, by Peter S. Pande, et al, Robert Nueman, and Rolan Cavaanagh.
Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing Strategy, by Forrest W. Breyfogle, James M.Cupello, and Becki Meadows.
Implementing Six Sigma: Smarter Solutions Using Statistical Methods, by Forrest W. Breyfogle.
Building Continual Improvement, by Donald J. Wheeler, Sheila R. Poling.
The Complete Guide to Six Sigma, by Thomas Pyzdek.
Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, by Mikel J. Harry and Richard Schroeder.
Six Sigma for Managers, by Greg Brue
The Six Sigma Revolution: How General Electric and Others Turned Process Into Profits, by George Eckes
Making Six Sigma Last: Managing the Balance Between Cultural and Technical Change, by George Eckes
The Six Sigma Way: Team Fieldbook, by Peter Pande, Peter, Robert Neuman, and Roland Cavanagh
Out of Crisis, by W. Edwards Deming
Implementing Six Sigma, 2nd Edition, by Forrest Breyfogle
Management Leadership
The Seven Habits of Highly Effective People, by Stephen R. Covey
The Boundaryless Organization: Breaking the Chains of Organizational Structure, by Ron Ashkenas, Dave Ulrich, Todd Jick, and Steve Kerr.
Reengineering the Corporation, by Michael Hammer and James Champy.
Beyond Reengineering, by Michael Hammer.
The Reengineering Revolution, by Michael Hammer and Steven A. Stanton.
Jack Welch & The GE Way: Management Insights and Leadership Secrets of the Legendary CEO, by Robert Slater.
Discontinous Change, by David A. Nadler.
Leading Change, by John Kotter.
Turnaround: How America’s Top Cop Reversed the Crime Epidemic, by William Bratton, Peter Knobler.
Process Improvement
The Goal: A Process of Ongoing Improvement, by Eliyahu M. Goldratt, Jeff Cox.
Understanding Variation: The Key to Managing Chaos, by Donald J. Wheeler.
Technical
The Cartoon Guide to Statistics, by Larry Gonick and Woollcott Smith.
Statistical Methods for Quality Improvement, by Hitoshi Kume.
Statistics Can Be Fun, by Wendell H. Abbott.
The Visual Display of Quantitative Information, by Edward R. Tufte.
Change Management
Who Moved My Cheese? by Spencer Johnson, M.D.
Benchmarking
Good to Great: Why Some Companies Make the Leap . . . and Others Don't, by Jim Collins.
Web Addresses
www.six‑sigma.com/ , a six sigma overview.
www.ge.com/annual97sixsigma/index.htm , GE’s annual report with six sigma examples.
www.isixsigma.com , six sigma resources for achieving six sigma results.
RECENT ARTICLES
Overview and General
"Six Sigma: Road Map For Survival" by Joseph Defeo, HRFocus, July 1999.
"In Pursuit of Perfection" by Stephen Franklin, Chicago Tribune, April 4, 1999.
"Six Sigma: A Breakthrough Strategy for Profitability" by Mikel J. Harry, American Society for Quality Control, May 1998.
"Firms Aim for Six Sigma Efficiency" by Del Jones, USA Today, July 21, 1998.
"Abatement of Business Risk Is Key to Six Sigma: A Closer Link to Executive Thinking," by Mikel J. Harry, Quality progress, July, 2000.
General Electric (GE)
"Growth Initiatives" by Jack Welch, Shelton Marketing Communications, June 1999.
"New Economy, Old School Rigor," GE’s Management Methods Are Put to Work on the Web, by Claudia H. Deutsch, The New York Times, Monday, June 12, 2000.
"Implementing Six Sigma at GE," by Candace A. Hendricks, Richard L. Kelbaugh, Journal for Quality & Participation, July/August 1998.
"Six Sigma Enlightenment; Managers Seek Corporate Nirvana Through Quality Control" by Claudia H. Deutsch, The New York Times, December 7, 1998.
Cisco
"How To Drive An Express Train: At Fast Moving Cisco, CEO Says: Put Customers First, View Rivals As Good Guys," by Scott Thurm, The Wall Street Journal.
"Making Decisions in Real Time" by Thomas A. Stewart, Fortune, June 26, 2000.
DuPont
"DuPont and the Cult of the Six Sigma Samurai," by Michael Burger, Corporate Counsel, August, 2000.
Honeywell/Allied Signal
"Getting With the Program," by Roger Yu, Jill J. Barshay, (Minneapolis) Star Tribune, June 14, 1999.
Scott Paper/GE
"Six Sigma and the Future of the Quality Profession" by Roger W. Hoerl, American Society for Quality Control, June 1998.
DMAIC
"The Fundamentals of Six Sigma," American Society for Quality Control, June 1998.
Videos
"Time: The Next Dimension of Quality."
Wednesday, March 18, 2009
Housing Crisis Resources and Websites
In today's Housing Crisis, the key to any individual is education.
Below are some great websites to help educate you on the financial options for housing if looking to buy or struggling with the house you currently own:
http://www.hud.gov/
http://www.federalreserve.gov/consumerinfo/foreclosure.htm
A non profit organization called Hope Now. Go to www.hopenow.com for further details.
Below are some great websites to help educate you on the financial options for housing if looking to buy or struggling with the house you currently own:
http://www.hud.gov/
http://www.federalreserve.gov/consumerinfo/foreclosure.htm
A non profit organization called Hope Now. Go to www.hopenow.com for further details.
Fail Safe Home Buying in Today's Market Seminar
Fail Safe Home Buying in Today's Market
Learning Points:
The government wants to give YOU $8,000
$35,000 FINANCED Renovations!
The REAL Truth about the VALLEY REAL ESTATE Market...
Seating is limited!
Call Kris to reserve your seats today.
RSVP to Kris Anderson 480 567 2103
Brought to you by your experts at :
Your Premier Team
RE/MAX Excalibur
When: Saturday, March 28, 2009
Time: Doors open at 10:AM
Seminar begins PROMPTLY at 10:30 Am
Where: Scottsdale Civic Library
3839 N Drinkwater Blvd
Scottsdale, AZ 85251
Kris
Kris Anderson, CLHMS, CMRS, REC,ABR, HI
Your Premier Team @ RE/MAX Excalibur
8510 E. Shea Blvd #100
Scottsdale, AZ 85260
cell: 480-567-2103 ifax: 480-285-1855
http://www.yourpremierteam.net/ OR http://www.bestscottsdalehouses.com/
kris@yourpremierteam.net
For INVESTORS looking for cash flow:
Go to http://www.investorloft.com/
Click on SIGN UP NOW
Use Referral Code: KrisAnderson
Ask me how you can HEAR about any home in the MLS...
Knowledge will forever govern ignorance; and a people who mean to be their own governors must arm themselves with the power which knowledge gives.
~ James Madison
Thursday, February 5, 2009
Dust off your clubs and join us.
Hey Everyone,
I am thinking of trying to put together a Foursome to support this event for ACBVI. As some of you may know I have been friends with Steve Welker for more than 10 years now and have seen how much this organization has helped him.
Cost: $450 for foursome (about $112 per player of the Foursome)
$125 for an individual player
Usually entrance to non-profit Charity events starts at $250 or higher per player. A portion of the entrance fee would be considered a donation. Or if you wanted to If you are interested in joining me, let me know. You can also sign up by yourself at $125 rather than signing up as a foursome.
Also pass this along to anyone else who may be interested in joining my foursome or playing on their own.
Details are below in the email.
For Steve's story go to: http://www.radicalresiliency.com/
Thanks,
Pablo
Read Below:
Family & friends,
Please mark your calendar for the inaugural Arizona Center for the Blind and Visually Impaired (ACBVI)/ Ahwatukee Lion's Club golf tournament.
The event is being held at the Legacy golf course in Phoenix On Saturday, April 18, 2009. Please see the attached flyer for all of the details.
Proceeds from the golf tournament, dinner and auction will benefit ACBVI and the Lion's club
If you are not a golfer, you can still support us by sponsoring a hole, donating an auction item or attending the dinner/ auction.
Thank you for your ongoing support of this important agency.
Steve Welker
Chairman- Board of Directors
Arizona Center for the Blind and Visually Impaired
3100 E. Roosevelt
Phoenix, AZ 85008
www.acbvi.org
Phone: 602.273.7411
Direct: 480.730.6200
Professional Development Tips
Tips from the recent January NSHMBA Professional Development Event:
Being laid off is a strategic retreat for a better perspective. These times are needed.
On resume
· Make specific statement
· Do not put tasked with but accomplished
· Focus on important
· Describe me in one word
Things to be working on· Google yourself
· Become known
· What do you want?
· Make more money
· Retain job...
· Get professional certifications (it shows you finish what you start)
· Do what is most important to your boss and customer
· “Ask, listen then adjust”
· Take five minutes to sit with boss per week and get input on where you should be
· Invest 10% of your work week to your career (Example: 40 Hour Work Week: 4 Hours to your career)
· Market yourself
· Get exposure in job
· Have passion. You will never work a day in your life. Make a life with passion
· Map out directions in your life
· Help others get what they want in ife
· Quantify/document
· Share results and accomplishments to boss
· See an image consultant
· Dress to the job you want
· Align activity with career goals
· Set your career objective/goal
· Approach the climb
· Find a path to your strategic career plan. Even if it is winding like a mountain climb and you take lateral positions to get to point you want, you will get there.
All of those steps were necessary to get you to your destination
· Keep a folder on what you do
· Job shadow
· Mentorship – both sides (learn and teach)
· Do more then expected
· Don’t confuse activity with progress
· What are requirements of the job you want
· Know your skills and strengths
It’s who knows you· Put yourself on Linked in and put your projects, etc. on (no immature postings)
· My Space - keep impeccable, Colorful pics (companies do employee research)
· Get published or blogged
· Company newsletter
· Join toastmasters
· Join National Speakers Association
In 8 seconds they learn about you things such as· Success
· Economic level
· Education
· Trust
Being laid off is a strategic retreat for a better perspective. These times are needed.
On resume
· Make specific statement
· Do not put tasked with but accomplished
· Focus on important
· Describe me in one word
Things to be working on· Google yourself
· Become known
· What do you want?
· Make more money
· Retain job...
· Get professional certifications (it shows you finish what you start)
· Do what is most important to your boss and customer
· “Ask, listen then adjust”
· Take five minutes to sit with boss per week and get input on where you should be
· Invest 10% of your work week to your career (Example: 40 Hour Work Week: 4 Hours to your career)
· Market yourself
· Get exposure in job
· Have passion. You will never work a day in your life. Make a life with passion
· Map out directions in your life
· Help others get what they want in ife
· Quantify/document
· Share results and accomplishments to boss
· See an image consultant
· Dress to the job you want
· Align activity with career goals
· Set your career objective/goal
· Approach the climb
· Find a path to your strategic career plan. Even if it is winding like a mountain climb and you take lateral positions to get to point you want, you will get there.
All of those steps were necessary to get you to your destination
· Keep a folder on what you do
· Job shadow
· Mentorship – both sides (learn and teach)
· Do more then expected
· Don’t confuse activity with progress
· What are requirements of the job you want
· Know your skills and strengths
It’s who knows you· Put yourself on Linked in and put your projects, etc. on (no immature postings)
· My Space - keep impeccable, Colorful pics (companies do employee research)
· Get published or blogged
· Company newsletter
· Join toastmasters
· Join National Speakers Association
In 8 seconds they learn about you things such as· Success
· Economic level
· Education
· Trust
Monday, January 19, 2009
Don't Smile For the Camera by Rachel Alexander
This was written by a friend of mine, Rachel Alexander. I found this to be a well written article that presents an excellent legal arguement.
Pablo
To go to the actual article, click here.
Traffic speed cameras are now used in 45 cities nationwide. Theoretically, bringing in revenue through speeding tickets instead of taxation while promoting public safety appears to be a win-win proposition. In reality, it just fuels more wasteful government spending.
In Arizona, speed camera revenues fund a new, optional, experimental government agency that only a few other states have tried, Clean Elections. Clean Elections provides public funding for politicians to run for office, and since it originated in 2000 has not resulted in "cleaner" elections. A 2003 study (pdf) by the General Accounting Office (GAO) found no significant changes in Arizona and Maine, the two states that initially implemented it. Other studies found little impact or even a negative effect (pdf) on lobbyist influence, incumbency, and the types of candidates who run for office.
Democratic Governor Janet Napolitano forced the implementation of speed cameras statewide promising to fix the budget, but Arizona still had the second worst budget deficit per capita in the nation last year (only California was worse). Speed cameras aren't profitable, studies have shown that government collects less than half of the amount of each ticket, and much of that is used up handling court appeals, since approximately 40% of those who receive tickets appeal them.
Government officials freely acknowledge that the purpose of speed cameras is not safety, but revenue generation. In Arizona, speed camera tickets do not add any "points" to a driver's record; hypothetically a speeder could get hundreds of tickets and continue driving without a blemish on his record. Speed cameras take police officers off the streets and put them somewhere else -- leaving more drunk drivers on the road. A flash from a speed camera is not going to stop a drunk driver, who is free to continue driving drunk. Results of studies are conflicting on whether speed cameras have actually reduced accidents.
Speed cameras are less forgiving than police officers. In Arizona, the law defines speeding as driving at a speed that is above "reasonable and prudent" under the circumstances, and states that driving above the posted speed limit is only "prima facie" evidence that the speed is not reasonable and prudent; it is not decisive. This is why when a police officer pulls a driver over for speeding, there is discretion whether or not to give the driver a ticket. If it is a clear day, there is no one else on the road, and the road is straight and flat, a police officer will probably not give someone a ticket for driving 67 mph in a 55 mph zone. The camera allows no discretion.
Another problem with speed camera tickets is they fail to give people proper notice as required by law. The Arizona Court of Appeals has held that any speeding ticket that is not personally served is invalid. This has resulted in an exorbitant waste of money as speed camera companies hire process servers to serve ticketed drivers, who often avoid service of process, allowing them to avoid paying the ticket. The paperwork costs add up. Other drivers avoid paying tickets by simply returning them with a notation that they were not the driver, resulting in immediate dismissal of the ticket.
The Sixth Amendment's Confrontation Clause, which is also echoed in Arizona's Constitution, gives the accused the right to be confronted by witnesses against him. With speed cameras, the driver is never confronted by a police officer ticketing him. So far, local governments have skirted around constitutional protections by classifying speed camera tickets as civil, not criminal violations. Efforts to challenge the tickets based on constitutional grounds that appear to have a chance at succeeding are simply dismissed in favor of the driver, swept under the rug by local governments before they can be fully adjudicated.
Arizona State Treasurer Dean Martin has argued that speed cameras are unconstitutional, because they constitute a tax. Under Arizona's constitution, tax increases require 2/3 vote of the legislature. The vote authorizing speed cameras on state highways passed with only a simple majority.
Opposition is mounting to speed cameras. Vigilantes are destroying speed cameras worldwide and posting stickie notes over them. Texas has banned all speed cameras, even red light cameras, and seven other states have implemented various other laws against them. Red light cameras raise slightly different issues. There is a fundamental difference between speed cameras and red light cameras. Running a red light is a per se violation of the law -- it is always a violation of law. Whereas speeding is a subjective decision that requires the discretion of a police officer.
Arizona has certainly had enough of the "Janet Cams." Websites like StopCameraFraud.com and TheNewPaper.com are spearheading the opposition. A ballot initiative is being drafted that will ban all cameras in Arizona. Republican Pinal County Sheriff Paul Babeau ran on a platform of eliminating speed cameras last fall and won. Incoming Republican Governor Jan Brewer summed it up well: "It's everywhere from Costco to going to church… 'get rid of that photo radar.' Everybody that I've spoken (with), other than two or three people, they don't like it."
Pablo
To go to the actual article, click here.
Traffic speed cameras are now used in 45 cities nationwide. Theoretically, bringing in revenue through speeding tickets instead of taxation while promoting public safety appears to be a win-win proposition. In reality, it just fuels more wasteful government spending.
In Arizona, speed camera revenues fund a new, optional, experimental government agency that only a few other states have tried, Clean Elections. Clean Elections provides public funding for politicians to run for office, and since it originated in 2000 has not resulted in "cleaner" elections. A 2003 study (pdf) by the General Accounting Office (GAO) found no significant changes in Arizona and Maine, the two states that initially implemented it. Other studies found little impact or even a negative effect (pdf) on lobbyist influence, incumbency, and the types of candidates who run for office.
Democratic Governor Janet Napolitano forced the implementation of speed cameras statewide promising to fix the budget, but Arizona still had the second worst budget deficit per capita in the nation last year (only California was worse). Speed cameras aren't profitable, studies have shown that government collects less than half of the amount of each ticket, and much of that is used up handling court appeals, since approximately 40% of those who receive tickets appeal them.
Government officials freely acknowledge that the purpose of speed cameras is not safety, but revenue generation. In Arizona, speed camera tickets do not add any "points" to a driver's record; hypothetically a speeder could get hundreds of tickets and continue driving without a blemish on his record. Speed cameras take police officers off the streets and put them somewhere else -- leaving more drunk drivers on the road. A flash from a speed camera is not going to stop a drunk driver, who is free to continue driving drunk. Results of studies are conflicting on whether speed cameras have actually reduced accidents.
Speed cameras are less forgiving than police officers. In Arizona, the law defines speeding as driving at a speed that is above "reasonable and prudent" under the circumstances, and states that driving above the posted speed limit is only "prima facie" evidence that the speed is not reasonable and prudent; it is not decisive. This is why when a police officer pulls a driver over for speeding, there is discretion whether or not to give the driver a ticket. If it is a clear day, there is no one else on the road, and the road is straight and flat, a police officer will probably not give someone a ticket for driving 67 mph in a 55 mph zone. The camera allows no discretion.
Another problem with speed camera tickets is they fail to give people proper notice as required by law. The Arizona Court of Appeals has held that any speeding ticket that is not personally served is invalid. This has resulted in an exorbitant waste of money as speed camera companies hire process servers to serve ticketed drivers, who often avoid service of process, allowing them to avoid paying the ticket. The paperwork costs add up. Other drivers avoid paying tickets by simply returning them with a notation that they were not the driver, resulting in immediate dismissal of the ticket.
The Sixth Amendment's Confrontation Clause, which is also echoed in Arizona's Constitution, gives the accused the right to be confronted by witnesses against him. With speed cameras, the driver is never confronted by a police officer ticketing him. So far, local governments have skirted around constitutional protections by classifying speed camera tickets as civil, not criminal violations. Efforts to challenge the tickets based on constitutional grounds that appear to have a chance at succeeding are simply dismissed in favor of the driver, swept under the rug by local governments before they can be fully adjudicated.
Arizona State Treasurer Dean Martin has argued that speed cameras are unconstitutional, because they constitute a tax. Under Arizona's constitution, tax increases require 2/3 vote of the legislature. The vote authorizing speed cameras on state highways passed with only a simple majority.
Opposition is mounting to speed cameras. Vigilantes are destroying speed cameras worldwide and posting stickie notes over them. Texas has banned all speed cameras, even red light cameras, and seven other states have implemented various other laws against them. Red light cameras raise slightly different issues. There is a fundamental difference between speed cameras and red light cameras. Running a red light is a per se violation of the law -- it is always a violation of law. Whereas speeding is a subjective decision that requires the discretion of a police officer.
Arizona has certainly had enough of the "Janet Cams." Websites like StopCameraFraud.com and TheNewPaper.com are spearheading the opposition. A ballot initiative is being drafted that will ban all cameras in Arizona. Republican Pinal County Sheriff Paul Babeau ran on a platform of eliminating speed cameras last fall and won. Incoming Republican Governor Jan Brewer summed it up well: "It's everywhere from Costco to going to church… 'get rid of that photo radar.' Everybody that I've spoken (with), other than two or three people, they don't like it."
Wednesday, January 14, 2009
Retail Executive Store Manager Career Opportunity
Anyone interested in a Retail Management Position of an entire Target Store read below. Nuong Ong, a Recruiter with the Target Corporation contacted me looking for talent to fill this position in the Phoenix Area. they are currently looking for up to 4 positions to fill below is further details. To contact Nuong, her email is nuong.ong@target.com or call her at 763-440-1276. Feel free to pass this along!
We are seeking candidates who have led large teams (150+) and who have significant leadership abilities. Our goal is to hire high performing, passionate leaders to run one of our stores before promoting to a District Team Leader level in about 18-24 months. The initial assignment is done in order to allow candidates to become accustomed to our technology and wonderfully supportive culture. Please feel free to have anyone in your network contact me with any questions. Thank you so much for your partnership!
Best Regards,
Nuong
Job Code T1008 Store Team Leader in Training
Req/Posting Title Store Team Leader
Job Description Purpose
As a store team leader, you will lead a store of 150-500 team members, providing leadership that will drive high guest service and build high team morale. You'll hold the ultimate responsibility for delivering a positive experience throughout a clean, fully stocked store with fast, fun, and friendly service.
See Yourself:
• Upholding the quality and productivity of every aspect of your store
• Directing all merchandising, operational and personnel functions
• Working to attain maximum profits, sales, return on investment, market share, guest goodwill and team member satisfaction
• Providing an outstanding retail experience for all our guests
Job Requirements
Minimum Requirements:
• 4-year college degree
• Five or more years of retail merchandising and operations management experience
• Supervisor level experience
• Ability to operate store computer and electronic systems
• Ability to read and understand labels, instructions, reports, policies and procedures
• Proven conflict management skills
• Ability to communicate clearly and effectively in all situations with great interpersonal skills
• Strong cognitive skills, including problem analysis, decision making, financial and quantitative analysis
We are seeking candidates who have led large teams (150+) and who have significant leadership abilities. Our goal is to hire high performing, passionate leaders to run one of our stores before promoting to a District Team Leader level in about 18-24 months. The initial assignment is done in order to allow candidates to become accustomed to our technology and wonderfully supportive culture. Please feel free to have anyone in your network contact me with any questions. Thank you so much for your partnership!
Best Regards,
Nuong
Job Code T1008 Store Team Leader in Training
Req/Posting Title Store Team Leader
Job Description Purpose
As a store team leader, you will lead a store of 150-500 team members, providing leadership that will drive high guest service and build high team morale. You'll hold the ultimate responsibility for delivering a positive experience throughout a clean, fully stocked store with fast, fun, and friendly service.
See Yourself:
• Upholding the quality and productivity of every aspect of your store
• Directing all merchandising, operational and personnel functions
• Working to attain maximum profits, sales, return on investment, market share, guest goodwill and team member satisfaction
• Providing an outstanding retail experience for all our guests
Job Requirements
Minimum Requirements:
• 4-year college degree
• Five or more years of retail merchandising and operations management experience
• Supervisor level experience
• Ability to operate store computer and electronic systems
• Ability to read and understand labels, instructions, reports, policies and procedures
• Proven conflict management skills
• Ability to communicate clearly and effectively in all situations with great interpersonal skills
• Strong cognitive skills, including problem analysis, decision making, financial and quantitative analysis
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