Purchase of the plan includes the above services.
Not exact matches
Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook
include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy,
including the timing, execution, and profitability
of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts,
including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost
of accommodating, announced increases in the build rates
of certain aircraft; 6) the effect on aircraft demand and build rates
of changing customer preferences for business aircraft,
including the effect
of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result
of global economic uncertainty or otherwise; 8) the effect
of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein,
including fluctuations in foreign currency exchange rates; 9) the success and timely execution
of key milestones such as the receipt
of necessary regulatory approvals,
including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation
of our announced acquisition
of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability
of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk
of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production
of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts
of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak
of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension
plan assets and the impact
of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt,
including our ability to obtain the debt to finance the
purchase price for our announced acquisition
of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect
of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect
of changes in tax law, such as the effect
of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations
of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect
of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability
of raw materials and
purchased components; 23) our ability to recruit and retain a critical mass
of highly - skilled employees and our relationships with the unions representing many
of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment
of interest on, and principal
of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness
of any interest rate hedging programs; 28) the effectiveness
of our internal control over financial reporting; 29) the outcome or impact
of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue,
including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition
of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result
of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks
of doing business internationally,
including fluctuations in foreign current exchange rates, impositions
of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase
plan, among other things.
Startup costs
include purchasing one or more trucks in a range
of sizes that will accommodate the type
of moving you
plan to do.
A number
of prominent GOP Senators,
including Sen. Bill Cassidy, are sounding a defiant note on President Trump's proposal to end Obamacare payments to insurance companies — payments that help reduce the deductibles and out -
of - pocket costs paid by low - income Americans who
purchase a mid-level «Silver»
plan in Obamacare's markets.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control,
including natural and other disasters or climate change affecting the operations
of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost
of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance
of new product offerings; (6) the availability and cost
of purchased components, compounds, raw materials and energy (
including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (
including those caused by natural and other disasters and other events); (7) the impact
of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation
of a global enterprise resource
planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement
plans; and (11) legal proceedings,
including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
There are a number
of retirement
plans available
including a 401 - K, Roth 401 - K, and a defined contribution money
purchase plan.
In addition, the Department revoked PTE 75 - 1, Part II (2), which had granted relief for certain mutual fund
purchases between fiduciaries and
plans, and amended PTE 86 - 128 to provide similar relief, subject to the additional conditions
of PTE 86 - 128,
including the Impartial Conduct Standards.
You can
purchase any
of our
plans and products using bitcoin,
including domain names, cheap web hosting, vps hosting and dedicated servers.
From January 1, 2008 through December 31, 2010, the Registrant granted to its employees, consultants and other service providers options to
purchase an aggregate
of 12,566,833 shares
of common stock under the Registrant's Amended and Restated 2003 Stock Incentive
Plan, or the 2003
Plan, at exercise prices ranging from $ 1.50 to $ 14.46 per share, which
includes options to
purchase shares
of common stock that were repriced on a one - for - one basis to $ 2.32 per share in February 2009.
For stockholders
of record: The proxy card you received covers the number
of shares to be voted in your account as
of the record date,
including any shares held for participants in the IBM Investor Services Program and Employees Stock
Purchase Plans.
Accordingly, our approximately 25,050,954 outstanding awards (not
including awards under our employee stock
purchase plan) plus 25,865,562 Shares available for future grant under our equity
plans (not
including under our employee stock
purchase plan) as
of March 31, 2018 represented approximately 10.5 %
of our Common Stock outstanding (commonly referred to as the «overhang»).
From January 1, 2008 through December 31, 2010, the Registrant granted to certain executive officers, directors and other investors options and rights to
purchase an aggregate
of 8,196,662 shares
of common stock under the 2003
Plan at exercise prices ranging from $ 2.00 to $ 6.20 per share, which
includes options to
purchase shares
of common stock that were repriced on a one - for - one basis to $ 2.32 per share in February 2009.
(a) Schedule 2.7 (a)
of the Disclosure Schedule contains a list setting forth each employee benefit
plan, program, policy or arrangement (including any «employee benefit plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligat
plan, program, policy or arrangement (
including any «employee benefit
plan» as defined in Section 3 (3) of the Employee Retirement Income Security Act of 1974, as amended («ERISA»)(«ERISA Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligat
plan» as defined in Section 3 (3)
of the Employee Retirement Income Security Act
of 1974, as amended («ERISA»)(«ERISA
Plan»)-RRB-, including, without limitation, employee pension benefit plans, as defined in Section 3 (2) of ERISA, multi-employer plans, as defined in Section 3 (37) of ERISA, employee welfare benefit plans, as defined in Section 3 (1) of ERISA, deferred compensation plans, stock option plans, bonus plans, stock purchase plans, fringe benefit plans, life, hospitalization, disability and other insurance plans, severance or termination pay plans and policies, sick pay plans and vacation plans or arrangements, whether or not an ERISA Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligat
Plan»)-RRB-,
including, without limitation, employee pension benefit
plans, as defined in Section 3 (2)
of ERISA, multi-employer
plans, as defined in Section 3 (37)
of ERISA, employee welfare benefit
plans, as defined in Section 3 (1)
of ERISA, deferred compensation
plans, stock option
plans, bonus
plans, stock
purchase plans, fringe benefit
plans, life, hospitalization, disability and other insurance
plans, severance or termination pay
plans and policies, sick pay
plans and vacation
plans or arrangements, whether or not an ERISA
Plan (including any funding mechanism therefore now in effect or required in the future as a result of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligat
Plan (
including any funding mechanism therefore now in effect or required in the future as a result
of the transactions contemplated by this Agreement or otherwise), whether formal or informal, oral or written, under which (i) any current or former employee, director or individual consultant
of the Company (collectively, the «Company Employees») has any present or future right to benefits and which are contributed to, sponsored by or maintained by the Company or (ii) the Company or any ERISA Affiliate (as hereinafter defined) has had, has or may have any actual or contingent present or future liability or obligation.
Stocks can be
purchased in a variety
of ways,
including through a broker, as part
of a mutual fund or exchange - traded fund (ETF), as part
of a dividend reinvestment
plan or directly from the company issuing the stocks.
Pursuant to our equity compensation
plans and certain agreements with certain holders
of our capital stock,
including Jack Dorsey, Jim McKelvey, Khosla Ventures III, LP, entities affiliated with JPMC Strategic Investments, entities affiliated with Sequoia Capital, entities affiliated with Rizvi Traverse, and an entity affiliated with Mary Meeker,
including an amended and restated right
of first refusal and co-sale agreement, we or our assignees have a right to
purchase shares
of our capital stock which stockholders propose to sell to other parties.
The defined contribution
plan category contains a broad range
of plans including profit - sharing
plans, money
purchase plans, 401 (k)
plans, employee stock ownership (ESOP)
plans and two types
of plans especially popular with small businesses: SIMPLE
plans and SEPs (simplified employee pensions).
Fab's board
of directors has approved yet another new strategic
plan for the e-commerce company that will
include the
purchase of a European furniture company and the likely creation
of a new shopping site, several sources with knowledge
of the discussions told Re / code.
in the case
of our directors, officers, and security holders, (i) the receipt by the locked - up party from us
of shares
of Class A common stock or Class B common stock upon (A) the exercise or settlement
of stock options or RSUs granted under a stock incentive
plan or other equity award
plan described in this prospectus or (B) the exercise
of warrants outstanding and which are described in this prospectus, or (ii) the transfer
of shares
of Class A common stock, Class B common stock, or any securities convertible into Class A common stock or Class B common stock upon a vesting or settlement event
of our securities or upon the exercise
of options or warrants to
purchase our securities on a «cashless» or «net exercise» basis to the extent permitted by the instruments representing such options or warrants (and any transfer to us necessary to generate such amount
of cash needed for the payment
of taxes,
including estimated taxes, due as a result
of such vesting or exercise whether by means
of a «net settlement» or otherwise) so long as such «cashless exercise» or «net exercise» is effected solely by the surrender
of outstanding stock options or warrants (or the Class A common stock or Class B common stock issuable upon the exercise thereof) to us and our cancellation
of all or a portion thereof to pay the exercise price or withholding tax and remittance obligations, provided that in the case
of (i), the shares received upon such exercise or settlement are subject to the restrictions set forth above, and provided further that in the case
of (ii), any filings under Section 16 (a)
of the Exchange Act, or any other public filing or disclosure
of such transfer by or on behalf
of the locked - up party, shall clearly indicate in the footnotes thereto that such transfer
of shares or securities was solely to us pursuant to the circumstances described in this bullet point;
The table above does not
include (i) 5,952,917 shares
of Class A common stock reserved for issuance under our 2015 Incentive Award
Plan (as described in «Executive Compensation — New Employment Agreements and Incentive
Plans»), consisting
of (x) 2,689,486 shares
of Class A common stock issuable upon exercise
of options to
purchase shares
of Class A common stock granted on the date
of this prospectus to our directors and certain employees,
including the named executive officers, in connection with this offering as described in «Executive Compensation — Director Compensation» and «Executive Compensation — New Equity Awards,» and (y) 3,263,431 additional shares
of Class A common stock reserved for future issuance and (ii) 24,269,792 shares
of Class A common stock issuable to the Continuing SSE Equity Owners upon redemption or exchange
of their LLC Interests as described in «Certain Relationships and Related Party Transactions — SSE Holdings LLC Agreement.»
The number
of shares
of our Class A common stock outstanding after this offering as shown in the tables above is based on the number
of shares outstanding as
of September 24, 2014, after giving effect to the Transactions and the Assumed Redemption, and excludes 5,952,917 shares
of Class A common stock reserved for issuance under our 2015 Incentive Award
Plan (as described in «Executive Compensation — New Employment Agreements and Incentive
Plans»), consisting
of (i) 2,689,486 shares
of Class A common stock issuable upon the exercise
of options to
purchase shares
of Class A common stock granted on the date
of this prospectus to our directors and certain employees,
including the named executive officers, in connection with this offering as described in «Executive Compensation --
This news release contains forward - looking statements within the meaning
of the U.S. Private Securities Litigation Reform Act
of 1995 and Canadian securities laws,
including statements regarding: BlackBerry's expectations regarding new product initiatives and timing,
including the BlackBerry 10 platform; BlackBerry's
plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's
plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's
plans and expectations relating to, programs to drive sell - through
of the company's BlackBerry 10 smartphones; BlackBerry's expectations regarding financial results for the second quarter
of fiscal 2014; BlackBerry's expectations with respect to the sufficiency
of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits
of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's
plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates
of purchase obligations and other contractual commitments.
The Company's board
of directors also approved an additional distribution to its members, to the extent the gross proceeds
of the Company's
planned initial public offering exceed the anticipated gross proceeds (
including as a result
of the exercise by the underwriters
of their option to
purchase additional shares
of Class A common stock), in an amount equal to the product
of (A) the increased gross proceeds and (B) 0.273, to be paid from the proceeds
of the Company's
planned initial public offering.
The number
of shares
of our Class A common stock outstanding after this offering as shown in the tables above is based on the number
of shares outstanding as
of September 24, 2014, after giving effect to the Transactions and the Assumed Redemption, and excludes shares
of Class A common stock reserved for issuance under our 2015 Incentive Award
Plan (as described in «Executive Compensation — New Employment Agreements and Incentive
Plans»), consisting
of (i) shares
of Class A common stock issuable upon the exercise
of options to
purchase shares
of Class A common stock granted on the date
of this prospectus to our directors and certain employees,
including the named executive officers, in connection with this offering as described
This news release contains forward - looking statements within the meaning
of the U.S. Private Securities Litigation Reform Act
of 1995 and Canadian securities laws,
including statements regarding: BlackBerry's expectations regarding new product initiatives and timing,
including the BlackBerry 10 platform; BlackBerry's
plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's
plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's
plans and expectations relating to, programs to drive sell - through
of the Company's BlackBerry 7 and 10 smartphones and BlackBerry PlayBook tablets; BlackBerry's expectations regarding financial results for the second quarter
of fiscal 2014; BlackBerry's expectations with respect to the sufficiency
of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits
of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's
plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates
of purchase obligations and other contractual commitments.
As
of November 11, 2013, a total
of 20.873 million shares
of the Company's common stock were subject to all outstanding awards granted under the Company's equity compensation
plans (
including the shares then subject to outstanding awards under the 2003
Plan and the Director
Plan, as well as outstanding awards assumed by the Company in connection with acquisitions, but exclusive
of shares that employees may
purchase under the Employee Stock Purchase Plan), of which 17.265 million shares were then subject to outstanding restricted stock unit awards and 3.608 million shares were then subject to outstanding stock
purchase under the Employee Stock
Purchase Plan), of which 17.265 million shares were then subject to outstanding restricted stock unit awards and 3.608 million shares were then subject to outstanding stock
Purchase Plan),
of which 17.265 million shares were then subject to outstanding restricted stock unit awards and 3.608 million shares were then subject to outstanding stock options.
We have successfully completed transactions in more than one - third
of the largest 50 unicorns in the US,
including AppDynamics, which was
purchased by Cisco Systems just prior to its
planned IPO.»
The firm has become one
of the leading immigration law firms in Panama and the practice
includes relocation related services such as legal assistance on the
purchase and sale
of real estate, setting up foundations and corporations for asset protection and estate
planning.
In his current role, Josh manages shareholder services for publicly traded and private companies out
of AST's San Francisco Bay Area office where he assists with
planning, developing and administering a wide range
of services,
including stock splits, acquisitions involving both stock and cash exchanges, corporate spin - offs, implementing and administering Direct Stock
Purchase Plans, assisting clients with DRS, full dematerialization programs and shareholder information and communication campaigns.
RBC
plans to tweak rates across an array
of services and accounts as
of June 1,
including mortgage payments, debit
purchases, and other transactions.
And approximately 90 %
of members reported having retirement savings
plans in addition to the ESOP
including the use
of 401 (k)
plans, pension
plans, stock
purchase plans, and stock options.
Future
plans include construction
of a new house
including a pool on property recently
purchased with his wife
of 36 years.
The Portfolio Management
Plan for the northern unregulated rivers therefore focuses on the opportunities for active management
of flows and event - based mechanisms,
including water
purchase and use on - farm and in - stream infrastructure, and where this could be employed strategically to contribute to the objectives and outcomes
of the Murray - Darling Basin
Plan and Basin - wide environmental watering strategy and Basin annual environmental watering priorities.
The
plans for the Kidman properties
purchased with China's Shanghai CRED late in 2016
include major investments in infrastructure and technology,
including the use
of drones, communications upgrades and sophisticated cattle monitoring.
Among the services DP&F can provide are assistance with sales and
purchases of wineries and vineyards, debt / equity financing, grape sale /
purchase agreements, alcohol beverage regulation, land use
planning, environmental regulation, establishment
of wine appellations, broker and distribution agreements and terminations, license transfers, labeling matters, litigation involving wine contamination (
including cork taint), and business succession
planning.
These
include director
of purchasing and corporate director
of strategic
planning at U.S. Foodservice Inc., and vice president
of purchasing for Metz Culinary Management, a top 20 management company running foodservice operations in college, hospital, K — 12, and other segments, as well as franchisee restaurants and hotels.
He is accountable for daily operations,
planning and implementing multiple programs
including; room service, personnel management, staff training and development, policy administration,
purchasing, marketing
of services, nutrition education, budget compliance, sanitation and adherence to the standards
of hospital and regulatory agencies.
Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition
of Lacazette, the free transfer LB and the release
of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state
of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid
of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy
of our time and / or investment, as such we should get rid
of anyone who doesn't meet those simple requirements, which means we should get rid
of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction
of things to come... some fans have lamented wildly about the return
of Mertz to the starting lineup due to his FA Cup performance but these sort
of pie in the sky meanderings are indicative
of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition
of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle
of the park we need to target a CDM then do whatever it takes to get that player into the fold without any
of the usual nickel and diming we have become famous for (this kind
of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack
of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result
of his presence on the pitch... as for the rest
of the midfield the blame falls squarely in the hands
of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none
of the aforementioned had more than a year left under contract is criminal for a club
of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid
of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field
of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version
of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history
of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet
of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival
of Kroenke: pretend your a small market club when it comes to making
purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone
of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players
of a similar ilk to be brought on board and that wasn't possible when the business model was that
of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part
of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez,
including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet
of those who were well aware all along
of the potential pitfalls
of just such a
plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...
The Bears «winter - weather preparations for games on Sunday and, they hope, Jan. 12 («We «ve
planned this for a two - shot deal, «LeFevour said),
include construction
of new, temporary press shelters, addition
of more sideline heaters, the rental
of heated players «benches, the
purchase of hand - warmers for Park District employees and the addition
of relief parking, security and medical personnel at the stadium.
Hundreds
of residents living in Cary have asked the Park District to
purchase the Hoffman farm to keep it out
of the hands
of neighboring Lake in the Hills, which has
plans for the land that
include a gravel pit.
Last fall, the Park District surveyed 4,000 households about desired programs and future
plans,
including the possible
purchase of the Lakeside Center.
For every meal -
planning subscription
purchased through the end
of September, you also receive a printable chart
of The Scramble's 25 Mix and Match Healthy Lunch and Snack Ideas, plus you'll be entered into four weekly drawings for a variety
of items that will help with lunch packing,
including gear, food items and a cookbook.
Each
of our license options is a one time payment so if you do not need or want support or updates after the
included support
plan expires you do not have to
purchase anything.
For its part, the Lockport Park District Board is considering a master
plan that will
include long - term goals for its portion
of the site, which encompasses 176 acres
purchased in 1987 for about $ 260,000.
Details are still scarce, but the Democratic governor in the third and fourth legs
of his State
of the State tour said his latest effort to promote shared services and
purchasing among local government entities would
include a mandate that county executives develop a
plan and then put it up for a popular vote.
That effort
includes an executive order this week that loosens regulations for the measure,
including allowing the
purchasing of cheaper
plans and pooled
plans purchased across state lines.
Off topic questions
included a Department
of Investigations report detailing problems with corrections officers at Rikers Island, de Blasio's message to protestors resuming anti-NYPD protests, his relationship with police unions, a call by the head
of the Lieutentants Benevolent Association to strengthen laws concerning resisting arrest, an increase in police protection for Jewish organizations and sites and Dov Hikind's claim
of a decrease in police presence, delays in the implementation
of the City's municipal ID card program, his message to PBA members dissatisfied with their union leadership, his position on a city council
plan to fund the
purchase of additional bullet - proof vests for police officers, whether the Democratic National Committee has expressed concerns around the recent protests as it considers whether to hold the 2016 convention in Brooklyn, whether his «thoughts» on the anti-NYPD protests have «evolved» and whether he will direct the NYPD to change its FOIL request process to accept email or other electronic requests.
Currently, the project
plan includes 330 rentals, half
of which will be subsidized, and 60 condominiums,
of which 12 will be available for
purchase below - market, in addition to a 67,00 - square - foot recreation center.
The county
planned to sell 19 Third St., the site
of the county's current Troy Area Senior Services Center, for $ 575,000 to local real - estate developer David Bryce, then
purchase the Italian Community Center at 1450 Fifth Ave. («a much more modern facility») for $ 685,000, according to the resolution
included in the meeting agenda packet.
While the
plan approved by the panel on Sept. 12 will result in some moderate savings in 2018, it set the framework for multiple future shared services
including code enforcement; records management and county - wide
purchasing and the consolidations
of town courts; youth and recreations services; lighting districts and public works salt storage and production.
The replacement
plan would have killed several key elements
of the 2010 law,
including the mandates to
purchase insurance and the Medicaid expansion that covers low - income residents.