text:
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- Path f: \ \program files\ \systweak \photostudio2 \
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0,0Camping place/fixed house
0,0Camping area
The camping-site is open: 01.04.-30.09.
Comunication languages:
tel.: +420 603 327 150 +420 571 444 522
fax: +420 571 444 522
Contact by email
Latitude: m / Size of area m2
The camp site offers accommodation in 2- and 4-bed chalets, camping in tents and a caravan place.
A swimming pool, tennis courts, a ball game ground, Russian skittles, garden fire places and fire rings are available.
In summer, the autocamp and boarding house is joint with the summer area and bathing place. Accommod...
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CAMP RESORT & DESNA is the ideal place, with comfortable facilities, quality equipment and professio...
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The campsite is located on the outskirts of Bojkovice city, near the train and bus stations; the cit...
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subset: commoncrawl


text:
Eyrie Productions, Unlimited
And the fun thing is (materials science is my field), there's a really simple explanation for the cargo ship bit: The materials science that went into the Jaegers (assumed on the grounds that it's necessary for the film) went into the recent-construction ship.
What gets me is the powerplant on the helos.
version 3.3 © 2001
Eyrie Productions,
D. Hutchins
E P U (Colour)


text:
Sultry sanctuary
Leafy embassy enclave
In Kuala Lumpur's leafy embassy district, Villa Samadhi hotel – whose name means 'journey' in Sanskrit – is a tempting boutique retreat replete with Thai influences. Expect lantern-lit paths and a serpentine pool that winds its way around the lush gardens at this intimate hideaway that feels far from the bustling streets of Malaysia's capital city.
Smith Extra
Get this when you book through us:
A traditional sarong


text:
A year ago the newly appointed Andy Haywood assessed the fledgling change programme he inherited. His conclusion? The technology-led programme was beset conflicting priorities, and its ambition in terms of scope, scale and complexity wasn't matched by any capability to make it happen. Good intentions, in other words, but significant structural problems and no chance of it ever being successfully delivered. Through the painstaking work of getting back in control, putting the right team in place and producing a plan that the team could believe in and stick to, he turned the change programme on its head, with his approach of putting people and process change before technology delivering inspiring results.
Name and job title
Andy Haywood, Group CIO, N Brown.
How are you influencing the products, experience and services your organisation offers to its customers?
As well as being group CIO, I am accountable for the leadership and delivery of N Brown's business transformation programme. This is a genuinely strategic transformation programme to move N Brown to an online, innovative, digital-first business; by the time we are finished we will have replatformed the whole business in less than 30 months.
The way I have gone about delivering this change is by placing the customer at the heart of our business. This strategy has already delivered significant benefits to N Brown and has recently resulted in my remit being further widened to include board-level accountability for our relationship with customers. This means accountability for the customer across the whole business, including our retail fashion business, our credit and financial services businesses and our customer contact centre, which is the source of 20% of our annual revenue.
This combination of driving technology change, business transformation, digital innovation and improvements to the customer relationship gives me a unique and powerful platform to influence the products, experience and services we offer our customers. I am also accountable for leadership of our creative services team, which is responsible for the creation and production of all digital and non-digital output for our customers.
With this power comes great responsibility to get it right: to make the right decisions and the right priority calls. As such, last year I secured board agreement to add the delivery of a single customer view to the scope of our business transformation programme. For the first time ever, our business is starting to achieve a single view of the customer across all of our channels and all of our brands. Whilst other businesses are talking about transformational change, we are doing it!
We are already seeing significant positive benefit in this decision for our customers, colleagues and our business performance. By understanding and listening to our customers and giving them what they what, when they want it and on their own terms, we have entered a profound period of business change and customer insight beyond the scope of the most transformational activity.
The outcomes are significant: improved customer satisfaction, better-quality relationships with N Brown and, of course, improved revenues and sales. However, the impact and influence of what we are doing extends far beyond these key business metrics. It gives N Brown confidence in our future position in what we know will be the radically different retail world of tomorrow. Focusing on what is best for our customers means we are focusing on what really matters.
How as CIO have you driven cultural and behaviour change in your organisation, and to what extent?
I disagree with the conventional wisdom that cultural change has to take a lot of time to effect or that behavioural change is the last part of any change cycle. As CIO I believe you can drive swift behavioural change by winning colleagues' hearts and minds and that, by doing this, their determination and attitude will follow.
The best way to succeed with colleagues is by successfully delivering on commitments and building a reputation for delivery excellence. In IT, success results in teams being recognised and respected by business colleagues. There is no better feeling for an IT team than making a promise and keeping it!
When embarking on cultural change, my approach is to look out for cultural leaders – the bellwethers of an organisation – and pick one or two who can become converts. These aren't always the obvious choices and they are never the senior people in my team: at N Brown they have included a PA and a junior project manager. Once these people become converts they become advocates for change. Once your cultural leaders become your advocates, then you drive and deliver that most elusive goal: cultural change. The extent and the power of this change cannot be overstated because once you deliver cultural change then you become unstoppable, with everything that means for your business, your customers and your bottom line.
Define the key business outcomes that you have delivered over the past 12 months and their impact on your organisation's company performance
If anyone out there doubts the profound importance of the technology and business change under way at N Brown then I urge you to read N Brown's last trading update to the City. My business transformation programme, known internally as Fit For The Future, is referenced throughout the report. Put simply, it IS our business strategy and it is a strategy which is now well on the way to being delivered.
However, things were not so positive 12 months ago as I assessed the fledgling change programme I inherited. I saw a business transformation programme with good intentions but significant structural problems and with no chance of ever being successfully delivered. I said at my first N Brown board meeting as CIO that we had a huge opportunity to transform our business but that this would be a difficult journey. There was no single lever I could pull to solve the challenges we faced. Just the painstaking work of getting in control, getting the right team in place and producing a plan we could believe in and stick to. This was the course of action that I set out when I joined and it is the course of action we follow now.
What I found was a technology-led change programme, conflicting priorities, and an ambition in terms of scope, scale and complexity that wasn't quite matched by our capability. We had the right destination but were on the wrong journey. I turned this technology-led change programme on its head, and put people and process change first, then technology.
The programme had a four-year time horizon, with 21 highly interdependent releases, and benefits were end-loaded. I introduced a more pragmatic approach of a two-year programme with four largely independent releases all delivering benefits in their own right and with these benefits front-loaded. We had long, risky and complex transition states and had outsourced critical accountability for system integration. We now have shorter transition states, with N Brown leading and managing all partners.
We are now reaping the rewards of this review as evidenced by the delivery of our first two major releases. The first, a complete overhaul of our foundational financial and reporting systems, came in under budget and on time to the exact day we said we would land it, nine months previously. The second used the principles of minimum viable product (MVP) to spin up a brand-new fully transactional ecommerce platform designed from scratch, implemented, fully integrated into existing systems and now live in less than 10 months.
I also take a great deal of pride in my leadership and creation of N Brown's new innovation centre. I observed a business with some talented, creative people but without an outlet to see their ideas come to fruition. I provided some sponsorship which led to the creation of an innovation centre – a combination of a virtual team, a physical space and also new ways of working, which enables people from across IT and the business to work together to turn their ideas into reality. This has become a flagship programme for the business and, in time, I believe N Brown will become famous across retail for our innovation programme and our innovative customer solutions.
Describe how you have used organisational and third-party information to provide insight that has benefited your organisation, its customers and products or services
I do find value studying what is happening in the wider world, at third parties and at our competitors and then applying this information and insight to N Brown. However, N Brown is firmly at the forefront of digital retailing, so my team is making the news, not reporting it!
One area I do find useful is looking at the market leaders in many industries today – companies such as Amazon, Uber, Facebook, Airbnb – and the disruption they have caused to their respective markets. What is fascinating is that these aren't businesses that have changed and transformed themselves. They are new, usually just a few years old, and formed by entrepreneurs working with a digital-first mindset.
My insight is that in this digital revolution, the pace of change is not gentle. It can and will be violent and destructive to long-cherished business models and established ways of working. I believe all CIOs face a choice right now whether we are aware of it or not. We can choose to follow the path some businesses are taking – a cautious 'wait and see] approach, hedging our bets and hoping that, against all the evidence, somehow we will be immune to the inexorable forces of modernisation and progress. My belief is this approach will result in disaster.
I believe we are about to see the world separate into winners and losers, and the differentiator between success and defeat will be speed: speed of delivery and speed of realisation. In the future if a business can't deliver and innovate at pace, then it will not be able to compete.
At IT and technology events, the talk is often about the pace of change: how quickly everything changes these days, how fleeting the status quo has become, and how quickly it becomes obsolete. Well, I have some bad news: change will never be this slow again! It is this insight that drives me and motivates me, and determines the pace and the scale of the change under way at N Brown.
Describe how you organise and operate IT and how this aligns effectively with business strategy and operations
When I took over as CIO my mantra was to make our technology offer and our transformation programme "better for the customer, faster and simpler". I wanted to create a better journey for N Brown customers, colleagues and stakeholders with less risk and greater certainty of outcome. I did this by:
- Shortening the previous four-year programme delivery window to two years (faster).
- Resequencing our delivery plans and portfolio so that delivery with the biggest benefit, particularly in terms of customer impact, was prioritised (better for the customer).
- Derisking IT and simplifying our technology landscape (simpler).
Other examples of what we did include:
- All programme releases are now largely independent and deliver benefit in their own right.
- We have adopted a programme approach which enables the business to make informed options and choices along the journey.
- N Brown takes leadership and manages all partners, including our system integrator – we cannot and will not delegate accountability for programme delivery.
Describe your role in the development of digital strategy in your organisation
As CIO I have a key role to play in the development and delivery of our digital strategy. My job is to make sure N Brown is not outcompeted, outworked and outsmarted in the global race by anyone out there more ambitious for success than us. We do this by adapting, innovating and delivering.
Charles Darwin said "It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change." Successful businesses have always been those which are the most responsive to change – the most fleet of foot, the fastest and the most agile. It is this mindset which I try and build into our digital strategy.
There is no magic formula or silver bullet to delivering a successful digital strategy and modernising a business. But there are some ways you can get it badly wrong and what makes this really dangerous for the CIO community is that a lot of the old ways of doing things – 'best practice' or 'following the textbook' – are exactly the wrong way to do things.
Digital has changed everything and we are now beyond the tipping point of a pre-digital world and into a post-digital way of doing things. The inconvenient truth is that the skills which have served us all so well in the past as CIOs and senior IT leaders are becoming obsolete. The old job is becoming commoditised. New skills, new ways of working and a new mindset is required. You can't avoid innovation, you must back it. You can't slow the pace of change, you must increase it. You can't shy away from new ways of working, you must embrace them.
You can't waste your time fighting the old battles of the past. Digital is not a turf war between IT and marketing, it's collaboration. The enemy is out there, not inside your organisation, and this is the attitude and approach I bring to developing and delivering my digital strategy
Describe how you use and promote technology to redesign the processes, services and structures of your organisation to enable it to become more efficient and customer-focused
I have recently made a major investment in Hybris, which gives us a new digital platform and will transform our online customer channel. The look and feel of our websites will delight our customers and drive significant internal efficiencies in how we build, support and develop our online business. And the impact of this is huge. Before long almost our entire customer revenue will come via this channel. The only exception is revenue received through our small stores estate and even then we will have a Hybris kiosk in each store.
The driver behind this isn't technology for technology's sake; it's all about agility and pace. Our previous digital offerings were OK, but they were not as fast as some of our competitors. I don't mean web speed, I mean ability to change and adapt, because in the digital world we want to be making changes literally every hour of every day. This is the difference between winning and losing in the digital space: the agility and speed that is needed to react to the market and to customers.
At the back-end, we've gone with Oracle Retail Suite, which will be our core trading platform. This will allow us to improve our promotions, flexibility and overall customer offer. In our credit business we are replacing all the credit decisioning tools. So every aspect of the business is undergoing a comprehensive change based on improving our customer offer. At the back-end, it's all about controls, stability and availability. My strategy is to deliver a back-end that's solid, secure, reliable and less complex than today's world.
How do you engage regularly with your organisation about your team and the role of technology in the organisation and what impact is this having?
Effective communication and engagement are very important to the success of what we are doing at N Brown. As such, I have my own IT communications teams team, who support me by planning, preparing and delivering frequent, high-quality communications materials to the IT team and the business. This team uses a variety of tools and techniques from large, set-piece quarterly face-to-face town gall meetings through to weekly newsletters and blogs, to impromptu, ad-hoc events – which might be one of my leadership team standing on a table talking and engaging with our people.
For me the secret of successful communications is to bring a creative, fun approach to engaging people and, above all, to be authentic with the messages. My IT communications team isn't there to be a propaganda machine: they tell it like it is, and we acknowledge when something has gone well and when something hasn't. They also listen to feedback and provide valuable radar to me about how IT is seen across the business. The impact of this is that colleagues feel listened to and that they can trust the information and updates being provided by me and my team.
How do you use social networks to engage in conversations across the industry about the opportunities and challenges technology is creating?
Personally I am not an avid user of social networks as a source of industry insight. However, I am more interested and engaged in how social media can transform a business's relationship with customers and drive changes to a brand in a ways which were inconceivable only a few years ago. This is also true of the effect of social media with internal communications. We have deployed an internal social media solution to replace our traditional corporate intranet. The colleague impact has been dramatic as people use this solution to support collaborative, flexible working across functions. I also find this is a rich source of feedback and ideas, which I use to make adjustments to the way we drive the business forward.
How do you bring the organisation together to explore and discuss technology and its challenges and to develop stronger alignment of the technology function with the full business?
One of the advantages of working at N Brown is that nobody here underestimates the pivotal role that technology will play in building our future. Our previous business model was as a catalogue retailer and we are well on the way to being a true multi-channel retailer, which is underpinned by major technology investment.
My IT team and the wider business all take huge pride in what we have delivered over the past 12 months, and this means the business wants to be involved and engaged in what we are doing in the future. My approach is to embrace this enthusiasm and support with open arms.
I try and blur the lines between IT and the business. For example, I have senior business colleagues working as part of my leadership team, and a number of other business colleagues are seconded into my area to work on the design and delivery of our change programme. This collaboration and alignment is further cemented into our organisational DNA by my broader set of accountabilities. As well as the traditional role of a CIO, I have board-level accountability for our business transformation programme and our customer strategy, all of which locks IT and the business together with shared goals and incentivised to achieve the same outcomes.
Describe how you keep up to date with developments in technology and IT management
I challenge myself and my team to look to the outside world for inspiration and new ways of thinking which we can introduce to N Brown. This could be identifying and applying the latest industry trends, understanding what our competition is doing, or listening to what thought-leaders and key industry experts are advocating.
My team never stands still. In particular, my CTO has specific accountability for the development and maintenance of a three-year strategic roadmap to make sure we benefit from latest developments. His goal is to drive cost and risk out of the business and to delight and surprise our customers through new technology innovation
Personally, I find my challenge isn't so much getting information on new developments, it is filtering the enormous volume of information available to gain true insight into what can add value and make a difference. For this I often rely on a few, carefully chosen contacts and sources of information who I select based on their expertise and delivery track records. These are my trusted advisers.
Provide an example of how you have developed the diversity and improved the culture of your team
Building a strong, diverse and impactful team is a top priority at any business. My vision is to have the number one team in IT fashion retail, so it is essential that my leadership team are role models to the wider department, and this includes demonstrating diversity. I must have one of the most gender-diverse IT leadership teams in the industry as two-thirds of my permanent direct reports are women.
Another area which is important to me is diversity of thought and of thinking. I have changed the traditional mentality and attitude of my IT team by making a number of secondments from the business into my team. This accelerates understanding and insight into business challenges and ensures the needs of the business and the needs of customers are designed into our products and solutions from the ground up.
Lastly, in a business with aspirations to think digital first, I have taken steps to give greater opportunities to younger people. I believe that talented young people are the future of IT. Through training, mentoring and employment my team and I are working to create the next generation of young IT professionals. I do this because I firmly believe it is the right thing to, do but also because training and mentoring these dynamic young people within an environment like N Brown doesn't just benefit them, it also benefits the future bottom line.
Describe how you collaborate and influence the organisation and its leadership team
My philosophy here can be summed up as I believe the world is changed by your example and not by your opinion! I am a member of the JD Williams executive board and I use my position to ensure that every meeting we spend time talking about IT and technology, the business transformation programme and the improvements I am driving in our customer strategy.
I also attend every meeting of the N Brown PLC board to engage, consult and interact with these key leadership stakeholders. Keeping my agenda on the table is an essential activity, as there has to be a strong collective desire and responsibility for change from the board.
My approach is to be clear about what we are doing and to link this explicitly to our business goals. I never take their support for granted and I always challenge myself to properly articulate and demonstrate why these leadership teams should buy into and support my vision and strategy. In my experience explaining why we are doing what we do to these groups is more important than explaining what we are doing. People don't buy what you do; they buy why you do it.
I challenge these stakeholders and myself by asking some of the big, important questions. Why should they invest in the future of the IT team? Why should they care about our transformation programme? If these are profound and challenging questions, then that's because I believe the answers are equally important. In my opinion, as CIO I must either transform IT to meet the future needs of my business and the expectations and demands of my customers – or we will die. Change MUST make the business better, faster or simpler for customers and colleagues. If it doesn't, we are doing the wrong thing. Ultimately I believe that people, whether they are the leadership of your business or the most junior member of staff, are influenced by success and successful delivery. Nothing builds momentum and credibility better than a successful track record.
Tell us how you have developed your own management, leadership and personal skills, perhaps through mentoring, training or external activities
My 15 years' experience as a CIO within some of the UK's largest businesses, including Asda, HBOS, Alliance Boots and the Co-operative Group, has given me a deep professional and personal understanding of what matters to customers and how technology can enable and anticipate our customers' needs. However, it has also taught me never to stop learning and that if you close your mind to new insights or new ways of working then you swiftly begin to fall behind the world, which accelerates and changes whether you want it to or not!
I attend selected industry events, I mentor and coach a number of CIOs at the start of their careers as technology leaders, and I make a point of looking for ideas and inspiration from other sectors outside of retail. However, I still believe the richest and most valuable source of learning and development is the time I spend listening to and understanding our customers. There is no substitute for undiluted, unfiltered customer feedback to let you know what is important, what is working and what needs to be fixed. It challenges and refines my approach and is a rich source of personal and professional development
What new technologies are you investigating, tracking or experimenting with?
Our innovation centre and business transformation programme continually explore many areas of technology. Some examples include:
- Wearable technology: we have introduced wireless headsets into our warehouses to direct pickers and improve efficiency via 'pick to voice' systems.
- Data analytics: using SAS modelling we build customer models – eg 'propensity to buy' and 'targeted segmentation of one', which has significantly improved our ability to offer the best deal at the best time to our customers and improve the targeting and relevance of our marketing.
- Internet of things: we have MVP'd wireless tagging to track products and clothing to improve the efficiency and traceability in our supply chain.
- The sharing economy: our new Hybris ecommerce implementation gives us a platform to integrate globally with marketplaces such as Amazon and AliBaba.
We prioritise research, analysis and implementation into those technologies with the clearest link to our core business model of digital retailing and our customer credit proposition. However, we also recognise that, by definition, if we aspire to be truly innovative and creative, then we need to look beyond the obvious and seek to gain competitive advantage by thinking differently, being creative and being radical with our future technology roadmap.
How do you decide where to apply the best technological approach?
I believe that for all the change in the technology world, the core fundamentals of success remain unchanged. In fact, they are more important than ever. So my starting point for deciding on any new technology challenge is to understand and be able to articulate 'what business problem am I trying to solve?'
I avoid being lured into thinking that systems are the answer. These are enablers. As such, the technological approach I take is often arrived at organically via the process of partnering with the business to solve a problem or realise an opportunity. This means we focus on what is important and keep certain principles at the heart of everything we do: the solution must represent value for money, we must think and act with an entrepreneurial digital-first mindset, and the solution must be secure and protect our systems and data.
Personally, it matters less to me if we select a cloud solution versus an on-premise solution as long as I have confidence that we will be rigorous and disciplined in our delivery approach and won't get distracted by novelty. Once I am clear about this, then the next step is to get on with it!
Too often I see technology change stall because of analysis paralysis or a fear of taking the first step. One of my favourite quotes is from Samuel Johnson, who said: "Nothing will ever be attempted if all possible objections must first be overcome."
Do you give yourself and your team time each month to assess or learn about technology vendors outside of the established providers?
Yes, it is very important to me that my team and I have a good overview of all prospective technology partners. Every month I take my IT leadership team meeting on the road and we spend the day with some of our smaller vendors or prospective vendors.
One of our core sourcing principles is tier matching – ie that we partner with vendors who are the right size for N Brown to ensure we gain the desired attention and right commercial outcomes. This is particularly true for our digital centre of excellence, where I would go so far as to say that the large, multinational established providers are at a significant competitive and cultural disadvantage to the small, niche partners out there. The more time I spend with these smaller partners, the more I find their ways of working – their agile, lean, entrepreneurial, innovative approach – are much closer to how N Brown does business and how I want to do business in the future.
Describe your sourcing strategy and your strategic suppliers
My sourcing strategy is to achieve the right blend of internal colleagues and trusted value-for-money external partners. The central objective is to move as quickly as possible to achieve and realise our overall vision: to be a fast, agile, responsive digital business with IT at the heart of everything we do, delivered from a digital centre of excellence. We want to spend less time and money running our systems and more on changing our systems.
Over the last 12 months this has required me to make some difficult but necessary decisions to radically change our IT sourcing model. Using some of the principles of bi-modal IT, I have structured the department into two different models. Our shopfront remains (and always will remain) internal N Brown colleagues working in a digital centre of excellence, and customer-facing.
Our USP and point of differentiation:
- Delivering innovation.
- Agile: quick and cheap to change with technology which looks different year-to-year.
- Small/niche partners – limited use of third parties – dealing with true digital experts.
The 'back of the shop' has been outsourced to Sopra Steria as a trusted third party partner.
- It is invisible to customers.
- It achieves consistency with industry norms.
- It delivers predicable outcomes.
- It's slow and stable: robust and predictable with technology that doesn't change much.
We use big/'safe pair of hands' partners, leveraging economies of scale to deliver value for money. As well as Sopra Steria we have key strategic relationships with TCS as the system integrator for our change programme. UST is our strategic test partner and Rethink is our supplier of contract and interim staff.
Describe the technology innovations that you have introduced in the last year and what they have enabled
Our innovation centre is a flagship programme for the business. Our approach is to review lots of ideas from colleagues in the business and IT, and we also encourage our technology partners and new suppliers to pitch to us. Every week we assess these ideas to see which we should move forward into a minimum viable product (MVP). Our aim is to be able to get those we progress from the idea stage to a live MVP in two weeks.
We are already seeing tangible outcomes from this programme. It has had a big impact with our people and I see huge uplift in colleague engagement as we provide an outlet to their creativity, energy and ideas. As importantly, we are delivering meaningful change to our business and customers.
A great example of us driving true innovation is with a service called Namogoo. Working with an Israel tech startup we explored its product, which filters out malware and unwanted adverts (often installed by toolbars, or viruses) on our customers' browser. This malware impacts customers when they are on our websites and reduces our conversion rates and therefore sales. Some of the worst malware we discovered actually directs potential customers from our website to alternative products and sites! Within a few weeks we had an MVP running and deployed live on our website for a sample of our customers, which identified that up to 30% were affected. Using Namogoo alongside our leading web journey monitoring and data analytics tools, we were able to protect our customers so that their journey was improved, and we achieved a win-win as it delivered improved conversion and sales for N Brown.
What strategic technology deals have been struck and with whom? What uniquely do they bring?
As well as our major, multimillion-pound outsourcing deal with Sopra Steria, we have signed a number of key strategic technology deals in support of the business transformation programme. This includes deals with Oracle, IBM, TCS and UST.
All our deals seek to supplement our existing internal capability and deliver flexibility and value for money across IT. We work with trusted partners in their core area of expertise. They are required to improve quality of service to our colleagues and customers and there is a big imperative to drive and accelerate innovation across the business.
One example of the approach is a major deal we signed last year in support of our credit transformation project. A significant proportion of our customers buy our products via our proprietary credit offering. This is a profitable part of our business, but I identified a big opportunity to make it much more prominent in our strategic thinking. Rather than a series of tactical interventions, I recognised we needed to bring all of our planned credit work together under the framework of a release in our business transformation programme and get these improvements delivered by a strategic partner.
This means that we are able to get ahead of the regulatory curve and deliver some significant customer benefits, including having a credit decision system operating at the customer level rather than the account level. This will enable us to truly understand our customers and deliver much better tailored products and solutions, which is a win-win for the customer experience and our business performance.
Rate how important your sources of innovative technology suppliers are
- Often use: media.
- Occasionally use: analyst houses, consultants, CIO peers, industry body.
Has your organisation detected a cyber intrusion in the last 12 months?
How is cyber security led and discussed by senior management?
Over the past 12 months I have taken a number of steps to strengthen our cyber security capability and give greater leadership and management focus to this important area. One important event was my appointment of a new CISO at N Brown, reporting directly to me as part of my IT leadership team. They have spent time working at board level to engage, educate and inform on the subject of cyber security. We have achieved approval of significant investment in a risk reduction programme to ensure our cyber security capability remains fit for purpose far into future and meets the increasing data privacy expectations of our customers.
When did you start your current role?
I was appointed group CIO and business transformation director in August 2014. My role was expanded to include board accountability for the customer and creative services in Q4 2015.
What is your reporting line?
Are you a member of the board of directors?
What is the annual IT budget?
How much of your IT budget is capital and how much revenue?
Overall range is £90m-£100m per annum.
What is your budget's operational/development split?
How many users does your department supply services to?
Are you finding it difficult to recruit the talent you need to drive transformation?
Has recruitment and retention risen up your agenda as a CIO?
Does your IT organisation operate an apprenticeship scheme?
How many employees are there in your IT team?
Are you increasing your headcount to bring skills and the ability to react to needs in-house?
What is the split between in-house/outsourced staff?
50:50, with in-house colleagues working on our flagship digital centre of excellence, and outsourced partners delivering significant parts of our services including infrastructure, application, end user computing and testing.


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Nancy Vandal
Nancy Vandal is a punk band from Sydney, Australia that performed from 1993 to 2001 and had a reunion performance in 2003 and have, as of December 2008, planned a reunion and new EP for 2009. The band was initially called Hard Axe To Follow, then Nancy Vandal and the Popgun Assassins, but the last part of the name was later dropped.
Nancy Vandal was formed by Warrane College students Foxtrotsky/Fox Trotsky and JJ LaMoore as a strictly pretend band as neither of them could play an instrument. Eventually the pair formed a real band called Meataxe that played on campus. The original line-up of Nancy Vandal and the Popgun Assassins featured Trotsky and LaMoore plus Marcus "Rolfe" Rolfe on bass and vocals and Serene Dean Bakota on drums. Like Trotsky and LaMoore, Rolfe had never played bass before joining the band. At first, the music part of the band's live shows would generally take second place to gimmicks such as trivia competitions, prolonged verbal attacks on both fellow band members and audience and in one instance, a puppet show.
In 1994, Nancy Vandal and the Popgun Assassins recorded a 14 track debut EP, Return Of The Zombie Skate Poets From Planet Sex that featured classics such as "Space Girl With Bionic Breasts", "She Left Me For A Game Show Host Blues" and "I Slam Therefore I Am".
By 1995 Nancy Vandal had begun touring, visiting Melbourne and Brisbane. Trotsky's band newsletter The Vandal's Voice became a fully fledged fanzine complete with comics, libelous proclamations, articles and CDs. The first of these issues was ShitHot '95 that consisted of songs covered by the cream of Sydney's Inner West punk rock scene. Nancy Vandal recorded "Footloose" by Kenny Loggins. The other CD to feature in The Vandal's Voice was Slippery When Crap, a collection of cover versions of the band's favourite cock rock songs including Europe's "The Final Countdown", "Kickstart My Heart" by Mötley Crüe, "Pour Some Sugar On Me" by Def Leppard and unforgettable "We're Not Gonna Take It" by Twisted Sister
In 1996 Rolfe left Nancy Vandal and the Popgun Assassins. Under the name Jason Jason Beers, Jay Whalley of Frenzal Rhomb replaced Rolfe, despite not being a bass player. Whalley's first recording with the band was the Slippery When Crap CD. From this time on, the band was known simply as Nancy Vandal. The album The Debriefing Room followed before the end of the year and Whalley then left to maintain his commitment to Frenzal Rhomb. JJ LaMoore switched to bass and Nancy Vandal expanded its line-up by incorporating several members of Newcastle band Loose & The Horny Chicks. Now incorporating a keyboards player and a full brass section, Nancy Vandal's 1998 Bikini High Pool Massacre Part 3: Who Invited the Undead? saw them being labelled as a ska band. Two singles from the album, "Rock and Roll Concert" and "Move Over Satan" were major hits on the national youth radio network Triple J and Nancy Vandal was added to the line-ups of summer rock festivals such as Livid, Homebake and the Falls Festival. Throughout 1998 and 1999 Nancy Vandal toured constantly, supporting the likes of NOFX, Millencolin, Ten Foot Pole, Frenzal Rhomb and others.
Before long however, the seven-piece act had been reduced to five once more and Nancy Vandal began to experiment with an electro-pop sound. The late-1999 album I Wasted My Life was not a success and the band split up in 2001. Bakota and Moore joined the touring line-up of Bathurst band The Tenants and Foxall continued with his interests in comic book art and short film. Jay Whalley became a breakfast announcer on Triple J and is now on 'J's oddysey'. In 2003 Nancy Vandal returned in a one off reunion/farewell gig at Sydney University in December 2003 featuring members from every line-up.
2009 will see the band performing together again on a national tour. The tour is in support of their upcoming EP Partial to Rock. It is the band's first release of new material since I've Wasted My Life ten years earlier. The lineup will be the same as the last incarnation of the band (I've Wast My Life era). This, coupled with Fox's musical outings before the reunion, has led critics to believe that Partial To Rock will be in the same synth-punk vein as …Life.
Band members
Foxtrotsky (Michael Foxall) (guitar, vocal) 1993-2001, 2009-
JJ La Moore (Jeffrey James Moore) (guitar, bass) 1993-2001, 2009-
Dean Bakota (drums) 1993-2001, 2009-
Marcus "Rolfe" Rolfe (bass, vocals) 1993 - 1996
Jason Jason Beers (Jay Whalley) (bass) 1996
Tess aka Lickerov Finetesticals (Robert Tickle) (trombone, keys) 1998-2001, 2009-
Gilli Pepper (sax, vocal) 1998-2001, 2009-
Telaviv Skywalker (trumpet) 1998-2000
Poofy Arse Bogun (sax) 1998


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A nun falls from grace in Occupied France, and the ripples extend across generations and decades, in the measured U.S. debut of a perceptive British writer.
Pieced together like a mosaic, Yallop's deceptively low-key, sometimes-oblique story of confused passion proceeds at its own thoughtful pace. Its world is a convent in an unnamed French village, its timescale more than half a century, starting during World War II when 30-year-old Sister Bernard is ruined by her affair with a German soldier. In her blind rapture, she gives him the name of a Resistance figure, thereby bringing torture and death to the small community. Later she gives birth to a boy. Many years afterward, now in her 90s, Sister Bernard is one of a handful of nuns leaving the convent as it closes. Although her shameful past still lives on in the collective memory, her life is about hoping to hear again the voice of God, once a constant accompaniment, and waiting for the visit of a newly discovered relative. Blessed or cursed, Sister Bernard spends her final days reaching for her God while still inextricably devoted to her distant lover.
Intense, sometimes to the point of delirium, Yallop's exploration of the space between innocence and guilt, of complicity and delusion has a lingering power for readers prepared to be patient.


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Filming at Latymer
On Sunday 11th September The Latymer School was the backdrop for the filming of a new film called 'Farming'. The film stars Kate Beckinsale, Damson Idris and Gugu Mbatha-Raw and is an autobiographical story based on Akinnuoye-Agbaje's Annenberg award-winning screenplay. Damson Idris plays t...
Well done to ex-Latymerian Tim Shuttleworth for his achievement at the 5km open water World Championships in Hungary. We would like to wish him the best of luck with future competitions... Not that he'll need it!
Letters regarding the first round of tests were posted, second class, on Thursday 31st August. We are being inundated with telephone queries, may I request that you please allow time for postage and, if you have not received your letter by Friday, 8th September, then please email firstname.lastname@example.com...
GCSE Results
Congratulations to our Year 11 on achieving excellent examination results.
The year group achieved 51% A*, 84.2% A*/A and 96.6% A*/B.
Well done to them all and we looking forward to welcoming them back to the sixth form.


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12th October 2016
Well it's been a long time coming but I have finally got a mastered mix of 'Mrs Ferguson' which was mixed by Andy Turner.
This is the first of hopefully many tracks which I am recording at home and then getting mixed by Andy, and I'm really grateful for the sound he has got for this. It's a free download so please click here and get it heard as widely a possible. I hope that this track will help in some small way to dismantling the racialisation and racial oppression that still go on in this world due to those in power (like myself) not wanting to listen to stories such as this. Prayers for Michael Brown's family, and others who have suffered because of the colour of their skin.
13th April 2016
I've just arrived back from a trip to Peru. We spent one week in Lima, one week in the jungle town of Iquitos, and a week in the mountains doing the Inca trail.
It's been an amazing three weeks where I have learnt a tremendous amount about myself and who God is. There are so many things to share about it but I will focus on just experience.
One day in Iquitos we went to a place called Punchana. I've seen poverty and hardship, but there was so much squalor in this place. I found it hard thinking about what hope there could be. A pastor of a church cried as he told us about how tough it has been. However, in that moment, as I was filled with tears myself, I felt a sense of something real, tangible, a true humanity that I often spend so much of my life trying to avoid.
So many of us are too guarded and insecure to talk about our problems and concerns. Some of us will use our problems as a curtain to cover up what is really going on inside of us. I guess this trip to Peru has taught me that there is nothing more liberating than being truly real, truly ourselves, cutting the crap and seeking what is truly human in others. Most people on the team thought that the time in Punchana was where they saw God most at work, and I wonder if part of that is because it was real.
21st September 2015
I had a great time this weekend doing a Ceilidh with Becca and my friends Andy and Nicola Turner. It was so fun to be playing with Becca particularly, she is such a talented violin player.
Something I love about a Ceilidh is that everyone is encouraged to take part. There are a bunch of moves that are unfamiliar to some, but which all can enjoy. When the dance doesn't go so well, that doesn't spoil the whole thing, but when it works, it looks incredible as everyone moves in and out of each other.
One dance, we started off slowly and gradually got faster and faster. Becca's violin was smoking at the end. The way everyone was laughing and cheering each other made me feel like I had a slight glimpse of what we were made to be like as humanity. Everyone involved in the dance, finding joy and laughter together.
4th September 2015
It's been a long time coming but I can finally release this free download, 'All my fault', which is a song written for the Faith and Justice committee in association with Food Banks. As I'm sure many of you know, the need for Food Banks is increasing as more people are finding themselves without, despite sometimes working full-time and doing their very best to make do. This is a song which hopefully encourages people to support Food Banks, but more than that, to provoke conversations around the problem of why, in such a well off country, we need them at all. You can download it for free here, thanks for listening.
7th May 2015
It's been a while since the last post. I have been pretty full on with studying and it's been nice to get a bit of time to take stock of things. I built this driftwood mirror which is in our spare room now. It's got loads of really uniquely shaped bits to make it and it was fun trying to slot them all into place to made them fit together. It's interesting how in life we can sometimes come across people who seem to be really different to us, as thought we don't fit together. I guess there are always people we will find difficult, but, like this mirror, when time is taken to realise how they fit, how they can sit next to each other, it can really work. A slightly simple analogy perhaps, but it's helping me to try a bit harder in seeing how I can learn from other people who I think are a bit 'different'.
21st November 2014
It's been a rather busy couple of months with a fair few more gigs than I had initially intended to book. It seems I'm not great at saying no, although I'm getting better at balancing my time and Becca my wife is a great reason to turn things down. As autumn is upon us I am starting to think a bit about the next project. It won't be until next summer when I start anything new as I have a MA to do first which is proving to be quite intense. A highlight of the last few months was playing in Manchester at the Faith and Justice conference. I'd written a new song which touches on 'The Food Bank Question' and it seemed to be received well. This December I have a lot of gigs going on, from performing to senior judiciary, to a bunch of bikers, from singing in a church to giving it what for in a pub barn. Hopefully see you at something. All the best.
1st September 2014
Over the summer I've seen so many videos and read so many articles covering the events that have been going in in the Middle East. Iraq, Syria, Israel, Palestine, not to mention other things happening elsewhere. It's been particularly difficult reading about the Israel/Gaza war having spent time in the region myself building relationships with both Jews and Arabs and seeking to understand a bit more about them. It seems everyone has an opinion and often the western world is particularly good at casting blame whilst enjoying the comfort of their own homes, free from fear themselves. My 'Love Wins' album covers a lot of the sentiments I have from my time out there but there is one article recently which has really moved me in amongst it all. An article on the BMS World Mission website quotes Yohanna Katanacho, a lecturer at Bethlehem Bible College, who states that we will only find true peace if we learn to cry with our enemies. This has humbled me time and time again as I have thought how difficult this must have been for him over the years to look with kindness and grace on those who have in the past beaten him, imprisoned him and made his life hell. Of course there are always at least two sides to a conflict but I find this whole mindset of Yohanna's deeply challenging, no, impossible! But I believe that with God all things are possible. I want to learn to cry with my enemies, not just my friends. Thank you Yohanna. You can find the article here.
16th June 2014
I was outside yesterday afternoon with Becca my wife and we were finally getting started on the garden of our new house. It's been a good few months since we moved in but we had taken a while to get round to it. In fact, there are loads of things we want to do but there always seems to be another job which is waiting and can't be sorted straight away. I started trying to dig up some old plants that had been around and soon realised that it was going to be a tiring job. Some of them had roots which went so deep and it wasn't going to be a simple case of pulling them out. It made me think about the fact that some things are never quick to do. In a world where food, clothes, even friends, can sometimes feel instantaneous, it is quite alien at times to have patience and perseverance working at things. I think I need to learn the forgotten art of being patient and taking little steps in building whatever I am trying to build, not expecting things to be sorted straight away but persevering over time.
11th May 2014
It's finally here! The new album entitled, 'In My Street' is due to be launched on Friday 16th May at the Woodman Folk Club. Check out the gigs page to see where. It would be great to see as many people there as possible for what should be a really fun evening. It's the first place I ever played guitar in public and the Woodman is an incredibly warm and welcoming club. My Dad, Keith will be performing too as well as Becca (my wife) and, of course, you can buy the new album too.
27th April 2014
It's been a busy month with the latest fundraising project. On Saturday 26th April I took part in a Tough Mudder event with my brothers, Ben (right) and Robin (left) to raise money for Water Aid. Thank you to all those who sponsored us. We managed to raise a wopping £1,073.48 to help provide clean water and sanitation to people, a basic need which should undoubtedly be available to everyone. If you are interested in finding out more of what Water Aid do check out the link on the justice page. Thanks again.
13th March 2014
It seems after a heck of a lot of rain, we are finally getting glimpses of Spring. I've been really fortunate to get a few opportunities to play at some great venues over the last few months. I'm also hoping that by May time there will be a new album out, I'll keep you posted. In the meantime if you are about for any of the upcoming dates it would be great to see you at a gig. Until then, enjoy the sun!
13th January 2014
Well it's been an eventful few months. I got married, moved home, started a new vocation and to top it all off, got a new website. Thanks very much to Dan Kingsley for putting this together for me. On this new site you should be able to find out about the upcoming gigs or projects I'm involved with, listen to samples of my music, watch a few videos, explore the kind of things that I advocate when I play, and if you want to get in touch about anything then just send me a message on the contact page. Tim


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The cost of the class will cover your materials and refreshments each night.
This summer, we have 4 discipleship classes for you to attend. This is a time to go deeper in your faith and spend some time getting to know some of your 'neighbors' here at Living Church.
We will have classes on Tuesdays and Thursdays. Childcare will be provided and covered by the church.
Be sure to register to reserve your spot!


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Latest posts by Etienne Shardlow (see all)
- Winners announced at 2019 SAMRO Overseas Scholarships Competition for Singers - 18/08/2019
- Film Review: Rafiki - 13/08/2019
- Winners announced in the annual Mzantsi Jazz Awards - 12/08/2019
On Saturday morning's edition of Saturday's Role With Reno, host Renos Spanoudes interviewed Carolyn Dempster of Rwavhi Fine Art about the stone sculpture exhibition, 2016 FACES underway at her gallery in Parkview.
2016 FACES Exhibition
Rwavhi Fine Art is a company that specialises in contemporary stone sculpture from Zimbabwe.
Rwavhi Fine Art represents more than 40 artists at their garden gallery in Parkview. 100 stone sculptures make up the 2016 FACES exhibition running daily till 11 December 2016. You can find the garden gallery at 58 Roscommon Road, Parkview, Johannesburg.
Renos Spanoudes spoke to Carolyn Dempster about the history of Rwavhi Fine Art, the stone, the artists, the gallery and the FACES exhibit.
Listen to Renos' interview with Carolyn Dempster here:
Tune in to Saturday's Role With Reno: O Rolos Tou Savattou Me Ton Reno, Saturday mornings on The New Pan Hellenic Voice – Greek Community Radio 1422MW from 8am to 11am


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Elazı, an eastern Anatolian province, became an internal border within Turkey in the 1930s, when neighboring Dersim's historically autonomous Kurdish tribes rebelled against the Turkish state's centralizing and assimilationist policies. The government responded with overwhelming force, destroying a third of the villages in the province, cordoning off Dersim, and forcibly evacuating survivors to western Turkey. Thereafter, travel beyond Elazı into this combat zone required special passport-like permits. Railroads, touted primarily as instruments of national integration and defense against foreign aggression, were in reality used to ferry troops into battle and Dersimis out of their homelands. New surveillance and communication technologies transformed the terrain into a highly militarized landscape. Despite formal similarities to their counterparts elsewhere in Turkey, Elazı's state-run institutions engendered practices that reinforced ethnoreligious hierarchies. Zeynep Kezer describes this extraordinary concentration of the state apparatus between Dersim and Elazı during the early years of the Turkish Republic and explores the spatiality of borders as inhabited surfaces rather than linear formations in Spatializing Difference: The Making of an Internal Border in Early Republican Elazı, Turkey.
- © 2014 by the Society of Architectural Historians. All rights reserved. Please direct all requests for permission to photocopy or reproduce article content through the University of California Press's Rights and Permissions website, http://www.ucpressjournals.com/reprintinfo.asp.
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Priced below KBB Fair Purchase Price! This vehicle has been serviced by an ASE Certified Technician and performed a, Multi Point Inspection, Lube Oil and Filter Change, Replaced/Installed, New Air Filter, New Cabin Filter, New Whipper Blades, Explorer XLT, 4D Sport Utility, 3.5L 6-Cylinder SMPI DOHC, AWD, 3rd row seats: split-bench, AM/FM radio: SiriusXM, Auto-Dimming Rear-View Mirror, Comfort Package, Driver Connect Package, Dual-Zone Electronic Automatic Temperature Ctrl, Equipment Group 201A, Equipment Group 202A, Forward Sensing System, Leather-Trimmed Heated Bucket Seats, Navigation System, Panic alarm, Power driver seat, Power passenger seat, Radio: AM/FM Stereo w/Single CD/MP3 Capable, Remote keyless entry, Remote Start, Security system, Speed control, Steering wheel mounted audio controls, SYNC, Unique Cloth Bucket Seats. Silver 2016 AWD Ford Explorer 3.5L 6-Cylinder SMPI DOHC Reviews:
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McKee Auto in Des Moines, IA treats the needs of each individual customer with paramount concern. We know that you have high expectations, and as a car dealer we enjoy the challenge of meeting and exceeding those standards each and every time. Allow us to demonstrate our commitment to excellence! **BANK FINANCING AVAILABLE**, **GUARANTEED CREDIT APPROVAL AVAILABLE**, **MONTHLY PAYMENTS THAT MEET YOUR MONTHLY BUDGET** Our experienced sales staff is eager to share its knowledge and enthusiasm with you. We encourage you to browse our online inventory, schedule a test drive and investigate financing options. You can also request more information about a vehicle using our online form or by calling (888) 470-3265. Welcome to McKee on 14th located at 5095 N.E. 14th St. In Des Moines,IA. Please call us at 515-266-5005 to arrange a test drive or visit our website www.mckeeon14th.com to view our complete inventory.
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JPAC Admits To Phony Ceremonies Honoring 'Returning' Remains
" The Department of Defense unit charged with recovering servicemembers' remains abroad has been holding phony "arrival ceremonies" for seven years, with an honor guard carrying flag-draped coffins off of a cargo plane as though they held the remains returning that day from old battlefields.
The Pentagon acknowledged Wednesday that no honored dead were in fact arriving, and that the planes used in the ceremonies often couldn't even fly, and were towed into position. The story was first reported on nbcnews.com.
The ceremonies at Joint Base Pearl Harbor-Hickam in Hawaii are held up as a sign of the nation's commitment to its fallen warriors. They have been attended by veterans and families of MIAs, led to believe that they were witnessing the return of Americans killed in World War II, Vietnam and Korea."


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Note: Another oldy but goody from LeaderTalk.org blog entries I wrote.
The Game Leaders Play
Jonathan Becker asks us all in his LeaderTalk blog entry entitled, The Future of Educational Leadership, the following questions:
1) Are schools going to become increasingly virtual and distributed (as the authors suggest of businesses)?
2) Should school leaders be spreading around the leadership wealth so as to encourage experimentation?
He cites a report that points out that if we want to see what business leadership will be in five years, we need to check out online games. I was grateful to Jonathan pointing this out, as well as highlighting the report.
It reminds me of the Demos "Their Space" report I read a few years ago.
In the article, the skills a World of Warcraft guildmaster needs are as follows:
- attracting, evaluating and recruiting new members;
- creating apprenticeship programs;
- orchestrating group strategy; and
- managing disputes.
Isn't it ironic that these are the tools that in 5 years–and if you wait that long to acquire the skills, you're out of business according to Don Tapscott and Anthony William's Wikinomics–business may find useful, necessary for communication in a flat world?
Changes needed in schools include the following: a) Recognize/value learning that occurs outside the classroom; b) Support this outside learning, providing a space for reflection, enabling students to recognize and transfer those skills to new situations and contexts.
This sentence makes me wonder at what potential goes untapped in schools today. The answer is staggering–our children. It is our children that are untapped. This led me to the next question: What needs to be unleashed in schools? Children's power for creativity and innovation. Slow to respond to change in schools, schools' failure to recognize and value the skills that young people are developing is a blind spot.
Educational leaders, in neglecting to use mass collaboration tools like wikis, fail to model how students can interact with a changing world that expects global collaboration.
A few months ago, I found myself walking my seventh grader through the halls of a local high school. She was there–ahead of her time–to take the SAT, that high stakes test that determines whether you will be successful.
As I read more and more of the Demos' THEIR SPACE report, I started to wonder at the relevance of the SAT my daughter was taking. Wouldn't it have been better if they'd put her in a team of learners who had to solve a problem? And, solving that problem involved coordinating the work of others around the world (or in the next classroom) using technology tools, voice over IP? Wouldn't such approach to assessment do what the SAT was meant to do in the first place? SAT 2.0 would do the following:
- Challenge young adults to demonstrate how they can collaborate at a distance to develop creative solutions that involve mashing-up different technologies.
- Successful completion of the SAT 2.0 would mean using Web 2.0 tools to connect, collaborate, create and share ideas/solutions with each other.
- Successful completion would involve the team catalogue each team member's strengths and weaknesses, then assign jobs/tasks that build on strengths.
- Based on a team's weaknesses, staff people from outside their team–across the world but accessible via VOIP technologies (like Skype)–to buttress their weaknesses.
What other ways could such a project be used to measure what students need to know in a Read/Write Web world? What skills and strategies that need to value the soft skills our children are developing for recreation, that are worth emulating, but aren't unleashed in schools today?
The more important question for educational leaders isn't whether schools are going to be more distributed or virtual. Rather it is whether educators–including administrators, teachers, students in leadership roles, regardless of position or title–will be able to continue functioning in five years WITHOUT these skills.
I fear that if the answer is YES, then we will have schools that serve as centers of static learning…and our "students" will have already found somewhere else to learn what they need to. The SAT will have become meaningless except as an out-dated rite of passage.
Are you modelling online collaboration and enabling others in your district? If you're not, then you need to consider how you can accomplish that within the work you are expected to do every day.


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So, Now Halloween is over and it's time to focus on CHRISTMAS!!
I've finished a scarf for my nephew, tried to finish a matching hat…lol…didn't swatch and designed it myself so it turned out baby sized and will be going to Christmas Cheer. I'm sticking to the same idea and adding 20 sts to the next one. They are hats using the 'my so called scarf' stitch, modified to work in the round.
Because I'm frustrated by the non-fitting hat, I've put that aside for now and have cast on the 'floral tree skirt' from Handknit Holidays. The pattern is by Michelle Rose Orne (which I just noticed) and she is the same designer that designed the composed mitts as it turns out! I'm using stash yarn, mostly red heart….LOL, I added my stash to ravelry and I now feel obligated to find stash busting projects. It seems I have a little wool problem!
Must go knit and de-Halloween this house, lol (the kids have decorated everything in sight). Have a great day!


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Hydrotherapy for Arthritis Pain
Hydrotherapy has been around for many years and is one of the oldest medical treatments for treating diseases such as arthritis. It consists of using water (usually warm) to help sooth pains. In ancient civilizations such as Egypt, Greek and Roman, they often bathed royalty with essential oils and flowers. Another version of this would be the use of Hot Springs, which has been known to improve health and circulation. Today there are different forms…Read More


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text: February 10, 2019 1 Is Your Project Budget Relying on Hopeium? By Michelle Harvey | ERP, Project Management, Software Evaluation, Strategic Consulting We all want to celebrate a project that has been successful and delivered the desired results for the business. Unfortunately, many projects do not start on the right foundation, which...Read More


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A rebel-held village in northern Syria has been blitzed by airstrikes, reportedly carried out by Russia, with new footage showing a missile obliterating buildings on a narrow street.
The town of Al-Lataminah has become a hub of violence in the Syrian conflict this past week as military strikes ramp up against al-Nusra Front, an Islamist jihadi group with ties to Al-Qaeda.
Vision of a huge explosion was posted to YouTube by Mahmoud al-Hamwi on November 29, filmed by the Revolutionary Command Council in Hama.
The missile strikes its target while a photographer stands perilously close to the impact.
The village of Al-Lataminah is reportedly held by Jund al-Aqsa, an off-shoot of al-Nusra Front.
The latest airstrike comes after a senior commander of Jund al-Aqsa and 12 militants were killed by Syrian troops in Al-Lataminah on November 23, Fars News reports.
It is not known if the airstrike was carried out by Syrian or Russian forces; however the Russian air force has been increasingly active in its operations throughout northern Syria since the downing of a jet by the Turkish military last week.
Yesterday the Russian Defense Ministry released footage of bombs dropping on a large oil storage facility near al-Sawra.
ISIL has used the rich oil fields of Syria and Iraq to amass a fortune of billions, and its oil holdings have become a prime target for the Russian military.
Syria's president Bashar al-Assad told Czech television yesterday that Russia's airstrikes have caused ISIL to vastly diminish in power, BBC reports.
"Since the participation of Russia in the same fight (...) ISIS has been shrinking - and al-Nusra Front of course and the other terrorist groups. The facts are telling," he said.


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Sunday, January 13th 2013
So many gray whales today!! We saw at least 20 whales total, and one tight group consisted of about 12 animals!! What a treat to see so many whales surfacing together- no picture could capture just how amazing it was. We also saw a rare Northern fur seal on our way back in.Read More


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Middle East channel gives thumbs-up to Oracle-Sun deal
Partners of Oracle and Sun in the Middle East have welcomed news of the duo's proposed $7.4 billion merger with open arms
Partners of Oracle and Sun in the Middle East have welcomed news of the duo's proposed $7.4 billion merger with open arms, believing the move will enhance their ability to provide enterprise customers with comprehensive end-to-end solutions.
The channel is still digesting the full implications of the surprise deal, particularly as it comes just a few weeks after talks between Sun and IBM collapsed.
But initial reaction to the tie-up from partners is one of excitement, with VARs enthused by the prospect of combining Oracle and Sun technologies to create a formidable proposition in the enterprise and data centre space.
Rakesh Ranjan, VP at ETA InfoTech, an Oracle ISV with a strong infrastructure practice that includes Sun, said the move would potentially allow partners to offer a complete solutions stack consisting of high-end hardware and software.
"What will happen after this acquisition is that Oracle partners will be able to sell Sun and Sun partners will be able to sell Oracle so the reach of the channel will increase," said Ranjan. "This co-operation between Oracle and Sun has been there for quite some time in the Linux and Solaris environments. Java is the proprietary product of Sun and there are a lot of initiatives from the Oracle side on that platform as well. It is definitely very good news because both companies are very strong industry players."
Sandhya Prakash, business director at Oracle partner Evosys Arabia, said the deal could also help both companies profit in the SMB and midmarket, where organisations that want easily-deployable software solutions invariably require a hardware and operating system element.
"I think this creates a one-stop-shop where there is scale to play with. The impact of such a merger in the Middle East should be good for the customers of Oracle because they will be able to get Sun at a very good price," she said. "The other thing is that existing customers may now have a partner that can take responsibility for the OS-related aspect. It remains to be seen how the VARs and hardware implementers react, but it will be very interesting to watch that play out."
Sun and Oracle operate highly channel-centric strategies in the Middle East, although the actual structure of their partner communities is distinctly different.
Low-end volume products aside, Sun relies on a carefully-cultivated network of 50 or so systems integrators, while Oracle's partner network largely consists of ISVs that develop applications around its database offering. That said, there is understood to be a healthy overlap of partners as many large Sun VARs have their own software development wings or carry Oracle products.
IT solutions provider Accel Frontline has already been working on bundling Oracle applications with Sun servers. UAE general manager Haresh Ahuja welcomed news of the acquisition and said he expected it to have huge ramifications for the channel locally.
"A lot of realignment will take place in the channel because if you look at the market you'll see that a typical Oracle partner was never a hardware partner, and a Sun partner was never an application partner," he said.
"The channel will have to realign itself, which will mean a lot of education. You could really get caught on the wrong foot if you go to a customer and say, 'I am from Sun', because they will expect you to know more about Oracle as well."
Ahuja also thinks the deal will shake up the dynamics of the enterprise infrastructure and solutions market.
"It is quite evident that the pure hardware business will be left to companies like Acer and Dell because if you are talking about large enterprise deals you have to be aligned with both the hardware and the software. You cannot just shut your eyes to one of them," he said.
ETA InfoTech's Ranjan said the Sun-Oracle agreement was more attractive than the prospect of the storage vendor being taken over by IBM, which seemed to be the more likely scenario last month.
"We were more worried about what was going to happen with that one — whether IBM would kill the brand over time and what would happen to our customers. As a Sun and Oracle partner we are happy because this is better than the IBM takeover would have been," he said.
News of the deal has also been welcomed by the regional distribution channel. Ali Baghdadi, president and CEO at Aptec Holdings — which distributes products from both vendors — believes that the eventual channel strategy of the combined company could dictate how successful the merger proves to be.
"I think this could be good news for both companies and Sun in particular. VARs selling Oracle solutions should find complementary opportunities when combining with SPARC hardware and other Sun solutions. It is early days, but I believe that the emerging channel strategy for the combined entities will be the make or break of this merger," said Baghdadi.
The merger, which is subject to stockholder and regulatory approvals, would create an industry powerhouse with revenues of US$37 billion and more than 360,000 global customers.


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Score: Oral Roberts 55 – Northwestern 64
Records: Oral Roberts (0-2); Northwestern (2-0)
Location: Welsh-Ryan Arena – Evanston, Ill.
EVANSTON, Illinois – The Oral Roberts women's basketball team lost at Big 10 opponent Northwestern 64-55 Sunday afternoon in Evanston, Ill.
The Golden Eagles fell in a 14-1 hole in the first quarter due to hot shooting by Northwestern. In the first quarter Northwestern shot 44.4 percent from the field compared to ORU shooting 22.2 percent. At the end of the quarter the Golden Eagles trailed 19-10.
ORU chipped away at the lead in the second quarter and went into halftime down by nine. The team made adjustments at halftime and finished the game shooting 31 percent from the field. The Golden Eagles matched the Wildcats in points in the second, third and fourth quarters.
Four Golden Eagles scored in double digits in tonight's contest. Faith Ihim led the team in points with 21. Lakota Beatty scored 13, Kaylan Mayberry had 10 and Maria Martianez scored 10 points with nine rebounds.
Each team went to the free throw line 22 times in the game. The Golden Eagles missed eight free throws compared to Northwestern missing only four.
ORU never led in the game and Northwestern held a 15 point lead in the second quarter. Lakota Beatty narrowed the deficit to three points in the fourth quarter when she scored a layup.
Oral Roberts: Faith Ihim scored 21 points as Maria Martianez added 10 points and nine rebounds.
Iowa: Nia Coffey scored 20 points and 11 total rebounds.
- After shooting 28 percent in the first half, the team finished the game shooting 35.6 percent.
- ORU was out-rebounded 42-41 in today's contest.
- ORU turned the ball over just 14 times, but forced Northwestern to turn the ball over 15 times.
- Kaylan Mayberry, Lakota Beatty, Faith Ihim and Maria Martianez each scored in double figures in today's game.
- Freshman Hillary Hurst, Rachel Skalnik and Montserrat Brotons each saw minutes in today's game.
The Golden Eagles will play host to the Tulsa Golden Hurricane in the annual PSO Mayor's Cup game on Thursday, November 17 at 7 p.m. inside the Mabee Center. It will also be Native American Heritage Night.
For the latest information on ORU women's basketball, follow @ORUWBB on Twitter or go to www.ORUAthletics.com. Fans can also receive updates on the team by downloading the Golden Eagles Front Row App at ORUAthletics.com/frontrow or in the App Store.


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We need help finding a new kennel property to lease, as we must move soon. If you know anyone who could help, please email us – firstname.lastname@example.com
We do have some specific needs for our property, so read on to find out more.
Peter and Janet
Property spec for lease in western Sydney or surrounding rural property.
Greyhound Rescue is willing to pay up to $800/week.
The property must have:
- house with kennels and dog runs* for about 20-25 greyhounds,
- service area, with food prep room and washing facilities for dogs,
- electricity and town water (will consider other potable water sources),
- DA permission for at least 20-25 dogs,
- no neighbouring residential properties with dwellings within earshot,
- acreage not required.
*If absolutely necessary, we'll consider a property without dog runs as we can relocate our old ones.


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MLS Number NCM573479
- Commercial
- Year Built 1957
- Units 2
- Square Feet 60468
- Acreage 4.15
Sale includes 891 Broadway. Over 50,000sf of flex-warehouse space on Riverside Drive, directly off I-26 at the corner of Broadway & Riverside. Portion of PIN 9639-77-7585. Potential for street front retail, mixed-use, warehouse/off-site warehousing, light manufacturing/industrial. NOT in 100-yr floodplain. (Taxes TBD; info shown is an approximation based on 2014 tax record.)
Listed by Jay Lurie and Scott Carter of The Real Estate Center
Listing Sold by


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Debra Dean
Associate Professor
Office: AC1 335
Phone: 305-919-5857
Email: firstname.lastname@example.com
Professor Dean earned her MFA from the University of Oregon and specializes in fiction. She regularly teaches Narrative Techniques, Writing Fiction, Advanced Fiction Workshop, Form & Theory: Point of View, Form & Theory: Historical Fiction and Form & Theory: Developing Character
Teaching Philosophy
"Writing fiction is like most other skills, whether it's shooting hoops or playing an instrument: you get better at it by doing it, again and again. The reward for continuing to show up is that each time is different. It never gets old."
Research Areas
Professor Dean currently serves on the CASE Dean's Policy Advisory Committee, the English Dept. Personnel Committee (Chair), and the Creative Writing Program Committee. Her next book, HIDDEN TAPESTRY: Jan Yoors, His Two Wives, and the War That Made Them One, will come out from Northwestern University Press, April 2018.


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Caitriona Ruane's excuse for the continued deregulated and chaotic vacuum in post-primary transfer arrangements has been made clear in answer to a question put by an assembly member
Post-Primary Transfer: CCEA Test
Mr W Clarke asked the Minister of Education to detail why she has withdrawn the test that CCEA had been developing.
Minister of Education: Is é an t-aon bhealach amháin gur féidir teist a chur ar fáil ar bhonn freagrach, ná creatlach reachtach a chur léi a mhíníonn cén dóigh a n-úsáidfear í.
The only way a test could responsibly be made available is if there is a legislative framework defining its use. The successful operation of an admission-determining test requires not just a test, but a legal framework providing for which schools can and cannot use it, stating exactly how it should and should not be used and also stating that it alone should be used.
The test was a contingency for an agreement. My proposals featured a test in the interests of compromise and to give grammar schools three years to adjust to a long-term future without any selection and without any test. The reason that will not now happen is because others were not capable of equivalent concessions.
Minister Ruane's warped thinking is exposed in her answer. She had hoped to gain political consensus from her victims, the grammar schools and those who believe in a choice for a grammar school, via their political representatives, to agree their own suicide.
Her effort has rightly failed but it remains her responsibility and duty of care to uphold the rights of children and their parents to a form of schooling which meets their needs. Ms Ruane continues to preside over a failed administration. It is unfortunate that her political opponents have been unable to outwit her.


text: Gary C. , Oct 19, 2018 : If you ask a community member why they like OnePlus, chances are they'll tell you that they feel like OnePlus is theirs, like a child that they brought up. The passion from our users, whether we see it in the forums or facial expressions when we meet them offline, tell us that we do not design alone. We design OnePlus with users, for our users. In addition to open beta and other channels, our user experience design center and software product center have been conducting user research around the world. Since 2016, we have visited cities all over the world, including Shanghai, Chengdu, Shenzhen, London, Berlin, Frankfurt, Stockholm, New York, San Francisco, New Delhi, Bangalore, etc. We personally observed the lives of different users to help us understand what users really want. We also invited users from various cities to participate in our research so that we could deeply understand their pain points. So far, more than 150 users have contributed from around the world. Why do we spend time doing research? There are three purposes: To determine the design direction on a rational basis, which will guide us to design a user-friendly system. To understand the environments, behaviors, attitudes, needs and restrictions of users in various regions. To verify existing designs and develop an optimization plan. Take the recently released OS as an example. In April, we conducted in-depth user research on this design revision in the US and Europe. During this time, we discovered many problems that we could not have known from the design process. We were able to clarify many controversial difficulties. The direction for our new style finally became clear. Thanks to the feedback from real users, we could see more clearly the advantages and disadvantages of the design and clarify the subsequent optimization direction. Here's how we did it. First, we determined the types of interviewees based on the research objectives and conditions, mainly those who purchased or are willing to purchase OnePlus products and chose appropriate research methods. Then, we started to recruit interviewees. We published recruitment posts in forums and other places to attract interviewees. Then, we filtered out final interviewees based on the information provided by the participants, and confirmed the interview time, location, etc. with each interviewee. Finally, we implemented the user research. Our research methods can be divided into three main categories. Ⅰ. User Interview/Testing (to evaluate a design or design concept) During the interview, we ask the interviewee to complete some tasks, and observe how the interviewee uses their device to understand difficulties or potential needs. Ⅱ. Observation(to learn the usage conditions of users in real scenarios) Fly on the Wall: Observe events like a fly without disturbing the scene. Undercover Agent: Be a real user. Observe and experience interaction with people, the environment or services. Contextual Inquiry: Enter the user's daily life scenario, observe how the user uses their mobile device in real situations and question in a timely manner the purpose or motivation behind user behaviors. Ⅲ. Open Ears Forum (for comparatively large design changes) We invite 10 to18 users and share OnePlus information. We design together, and after that, we divide the users into small groups for specific discussion topics, and draw insights from the discussions. We are very grateful to every user who provides comments and thank you very much for taking the time to participate in our research. We know it's not about the material goods, but we do try to show our appreciation for these users through thank-you presents. Users around the world, if you are interested in participating in our research, please click the link below and enter your information to join our research list. When our research team comes to your city, we will invite you. Look forward to your participation! Link:https://zh.surveymonkey.com/r/V3Y86RY


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Since our mountain trip with the North Georgia Photography Club was intended as a night-time star shoot, I had to post one Milky Way image. I almost gave up on our chances here due to all the clouds that came close to covering the sky at sunset. I decided to make my way back down to the parking area where Joyce had decided to stay with a few others. We had a good view of the Milky Way from there on our previous visit but I really thought this was when we would be saying good-night and heading out.
The small group that was waiting in the parking area were more positive than I and they convinced me to wait it out for a while. As it turned out, the sky cleared up mostly but it was still hazy and clouds crossed over the Milky Way at times. We also got a fair amount of light pollution from Blairsville, Helen, Young Harris and Hiawassee in the surrounding areas. All that said, it was still amazing to see all those stars and we could actually see the Milky Way with the un-aided eye. Joyce also saw several shooting stars but I always seemed to be looking the wrong way for that.
It was pretty cool when the sun went down which was a great feeling compared to the sweltering weather back in Atlanta. Have to keep this place on the list for night-shots and find a time of year when the skies are more likely to be crisp and clear. Really enjoyed the outing and meeting up with my NGPC friends.
Milky Way over Blue Ridge
Brasstown Bald Mountain
Towns and Union Counties, Georgia, USA
Nikon D7100
Tamron SP 10-24mm F/3.5-4.5 Di II
10mm at f/4.5 – 30 sec – ISO 1600
#MilkyWay #nightphotography #stars #galaxy #Georgia #BrasstownBald #BlueRidge #Appalachian #mountains #southern #photography #WithMyTamron #Nikon