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The devastated father of honeymoon murder victim Anni Dewani has slammed the easy life her husband Shrien is enjoying as he avoids facing trial for her death, the Sunday People can reveal.
The 31-year-old tycoon, accused of masterminding his bride's shooting, spends his time visiting pals, surfing the web and goes for daily swims in his parents' pool.
Despite still being treated for post-traumatic shock after Anni was gunned down near Cape Town in 2010, Shrien is allowed to spend time in a camper van in the grounds of the Bristol hospital.
Only days ago he was declared fit for extradition to South Africa by a London court which agreed he should return and face questioning by detectives.
But his legal team plan to lodge an appeal which means he can stay put until it is heard, prolonging her family's agony.
Anni's grief-stricken father Vinod said: "Anni was very fond of swimming and would do so whenever she could and the fact that he can swim every day makes it very difficult for us.
"Anything that reminds us of the fact that my darling Anni has been taken away is very hard to face."
Anni's uncle Ashok added: "His lifestyle here is too easy and all we want is for him to go back to South Africa and tell the whole story."
He added: "We don't criticise anyone as he has been ill. But now the courts say he is fit, healthy and well enough to go to South Africa, he should just do that.
"It is his duty as a husband to help the police establish how his wife died.
"We make no judgment at all on his guilt or innocence as that is up to the
police and South African courts."
"I pray that he travels to South Africa soon," he pleaded.
Shrien is said to fear being attacked by inmates inside a tough "hell hole" South African prison over previous reports that he had a relationship with a male prostitute, which he strenuously denies.
Anni's father Vinod went on: " I haven't had a proper night's sleep since that
fateful day nearly three years ago... deep inside we are being tortured.
"I allowed my daughter to go on honeymoon and she came back in a coffin only a few weeks after her marriage."
Anni, 28, was killed in Gugulethu Township in November 2010 during an apparent late-night sightseeing trip organised by Shrien.
Three local men have been jailed for her murder but Shrien is accused of organising the shooting and hiring them, which he denies.
Vinod added: "It has been nearly three years, but the pain is as fresh as if she was taken from us yesterday.
"We just want Shrien to go back to South Africa and answer all the questions.
'Once we know the full story we will be able to grieve properly for Anni."

subset: commoncrawl


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The concept of "watching television," now over 70 years old, continues to evolve away from traditional, scheduled mass audience broadcasts through the ether to multi-channel delivery over wired connections. And the next stage in that evolutionary process is picking up steam.
That next stage would be cord-cutting, the practice of discontinuing linear pay TV program services in favor of Internet delivery of video in an "any time, any place, any viewing device" format. Pay TV service providers have long scoffed at the impact of cord-cutters, stating that as younger viewers mature and form families, they will return to traditional pay TV services with monthly subscription fees.
Well, the executives of pay TV service providers sound more and more like they're whistling past the graveyard these days. In a recent story on the eMarketer Web site, 60% of U.S. respondents to a study conducted by market research firm AYTM stated that they still had a pay TV subscription to go along with their broadband service.
However, another 23% of Internet users said they had dropped their multi-channel video service, while 17% responded that they didn't have any TV service at all. The combined 40% who either cut the cord or don't watch pay TV is the highest number I've seen to date in surveys of cord-cutting trends.
A Leichtman Research Group study conducted back in March found that 27% of U.S. adults watched videos on non-TV devices every day and more than half of survey respondents did so on a weekly basis. AYTM's study dug a bit further and discovered that found that 29% of respondents watched YouTube videos at least daily in May, and more than half of respondents did so more than once a week.
According to AYTM, over half of cable TV viewers said they watched less than half of the channels available via their subscription and 74% said they would prefer to choose individual channels rather than paying for a whole bundle. Until recently, there was no chance of a la carte channel pricing, but broadband video channels are now providing that option.
Not surprisingly, the most popular broadband video service is Netflix. Leichtman's numbers showed that 22% of respondents stream Netflix content weekly, up from 4% in 2010. That is an incredible growth rate and the main reason why Netflix' subscriber base is rapidly closing in on 30 million customers.
The controversial Aereo DTTB-to-Internet service, which recently launched in Boston, has plans to expand to several other cities this year. But the end game may not be broadcast TV redistribution after all.
According to a story on the Advanced Television Web site, Aereo boss Barry Diller's game plan is to break up controlled, centralized video distribution systems (broadcast, cable, satellite, and fiber) and move all content to Internet delivery. Diller was quoted in the story as saying, "The more you can get all forms of video over Internet Protocol; the better off the world is going to be."
Let's ignore some of the logical and technical fallacies in that statement and see if this goal is even realistic. You may be surprised to learn that true high-speed broadband service is only available to a relatively small percentage of the population. An FCC study published last year said that less than 10% of U.S. households could count on sustained data rates of 2 – 3 megabits per second all day long.
Ironically, broadband speed enhancements are largely coming from pay TV system operators, who may be shooting themselves in the foot as they try to keep up with Verizon and Google Fiber: Speed up broadband service, and you speed up the exodus from pay TV subscriptions to Internet-only services as consumers try to cut their ever-escalating monthly bills.
Advanced codecs like H.265, which promises a 50% bit rate reduction over H.264 and which will start to roll out next year, will only hasten this process as consumers fully embrace "anytime, anywhere" Internet video. Abandon ship!
Posted by Pete Putman, June 4, 2013 7:10 AM
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About Pete PutmanPeter Putman is the president of ROAM Consulting L.L.C. His company provides training, marketing communications, and product testing/development services to manufacturers, dealers, and end-users of displays, display interfaces, and related products.
Pete edits and publishes HDTVexpert.com, a Web blog focused on digital TV, HDTV, and display technologies. He is also a columnist for Pro AV magazine, the leading trade publication for commercial AV systems integrators.
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Do you have $10,000 lying around. You do? Well then you can take the very same vacation Michelle is taking this week.
Because a mere ten grand – at a minimum, however – would cover your economy class flight and a awe-inspiring four night/five day stay at the incomparable Hotel Villa Padierna in Marbella, Spain, plus miscellaneous costs.
Of course, you wouldn't be taking a round-the-clock squadron of Secret Service agents and incurring the other costs that go with being a traveling first lady. One estimate today of the tab to taxpayers put the price well over $300,000.
You don't need anything more than a little mace for protection. So grab your daughter and let's get you started on your trip.
With regard to your air travel costs, choosing flights is a balance between the amount of time it takes to this Spanish outpost and the price tag. So I've tried to find flights that won't take you, like 24 hours, but won't bust the budget either! Won't bust somebody's budget, at least.
I found a great flight for you out of Washington Dulles International Airport that departs at 5:30 pm on Tuesday, August 24. Now, you don't happen to be traveling on Air Force 2, so you'll have to make a stop.
The first leg of the trip via United Airlines gets you to Madrid. From there, you'll hope a Spanair flight to Malaga, Spain, where you land Wednesday at 1o:05 am local time. You will then need to rent a car for the drive to the hotel in Marbella and to assist in your sightseeing.
Total flight time is 10 hours and thirty five minutes.
On your return, things won't be quite so easy. You'll fly out of Malaga on Aer Lingus to London, but then you will have to sit tight for four hours before boarding a United flight back to Dulles. Total time is 15 hours and six minutes
The total flying adds up to $2,887.80 for you and the kid, including taxes and fees, and assuming you don't take the "Travel Protection Plan" (You know your going!). It's a steal, I assure you. If you don't look carefully and be persistent you'll be at $7,000 and up round trip.
We've found a lovely room for you and mini-you at the hotel. Even though we know Michelle is staying in the nicest suite possible, let's be conservative and book the second nicest, The Theater Suite, which is described as a "two Bedroom two room Suite" with a "Resort view." For four nights, the tab will unfortunately come to $4,745, so do use that resort view.
The other miscellaneous costs always add up. You know what it's like on vacation, you just spend, spend, spend. Let's assume modestly that you partake in ONE overpriced hotel activity, the "Bliss Spa For Two" package at the soothing Thermae Spa. That's $372, please.
The car you'll be tooling around in, just a mid-size, will cost you $600. And I think it's fair to assume $300 in daily expenses for you and the daughter – restaurants, tipping, shopping – for four days (arrival and departure days each counting half) for a total of $1,200. Oh, and you parked your own car at Dulles for six days. That's $102.
You won't have to pay to put the dog in a kennel since you've left your husband at home, and if he goes to Chicago or something, apparently the dog goes too.
So we're at $9,906. Add in that moment on every vacation where you say, "What? That wasn't included?" and we're at $10,000.


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March has seemed like such a long month compared with January and February! Not in a bad way, but when I think about some of the things I did at the beginning of the month they seem like at least half a year ago. Here are March's highlights:
- Brunch with Alice at Fettle Cafe
- A visit from Noel and a great night in watching Monty Python and the Holy Grail, which I've never seen before and which made me snort with laughter in quite a few places
- Two trips to the theatre! The first to see War Horse which was my Christmas present from Paul. It was absolutely amazing, so atmospheric and the puppets blew me away, I couldn't believe how lifelike the horses were. They were never completely still, all the time they were breathing, flicking their tails, pawing the ground. Just incredible. Then a week later Paul and I went to see Tim Vine - a totally different experience, he is absolutely bonkers.
- Snow, snow and more snow. I used to say that I hated snow but let's be honest, last time we had proper snowfall I was more likely to be going out wearing unsuitable footwear and not enough layers. This time we had a real flurry and I loved walking to work in it, the excuse to dig out my floral wellies, enjoying the hushed feel of the morning.
- Fancy hot chocolate with my sister at Hotel Chocolat
- An afternoon in York with my best friends, having lunch and shopping
- Lunch with my dad and the tiny glass elephant he gave me... A treasure 💓
- Shopping for and collecting my first wig and getting a little bit of myself back - I wrote more about my experience here
And here's what I read in March...
The Mermaid and Mrs Hancock by Imogen Hermes Gowar
The Mermaid and Mrs Hancock tells the story of Jonah, a widowed merchant in the 1700s who unexpectedly acquires a mermaid. His new possession makes him rich and famous and steers him from a humble existence to high society and a world of opulence and debauchery that he's never experienced before. At a party he meets Angelica Neal, an accomplished courtesan, and from then their lives are linked.
It took me a good long while to get through this one which is usually a sign I'm not enjoying a book as much as I thought, but I really liked it. I was pulled in straight away by the premise and the language in this book is so mesmerising, both the way the characters speak and the descriptions of the setting. It's really beautifully written and an impressive debut. I loved the historical setting too. The mermaid is less a central character than I expected from the blurb and more of a background influence, but it worked really well especially because Jonah and Angelica are already accompanied by a cast of vivid characters; his niece Sukie, the maid Bridget, Angelica's former madam Mrs Chappell, and Polly, a black prostitute working for her now. In fact, the novel is really driven by its women characters. Not quite 5 stars because some of their stories were left unfinished (especially Polly) and it almost seemed a shame to include them and not tie everything up - but then it's already 500 pages long!
Everything I Know About Love by Dolly Alderton
This was definitely a case of 'instagram made me do it' but I don't regret it one bit. Dolly Alderton has written such a wonderful thing with this ode to friendship, family, teenage romance and relationships, I read it cover to cover in the space of one evening.
There's a chapter at the beginning about talking to boys on MSN that made me giggle so much, I knew exactly where she was coming from and I want to recommend it to all my friends just for that part to be honest because we were all the same. But there was something to relate to all the way through as Dolly takes us through her life (apart from the bits about heavy drinking and drug use at university - I don't begrudge anyone their experimental phase but she lost me a bit there) and it was both funny and very moving. You should read it.
The Children of Men by P.D. James
Holy snooze-fest Batman. Seriously, this one was way oversold to me. To be fair the person who I heard about this from was telling me about the film but I thought I should read the book first, only now I'm wondering whether this is one of those rare cases where the film is actually better. I'm not sure whether P.D. James had completely made her mind up what angle she wanted to take with this novel: it started off as an interesting commentary on a world without children and ended up as a story about the abuse of power. For me personally I would have been more interested in the societal stuff, plus I never felt the tension I think was intended. One of the poorer dystopias I've read, which is a shame as the general concept is so interesting.
Let Me Lie by Clare Mackintosh
Last month I wrote a five stars reads prediction post (click here to read it) in which I predicted that I would give Let Me Lie five stars. I was right! This was soooo good. I will forever read anything Clare Mackintosh writes, she is just amazing. That's all I'm going to say on this one because as with any thriller I think it's best to go in blind, but definitely pick this up if you're looking for a good crime novel.


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Speaking Notes
System Safety Society - Canada Chapter's Springtime Symposium
Kathy Fox, Board Member
10 June 2010
Check against delivery
Click here to see PowerPoint Presentation [4576 KB]
Slide 1: Title Page
Good morning, and thank you for that introduction.
It's a pleasure to be here and present on Systems to Manage Safety. My presentation will focus on the challenges in implementing a system to manage safety viewed from a management perspective.
Slide 2: Outline
First I will briefly review how my own thoughts about accident causation and prevention have evolved and why some of the traditional approaches to managing safety are changing.
Using examples from Transportation Safety Board investigations, I'll outline some of the lessons to be learned about organizational drift, employee adaptations, hazard identification, and incident reporting. Then I'll discuss how a Safety Management System (SMS) can help reduce risks, provided that it is effectively implemented.
Although I'll mainly be citing examples from the aviation sector, many of the principles, processes, and lessons learned are transferable to other industries.
Slide 3: Early Thoughts on Safety
My whole career has been about practicing safety: as an air traffic controller, as a commercial pilot, as a flight instructor and a pilot examiner. At the Transportation Safety Board (or TSB), I and the other Board members review accident investigations, analyze safety deficiencies, and make recommendations to help regulators, operators, and manufacturers reduce the risks.
Early in my career, though-and this may seem odd-I didn't often think about what the word "safety" really meant. I was taught-and I believed-that things would be "safe" as long as you followed standard operating procedures. Don't break any rules, make sure the equipment isn't going to fail, pay attention to what you're doing, and don't make any stupid mistakes.
This belief-that accidents only happened to those who didn't follow the necessary steps-persisted even after I became responsible for investigating Air Traffic Control incidents. When things went wrong, be it a loss of separation or some other incident, we often attributed causes merely to "not following procedures" or "loss of situational awareness". We didn't always look deeper, and search for the "whys".
Slide 4: Safety Does Not Equal Zero Risk
When I became Director of Safety and Quality, responsible for implementing a safety management system for the then-recently privatized Canadian Air Navigation Services provider, I started explicitly thinking, and speaking, about "risk management versus safety" and I realized that "safety" doesn't actually mean "zero risk".
Slide 5: Balancing Competing Priorities
Many companies claim that "safety is our first priority", but there's plenty of convincing evidence to suggest their top priorities are really "customer service" or "return on shareholder investment." That being said, there's no getting around the fact that products and services have to be "safe"-especially if companies want to stay in business, avoid accidents and costly litigation, and maintain customer confidence and a competitive advantage.
Organizations, therefore, must balance competing priorities, and manage multiple risks: safety, economic, regulatory, financial, environmental, technological-to name just a few.
Some of my greatest insights came from studying under Dr. Sidney Dekker, Professor of Human Factors and Flight Safety and Director of Research at the School of Aviation at Lund University in Sweden.
Professor Dekker maintains that:
Safety is never the only goal: organizations exist to provide goods and services and to make money at it;
And because there's never just one goal, people have to reconcile these goals simultaneously: for example, efficiency versus safety;
Moreover, safety isn't automatic. People have to create it, through practice, at all levels of an organization.
However, the pressures of production influence people's decisions. For example, investigations and case studies often reveal how factors such as the emphasis on productivity and cost control can result in trade-offs, which inadvertently contribute to the circumstances that can lead to accidents.
Slide 6: Sidney Dekker: Understanding Human Error
Immediately following an accident, people on the street and news media want to know if it was caused by "mechanical failure" or "human error".
Dekker is also pretty clear about what we refer to as "human error".
It is not, he insists, a cause of failure. Rather, human error is the effect, or symptom, of deeper trouble. Human error is not random. It is systematically connected to features of people's tools, tasks and operating environment.
Slide 7: Why Focus on Management?
So, that leads in to why we should focus on management.
Moreover, management decisions have a longer term effect.
Mostly, though, it's because managers create the operating environment. They provide the tools, the training, and the resources required to produce goods and services. Managers also establish and communicate goals and priorities.
But here is the problem:
Given the constant need to reconcile all these competing goals and priorities, and given the uncertainties involved in assessing safety risks, how can managers recognize if-or when-they are drifting outside the boundaries of safe operation?
Slide 8: Drift
Because drift is normal. It may not be ideal, but it happens. Because we're human.
Drift is generated by normal processes of reconciling differential pressures on an organization (efficiency, capacity utilization, safety) against a background of uncertain technology and imperfect knowledge.(Dekker 2005:43)
Typically, drift is fuelled by the twin pressures of scarcity and competition. Without knowledge of where the boundaries actually are, people don't see the drift-and thus they don't do anything to stop it.
Drift into failure is about the slow and incremental movement of systems operations toward the boundary of acceptable performance. The question, though, is how far you can safely drift before...
Slide 9: Drifting Into Failure
Slide 10: Organizational Drift
Even with the best of intentions, it's very possible for organizations to develop policies and procedures aimed at mitigating known safety risks but which then subsequently erode under production pressures. The following case provides a concrete example:
In 2004, an MK Airlines Boeing 747 on an international cargo flight crashed during take-off from Halifax International Airport. Why? Because the crew inadvertently calculated performance data for take-off using a lower aircraft weight from a previous leg. This resulted in incorrect take-off speed and a thrust setting too low to enable the aircraft to take off safely, given its actual weight.
The TSB's conclusion? Crew fatigue likely increased the probability of errors in entering and calculating takeoff performance data. That same fatigue, in combination with the dark take-off environment, also degraded the flight crew's ability to detect these errors.
Slide 11: Organizational Drift (continued)
So, "human error," right? But why? How did this happen? Well, it started with good news: the company was experiencing significant growth. That combined with their recruitment strategy, however, led to a problem: a shortage of flight crews.
What was the company response? They gradually increased the maximum allowable duty period from 20 hours (with a maximum of 16 flight hours) to 24 hours (with a maximum of 18 flight hours) and reduced the number of pilots in the flight crew from 4 to 3. At the time of the accident, this particular flight crew had been on duty for almost 19 hours and, due to earlier delays experienced, would likely have been on duty for approximately 30 hours at their final destination had the remaining flights continued uneventfully.
The TSB investigation revealed that the company's crewing department routinely scheduled flights in excess of the 24-hour limit. This routine non-adherence to their own operations manual contributed to an environment where some employees and company management felt it was acceptable to deviate from company policy and/or procedures-so long as it was considered necessary to complete a flight or a series of flights.
Sociologist Diane Vaughan has also defined this as the "normalization of deviance." In other words, when deviations from a standard are institutionalized so that they, in effect, become a new standard.
Slide 12: Organizational Drift (cont'd)
Drift is particularly hard to spot from inside an organization because... well, because incremental changes are always occurring. In fact, drift is usually only visible-to outsiders-after an adverse outcome (such as an accident), and primarily thanks to the benefits of hindsight.
So although nothing can prevent drift, you can find ways to try to identify it.
Slide 13: Safety Management Systems (SMS)
SMS is an internationally recognized management tool intended to help with this. Although individuals routinely make decisions about risk, SMS takes an organizational approach, by making the pro-active identification of hazards and risks, and the management of those risks, part of everything a company does. A well-functioning safety management system integrates sound risk management policies, procedures, and practices into a company's day-to-day operations.
Put simply, SMS can help organizations find trouble before trouble finds them. SMS can help companies foresee what might go wrong so they can take pre-emptive action.
Slide 14: Evolution of SMS
SMS was first introduced in the 1980s, in the chemical industry, before it gradually migrated to other safety critical industries. In many cases, the motivation for adopting SMS was prompted by tragic, high-profile accidents and the realization that organizations needed to find a better way to prevent such occurrences. In terms of its "intellectual pedigree", SMS has evolved in part from research into high reliability organizations, strong safety culture, and organizational resilience.
Slide 15: Why change?
Some people are skeptical about whether SMS works. They see it as a form of deregulation or self regulation-which it is not. And understandably, many companies may find it challenging to implement a SMS. But there's good reason to make the switch, starting with the fact that the old methods aren't particularly effective.
Let's look at the traditional approach which, as I've already mentioned, is very much the way I was taught early in my career: follow the SOPs, don't break the rules, pay attention, and don't make any stupid mistakes.
But just because you've complied with the regulations doesn't make things safe. Regulations don't always cover every situation, and they're certainly not flexible enough to help with rare or unforeseen circumstances.
And being reactive? Remember that old saying-"an ounce of prevention is worth a pound of cure". All too often, steps taken following an accident have only addressed the symptoms rather than the underlying safety deficiencies.
Then there's the philosophy of "blame and re-train," which is perhaps the most common approach: "Punish the person who messed up. They'll quickly learn not to do that again."
But here's the irony: criminalizing human error can actually have a detrimental effect on safety. Sidney Dekker's book, Just Culture, explores this. When a professional mistake is put on trial, he says, "rather than investing in safety improvements, people in the organization or profession invest in defensive posturing... Rather than increasing the flow of safety-related information, legal action has a way of cutting off that flow."
Slide 16: TSB Mandate
Before I share some further examples from TSB investigations, let me tell you about our mandate.
The goal of the TSB is to advance transportation safety in the air, marine, rail and pipeline modes. We are not a court, and we do not assign fault or determine civil or criminal liability. We aren't a regulator, and we don't have powers of enforcement.
During an investigation, TSB investigators identify safety issues by assessing the technical, operational, and human factors related to an occurrence. They then determine what the unsafe acts and conditions are, as well as any other underlying factors that might have an influence on safety. From there, they assess the risks and analyze the defences in place, as well as any other existing risk-control options.
The TSB notifies the industry and regulators as soon as possible when significant safety risks are found. The Board issues recommendations to handle more difficult, systemic issues.
Slide 17: TSB Reports
Keeping in mind our mandate, we have, over the course of numerous investigations, observed some recurring causes and contributing factors even in those organizations with an SMS. These include:
- Employee adaptations
- Inadequate risk analysis
- Goal conflicts
- Not heeding "weak signals"
Let me give you some examples.
Slide 18: Employee Adaptations
There is frequently a mismatch between written procedures specifying how work should be performed, and how work actually gets done. This difference can cause problems.
Why does it happen? Think about it in the context of limited resources: Faced with time pressures and multiple goals, workers may be tempted to create "locally efficient practices" for one very simple reason: to get the job done.
Accident investigation reports sometimes refer to these as "violations" or "deviations from SOPs". But let's look at this in a different light. Dekker says: "Emphasis on local efficiency or cost-effectiveness pushes operational people to achieve or prioritize one goal or a limited set of goals... (that are) easily measurable... whereas it is much more difficult to measure how much is borrowed from safety. Past success is taken as a guarantee of future safety. Each operational success achieved at incremental distances from the formal, original rules can establish a new norm...Departures from the routine become routine...violations become compliant behavior."
These kinds of departures-these "employee adaptations"-can inadvertently sabotage safety.
Slide 19: Employee Adaptations
Let's look at a practical example of this, and what can happen as a result.
On November 11, 2007, a Global 5000 business jet touched down seven feet short of the runway in Fox Harbour, Nova Scotia. The subsequent TSB investigation revealed that the operator endorsed a practice whereby flight crews would "duck" under visual glide slope indicator systems to land as close as possible to the beginning of the relatively short runway. Previously, the crew had flown in to this same airport in a Challenger 604, and they were still adjusting to the larger Global 5000. As such, they were unaware of two key factors: the Global's eye-to-wheel height, and the fact that the Visual Glide Slope Indicator in use at Fox Harbour was not suitable for that type of aircraft.
Slide 20: Aircraft Attitude at Threshold
In this occurrence, the manufacturer had recommended procedures for the Global 5000's flight profile and handling techniques. This included crossing the runway threshold at 50' above the runway. The crew, however, flew the same profile they had flown on previous flights, without taking into consideration that the Global 5000 aircraft was bigger than the Challenger 604.
In other words, they misjudged their height and did not recognize that they were too low.
But employee adaptation wasn't the only factor that led to trouble. The company had introduced a pretty substantial equipment change-a new and bigger aircraft-without carrying out an effective risk analysis, first. As a result, they did not consider all the operational impacts of this change or how the company endorsed practice of "ducking under"-that is, the employee adaptation-could impact safety.
Slide 21: Goal Conflicts
As I mentioned earlier, a recurring factor in many accidents is goal conflicts. Getting something done cheaply, for example, versus getting it done as safely as possible.
Tension between any two goals can prompt deviations from sound risk management practices.
In 2006, a locomotive, pulling a loaded car of lumber, derailed while descending a steep grade near Lillooet, British Columbia, killing two crew members and seriously injuring a third. The locomotive was equipped with standard pneumatic air brakes, but was not equipped with the "dynamic brakes" commonly used in steep mountainous terrain.
Previously, locomotives running along this route had been equipped with both types of brakes. Prior to this occurrence, however, the railway company had re-assigned these locomotives for business reasons. Getting trains safely through that type of terrain, however, required locomotives equipped with dynamic brakes. In this case, a business decision, made without first conducting a thorough risk analysis, led to tragedy.
Slide 22: Weak Signals
Weak signals are another recurring factor.
In 2007, for example, a medical evacuation flight crashed in Sandy Bay, Saskatchewan, killing the pilot in command. The subsequent TSB investigation found that the crew of two pilots was unable to work effectively as a team to avoid, trap, or mitigate errors and safely manage the risks associated with the flight. As our lead investigator at the time put it, "This crew did not employ basic strategies that could have helped prevent the chain of events leading to this accident." This lack of coordination can be attributed in part to the fact that the crew had not received crew resource management (CRM) training.
Previously, there had been numerous "crew pairing issues" with respect to this crew. The company's management knew about this, although they were unaware of the extent to which these factors could impair effective crew coordination.
In fairness, it's hard to have as much context as you'd like, sometimes-and it's almost impossible to know the full extent and implication of any single event. For instance, are one or two reported problems just that-isolated conflicts or hazards-or are they evidence, warning signs of a dangerous trend?
The answer is we don't always know. By nature, "weak signals" may be insufficient to attract the attention of busy managers, who often suffer from information overload while juggling competing priorities under significant time pressures.
Slide 23: SMS: Incident Reporting
One way to amplify "weak signals" is by collecting and analyzing incident reports. Incident reporting is critical to a successful SMS. This, of course, leads to the obvious question, "What's a reportable incident?"
Traditionally these have been defined as "events that result in adverse outcomes."
But what if no one crashed? What if it was "only" an error, or a so-called near miss? Organizations that define a reportable incident too narrowly risk losing key information about events that could indicate potential system vulnerabilities.
In his book Forgive and Remember: Managing Medical Failure, Charles Bosk cautions that dangerous "near-misses" are, as a rule, only appreciated as harbingers of disaster after a disaster. Until then, as highlighted in the Sandy Bay occurrence, they remain weak or missed signals.
However, no matter how much information you have, it's only useful if you know how to analyze it. And many organizations simply have limited resources available to analyze reports, keep track of deficiencies, and identify patterns. Sometimes, much to our dismay, the one person who is best positioned to identify and act on a known hazard is stretched too thin, or focused on other priorities.
Slide 24: SMS: Incident Reporting (continued)
For argument's sake, however, let's assume that your company has enough people-and that you have enough of the right people. How much information, and what kind of information, should they have?
Merely counting errors doesn't necessarily generate any meaningful or relevant safety data. Furthermore, measuring performance based solely on error trends can be misleading, as the absence of errors and incidents does not imply an absence of risk.
Another key aspect is the kind of processes and structures that an organization will need to support incident reporting. Will it be voluntary or mandatory? Will the system identify reporters, be confidential, or anonymous? To whom will the reports be submitted? Are reporters susceptible to discipline?
The consensus, according to Dekker and Laursen, is that fear of retribution hampers peoples' willingness to report. Conversely, non-punitive systems generate more reports-and by extension, more learning-because people feel free to tell about their troubles.
Dekker and Laursen also note something interesting: It turns out that the main reason operators make reports isn't the lack of retribution, but rather the realization they can "make a difference." Dekker and Laursen also note the importance of reporting to an operationally knowledgeable safety group, which in turn helps the reporter make sense of performance and context in which the incident occurred.
Slide 25: TSB Reports
Of course, there were other contributing factors noted in a review of TSB accidents involving companies with or developing an SMS. Some are noted on this slide. From a management perspective, note in particular the potential impact of organizational transitions, short-staffing, inadequate supervision, and lack of training.
Slide 26: Implementing SMS: What Works
Interviews with operators who have experience implementing SMS provides some insight into what worked for them.
Leadership. Not just on paper, but real commitment, from all levels of an organization.
Less paperwork. Informants emphasized the importance of creating simple but effective processes and tools that would really be workable in their organization. Once people started using these processes and tools and began seeing the benefits, this reinforced and tended to spread their use throughout the organization.
A sense of ownership by those involved in implementing and applying SMS. In other words, let employees see that they can make a difference, and they will.
And finally, individual awareness-by everyone-that safety isn't just an add-on, after the fact, but rather, that it must permeate all aspects of doing business. People at all levels need to approach their work thinking ahead about what might go wrong.
Slide 27: What Doesn't Work?
Here's a list. In particular, overly bureaucratic processes and documentation, which have been developed without consideration of, or input from, the end-user and with no perceived benefit, will not be used.
Slide 28: Lessons Learned
As TSB occurrence data has shown, goal conflicts, employee adaptations, and drift are naturally occurring phenomena in any complex organizational setting and regularly contribute to incidents and accidents. Organizations implementing SMS can and should learn from these occurrences since they also demonstrate patterns of accident pre-cursors (e.g. not thinking ahead to what might go wrong, not having an effective means to track and highlight recurrent maintenance or other safety deficiencies, and insufficient training and/or resources to deal with unexpected events).
Slide 29: Benefits and Pitfalls
Implementing SMS is not a panacea against accidents. There is, however, a lot of evidence to show that SMS has a positive impact on the way organizations make decisions and manage risk. In particular, some organizations have adopted more formal, structured approaches to searching for and documenting hazards (i.e. a "mindful infrastructure") causing their decision-making criteria to shift conservatively. By implementing such process changes, thinking about what might go wrong becomes part "of the way people go about their work" and "part of (that) organization's culture".
SMS allows organizations to receive more reports from employees about 'near misses', events they would not have heard about previously, but only when employees feel "safe" to report and confident that their reports will be acted upon. These reports can help organizations to identify "drift" and the "boundaries of safe operation". Amplifying 'weak signals' and self-auditing their safety management processes continues to be a challenge but will likely improve as companies gain more experience and their SMS matures.
Slide 30: Conclusion
SMS is only as effective as the organizational safety culture in which it is embedded. SMS won't take hold unless there is a strong underlying commitment and buy-in to safety. But just wanting operations to be safe won't create safety, not unless this commitment is also supported by 'mindful' processes such as formal risk assessments, increased reporting, tracking of safety deficiencies and effective follow-up. While these process changes can stimulate changes in culture, they will only be sustainable in the long term if they are seen to add value.
This has important implications for the successful implementation of SMS:
- Organizations must recognize that it will take unrelenting commitment, time, resources and perseverance to implement an effective SMS.
- Regulators must be sensitive to the challenges companies face as they transition to SMS, and diligent in how they conduct compliance and safety oversight activities. Based on the experience to date, there is a risk that some short-sighted companies will take a minimalist, bureaucratic, or checklist approach to adopting SMS and yet believe they are 'safe' because they have a 'compliant' SMS.
- Inadequate policies covering the use of safety data (e.g. for litigation or enforcement purposes) and increased criminalization of human error will discourage open reporting, a key component of an effective SMS.
- And accident investigators should continually strive to uncover the contextual drivers that influence decision-making, goal conflicts, employee adaptations and 'non-compliance' with formally documented rules, procedures and safe practices to facilitate organizational learning and effective follow-up after an occurrence.
Slide 31: Watchlist
Back in March, around the same time the TSB turned 20, we issued our Watchlist.
We did it because time and again, our investigators have arrived at the scene of an accident to find the same old safety issues-unresolved issues-that remain in need of attention.
Of these issues, we singled out nine that pose the greatest risk to Canadians.
Two of these nine are what we call multi-modal: that is, they don't apply solely to air investigations, or to marine, or rail or pipelines. SMS is one of them.
The Board will continue to monitor the implementation and regulatory oversight of safety management systems in the transportation industry and share our findings with regulators, industry and Canadians.
Thank you very much for your attention. I'd be happy to take a few questions at this time.
- Date modified:


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To counter the widespread foodservice perception that frozen pasta costs more than dry, showing restaurant operators that factors like labor, waste and time spent preparing dry pasta often negated the cost-per-case comparison.
We created a video to drive the story of the benefits of using frozen pasta versus dry, which was housed on a landing page with a lead generation form. Viewers were offered a strong CTA of a chance to contact Marzetti® for a custom cost comparison of their dry pasta versus Marzetti Frozen Pasta®. The landing page and video were featured on a variety of paid media advertisements, from display ads to custom targeted emails.


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Brie Bella has reportedly started working towards a potential WWE comeback. The 33-year old former WWE Divas champion revealed on The Bella Twins YouTube channel that she's been given the go-ahead to start her exercise regime, given the fact that she just gave birth to her first child a couple of weeks ago.
Brie to begin her journey on possible WWE comeback
Brie addressed a possible comeback to the squared circle in the video, whilst asserting that she now has the doctor's consent to steadily initiate her journey toward optimum fitness levels.
"Now I'm just going to kind of take you guys on the journey of myself getting back in shape, getting my abs back, and hopefully getting back in shape to get back in that ring someday soon. Maybe not very soon, but definitely soon," Brie said.
Brie Bella, whose real name is Brianna Monique Danielson, competed in the WWE from 2007, with a brief stint in the indie circuit from 2012-13, until last year when she announced that she'd be stepping away from the sport.
She gave birth to her daughter Birdie Joe Danielson on May 9th and announced the news with her husband, SmackDown Live General Manager Daniel Bryan.
Brie Bella is now recuperating from her labor and has promised fans a WWE comeback down the road. For the time being, fans can catch Brie, her sister Nikki, husband Daniel Bryan and John Cena on the Bella Twins channel, besides several mainstream entertainment/social event appearances.
Well, Brie sure is ready to go Brie Mode! It's great to see her eager to get back into the weight-room sooner rather than later.
It would be impractical to expect her to return to the ring in the next few months. However, we mustn't rule out a Brie Bella return to the WWE ring a couple of years from now.
Brie is not ashamed of her postpartum belly
Brie Bella gave birth to her beautiful baby girl Birdie Joe Danielson a little more than two weeks ago. She's documenting her journey with motherhood every step of the way on social media. In a recent selfie, the Total Divas star posted a photo of herself proudly showing off her body next to gym equipment.
"17 days since I've given birth and I have zero shame in my postpartum belly!! Graced with some stretch marks and 20 more pounds to lose, I'm finally able to start a little cardio. Join me on my journey to getting back my pre-pregnancy body. It's gonna be a long road but I'm ready," Brie mentioned.
Brie has been posting about her new life with her little bundle of joy on Instagram for the world to see and last week was no exception. She shared a selfie after breastfeeding her firstborn.
"Breastfeeding…literally my most favorite thing ever but wow it's exhausting. I wouldn't change it for the world," Brie wrote.
Photo courtesy: GageSkidmore/Flickr
ALSO READ: John Cena return date to SmackDown Live revealed


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Looking for a garage in the NYC area
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Looking for a garage in the NYC area
As the subject says, I'm located out in Queens/Inwood pretty much on the border, looking for something local, possibly storage also as I'm expecting a bit of down-time on the vehicle once work starts
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"Stop should-ing all over yourself." Ever heard that one?
It's not original, but it's a statement I jokingly use often. If you could eliminate one word from the English language, what would it be?
My word: SHOULD.
I can imagine many scenarios where the word should comes in handy. "I should brush my teeth, lest they rot out of my head." But, even in those cases, do we really need it? (Pause here, people . . . breathe . . . ask again: do we?)
The problem with using the word should is that it's almost always accompanied with a heaping dose of guilt and/or shame. It waves guilt and shame into the club, often breezing them by the bouncer like Harry Potter under his magic "you can't see me" cloak. Who invited those guys anyway? Right, I remember. Should did.
I'm not okay with this.
Here's my biggest argument against the word should – it's not truthful. There are better ways to say what needs to be done that don't incite an influx of non-productive emotions. Before we continue leading ourselves down a rabbit hole of bleh and meh, consider that the word should isn't true. "This should happen, this shouldn't happen, I should do this, I shouldn't do that." Really? Really?????
When we use "should," we are setting ourselves up for a mental conflict. Who needs that? Maybe you, but count me out, homeslice.
Let's use this example: "I should practice 3 hours per day." Okay, fine, maybe you should. But, what happens if you don't ACTUALLY practice 3 hours a day? Yuck, now you're trapped in a weird place where your thoughts told you one thing and you did another. You screwed up. That sucks. And, how do you feel when you say "I should," or "he/she should?" Do you feel joyful? Be honest, you probably don't. (Hello guilt, shame, anger and blame, you dear old friends, nice to see you again! Who let you in?)
Isn't it more honest to use an if/then statement?
Going back to our example, how about instead saying, "if I practice 3 hours a day, then I'll get better faster." Now we have some truth going on, and a place to start working that's based in honesty without an extra-thick-gross layer of emotional funk slathered on top. (Funk – the bad kind, not the good kind in this instance! Good funk, click here.)
Other not-helpful and helpful ways to say things:
"This should be easy." Well, if it were easy it would be. If it's not easy, it's not, so . . . okay. A more honest and helpful viewpoint: "This doesn't feel easy. Yet. And someday it might, but right now it doesn't. And even though it's not easy, I can work on it and it can get better."
"My voice should sound different than it does." Should it? No, it shouldn't. It sounds the way it sounds right now. Use something like this instead: "My voice sounds or feels like it does, and I'm having an emotional reaction to it." Leaving the "should" out of the statement helps eliminate judgement and comparison in this case. AND, by not judging your voice there is more mental/emotional room to get help or experiment with other sounds.
More love, not less, please.
When are used to shaming and guilting ourselves regularly, "should" is a good friend. It gives us the opportunity to pile more grossness into our emotional lives, and therefore maintain the cycle of self abuse. I get it, I was a master of cyclical self loathing at one point in my life. All I'm pointing out is that "should" is a set-up, and if we eliminate it we can let more love in.
The practice is to notice it.
Listen closely for the word "should," and see where you are using it. If you tell yourself to listen for it, you'll hear it in your self talk, from your own mouth, and from others' mouths. Be gentle on yourself and just notice where you are say it, then replace it with something more helpful and honest. This is a practice, and empowerment will be the result.


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- Calories 320
- Caloriesfromfat 28%
- Fat 10.1g
- Satfat 1.3g
- Monofat 4.9g
- Polyfat 3g
- Protein 13g
- Carbohydrate 46.1g
- Fiber 3.1g
- Cholesterol 19mg
- Iron 2.2mg
- Sodium 361mg
- Calcium 59mg
Black Rice, Spinach, Salmon, and Mango Salad
There are many types of black rice on the market in a range of textures. Look for a chewy-textured variety, such as Forbidden Rice by Lotus Foods.
How to Make It
Rinse rice, and drain well. Cook rice in boiling water 35 minutes or until al dente; drain. Cool.
Heat a nonstick skillet over medium-high heat. Coat pan with cooking spray. Add salmon; cook 3 minutes on each side or until fish flakes easily when tested with a fork or until desired degree of doneness. Cool; break into bite-sized pieces.
Combine juice and next 4 ingredients (through garlic) in a large bowl, stirring well with a whisk. Gradually add oil to juice mixture, stirring constantly. Add rice, mango, tomatoes, onions, pepper, and spinach; toss gently. Place 1 cup rice mixture in each of 6 bowls; top each with 1 ounce salmon.


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Happy New Year !
I'd like to start off by welcoming you to the first post of 2014 ! I hope you and yours had a wonderful New Year and a prosperous year to come !
I'd also like to ask you to consider taking a second and signing up for my e-mail newsletter that I'll be sending out the first of in the very near future. By doing so you'll be kept up to date with my latest activities, adventures, specials, announcements, and not to mention some of my favorite photos delivered right to your inbox that you may have missed. So if you wish to do so, just enter your name and email address below, and we promise not to share or spam you :) Thanks !
The Lights of Commonwealth Avenue
It's a New Year with all sorts of new possibilities!
It was a freezing night in Boston and I found myself in 4 layers of clothes, including my overcoat, wandering the night streets of the New Year. After sliding around for a bit on the frozen Public Garden Pond and checking out all the amazing ice sculptures, I made my way down to the world renowned Commonwealth Avenue, or as most know it here as Comm Ave. I've seen it many a time, and walked down it equally, but tonight it just seemed a little more special. So after impatiently waiting for my chance and the right time for the shot while I could still feel my fingers, I realized I overlooked an element and had to wait for yet another opportunity and hope my fingers wouldn't give out on me in the meantime. A long few minutes later, I had my shot, and it was off to Finagle a Bagel to warm up, grab a bite, and rest up for the rest of the night. So I hope my you enjoy my first posted photo of 2014, and the many more to come!
The beautiful lights of one of the most famous and renowned streets of Boston, Commonwealth Avenue.
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August 6th, 2017
Another update.
I always say to Felix that time goes by way too fast. I've never noticed it as much as this year.
I've been meaning to write here on my blog multiple times in the past week, but always ended up finishing my daily amount of work late in the evening, feeling too tired to put some thoughts together.
Here is a collection of failed attempts.
First of all: we got a hedgehog!
His name is Dogy, and as of today, he is 9 weeks old.
He looks like a tiny pig. He loves that blue fish toy.
Felix had been showing me hedgehog videos for a while, suggesting that we would get one. I never really considered it, I never knew if he was serious, knowing that he has little time to spare, but eventually we were both looking up info about them, and getting one seemed doable.
We contacted multiple people looking to re-home their hedgehogs, but pretty soon we learnt that they all go quite quickly, in a matter of hours.
Last Saturday we saw that there were just a couple left for sale in Birmingham, and so we went for a 7 hour drive to pick Dogy up.
The following days went by fast, as I was driving to different pet shops to get Dogy a new cage, better food, a big wheel, a playpen, toys…
And then Thursday came. I had been invited to the Gudetama Launch in London, and so Felix and I hopped on the train to spend an egg-cellent evening meeting some really cool people.
I was introduced to the Sanrio team, and I was also given a tour of their office.
I ended up speaking to lots of people and had little time to film around, so my original idea of blogging and vlogging had to be scrapped.
At this point, on Friday, I felt like I needed to get back here as too much time was passing by, but on the same day I had to come up with a video idea, film and edit it.
I ended up trying to make a smoothie recipe for the blog, but realised it was far too simple to post. So that's another idea that didn't cut it.
Oh, and my camera completely broke. Not sure what happened, but this is how the screen froze. I removed the battery, fully charged it, hoping it was a glitch… but it wasn't. It's gone. So that's something I will need to take care of tomorrow.
Also this laptop I'm currently typing on is dying on me as well, so I will have to fix this too.
Everything happens at once, it seems.
Yesterday it was supposed to be a sunny day, and since Felix and I spend Saturdays together, we decided to drive to Camber Sands, which is less than 2 hours away.
The weather was very windy, and kept switching from rainy to sunny to rainy, but the beach was stunning, as usual.
Edgar and Maya love it there, and I do as well. The beach is so open and peaceful.
Look at all these cute houses!
I actually recorded some clips, so I may edit a video, but if I don't have enough, I may not upload it. Will see. I never know these days, haha.
Anyway, that's about it for this week. The vast majority of my time went into developing the different projects I'm working on, and the best progress we have made is regarding the winter clothing line: all the fabrics have been selected, and we managed to bring down the price (originally it was going to be very expensive); I've also changed the theme of the line, so it won't be bees anymore, and all the designs are finished, so we are currently going onto the sampling phase!
Sorry that I haven't been able to reply to your comments, just know that I always appreciate seeing you here.
How is August going for you, so far?


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Mankato Basketball Association is an all-volunteer community organization serving residents of the Mankato, North Mankato and the ISD 77 school district. Our coaches, assistants, and board members donate their time and talents to help provide athletic opportunities for the boys and girls who participate in our basketball programs. Our primary goal is to provide fair competition and a learning environment that enhances individual player development and team play.
UTE will be taking orders for Uniforms for new players to the program and 4th grade first year players along with any returning players that need a new uniform pieces DURING TRYOUTS.
Check or Credit at Time of Order REQUIRED
Returning players are not required to purchase a new uniform. Uniforms should be worn from year to year and the player numbers are managed to accommodate that.
Also please check our apparel page for link and instructions on ordering Fan Gear through UTE.
Boys and Girls Teams from 4th - 8th grade. Practices average approximately 2 times per week for 1 to 1&1/2 hours. Tournaments are either single day or two days with teams playing approximately 5-6 tournaments. Tournaments are generally in the Greater Mankato Region, Southern Minnesota and the Southern Metro Area.
$250 registration fee per player is due on or before registration close on September 14th 2018.
TRYOUTS will be at Bethany Lutheran College on September 29th - 30th 2018.
Tryout times for age groups to be determined.


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On Thursday morning last week, Oct 22, our custodian, Luigi, mentioned to me that the small statue of St. Francis that we have in our gardens was missing. I thought maybe someone had taken it indoors already. We do every Fall. However Luigi also mentioned that the flowering vines growing on the walls of our courtyard had all been ripped down. Again, I figured maybe it was just the cold weather. They probably naturally just fell off the walls.
Well, Saturday morning one of our parishioners discovered that our new statue of Mary had been stolen. I went over to discover that all that was left of Mary was the base of the statue and her feet. The 1.5 metre resin/fibre-glass statue is made in Italy and cost some $5000. I loved it because it was of a young, barefoot Mary. We had her positioned so that young children could meet here and feel close to her. The setting was quite beautiful, a small sheltered niche area in our courtyard.
The police were called and our limited security tapes were examined. We found that there was someone walking around the church several times at about 3:00 am on Friday morning. We don't have any cameras on the statue, but that's the only suspicious activity we could see. It's all be given over to the Police.
Late Saturday night the police recovered a portion of the statue. It had been seen by a parishioner (my dentist) while on a run. The statue was decapitated and the hands cut off. Ugh!! It makes me so sick and so angry. It does not seem like just kids fooling around. It feels like more than that. Considering how accessible our church is and how long our office hours are, I am concerned about the safety of our parishioners, staff and clergy at night. We are looking at increasing our security without decreasing our hospitality!
Anyways…. we move on. The insurance will cover the theft. The statue will be replaced… maybe with real bronze? But the emotional shock is still great. Pray for us and for the person who did this. If only they knew that they are worth more than a million statues. Hopefully our care and concern for our "things" will be a shadow of our care and concern for our neighbours.


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Prague Metro to upgrade safety and security system
Swedish defence and security company Saab has received an order from Prague Transport Company (PTC) for upgrading the security system in Prague's subway.
The contract between Saab, its consortium partner the Czech rail business AZD Praha and PTC is worth MCZK 250 (approximately £8.2 million).
Jindrich Springl, head of Saab Czech, gave more detail about the project. "Saab gets within this contract a great possibility to design a fully integrated security solution for Prague's entire subway system, including the integration platform, closed-circuit surveillance, public information systems, intrusion protection, access control, fire protection and territorial protection," he said.
The Prague Metro comprises three lines running mostly underground, with 57 stations. It carries about one and a half million passengers a day, making it the seventh busiest metro system in Europe.


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Alfreton Town defender Sam Berry says he committed himself to the Reds for the 2015/16 season after being impressed with the club's plans.
Nottingham-born Sam, 23, who has lived in Ilkeston since he was ten, is a central defender but has plenty of versatility having also played in all positions along the back line and also in central midfield when he was younger.
The talented former Derby County and Sheffield United player ended last season on loan at Kent-based Vanarama National League side Welling United, helping them to safety at the expense of Alfreton on the final day of the season.
He has now chosen to put his roots down much closer to home.
"I spoke to Nicky Law on the phone a few weeks ago and when I met with chairman Wayne Bradley I really liked what he said about the club and what they are planning on doing this season.
"The club are looking to push on next season, bring in young players and try and push them through to higher levels.
"I knew it was the right club for me."
And having had his holiday back in May, Sam can't wait for the season to get under way.
"I am really looking forward to it, raring to go."


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The MicroDish Culture chip (MDCC) is a disposable for the culture of microorganisms, effectively a massive number of miniaturized "Petri dishes on-a-chip".
The base of the 8 x 36 mm MDCC is porous, allowing nutrients from beneath the chip to supply organisms growing as microcolonies on the upper surface. Microorganisms cannot penetrate the porous support. The upper surface of the MDCC is divided into growth compartments (= microwells) allowing segregation of different strains. A number of versions of the culture chip are available for different assays.
The MDCC is versatile, allows rapid changing of culture medium, working with difficult organisms and is highly suitable for imaging and recovery from target microcolonies.
For the product price list, please open the pdf file below.
If you would like to place an order, please send your order form to info(at)microdish.nl.
Please contact us if you have any questions or remarks about our products. We will contact you as soon as possible.


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Windows 95/98 driver for modems based on the PcTel PCT688T chipset.
(note: upload facility detected for other windows os's as well)
Typical modem models include the following:
Goldkist HSP 688T
Lectron-Pragmatic i56PSP-F40
No name brands that have the PcTel HSP 688T chipset.
Unzip to a temp folder, then read the instructions. Use the setup.exe file to install.


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The Other Girl is the new crime fiction book by Erica Spindler, the book is being realised on 22nd August 2017. Thank you to Netgalley and St Martin Press for allowing me the chance to read the book.
The book follows Officer Miranda Rader, a girl from the wrong side of the tracks that changed to an honest and handy in a crisis. She has been called out to the scene to investigate the murder of one of the towns beloved college professors. Things take a turn for the worse for Miranda when evidence ties her to the crime, and all its all connected to what happen to Miranda 14 years ago which turned her straight. Miranda will have to search for the truth to what happened 14 years ago to find the murderer, and in doing so will find out who she can and can't trust.
As always I enjoyed the story, we have a crime to solve with a little romance added. Its nice to have a little bit of light with the darkness of crime. I also think it gives you another side of the characters that you wouldn't get to see if the only focus on the book was the crime.
Miranda is a really interesting, the book shows us what she was like 14 years and what she is like now. It nice to see in a book a character and the catalyst that made her change. Erica Spindler is very good at throwing you off track, you think you know who the killer and then she throws a curve ball in and it changes your mind.
Erica Spindler is an author that I would always recommend for people that like their crime fiction with a little romance. This book is a easy read,you start reading and get sucked in and before you know it the book has finished. If you like Karen Rose than I would advise trying Erica Spindler.
I give this book 4.6 out of 5
🤓 🤓 🤓 🤓
If you would like to find out more about the Author Erica Spindler click HERE
If you would like to pre-order The Other Girl I have put some links below ⬇
Thanks for reading
Gem x


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Of course Mario Gutierrez and Niel Johnson say they were just doing their jobs.
But in the eyes of the public – and of the president of the United States – Gutierrez, a Miami-Dade County police officer, and Johnson, a North Miami police officer, are heroes. And now with the Medal of Valor to prove it.
"It's been said that perfect valor is doing without witnesses what you would do if the whole world were watching," President Barack Obama said Monday as he bestowed the valor medal, the highest national honor awarded to a public safety officer, on the two South Florida police officers and 11 other honorees.
The officers, Obama said, all saved the lives of strangers and demonstrated courage "not in search of recognition," but instinctively.
"We're so grateful that they were there, some on duty, others off duty, all rising above and beyond the call of duty," Obama said. "To a person, each of these honorees acted without regard for their own safety. They stood up to dangerous individuals brandishing assault rifles, handguns and knives."
Today, I join all Americans in honoring 13 officers who went beyond the call of duty to save the lives of strangers. pic.twitter.com/OufzQ70ovH— President Obama (@POTUS) May 16, 2016
Gutierrez was cited for "bravery and composure while enduring a violent attack." In his case, he subdued and later shot to death a knife-wielding assailant in October 2013 who attempted to set off a massive gas explosion that the White House said could have resulted in multiple fatalities.
The incident happened as Gutierrez spotted Domique Jean, 51, acting erratically at a Shell gas station on LeJeune Road near Miami International Airport. As Gutierrez approached on his motorcycle, Jean tried to set the gas pumps on fire. The two struggled. Gutierrez was stabbed, and Jean was shot dead.
"All I did was my job," Gutierrez, who still bears scars from the stab wounds, told reporters after the event at the White House. "I fought hard to stay alive and survive it. I didn't think anything of it afterward, but, 'Let me get better; let me get back to work.'"
That work includes serving in the presidential motorcade when the president comes to town. Gutierrez said he has participated as one of the motorcycle riders who precede the presidential motorcade in Miami since Obama was a presidential candidate.
"This time was pretty different," he said of the opportunity on Monday to meet Obama. "We actually got to spend some time and talk with him."
Johnson was recognized for "swift and valorous action to end a violent crime spree." In his case, he pursued, confronted and apprehended an armed man, Frantzy Armand, outside an apartment complex in Sans Souci, Florida.
The White House noted that Armand had already shot at a Miami police officer and shot two people.
Johnson said after the event he felt "silly" sharing a stage with wounded officers like Gutierrez and Los Angeles officer Donald Thompson, who suffered first- and second-degree burns while pulling an unconscious man to safety from a car.
"Listening to the stories of the other officers is totally awe-inspiring, but I know when I hear my own, it's like 'I did my job, let's move on,' " Johnson said.
It's your courage and quick thinking that gave us our safety, so we want to thank you for your service.
President Barack Obama
Obama noted that much of police work involves dangerous situations, and Johnson said that can be part of the job: "It's taking the fear and having to conquer it, and having to face it, as opposed to hiding from it," he said.
Obama noted that each of the officers would say they were only doing their jobs. But he added, "the men and women who run toward danger remind us, with your courage and humility, what the highest form of citizenship looks like."
CORRECTION: An earlier version of this story contained an error in the events related to Frantzy Armand's violent rampage. Armand had shot at a Miami police officer and had shot two people when Niel Johnson confronted and apprehended him. The shot missed the Miami officer.
Lesley Clark: 202-383-6054, @lesleyclark


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|Page (1) of 1 - 04/30/10
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Hilton San Diego Bayfront Launches Guest-Services Portal for the iPhone, iPad and Guest Laptops on GBCblue's ORION, GOrion PlatformsHilton San Diego Bayfront Offers Guests in Odysea Lounge iPads With New Portal; Looks to Hand Out iTouches Poolside This Summer (April 30, 2010)
SAN DIEGO, CA and VANCOUVER, WA -- (Marketwire) -- 04/30/10 -- In a technological leap not often seen in hospitality on this scale, the Hilton San Diego Bayfront has given its guests the ability to use their own web-enabled devices to order room service, bottle service, everyday amenities and chat online with staff -- even when off property at the nearby San Diego Convention Center, PETCO Park and just about anywhere -- through GBCblue's ORION and mobile GOrion guest-service platforms.
Hilton's 30-story, waterfront property stands out in the competitive San Diego hospitality market by "always exuding the casually sophisticated vibe of the city," said Konstantine Drosos, Director of Finance at Hilton San Diego Bayfront. Drosos said the hotel worked with GBCblue to develop a branded online guest-services portal optimized for guests' internet-ready devices "to give our guests the stress-free experience they've come to expect from Hilton and a trip to San Diego."
"San Diego has an amazing coastal culture and lifestyle: It's informal yet stylish and relaxed yet innovative," Drosos said. "We try to embody those qualities in everything we do, particularly guest services. Since most of our guests travel with some type of web-enabled device, it seemed natural to enhance their stays by offering our guest services and amenities through them."
The Hilton San Diego Bayfront has simultaneously launched its comprehensive online guest-services portal and its Odysea Lounge iPad app, both based on GBCblue's ORION e-commerce platform. The portal allows guests to use any web-enabled device to order -- or pre-order -- room service, request room amenities, address maintenance concerns and request services such as valet and book local tours of the San Diego harbor and Temecula wine country. Guests may use either a table-mounted Odysea iPad or download the Odysea Lounge app from the App Store to order food and drinks or request wait staff right from their tables with their own iPhones/iPads.
Drosos emphasized the flexibility and wow factor of the ORION system for Hilton San Diego Bayfront: "One of the most exciting things we're doing with GBCblue's service is handing out iPads with the ORION portal in our Odysea Lounge. Guests may view and order from our food menu, see color photos of popular drinks, request wait staff, mix their own drinks and surf the web -- all from their Odysea iPad."
The Hilton San Diego Bayfront is evaluating an expansion of its GBCblue guest-services portal this summer to incorporate poolside ordering and ordering directly to the hotel's on-site Starbucks. If guests don't have an iPhone, iPad or iTouch, the hotel would supply poolside guests with iPod touches that can be used to place food and beverage orders, request additional towels or surf the web. And guests would be able to pre-order Starbucks coffee and menu items from their rooms or off-site to avoid standing in line.
"The portal we developed with GBCblue has helped us deliver relevant, real-time content and services to our guests, regardless of their location," Drosos said. "Using their online management tool, we can easily be proactive and customize the portal for business meetings, showcase daily menu specials and give our guests more freedom to experience the best of our hotel and San Diego."
Drosos added that guests can now use the portal to review popular regional destinations while strolling the Gaslamp Quarter or request Lincoln Town Car service from the waterfront. The ORION system also solves a sticky PCI compliance issue many hotels have with off-site amenity ordering. Now those not staying at the Hilton San Diego Bayfront can use the new Hilton portal to place food, beverage and amenity orders for guests, including in-room gift and bottle service for VIPs -- all in a web-based format with full PCI Compliant credit card functionality.
"Hilton San Diego Bayfront is a leader in our industry for a reason," said Joe Adkisson, VP of Guest Facing Technology at GBCblue. "And it has added to its reputation for excellent service by leveraging our e-commerce platforms to give its guests the flexibility to easily request services at any point during their time in San Diego. An added benefit of the amenity ordering part of the system is a documented increase in per-order revenue of 40%, on average, as we are seeing a trend of non-guests 'pairing' products with complementary products as they place their orders online for guests staying at the hotel now or in the future."
To bolster the recent Hilton announcement to make sustainability a brand standard by 2011, the ORION guest-services portal is also fully integrated with the hotel's maintenance management system, SynergyMMS from Systems Associates, Inc., which allows guests to bypass the PBX and report maintenance concerns, request supplies or send a message directly to team members such as valet, as well as manage their stay by choosing green tasks like deferring linen changes. Hilton San Diego Bayfront's portal is hosted off-site at GBCblue's secure Network Operations Center.
For more information on the ORION e-commerce platform, visit http://www.GBCblue.com.
About GBCblue
GBCblue is a leading innovator in guest computing technology and support services and is trusted by major hotels in the U.S., Canada, Mexico, U.K. and the Caribbean. GBCblue is focused on providing the hospitality industry with the finest remotely managed, self-service, automated business centers, public computing, in-room applications and fully hosted web-based property guest portals. GBCblue supports both Microsoft and Apple operating systems.
GBCblue's ORION system allows hotel operators to easily create their own customized web-based property portals. These portals allow your guests the ability to directly interact with property services, such as ordering room service, amenities or other property services right from their laptops or web-enabled phones. The new GOrion product is an iPhone/iPod touch/iPad application that puts the power of the ORION portal directly in the palm of your guests. With direct integrations available into POS, PMS, CRM and CMMS systems, you can streamline your guest services and increase staff productivity while providing your guests with the highest level of service.
Discover what GBCblue can do for you to add incremental revenue and reduce costs at www.GBCblue.com or call us at 1-888-GBCblue.
About Hilton San Diego Bayfront
Hilton San Diego Bayfront, a 30-story, 1,190-room hotel, is located on the edge of San Diego Bay in downtown San Diego and situated on 12.79 acres of Bayfront land. The hotel boasts 165,000 square feet of meeting and event space, three dining outlets, a 7,300 square foot health club and spa, a 2,400 square foot business center along with San Diego's first heated saltwater hotel swimming pool and nearly $2 million of commissioned public art. The Hilton San Diego Bayfront is just steps away from the San Diego Convention Center and PETCO Park, located at One Park Boulevard, San Diego, 92101. http://www.HiltonBayfrontServices.com/
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Related Keywords: guest services, hospitality, room service, amenities, Hilton, San Diego, hotel, travel, iPad, iPhone, Applications,Finance,Computer Technology,Internet,Mobile Devices,Notebook/Laptops,iPod/MP3/Digital Media Players,Internet Server Applications,E-Commerce,Management,Finance/Accounting,Finance/Accounting,Canada,USA,Marketwire, Inc.,Apple Computer,Internet Technology,Computer Science,Business,mexico,Other,


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When I read about how Dr Hew Len was instrumental in healing a whole psychiatric high security facility I was in awe. The inmates were shackled all the time but the staff were still afraid because their was still violence.
What did Dr Hew Len do?
He sat in his office every day looking at the files of the inmates. He didn't go see them, he didn't hold case conferences, just studied this notes. He started in 1984.
1987 saw a totally different picture. Inmates no longer needed wrist and ankle restraints. Violence was only in evidence from new patients. Old ones were moved out as they no longer needed to be there. eventually the whole unit closed due to lack of need.
How did this happen?
Dr Hew Len said he didn't heal them but he did heal that part of himself that created the situation he found himself in.
He used the Ho'oponopono technique to do it. Repeating the following phrases.
I love you.
I'm sorry.
Please forgive me.
Thank you.
He didn't just repeat the words though, he actually felt them too.
You see, we are all one. We are all energy, all interconnected. If you hurt then I hurt. If I'm angry then my emotion goes out into the universe and affects everyone and everything in it.
Ho'oponopono works in a similar way to the violet fire, by transmuting negative energy.
Peace begins with me.
More on this another time.
If you want to read an entertaining account of the miracle you can find it here.


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In almost 15 months, I've never taken both girls to the doctor's alone. Well, I have, but the once or twice I did one remained in the carrier, untouched. Chris did a couple of early well visits solo, but since she went back to work we've done them all in the evening so we could have man to man defense (and, let's be honest, we're boring and the pediatrician is a big outing for us...might as well go as a family).
This week she was away for work, so I took both girls for a pseudo well-visit - just flu and polio shots. Now, could I do it again, I would use the same tactic I did when I took them for the 1 year blood draw (+ 100293 extra vials for Quinn for her extra bloodwork for the GI): Bring babies in stroller. Secure babies. Deal with one screaming baby at a time. Have free hands for wallet, keys, et al.
Here's what really happenned:
My mom offered to come with me.
I left the stroller at home.
My mom got a phone call from my brother.
She left the room approximately 9 seconds after the doctor stepped in.
Both started fussing (somewhere around that 1 yr mark, they decided nothing good comes from the lady who sticks things in their ears and legs).
I set Avery on the floor so Quinn could get her shots (seeing as I did Avery first at their bloodwork and she nearly flipped herself out of the stroller screaming while Quinn went). She flipped thefuck out.
Quinn got her shots. And flipped out.
My mom poked her head in to see if everyone was ok. She said something consoling to Avery. I told her Avery hadn't had her shots yet. She returned to her phone call.
I swapped babies.
Avery went from screaming to screaming like she was having something amputated.
Now I put their pants back on, gathered my bag and sweater, and carried two writhing toddlers - still screaming - to the front desk to get our immunization copies and book their 18 mo well visit.
My mom turns up at this point and takes one for long enough for me to get out my keys.
She returns her when her phone started ringing (which caused the receptionist to look for HER phone).
Now with two arms full of now sobbing toddlers, I throw in the towel on putting the appointment in my calendar and jam the little card into my pants pocket after somehow retrieving it from the countertop which is about armpit height.
I open two doors and let myself into the hallway. Sometime between the desk and the door my mom has hung up the phone. Excellent. She can carry one to the car.
Then her phone rings again. She starts complaining how she can't find anything in her purse. Her phone is in her jacket pocket. Where she put it 30 seconds ago.
I give up on help and carry both kids through another door. I drop my sweater in the parking lot and risk all of our lives retrieving it by squatting down in the dark near the entrance from the road.
I somehow manage to toss both girls into their car seats and placate them with milk before buckling them in.
I start the car.
By now, my mom has returned and finished her last phone call of the 22 minutes since we entered the exam room.
I'd like to note there was no emergency.
But she's been pretty helpful the rest of the week, notably babysitting the (sleeping) girls for 3 hrs last night so I could go out to dinner in Chris's absence, so I'm pretty much over Tuesday night now. And now I know - solo doctor's visit = stroller.


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Monday, 17 August 2015
Melt Your Heart Monday
9 comments:
Oh my Ceiling Cat, somebody feed those babies! They are very cute.ReplyDelete
I think they could start a musical group! They'd be WAY better than the Pussycat Dolls.ReplyDelete
Thanks that was just adorable.ReplyDelete
Awww...such sweet impatient kitties :)ReplyDelete
What a chorus of meows. They sure do want their food. I did have to say awwwwwwww how cute. Now get to feeding them, NOW......ReplyDelete
I bet I wuz like dat as a baby since I still go crazy meowy for food.ReplyDelete
So sweet ! PurrsReplyDelete
Wow! those kitties are noisy!!! BOL LadyBirdReplyDelete
OMC, we almost fainted from the cuteness overload. :)ReplyDelete
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Main Navigation
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Additional Services
Call us for all your outdoor needs! We even remove snow!
North Country Lawn care offers a wide range of one-time services as well as service plans to meet all the needs of your landscape, including:
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