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In my history of Seattle's Groceteria Stores, I briefly described how Alvin Monson's PTSD from World War One led to the downfall of that grocery chain. This article is a lengthier exploration of his traumatic experience using quotes from primary sources to illustrate the horrors as accurately as possible.
Update January 2018: I appeared on Seattle radio NPR 88.5 KNKX for an interview about Groceteria and Alvin Monson. Listen here.
The Select Few
On May 18, 1917 the Selective Service Act took effect, ordering men 21 to 30 to register and for local draft boards to randomly select men to be drafted. Alvin's registration card indicated that he was the buyer for Groceteria Stores. This was a gross oversimplification, ignoring his executive position, roll as shareholder, and the fact that Groceteria was his brainchild. The card's personal data described him as tall and slender with light brown hair and blue eyes. The field that would cause him the most grief was "Married or single?: Single". Many draftees who passed their physical argued that they were the sole income earner for their household, and often they were excused from service.
Alvin was left with only one argument: that he was a critical resource in his business. A September 7, 1917 article in the Seattle Times chronicled Alvin and his brother Martin's efforts to avoid service:
"Storekeepers Ask President for Exemption
"Alvin O. and G. Martin Monson Appeal From State Board When Called for Service in National Army
"Alvin O. and G. Martin Monson, directors and originators of the Groceteria stores, yesterday filed notice with the state exemption board of this district of their appeals to the President of the United States from the action of the board in denying them industrial discharges from service in the National Army.
"The Monsons were first certified for service by District 8 exemption board, and they filed industrial claims with the state board, claiming that the groceteria business could not be maintained in their absence without heavy losses, and that they were indispensable to the conduct of the business and that their places could not be filled."
The November 4, 1917 Seattle Times informed readers that the appeals were rejected:
"Groceteria Owners Put on Olive Drab
"Goldie M. Monson and Alvin Monson, two young men from District 8, who conceived the idea of selling groceries on the wait-on-yourself plan and copyrighted it under the name of Groceteria, are among the soldiers at American Lake today. They left Seattle yesterday with the fourth contingent from Seattle."
American Lake is a large body of water in Pierce County, southwest of Tacoma and southeast of Steilacoom. In early 1917 Pierce County residents purchased 70,000 acres southeast of American Lake and gave it to the federal government to make a new army base to train draftees headed to Europe. In June construction began and in July the base was named Camp Lewis. This later became Fort Lewis and in 2010 was merged with an Air Force base to become Joint Base Lewis McChord. In November the Monson brothers joined the swelling ranks of the "Wild West" 91st Division at Camp Lewis. While most Washington men were part of the 361st Infantry Regiment, Alvin was assigned to the 362nd which was mainly Utah and Montana draftees. The two regiments comprised the 181st Brigade. Composed of draftees from across the western states, the 91st topped out at 37,000 men in December.
Train to Hell
Alvin and Martin spent seven months training at Camp Lewis and traveling back to Seattle whenever they had a day off. Alvin was assigned to the 362nd in the machine gun company. After a time Alvin was pulled from the daily rifle training to instead use his store management skills in the canteen.
After weeks of rumors the 91st deployed in June 1918. They rode the Great Northern Railroad to New Jersey, where they were staged at Camp Merritt for a week. Then the 362nd boarded the conscripted British transport RMS Empress of Russia for the ride to Liverpool and then the large port of Le Havre in northern France. The crossing took more than a week.
In late July the 91st began moving inland to a training ground at Haute Marne in northeast France. A terrible tragedy awaited Alvin. His machine gun company along with a medical detachment boarded a small freight train for an overnight trip. They were parked on a siding near Bonnieres when another train rushed up behind them. In his words,
"At about eleven o'clock, we were all going to sleep… There were fellows this side and that side and stretched along the car… and then I went to sleep; dozed a little anyway. Then I heard this crash coming. First I heard a big crash and I didn't know what it was and I said 'My God, I am going to get through this and I (weeping). I heard a train. I didn't know where I was, and before I could figure it out — (weeps). When I came to, there were ambulances all along… I ran across the captain. He said "You help four of us clear this up." We started to carry them on the stretchers like the Captain had said. The first fellow, a man named Copeland, had his head off. I started to lift up again and then my back caught me, just like a shot… There were thirty-three killed and seventy-two injured in that wreck…
"In this second door a fellow asked me to kill him. He was in pain, see. Oh Gee! It was awful. He was yelling, of course. It was the worst you ever see." — USA vs Alvin O Monson, Ninth District Court #8237
The official history of the 91st Division makes no mention of the train wreck, but it warranted a full chapter in the history of the 362nd Infantry Regiment. The author held back nothing, painting a grisly picture for those that would learn or remember the events of that late night:
"On each side of the track, as far as sixty feet, lay the wreck of box cars, the dead and dying in grotesque positions. As the engine plowed through the last seven cars, it scrambled trucks, wood, iron, bodies and rifles in a tangled mass. Feet and arms peeped forth from the wreckage. Blood and brains and dismembered legs and arms were spattered and scattered everywhere. One body rested under the rear wheels of the engines…
"The only noise was that of the rescue parties, save when the pain of moving brought forth an involuntary groan. With crushed chests, smashed heads, arms and legs broken or cut off, these men lay without a murmur. Men pinned down by the weight of tons on their legs or arms begged the rescue parties to work first upon some of their comrades nearby.
"The dying lay patiently, giving the final words of their life to be written to their mothers, their wives or their sweethearts, or receiving last rites from the Cure'." – History of the 362nd Infantry
Alvin was not injured but the trauma caused chronic pain that resurfaced throughout his life whenever he thought of the events. He was left behind with two dozen men and a lieutenant to oversee burial of the dead. The soldiers were lavished with food and drink by the French locals. They were constantly drunk on wine for the two days, trying to forget the horror.
After censorship restrictions were lifted in 1919, American Red Cross Lieutenant Colin Dyment had his account of the Bonnieres wreck published in papers across the United States. Dyment skipped over the grisly details except to point out when a man whose legs were shattered or a man whose hand was cut off showed loyalty and determination to enter the war with his unit. He did have a thorough description of the funeral, though:
"The bodies of the thirty dead were taken to the nearby village of Freneuse, and on Friday the 27th a military funeral was held. The French in Freneuse closed their stores. A band of twenty from a French infantry appeared to aid in doing military honors. The prefect of the district, the city officials, a representative of the French senate, one of the French army, and numerous other French officials were present… Flowers were banked everywhere and flags were draped…" – Seattle Times, April 9, 1919
After the funeral, The 362nd regrouped and joined the 91st for a month of training. In September they headed to the front lines near the Argonne Forest. Alvin was put into a supporting role because of his chronic pain. This meant assistant to the company clerk initially, but later he was assigned as runner for one of the four sergeants just as the 362nd was about to lead a frontal attack on German positions. It was early morning on September 26, 1918. The men went over the top of the barbed wire at 5:30 a.m.
"I didn't know I had to go into the fight yet. I didn't realize. I was called three or four hours until he told me I would be runner for the Sergeant; then it was too late, right at the last like that. They knew they were going to go and they could see the horrors of it. You see I didn't,– I didn't get into anything, into the fighting…
"The American artillery was right back of us. It sounded terrible. You would have to strain yourself to keep the noise out, more was coming all the time, and fast, oh! they were fast, one after another… We went over the top and there was barbed wire across the top. We got over there and we could see… trees knocked down and holes here and holes there, holes all over. We saw dugouts and Germans running out of dugouts…
"By gosh there were a million shells it sounded like. Shells at all places… The first man killed was Lieutenant Stearns [Stearn]. He had his leg shot off… The next man, named Goodwin, one of the runners,– see, there were eight of us — one of the runners for one of the squads — a shell hit him and a fellow said it was a good thing we knew who he was because he was blown all to pieces… A man named Goodwin or Goodman… I would say I was about three-quarters of a block or just about a block away when that happened, and the next thing I heard, the Second Lieutenant,– we were advancing, going through and next Stearns, the First Lieutenant, and then next Lieutenant Swift, was killed. Then a man named Joseph Zulova [Piazzola]. He was blown to pieces. Not like Goodwin. And then we keep on advancing, about five miles and these big shells going all the time, both ways, just generally going and those big shells just whistled. It was cross fire in the air, and machine gun too…
"As we advance, we all got on top of the hill. I got in a shell hole and how those shells, the big guns, 77's went in all around; around and among the men. All over this hill. I was still in this shell hole. The Sergeant said 'Come on Monson, let's go,' and the others started to advance and as soon as I got out of the big shell-hole and got where the Sergeant was, a big shell came and blew up the hole I had just been in… Then he told me my Captain was killed. He told me right after that. Captain Worsham was killed right on this hill. That left Sergeant in command…
"We were going over this big long hill, and off to the left I noticed a whole lot of soldiers around a tree and a big shell hit that tree and the tree went over and the fellows staggered. On that hill fourteen fellows were killed. I don't know what happened to the fellows around that tree…
"I started across this ravine; a little bridge went across it. You could go across in that place but I went around and got across and a big shell hit right in back of me. That big shell blew up the bridge, and then I went and lay alongside a tree; a willow tree, I would think, two or three feet the other side of the bank, and then I went and lay down there, and there were six or seven or eight fellows lying right along there… And then a big shell hit. When I came to and raised up all these fellows were all torn to pieces… I heard some shells and sounds like shouts so I started back–. As I said, there were six or seven fellows lying with me.
"I am leaving out some. Going over to this place you see I read something on the boat before I left, just a little pamphlet, I didn't know where I got it. It said 'If you believe the things I do,' something like that, 'You can do them also.' It said 'It is a promise to you.' I read it when I went to church and thought I could do anything, that there was nothing I could not do. Going over this hill I said 'They cannot hit me.' When I raised up from this bunch of fellows and they were all killed I was so surprised. I could not realize it. I thought there was something wrong with this place. I didn't know, I thought there was something wrong with my mind, surely something wrong when I saw that. I noticed a hole right through my leg, you know these wrapped leggings, and I kept unwrapping it and there was a little German bullet, one of the rifle bullets, right next the skin and not even a scratch. When I had that thought going over that they could not hit me and there was proof of it in five or ten minutes, this made me stronger than ever….
"I climbed up so as I could see and there was a German Captain lying there, badges on him and everything you could think of. Dead, you see. I looked down further and saw American uniforms–." — USA vs Alvin O Monson, Ninth District Court #8237
In the official History of the 362nd Infantry, the scenes of battle were described in even more gruesome and terrible terms. The author wrote with blood-drenched words about the first shellings after the 91st went over the Argonne barbed wire and advanced through German territory:
"The men were like seasoned warriors, never hesitating in their advance, though their comrades on right and left might be hit by machine-gun bullets or mangled to pieces by shells. The less said about the effect of artillery shells on the human body the better. One minute there may be two or three specimens of perfect manhood, the next minute nothing but raw carcasses or groaning wounded with stumps for arms and legs." (page 28)
Here are the descriptions from the official history's Honor Roll of the deaths that Alvin described in this section:
STEARN, Joseph H., 1st Lt. MG. Co. Wounded in action Sept. 28, 1918. Died in Am. Hospital No. 114. Buried Sept 29, 1918, in cemetery back of hospital, Fleury.
GOODWIN (2259445) Hollis R., Pvt. 1st Cl. MG. Co. Killed in action Sept. 27, 1918, by H. E. [high explosive artillery] on the reverse slope of the hill just south of Epinonville, France. Buried Sept. 30, 1918 in cemetery No. 2 on Map Verdun Sil, point 75 Bg. 6 on right side Very-Epinonville road half way up Epinon hill. Grave No. 11.
SWIFT, Joseph H., 1st Lt. MG. Co. Killed in action Sept 29, 1918, by a sniper, at the edge of the woods near Gesnes, France. Buried Oct 7, 1918, north of Bois de Cierges de Tir 1/10,000 05.9-80.0
PIAZZOLA (2259477) Joseph, Pvt. MG. Co. Killed in action Sept. 29, 1918. Killed by a sniper while lying in edge of the woods preparatory to the attack on Gesnes, France. Buried Oct. 6, 1918, Bois de Cierges. Very 211 Granpre des Canevas de Tir 1/10,000 06.4-80.4. Grave No. 35.
WORSHAM, Elijah W., Capt M. G. Co. Killed in action Sept 29, 1918. Killed by a rifle bullet through the head on the hill overlooking Gesnes, France. Buried Oct 10, 1918, Map Very 211 05.4-81.0. Grave No. 1.
Alvin's company regathered and then retreated, marching for almost a solid day. They pitched tents and ate the first real meal in more than a week. Two hours after they arrived, orders came for the 181st to return to the front. The company occupied a building to escape driving rain. At this point in his testimony Alvin began to waver. Eventually the judge was forced to adjourn for the day to let him regain his composure.
"I don't know how long we were in there, but to look at the fellows and remember at first they had been such big husky fellows –. I will be all right in a minute. Well these big husky fellows, they looked just like skeletons. You would hardly recognize them…
"I got orders from the company Captain to go to Headquarters to bring up the mess. He said to bring up a hot lunch, see. I started back and walked, oh I guess, three miles… I had to follow a wire, a signal wire, see… I went over this hill and some German gunner spotted me and shot through the trees and I followed the wire down the hill. Then he started shooting good. I went down this hill and must have gone about a mile. I passed a bunch of fellows there and they had turned black. Dead soldiers. I saw them all over. I saw so many, I don't know how many. And the smell was just something terrible." — USA vs Alvin O Monson, Ninth District Court #8237
The judge asked Alvin to proceed. When he couldn't, the judge and counsel conversed briefly and then Alvin was excused.
When his testimony resumed, Alvin told of his return to his company with hot soup. Then his tale took odd directions with no clear timeline. An anecdote about being positioned just in front of ten American artillery pieces that fired endlessly, "The effect it had on me was that I was crazy about." A story about six men sleeping in a shack together that was pounded by shrapnel all night. In a longer story about fifteen men all sleeping in a shallow hole together he described being spotted by Germans with shells inching ever closer all night long. He supposed that they were gassed, and he passed out for four hours amidst the shelling. In the morning he looked out to see "big shell holes and all these fellows killed."
It's difficult to connect his stories to the 362nd's record. Some of them must have been part of the 362nd's assault on Gesnes, where they were the first American regiment to break through the third line of German defense (Kriemhilde line).
"At the moment set, the attack by the infantry was launched and the wild charge out across the open through a seething inferno began. Forward was the command received. What though it seemed to certain death! Not a man faltered or waited for another.
"The hills ahead fairly belched fire and the flash of artillery firing point-blank at the advancing waves could be distinctly seen. No man could describe the fury of the barrage that was poured down upon them. But, with shouts of 'Powder River,' they raced forward in thinning numbers through the storm of bullets, shrapnel, high explosives and gas shells, like wild men. The rapidity of the advance and the utter recklessness of the charge seemed to send fear into the heart of the Huns. They fled back over the hill leaving the wounded behind…
"Only a handful of men had emerged from the slaughter. Hundreds of dead and wounded were strewn over the battleground. Many officers were among the fallen… The burial party found the bodies of over 100 of our men in 200 yards… The moaning cries of the wounded seemed to come from everywhere out of the darkness. Here and there a man was found wandering about among the dead and wounded like a lost child; rendered so by the terrible shock and horror of the carnage… One company had eighteen men left of its 179." — History of the 362nd Infantry
After describing rejoining his company again from another message run, Alvin recounted what it was like to have a shell explode nearby:
"We were stretched out on this bank. This shell came over our heads and hit about ten feet away. Well, I didn't know anything, only this terrible pressure on my ears. I cannot explain it. It was something fierce. The whole company was strung along, see, but about eight men were all together, all talking to one another. It was a gas and shrapnel shell, commonly called 'high explosive.' And they ran up toward–. That explosion just forced your head back and forward. It made your head ache something terrible. I was going to tell you now,– it must have been a half an hour afterwards,– the men some ran to the left and some ran to the right and I just stayed right there. I could not move. I was alone,– I forgot to tell you, and I had dirt all over, dirt and everything. They were buried, but they got up. Some ran to the left and some ran to the right, but I could not move. I had to stay right there. Nobody was present when I came to. Maybe fifteen or twenty shells came in, kept coming higher and higher and after that I went and located the company, joined the company and marched up there where I said about the soup." — USA vs Alvin O Monson, Ninth District Court #8237
The end of the Argonne campaign was as fractured in Alvin's mind as the battles themselves. In the midst of describing the company all having dysentery he suddenly said, "We got on some trucks some place and went a little ways and then boarded a train –. This was on our way out of the Argonne, going up to Belgium."
In Belgium the 91st Division, including the 362nd Infantry Regiment, relieved the 164th French Division and worked under the direction of King Albert of Belgium. Alvin spent the start of it in a hospital recovering from dysentery, and then rejoined his company for the last two weeks before Armistice. The official history calls this the "Battle of the Turnip Patches", describing "geysers of dirt and turnips thrown up by bursting shells". Likewise, Alvin's testimony recounts sporadic shelling, repeated advances, and constant eating. He describes meals of potatoes, unnamed buckets of food (probably turnips), cheese, bread, tea, meat, and many more. It was a smorgasbord in comparison to the days of starvation and single description of grease and hard bread in Argonne.
Peace came suddenly, with the 362nd waiting to raid a town. The endless horror had lasted only a few months. They spent the next two months in bored, cold misery as they waited to return to the United States. After marching through Belgium and back into France they rode train freight cars again to St. Nazaire. There they boarded the troop ship USS Floridian for a trip back to Hoboken, New Jersey.
Home Sweet Home?
After arriving on in New York on April 15th, 1919, the 362nd was fractured. Men were sent to one of four camps nearest their home. Only two other men returned with Alvin to Camp Lewis in Washington. Alvin described his terror of the long train ride across the country, unable to sleep out of fear that an accident would happen. On May 5th they arrived in camp, and the next day Alvin was back in Seattle.
He was a dramatically changed man. In his testimony Alvin said it himself, "After I got back out of the Army, the war was all I talked about all the time. I talked war as soon as I got home."
Mabel Olson, who worked at Groceteria in accounting, recalled in testimony that Alvin had no interest in the company or his friends or family when he returned. He was completely obsessed with his experience:
"He came in, threw his coat in the corner, and sat down, and just gave us the "hello" and started to relate of the war and experiences that would shock anybody, suggestive stories of back there in France, and he didn't know any of the girls but myself; and I was disappointed… He didn't ask about the business or anything, just talked war, war, war." — USA vs Alvin O Monson, Ninth District Court #8237
Simple words or phrases would trigger flashbacks. The words "right" or "write" would remind him of Jack Wright, killed during the Gesnes assault by a bullet through the chest. But the flashback would be of Jack moving to a different train car just before the wreck. Advertisements for the popular refrigerator brand Copeland would remind him of a man killed in the train wreck. Other words like "me" or "knee" brought back other memories.
The Monson family decided it best for Alvin to rest and recover his weight. Alvin went to live with relatives in Chicago for a few weeks. Unfortunately he had to ride the elevated train to get around, and he passed out many times because his mind panicked.
The first work Alvin was assigned back in Seattle at the grocery chain was monitoring inventory to determine when to send product from the warehouse to each store. Repeatedly, Alvin could not focus on the task at hand because he would remember some personnel records he had been unable to keep in France and so he would begin a tally of wounded, killed, and men ready to fight.
Walter tried putting him in a variety of jobs including his old role as buyer, but the activity did not help Alvin as he hoped and it certainly did not help the company. Alvin suffered periodic back pains, migraine headaches, and memory flashes. He could not reliably do any work, needing to suddenly take hours or days off of work. To avoid the banter of selling agents Alvin would simply arrange to buy vast quantities of unneeded materials at ridiculously high prices.
Alvin went to doctors for minor issues, but he avoided seeing a Veterans Administration doctor about his PTSD for twenty years. By the time he realized he needed help the government was unwilling to pay. It took a lawsuit to secure payment. The transcript of that case has left us with an amazing record of a man, an idea and how it can be ruined by unexpected war. After he won the lawsuit his life wasn't magically better. He continued living on a rural farm in Snohomish County with his brothers and mother, his mind enraptured by a few months of war.
A Note on Sources
A variety of primary sources allowed this article to be written. First and foremost, the transcript of Alvin Monson's 1934 lawsuit against the Veteran's Administration to receive disability pay. The text is poignant and chilling at times, while also providing insights into Monson's past and his company Groceteria that allowed me to write the history of that chain grocery store. There were many moments where Alvin broke down during the testimony, each captured with a simple "(witness weeps)" , "(weeping)" or similar comment.
After World War One each unit created its own unique history. The 91st Division was given an overarching history. Also the 362nd and its sibling the 361st Infantry Regiment had their own histories, which are quite surprising in contrast. The 361st is thorough in detail, perhaps even clinical in describing troop movements and exact times and locations. The 362nd's story is grisly, chaotic and disturbing despite attempts to highlight the patriotism and bravery of its men.
The Seattle Times archive served me as it always does.
For additional information about the 361st, HistoryLink has a good article by Duane Denfeld in 2014 focused on that regiment and tying it to the overall story of the 91st Division.
Finally, the fine master's thesis of Bryan Woodcock, The 91st Infantry in World War I, is worth a long read. He takes the first steps to plug the gap in historical review of the division.
Additional Materials
Update December 2017: While preparing for the KNKX interview I made a new discovery.
I made contact with the descendant of a relative of Alvin Monson, who had two photos of him. They both show him happy and in uniform. They must date from Spring of 1918, before he was sent to France.
For more about Alvin Monson, please read my articles and interviews:
- Groceteria
- The grocery revolution reaches Broadway (CHS)
- Piggly Wiggly on Broadway (CHS)
- This man invented self-service grocery (KNKX) Radio interview. Small quibble: he brought discount groceries to Seattle.


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No end in sight to complete screen freezes on all 24man dungeons, Wyrm and Ogres. Each patch it gets worse, from the second the fight begins, to the second the boss dies, my screen is frozen 95% of the time. If im lucky ill get a few bomb throws in, but never enough to get credit for the quests.
I know its only a small fraction who is experiencing this issue, but Blade-Soul really breaks the game for us. I surprise myself that i still play a game with such pathetic optimization, but the rest of the game is so enjoyable
The fps issue looks like its coming from when everyone starts attacking the boss, so im guessing its the other players animations that lag the game? I have hide all players on, and when im in big cities with lots of people my fps is fine. Just when large groups of people are attacking.
I'm not trying to be super trolly, but hardware, or maybe software issue? Like you said happening to a small number of people. So perhaps file a ticket with ncsoft support with your dxdiag and see if they have any ideas?
I'm pretty sure I made post regarding this same topic, there not a solution fix on any of these topic related post. Just bunch of kids whinnying or saying same problem. Just have take it with a grain of salt. Crap Korean made game just like Tera. If you try to complain about it's the same as going into mc Donald's and complaining why is everyone is fat in it.
I have exactly the same! Freezes 90% when people are Attking. Sometimes i get lucky to get box from boss in 24 when not many people around 😡 but yea Every patch it gets Blade & Soul Items but since optimisation comes in fractions with Every patch that we get i think we Will have these freezes all the time til we have catched up with Korea…we have to wait sadly.

subset: commoncrawl


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This page can be viewed at http://www.historycommons.org/context.jsp?item=a033189OPRInslawNoBias
This is a scalable context timeline. It contains events related to the event March 31, 1989: Justice Department Oversight Unit Finds No Bias in Inslaw Affair. You can narrow or broaden the context of this timeline by adjusting the zoom level. The lower the scale, the more relevant the items on average will be, while the higher the scale, the less relevant the items, on average, will be.
Associate Deputy Attorney General Stanley Morris writes to James Rogers, an attorney acting for Inslaw, and admits that the company owns privately funded improvements to the PROMIS software. Morris first points out that part of the software was financed by the government: "We agree that the original PROMIS, as defined in your letter of May 26, 1982 (see May 26, 1982), is in the public domain. We also agree that the printed inquiry enhancement is in the public domain." This means that Inslaw could never charge the department for the use of software comprising only the original application and the printed inquiry enhancement (although it could of course charge for installation and maintenance). However, Morris adds, "To the extent that any other enhancements to the system were privately funded by Inslaw and not specified to be delivered to the Department of Justice under any contract or other arrangement, Inslaw may assert whatever proprietary rights it may have." This means the department agrees that Inslaw can sell a version of the software with privately-funded enhancements. (US Congress 9/10/1992) This statement is made in response to a letter sent by lawyers acting for Inslaw founder William Hamilton, informing the department that Inslaw intends to become a private company, and asking it to waive any proprietary rights it might claim to the enhanced version. Clarification will be provided in a 1988 deposition in which Deputy Attorney General Arnold Burns will say, "Our lawyers were satisfied that Inslaw's lawyers could sustain the claim in court, that we had waived those [proprietary] rights." (Fricker 3/1993)
The Office of Professional Responsibility (OPR), an oversight unit at the Justice Department, conducts an initial review of bias allegations against departmental officials in the Inslaw affair. The exact timing of the review is uncertain, although it may come after a query about the case from Senator Paul Simon in June (see June 16, 1986). The review finds that there is no misconduct by Justice Department manager Lowell Jensen. According to statements made by acting OPR counsel Robert Lyon and assistant counsel David Bobzein to the House Judiciary Committee in 1990, the OPR does not perform a full review at this time because the allegations of bias are not an issue OPR would normally review. Therefore, it plans to rely on the findings of a bankruptcy court hearing the Inslaw case (see June 9, 1986). However, after the bankruptcy court finds in favour of Inslaw (see September 28, 1987), partly because it thinks the bias allegations are well founded, OPR begins a full investigation (see October 14, 1987) and concludes there was no bias (see March 31, 1989). (US Congress 9/10/1992)
Judge George Bason of the Bankruptcy Court for the District of Columbia issues an oral finding that the Justice Department "took, converted, and stole" the enhanced version of Inslaw's PROMIS software by "trickery, fraud, and deceit." The ruling is issued at the end of a trial that lasts over two weeks and involves sworn statements from over 40 witnesses and thousands of pages of documentary evidence. Bason finds that a key departmental official, project manager C. Madison Brewer, was biased against Inslaw (see April 1982, April 14, 1982, and April 19, 1982). In addition, Brewer's boss Lowell Jensen (see December 29, 1983 and February 1984) is said to have "a previously developed negative attitude about PROMIS and Inslaw," because he had been associated with the development of a rival case management system while he was a district attorney in California, and this affected his judgment throughout his oversight of the contract. Further, the department violated bankruptcy protection legislation that applied to Inslaw by using and exercising control over Inslaw's property—the enhanced PROMIS software—without negotiating a license fee. This oral finding is confirmed in a written opinion issued on January 25, 1988. In the written finding, Bason adds, "[T]his court finds and concludes that the department never intended to meet its commitment and that once the department had received enhanced PROMIS pursuant to Modification 12 (see April 11, 1983), the department thereafter refused to bargain in good faith with Inslaw and instead engaged in an outrageous, deceitful, fraudulent game of 'cat and mouse,' demonstrating contempt for both the law and any principle of fair dealing." (US Congress 9/10/1992)
The Office of Professional Responsibility (OPR), an oversight component at the Justice Department, begins an investigation into allegations made by the software company Inslaw against some Justice Department staff. The OPR had conducted a preliminary investigation the previous year (see 1986), concluding the officials were not biased against the company. However, after a bankruptcy court finds serious wrongdoing by departmental officials (see September 28, 1987), Deputy Attorney General Arnold Burns asks for "a complete and thorough investigation into the allegation of bias and misconduct by various Justice Department officials against Inslaw." The full investigation will again conclude that the officials were not biased against Inslaw (see March 31, 1989). (US Congress 9/10/1992)
The Office of Professional Responsibility (OPR), an oversight unit at the Justice Department, issues a report on the Inslaw affair over the department's alleged theft of enhanced PROMIS software. The report finds that allegations of bias made by Inslaw and seconded by a bankruptcy court (see September 28, 1987) against departmental officials are unsupported. Inslaw had questioned the performance of former Attorney General Edwin Meese, former Deputy Attorney General Lowell Jensen, former Deputy Attorney General Arnold Burns, and others. The OPR says that the court's findings on misconduct by department officials are "clearly erroneous." In addition, the report says: "There is no credible evidence that the department took or stole Inslaw's enhanced PROMIS by trickery, fraud, and deceit. Additionally, we have found no credible evidence that there existed in the department a plot to move to convert Inslaw's Chapter 11 bankruptcy to one under Chapter 7 of the bankruptcy code." The House Judiciary Committee will be extremely critical of this investigation, commenting, "During its investigation OPR chose to ignore the court's findings and conclusions that there was bias against Inslaw at the department." In addition, the committee will say that the OPR looked at the bias allegations in isolation and "incredibly" did not examine the merits of the contract dispute, meaning its conclusions on the taking of PROMIS and the type of bankruptcy were "gratuitous," especially as Burns had told it the department agreed Inslaw owned the enhancements it made to PROMIS (see August 11, 1982). The committee will also point out that the OPR's deputy counsel, Richard M. Rogers, said he was recused from the investigation because of his association with Burns, although he was present when Meese provided a sworn statement. In this context, the committee will highlight problems found by the Government Accountability Office with OPR around this time (see February 7, 1992). (US Congress 9/10/1992)
The Government Accountability Office (GAO) releases a study of the Office of Professional Responsibility (OPR) called "Employee Misconduct: Justice Should Clearly Document Investigative Actions." The report is drafted at the request of the House Government Information, Justice, and Agriculture Subcommittee. The GAO finds that:
OPR operates informally, does not routinely document key aspects of its investigations, and provides little background information in its case documentation;
OPR generally does not record the complete scope of and rationale behind its investigations, or of the decisions reached in the course of its investigations;
OPR's conclusions that allegations are or are not substantiated are generally not explained;
In many instances, OPR does not pursue all available avenues of inquiry;
OPR counsel rely on an attorney's judgment and informal consulting among attorneys within OPR as the basis for making decisions and reaching conclusions about specific investigations.
The GAO concludes that these failings expose the OPR and the department to a range of risks, such as if OPR's informality led it to conclude an investigation prematurely, the department's integrity could be compromised. In addition, if asked to defend an investigation against a charge that it was not aggressively pursued, OPR probably would not have sufficient documentation to do so. A review of the quality of an investigation based on the documentation would yield little information. Therefore, the GAO recommends that OPR:
Establish basic standards for conducting its investigations;
Establish case documentation standards;
Follow up more consistently on the results of misconduct investigations done by other units and what disciplinary actions, if any, are taken as a result of all misconduct investigations. (US Congress 9/10/1992)
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text:
Ryan's Birthday Dinner
5 comments:
- Shannon said...
What a lot of hunting you had to do for a birthday dinner! I hope you had a fantastic weekend together :)
I love when you post pictures of the island. It is just so beautiful there!
- July 12, 2010 at 7:57 PM
- Beth said...
Looks like Ryan had a good birthday meal...and that kabob you had was crazy!
- July 12, 2010 at 10:01 PM
- Gina; The Candid RD said...
I do forget my camera sometimes, and it's a bummer, but my phone works just as well sometimes (I clearly need a new camera!).
Your shrimp kabobs look so good, and I probably would have ordered them too. I am really into shrimp lately. HAd some last night in fact.
View form our house? Not quite as nice as yours! Just other houses....boring.
Glad Ryan had a nice B-day dinner!
- July 12, 2010 at 10:06 PM
- Emily said...
Happy Bday to Ryan! I love how your skewer looks...very unique.
So nice of your dad to send some whole foods goodies, too!
- July 13, 2010 at 11:33 AM
- MelissaNibbles said...
Happy Birthday Ryan!
I love shrimp. I would devour that skewer.
- July 13, 2010 at 10:41 PM


text:
here are some stuff from the last few weeks:
1) Harley Quinn
secret Santa gift for the Jogees group:
battle-artist challenges:
1) battle chasers
angel and demon doodling:
all the character i did for the rule 63 challenge on skratchjams:
and a little something for the closing yer, this was the final assignment for the schoolism character design course i took. we redrew the character from the first lesson.
i'd definitely recommend this course for those who want to hone their character skills and having a tough time doing it on on their own.
happy holidays for all you gentile folks and happy new year!


text:
First published 12/05/2012
The tide appears to be turning in Western Australia, with Perth recording some encouraging capital growth and rental growth figures during the first quarter of the year.
According to the latest figures from the Real Estate Institute of Western Australia (REIWA), Perth's median house price increased by $2,000 during the March quarter of this year – reaching $467,000.
This is especially encouraging news for Perth, says the REIWA, as it represents two consecutive quarters of growth following seven quarters of decline.
"The median house price isn't the only measure of the market, but when we look at the other indicators from the quarter we find it's generally a pretty good picture," said REIWA President David Airey.
"The gap between the asking price and the selling price in Perth has also closed further, dropping to 6.4 per cent from 7 per cent in December. This trend suggests that more sellers are meeting the market and that pricing is being done with greater confidence as the median price levels out."
He added that the rental market in the metropolitan Perth market saw a strong performance during the March quarter.
"The median rent in Perth lifted by $20 to $400 per week, or 5% from the end of last year. This has been prompted by a tightening of the vacancy rate to 1.9 per cent, well under the accepted equilibrium of 3 per cent," he said.
"REIWA property managers are still reporting strong interest in rental accommodation at home opens, with many people looking through properties to secure a place to live."
He added, however, that renters are starting to take the plunge into home ownership, and this trend will most likely ease the pressure on the rental market as the year progresses.
"I think over the last eighteen months many potential buyers have lacked the confidence to purchase, as they watched the median price coming down in weak national and international economies, but now that things are picking up and the housing market has bottomed out, they are returning," he said.
Other observations included:
"The gap between the asking price and the selling price in Perth has also closed further, dropping to 6.4 per cent from 7 per cent in December. This trend suggests that more sellers are meeting the market and that pricing is being done with greater confidence as the median price levels out," said Airey.
Outside of the state capital the median price for houses grew by 4%, or $15,000, to hit $380,000, but the RIEWA noted that units and apartments in the regions "remained steady" at $335,000.
All in all, however, Airey is confident that the worst is now behind the WA property market, and that there are reasons for optimism going forward.
"There is often a slump in the market during the winter months, but I'm confident that for the remainder of this year we will see sales turnover increasing and the median price gradually lifting as our state maintains its good economic growth and positive population trend," he said. "It's not a boom but it does look like a welcome return towards more normal market conditions."
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text:
Leading the Multigenerational Finance Department
For several years, CFOs grappled with the issues inherent in a multigenerational finance department, particularly the challenges presented by younger employees and their divergent views of what a finance career entails. Then the forces that rattled the global economy appeared to lessen the need to actively cater to varied talent expectations of the multigenerational workforce—given that many employees were focused on simply keeping their jobs.
Following the U.S. recession, however, we find ourselves in an economy defined by a talent paradox, that is, the growing challenge of identifying skilled finance practitioners and leaders in the midst of relatively high unemployment. In addition, given that high-talented finance professionals can easily move between organizations, CFOs face new challenges in assembling their teams, including the need to embrace multigenerational dynamics. The pressures are being felt either somewhat or strongly by almost 70% of finance executives, according to a Deloitte Consulting LLP poll¹. And while these phenomena might not be unique to finance, they have implications for whoever is leading the organization or department, which, in the case of finance, is the CFO.
Whether we are talking about Generation X, Generation Y ("Gen Y" or "Millennial"), Baby Boomers, or the soon-to-retire (but perhaps later than we think) Veteran employees, each brings different experiences and attitudes to the workforce. And at a time when critical skill sets are increasingly difficult to secure and retain, finance leaders should have a clear view of how to attract, develop and retain people of diverse backgrounds and generations and evolve their talent practices to engage these different generations.
Finance by the Generation
Despite the current unemployment rate, demand for critical finance skills continues to outstrip supply. In a 2011 CFO Signals™ survey, CFOs noted that while 43% are actively recruiting new talent, 37% can't find the right people for the jobs.² Moreover, given the increased demands on finance, many CFOs are finding their current staff skills lacking. In fact, in the 4Q2011 survey, 75% of CFOs said their staffs needed stronger analytical skills, 60% needed better political acumen and almost half required facilitation skills and macroeconomic knowledge.³ The ongoing relevance of those findings are affirmed by the large shortage of finance talent found in Deloitte's 2013 Global Finance Talent Survey.
Those statistics cross generations, and well-documented labor demographic trends point to even further complications. According to the Bureau of Labor Statistics, for example, the number of younger workers has dropped almost 7% since 2000, and the number of workers 45 or older has increased 28%.⁴ And since the recession in 2007, the age group that continues to grow rapidly is the over-55 crowd.⁵
This aging of the skilled workforce and the shrinking of the skilled younger workforce, along with educational participation and skills development patterns, are creating challenges for developing effective finance talent strategies (see CFO Insights, "Do you have a finance-talent strategy?"). One major consideration for CFOs is the potential knowledge drain in important areas, such as treasury, tax and compliance, as the Baby Boomers retire. At the same time, finance faces the more immediate need of developing specific talent, retaining high-performing talent (particularly among younger generations) and filling skill gaps in order to create a continuous leadership pipeline.
The challenges are complicated by the differing values and styles of each generation:⁶
Generation Y (Millennials)—Representing some 25% of the U.S. workforce, this younger generation (1982–2005)⁷ is anticipated to revolutionize the finance workplace due to its members' innovative thinking and demand for technology-centric service delivery.⁸ Creating a strategy to effectively engage these ardent multi-taskers, who demand flexibility and require meaningful work, will be important to finance organizations looking to harness their innovative thinking and innate use of technology to drive problem solving.
Generation X—This group (1961–1981) represents the next finance leadership community.⁹ Skeptical and pragmatic, members of Generation X are also looking for a structure that affords them career-life fit and learning opportunities that lead to personal fulfillment and a broader skill set. Finance organizations may need to determine that they have detailed leadership development plans in place so as not to lose the wealth of knowledge this generation holds when filling open positions.
Baby Boomers—Accounting for 38% of the workforce, Boomers (1943–1960)¹⁰ comprise the majority of executive positions and are the primary source of institutional knowledge within most organizations.¹¹ Unlike their younger colleagues, they possess a work-to-live mentality and were raised in a corporate culture based on the importance of climbing the corporate ladder. There are other significant differences – such as the value they place on face-to-face interaction and their looming retirement concerns. Succession planning and creative "second career" programs will be important to creating efficient transitions as Boomers leave the workforce in droves.
Veterans—While small in number (6%), veterans still make their presence–and needs–known.¹² Most of these employees are grounded in tradition, respect authority and can be intolerant of the style of their younger counterparts. Still, it is important that the finance function put the appropriate process in place to ensure specific experience is transitioned from one generation to the next.
Benefits of Embracing Multiple Generations
Top talent exists in every generation, of course. But identifying that top talent, particularly among Gen X and Gen Y employees, can be difficult given a CFO's often limited visibility into the lower levels in the organization. Moreover, that same limited window may prevent finance chiefs from gaining insight into some of the generational frustrations that might be present in their organization.
To gain a better perspective, CFOs should ask the following questions:
Where are the career-path bottlenecks? Take a candid look at the organization and identify where the finance organization may be creating bottlenecks or points of frustration for leading talent. For example, is each of the people in finance supervisory, management or leadership roles really the top talent in the organization (see CFO Insights, "Do you have the finance talent you need now?")? Or am I allowing some people who have risen to their highest level stay because of their longevity? Much of younger talents' frustration stems from a lack of upward mobility and sometimes reevaluating career advancement opportunities and supporting programs can ease that angst.
What major generational differences exist in my department? To fully engage multiple generations requires understanding their mindsets and approaches to work (Baby Boomers are uncomfortable with conflict, for example; Gen Y may not have tolerance for boredom); their different attitudes toward respect (Gen X may view respect in conjunction with esteem; Gen Y expects to be heard); and their comfort level with technology (Baby Boomers may adapt to common technologies; Gen Y may seek the latest tools). At the same time, finance can leverage their commonalities such as the desire for flexibility, continuous learning and meaningful work to create customizing development plans. For example, members of Gen Y are particularly keen on rotational assignments, which allow them to be valued in the shorter-term even if they don't have the title and experience needed to move up in the organization.
How do I create a powerful combination of the new and the old? From a cross-generational perspective, what am I doing to create the proper mix of seasoned veterans and younger workers with fresh ideas, different perspectives and new tools? Our client experience indicates that younger generations can be motivated by exposure to new experiences and recognition. At the same time, Veterans are looking for alternatives to continuing to contribute to the workforce even after retirement. While many companies have formal rotational programs to foster the blending of the generations, CFOs can move the needle with informal breakfasts and dinners or special projects that foster interaction between generations and harness the power of the different experience levels to solve a business issue or finance problem.
Why is this something I should pay attention to? Given the talent paradox, it is important for CFOs to a) understand generational issues; b) plan for them; and c) integrate them as part of a finance talent strategy. Not doing so puts you at a competitive disadvantage, particularly if the talent you don't know you have is walking out the door. Moreover, now is the time to actively develop a multigenerational finance talent strategy. As the economy improves, people of all generations will likely be considering opportunities to advance elsewhere. CFOs should give finance talent, across the generations, a clear set of reasons to stay and grow.
How can finance benefit overall? The case can be made for the benefits of bringing new thinking and energy into any organization. But younger workers come equipped with certain skills that can improve finance's productivity, bridge the gap with other generations and enhance business value. For example, organizations with a business and tech-savvy workforce can enhance core processes through technology solutions, thereby reducing redundancies and potentially enabling the use of shared services. In addition, we have seen first-hand the impact on our clients as a result of sound multigenerational talent management strategies in areas such as product and service innovation, process efficiencies, positioning the organization as a market leader and increased productivity.
Little Things Matter
Turning a multigenerational finance department into a multigenerational finance team, however, is no easy task. It requires not just a three- or five-year plan, but an even longer-term vision as to how you develop and deploy finance talent across the organization. Still, it presents a rare opportunity to build a finance talent strategy linked to the business objectives that gets the most out of each generation's different passions and capabilities. And many effective strategies consist of talent management programs that focus on:
- Connection—to the organization and to others without regard to generation;
- Customization—tailored solutions to address different needs, interests, styles and approaches to career paths; and
- Choice—the ability to select from program options based on needs, preferences and aspirations.
Those three Cs are typically built into core talent programs, including onboarding, learning programs, performance management, career development and enterprise culture. But there are other steps CFOs can take to both identify future leaders and bridge the gap between the generations to form a cohesive finance team.
Consider the following possibilities:
1. Get creative. CFOs, like many executives, are overloaded with information. One way to bridge the gap between upper level management and junior talent is to engage them in helping ease that burden. Pick several junior staff members and ask them to draft brief summaries of the materials you simply do not have time to digest. In short order, you will get a sense of who is choosing the cogent issues and who has an innate understanding of what a CFO at the top of the business needs to see.
2. Engage senior leadership. Junior staff members often want engagement with more senior practitioners. Something as simple as having your direct reports nominate junior colleagues to participate in a breakfast or a round table with the CFO, say on a quarterly basis, can pay dividends. A global telecom company took it a step further by pairing senior leaders with high-potential summer interns to create a customized development plan and jump start the leadership transformation process for new recruits and next generation leaders.
3. Take chances. Based on our client experience, we know that one of the leading breeding grounds for tomorrow's finance leaders is the financial planning and analysis (FP&A) job family. It may be the hardest talent to find, but it is also most likely a feeder to advancement and promotion. But how do you identify as early as possible who should go into FP&A so you can develop that pipeline of leadership? Are you willing to single out young talent at an early stage and take a chance on him or her? And how can you create projects and roles that test and challenge the capabilities of different generations of finance talent?
4. Role model finance leadership. As a CFO, you are in the leading position to demonstrate the attributes of a finance leader. There is only one CFO and allocating the time to engage with future finance leaders to understand their strengths and identify attributes crucial to the results of the business—such as the ability to deal with strategic ambiguity and organizational agility—is important to building the future pipeline. Being a role model, however, may mean overcoming personal bias. Specifically, from a generational perspective, how you got to the top may not be the preferred way anymore and remaining open to new models and alternate paths may yield the better talent these days.
Overcoming the Obstacles
Demonstrating a commitment to generational diversity can build an organization's brand and reputation as an "employer of choice" for highly motivated, skilled finance talent. We have also seen other benefits such as increased productivity and process efficiency.
There is also a competitive advantage to be had. Currently, less than 10% of companies have broad talent strategies that address the specific challenges facing CFOs (development, retention, gaps in skill sets), according to a recent Deloitte Consulting poll.¹³ But by making a finance talent strategy a priority and collaborating with the human resources function to make current programs finance specific, CFOs can pave the way for an inclusive work environment that values, rewards and develops employees across generations, reduces costly turnover and increases finance employee engagement and productivity. In other words, CFOs can create the multigenerational team he or she needs.
From Deloitte's CFO Insights
—by Ken Kunkleman, director, Deloitte Consulting LLP; Jeff Schwartz, practice leader, Human Capital, U.S. India, and global leader, Human Capital Marketing, Eminence and Brand, Deloitte Consulting LLP; Tina Witney, director, Human Capital, Organization & Talent, Deloitte Consulting LLP
1. Deloitte Dbriefs, "Leading the Multigenerational Finance Department," July 2012
2. CFO Signals survey, U.S. CFO Program, see 1Q2011 Deloitte LLP. https://deloittenet.deloitte.com/cm/CFO/Pages/NorthAmerican_CFOSurvey.aspx
3. CFO Signals survey, U.S. CFO Program, see 4Q2011 Deloitte LLP. https://deloittenet.deloitte.com/cm/CFO/Pages/NorthAmerican_CFOSurvey.aspx
4. U.S. Department of Labor, Bureau of Labor Statistics, 2012
5. U.S. Department of Labor, Bureau of Labor Statistics, 2012
6. Talent Edge 2020; Deloitte Consulting
7. U.S. Department of Labor, Bureau of Labor Statistics 2011
8. Salkowitz, R., Generation Blend: Managing Across the Technology Age Gap; 2008, John Wiley & Sons
9. U.S. Department of Labor, Bureau of Labor Statistics 2011
10. U.S. Department of Labor, Bureau of Labor Statistics 2011
11. "Retiring Baby Boomers = A Labor Shortage?, Congressional Research Service 2008
12. U.S. Department of Labor, Bureau of Labor Statistics 2011
13. Deloitte Dbriefs, "Leading the Multigenerational Finance Department," July 2012
Related Resources
- 2013 Global Finance Talent Survey
- A Widening Talent Gap Poses Risks for Finance
- Pipeline of Future Finance Leaders Running Dry: Global Survey
- CFO Careers: Carving Out Diverse Paths to the Top
- Do You Have the Finance Talent You Need Now?
- Developing a Finance Talent Strategy: Two Case Studies
- Leading the Multigenerational Finance Department
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About Deloitte Insights
Deloitte's Insights for CFOs provides financial executives a customized resource to help them address the strategic, operational and regulatory issues they face in managing their finance organizations and careers, with top-line digests, research, perspectives and technical analyses.
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Jenny-Lee 7405
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Jenny-Lee been reading for 35 years and we are pleased to welcome her back to the company after a break. Without a doubt her reading gift comes from the maternal side of the family who are Irish. She uses Tarot to channel questions for her clients. Jenny-Lee looks for the best way to deal with situations or to prepare for challenges that life sometimes throws your way, as well as seeing the good, happy and healthy things that will be arriving.
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- Tarot Cards
- Love/relationships
- Career/work
- Destiny/life path
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Testimonials for Jenny-Lee
The first prediction Jenni-Lee made came about within a week of her reading. Highly recommended reader .
- EReader Reviewed: Jenny-Lee 5 Stars
Jenny Lee has been reading for me since 2010 and she never ceases to amaze me. She gets straight to the point and navigates you through your dilemma without judgement. Her sense of humour is great whilst being sensitive at the same. 5 stars from me x
- CReader Reviewed: Jenny-Lee 5 Stars
Jenny-Lee is an amazing reader. Quite different to others in the way she sees things no other psychic has. Supportive , nurturing and very gifted. Will certainly be back for another reading. EZ
- EZReader Reviewed: Jenny-Lee 5 Stars
Jenny-Lee is such a loving, kind, and honest reader. She is accurate about my current situation that I am in. Jenny-Lee, you are amazing. She has a gift in depth reading. She was able to give good advice and see the future accurately. I will definitely get a reading from her again!
- 7405Reader Reviewed: Jenny-Lee 5 Stars
She is an AMAZING reader! Having readings with her for a year now and so far everything has happened. I love how she explains the situations, describes people perfectly in a way no one else does - feels a bit like speaking a fairy Godmother! I have an ongoing relationship issues and every time I call she never changes her predictions which is amazing because she doesn't remember me or what she said before. If it wasn't for her I would have given up! Thanks a million!!
- BertaReader Reviewed: Jenny-Lee 5 Stars
Jenny Lee has given me several readings, tuning in quickly and accurately assessing the situation. Last week she predicted a bit of a windfall... I received a cheque yesterday! Wow. Jenny Lee is always "real" and a pleasure to listen to, I will definitely get readings in the future and hope her other predictions come true. Caroline,
- CarolineReader Reviewed: Jenny-Lee 5 Stars
Very good – Jenny Lee tunes in quickly and is pretty accurate. Will always be calling her if I have concerns. She can pick up on your emotions straight away. Thank you for all your help so far.
- KarenReader Reviewed: Jenny-Lee 5 Stars
I just wanted to congratulate Jenny Lee on an truly fantastic reading. She was absolutely 'spot on' in everything she told me about my life - incredible! She gave me some very sound advice about some on going issues that I have and I feel very reassured and positive about the future. Many thanks. C.A
- CarolReader Reviewed: Jenny-Lee 5 Stars
Jenny – Lee has surpassed my expectations in her interpretations of personalities and situations. This has helped me make better decision moving forward.
- HestonReader Reviewed: Jenny-Lee 5 Stars
At first I was sceptical using a psychic line. This was my first reading with this company and I was advised to have a reading with Jenny Lee as I specifically asked for someone who did Tarot readings.
Jenny Lee was exceptional!! She had her finger on the pulse and as the reading went on I was so emotional. She picked up on all the little things that counted and it has lifted me out of a very dark place. The reading was wonderful - JUST WOW.
A big thank you to reception for putting me through to Jenny Lee but most of all thank you to Jenny Lee, I will speak to you soon.
- SebastianReader Reviewed: Jenny-Lee 5 Stars
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New CITV weekend morning show Scrambled is to be presented by ex-student radio presenter Luke Franks.
Tune into the TV early on Saturday and Sunday mornings (ITV or the CITV channel specifically…) between 7:30am and 9:25am and you'll be able to catch Luke Franks presenting the new kid's TV show Scrambled. The programme will be a combination of comedy, sketch shows and games interlinking the current CITV schedule of TV shows.
Three other presenters will join Luke, including Laura Jackson (Freshly Squeezed), London Hughes (CBBC) and Sam Homewood (4 Music).
Luke started at Xpress Radio at Cardiff University before becoming a presenter on Fun Kids and working as the Student Radio Association's Chart Officer. We wish him the best of luck!


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Swell Ultimate Volume Dry Shampoo removes excess oil, brings 24 hour freshness and body to all hair types. This cult product has no tackiness, no 'ghosting' and is compact, perfect for your hand or travel bag. Just one bottle with give you 100+ applications to your hair.
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Shake Swell Ultimate Volume Dry Shampoo bottle before use and during use. Focusing on the roots, gently pump to ensure fine powder application. Run hands through hair distribute product. Repeat as necessary. For best results, less is more. For external use only. Patch test if you are likely to be sensitive to ingredients. As with any fine powder product avoid contact with fabrics but if required use dry brush followed by damp cloth. Avoid contact with eyes.
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In 2017 we submitted a paper on the Software Ecosystem Governance Model. As the model contains a lot of data, please find a pdf version here [recommended] or a web ready version here.
Placeholder: SoftwareEcosystem.org Research Page
Welcome to the SoftwareEcosystem.org. We are planning to use this web site as a location to report on all our research about the open source software ecosystem. Want to know more? Contact firstname.lastname@example.com.
For now, why don't you enjoy our previous research posts at softwareecosystems.org.


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RS Components stocks a great selection of Rotary Bearings from industry-leading manufacturers like SKF and IKO Nippon Thompson. Find ball and roller bearings, as well as track rollers, and a variety of bearing units to keep your production line moving.
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Business Development Manager - Real Estate & Insurance
|City of London, London
|Contract Type:
|BD, Marketing & Communications
Love commercial property? Ok..perhaps that is a bit of a stretch but if you genuinely find working in the Real Estate world as an area of professional interest we have a cracking role for someone to work as a BD Manager for a highly impressive international law firm.
The role is ideally setup for an individual stepping into a management role for the first time or is aiming to get there in the next 12-18 months as we do have the flexibility to position this as a more junior management post to begin with, dependent on the individual.
In terms of experience we don't require you to necessarily have prior RE knowledge however you will need to have worked within a commercial law firm or a professional services firm.
The duties of the role will be quite varied; including taking the lead & enjoying being part of global events i.e MPIM, client relationship work, marketing campaigns & the odd pitch here and there..
The firm has a great setup in terms of culture and the role should provide the platform for you to learn from a really experienced and impressive senior manager, giving you the environment to continue your career progression whilst also offering being a mid-long term career opportunity.
This type of opportunity is pretty rare so if this could be worth a discussion and you would like further details, do reach out to Ben Curle directly or click apply!


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Believe it or not….I don't have ONE vinyl letter, picture, or ANYTHING vinyl on any of the walls in my entire house. To be honest, the whole idea just doesn't really do it for me. Or maybe I just haven't seen anything that really grabs me enough to actually want to display on a wall of my home. Well, after a few hours of "research" on etsy.com (inspired by this post from MABEL + LOLA) I may have to reconsider!
I found some really unique, clever and cute stuff! I think I know what I'm doing this weekend……
Some fun stuff huh? Such an easy and inexpensive way to fill up a wall.
CategoriesCrafts & DIY Projects


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Oshi casino was launched in November 2015 and has attracted a lot of attention in a crowded market in a relatively short space of time. For many, its appeal lies in some generous bonuses, a great choice of games and some innovations that are unique in the industry and are designed to give the players greater choice.
Licensed in Curacao, Oshi initially launched as a Bitcoin specific operator but having introduced multi-currency options in recent months, they are far more accessible to players from their unrestricted regions across the world.
Oshi's current welcome bonus gives players 400 Euros by way of a four tiered structure that matches your deposit by 100% initially, followed by 25% at the final three stages. You can alternatively claim totals of 8 BTC 400 AUD, 400 USD or 109 RUB depending in your playing preference.
200 Free Spins are also included as part of this welcome offer and full details of the sums involved at each of the four stages can be found on Oshi's dedicated bonus page.
Once you have completed the four stages of the welcome deal, you can claim regular reload bonuses and these are available on both a daily and a weekly basis. The daily promos are randomly generated but will typically provide some form of matched deposit plus free spins at certain slots so remember to log in every 24 hours to check out the latest bonus levels.
Weekly deals are structured and feature a 50% bonus on Mondays and Fridays with 25 free spins on BetSoft and FruitZen games being listed every Wednesday. Bonus levels are capped at 50 Euros, 50 AUD, 50 USD, 1 BTC or 3,000 RUB.
Check all ts and cs but as a package for both new and existing customers, Oshi are providing great value via these promotions for the life of your account.
Oshi are backed by SoftSwiss and their list of gaming providers has expanded steadily since their launch back in November 2015. As a result, their full roster at the time of writing (February 2017) reads as follows:
SoftSwiss, BetSoft, NetEnt, Microgaming, Mr Slotty, Endorphina, Ezugi, Pocket Dice and Amatic. Oshi are all about giving their players choice and that extensive list does just that. As a result, all your old favourites are here amongst the slots with the likes of Starburst and Gonzo's Quest sitting alongside some less familiar offerings. Meanwhile, the intuitive search facility easily allows players to find their favourites while receiving suggestions for other games based on their style of play.
You can also find all the standard variants of roulette in amongst a full selection of table games including Blackjack and Baccarat.
Bitcoin payments can be made via the usual channels but if you are funding your new account with FIAT money, you can credit via Skrill, Neteller and PaySafeCard.
Aside from Bitcoin, Oshi will currently accept deposits and withdrawals in EUR, AUD, RUB and USD although players from the United States are not able to access the casino.
Need to get in touch with customer support? Oshi provide a strong range of options including a live chat operator. Most of us like to use this option as it provides the answer to our queries in the shortest space of time but as an alternative, there is a webform while you can also access one of the more comprehensive set of Frequently Asked Questions.
To stand out in such a crowded market you need to tick certain standard boxes while nailing some USPs along the way. Oshi have listed the types of welcome offers and reload bonuses that can certainly compete in this industry while the choice of providers, currencies and payment options will also make them accessible to a wider audience.
While not exactly unique, that impressive list of games offers players more choice but the search facility is an innovative one and is certainly new in this industry.
Oshi are continuing to explore ways of giving more value to players and we can expect to see a Bonus Slider in the coming weeks that allows customers to choose their bespoke welcome and reload deals. More innovation will follow and there are many good reasons to get involved with this impressive casino.


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Hi! Hello! How are you settling into October? The early chilly weather we have in Chicago is wearing me down a little. I wore my winter coat twice last week. TWICE! However, I'm trying to take advantage of the little bit of October I have left by watching all my scary favorites. Cold weather helps with this. Channel Zero just started again. I watched the first episode of the season last night. I… have thoughts. Mostly my thoughts are that I don't want to go into our basement to do laundry anymore. Season 2 of Lore is up on Amazon, even though I haven't dug into it yet. AND, just as I was making this list, I realized that the Halloween episode of Snap Judgement should be coming up soon. It's really a wonderful month. (I just realized how often I talk about the weather and TV here. It really sums up who I am as a person…)
In addition to October being full of ghouls and goblins, and being National Pumpkin Month, it's also National Apple Month!
Today we're getting into some tarte Tatin history. Have you ever had tarte Tatin? I had not. However, I had seen many pictures online and I kind of fell in love with it. First, I think it's beautiful. A little lumpy, with beautifully arranged apples. It's really ugly-beautiful in a lot of ways. Anyway, if you haven't had it, you're in for a treat.
Tarte Tatin is said to have originated in Lamotte-Beauvron, in the Sologne region of France, at the Tatin Hotel, shortly before the turn of the century. The Tatin Hotel, and the subsequent tarte, is named after the two sisters who ran the hotel, Stephanie and Caroline Tatin.
There is, of course, always a story. The story goes that the tarte was created when the older Tatin sister, Stephanie, who was responsible for running the hotel's kitchen, had a particularly busy day. Stephanie would often serve apple tarts to the Hotel guests, but in her fluster that day, she nearly burned the apples and, not wanting to discard the entire dish, she laid the pastry on top of the apples, finished baking the dessert in the oven, then flipped it over to serve. The dish was well-received and the rest is history. Whether or not this story is actually true, we'll never know. According to a website dedicated to the tarte Tatin, the dish was already in existence before the sisters opened their hotel in 1890's. It's likely this dish was served at the Hotel–however, it was also certainly not the first upside-down dessert of its kind: There was a similar dessert from the area known as the tarte Solognote. The only thing we really know for sure is that the Tatin sisters were not the ones who named this recipe after themselves or their hotel.
By 1917, both sisters had passed away, and there is no record that the Tatin name was linked to the dish until the 1920's. So, how did the tarte Tatin get its name?
One story credits French culinary writer Curnonsky. He wrote about it in his 1926 La France Gastronomique. He wrote, "The Famous Apple or Pear Tarte from the Demoiselles [Sisters] Tatin of La Motte-Beuvron." The dessert's popularity grew when the famed Parisian restaurant Maxim's added it to their menu. Louis Vaudable, the owner of Maxim's in the 30's, claimed that he discovered the dessert after stumbling upon the sisters' Hotel and, after being refused the recipe, passed himself off as a gardener to gain access to the Hotel, learned the recipe, and brought it back to his restaurant. However, Vaudable was only 15 when the last Tatin sister died, and they had retired long before then. So, while this story may have helped the tarte gain popularity and cement its name, it's likely very false. C'est la vie.
Apple Tarte Tatin
Makes 1 12-inch tart. Very slightly adapted from Bon Appetit.
6-7 Pink Lady or Honeycrisp apples, peeled
1/2 cup of white sugar, divided
2 tbsp unsalted butter
1 tbsp apple cider vinegar
1/8 tsp salt
1/2 tsp vanilla extract
1 sheet frozen puff pastry
Flour, for rolling out puff pastry
Take one sheet of frozen pastry out of the freezer. Allow it to thaw just enough to unfold it.
Divide the apples into three nearly equal-sized slices, and remove the cores, without going all the way through the apple. (I used the small end of my melon baller and it worked like a charm and I felt like a genius.)
Unfold the puff pastry. Roll it out to reduce the creases slightly, then cut a 12-inch circle out of it. Lay the circle on parchment paper on a cookie sheet and place back into the freezer until you are ready to use.
Preheat the oven to 400 degrees.
Put 1/4 of the sugar (so 1/8 cup) into a heavy-bottomed, oven-safe pan (I used my cast iron skillet). Place over medium heat and stir occasionally until the sugar has all dissolved. (If you find you're getting clumps of sugar, don't stir them. Give them a minute to melt. Keep stirring the already melted sugar, though, or it will burn.)
Once the sugar has melted, add the rest of the sugar, and stir until it has dissolved and has become a deep golden color. Then add the butter, the apple cider vinegar, and the salt. (The mixture will no longer seem smooth. That's OK.) Lay your apples into the pan, cut side down. You may need to overlap them a little when they first go in. That's OK too, as they will shrink as they cook, and you don't want them to gap. Allow them to cook for about 10 minutes.
Once they are a bit caramelized, remove them from the heat. Flip the apples over so the cut side is now facing up. Lay your frozen puff pastry circle over the top of the apples. Place in the pre-heated oven for about 20 minutes, until golden brown. Then, turn the heat down to 350, and continue cooking for another 10 minutes.
Remove the pan from the oven and allow to sit for about 2 minutes. Then, place a (heat-safe!) serving plate over the top of the pan, bottom up. Wearing oven mitts, grab both the pan and the platter tightly, and invert the skillet so it's on top. (Do this very quickly, or you'll lose your caramel, make a mess, and burn yourself!)
Serve while still warm.
This is just my kind of dessert. The focus is obviously on the apples because, well, it's mostly apples! No double-crust. No super-thick caramel. Just delicious apples, lightly sweetened, accompanied by a thin, flaky crust. Next time, I'm going to try it with pears or quinces. File this one under deceptively, but impressively, simple.


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After my 2017 Moyamoya diagnosis, I didn't feel like part of my lung cancer community anymore. I was very isolated. In addition to incurable stage iv lung cancer, I had a second incurable disease that nobody else had or even heard of before. With that came a new set of symptoms, anxieties and feelings I didn't share or discuss with my lung cancer peers. I put myself in my own category, separate from my lung cancer friends and online support groups.
I searched online for support from the Moyamoya community. I was looking for the comradery I found before when diagnosed with a scary, incurable disease. I found I was an uncommon case. My Moyamoya was diagnosed without a neurological event like aneurysm or stroke. Because Moyamoya is so rare, the support group options were limited.
Most of the people posting in the Moyamoya groups are parents of small children and babies diagnosed with Moyamoya or adults that have experienced strokes or other neurological events that lead to their Moyamoya diagnosis. I couldn't relate to them on any level. I didn't feel like part of the that community either.
I was conflicted and alone with my thoughts, living with two incurable diseases. I was my own with no sense of community.
I felt even more isolated after my December 2017 stroke. Not only did I survive a hemorrhagic stroke, I recovered rapidly and continue to overcome my deficits. I was having a hard time relating to others and their stories.
My isolation and seperations were thoughts that manifested on their own with no particular experiences or situations to cause such feelings. I was having a period of time when I needed to feel 100% understood. But my Medical Apacolypse is so unique and complicated. I'm the only one living with this particular
combination of diseases and stroke deficits.
The last couple of months have changed my thoughts. I have a new sense of self and a renewed sense of community, in all my communities. As I was feeling isolated, I found my stroke "twin" in an online stroke support group. We both had our strokes on the same day. We had similar outlooks and attitudes about stroke recovery. Together, we explored in person stroke support group options in Colorado Springs. Through this connection I found a brain injury/brain disease support group at Memorial Hospital. They meet once a month and each meeting has included guest speakers, tips and topics that I found helpful in my stroke recovery.
My twin connected me with another stroke survivor, Mike, in Colorado Springs. He's now my friend, my stroke brother. I follow his progress and accomplishments throughout his stroke recovery. Walking is an important exercise in both our recoveries. We recently cheered each other on during two different stroke walks. One in Denver, The Comeback Trail 5k for the National Stroke Association.
Heart and Stroke 5k Walk for the American Heart Association.
I was able to attend the Lungevity Hope Summit in Washington DC at the end of April 2018. I was awarded a full travel scholarship thanks to the donations from my Hope Summit Survivor Challenge.
The trip to DC for Hope Summit was quite an accomplishment. I utilized the airport wheelchair assistance program, by myself, for the first time. That was helpful. I was able to get to my gates and make my connecting flight at O'Hare on time without any troubles. Navigating in unknown territory is a challenge with my vision, cognitive and executive thinking deficits.
The Hope Summit trip was very important to me. I needed to be with my tribe and get my sense of connection back with my lung cancer community. Not only did I get that connection back,
Although my Medical Apacolypse is a combination of many things, I'm learning I'm not alone. I can break it down to my individual diseases and deficits and reach out to those individual communities.
And on some days, like May 6, 2018, all those communities will collide. May 6 was World Moyamoya Day. I walked the Comeback Trail Stroke Walk with stroke survivor, Mike, and lung cancer survivor, Ali.


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I found the cutest cookie cutter at a local store called The Cake Carousel.
You could actually cut out a mask shape with a sharp knife, and a steady hand...or even use a template to follow the edge with your knife, but that wouldn't appease my need to spend, so I bought the above cute little cut-er.
I really wanted to go Batwoman on this project, but I couldn't stretch my words far enough to explain how Batwoman....ummm....likes to drive (?) through Mardi Gras parade routes, so....I stuck with Mardi Gras colors. I just used extra sprinkles and icing to decorate. It would be fun to have a group over to 'decorate' their own mask cookies. That's assuming one has friends, and more importantly, that one is willing to share their cookies, and at least one of those criteria does NOT apply to me.


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|Top Online Data Backup Rankings
Chicago Bank Replaces Tape-Based Backup With Trio of EVault Solutions to Ensure Security of Customer Financial Data
SAN FRANCISCO, CA – September 10, 2013 — /BackupReview.info/ — EVault, Inc., a Seagate company (NASDAQ:STX), today announced that American Enterprise Bank, a privately-owned community bank, has replaced its tape-based backup and recovery system with EVault's cloud-connected backup and recovery solutions, including EVault SaaS, EVault Express Recovery Appliance and EVault Cloud Disaster Recovery Service (CDR), with a 24-hour service-level agreement (SLA). The Illinois-based bank with three branch locations was searching for a solution that was reliable, scalable and easy-to-manage, while meeting strict regulatory and security regulations and guaranteeing a complete and speedy recovery in the event of a disaster.
For several years, American Enterprise Bank was using tape-based backup, which gradually began to fall short in delivering the speed, security and compliance required. The bank's old system was inefficient, requiring nightly backups that drained employee productivity, and struggled to meet financial data and security compliance requirements. American Enterprise Bank was harshly alerted to the hazards of tape-based backup when a routine request by an auditor for archived data revealed a batch of corrupted tape. Fearing additional damaged, lost or stolen tapes and realizing the financial and legal risks associated with compromised data, the company shifted to EVault's cloud-connected solutions to protect its sensitive financial data across its operating systems, applications and 11 servers.
"Our tape-based system was just not a viable solution any longer: it was outdated, difficult to manage and took valuable IT hours from our staff. We needed a more modern and flexible system that would serve us for the long-term," said John Hampson, CIO of American Enterprise Bank. "With EVault we found the reliable data protection and recovery we were looking for. Now I have no worries about data protection."
EVault SaaS provides American Enterprise Bank with a secure, automatic, centralized backup of desktops, laptops and servers at the bank's multiple locations. Backups are conducted daily and data is replicated and stored to the EVault cloud. EVault Express Recovery Appliance, a preconfigured appliance installed at the bank's local vault, works hand-in-hand with EVault SaaS to store the bank's backups locally and then replicates them to the EVault cloud. With EVault CDR and its 24-hour SLA agreement, American Enterprise Bank has a second tier of data protection. The bank's data and systems are guaranteed to be fully restored within 24 hours of a disaster and its multiplatform IT environment is fully protected.
"Financial institutions like American Enterprise Bank hold troves of extremely sensitive client information and operate under rigid compliance regulations. If that data is lost or compromised, and if they're unable to remain compliant, their business is seriously compromised," said Terry Cunningham, president and general manager of EVault. "With EVault SaaS, EVault Express Recovery Appliance and EVault CDR, American Enterprise Bank can confidently assure its data is recoverable, fully compliant and safely backed up both locally and to EVault's failproof Cloud."
About EVault
Follow @EVault on Twitter and on Google+, subscribe to the blog and like EVault on Facebook.
Copyright 2013 EVault, Inc. All rights reserved. Seagate, Seagate Technology and the Wave logo are registered trademarks of Seagate Technology LLC in the United States and/or other countries. EVault and cloud-connected are either trademarks or registered trademarks of EVault, Inc., or one of its affiliated companies in the United States and/or other countries. All other trademarks or registered trademarks are the property of their respective owners.
SOURCE: EVault, Inc
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Before any infrastructure - be it roads, parking, buildings or any other attraction, is considered the owner needs to know as well as possible if the new infrastructure will work in practice and any impact it might have on the local environment. The promoter or funding agency also needs to have an understanding of its long term financial impact.
For a developer wishing to make a planning application, the local transport and highway authority normally requires a Travel Plan, Sustainable Travel Plan or 'Green Travel Plan' – this subject is covered in the next section but broadly it is the means by which workers, visitors etc can be encouraged to use sustainable transport systems to reach the site.
Transport Assessments and Traffic Impact Assessments quantify the travel by visitors workers etc on the road and public transport systems in the locality of the development and identify any problems that need to be dealt with on entry and exit to the site and on the transport networks outside the development. This can include road junctions, footpaths, pedestrian crossings, cycle and bus routes, rail stations etc.
The Local Planning Authority ('District Council' outside the conurbations and some other major cities) is ostensibly the authority that a developer makes an planning application; the Highway and Transport Authority could include a 'higher' level authority such as a County Council, Transport for London or the central government Department for Transport - especially if the development is close to a major road. These other organisations need to be satisfied of the effects on the local area and the transport systems before the District authority can give planning permission.
JEC has an in depth understanding of Transport Assessments, Transport Appraisals and Traffic Impact Assessments both as a promoter and an assessor of development and infrastructure schemes. Furthermore as part of John Elliott's voluntary duties he still has a continuing role with senior people in local and central government in developing techniques and methods for carrying out these activities and influencing policy. This background and skills available to any prospective client should ensure that any development is refined to provide the best solution for the developer and obtains the necessary approvals.
Website: www.tfl.gov.ukInstitution of Highways and Transportation
Website: www.ciht.org.ukTransport Research Knowledge Centre
Website: www.transport-research.info/webThe Institution of Civil Engineers (ICE)
Website: www.ice.org.uk


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If snow doesn't get in my way, I'm heading for the Detroit Auto Show on Sunday. The show is considerably diminished from its usual splendor. The city of Detroit usually makes $450 million from the opulent event, but this week the take will probably be $100 million less. Nissan is out entirely, and others are watching the spending. Cars will be unveiled without much pizzazz, and they're cutting down on the caviar and champagne for the press.
The industry is hurting, but it still has some news, all of it green. Toyota will be showing off the new and somewhat bigger (but more fuel-efficient) third generation Prius, and a concept battery electric that is designed to sell for less than $20,000.
Fisker is hardly a household name, but it's $80,000 Karma is a car of dreams: a plug-in hybrid that can travel 50 miles on a charge, but also do zero to 60 in less than six seconds. With two big electric motors, its two electric motors produce an amazing 408 horsepower.
I will be blogging from the show, and interviewing executives from Tesla, Toyota, Fisker, AutoData, Ford, the Automotive X Prize, and many more. With luck, I'll be sending in video too. Stay tuned for some dispatches from the Motor City. Speaking of which, check out the epic retrospective on Motown in the latest Mojo. The Top 100 countdown is really cool.


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Find where to buy the TI-84 Plus CE graphing calculator in a variety of bold, fun colors.
For a limited time, download free versions of the most popular TI software and handheld emulators.
Bring a new dimension of learning to your classroom with activities that put math in motion.
Explore teaching strategies to help students succeed on the SAT® and ACT® math tests using TI technology.
Drive deeper, more relevant understanding of science in middle grades and high school.
Texas Instruments
Students will develop strategies for subtracting a decimal from a whole number by using the Number Line application to find strategies.
Download the attached PDF and read through the activity. You may wish to distribute hardcopies of the PDF for student use.
Discuss the material from the activity pages as needed.
Encourage students to summarize what they have learned from completing the activity.
© Copyright 1995-2020 Texas Instruments Incorporated. All rights reserved.