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Ladies Spring Meeting
Winning teams Pam Hall, Janet Walton & Mary Bower and Barbara Hawkins, Susie Hoddell & Terri Gliddon
The annual Spring meeting took place on Tuesday 11th April on a truly spring like day with lovely sunshine and light winds. After all the cold, windy weather seen recently this was an obvious excuse to dust off the shorts and cut-offs which many Ladies did, making it almost feel as if summer may be around the corner.
The competition was well supported with 20 teams of 3 taking part on both courses, and despite the good conditions scoring well appeared to prove difficult for many of them (perhaps we have forgotten how to play in good weather?!). It was difficult to know if a team would be in the prizes or not as scores were doubled on 2 hidden holes, selected by Lorna Harper, and added to the stableford score. This resulted in some surprised winners later on!
The teams who scored well on the Holywell course were, in first place a very surprised Mary Bower, Janet Walton and Pam Hall with 88 points (9 from hidden holes) just pipping the team of Nan Girling, Pauline Wilkins and Carole Waterworth with 87 points (6 from hidden holes) and in third place with 85 points (11 from hidden holes) were Ann Humphreys, Joyce Lockhart and Pam Chapman.
On the Church Course the scores were also close with the winning team of Terri Gliddon, Susie Hoddell and Barbara Hawkins coming in with 77 points (5 from hidden holes) closely followed by Celia Jarvis, Lynn Ashcroft and Edna Alford with 75 points (7 from hidden holes) who managed to beat Barbara Willmott, Maxine Rich and Sue Floyd-Jones who came in with 74 points (6 from hidden holes) by one point thanks to the hidden bonus.
Nearest the pin nearly didn't happen thanks to Captain Forgetful, but Tamsin and Diana did enjoy racing around the course in a buggy to put this oversight to rights! It seemed they perhaps needn't have bothered as the greens were obviously very hard to hit on the day with only one name on each sheet when the boards came in! The 2 very talented Ladies were Carole Waterworth on the Holywell course 16th hole who also managed to get a 2 as a result, and Mary Rayment on the Church course 15th hole who was in the first group out!
Annie Matthews sourced some fabulous terracotta pots and lovely plants for the prize table which was beautifully laid out using bright yellow bunting and flowers made by Trudy Tremain.
Beautiful pots and plants were the prizes for the day
Afternoon tea was served in the restaurant which had been given a bright spring theme by Ladies Captain Tamsin Blake (with the aid of Trudy Tremain) and which everyone agreed went well with the lovely spring day. The sandwiches, cakes and tarts created and served by Wappo went down very well. Thanks go to all the staff at the club who worked hard to help make the day a success.
Winning team captain Terri Gliddon thanked everyone for supporting the competition and praised her playing partners, although she did admit to using a secret weapon on the way round in the form of some Pimms to enhance their skills! She also thanked Ladies captain Tamsin Blake for an excellent day.
Tamsin thanked everyone for their participation and also all those who had helped to make the day a success, including whoever was responsible for the fabulous weather!
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- Management Committee
- 26th April 2018
- 28th March 2018
- Captain's Committee
- 16th April 2018
- 14th March 2018
- Ladies Committee
- Ladies Committee Meeting 1st May 2018
- 27th March 2018
- Additional Items
- Ladies Feedback on Tom Doak Report
- Tom Doak's Course Report
Dates for your diary
27th May 2018
Ian Waters Mixed Greensomes


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Can't wait for the show, I think its going to be great!
The all new Ladies Lodge will debut at the Midwest's largest consumer sports show.
In its 73rd year, the annual the Milwaukee Journal Sports Show provides demonstrations, competitions, seminars, vendors and experts in the areas of hunting, fishing, camping, sporting dogs, target shooting, boating and more.
Intended to promote women in the outdoors the Ladies Lodge will feature well-known names in the outdoor industry such as HERCAMOSHOP and The Wild World of CarrieZ Hunting, Fishing and Outdoor Podcast. On display will be a photographic collection owned by Dan Basore of famous women in the outdoors. Cabela's will be showcasing their ladies outdoor clothing line.
As a progressive show, the organizers knew that taking advantage of the fastest growing demographic in the outdoor industry was a smart move. Carefully selecting a handful of female advocates, their goal for the Ladies Lodge was to create a haven for women attendees interested in hunting, fishing and general outdoor activities.
"I'm super excited," said Carrie Zylka, hostess of The Wild World of CarrieZ Podcast. "It'll be a great place for women to talk one on one about resources and activities they might be interested in. I'm eager to let them know that there are many solo outdoorswomen happy to help them in any capacity needed. Whether that's helping organize an all-female event or simply providing a real life role model that lets them know they can do it without any help."
The Milwaukee Journal Sports Show runs Wednesday, March 6 through Sunday, March 10, 2013 at the Wisconsin State Fair Park Exposition Center, 8200 W. Greenfield Ave., West Allis, Wisconsin.
Cabela's Ladies Clothing Line Booth #
HERCAMOSHOP Booth #1434-1436
The Wild World of CarrieZ Hunting, Fishing and Outdoor Podcast Booth #1442
Advance tickets are $6.50, Adults at the door $8.00 Kids 12 and under are free when accompanied by an adult. Learn more about the show at www.milwaukeesportsshow.com.
Logo courtesy Milwaukee-Wisconsin Journal Sentinel
What's Your Reaction?[reactions id="295544"]
17 thoughts on "Milwaukee Journal Sports Show Introduces the All New Ladies Lodge"
Thanks Amy!
Looking forward to meeting CarrieZ, and I'm sure buying something from the camo shop for the wife.
Bring your credit card, just wait till you see the awesome stuff at HERCAMOSHOP!
I'm so stopping by to see you Carrie! I haven't been to the show in several years. the ladies lodge has peaked my interest.
Great! Glad it's a draw!
Very cool. Kudos to the show organizers.
Agreed, very smart marketing move. It helps that they have a few powerhouses involved.
I'm hoping other sports shows take Milwaukee's lead and create areas like this at their events.
Agreed, it would be great if there were more "women's section" in the shows. That's where I would stop first.
Wish I could I'd go to booth #1442 for sure!!
Wish you could too!
I love the Sports Show. Looking forward to bringing my daughter's to the new ladies lodge.
Can't wait to meet her. 🙂
Love CarrieZ's podcast and I buy from Her Camo Shop all the time. wish I was closer so I could attend!
Thank you Sue! I wish so too!
To anyone who is going to this show- make sure you stop at Carrie Z's booth!! She is an awesome person and has a wealth of knowledge to share with everyone!!

subset: commoncrawl


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Formula 303 for Muscle Spasm Muscle tension, cramps, and overall stiffness is a problem that many people experience. Finding the right way to calm and treat muscle spasm is the key to living a healthy lifestyle. Exercising and eating well can keep your muscles stay healthy by providing them with the vitamins and nutrients that they need. However, when you exercise them and try to perform … [Read more...]
Causes of Neck Spasms
Understanding Neck Spasm In order to understand how and why muscle spasms occur, you must first understand how muscles normally function. When you want to move your arm, your brain starts by sending a signal down a motor neuron. This neuron ends at the muscle in your arm and when the signal gets to the end of the neuron it causes a release of calcium ions inside a single muscle cell. When the … [Read more...]


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The last movie I watched was Avatar. I waited for all the fuss about it to die down and saw it when it was running on its 5th week. Truthfully, I was disappointed because there were no cinemas showing it in 2D (except in Megamall, as I was told by a friend a bit too late), and so, reluctantly, I had to see it in 3D. I wish they gave the viewers a chance to choose the format they want to watch the movie in.
Anyway, How to Train Your Dragon is a different story. It's set in the time of Vikings where dragons were pests to be killed because they stole the livestock and destroyed the village as a result. It's the story of Hiccup and how he was eager to prove himself worthy of being the great chief's son by killing his very first dragon. But as the title suggests, things don't turn out the way he planned and he ends up actually being endeared to the enormous beasts.
I know it's supposed to be a kids film but it saw me gripping onto the armrests of my seat, covering my eyes, and yearning to ride Toothless the dragon and soar through the sky. The humor was very witty and not shabby at all. I'd be very happy to watch it again. My son Kyle told me at the end of the screening: "That was way better than Avatar." And I couldn't agree with him more.
I highly recommend this movie for all ages. As it was created especially for 3D format, you won't be disappointed in the whole movie-going experience. This one from Dreamworks makes a mark in my books. :)


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*Larita Kutsarita - n.
*Spoonfuls - n. articles/dispatches/scribbles by Larita Kutsarita
(Background photo by Aiess Alonso)
Monday, November 26, 2007
"Ang hindi marunong lumingon sa kaniyang pinanggalingan ay 'di makararating sa kaniyang paroroonan."
How right could Rizal really be? If one's past is all messed up, how on earth will that take you to the great morrow? Yeah, these were pretty much the questions that nagged at my every brain cell (and emotional flotsam and jetsam) during the Christ's Youth In Action's 27
anniversary just this past Sunday. Who would've thought that I'd feel soooo out of place in that little hall filled by the kindest of faces (women were making
with me and men were patting me on the shoulder or shaking me by the hand…those
CYA traditions but still, I was a complete stranger, wasn't I?? It's like being an Asian foreigner around Chicanos hurriedly kissing you as if they were all your lovers…I was dazed. O.o) and the softest of voices? Not me, apparently…no way. I mean, I was (and I believe I still am, however inactive I've gotten to be) part of Alleluia Community-CYA back in Elbi…I was exposed to stuff like these:
there, pat me and I'll you pat you back, Monday choir singing, Thursday prayer meetings (or were those on Fridays?), holy mumblings calling out to none other than Hesus, prayers said aloud in English, Filipino, Tagalog, Bisaya, Bikol, Chinese, Japanese, Flemish and only-God-knows-what-else (indeed!)…then why in heaven's name was I completely uneasy about the whole affair??? Something was terribly wrong…I then realized that I may be the biggest hypocrite I have ever known…which is sad (and I was depressed that whole afternoon) because I've always been real…with myself…with others…and then that phrase looms over me, abolishing every hint of meaning in my 18-year old life: OR SO I THOUGHT.
Committing to that organization (which Papa teasingly called "my cult"…it was kind of like that, though…we were an incredibly small number who meet at night, except that we're faithful Catholics and there was neither a bonfire of any kind nor any human sacrifices) was one of my sincerest moves in life (and I know I made ever so few of those). Gawd, I felt like a new person that time, I did. Agnosticism was not anymore an option of mine (and atheism was so out of the question even before that). Everything changed, and I mean EVERYTHING. I was a dessicated land, slowly murdered by a thousand extended summers…and then revived to life by love, a heavy June shower quenching my thirst, just when I least expected it. It was as what they called it: "a 180-degree turn." Those days were my most peaceful. I was praying like a saint (trust me, I know…I never talked to Him much before, except when I needed something…it was kind of like occasionally running to a benevolent yet strange friend to borrow some bread). And looking back now, I actually smiled a lot then…I feel sick just thinking about it…but I know how great it was for me at that time, I was basically hopping like Little Red Riding Hood among the woods before she met the grandma-eating wolf. I know how I felt back then…to quote something that I read before, it was like "God's finger was on my shoulder." But like I said, that was before I met the wolf. It is true, what they say, that only the things that rocket you to an unbelievable altitude of euphoria are as capable of sending you to the pits of hell, with absolute wretchedness for company. My 180-degree turn wound up to 360…I was back at zero again. I felt like everything had just been an incredibly great lie. But see, that was my mistake: I felt…I always did…too much, in fact. And feelings, life has always taught me, are the biggest liars that put even Jude Law's Alfie to shame.
Just now, I feel horrrrrrible...more than ever. The possibility that I have been cheating myself is just unbearable…it feels soooo not me, and yet, I'm not exactly sure of the things that I stand for anymore. But I just can't indulge in any further soul-searching because it feels (there goes that word again) like such a repulsive form of vanity. Besides, it hasn't done me any good in the first place, considering how much my very own thoughts have caught me dumbfounded lately. But the feeling doesn't go away…it's still there, haunting me. It's like saying prayers only from memory except the ones in which you BEG for a way out of a sudden glitch…like making love to somebody and buttoning your shirt in the morning and leaving without a word…like befriending a seatmate in the classroom and pretending that you don't know him/her once you're already out in the halls…like promising to write and not sparing the expectant reader a single word or two, not in a year or two...like embracing an entire "cult" and feeling too attached to them and by the time you meet again, you feel like a traitor only because you can't hug them or kiss them or pat them the same way ever again. Only because too much has happened in so little time and you can't help but associate such sadness in your life with the very people who inspired—no, dared—you to believe in something far greater than yourself…only because you felt too, too much…that now, not much is left to be felt…but guilt and uneasiness and abandon and a desperate wish to just evaporate. It's not their fault…and yet, you know that if you stay too close, somehow, the wounds will have to reopen, mocking you…never mind the pain, it's the mockery that's too much s**t to bear.
*SIGH* I guess
are NEVER forever. So if at all you find yours along the way, don't stay too long…you know you have to abandon it after some time, if not soon…perfect places are only for perfect people, if they do exist, which I doubt (and which probably explains why much of this world's f**ked up). If things are too good to be true, then they might as well be not real at all. No…pinch yourself a million times and if that still doesn't work, slap yourself or let somebody else box your lights out …but I guess the best way to save some time and effort (and yourself from a lot of self-mutilation, for that matter) would be to listen to your mother. For Christ's sake, just give the lady a chance! She may sound like L.M. Montgomery's annoying Ms. Rachel Lynde, but really, she's as right as right can be (well, unless your mom's Britney, of course).
What am I really talking about? Me neither…I don't understand it myself. And yet I knew I had to write this because keeping this all to myself or in an unknown journal hidden beneath all my other skeletons would be to betray the very person responsible for this blog…I know that if I were to be too selfish to admit that I am a person too attached to feelings, I should never forgive myself or even dream of all things real…not when I couldn't be. I am a hypocrite. And perhaps by accepting this, I wouldn't be half as much as one. Maybe a community's not really for me…I owe them a lot, and I mean, a lot…but not coming back does not mean that I've forgotten about the Old Man or those kindred souls He'd sent me…no, I'm not such a prodigal child.
Kay Kristo buong buhay, habambuhay, ika nga
. Once you've committed yourself to a beautiful cause, it'll always stay with you wherever you go. I think I just prefer moving on, only that I intend to pay it forward, somehow…because looking back a bit too long will bring me nowhere…especially NOT to where I oughtta be, uh-uh.
I guess the moral of this is not to believe in everything Pepe said. He was a cat, yeah…but sometimes, it's good to try trusting one's own wisdom. In the end, if you fail, you've only yourself to blame and Pepe will be spared. Sounds fair to me.
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Best Volvo Repair in Kingsland
Find certified Volvo repair shops and mechanics near you
3 RepairPal Certified Shops in Kingsland honor fair price estimates and provide free 12-36 month warranties. Edit Search
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- 11411 N Main StJacksonvilleClosed Now"The customer service shown by Joe and Ben is ex..."— Wendi, a Verified Customer(904) 474-3529"The customer service shown by Joe and Ben is ex..."— Wendi, a Verified Customer100% say car was fixed correctly the first time100% say car was fixed correctly the first time
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- 1844 Kings AveJacksonvilleClosed Now"Excellent service at a fair price."— Ann, a Verified Customer(904) 584-3149"Excellent service at a fair price."— Ann, a Verified Customer94% say car was fixed correctly the first time94% say car was fixed correctly the first time
Learn more about Volvo auto repair in Kingsland
- The average cost of Volvo repair in Kingsland is: $661.72Nationwide: $678.30
- The average RepairPal Certified Shop rating in Kingsland is an B+Nationwide: B+
- The best day to schedule a repair in Kingsland is:Nationwide: Monday
- The most common Volvo repaired in Kingsland is: Volvo V40Nationwide: Volvo V40
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The following 32 shops in Kingsland are not yet RepairPal Certified - Learn More
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Kingsbay Tire & Service
301b E. King StreetKingsland, GA 31548
Volvo repair in Kingsland
Corbins Automotive Company Incorporated
1424 Jasmine StFernandina Beach, FL 32034
Volvo repair 17.2 mi from Kingsland
Gasson's Northside Auto
13115 N Main StJacksonville, FL 32218
Volvo repair 22.8 mi from Kingsland
Jaj And Associates Inc
7530 Blythe Island HwyBrunswick, GA 31523
Volvo repair 24.5 mi from Kingsland
Larry'S First Stop Auto Parts
10042 New Kings RdJacksonville, FL 32219
Volvo repair 26.7 mi from Kingsland
J & W Engine Service Inc
7262 Lem Turner RdJacksonville, FL 32208
Volvo repair 28.8 mi from Kingsland
Sam's Quality Air
5896 Norwood Ave.Jacksonville, FL 32208
Volvo repair 29.5 mi from Kingsland
Bill Duckworth Tire Co
4975 Altama AveBrunswick, GA 31525
Volvo repair 30.5 mi from Kingsland
Island Automotive Center
130 Airport RdSaint Simons Island, GA 31522
Volvo repair 30.6 mi from Kingsland
Beaches Automotive Inc
11325 Sweet Cherry Ln SJacksonville, FL 32225
Volvo repair 30.6 mi from Kingsland
Thien Auto Service
2449 Kings RoadJacksonville, FL 32209
Volvo repair 31.0 mi from Kingsland
Baker's Garage
1231 Main StreetJacksonville, FL 32206
Volvo repair 32.0 mi from Kingsland
B & B Quality Auto Care
1431 Bernita StJacksonville, FL 32211
Volvo repair 32.6 mi from Kingsland
Monument Road Tire & Service
1471 Monument RoadJacksonville, FL 32225
Volvo repair 32.9 mi from Kingsland
Automotive Block & Head Welders
4066 Lenox AveJacksonville, FL 32254
Volvo repair 33.1 mi from Kingsland
Randy's Automotive of San Marco, Inc
1842 Kings AveJacksonville, FL 32207
Volvo repair 34.0 mi from Kingsland
Goodyear Auto Service Center - 2587
9927 Atlantic BlvdJacksonville, FL 32225
Volvo repair 34.1 mi from Kingsland
Jiffy Lube Store 1422
10430 Atlantic BlvdJacksonville, FL 32225
Volvo repair 34.3 mi from Kingsland
Euro Shop Service
8802 Corporate Square Ct Unit 205Jacksonville, FL 32216
Volvo repair 35.0 mi from Kingsland
Royalty Auto Service
4771 Hwy 40 ESt Marys, GA 31558
Volvo repair 6.0 mi from Kingsland
Hollingsworth Automotive
815 C Osborne StreetSaint Marys, GA 31558
Volvo repair 9.8 mi from Kingsland
Goodyear Auto Service Center - 2433
675 Skymarks DrJacksonville, FL 32218
Volvo repair 22.5 mi from Kingsland
RPM Automotive - River City
13131-1 Wolf Bay DrJacksonville, FL 32218
Volvo repair 22.7 mi from Kingsland
Alvie's Transmission Service Unlimited
8019 North Main StreetJacksonville, FL 32208
Volvo repair 28.5 mi from Kingsland
Precision Tune Auto Care
7430 Lem Turner RoadJacksonville, FL 32208
Volvo repair 28.6 mi from Kingsland
A+ Tire Service
4504 Altama AvenueBrunswick, GA 31520
Volvo repair 29.8 mi from Kingsland
Arlington Tire & Service Ctr
5807 Merrill RdJacksonville, FL 32211
Volvo repair 31.5 mi from Kingsland
Action Transmission Specialists
6015 Merrill RoadJacksonville, FL 32277
Volvo repair 31.5 mi from Kingsland
Johns Park Street Automotive Repair
537B Park StJacksonville, FL 32204
Volvo repair 33.2 mi from Kingsland
ProLube Automotive Services
181 Library RdJacksonville, FL 32225
Volvo repair 34.0 mi from Kingsland
Custom Import Repair, Inc.
10014 Atlantic BlvdJacksonville, FL 32225
Volvo repair 34.2 mi from Kingsland
Cottman Transmission and Total Auto Care
10430 Atlantic BoulevardJacksonville, FL 32225


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Building a Stroke Center
A systems approach to better outcomes.
By Marilyn M. Rymer, MD
There is growing enthusiasm for building stroke centers, partly because of evolving new therapies. Building a center correctly can be a complicated process, and cannot be based solely on recruitment of a single stroke specialist. This article is based on the experience and success of the Saint Luke's Hospital Stroke Center in Kansas City, Missouri, founded in 1993.
An organized approach to stroke care should be the goal for every hospital so that it may provide the best possible outcome for every patient. The first issue to address when deciding to build a stroke center is to determine what can be realistically provided for each of the key aspects of care:
- Acute stroke intervention and management
- Prevention of complications
- Secondary stoke prevention
- Early rehabilitation
An organized, evidence-based approach to each of these aspects of stroke care contributes to the quality of the outcomes and requires an infrastructure that the organized stroke center can provide.
It is likely that acute stroke treatment will always be time-dependent, with the best outcomes resulting from the earliest interventions. Options for acute stroke treatment include those that do not require interventional access, such as intravenous thrombolysis or hypothermia and those that require an interventional team, such as intra-arterial thrombolysis or mechanical embolectomy.
In organizing a stroke center, it is very important to decide if acute therapy is going to be offered, whether it will be available 24/7, and whether it will include interventional therapies. Centers not offering full-time interventional stroke treatment may want to establish a transfer agreement with a center that does (Figure 1).
Those centers deciding to provide 24/7 interventional treatment are taking on the biggest challenge of all. Close communication with emergency medical service crews is essential. The emergency department (ED) personnel must be trained to triage and diagnose stroke accurately and quickly. Physicians and technicians trained in acute stroke treatment and intervention must be available 24/7 with a response time of 30 minutes. Neuroimaging, laboratory, and pharmacy services must be able to respond emergently. Flowcharts, standing order sets, and care paths are essential to guarantee that nothing is overlooked when everything is being done very quickly.
There is conclusive evidence that stroke victims—even those ineligible for acute intervention—who are managed in an organized stroke center have better outcomes and decreased mortality rates.1 Care paths, standing order sets, and highly trained nurses comprise the basic infrastructure that guarantees standardized, evidence-based care in five areas:
- Tight control of physiologic parameters, such as blood pressure and glucose
- Prevention of complications, such as deep vein thrombosis, aspiration pneumonia, urinary tract infections, and falls
- Diagnosis of the cause of the stroke
- Plan for secondary prevention
- Early rehabilitation
It is clear that early access to rehabilitation specialists improves outcomes and decreases the length of stay on the acute hospital unit. The goal is to have physical, occupational, and speech therapists perform evaluations on the first day and initiate plans for the next phase of rehabilitation, if needed. With the growing body of information about neuroplasticity and the potential for neurologic recovery months or years after injury, the entire field of neurorehabilitation is entering a new era.
The analysis of what can be realistically provided for each of these aspects of care defines the work of the developing stroke center. Ideally, hospitals delivering primary care will establish relationships with tertiary care institutions to carry out the more sophisticated and resource-intense interventions and evaluations. The Brain Attack Coalition published recommendations for the components of a primary stroke center2 and of a comprehensive stroke center,3 which provide guidelines for institutions wanting to make these assessments.
For a stroke center to be successful, it must have strong leadership and be backed by organizational will. The strongest stroke centers are led by an administrator committed to the success of the program and a physician and nurse champion. Taking excellent care of patients with strokes requires cooperation from multiple hospital departments and dedicated clinicians. An effective partner in administration is important to the success of the clinicians.
It is also important to develop a written vision, mission, and strategic/business plan for the stroke center early in the process of organization and to gain support for that vision and plan from the highest levels of responsibility in the organization, the board of trustees, and senior hospital administration. These written documents will vary in complexity according to program size, but even a basic plan serves as a guide for the stroke center's work. Yearly review of the documents provides an opportunity to evaluate progress and set goals for the future. A board member or committee of the board that serves as a liaison among the stroke center leaders, the board of the hospital, and the community can be integral to the program's successful launch and maintenance. The complex work of the stroke center can be organized around several key teams of people.
Designating a medical director, nurse coordinator, and administrator for the stroke program sets up lines of responsibility for program development and clinical quality. In the most basic programs, these responsibilities may be as simple as developing the policy and mechanism for transfer of acute stroke patients to a center capable of acute intervention and standards of care for those patients ineligible for transfer. The medical director is a physician with interest and expertise in the care of stroke patients, often a neurologist. In larger programs, this position is financially compensated by the hospital based on the time commitment. The medical director's role is to provide leadership in strategic planning, clinical quality, protocol development, education of and communication to various constituencies, research, and fundraising.
The nurse stroke team coordinator's role is essential regardless of the size or complexity of the stroke program. In some programs, this may be an advanced practice nurse who can do independent patient assessment and billing, although in most settings, the nurse coordinator is a hospital employee with expertise in neuroscience. Depending on the program's size, the role of stroke team coordinator may be combined with other related responsibilities. The nurse coordinator works closely with the medical director and shares responsibility for stroke center planning, clinical quality, updated protocols, and clinical operations. The nurse coordinator takes primary responsibility to educate all stroke team nurses and technicians, including National Institute of Health Stroke Scale (NIHSS) training.
In larger programs, the administrator for the stroke center may be a full-time position. However, in many hospitals, this assignment may be combined with other related responsibilities. The administrator strategically plans with the stroke team clinicians to anticipate equipment, space, and personnel needs and represents the stroke center at administrative and budget meetings. The administrator may also supervise hospital employees who work with the stroke team.
The core leadership team bridges the activities of the clinical stroke team and the rest of the stroke program operations (Figure 2).
The composition of the clinical team will vary depending on the level of service provided. If all phases of clinical services for stroke are offered, then it is ideal to have neurologists, neurosurgeons, neurointerventionists, ED staff, rehabilitation physicians, nurses and therapists, stroke center nurses, and technical support staff in radiology, lab, and pharmacy represented on the team. Some members of this team will need to be available 24/7. Programs may choose to use hospitalists, intensivists, emergency medicine, or primary care physicians in the role of the stroke neurologist. The ED, radiology, laboratory, and pharmacy may find it beneficial to designate one person to be the principal communication link to the stroke team.
The responsibilities of the clinical team are to take excellent care of the patient to ensure the best possible outcome and to communicate with the family and referring physicians. The members of the team will change depending on the patient's location and the care that is provided.
The expertise of the nurses involved in the care of stroke patients is one of the critical success factors for an outstanding stroke center. Nurses in the ED, ICU, and acute stroke center should have organized stroke education and certification to use the NIHSS.
Additional team members can enrich and support the the stroke program's activities. Some of these people work primarily to support the stroke program and others function as liaisons (Table 1) to connect the stroke team with other resources and departments of the hospital.
The Data Manager
Tracking clinical and financial data is critically important when operating an efficient and high-quality stroke program. Administrative data may be used for an overview of mortality, disposition, complications, and costs. Using a stroke-specific database gives much more detailed information and is useful for clinical analyses, trending, benchmarking, and research. Several commercial stroke databases are available or one can be developed that is unique to the institution. The nurse coordinator may be able to manage the data, but many larger programs have a dedicated position for this work.
The Research Coordinator
The opportunities for stroke centers to participate in clinical research continue to grow. Clinical trials can be successfully run in community hospitals as well as academic centers and are often a source of excitement and pride for the team. The research coordinator is generally a nurse experienced in the care of stroke patients. A good clinical nurse can be trained to understand the regulatory requirements and other aspects of directing a research trial. Formal courses are available for in-depth training, and some coordinators may choose to become officially certified. In some programs, the nurse coordinator for the stroke team may also be the research coordinator. If the clinical trial involves acute stroke management or intervention, then the question of 24/7 coverage must be addressed.
The Administrative Assistant
It is essential to budget for a position to support the activities of the stroke team.
In larger programs, many people from multiple departments are involved in the operations of the stroke center, and most of these people are managed through their own departments. However, there are some positions in the program that logically report to the stroke program administrator (Figure 3).
The Planning Phase
In the planning phase of the stroke center, the medical director, nurse coordinator, and administrator (core team) can serve as the basic planning committee. Once the scope of the program is determined, the planning team will need to communicate with representatives from the departments involved in the care of the stroke patients. Balancing getting input from key clinicians and technicians with minimal disruption of their clinical activities is the challenge. One way to approach this is to have the planning team concentrate on one department at a time. For example, when the planning involves ED operations, the core team can meet with the representatives from the ED to discuss the pertinent issues. This same process can occur with key physicians and personnel in neurology, neurosurgery and radiology, pharmacy, lab, radiology, rehabilitation services, marketing, etc.
When there are overlapping issues (eg, stocking tPA in the ED), then representatives from pharmacy and ED can both meet with the core planning team. This process will save the time of the people in the various departments. Only the core team will participate in all of the meetings. It is very important to circle back and make sure that the results of the planning are communicated back to the entire department (eg, ED) for comments and suggestions. The core leadership team functions as the communication hub, getting input from all the departments and clinicians and communicating back to the department that provided the input for final review.
Clinical Operations
Meetings to discuss clinical operations are already established in most hospitals. The neuroscience department meetings and the morbidity and mortality conferences, for example, can serve as a forum for discussion of stroke center clinical issues, difficult or interesting cases, and review of data regarding complications, outcomes, and volumes. Members of the clinical team, the core leadership team, as well as the data manager will be attending these meetings. High-volume acute stroke intervention centers find it useful to review all of the interventional cases on a weekly basis.
Managing Operations
After the program is up and running, it is useful to have a monthly meeting of key members involved in the stroke program to discuss operations. The core leadership team (the medical director, nurse coordinator, and administrator) plus the data manager, research coordinator(s), and representatives from the nursing staff of the stroke center, marketing, the hospital foundation, and rehabilitation department might attend the stroke program operations meeting. Discussions regarding clinical, research and educational activities and reports from the data manager, marketing, and foundation representative could be regular agenda items. This group could be responsible for setting yearly goals for the stroke program and evaluating whether they are achieved. Stroke program clinicians could look to this operations group to solve problems they identify.
Board Meetings
If the stroke program has a committee on the board of the hospital attached to it, then meeting with that committee once or twice a year to report activities is very important.
The complete spectrum of care for the stroke patient will occur in multiple locations in the medical center, such as the ED, operating room, interventional radiology suite, intensive care unit, stepdown unit, medical/surgical hospital unit (stroke center), rehabilitation unit, and outpatient offices. The excellent outcome for stroke patients in dedicated units does not depend on the physical space but on the expertise of the staff and the standardized protocols for care. Nurses in all of the units need stroke education and, ideally, NIHSS certification.
Once the patient is ready to be cared for at a medical/surgical unit, it is worthwhile to have a specified place to send stroke patients. This can be accomplished by simply designating some beds on a given unit as the stroke center beds. Even in large-volume centers, eight to 10 beds are generally enough. Nursing expertise can be achieved by training a core number of stroke center nurses, and protocols and standing orders can be used routinely. The patient-to-nurse ratio on this unit should be no more than 4 or 5:1. If stroke patients are scattered throughout the general units of the hospital, it is almost impossible to achieve the nursing expertise and routine use of standardized tools. Stroke center beds should always have cardiac monitoring available, as unsuspected arrhythmias are common in stroke victims.
The work on this unit is to prevent complications such as aspiration, urinary tract infection, and deep vein thrombosis, to perform diagnostic studies to try to determine the cause of the stroke, address secondary prevention issues, and institute early rehabilitation. By concentrating the patients in one location, the nurses become familiar with neurological assessment and the diagnostic workup for stroke. This knowledge is very useful in communicating with families and referring physicians and can potentially decrease the length of stay.
It is important to have a sign identifying this part of the unit as The Stroke Center. A poster-sized version of the stroke clinical path can be hung on the wall. The staff as well as the patients and their families know that something unique for the care of stroke is going on. In this era of shortages of hospital beds, it must be clear that if the stroke center beds are not occupied by stroke patients, then other patients can be placed there. However, stroke patients take priority.
A stepdown unit where staffing ratios would be 3:1 (patients to nurse) is a very useful concept for the care of stroke victims. Patients who have had acute stroke intervention, carotid stenting, or uncomplicated clipping of an aneurysm may not need ICU-level care but require closer observation than in the stroke center where nurses are caring for five or more patients. The care in the stepdown unit could include frequent neurologic assessment, careful blood pressure monitoring, and management to include IV drip therapy for blood pressure and glucose control.
The purpose of all of the tools is to standardize evidence-based care as much as possible for acute interventional therapies, prevention of complications, institution of early rehabilitation, performance of appropriate diagnostic studies, identification of issues in secondary prevention, assurance that appropriate treatment is given, and effective communication with patients, families, and referring physicians.
Stroke clinical care paths can be organized in days or phases. Ideally, the path is initiated in the ED and carries through the ICU, stroke center, and interfaces with the stroke rehabilitation care path. Usually, the path is a tool used by nurses rather than physicians and can be used as a nursing charting tool to avoid double documentation. The path can also be the source for documenting specific data elements required by insurers or the Joint Commission on the Accreditation of Hospitals Organization (JCAHO), such as verification that stroke education and information on smoking cessation were provided to the patient.
Paths for ischemic and hemorrhagic stroke may be different from paths for subarachnoid hemorrhage and transient ischemic attack. Many centers develop patient paths that track the same information in lay terminology for patients and families. The stroke team nurse coordinator should review the paths annually to be sure that they are based on current evidence.
The correlating tools for physicians are the standing order sets. Ideally, each path has an associated order set. The first order on stroke standing orders should be, "Initiate stroke care path." This automatically activates the measures to prevent complications and initiate early rehabilitation. Physicians sometimes resist using standing order sets. However, no diagnostic test is done or medication given without specific orders from the attending physician. Once familiar with use of the order set, physicians find it saves time. It is very important when developing these orders to write a draft version and ask the physicians who will be admitting patients with strokes to make suggestions and changes. The physicians should also be given the opportunity to review the yearly updates to the order sets.
One technique to encourage physicians to use order sets is to require any patient who is admitted to a stroke center bed to be on the care path. The medical director and nurse coordinator can facilitate communication between the attending physicians and the stroke center staff about these issues.
In addition to establishing order sets that address various types of strokes and transient ischemic attacks, it is helpful to have standing orders for blood pressure management, deep vein thrombosis prophylaxis, pre- and postinterventional procedures, such as stenting, clipping, and thrombolysis, and pre- and postsurgical procedures.
Whenever the process of care is complex, developing a protocol or flowchart can help ensure that everything is done properly and that all the providers of care are communicating accurate information. Several models for these kinds of tools are available in The Stroke Center Handbook.4
An effective ED flowchart for stroke treatment puts all the pertinent information onto one page for clear communication. As acute stroke is a dynamic situation, tracking the neurological status of the patient over time is critical. Most stroke centers perform an NIHSS on admission, at 24 hours, and at discharge. However, more frequent evaluation of the neurological status of the patient is often critical and a neurological frequent assessment tool based on a modified NIHSS should be developed.4
There are numerous models for building a successful stroke center. Most have common recommendations for essential personnel and resources. The convergence of increasing incidence of stroke based on changing population demographics and emerging new therapies for acute intervention, prevention, and rehabilitation presents an enormous opportunity to "build it and they will come."
Marilyn M. Rymer, MD, is Medical Director at Saint Luke's Brain and Stroke Institute in Kansas City, Missouri. Dr. Rymer may be reached at (816) 932-9847; email@example.com.


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Photos have emerged of Muslims observing prayers following the terrorist attack in Finsbury Park in the early hours of Monday morning.
Worshippers were leaving the Muslim Welfare House on Seven Sisters Road after midnight prayers during Ramadan when a van ploughed into pedestrians.
One person has died and a further ten people were injured. Eight people have been taken to hospital.
The 48-year-old driver of the van was detained by members of the public at the scene and then arrested by police on suspicion of murder. He will also be given a mental health assessment.
Local people observe prayers at Finsbury Park in north London, where one person has been arrested after a vehicle struck pedestrians, leaving 'a number of casualties'.
Police said on Monday that the man who died was already receiving first aid treatment from members of the public and it is not yet known if his death was caused by the attack, Metropolitan Police deputy assistant commissioner Neil Basu said.
Shortly after the attack, a group of Muslim men can be seen holding prayer on the street.
Local people observe prayers after one person died and ten others injured in the terror attack in Finsbury Park. Muslim men pray after the terror attack in Finsbury Park.
Despite suggestions of a knife attack, the Met said there were no reports of anyone suffering knife injuries.
Various reports suggest the attacker shouted versions of wanting "to kill all Muslims" and that he "did my bit". Sky News also reported the Muslim Welfare House imam prevented the assailant from being attacked by angry local people.
The investigation of the incident is being carried out by the Counter Terrorism Command.
Prime Minister Theresa May said police are treating the van incident near Finsbury Park "as a potential terrorist attack", adding: "I will chair an emergency meeting later this morning. All my thoughts are with the victims, their families and the emergency services on the scene."
One eyewitness told HuffPost UK before the police confirmation: "Here we have someone who drove into Muslims knowing well this is the finishing time of prayer. Driving in to Muslims deliberately. We know this is a terrorist attack."
Emergency service workers at Finsbury Park in north London.
A helicopter could be heard circling over Finsbury Park as police erected a large cordon in the area.
During Ramadan – the name of the ninth month in the Islamic calendar and the holiest time of their year – Muslims fast daily from dawn to dusk and focus on prayer, purification and acts of charity.
This year Ramadan began on May 26 and ends on Saturday June 24.
A forensic tent and van in Finsbury Park after one man died and eight people were taken to hospital when the vehicle struck pedestrians.
Video posted online of the aftermath of the attack showed a scene of chaos as people tried to help the injured.
One man could been seen giving CPR to a victim in the street while another man's head injury was treated with a makeshift dressing.
People could be heard shouting and screaming amid the chaos and bloodstains were visible on the pavement.
Witnesses at the scene said an elderly man who had collapsed at a bus stop was being tended to when the vehicle struck pedestrians.
A dozen police officers stood guard on a balmy Monday morning at the cordon at the junction of Yonge Park and Seven Sisters Road while several locals looked on.
One local resident told HuffPost UK: "One thing that is clear. This happened after night prayer that us Muslims pray during Ramadan. It was clearly an act that was planned and an act that was done with full intention."


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and ideological welfare of the country." Interestingly and not
coincidentally, the perceived problem almost suggests its own
solution: Let the "invisible hand" take care of business—literally.
The differences between the real problem and the perceived
problem are significant. So, who would be interested in preserving
a system that has inflicted so much pain on society? To find out,
we pose the fundamental question: cui bono?
The Players
The list of players deserves close scrutiny:
■ The public—It has been said repeatedly that insured patients
demand immediate access to the best care and that they value
freedom of choice and cost control. Even though the United States
does not deliver on any of these criteria, the perception is that
the systems of other countries are not as good. The fact remains
that public opinion could force real improvements, but it doesn't
do so because it is divided, manipulated, and lacks an effective
mechanism to impose its will.
■ Employees and employers—Employers act rationally by shifting costs to employees as health care expenses reduce earnings to
levels that are not acceptable to management and owners. In the
process, employers display their "negotiating" strength—force,
some would say. Employees, with no real power to resist cost
shifting, have seen their net pay reduced and are becoming more
vulnerable to financial problems that range from manageable
inconveniences to financial catastrophes. Employers understand
that even with increasing employee contributions, their share of
benefits will continue to rise much
faster than productivity; such an environment will become unsustainable.
For this reason, employers are likely
to support mechanisms that limit
their financial commitment (not
obligation) to provide benefits and,
as a byproduct, control health care
inflation. This could mean that, indirectly, employers support initiatives
to improve quality and efficiency.
■ Politicians—Decisions in the political machinery respond to
personal convictions, concern for the welfare of citizens, eagerness for support to remain in power (typically through monetary
contributions), and desire for personal gain. Because money buys
influence and money comes from interest groups, it is reasonable
to conclude—like the authors of the Federalist Papers did—that
when the dust is settled, in the absence of effective counterbalances,
private interests rule. The consequence is that an influential sector
of the political apparatus will oppose changes that negatively affect
the interests of its financial supporters.
■ Providers/vendors—These are the key players due to their
ability, predicated on economic power, to influence public
opinion and buy political clout. The list of providers/vendors
is long and includes the usual suspects—insurance companies,
physicians, hospitals, and drug manufacturers—but also IT
vendors, biotech firms, consultants, wellness program firms,
and any group that profits from the health care industry. To be
sure, certain products and services are highly valuable, priced
fairly, and fundamental to the proper functioning of the health
care system. But others are not.
Cui bono? Providers/vendors and some politicians who
receive contributions from them. This statement requires elaboration: Although anybody who derives pecuniary gains from
the health care system is unlikely to support initiatives aimed
at eroding his earnings, this fact, by itself, does not mean that
such earnings are unreasonable or that social value—and in
some cases great value—is not created. One can easily come up
with examples of providers/vendors that have made enormous
contributions to the well-being of Americans. In a similar vein,
some politicians who receive contributions from providers/
vendors may honestly believe that the interests of the country
are aligned with the interests of contributors, and such an assessment could be correct. Some of these politicians could be
so committed to their views that they might pursue them with
or without financial assistance.
In principle, then, providers/vendors that create social value
are not part of the problem, even though their driving force—like
everybody else's—is profit. They are, in fact, part of the solution.
How can things go wrong? Brent James, Intermountain Health
Care's chief quality officer, and Gregory Poulsen, Intermountain
Health Care's senior vice president and chief strategy officer,
show how in their article "The Case for Capitation" published
in the July-August 2016 issue of the Harvard Business Review.
James and Poulsen recount howIntermountain's LDS Hospital inSalt Lake City reduced the mor-tality rates of patients with con.gestive heart failure and, in theprocess, lost $3.2 million a year inrevenues. They also describe howobstetricians and neonatologistsat Intermountain's American ForkHospital reduced the intubationrates of premature babies, thuscurtailing the use of intensive care units—and, unfortunately,depressing revenues. The authors bluntly pose the question:"Should care delivery groups invest in quality improvementsthat reduce costs if it could mean their own financial demise?"Although the politically correct response is that savings some-how benefit everybody, the authors suggest an approach thatallows for quality improvements and preserves provider/vendorearnings—and preserving earnings is the key point.Almost anybody who would be worse off with spendingreductions will oppose them. In the U.S. health care system ascurrently constructed, personal gain trumps the common good.This is the crux of the matter and the reason why the Tragedy ofthe Commons is such an important model. This is why costs inthe United States are out of control and will remain so until thecountry faces a major crisis that forces the common good aheadof private interests.;e future dependson what you do today.—Mahatma Gandhi
A Rigged Game?
Click to subscribe to this magazine


text:
She had to steal herself for the big reveal though as she departed Indianapolis to arrive in the Big Apple.
She wisely kept a pair of warm Ugg boots on her feet.
He wrote on his Twitter page earlier today: 'My girl @mariamenounos lost a Super Bowl bet & had to wear a NY Giants bikini!Big props..Look great.'
Smiles all around: Both presenters actually look happy by the outcome of Menounos' bet
She had promised her Extra co-host Mario Lopez that she would wear a Giants bikini in the bitter New York cold if the New England Patriots lost the Super Bowl. #PATRIOTpride', she write.
So sad: The 33-year-old pretends to shed a tear that her beloved Patriots lost the Super Bowl
She tweeted a photograph of herself earlier today wearing her robe with the caption: 'Ready to face the music.'
The winner and loser: If AJ Calloway had lost the bet, he won have had to don a Patriots cheerleading uniform
Game girl: Alas, it was the Extra presenter who lost the bet, and lost her clothes as well
She wrote: 'Flying to ny now…today is gonna stink. Calloway would have to wear a Patriots cheerleader outfit.
She's game: Maria Menounos stripped down to a Giants bikini today in Times Square
Never one to forfeit a bet, Menounos disrobed to reveal a sparkly red and blue top and brief white bottoms today.
The 33-year-old Extra host gamely stripped down to a tiny string bikini in Times Square this afternoon.
ByLaura Schreffler
Updated: 08:33 EST, 7 February 2012
The brunette beauty is a longtime fan of the American football team as she was born in Massachusetts. At least it's not bitter cold there.
The correspondent doesn't blame her team for losing, or for the fact that she had to strut her stuff in the midst of Manhattan.
Before: Menounos and her co-host stood in the middle of Times Square, fully clothed
After: The 38-year-old presenter is smiling, and why shouldn't he look so happy given the woman beside him?.
The terms of the bet were that Menounos would 'bare all' if the Patriots lost, while correspondent A.J.
'Sorry, but you know what – I love the Pats for fighting to the bitter end. Should be 50 degrees I hear.'


text:
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All Soccer - Girls Stories
For the second year in a row, Gibraltar Carlson and Trenton squared off in a district championship game. And for the second consecutive season, the Marauders gave the heavily favored Trojans a battle for a good portion of the contest, led by standout senior goalkeeper Athena Grias. Host Trenton (20-2-1), which is ranked No. 4 in Division 2, led only 1-0 through 49 minutes against Carlson (11-11-2), which it beat 8-0 twice in the regular season. Down the stretch, the Trojans eventually took control of the game and came away with a 6-0 victory and the program's seventh consecutive district title. Last season, Carlson fell 4-0 in the district final and trailed only 2-0 at the half. On Friday, Trenton's Marla Cobetto scored four goals, while teammates Sara Vinca and Lauren Pifer each netted one. For the Marauders, Grias had 13 saves and in the process turned away several breakaways. "Athena, as four years have shown, has always been a very quality goalkeeper," said Trojans Coach Mike Hatfield. "She had to make four or five very good saves, (some) 1 v 1 saves against Division 1-cabliber attackers, to keep it 1-0." Cobetto, who is signed with Eastern Michigan, was able to find the back of the net about 15 minutes into the game, assisted by Sommer Cavazos. The 1-0 score held up until Cobetto knocked in a rebound nine minutes into the second half. Within the next 10 minutes, Trenton scored three more times. Vinca made it a 3-0 game with 27:04 left and Pifer scored less than three minutes later. The Vinca goal was assisted by McKenna Mahoney. Soon after, Cobetto banged a shot off the crossbar, but picked up the rebound and capped off her hat trick. To complete the scoring on Friday night, Cobetto netted a goal with about four minutes left in the game, assisted by Mahoney. Despite the defeat, Marauders Coach Steve Briggs was happy with what his young squad achieved on Friday night – and throughout the season. "To have a team of this caliber, to have them 1-0 at halftime, I don't believe that (Trenton) thought that we would be doing that," Briggs said. "Second half, the bad breaks came for us (and) Marla was just there and if Marla is not there someone else is there, they have that caliber of team. "We hung with them and I couldn't be more proud of my girls today, of what we've accomplished. To be mercied twice by them, and to hold them to 6-0, to 1-0 in the first half, I'm ecstatic." Overall, Carlson had 13 sophomores and four freshmen listed on its roster this spring, with only six seniors and three juniors. In addition to Grias, the squad's other 12th graders were Kaylee Bell, Madison Lovier, Brittany Wenzel, Mackenzie King and Emma Apostolovich. Next up for Trenton is a regional semifinal game against Chelsea or Dexter on June 6 at Farmington. The winner of that game will play either Bloomfield Hills Marian, Allen Park or Divine Child for the championship on June 9, back at Farmington.
Soccer - Girls
Trenton gets by Gibraltar Carlson; wins 7th consecutive district championship PHOTO GALLERY
Game Info
Soccer - Girls - 6/2/2017 6 p.m.
|Gibraltar Carlson
Related Articles>> View more news
Last Updated: 6/3/2017 8:02:29 AM EST


text: Scottish oil & gas expertise in global demand As our international sales hit £10 billion, Scottish Enterprise's David Rennie explains why OTC 2014 was the perfect chance to meet the Scottish oil & gas firms making a huge global impact. They've been drilling oil out of the ground in Texas for over 100 years – so it's no surprise that Houston has played host to the world's foremost oil & gas event, the Offshore Technology Conference (OTC), for the past 45 years. And despite it being over 4500 miles from Aberdeen to Houston, Scotland's role as major player in the global oil & gas industry means we were well represented at this year's event. Take a look at how we're helping maximise Scotland's global oil & gas opportunities View Infographic In fact, we were joined by a record delegation of over 60 companies. The delegation of companies, led by Scotland's Energy Minister, Fergus Ewing, also included 30 companies attending OTC for first time. This increase in attendance mirrored the wider growth in international activity by our oil & gas supply chain. Figures we released at OTC, show that total international sales in this area grew to £10 billion in 2012-13, an increase of 22% on the previous year. The survey also found that international activity now accounts for over half of total supply chain sales from Scotland at a record 50.2%. This growth looks set to continue with the companies surveyed forecasting that their total international sales would grow by 32% over the next five years. North America remained the top region for international sales – which were up a third to £3.6 billion. This was followed by Africa where sales almost doubled to £2.3 billion. The survey also found that over the next five years key markets for Scottish supply chain firms will include: USA Angola Norway Nigeria Brazil Australia UAE Malaysia A global reputation for expertise These results are a clear indication that the global reputation we've built up for our oil & gas expertise over the past four decades continues to grow, with our skills and expertise still in demand across the world. Scotland's global impact You'll find Scottish expertise in every major oil & gas market in the world - and our international survey there are more opportunities to do business with Scottish firms every year. Our Survey of International Activity in the Oil & Gas Sector 2012/13 was independently compiled by Aberdeen & Grampian Chamber of Commerce and was sponsored by Johnston Carmichael. Read the full report And we know that increasing international activity is a key driver for business growth, which is why one of the key priorities in Scotland's industry-led oil & gas strategy is to support companies in the Scottish supply chain to expand into new overseas markets and make it easier for internationals firms to trade with Scotland. OTC presented some really exciting opportunities for our companies – with new contacts forged, existing ones strengthened and new international business done. It was also a huge opportunity to showcase Scotland's strengths in this key sector to the wider global marketplace. Early indications suggest the Scottish companies attending OTC 2014 have secured an extra £100 million worth of contracts thanks to contacts made at the event. We also hosted a series of Globalscot meetings and events, including one to ones where our companies benefited from the advice and assistance of our American based Globalscots. As ever our Globalscot networking event was one of the highlights of a busy week! We're delighted that so many companies were able to come to Houston this year – and we look forward to continuing to work with them around the world as we help to drive Scotland's success in oil & gas even further. Ready to find out more about Scotland's oil & gas industry? Get in touch Author David Rennie International sector head, oil & gas Follow - This link opens in a new window Follow - This link opens in a new window Sign into my account Share this article on Facebook - Opens in a new window on Twitter - Opens in a new window on LinkedIn - Opens in a new window on Google+ - Opens in a new window via email


text:
Sunday, February 3, 2013
3 comments:
This was an amazing adventure that Kat and I had to Chingford Park which is about 800 metres from the hospice. We charged up the mobility scooter and oxygen bottle and then took off. The pics are few of the sights we saw on the way and at the park. it was a fun adventure and it's motivated us to me more adventurous and accumulate a few more adventures.ReplyDelete
Awesome pics, so was the thought going up or down Baldwin St? I so remember standing up the top watching super hero enablers run up and collapse, Kerry springs to mind amongst others, at the great Enabling Conference, we also had Larnach Castle and other fab Dunedin landmarks in that brief venture. It was one of the times I met you Kat and I thank you now for you blog and sharing your great man with us, thinking of you all. Elizabeth Sandford 00000XXXXXReplyDelete
So touching that you are smiling and enjoying the beauty around you. Have a lovely week. xxReplyDelete


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We arrived for an early reservation so that we could make a performance at Oregon Cabaret. The twin of two strawberry gin cocktails were good
1 - 10 of 299 reviews
We arrived for an early reservation so that we could make a performance at Oregon Cabaret. The twin of two strawberry gin cocktails were good
My daughter has been raving about this place so we decided to eat there for lunch on the way to her place from the airport. My daughter had a mango, chicken, curry pie which is her favorite. I had asparagus quiche with was out of...More
Where to begin???? My friend and I had the fish and chips. Pretty good actually. Not over breaded and the cod was flaky. One of the gentlemen ordered a hamburger and the other(my husband ) BBQ ribs. The reaction to the hamburger was "it's ok...More
An excellent appetizer was ruined by the main course, which was more of the same but tasted "off" and not enjoyed. On the plus side: the waitress was most professional and efficient.
My husband and I ate the Fish and chips. Very Good, Not too much batter. Small sized cut of fish, definitely could've been bigger, Cause it did not fill me up. Home made French fries and homemade tarter sauce, very good. Other food on menu...More
What a gem! After a 12 hour road trip we ended up in Ashland for the first time - we usually overnight in Grants Pass. Smithfields is one of the best restaurants we've been to in all of our worldy travels. Sienna, our server, was...More
Rarely do I review places where I live, but to every rule there is an exception. This is truly one of the best restaurants/bars that I have been to. It is not white lien fine dining, but it is a 5 star venue from the...More
Great food at resturant prices. I think the staff could be better.They are young and need lessons in how to treat customers. Very meat centric menu. Food was very good.
I went to Smithfield's yesterday with some customers – their choice. Nice ambiance, a little rustic, a bit dark, but good vibe and attentive servers. I arrived early and so I took this time to look over the menu. First piece of advice, bring a...More
We went to Smithfield's Restaurant and Bar for dinner. The food was delicious. I had the buttermilk fried chicken and my husband enjoyed the hanger steak. The prices were quite reasonable and the service was great. They have a full bar which we enjoyed. The...More