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A new settlement system at Norges Bank.
Norges Bank is responsible for promoting robust and efficient payment systems as part of its work to ensure financial stability. The payment system is an important component of the financial infrastructure and efficient, stable and accessible systems are essential for a smoothly functioning economy. Norges Bank may be viewed as the bankers' bank in that banks can make deposits in and borrow from the central bank and execute payments with settlement in central bank money. These functions are performed in a settlement system, the primary function of which is transferring funds from the account of any participant bank to that of any other bank. An essential precondition for financial stability is that the interbank systems are designed in such a way that banks' settlement risk is manageable and that any problems in one bank do not spread through the system to other banks (cf. CPSS (2000)).
Like a number of other central banks, Norges Bank introduced a real-time gross settlement system (RTGS) in the 1990s, enabling fund transfers between participant banks and to and from the central bank on a continuous basis with final settlement. Previously, all transactions were accumulated over the course of the day and funds were only transferred between banks' accounts after end of opening hours. This entailed some uncertainty as to whether settlement would be executed, as there was always a possibility that a bank might become insolvent while payments were in transit before settlement.
The core of the first settlement system, developed in the 1990s, was a standard banking system for keeping accounts and payment services for ordinary bank customers. The system was purchased for use in connection with Norges Bank's function as the government's bank. Subsequently, private banks took over the task of providing payment services to government agencies.
In the same period, greater attention was paid to the risk inherent in financial infrastructures, with international recommendations for risk-mitigation measures, including introduction of real-time functionality in central banks' settlement systems. Norges Bank's in-house IT department incorporated real-time functionality into the system as well as arrangements for balance checking before payment orders were posted.
The system's functionality was thus in line with international best practice and complied with international recommendations (cf. CPSS (2000)). System users were also generally very satisfied with its user-friendliness. Nevertheless, several factors suggested that Norges Bank would eventually have to find alternative system solutions. Continued use of proprietary software appeared to be too risky in the long run. For that reason, Norges Bank decided to prepare the introduction of alternative operating and system solutions before the existing systems became outmoded and the risk of disruptions became too high.
Section 2 below describes the rationale for the choices Norges Bank made in establishing its strategy to outsource the settlement system. Section 3 describes the process for selecting an external operator for the system and the background for outsourcing the operation of the system before the software was replaced. Section 4 is a review of the main activities of the project to replace the settlement system software and a description of a framework for collaboration with the banking industry. Section 5 summarises Norges Bank's experience of outsourcing, the changes replacing the software has entailed and how this has affected the operational stability of the settlement system. Section 6 outlines some of the challenges we faced during the procurement processes, while section 7 describes a number of issues arising when multiple external providers were involved. Section 8 concludes the article with some observations on how operational risk in the settlement system is affected by the outsourcing.
2. Norges Bank's strategic choices and clarification of principles
Since the 1990s, Norges Bank has increasingly focused on its core activities: financial stability and monetary policy. A major restructuring has taken place and non-core tasks have been phased out or outsourced. Even though promoting an efficient and robust payment system is a core activity by virtue of Norges Bank's function as the ultimate settlement bank, the actual IT operation of the settlement system need not be performed by Norges Bank. The operation and development of the settlement system can, for example, be provided by external IT companies on commercial terms.
However, independently of the organisation of the technical IT operations of the system, Norges Bank must make sure that the system is updated in accordance with best practice and needs and designed for high operational reliability. An external company with IT operations as its core business might be in a better position to build up and maintain broader technical expertise than a relatively small in-house IT department within the central bank. Outsourcing can thus improve operating stability and reduce costs. On the other hand, it will be more difficult to control external providers' resource use and priorities with regard to troubleshooting and upgrades compared with an in-house IT department. The risk of being treated as a low priority customer may be greater, the smaller the share of the provider's overall business the service required constitutes.
Regardless of operational solution, it is essential to be able to monitor stability, control products and services and secure expertise for dealing with non-conformance. This may be more of a challenge in an outsourcing model. These are factors that must be addressed in contracts with and ongoing follow-up of the external services provider.
Considerations of "a bank-based model"
In line with the policies of other central banks, Norges Bank has been charging banks for settlement services since July 2001. Prices have been raised gradually so that they now fully cover Norges Bank's estimated costs for settlement services. As banks are charged for settlement services, Norges Bank is of the view that they should also be involved in discussions on functionality and development of the system. In 2002, before work commenced on outsourcing the settlement system, Norges Bank invited the banking industry to participate in a task force to consider adjusting the definitions of responsibility between banks and the central bank. The task force considered a "bank-based" model, in which banks, through NICS (Norwegian Interbank Clearing System), could perform more of the functions connected with transaction processing that are normally executed by the central bank settlement system. The actual account keeping of bank deposits and loans and related control routines remain the responsibility of the central bank also in a bank-based model. To learn more about bank-based models, Norges Bank examined how settlement services were provided by the Bank of Canada and the Swiss National Bank. At these central banks, settlement functions are organised in collaboration with commercial banks, with settlement executed in systems owned or controlled by banks. However, the central banks have influence through representation on the boards of the entities responsible for the systems.
Following a thorough examination by the task force of various alternatives for a bank-based model, the banking industry stated that the banks would not be interested in assuming more responsibility for interbank settlement. One argument was that it was not substantiated that such a model would entail overall cost reductions, and that the model might increase banks' liability and hence risk. The changes involved in implementing a bank-based model required changes in the private clearing system that would be substantial and costly. On this basis, Norges Bank concluded that a bank-based model would not be given further consideration.
Upgrading strategies
Starting with the principle of maintaining the existing lines of responsibilities between Norges Bank and the private banks, Norges Bank examined various alternatives for replacing IT systems and establishing external operational solutions. Simultaneously replacing the settlement system and moving operations was deemed too risky for such a critical and complex activity. Thus, two primary alternatives remained for carrying out the strategic decision to outsource the settlement system:
--First outsourcing operations from Norges Bank to an external service povider, then replacing the software
--First installing new software at Norges Bank, then outsourcing operation of the new system to an external service provider
Norges Bank placed particular emphasis on each alternative's ability to maintain high operational stability during the entire changeover phase. The conclusion was to first outsource IT operation of the existing system to an external provider, and then replace the software after the outsourcing process was completed. To reduce the risk of disruptions and failures in the system, and thereby ensure stable operation, only absolutely necessary modifications to the systems were made during the outsourcing period.
3. Selecting the external service provider
Tendering processes of this kind in Norway are subject to public procurement rules, which emphasise transparency and a level playing field for relevant service providers. However, for reasons of system security, Norges Bank could not publicly disclose all the system specifications. Therefore, Norges Bank sent a request for proposal containing an overall description of the tasks and functions covered by the outsourcing contract directly to selected IT service providers. Five service providers were considered potential bidders based on the following criteria:
--Expertise in operating business-critical systems on the settlement system's technology platform (IBM mainframe).
--The possibility of implementing a transfer of undertaking, involving systems, infrastructure and personnel.
--Familiarity with and experience of the Norwegian payment system.
--The ability to implement and maintain the software, with a view to replacing systems and system architecture further ahead.
Relevant candidates received detailed specifications after signing confidentiality declarations and documenting procedures for the ability to handle critical documents confidentially.
Norges Bank announced that price would only be one of a number of factors considered in the selection of service provider. This is because operation of the settlement system is of considerable social and economic importance and involves numerous risk factors. Risk is particularly high when operations are moved to a new production site. The selected service provider was expected to play a key role in a subsequent software replacement once the outsourcing process was completed. Another important objective of outsourcing was to reduce the risk posed by the very limited and declining number of system experts with detailed knowledge of the software. The invitation to tender stated that bids would be assessed according to the following criteria:
--Evaluation of the provider, business model and organisation
--Operating solution and migration of operations
--Risk and vulnerability
--Costs and overall efficiency
--Terms and plan for the transfer of personnel
--Plan for upgrading of the software.
Norges Bank received four bids and negotiated in parallel with the two bidders that were ranked highest after an initial review. In the negotiations, Norges Bank focused on the service provider's ability to ensure proper migration of the systems and requested details on how the provider would ensure that key experts from Norges Bank familiar with the systems concerned would continue to be available to maintain the software and develop the software according to Norges Bank's needs. The operating solutions being considered would also have to meet strict security requirements.
The bid from Ergo Integration AS (subsequently reorganised as ErgoGroup AS and finally merged with EDB Business Partner ASA to form EDB ErgoGroup ASA) was ranked highest. Norges Bank's Executive Board and Supervisory Council approved an outsourcing contract with Ergo Integration on 13 June and 19 June 2003, respectively. The company assumed responsibility for operation and service provision from the system (using hardware that was still on Norges Bank's premises) as well as responsibility as employer for the relevant staff as from 1 September 2003. Ergo Integration then used the period until 1 March 2004 to gradually migrate operation of relevant software to new hardware on its own premises.
Prior to the outsourcing, a special IT department at Norges Bank responsible only for the settlement system had a staff totalling 39 persons. Of these, 26 employees were transferred to Ergo Integration as part of the outsourcing contract. Four IT staff continued in a new unit at Norges Bank responsible for following up the provision of IT services. Furthermore, the service provider was obliged to establish a dedicated core team of nine employees from Norges Bank with special responsibility for the outsourced systems and following up the provision of the services to Norges Bank. This was important for maintaining and developing expertise regarding Norges Bank's systems in order to ensure operating stability and provide resources for trouble shooting and system development.
4. Replacement of the settlement system software
Once the outsourcing process was completed and the settlement system was in operation at Ergo Integration, a plan was developed to replace the RTGS software.
The system was approaching the end of its expected life cycle and the settlement functions were technically and functionally integrated, both with other Norges Bank IT systems and with the systems in NICS. This complexity entailed excessive risk especially in the event of changes.
In August 2004, Norges Bank established a project called "NIBO--Nytt InterBank Oppgjorssystem" (New Interbank Settlement System). The task of the project was to prepare the procurement of a new standard settlement system and put it into operation on the external service provider's premises. The project was divided into the following three phases:
Phase 1: Preparation of the Request for Proposal with specification of requirements.
Phase 2: Evaluation of bids and negotiation of contract.
Phase 3: Implementation and migration to the new system.
4.1 Phase 1: Preparation of the Request for Proposal (RFP)
Standardisation and simplification
The new system was required to be based on purchases of off-the-shelf software packages with standardised interfaces for data communication with external systems. With regard to networks for the exchange of messages between the system and its users, the standards and services provided by SWIFT were considered to be the most widely used in the financial sector domestically and internationally. In addition, the system was to be flexible with regard to modifications and should be cost-efficient in operation, even with requirements for extreme operating stability and a high level of security. Any need for special adaptations to Norwegian conditions was preferably to be addressed in modules "outside" the software to be used for the standard RTGS functions.
Statutory requirements for the procurement process
This procurement process was also subject to public sector procurement rules and processes, including those pertaining to transparency in the tendering process and competition between the bidders. Nevertheless, to ensure proper handling of information that was confidential for security reasons, distribution of detailed system requirements could be restricted according to certain criteria. For that reason, relevant bidders with experience in providing settlement systems to other central banks had to prequalify before receiving the RFP. The invitation to prequalify was publicly announced. In the prequalification, Norges Bank assessed the bidders' procedures for handling confidential information and reviewed similar deliveries and service provisions to other central banks. Only prequalified bidders received the detailed specification of requirements in the RFP.
Specification of requirements
The specific requirements for the software related to areas such as functionality, security, accessibility, technology and user-friendliness. The requirements were drawn up to strike an appropriate balance between, on the one hand, establishing requirements that the standard systems could realistically meet--Norges Bank wanted an off-the-shelf system and not a new, custom-designed one--and, on the other, meeting the real needs of the participating commercial banks and Norges Bank. Although the Norwegian banking industry was very satisfied with the old RTGS system, Norges Bank's ambition was that the new system would be perceived as even better. At the same time, the central bank took the opportunity to review the basic principles determining the functionalities a settlement system should have. In this connection, a stakeholder analysis was performed to identify the needs of banks and those of the various departments at Norges Bank that use the settlement system or receive information from it.
Some organisations with in-house developed IT systems tend to keep adding new functions into the same system to meet new needs, regardless of strategic decisions and priorities concerning the kind of functions the system actually ought to perform. Norges Bank's settlement system was modified in this way over time to handle a variety of less important functions not always related to RTGS functions. This creates a risk that disruptions in the less important functions could affect the stability of core functions, causing errors or disruptions in the important settlement engine. The goal was to design the new system to avoid or reduce such risk.
In parallel with the work to specify system requirements, potential standard settlement systems were identified and information was obtained to provide an overview of the functionalities these systems normally have.
Separate procedure for the central government's consolidated account
Under the Norwegian government's financial management regulation, government agencies' surplus liquidity must be transferred from banks that provide payment and other banking services to government entities to the central government account in Norges Bank on a daily basis. Nor are government agencies allowed to be in a loan position overnight.
The former settlement system featured an account structure for calculating interest and liquidity functions for government agencies. It became clear early on that off-the-shelf systems in the market lacked a satisfactory account structure for this purpose. For that reason, Norges Bank initiated a separate project to engage another supplier to provide services relating to the central government's consolidated account separate from the new settlement system. A separate procurement procedure was carried out and a new solution for consolidated account functions was implemented in November 2006. In the new solution for consolidated account services, the central government's surplus liquidity is transferred between banks that perform account services for the central government and the central government's account in Norges Bank in the same way as interbank payments, i.e. through accounts in the settlement system.
Request for Proposal from qualified bidders
The invitation to tender for the settlement system was sent to prequalified bidders on 20 May 2005. The closing date for submitting bids was 27 June 2005, i.e. according to the five-week time limit specified in EU procurement rules. The invitation to tender defined a number of elements to be described in the offer, as well as requirements on how to structure the offer. This was introduced to facilitate review and evaluation of the bids. Norges Bank included a draft service provision agreement and maintenance agreement that bidders could comment on, along with any reservations with regard to the content of the agreements.
4.2 Phase 2: Evaluation of bids
The tenders were relatively extensive and the system requirements contained compact descriptions of complicated matters. Bidders were therefore invited to submit any questions they might have regarding the invitation. Ambiguities or misunderstandings in the invitations to tender or system requirements discovered in this way were distributed to the other bidders to ensure a level playing field. Norges Bank received all four bids by the closing date.
Bids were evaluated based on the seven following criteria, as described in the invitation:
1) Compliance with functional, technical and security requirements, and Norges Bank's assessment of degree of compliance.
2) Fees, including a fixed price for implementing the system, annual licence fees for using the system, annual support and maintenance fees and charges for any consulting services and training of new employees in using the system.
3) Norges Bank's evaluation of the bidder's plans for implementing the system and assumed capability to deliver the system in question, including qualified personnel, and capability of providing maintenance services during the expected lifetime of the contract.
4) Norges Bank's evaluation of costs of system implementation for parties other than the bidder.
5) Norges Bank's evaluation of the bidder's references and presentation of the offered settlement system.
6) Norges Bank's evaluation of the bidder's ability to develop the system in line with Norges Bank's needs.
7) Norges Bank's evaluation of the bidder's solvency and financial position.
The provider was required to have experience in implementing similar systems in other central banks. Norges Bank also wanted the provider to be responsible for implementing the project plan for the new system, and therefore required the bidder to provide the main project manager.
Following an overall assessment using the aforementioned criteria, the two bidders deemed the best were invited to parallel negotiations. After negotiating for some time, one bidder emerged as the best, and a vendor contract was signed with the Italian company SIA SSB S.p.A. on 3 March 2006. On the same date, project phase 3 began with the practical implementation of the new settlement system.
4.3 Phase 3: Implementation project
The implementation project was undoubtedly the most complex project phase, with the highest risk of failure and the most serious consequences if the quality of the delivered software or service was unsatisfactory. A number of parties, external as well as within the central bank, would be affected by the system changeover. All parties concerned needed to be involved in the project. Most of the project participants at Norges Bank normally worked in the Interbank Settlement Department, which is the system owner of Norges Bank's Settlement System (NBO), but the Department for Market Operations and Analysis, the Accounting Department, the IT Department, the Legal Department and the unit responsible for IT security were also involved. Moreover, external experts were engaged for tasks such as test management, security reviews, negotiation processes and quality assurance. Furthermore, ErgoGroup was engaged to deal with technical IT matters, such as installing the new hardware and IT infrastructure that would be the new system's operating platform. Around 40 employees from Norges Bank were involved in the project to varying degrees for shorter or longer periods. Of these, up to ten employees were involved virtually full-time on the project over a longer period.
The specification of requirements was relatively detailed, listing over 500 separate requirements. Nevertheless, a more detailed specification was needed to describe how each requirement was to be met in the new system, and Norges Bank had to verify that the provider properly understood the significance of the requirement. This specification was done in workshops were the provider went through the individual requirements together with Norges Bank and various proposed solutions were considered.
Even though the core functionality of settlement systems is fairly similar across different countries, there may be differences in the way central banks perform a number of functions. Thus, adaptations will be needed, even when a standard system is used. In the case of Norges Bank, this applied in particular to the format for data transferred to the accounting system. The F-loan facility (fixed-term loans to banks) used in the conduct of monetary policy is also particular to Norges Bank. Further, the execution of the settlement of the cash leg of securities trades needed a special arrangement. Lastly, the framework for pledging collateral for banks' borrowing from the central bank and the Scandinavian Cash Pool, a special arrangement between Norges Bank, Sveriges Riksbank and Danmarks Nationalbank whereby banks may use deposits in one central bank as collateral for loans in one of the other central banks, required a specially developed technical solution.
Extensive testing
The project's testing programme was constructed as a "step-by-step" process, whereby test scenarios as well as participation, both internally and involving external parties, were gradually expanded, with testing of the fundamentals first. Thus, the initial test cycle was an internal functional test at Norges Bank. Several internal test iterations were necessary, to assure the quality of the software before external test participants could be involved. Once the quality of the software was satisfactory, the largest banks and the Norwegian Interbank Clearing System (NICS) also participated. After that, all banks were involved, and finally all the parties concerned participated in a system test that simulated actual production as far as possible. The final test cycle also included implementation of corrective procedures to deal with the most probable errors.
Norges Bank also performed stress tests to verify the ability of the system to deal with high transaction volumes and even unauthorised access. The tests revealed that the system was capable of processing a substantially higher number of payment transfers than the normal transaction volume. During the tests, 20,000 transactions were processed in the course of an hour, while normally around 1,200 payments are posted each day. Experts with "hacker skills" were engaged to test whether unauthorised persons could gain access to the system. The security arrangements put in place resisted attempted attacks and the experts failed to penetrate it.
Migration planning
The activity with the highest risk level and with the greatest consequences if it failed was the actual migration, i.e. the operational changeover from the old system to the new one. This can be done in several ways. The alternatives Norges Bank considered were:
--Gradual changeover to the new system software
--Pilot operation for selected users
--Parallel operation of two systems over some period, or
--Changeover for all participants at the same time and full operation of all functions in the new system from day one (a so-called "Big Bang").
Since the primary function of the settlement system is transferring funds from any participant bank's account to any other bank's account, Norges Bank concluded that neither parallel operation nor a pilot production involving only some banks was an option because this would require banks to maintain accounts in both the old and the new systems, with complicated transfers of data between the systems. Thus, the most practicable alternative was for all banks' accounts to be moved to the new system and for all functions to go live simultaneously. However, the phrase "Big Bang" was quickly dropped because of obvious negative associations. The plan was for a seamless, problem-free changeover to the new system.
Such a migration strategy can be a challenge because all system components must function as intended from the very start and all participants must be well prepared for the changeover and have adapted their systems accordingly. For that reason, various contingency arrangements to deal with a situation where this was not the case were considered. We explored the possibility of developing a pre-system to convert payment orders sent in "the old way" to the new format required for the new system. The intention was that it might be a contingency solution to handle payment orders from banks that discovered flaws in their new solutions and were thus forced to revert to the old system. This contingency solution was considered to be too complicated to substantially reduce total risk. For the solution to be realistic, it would have needed extensive testing. Furthermore, the costs for the necessary development of the pre-system software were deemed disproportionately high. Moreover, the risk associated with using a contingency solution of this sort in the event it should be needed was considered to be so high that this option was shelved.
As the new software required a new technological platform, the operating services provider needed to purchase new hardware for the settlement system. The extensive testing of the new system was done on the hardware to be used later in production - and not in a separate testing environment. In this way, all technical and functional aspects were thoroughly tested and the risk linked to the technical start-up of the new system at Norges Bank was very limited. However, a critical factor was entering data on all banks' accounts in the new system, including end-of-day account status on the day prior to start of production. Around 140 banks had accounts in Norges Bank and, due to the limited amount of data, manual capturing of new balances was preferred over automated conversion. This had to be done immediately after the old system shut down in the afternoon. The processes for recording data were practised several times in advance so that the operators were well prepared to record data within the limited time available.
Migration day on Friday
Following thorough analyses internally and with the parties concerned, Norges Bank decided that the new system should go live on a Friday. Normally, large-scale IT system conversions of this sort take place on a weekend, with the first day of production on a Monday. The weekend can thus be used to prepare the changeover and reverse it if defects are discovered and the conversion cannot be implemented as planned.
The main reason for Norges Bank's decision to migrate on a Friday were that most of the preparations for migration could be done on the days prior to migration and that operations that had to be performed in the old system after shutting it down on Thursday evening were relatively limited. This was largely because a completely new infrastructure was put in place for the new system, and very few elements of the old solutions would be reused in the new system. If the system failed during the first day of production, it might be useful to have an entire weekend to identify the cause of the defect and correct errors.
In accordance with the migration plan, the parties reported on progress on specific preparations for migration to Norges Bank at set times on the days before the actual system changeover. 8:00 pm on Thursday, i.e. the evening before the first day of production in the new system, was defined as the point of no return. This means that if a decision was made at that point to proceed with the migration, migration would continue virtually regardless of any error that might occur. The reason that reverting to the old system was not an option after passing the point of no return was that the clearing systems, including the Norwegian Interbank Clearing System (NICS) and Norwegian Central Securities Depository (VPS), would have started preparations for data processing of payment orders to be settled the following day. It was too risky to stop these processes once they were started. In accordance with the migration strategy, any errors or problems arising after the point of no return were to be dealt with by corrective procedures and contingency solutions in the system of the participant where the error occurred.
Norges Bank benefited greatly from two practice runs of the migration plans. In the second practice run, the largest banks and data centres took part, with activities corresponding to those during the actual migration.
4.4 Involving the private banks
Since banks are charged for settlement services, in autumn 2004 Norges Bank invited the banks to a working group to take part in drafting the specification of requirements. In winter 2005 this partnership was formalised by the establishment of the Banks' Reference Group for NIBO for discussing principal elements and practical issues of the project of significance for the banks. The largest banks, various banking groups, the payment clearing house (BBS) and later also the Norwegian Central Securities Depository (VPS) were represented in the group. Furthermore, a number of expert task forces were established with participation from banks, the BBS and the VPS to solve specific issues concerning details in the new system. For example, the migration was planned by one of these expert groups.
The relationship and coordination with the banks in the various groups was essential for a successful migration to the new system and for making the most of the potential improvements offered by the new system.
Coordination with banks continues in the NBO User Forum, which is Norges Bank's primary point of contact with banks in matters relating to Norges Bank's settlement system.
5. Norges Bank's experiences following outsourcing
Increased stability and cost reductions following outsourcing of IT operations
After a few years' operation, Norges Bank assessed the effects of the outsourcing of IT operations. Except for some minor disruptions in the initial months after the IT operations were moved to the supplier's premises, operating availability has been equal to or even better than in the period of in-house IT operation. To some extent, however, the improvement may have been the result of fewer system changes than before the outsourcing.
Furthermore, outsourcing reduced Norges Bank's costs by around NOK 20 million in the period 2003-2006. This calculation includes all conversion costs, including expenses for redeploying staff. However, the calculation does not include any reductions in the central bank's shared costs after the outsourcing. Included in the total calculation is an estimated NOK 2.5 million in increased development costs following the outsourcing.
Technical and functional changes associated with the introduction of the new settlement system
The banks were very satisfied with the functionality of the old system. Moreover, the system was in line with international best practice. Thus, functionality aspects were not the reason for replacing the system. Nevertheless, Norges Bank took advantage of the opportunity presented by the system changeover to make functional improvements and improve efficiency in various areas.
The old system was technically integrated with the Norwegian Interbank Clearing System (NICS) and there were many different interfaces for exchanging data with external systems. In the new system, communication with other systems is based on SWIFT, which was already widely used in the banking sector. This reduced the need for expertise in several different interfaces for communication and removed an important source of disconnections in the communication with NICS. The new settlement system also has its own information and transaction system (a web client). Previously, information from the settlement system, including account balances and transactions, was available to the banks only through the banks' joint information system. The new transaction system has also replaced telefax for submitting payment orders from smaller banks to Norges Bank. In the new system, all payment orders are submitted electronically--even in contingency situations. This has reduced the risk of manual mistakes and incorrect captured information in the payment orders, as well as enabling reductions in staff at Norges Bank. The new settlement system has also improved monitoring tools for the operators at Norges Bank.
Since the new system is more of a pure settlement system, it has limited functions for correspondent banking, and Norges Bank no longer offers such services. Previously, a number of central banks had an account in Norges Bank and used the central bank as their correspondent bank in Norway. As a consequence of the changeover, most of these central banks closed their accounts in Norges Bank and opened accounts at private banks for the provision of correspondent banking in Norway. Various arrangements for internal Norges Bank accounts were also discontinued. Norges Bank now has all its payment and account services provided by a private bank on commercial terms. Nor does the system include a function for handling the money market operations conducted by the central bank, including liquidity instruments such as F-loans and F-deposits. These instruments are now handled in another system at Norges Bank even if the settlement of cash takes place in the RTGS system.
The new system has a number of functions to improve banks liquidity management efficiency. There are separate subaccounts where banks may allocate funds for prioritised payments. Furthermore, the system has various forms of prioritising transactions and a diarising function to allow banks to submit payment orders for execution at a later date. To reduce the exposure to other participants, banks can also enter limits for the amount of funds they can transfer to other specific banks participating in the settlement system. The introduction of the new system entailed changes in banks' routines and processes, and they have not yet started using all the new functions.
One problem that may arise in real-time settlement systems is the potential for queues of unsettled payment orders if a bank has low liquidity and at the same time has posted a payment order in an amount for which it has insufficient funds while it is due to receive funds from another bank that is pending in the queue at the other bank (a gridlock situation). This may hinder the execution of payments for several banks. To reduce the consequences of such a gridlock situation, modern settlement systems normally have an override function that calculates the total value of transactions in the queues and ensures the execution of settlement of payments for which, overall, there are sufficient funds in participant banks' accounts.
Very stable new software
Operational stability since the new system was put into production in April 2009 has been 100%. However, we have experienced some problems with access to the information and transaction system (the web-client), although this has not influenced the ability to process payments in the system. Norges Bank has previously not recorded such a long period of operational stability.
Furthermore, preliminary calculations also indicated that the replacement of the settlement system has reduced operating costs. As the new system is not based to the same extent on third-party software, total expenses for software licences for the settlement system have also declined. Another result of using standard software is that the IT service provider is no longer responsible for system maintenance. Given the reduction in services, Norges Bank could negotiate a service agreement at a lower price. A final factor is that the new system is based to a lesser extent on manual routines, including those for entering payment orders on behalf of the banks received by telefax, resulting in a reduction of the number of staff on the operational side at Norges Bank.
Reduced control of IT development and maintenance
An issue relating to subcontractors and outsourced solutions for IT systems may be that the owner loses control of development resources it might need for correcting operational errors or when there is a need to conduct a rapid change in the event of e.g. a financial crisis. Like a number of other central banks, Norges Bank implemented extraordinary measures to bolster financial institutions through the financial turbulence in autumn 2008. These measures included a relaxation of the rules for the securities Norges Bank accepts as collateral for loans, issuance of fixed form loans with substantially longer maturities than normal, and arrangements with other central banks that require special accounts in Norges Bank.
Norges Bank's experience of the financial turbulence in 2008 showed that crisis measures could be implemented without technical changes in the software supporting either the settlement system or the collateral management system. However, it cannot be ruled out that any actions to deal with future financial crises will take a completely different form, entailing a need to adapt or modify this system or IT solutions.
6. Challenges associated with the outsourcing strategy
When central banks began to introduce real-time settlement systems in the 1990s, they had primarily been developed by central banks' own IT departments. Eventually, however, some software vendors began to offer off-the-shelf solutions for these systems. These vendors' most important customers have been emerging market economies where central banks had not yet developed in-house systems. Central banks intending to replace proprietary settlement systems, like Norges Bank, have subsequently entered this market. Still, the total market for such systems is relatively limited, with only a handful of companies offering them.
When a central bank decides to enter into a contract with a commercial enterprise on delivery of a settlement system, this might be considered the beginning of a long-term relationship--a partnership of at least approximately the same duration as the system's expected lifetime. Our experiences indicate that a settlement system has a technological lifetime of about ten years. Public procurement rules allow supplier contracts to have a corresponding term. It is also Norges Bank's experience that the costs of the actual implementation of the system is many times higher than the annual fees paid to vendors for maintenance and licence fees, so that the threshold for changing supplier can be very high. Once a vendor has a central bank as a customer, that vendor may expect a reliable flow of licence revenue for a relatively long period after the contract is signed, without this necessarily requiring much effort after the system has gone live. This can conceivably reduce the vendor's incentive to provide good service and give priority to the central bank.
On the other hand, it would not take long for a vendor's failure to meet expectations to become common knowledge among central banks, reducing that vendor's chances to attract new central banks as customers. The vendor should thus have incentives to provide high quality service and keep the system updated as technology evolves, ensure swift error correction in the event of operational disruption and assist the central bank with enhancements and adaptations. The central bank and system vendor have a common interest in the partnership functioning satisfactorily.
Even though there is relatively broad consensus on the core functions of a settlement system, an off-the-shelf system does not necessarily meet the needs of all customers. For example, central banks differ in the way they conduct money market operations, in their rules for accepting collateral for central bank loans and in the way they organise cash settlement for securities trading, and accounting standards may differ from one country to another. Even though banks in many countries use the global standardised messaging system SWIFT, the standards can be applied in various ways, prompting a need for national adaptations of messaging formats in any event. Different central banks also have different kinds of account holders. Some central banks offer accounts only for banks; others provide payment and other banking services for government agencies or other categories of customers. Even an off-the-shelf settlement system will therefore need to be adapted to a particular central bank's operating framework or practices. Norges Bank underestimated the challenges of adapting the standard system.
7. Demanding structure of external IT providers
Norges Bank's outsourcing model for both the software and IT services for the settlement system has entailed a need for further skills at the central bank. In-house operation and development required an understanding of technology and specific software solutions. Outsourcing has revealed a need to follow up the service provider and vendors and put in place appropriate structures to follow up external parties. Merely having proper user rights described in contracts is insufficient. An appropriate structure for following up the service provider and vendors is probably just as important for operational stability and satisfactory deliveries.
Norges Bank has separate contracts with the system vendor and IT services provider. Both contracts contain a service level agreement and operational stability provisions for software and IT operations, respectively. There are no agreements directly between the external suppliers. The contracts have been written to eliminate any doubts, insofar as this is possible, about which party is responsible in the event of disruptions or failures. Furthermore, the liability for non-compliance in third-party software deliveries has also been defined. However, in the event of non-compliance, it may be a challenge to identify immediately the cause and thus which party is actually liable. It is important for the external contractors to assist Norges Bank and each other to correct the defect even if liability has not been established.
Norges Bank holds regular separate service meetings with both the IT services provider and the software vendor to follow up deliveries and defects and deal with any corrective actions.
8. Outsourcing alters the risk environment
By outsourcing IT operations of and introducing off-the-shelf software for its settlement system, Norges Bank has substantially reduced the risk of errors and operational disruptions. Norges Bank is no longer dependent on software developed in-house and originally designed for other purposes, or on technical expertise confined to a small number of employees on complex technical aspects of the system. System operation and development are now being provided by specialist undertakings, where functions are performed by a team of professionals expected to have broader IT expertise and who are more qualified to maintain and develop the necessary expertise in this area.
However, outsourcing has brought with it new risks, including those relating to dependencies of the contractors' finances, strategies and priorities of resources and management attention. For example, the service provider or software vendor may no longer give priority to central banks, or they may encounter financial difficulties owing to failed investment strategies or the loss of customers in other market segments. Following up Norges Bank can be impaired and the company may give lower priority to developing expertise in the area. Strategic changes of this nature may also be the result of an acquisition or merger.
Furthermore, there is a limited market for off-the-shelf software for central bank settlement systems and vendors specialised in these products may encounter financial difficulties and thus problems spending sufficient resources to satisfactorily follow up maintenance and other deliveries or ensure necessary system upgrades.
Lastly, if the IT service provider experiences major disturbances in its infrastructure causing operational problems in the service level to several customers, Norges Bank may, due to the relatively low share of the company's total cash flow, not receive the desired management focus and resources required to resolve the problems.
Even though Norges Bank's experience of the outsourced solutions has been positive so far, and operational stability has been excellent for a long period of time, the need for adjustments to the outsourcing strategy may arise at a later point in time.
Solheim, J. and Stremme, H. (2004): "Upgrading and outsourcing Norges Bank's settlement system", Economic Bulletin 2/2004, Norges Bank
CPSS (2000): Core Principles for Systemically Important Payment Systems, BIS
Kjetil Watne, Director, Interbank Settlement Department (1)
(1) Kjetil Watne served as project manager for the work to put in place a new settlement system. I am grateful to Qaisar Farooq Akram, Casper Christophersen and Svein Nygard for useful comments. Views expressed in the article represent the opinion of the author and may not be construed as expressing the views of Norges Bank on various issues.
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|Watne, Kjetil
|Economic Bulletin
|Jan 1, 2012
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|Further analysis of the stress tests in Financial Stability 2/11.


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Highlights and Lowlights
Micro-Lights: to add 'invisible' brightness and dimension
Partial Highlights: hairline, part line and cowlick area
3/4 Highlights: entire head is highlighted with the exception of the nape area up to the parietal area
Full Highlights: the entire head is highlighted
Lowlights: to add dimension and/ or depth
Root Lift: This service is performed 4+ weeks after your highlight service to "blend" the line of demarcation and your new growth as well as brighten the base area. Ideally this service is performed at 4 weeks after a highlighting service and then the highlight service is performed 4-6 weeks later.
Please refer to our stylists' individual biography pages for a STARTING FROM price.

subset: commoncrawl


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Reading Chamber of Commerce presents "Ready. Set. Click."
Whether you're a marketing professional or small business owner looking for new ways to market your company, we've got you covered at this year's Marketing Summit. Through interactive workshops with area experts, you'll learn about online engagement and digital trends, including SEO, social media, QR Codes, mobile marketing and email marketing.
Immersion Active's, David Weigelt will give the keynote presentation entitled: "Finding Your MOE":
With over one trillion pages of content online and a proliferation of new devices to access that content, successful online marketing requires "MOE" — Meaningful Online Engagement. Come hear how one agency's decision to focus on the consumer transformed their work and, ultimately, their business. As the leading authority on engaging boomers and seniors online, David and his team have developed an approach to connecting with people of any age on a deeper and more meaningful level. This presentation will share an entertaining historical perspective on why we need to change the way we think about marketing to the masses; an illustration of how human behavior is the most important class you were never offered in college; and proof on how consumer insight, combined with analytics, drive true marketing performance. Delivered to audiences in Switzerland, Japan, Singapore, the UK and the Netherlands, David's presentation and approach to marketing has been described as "eye opening" and "transformative."


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Business and community leaders from across the state were named to our CHC-NE Boards of Directors at our Annual Meeting on Aug. 22.
The following individuals were elected onto the State Board of Directors, our governing Board, which is based in Omaha: Todd DeFreece, CHI Health, March of Dimes, Nebraska and Western Iowa Market Representative; Harry DiLise, Nebraska AIDS Project Representative; Gary George, Hospice House─The Josie Harper Residence, Nebraska Hospice and Palliative Care Association Representative; Dawn Gonzales, Centris Federal Credit Union, Susan G. Komen® Great Plains Representative; Jamie Gutierrez, Midwest Maintenance, Member At-Large; Kerry Heinrich, Woodmen of the World Life Insurance Society, Nebraska Kidney Association Representative; Brian Kruse, Douglas County Election Commission, Member At-Large; Tim Langdon, United Healthcare, Member At-Large; Lindsey Patt, Prairie Health Ventures, Member At-Large; Dr. Stan Radio, UNMC, JDRF International - Heartland Chapter Representative; and Sharon Royers, Brain Injury Alliance of Nebraska Representative.
Additionally, JoAnn Abt, Carson Institutional Alliance, was elected to the Executive Committee. New State Leadership Council members, which complements the State Board of Directors and serves eastern Nebraska, include Dan Granatowicz, Continental ContiTech, Norfolk; Peggy Kennedy, retired from Fremont Health, Fremont; and Tom Reilly, Midlands University, Fremont.
Two new Board members will be joining the Lincoln Board of Directors: Dr. Bob Bleicher, HoriSun Hospice, representing Nebraska Hospice and Palliative Care Association; and Dr. Andrew Lepinski, Urology, P.C., representing Autism Action Partnership. And new Board members joining the West Central Board of Directors, based in Grand Island, include Kelly Gillaspie, Nebraska Community Blood Bank, representing Nebraska Community Blood Bank; Dr. Ken Shaffer, HelpCare Clinic, Autism Action Partnership Representative, and Mary Walsh-Sterup, Grand Island Physical Therapy, Team Jack Foundation Representative.
The meeting featured a presentation from Keynote Speaker Scott Fangman, who spoke on behalf of Team Jack Foundation. CHC-NE also announced the 2017-2018 Campaign total, which was $1,791,076.


text: With the spooky season just round the corner, now is the perfect time to read a scary or spooky book. If you're feeling that itch, look below for ten book recommendations that are perfect for Halloween, featuring witches, ghosts, haunted houses and more. / book recommendationshalloweenrecommendationrecommendations by Sifra Leave a comment


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As I flipped through a box of my old wedding photographs, my fingers stopped at a picture of my husband and me, newly christened "Mr. and Mrs." My dedication to him was obvious in my ex…
Dear God, help me to keep the promises I've made to You. I will follow You anywhere.
Source: Anywhere | Our Daily Bread


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Freddy Verano - If I Were Your Woman feat. Stephanie Coker
Freddy Verano is out with a new original release. And for some reason this one sounds more mature. I don't intend to talk down on his previous released, but there is definitely more richness instrumentally speaking. I feel there's pace and space throughout the arrangement and, as a listener and fan of Freddy Verano, I appreciate it and hope you do too.
Stephanie Coker's vocals are on point with this sweet production.


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Focused on Academics • Devoted to Spirituality
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text: Spring cleaning time! We would be glad to come check your HVAC, contact us today! https://t.co/rMmJsD8HRc Category: UncategorizedBy Rawr AgencyMay 13, 2016 Author: Rawr Agency Post navigationPreviousPrevious post:There are a ton of different types of thermostats on the market, here are the differencesNextNext post:Did you know? You should have your HVAC serviced twice a year!


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Remember queuing up for ages at this year's Record Store Day to nab the One Direction vinyl? We sure do.
To celebrate more of us buying the things Universal Music UK is offering independent shops some 12 special releases this festive season. 12 days of Christmas – geddit?!
5 Seconds of Summer have joined the party to release a limited edition picture disc with an EXCLUSIVE track on it. Available from selected stores on December 6th it's probably worth getting up early on a Saturday for.
More the 120 high street music shops across the country are set to participate in the promotion for a full list and to see your closest, click here.


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Lambretta's diversity has stayed close to its roots and heritage, offering the very best in mod menswear whilst keeping up with what is happening on the high street.
You can find Lambretta here:
At Boundary Mill Stores you can enjoy discount prices on famous name brands. Stock varies seasonally and by store and if you are looking for one particular brand it would be advisable to call ahead to the relevant store to check.
Visit the Your Store pages to find out which brands are in your nearest Boundary Mill
Colne, Grantham, Newcastle, Sheffield & Walsall.


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Please join us on Tuesday September 17th at the Triad Theater for the next Power of Music Concert - presented by Daniel's Music Foundation and One Vision Music. Enjoy moving performances by Dina Fanai and our very own Daniel Trush and Gerard Powers, plus special guest artists - Daniel J. Watts, Alyson Cambridge and more as they share their own personal experiences of the transformative power of music.
Tickets are $20.00 per person plus a two beverage minimum, with all proceeds benefitting Daniel's Music Foundation programs. For more details and to purchase tickets click here. We look forward to seeing you there!


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The sound of the helicopter is earsplitting and the rotor wind is so strong that the only thing you can do is crouch over the luggage and try to prevent it from flying away. Away like the helicopter. Once it has left the silence is overwhelming. I look at my field partner. Now it is only her, the sedimentologist, and me, the palaeontologist, for the next five weeks, alone in the wilderness of northern Greenland, the first two women ever to set up a camp here. We have a hammer and a .44 Magnum each, and a rifle to share.
We are here to give colour to one of the few grey spots remaining on the geological map of the world. A few hours later two orange tents, a radio mast, and a trip-wire alarm warning against polar bears change the scenery. The colourful tents make us feel better in the vast expanse of grey rock, plants, ice, and water. Even the few birds are grey. The white polar bears keep out of sight. On the radio, base camp wishes us goodnight.
* * *
The outcrops in the riverbanks are our main targets. Only a few metres high but tilted continuously so kilometres of stratigraphy can be logged based on the profiles. A convincing boundary marks our starting point. Sandstone, storm sandbeds, siderite horizons, conglomerates — the sedimentologist is happy. She is sharpening her pencil and drawing logs. I look desperately at all the sand. Where has all the ancient life gone?
She continues with minute precision. My eyes scan the ground. I know the shapes I am looking for, but all I find are trace fossils. No body fossils. Lunch is a welcoming break, but soon it feels better to work and keep warm. There is snow in the air. The only convincing fossil shapes I identify are in the snow-filled clouds. We work till late in the 24 hours of daylight. Life feels less complicated when we are tucked into our sleeping bags.
And then it is as if a little fairy hears my wishes. One day the ground is scattered with siderite nodules full of inoceramids. No one was expecting them but here they are, popping right out of the ground. I keep on smiling and soon the sedimentologist is also convinced that these beautifully preserved bivalves are all you can wish for, if you want to date Late Cretaceous sediments.
Bivalves are normally not very useful for biostratigraphy due to their low preservation potential, adaptive morphology, and local distributions. However, the inoceramids are extremely valuable for stratigraphic purposes with their easily fossilized calcitic valves, rapid evolutionary changes, and wide geographical distribution in a variety of facies. In the Late Cretaceous they display a speciation rate of 0.2 to 0.5 species per Ma. Back home in the tent, the literature provides me with names of all our finds. So many new stories can be told. These sediments are some of the important pieces missing in the Mesozoic puzzle of the Arctic. Having identified the zonal markers, the age of each interval we're logging can be identified. Calibration and correlation to other outcrops is now possible and we can start colouring in the last areas on the geological map with sedimentological and stratigraphical certainty. This is big news for understanding the geology of the Arctic. That night we deserve dessert.
Days go on and the sample bags get filled. We collect, draw, discuss, take pictures, and fill the diaries with field notes. For every ammonite we find, we collect ten inoceramids. Our only breaks are when the snowstorms rage and we are forced to stay in our sleeping bags for long days.
Then one day we spy a female polar bear with two small cubs. For minutes we look at one another, then we fire warning shots and they decide to take off. They will guard the fossils until next time we come. It is, after all, their country.
We are being evacuated now.


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Without forethought my movie watching has taken a decided theme this week, the combined work of David Lean and Alec Guinness.
One of my all time favorite movies. I can't remember the first time I watched it, but I must have been around age 10. Lawrence of Arabia is one of Dad's faves, so it was always in the rainy Saturday rotation and one of those movies that popcorn was popped for and no one spoke a word. It still inspires a certain level of awe in me. The cinematography and visual impact of such vast expanses of desert draw me in every time.
Another of Dad's top ten - I stared watching this one early in life too. Though very very loosely based on history (The History Channel did a great piece available here), this film has great human drama. Man conquering nature, man conquering man, a little Stockholm Syndrome and William Holden in a swim suit.
Mmm Forester, Guinness & Lean... actually I could do without the Guinness here. he sticks out like a cauliflowered ear. But the scenery, the subtly of Judy Davis' performance, the passion of Victor Banerjee's and the counterpoint of Peggy Ashcroft steal the show anyway.
Some other David Lean films that are equally intoxicating:
Great Expectations
Doctor Zhivago
The Bounty (Lean was the original director, but had to abandon the project before completion)


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Introduction to the Electrical Trade - Revised
CertificationView course modules
People depend on professional electricians for their electrical repair, maintenance, and installation needs. This course will introduce you to the electrical trade principles and the types of electrical skills required by a professional to be able to work on residential, commercial, and industrial projects. You will first study the basics of the electrical wiring system such as electrical charge, current, circuits, voltage, and resistance. The course will then cover Ohm's law and Kirchhoff's laws for current voltage.
Next, the course will cover the hazards of working with electricity and outline the safety procedures and standards that need to be in place in any job site as specified by the Occupational Safety and Health Administration(OSHA). You will study the effects of an electric shock, the lockout tagout procedures and when they should be used, and the safety rules when working with ladders, overhead equipment, tools, and hazardous materials.
Modern electrical applications were developed by Thomas Edison, Nikolas Tesla, and Alessandro Volta, to name a few. Like you, they put their mind on studying about electricity and its uses. With this knowledge, you can become a valuable member of the workforce with a profitable career. This free online course in the electrical trade is designed to help you do just that. So, have a look at the course today, and give your professional development a solid boost.Start Course Now
Learning Outcomes
After successfully completing this course, you will be able to:
- Discuss the basics of the electrical wiring system in the various sectors.
- Identify the job requirements in the electrical trade.
- State the effects of an electric shock.
- List the safety standards and requirements specified by OSHA.
- Explain what is meant by the lockout / tagout rule and when it should be used.
- Identify the safety rules when working with ladders, overhead equipment, tools, hazardous materials.
- Describe electrical power, charge, and current.
- Define Ohm's law.
- State Kirchhoff's laws for current voltage.
All Alison courses are free to enrol, study and complete. To successfully complete this Certificate course and become an Alison Graduate, you need to achieve 80% or higher in each course assessment. Once you have completed this Certificate course, you have the option to acquire official Certification, which is a great way to share your achievement with the world. Your Alison Certification is:
Ideal for sharing with potential employers - include it in your CV, professional social media profiles and job applications
An indication of your commitment to continuously learn, upskill and achieve high results
An incentive for you to continue empowering yourself through lifelong learning
Alison offers 3 types of Certification for completed Certificate courses:
Digital Certificate - a downloadable Certificate in PDF format, immediately available to you when you complete your purchase
Certificate - a physical version of your officially branded and security-marked Certificate, posted to you with FREE shipping
Framed Certificate - a physical version of your officially branded and security-marked Certificate in a stylish frame, posted to you with FREE shipping
All Certification is available to purchase through the Alison Shop. For more information on purchasing Alison Certification, please visit our faqs. If you decide not to purchase your Alison Certification, you can still demonstrate your achievement by sharing your Learner Record or Learner Achievement Verification, both of which are accessible from your Dashboard. For more details on our Certification pricing, please visit our Pricing Page.
Course Reviews
2 years ago
this was very educational
2 years ago
i enjoyed this course
2 years ago
Great course! I feel like I learned a lot of really useful information. Highly recommend!
2 years ago
Great and informative intro to the Electrical trade!
2 years ago
The course too good to refresh the basics & very precisely summarized to gain the knowledge of electrical system form industrial point of view.


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Error log Viewer
Pinpoint the cause of Server 500 errors. This script allows you to view your error log in an easy to read format, or if you don't have access to your error log, learn how to redirect error messages to your browser. This will save you hours of debugging.Visit publisher site: Error log Viewer
Listing Details
- Version:
- 1.0
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Scripts / CGI & Perl / Scripts & Programs / Error Handling
- Publisher:
- perlscriptsjavascripts.com Other listings by this publisher
License & Pricing Information
- License Type:
- Freeware
- Price:
- 0.00
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Briar Hill Infant School
Mrs Padro is our Phonics Leader
Children learn and recognise speech sounds in our daily phonics lessons. These lessons are progressive and practical, providing children with opportunities to say, hear, recognise and write sounds which they can then apply when reading and writing independently. We use 'Letters and Sounds and Jolly Phonics' to immerse the children in Reception before introducing the children to 'Read Write Inc' phonics. Spelling patterns and rules are also taught in line with 2014 National Curriculum Expectations for children Y1 and Y2.
Examples of Phonics at Briar Hill Infant School


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Cal-D-Solve Calcium / Magnesium Supplement
Parrot Trends Canada
Cal-D-Solve Calcium / Magnesium Supplement
Cal-D-Solve is a high-performance calcium/magnesium supplement, with added vitamin D3, formulated for maximum absorption in the gut and clear solubility in drinking water. Cal-D-Solve contains no color or flavoring and no preservatives. It is used when calcium deficiency is present or for chronic egg layers or birds producing soft shell eggs.
Cal-D-Solve provides calcium and magnesium. Magnesium is important in muscle and nerve development and is a natural addition to calcium supplementation. Vitamin D3 is added to improve calcium uptake.
Sprinkle lightly over fruit, vegetables, greens and/or seed or add to drinking water.
Leaves drinking water crystal clear and tasteless.


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Discovering How and Why to Care for Your Feet
We feel that it is our duty to not only help our patient's feet look and feel their best, but also to educate our patients on how to properly care for their feet on their own. Come see how our knowledge can help teach you how to avoid potentially harmful foot problems and disorders.
- Page 1
There Are Many Causes of Heel Pain. Let's Find the Right One. Not every case of heel pain is plantar fasciitis. And if you want a treatment plan that will actually work, your diagnosis needs to be accurate.
Tips for Athletes with Heel Pain Heel pain keeping you from enjoying your favorite sports or activities? Read on for tips on how you can train smarter and manage or treat your discomfort.
Preventing Heel Pain One of the best gifts you can give yourself—any time of the year!—is optimal health. Dr. Parker discusses how to prevent heel pain so you can stay healthy.
Fitting Exercises for Heel Pain into Your Work Day Heel pain is a common problem. Stretches can help pain relief for pain-causing conditions, and Dr. Parker has tips for fitting them in your work day.
Weight and Your Heel Pain Dr. Robert Parker explains how managing your weight is not only necessary for your overall health, but to avoid heel pain, too!
Conquer Heel Pain with Custom Orthotics Heel pain sufferers rejoice! Dr. Robert Parker describes how custom orthotics can help get you back to the activities you enjoy, pain-free.
Lower Heel Pain Risk Dr. Robert Parker shares why incorporating low impact exercises into your workout routine can help you stave off heel pain.
Fixing Chronic Heel Pain with Decompression Surgery Chronic heel pain doesn't always respond to conservative treatments. If it's an entrapped nerve, decompression surgery may be necessary.
Steps to Treat Heel Pain That Seems to Last Forever Nagging heel pain that just won't go away? Dr. Robert Parker describes treating acute pain in your heel with aggressive yet conservative therapy.
5 Tips to Prevent Heel Pain This Summer You don't want to sit out summer with sore heels. Dr. Robert Parker shares tips that may help you avoid heel pain that limits your activity.


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We're reopening for the 2018 season on Friday, April 6. Enjoy some of your favorite cocktails and sip some of our new, soon to be famous concoctions. Campfires will be roaring with S'mores and Corn Nuts to snack on. Bring your own picnic if you need something more substantial.
Tours every hour, on the hour. Last tour departs at 7.
See ya soon!


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When a claim about a new drug's effectiveness was presented in text form, 67% of research participants said they believed it. But when the text was accompanied by a simple graph making exactly the same claim, 97% believed it, say Aner Tal and Brian Wansink of Cornell. Graphs' persuasiveness has nothing to do with ease of understanding; instead, a graph signals to readers that the information has a scientific basis, making it more believable, the researchers say.
Source: http://pus.sagepub.com/content/early/2014/09/23/0963662514549688.abstract
To Make Your Claim More Believable, Simply Add a Graph


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Homebrew Competition Winners
Click the button below to view all of this years winners in REGGIE.
2018 Florida Homebrewer of the Year - Nicholas Stephens
Back in 2011 a simple visit to Southern Brewing & Winemaking turned a hobby from an excuse for day drinking into an obsession. Nick joined Special Hoperations Homebrew Club in 2012 and credits the group with drastically improving his brewing prowess. While he most enjoys brewing his signature IPA's, he has also achieved accolades in a wide variety of styles, including Best of Show – Cider & Mead in the most recent Best Florida Beer Homebrew Competition. As president of Special Hoperations Homebrew Club he lead them to their third state title in the past five years, while simultaneously distinguishing himself as 2018's Homebrewer of the Year.
2018 Best Homebrew Beer in Florida -
Steven Bloomfield
He took Best of Show for his Wood Aged Beer - Grandpa's Dentures .
2018 best Homebrew Cider / Mead in Florida -
Christopher McCormick
He took best of show for his New World Cider in 2018.
Previous Years Winners
Click to view the winners in REGGIE.


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Contracts and Resource Documents
Community Leader Checklist
Use this checklist to stay organized! Refer to the pre-season and season checklist items to make sure you are checking the boxes off of your requirements. Additional information, instruction, and resource documents can be found below and in the document.
Ambassador & Community Leader Availability Form
Use this form to indicate interest and availability for VIDA events, group rides, and opportunities for you to participate. For additional community events, check out the Calendar.
If your schedule has changed, please email Liz (email@example.com) directly. Please do not submit a second availability form.
Ambassador & Community Leader Directory
The 2018 Ambassador & Community Leader Directory is available here.
Social Media Toolkit
We've put together our top tips to transform your online experience as a way to engage with the #ladyshred community. Read through the toolkit to find guidelines for posting to social media, tagging sponsors, and creating thoughtful messages.
Yeti Product Review Template
Yeti Product Review Template. Download the template, fill in your information, and upload to your personal google drive folder. Please do not enter information directly into the template.
Yeti Bike and Apparel Orders
Community Leader bike purchases will be processed through your local bike shop. For more information on local Yeti dealers, contact Sarah.
Planning and Leading Group Rides
Group rides are a fantastic way to engage your community and get more women on bikes. However, the logistics for planning a ride can be daunting. And that's what we are here for! Use the documents below to assist with your planning. As always, contact Sarah, Rachel and Liz with any additional questions.
Leading Local Events and Group Rides
Leading Local Events and Group Rides - Planning Worksheet
How To: Becoming a VIDA Ambassador (Coming soon!)


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Born in Detroit, John Roe grew up with a camera in his hand and was raised on car culture and fashion. He was formally trained in design and photography but schooled all over the world. Roe knows his way around the camera. Years of experience and success make him a strong collaborator and partner that his clients continue to trust.
His talent for visual storytelling is honest, authentic and at times surprising. His style is modern and real, gritty and beautiful. He immerses himself in projects connecting with the brands he represents and the people he interacts with.
John is relentless in pursuit of the perfect image. His strong work ethic guides him to do what it takes to get the perfect shot. He feels that without some risks there might be no rewards. He has hung out of helicopters, swam in stormy seas and scaled tall buildings to get the perfect shot.
Roe Photo collaborates with companies around the world from Africa to Asia, Australia to Alaska to tell stories of the region in pictures. Whether on location or at his studio, John is completely at home.
Roe Photo is located in a beautifully renovated industrial building on the edge of Detroit. The studio is a perfect home base. Large enough to shoot multiple cars in a secure and private space yet comfortable enough for the team to create and for clients to enjoy.
Roe Photo is supported by a talented group of handpicked professionals. From the individuals who represent him to the producers, stylists and crew who get things done. John has assembled a passionate team that shares his work ethic and style to help realise his and the client's vision. Consistently delivering outstanding images.
BRANDS: Carhartt, Ford, Dodge, Chevrolet, GMC, Cadillac, Chrysler, Jeep, Nissan, Hyundai, Buick, Volkswagen, Lexus, Bombardier/Sea Doo/Ski Doo, Johnson Outboards, Detroit Bros. Motorcycles, Navy, Art Van, Hermann Miller, Hon Furniture, Kimberly Clark, the WIT Hotel, Coca-Cola, Faygo, Bacardi Mixers, Dasani Water, Bad Ass Beer, Somerset Collection, King Baby, OnStar, Bosch, USPS, Callaway Golf, Michelin, Figo.
AGENCIES: Campbell Ewald, J. Walter Thompson, Crispin Porter, Team Detroit, Outdoor Hub, Union Ad Works, Goodby Silverstein & Partners, Organic, Wieden & Kennedy, Leo Burnett, Donor, TBWA/Chiate/Day, Soloman Friedman, RTT, Richards Group, Deutsch, Cramer Krasselt, Global Hue, Designory, Perich and Partners, Armstrong White, A Simple Theory.
EDITORIAL:Car & Driver, GQ, Hour Detroit, Ambassador Magazine, Automobile, Source Magazine.


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Book Details:
- 258 pages
- Black & White
- 5.5 x 8.5 inches
Available Formats:
- eBook (epub, mobi, pdf)
- Paperback
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Young adult fiction, Fantasy, Demons, Heroic lineage, Parallel worlds, Syria, Canada
The Pegasi Chronicles
Book 2: The Portal
Allan McCarville
It has been less than a year since eleven-year-old Jason Carver's parents were murdered by one of the Rewera, a malicious breed of immortal humans possessed by ancient demons. With the help of his uncle Richard, Jason was able to defeat his murderous enemy, and has since tried to return to a "normal" boyhood. However, school life isn't easy for him, and not only does he have to deal with the school bully, but a far more sinister threat lurks just on the horizon: the Rewera still want him dead, because unbeknownst to Jason, he is a Pegasi: a mortal imbued with the sacred power of banishing evil.
The Rewera return in full force in The Pegasi Chronicles: The Portal to eradicate the Pegasi threat and contaminate Earth with their evil. Not only do they have a diabolical plan to exterminate Jason, but they also seek to open a portal between their plane and the human world in order to summon more of their kind. As part of the Rewera's strategy, an innocent, twelve-year-old boy from Syria becomes a sacrificial pawn; this boy, Ari, must undergo a horrific process of corruption that will transform him into Jason's future killer. If the Rewera have their way, both Jason and Ari face an agonizing death. The only person with the knowledge and skill to save them is Richard, whose own complicated and violent past is revealed in the process. Expanding the rich mythology of the Pegasi and Rewera that began in The Sacred Knife, author Allan McCarville brings us the next installment in his exciting new series. The battle between good and evil intensifies, unveiling dark secrets and pulling more innocent lives into a web of building chaos.
Allan McCarville has written a number of technical papers on food safety and international food trade before writing for the teen/young adult audience. In addition to the Pegasi Chronicles series, he is also writing the Benning Brothers mystery series, which follows the adventures of two brothers in the small coastal village of Jasper Cove. Allan McCarville resides in Stittsville, Ontario with his wife and family. Information on his books can be found on his website; www.allansbooks.com.
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I am one of those people (and I'm almost certain that a lot of you are too) that goes into reflective mode as the year draws to a close. I often wish I had the foresight and the hindsight that I have at the end of the year on a more regular basis (maybe monthly? Even quarterly would be nice!), but it seems that there is just something about the end of one year and the start of the other that makes us see things through a different lens.
Both 2017 and 2018 ended in somewhat similar ways. I barely took a break during the year and ended up feeling completely depleted of energy, inspiration and willpower by the time November rolled around. But then I did something that I felt I just had to do and these things gave me more energy and inspiration than I could imagine and got me through the final bit of the year.
In 2017 it was launching a Kickstarter campaign, and this year it was Finders Keepers (a design market that took place in Sydney). Both these events were a much needed reminder that people see value in what I am doing and making and want to be a part of my vision. It can be easy to get totally lost behind the computer and all that we do day to day, but getting out from the studio and talking to people face-to-face always does me the world of good. I am always thrilled to see how excited people get and that they are will to show ip and be a part of it. These events were a reminder that I am part of a tribe - a tribe of incredible people that see the importance of making their own clothes, as well as a community of people who want me to succeed (thank you to the friends and family who are always jumping in to help!)
I am relieved that being part of Finders Keepers gave me the energy I needed to finish out this year, but it also made me think about how I'm doing things. I cannot rely on these external things to get me over the line and I have realised that I need to start thinking about the systems I use to get things done, so that I can work on avoiding these big highs and lows, as it is just too exhausting. Feeling as exhausted and burnt out as I did a month ago is not the reason I went into business and there is nothing glamorous about working to the point of complete exhaustion.
I had big plans for 2018 in both my business and personal life, and looking back, I achieved very few of them. There are a few things I am very proud of and have to acknowledge as highlights of the year / goals I achieved: I helped my partner make a drastic career change, which involved supporting him as he went to college and found a new job, I learned to run 5km (for anyone who knows me personally you know that was no small feat) and I got my sewing patterns into print and into the hands of stockists. I had an awesome launch party to officially bring my new printed sewing patterns into the world, and I packed up about 300 Kickstarter rewards and sent them out to the awesome people who backed my campaign. These were all big goals that I had to break down and work towards over a period of time and I am proud to say I got there with each one.
But the thing I have been feeling a little down about is that I didn't produce any new work (besides the patterns I released each quarter in collaboration with Peppermint magazine). Although just thinking about the patterns I made for Peppermint (photos below) makes me feel very proud and a little less defeated.
When I first realised that I would see out the end of the year without releasing a new pattern, it was a difficult pill to swallow. I felt defeated and couldn't imagine how a new year would fix this. But the more I thought about it, the more I realised that hitting this low about the nature of my output and my creative work is an important place to be. I needed to sit there in that horrible feeling for a while and let it wash over me. I needed to be there so that I can work on systems so this does not happen again. I don't know if I would have gotten into this headspace without first realising how horrible I was feeling about where I was at. I am the first to say that creative work is not just about output and I do not believe that churning out patterns at the speed of light is what I should be aiming to do, but I do see the importance of producing patterns in a more consistent and regular way. I want to do this for my customers, but I also want to do this because it is the only way I can manage to create a sustainable income for myself in this line of work. And although I do love what I do, I do need to start thinking more about the numbers as I try to create a life that is a little more financially comfortable and stable.
As those of you who have been following along for a while would know, I tested three new patterns in 2018. That feels good to say. But for one reason or another, each of those patterns is not quite ready to be released. And instead of me facing what needed to be done on each pattern and getting it out into the world like I should have, I was tempted by the next shiny object (i.e. a new pattern) and would start on that. That's the thing about running a small business, there is a million little things that you could spend your time doing each day and often it is difficult to work out what your priority should be - which thing is the most important. I often find myself just picking up the first thing that comes to my mind or is right in front of me - which generally is not the most important work.
I recently made a hard decision. I decided that instead of pushing to get these three patterns out in a single release (which would hopefully generate more income, get them off my mind, excite the people who have been waiting for them) I will release each pattern separately, three months apart. Although this does extend how long these patterns have taken me to produce, the thought of getting ahead and seeing this as an opportunity rather than a failure has made me excited for 2019. It has given me hope that in 2019 I will do better than 2018, and I think that is what this whole small business thing is about. Learning new things, trying new things and growing both as an individual and a business. This choice has made me sit down and work on my processes and also get serious about what I can actually accomplish in a given hour, day, month or year. When I laid out all that I want to get done in a three month period, I suddenly realised that the expectations I have been putting on myself are far too high. I will do better in 2019, by being more realistic about my time and the expectations I put on myself. By seeing it all in front of me like this, I can also see that there will be times that I will need to ask for help, just to get projects over the line, and that's okay. So now, instead of feeling like I hadn't achieved some of the big goals I had set for myself for 2018, I am forgiving myself and feeling proud that although I didn't release all the patterns I wanted to, I learned a great deal, nutted out my processes more and got myself prepared to do better next year. And most importantly, so many of you sewed my patterns this year, and just scrolling through the hashtags of the patterns I have released makes me eternally grateful to be part of this wonderful community.
Happy holidays everyone! I hope you have a relaxing break and can spend some time with with those you love and care about.
I'll be taking two weeks off to relax, recoup and go camping! Any orders placed between now and January 8th will be shipped out when I'm back at work on January 9th, 2019. I appreciate your understanding.
Happy sewing everyone and thank you so much for supporting In the Folds this year. Seeing all your beautiful makes from my patterns has been an absolute highlight.


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First, the Sox and Terry Francona parted company. Then with Theo Epstein. And then Jonathan Papelbon left.
And now, it's Heidi Watney taking's off from Boston. She's heading back to California to be the Los Angeles Lakers sideline reporter. (She does know that the NBA is still locked out, right?)
Will the bloodletting from last September ever stop? Now I'm really depressed. I'd love to see the lovely and talented Tina Cervasio return to Fenway.
Anyway, the Red Sox managerial search took a strange turn last night, as the Cubs offered Dale Sveum their managerial position. It looked like the Sox were going settle on Sveum, who so far has been the only candidate interviewed twice.
Interesting to see the Cubs beat the Red Sox to the punch on Sveum. You don't suppose this is Theo Epstein trying to stick it to Larry Lucchino, do you?
Three candidates still remain: Torey Lovullo, Sandy Alomar Jr. and Gene Lamont. Pete Mackanin was recently eliminated from consideration. Lovullo would seem to be the odds-on favorite now, but I wouldn't be surprised to see the search go on a little while longer.


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Paris is a dream destination for the world's museophiles, featuring some of the planet's most renowned art and cultural repositories. While the majority of people will be familiar with the Louvre and its treasures, there are plenty of lesser-known alternatives that also feature
Musée d'Orsay
Look, we said lesser-known, not unknown. The beautiful Musee d'Orsay still draws plenty of visitors from all over the world, boasting one of the finest collections of Impressionist art in the world, with masterpieces by Monet, Renoir, Degas, and Cézanne.
Fondation Louis Vuitton
Designed by Frank Gehry to evoke a boat in full sail, this iconic gallery features some of the best modern and contemporary art in the world, with temporary exhibitions by some of the most famous artists of the last century.
Le Palais de Tokyo
Now we're getting more obscure. Paris's rebellious anti-museum has been tearing up the art rulebook for 15 years and counting. With changing exhibitions featuring groundbreaking art, there's something different every time you go. And by different, we mean different!
Musée Picasso
The Picasso Museum in Paris features over 5,000 works by arguably the most famous modern painter, as well as other works from Picasso's personal collection such as pieces by Cézanne, Degas, and Matisse.
Centre Georges Pompidou
Another slightly better-known museum, the Pompidou Centre houses a huge public library, as well as Europe's largest collection of modern and contemporary art by masters like Picasso, Ernst, Kandinsky, Matisse, and Francis Bacon. Oh, and it also boasts some of the best views of the city from its rooftop viewpoints.
Musée de l'Orangerie
See eight of Claude Monet's famed Water Lilies bathed in natural light, housed in two oval rooms purpose-built to the artist's own specifications. A perfect complement to the nearby Musée d'Orsay, also featuring a collection of works from luminaries including Matisse, Picasso, Cézanne, and Renoir.
Musée d'Art Moderne de la Ville de Paris
The Paris Museum of Modern Art boasts a huge collection of modern and contemporary art from the 20th and 21st centuries. Take a break from the crowds and immerse yourself in prime examples of Fauvism, Cubism, New Realism, and more.
Musée du Quai Branly
Architect Jean Nouvel designed the museum's interior to be free of barriers and railings, allowing visitors an unimpeded glimpse into cultures from around the world. The museum's global collection features masks, musical instruments, weapons, ceremonial artifacts, paintings, tapestries, and more.
Cité des Sciences et de l'Industrie
Learn about the world of science in one of Europe's very first science museums, surrounded by a lush 55-hectare park. This family-friendly museum is full of hands-on experiments and immersive displays, including a planetarium and mind-boggling optical illusions.
Petit Palais
Built for the purpose of hosting the 1900 Exposition Universelle, the stunning Petit Palais was spruced up in 2005. The museum holds priceless art from the French and Italian Renaissance as well as work from antiquity through to the 20th century.
Five of these venues (Musée du Quai Branly, Centre Georges Pompidou, Musee d'Orsay, Fondation Louis Vuitton, Musée Picasso) were nominated as part of our 2019 Remarkable Venue Awards, with
Mick Murray
His hobbies include wildlife photography, writing, and contracting pneumonia.
Latest posts by Mick Murray (see all)
- Guide to the 2019 Rugby World Cup host cities - September 10, 2019
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- Guide to the 2019 Amsterdam Grachtenfestival - August 5, 2019


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KSLN Expands Practice in Pennslyvania
February 8, 2012
If you are looking for a law firm to handle your Business and Corporate, Commercial Litigation, and Insurance Defense matters in Pennsylvania, look no further. Our experienced Pennsylvania-admitted attorneys — Melissa A. Foti, Jeffrey A. Carlino, and Amanda L. Machacek — are ready to assist you in achieving the best possible outcomes on your legal matters. We balance superior legal counsel with accessibility and cost efficiency, it's what makes us easy to work with and tough to beat. If you are interested in learning more about our Pennsylvania practice, please contact us at 800-447-9544.


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iOS 5 brings "Related People" to Contacts
Apple's native Contacts.app was updated in iOS 5 to add Related People, whereby you can add, well, related people to one's contact information.
This new feature allows for custom fields, so it's not entirely restricting.
Are you running iOS 5 beta at the moment? Feel free to have a little fun.
(via 9to5Mac)


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Description du produit
Furla`s history begins in 1927 in Bologna, Italy and since then that the expert craftsmanship is at the heart of the brand. Known for its timeless designs, Furla presents a wide range of products that reflects an elegant aesthetic and a special attention to detail. Crafted from soft grainy onyx and ivory leather and boasting an envelope shape, this Capriccio tote bag features an adjustable shoulder strap, a gold-tone logo plaque, a foldover top with a magnetic closure, an internal slip pocket, a main internal compartment and a logo stamp.


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L70 Dual SIM D325
Key Features
- Knock Code™
- Slim Design
- 4.5" True IPS Display
Knock Code™
Lifelike Color Expression
Smartly Powered Battery
Slim Design
L70 was crafted with a slimmed down and contoured unibody design that's the perfect fit for both your hand and your unique style.
Metallic Finishing
Give your look some added flare with metallic finishing. Wrapping the phone is a metallic frame that delivers a modern style that's sure to standout.
QuickWindow™ Folio Cases make connecting to what matters super easy. Access the screen and check notifications all without having to open the cover.
*Case must be purchased separately, and colors may vary by country.
Knock Code™
Meet Knock Code™, an advanced version of KnockON. Knock Code™ includes KnockON's ability to wake your phone by simply tapping the screen twice. It also allows you to set a personalized pattern for one step home screen access and greater privacy. Knock patterns can be setup anywhere on the screen for personalized and optimized single-handed use.
*The Knock Code™ supports two to eight taps for each pattern. Original KnockON is also available.
Plug & POP
Listening to music and syncing files have never been easier. With Plug & Pop the phone intuitively shows you the icons for the features that require earphones or cables, letting you use the apps you want faster.
Capture Plus™
Save an entire article or recipe for later with Capture plus™, allowing you to capture the full view of a web page rather than a limited screen capture.
Clip Tray™
Clip Tray™ allows you to copy multiple items visually and paste them in a clipboard that pop up at the bottom of the screen. Creating a collection of information from where you can save or send.
Fast Snapshot
User can wake camera app by long pressing the (-) volume button in sleep mode(Rear key and Side key models both are available). Fast snapshot is also available even though using quickwindow case.
Multi-Point AF
Support wide Focus area What makes clear image without focus fail. You can see the several focuses on preview such as DSLR camera.
Dual SIM
Dual SIM is a powerful tool for bringing both your work and private lives into balance. You can now even set a separate ringtone for each SIM, so that you can instantly recognize who's calling.
1.2GHz Dual Core Performance
With a 1.2GHz Dual Core CPU powering your experience everything you do will be faster, smoother and lag-free.
4.5" True IPS Display
Although L70 provides a slim and sleek body, you can still enjoy a true color 4.5" IPS display. Moreover, it comes with a 2,100mAh battery which gives greater life to everything you do.
Simply choose a support option from the icons below:
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