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Saturday, November 21, 2015

Southern Charm Short: A Little More Research

This short story is for Danny B, who wanted Chandler to do some more research and find something to entice his Sully. Only, things don't go how Chandler wants. Or so he thinks.

A Little More Research

 Sully Tarleton & Chandler Braddock

How the hell did he even click on this site? This wasn’t what he wanted to search.

“Stupid mad Tumblr messing up a simple search on sex,” Chandler muttered as he tapped the table three times with his fingers.

A video started.

Chandler felt his eyes pop and bug out.

“Eeewww! Ick! What? No. No. No. God in heaven, no!” he said to the screen and his jaw dropped at the next section. “I did NOT just see that.”

The blasted video continued.

“Eeewww!” Chandler screamed, slammed the laptop shut and leapt out of the chair. He did a crazy wiggling dance in the vast great room as he brushed his hands down his arms. He wanted to get what he saw out of him and off his body. “Eeww! All that slime and goop… Eeeewww! I’ll never get that out of my brain.”

“What would you like to get out of your brain, love?”

Turning at the sound of Sully’s deep timbre voice, Chandler bounced on his toes and pointed at the misleading laptop. “You don’t want to know what I saw. I don’t want to know. Now I can’t get it out of my head.” He shuddered and rubbed his hands down his arms. “Eeww. Eeww. Eeww.”

There was a crooked but confused grin on Sully’s face when he returned in Chandler’s view. Since Sully wasn’t at a construction site, he remained perfect. And clean. While a sweaty Sully had a different quality, a clean Sully was far better. Chandler breathed in the tea-tree shampoo and wash he found and how the scent clung to Sully.

His Sully.

Even after all these months of dating and living with him, Chandler still couldn’t believe he had a lover as handsome and gorgeous as the one standing in front of him. He was the crazy one. Lost in his issues, rituals and stuck in numbers, he was the one who never looked up and jumped. Until Sully came into his life.

When Sully placed his wide calloused hands on Chandler’s hip, he settled down and calmed his erratic busy mind swirling around the goop and slime. Chandler tucked a couple of his fingers into the front belt loop of Sully’s jeans. He tilted forward and rested his forehead on Sully’s broad chest. He tapped his fingers three times on Sully’s lower belly with his other hand.

“Are you better?”

Chandler felt the rumbling in Sully’s chest as he spoke. He lifted his head and tilted back to meet Sully’s steady stare. He noticed it contained some curiosity about what he saw, but he didn’t press Chandler with loads of questions.

He made a moue of disappointment and said, “I need brain bleach.”

“Sorry , love, but I don’t think you that in your arsenal of cleaning supplies.”

“It figures I would miss that one.”

Sully traced light circles on Chandler’s lower back. He kept his touch simple to work with the multitude of Chandler’s issues. From the moment they met, Sully accepted and worked with Chandler’s issues and didn’t try to change or alter him. Though, with Sully’s care, Chandler had found most of his problems lessened. No longer caught within the rituals or processes like he had been when he lived alone in Manhattan, Chandler could breathe and enjoy life.

Since Sully shouldered his way into Chandler’s life, Chandler knew he was truly living life and looking forward to a forever with Sully. It took Samuel calling him to beg and plea to fly south and help him. This one decision planted him in front of Sully Tarleton. It was the best decision of his life.

“What put you in such an agitated state, Chandler? Samuel and Malcolm aren’t here in our home, so it can’t be something they did,” Sully asked as he guided Chandler to the sectional sofa. He stretched his legs on the chaise lounge, tugged Chandler with him and tucked him close to his side.

“I was only doing some simple research. Went to one site, then another that led me to Tumblr. Holy. Shit. That place is temptation and evil. Have you seen it?” Chandler brought his head up to look at Sully as his eyes widened with memory of what he saw. “All those moving gifs, animations and pictures. Holy. Shit.”

Sully flushed and shrugged. “If you follow the right folks, it can be paradise for a single gay male.”

“You have an account?”

“Yup, but it’s been a while since I scrolled through. My attention has been kept elsewhere and I don’t need erotic images on a screen.” Sully stole a kiss from Chandler. “Did something on Tumblr bother you to send you into that frenzy cooties dance?”

“No, it was another link from Tumblr that I clicked on for an online magazine or something. When it opened, it wasn’t anything I expected.” Chandler swallowed and straddled Sully’s thighs. He rested his butt back on his feet. “Oh. My. God.”

Sully chuckled, but held still under Chandler. He tilted his head to look at him. “Go on. What did you find?”

“It’s this crazy alien thing. It’s a flexible tube with a funnel at one end. You stick it up your butt.”

“Sounds kinky.”

“Oh no. Not kinky in a good way. That wasn’t the horrendous part.”

“Okay, a flexible tube up your ass isn’t the problem. What was it?”

“You shove a freaking gelatin formed egg through the tube and into your body. What. The. Hell. It was slimy and gooey and a freaking egg! An egg!”

Sully smothered a chuckle as he paused in his circling fingers around Chandler’s hips. He raised an eyebrow and studied Chandler. “Love, how did you get to a site that shows the Ovipositer?”

“I told you Tumblr led me down the dark rabbit hole. Wait—” Chandler shook his head and held up his hands. “How the hell do you know what that thing is called?”

“I work in construction, love. We’re a loud, lusty bunch like an older frat house. This wasn’t the worse thing they shared over the years. From your reaction, I take it you stumbled upon one of the videos.”

“Holy. Shit! The video had this guy playing with this thing on a table. He shoved the eggs in the bottom and squeezed with his fingers to mimic your butt until it plopped out.” Chandler worked his hands in the fashion the man did on the video. “There was all this sticky goo and slime. Like the worse case of an oversize bottle of lube exploding all over you.”

“Don’t know I would go that far.”

“All that slimy goop. That egg thing is huge! Huge! Why the hell would a sane man want to shove that up his ass and let it lodge in his gut? I mean… Come on. It’s not designed to birth anything but poop!”

Sully laughed. Hard. So much he almost sent Chandler tumbling off his lap and the lounger. Chandler managed to save himself from falling like an idiot. He punched Sully in the shoulder. Three times to satisfy his OCD.

Sully held his hands up as a plea for no more. Tears streamed down his face. He wiped them away as he worked to catch his breath. “Damn, Chandler, my love. You and that crazy noggin. I love you so damn much,” he said as he sat up and embraced Chandler against him.

The movement dragged Chandler closer to Sully until their interested cocks, trapped behind layers of cloth and jeans, met. He moved his hips in a way that got Sully moaning and cursing. It took a while to find this hidden gem within Sully that if taken to a certain point, he loses all control of his mouth and curses a storm in between pleas for more. The finding also happened when he moved his life and blended it with Sully’s vastly different style. To satisfy his OCD, he took control of all cleaning and Sully backed away without an argument. Though, after he spent the time to alphabetize the spice cabinet, it never failed that he would find it deliberately rearranged. He knew it was Sully’s way of teasing and letting him know he loved him. Quirks and all.

“Hold those hips,” Sully said as his hands clamped on Chandler’s ass.

“What? Why did you stop?” Chandler said on the edge of a needy whine.

“What kind of research were you doing?”

Chandler flushed and ducked his head to look away, but Sully didn’t let him.

Chandler let out a harrumph. “Sex research. Ways to seduce your man.”

Sully blinked. The rest of his face remained blank.

“Love, you had me when you walked off that plane swathed head-to-toe from all possibilities and touch. You opened yourself in so many ways since that meeting. You let me into your heart.” Sully cupped the side of Chandler’s face in one palm. “There’s no reason to seduce me. I’m already yours.”

“I just wanted to find something other than those articles on how to give your man a hand-job or blowjob. “

“Well, you know I certainly appreciated the one about hand-jobs and your careful explanation,” Sully said and grinned at him.

Chandler flushed at the thought of that memorable heated moment in his office where he jacked Sully for the first time. At least the article was right. “I wanted something like that, but more to surprise you. Instead, I found gooey slimy eggs shoved up your butt. Crazy alien shit. How long would you be stuck on the toilet shitting that egg back out?”

Sully chuckled and shook his head, not dare going there to answer the question. Instead, he dug his fingers into Chandler’s butt and shoved him forward to press their cocks together. He nibbled along the length of Chandler’s neck. When he got to the one spot that made Chandler squirm and plea, he suckled on the flesh and added a little extra bite.

Sent into a pleasurable high, Chandler moaned and grabbed handfuls of Sully’s shirt to hang on. He would have a grand old hickey on his neck. While he was proud to show off the love marks his man gave him, he would have Samuel, Malcolm and Dorian razzing him. He pointed out their love-bruised marks and beard burn to even the playing field.

“Trust me on this, love. You don’t need anything to seduce or surprise me in bed. No articles, toys or even gooey eggs. All I need is to look at you, know you hold my heart and how much you love me back,” Sully said, his timbre tone low and deep in Chandler’s ear. “You, my Chandler, are all I need to get me going.” He nipped at Chandler’s neck. “Like the Energizer bunny.”

Chandler chuckled at the old reference. Truth though, they could spend a weekend going at it like bunnies. They made sure to stock up on food to nibble on in bed and put their phones on silent. The rest of the weekend was all theirs to enjoy.

Sliding his hands down Sully’s body and around his back, Chandler took advantage and captured Sully’s mouth. He kissed him hard and deep, lost in those beautiful words. While their mouths moved, he tucked his fingers under the cushion behind Sully’s butt. Finding the prize, he pulled it out and tilted back, breaking the kiss.

Sully’s eyes widened when he dangled the lube bottle between them.

“Wanna have a little whoopee?”

Perhaps this time his research went way wrong this time, damn Tumblr, but he figured there was always another chance to surprise his lover. A little more sex research never hurt anyone.


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Intro to Nano video

  • Intro to Nano video
NISE Network product

"Nanotechnology: What's the Big Deal?" is a broad overview of the unique challenges and opportunities presented by nanoscale science, and dives into the super tiny scale of nanotechnology.

Nano Content Map
Nanometer-sized things are very small, and often behave differently than larger things do.
Scientists and engineers have formed the interdisciplinary field of nanotechnology by investigating properties and manipulating matter at the nanoscale.
Nanoscience, nanotechnology, and nanoengineering lead to new knowledge and innovations that weren't possible before.
Nanotechnologies—and their costs, utility, risks, and benefits—are closely interconnected with society and with our values.

Developed for the NISE Network with funding from the National Science Foundation under Award Numbers 0532536 and 0940143. Any opinions, findings, and conclusions or recommendations expressed in this product are those of the authors and do not necessarily reflect the views of the Foundation.

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The Science Museum of Minnesota

Development Process

NISE Network products are developed through an iterative collaborative process that includes scientific review, peer review, and visitor evaluation in accordance with an inclusive audiences approach. Products are designed to be easily edited and adapted for different audiences under a Creative Commons Attribution Non-Commercial Share Alike license. To learn more, visit our Development Process page.

warcinfo:
isPartOf: CC-MAIN-2019-18
publisher: Common Crawl
description: Wide crawl of the web for April 2019
operator: Common Crawl Admin (info@commoncrawl.org)
hostname: ip-10-169-175-90.ec2.internal
software: Apache Nutch 1.15 (modified, https://github.com/commoncrawl/nutch/)
robots: checked via crawler-commons 1.1-SNAPSHOT (https://github.com/crawler-commons/crawler-commons)
format: WARC File Format 1.1
conformsTo: http://iipc.github.io/warc-specifications/specifications/warc-format/warc-1.1/


text:
Dancing into Love by Zac Thraves

Here lies the absurd; stifled under a carpet of loneliness, whispering in the reeds of your hair.
Here they long for limbs which behave; for emotions which control and for actions that cry.
Hear them sing from the bowels of a church; like strung-up alley-cats, like foxes parading the bins.
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There is a dance that leads to emergency surgery; it climbs to your soul; it eats your feet.
Their lives have depended on distance; when eyes meet again they dim like gas; they weep.
They’re not ready for you, nobody is; because if your heart starts the dance you are given away.
There on the horizon where your fingers can’t touch; a promise lies, broken into the sandy glass.
Say something, she asks; do something, he demands; see something, they spy; lose something.

Zac Thraves is a writer and performer based in Kent who has grown from a deep love of movies from the 80's. He has some fiction books available on Amazon and has most recently found success with poems, which is another love. Zac lives with his partner, has two children who he used to read to, yet now reads and tells stories to audiences in the South-East as his children no longer require a story...for now.

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Getting around at NEWS

If you’re going to NEWS as a visitor next weekend (which I STRONGLY encourage), be sure to start at the Campus Center. It’s up near Route 9 (Elm St.), on the West side of the main Smith campus.

There will be a one page “where things are” document at the Registration desk, to help you find the many exhibits.

Sue and I will be there Friday and Saturday, and Betsy and Margaret will be there Friday. I imagine Eileen, Kathie and others will be there the whole time.

They plan to put most of the Resource Guide up on the website prior to next Thursday.

Hope to run into you there!

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June 2008

Summer In Spain

19.06.2008 in Culture, Locale, People

Eight years after our first journey around Europe Kim and I are making a rare *return* trip to a place we’ve already been to! A couple of them even. When friends of ours announced they were going to be married in Spain we jumped at…

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Happy Hour With Mercy Corps

30 May 2012, by Brian in People

Kim and I met up with some of the awesome Mercy Corps Seattle staff last night for a glass of wine and shared our progress with them. We’re 25% over our initial goal and they were thrilled!

In other news, I just ordered our TerraPass for the Baltic Rally to offset all our flights and fuel usage for our Swedish steed, A 1987 Saab 900.

I’m off to Oslo next week, and Kim follows the week after… CAN. NOT. WAIT!

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Fantasy Island: The CQC Video Files: ‘Well-led’

What’s the best thing to come out of service strategy?

A majority of respondents replied ‘nothing’ when asked their views on the best thing to come out of Service Strategy. One reflected sadly, ‘finding positives is difficult. I rely on finding positives for my clients’.

Alexander Report

This ‘corporate video’ was made in preparation for the visit of the Care Quality Commission (CQC) to Norfolk & Suffolk NHS Foundation Trust (NSFT).

Watch the video and then compare below what NSFT staff said in the Alexander Report with the managers’ claims. No wonder NSFT’s Board fought tooth and nail to keep the Alexander Report secret.

The CQC didn’t visit the community teams at Gateway House or the Peddars Centre which were the subjects of the Alexander Report. If the CQC had, the NSFT Board would have been sacked.

The lead doctor responsible for Central Norfolk has applied to be Deputy Medical Director of NSFT. There have been no consequences for the other managers and clinical leads except promotions. Astonishing.

Did the CQC see the Alexander Report or just these corporate videos?

In the post Francis Report world, is it acceptable for an NHS Trust Board to attempt to ‘game’ the regulator like this?

The nature, speed and lack of direction associated with the change process and a perception that the Board didn’t listen to the evidence has contributed to a lack of staff engagement. Morale and motivation are low and staff stress is high.

Culture in the Trust
Reports that the culture is bullying and oppressive and staff don’t feel valued leading to a lack of staff engagement and a lack of trust in the Organisation. A perception that the Trust fails to place service-users at the centre of what it does leading to a failure of the Friends and Family Test.

Fluctuating levels of motivation and Job satisfaction were reported. It was suggested that the Trust had ‘done a good job of demotivating people over the last year – some avoidable, some unavoidable’.

The impact of Service Strategy on the emotional and physical well-being of respondents included reports of coming in to work crying, increased sickness in the teams and thoughts of leaving their current role or the profession entirely. Another reported being ‘burnt out from change’ and would now take voluntary redundancy if offered and that was ‘heart-breaking’

One respondent observed ‘I don’t need my employer to do an awful lot for me to be motivated but there are things I need them not to do to keep me motivated ‘

Not feeling valued by the Trust was a significant factor in reduced job satisfaction, ‘You’re either valued or you’re not and I just don’t feel valued’. This has associations with a verbalised loss of goodwill following the Service Strategy process. Observing the experiences of others led to a report of being ‘disillusioned and angry, seeing people I value treated so badly’

However, the (Name Redacted) had moved out of the Peddars Centre and senior managers were identified as ‘less visible’ and ‘more distant’. Communication with managers above Service Manager level was ‘not particularly meaningful’ with a further observation that there was ‘no recognition by the hierarchy of what staff are being asked to do’. This disconnect from the most senior levels of management ultimately impacts on Team cohesion.

Disempowerment was prominent in responses, ‘They’ve created a perfect storm….. I’m constantly running from one thing to another to try and avert a crisis’ another observed ‘we’re not empowered to say – no more referrals, we need to close the books, protect ourselves’. It was suggested that ‘when you are coming to work and the message you get is that…… it is ultimately negative, the quality is poor’ it was difficult to build on anything positive. However, there was a sense of optimism that empowerment and autonomy could be returned to teams and practitioners.

One questioned ‘What is it the Trust wants from us? Whether you’re a B3 or an 8c we should know… what’s expected of us by this Organisation’. Another agreed that ‘the lack of definition and sense of direction impacts’. For Approved Mental Health Professionals (AMHPS) on Social Care Terms and Conditions who were interviewed and appointed to NHS posts from October 2013 this was particularly relevant; at the point of the project interview none had received their contracts or any back-pay due to them.

The dominant issues throughout the project interviews were the effects of voluntary redundancy and the subsequent recruitment of Agency staff in addition to other recruitment campaigns, ‘The lack of staff – them saying it’s not their fault – well all the VRs were sanctioned by somebody….’ The redundancies were described by one as ‘…unforgivable’

A lack of staff was the bottom-lime for many ‘we knew this was coming and needed an influx of staff initially’.

Respondents noted that depletion of staff in their teams limited the service they could provide and expressed the view that workloads were not understood by managers. There was a request for the basic resources to do their job including office space and the following comment refers to the loss of access to 80 St. Stephens as a base for meeting service -users, ‘How much does the Trust value your safety. Having an office base is a basic. If the Trust didn’t keep taking away things that make it ok….’

For some staff who had departed through voluntary redundancy it was anecdotally reported that having gone through the Cost improvement process and Service strategy they didn’t want to be part of it anymore ‘it’s about how the job has changed…. it’s about what they see and what the Trust has done and is doing..’ For others revised service models were deemed ‘unworkable’ with ‘no acknowledgement of the failings’.

Some respondents reported feeling that they needed to apologise to service users and carers for the poor quality of the service and for letting them down, ‘sorry I have to cancel another visit’, ‘sorry no-one’s seen you.’ One reflected ‘I almost want to add an apology when I say I work for the Trust’

It was identified by a significant number of respondents that, although they enjoyed their job, they could no longer provide a comprehensive service. At its most extreme they worried about service-users killing themselves, ‘We have had to do police welfare checks on people and you sit here for an hour and we sit here waiting, thinking are we going to have another body on our hands, or is it going to be alright, and you get through that and you get another one’.

It was suggested that staff go round with blinkers on ‘trying not to look at how bad it is’ and several respondents reported feeling ‘deskilled and incompetent’. There was identification of the conflict between practicing safely to uphold a professional registration whilst having to take more people on to their caseload, compromising the quality of the service they could provide.

Clinical staff were working with mixed caseloads (some cases should have been transferred to a different team, for example ‘The West Plus are sitting with us…….because the West Plus haven’t got any staff, so ……we are still carrying the 135 West Plus cases’), it was sometimes problematic to achieve medical or psychological intervention. Even where transfer was not required there were reports of long gaps between referral and seeing a doctor or getting a psychology assessment for service users. The potential for these delays was reported to have been ‘told to senior managers before the changes’. Delayed transfers increased the sense of having no control over caseloads and contributed to a lack of capacity to discharge people, ‘can’t discharge people, can’t do that work’.

A reduction in staffing and other resource was complicating the delivery of a quality service; the previously referenced loss of a base to see service users in the city was particularly challenging. It was averred ‘you do nothing for recovery by taking the only presence out of the city and renting a room at the Vauxhall Centre 2 days a week for depots. We have no presence where people can come seeking help’.

The lack of a base resulted in more time spent in the car ‘I’ve had my lunch in the car, written notes waiting in the queue for the car-park,’ ‘spent hours looking for parking’.

The focus on parking became more significant when senior managers questioned whether it was cost-effective to issue staff with parking permits. Suggestions included purchasing a certain number of permits for the teams; this would result in a complicated system that required additional driving to and from the base at the start and end of the day. Time spent looking for a parking space in the city had an impact on the time available for service-users and therefore affected the quality of the service. The very raising of parking permits as an issue had caused to some staff to feel less valued by the Trust.

Concerns were raised that respondents had ‘no tools and support to deliver effective care’ and it wasn’t possible to ‘get on top of basic treatments’, the ‘depot nurse’ had taken voluntary redundancy and there was no contingency plan in place. One respondent suggested that ‘the whole thing has become dysfunctional and quite tragic’. It was made apparent that depots were regularly missed because of workload capacity, compromising patient safety.

The multiple challenges facing the service concerned respondents and the outcomes on service delivery were marked, ‘we know there are hundreds of people in crisis not allocated’ there was a clear sense that responsibility for these failings lay with unspecified individuals, ‘You’ve done away with AO and loads of staff. You must have seen this coming’. Respondents identified that only ‘very risk or complaining people’ were being allocated.

A number of service users requiring depot medication were not yet allocated a new care co-ordinator. Nurses administering depots to unallocated service users were potentially taking on extra work following those appointments, adding to their workload but not reflected by their caseload. Service users were unhappy with different people visiting each time to give depot medication. Some service-users had had 3 or 4 care co-ordinators in the space of a few months due to staffing changes which created difficulties for all.

One respondent stated that, prior to service strategy, they hadn’t been used to complaints ‘but now I’m almost numb’.

Respondents believed they were carrying increased risks associated with their caseloads and also ‘the verbal abuse from people and their families who expect Mental Health services to do something’. They felt ‘stuck in the middle’ and found themselves apologising and trying to manage disappointment. It had been observed that only ‘very risky or complaining people’ were being allocated.

The underlying message of ‘working differently’ generated mixed reactions, ‘in theory these changes could work, in practice it’s a whole different ball game’. It was noted that some of the message ‘had got lost in Voluntary Redundancy, re-banding, people having to move, jobs under threat and other things not coming on line’. The need for a more efficient service and working differently was dismissed as ‘nonsense – it’s all about saving money’. It was suggested that there hadn’t been openness about that or consultation with staff, it had ‘been insulting’. The question was asked ‘how did they see this being implemented’. The message about working efficiently was demoralising. It was observed that ‘there just aren’t enough staff and it’s just not acknowledged openly’. Respondents often felt unsupported by senior managers commenting that people were ‘flogging their guts out to give a service and then the finger points when things go wrong’. This was summarised as, ‘Fatalities are going up….. It’s the person on the shop floor who has to go the coroner’s inquest, deal with the writing of the report and potentially with relatives screaming across the inquest room floor. It’s horrendous, but when you’re doing your best, not being given the wherewithal to do it ….. and what’s even worse is when the Trust doesn’t support you….that’s a recipe for disaster’.

It was opined that the Strategy could have achieved more success if services had been cut back before they were dissolved, inpatient and community changes should have been staggered rather than concurrent and further assertions that ‘the process was never clinically-lead’.

Concerns were raised about service-users who had received support for a number of years, ‘legacy patients who require a high degree of support’; with changing criteria they were at risk of being side-lined. The main effect was apparent with service users previously in contact with Assertive Outreach teams and admissions had increased.

At this point in time it was stated that services ‘are not working’; each service, community, in-patient, Access and Assessment and the crisis team has an impact on the ability of other services to function and none of it was working.

Post-implementation the information held by the Board was ‘out-of-touch’. Respondents consistently expressed the belief that ‘the message is softened and massaged’ as reports move through the layers of management to the Board whilst others observed that reports reduced ‘clinical situations to numbers, skewing the data’. One commented that ‘My biggest fear is that when we’re reporting up it’s not acceptable to say ‘it’s too difficult, we can’t do it, it’s not working, we end up putting lots of positive messages around it’. Ultimately this created a ‘complete disconnection between staff above (Name Redacted) (Service Manager) level and staff on the ground’ further compounded by a lack of visibility of Board members in teams.

Respondents suggested that decision-makers didn’t relate to ground-floor staff who, in turn, were unaware of who had made what decision, resulting in the absence of a feedback system. It was remarked that ‘The Board are saying everything is lovely, and we’re running around saying no it’s not…. we’re asked where is the evidence? Surely we are the evidence?’

Commenting respondents were unhappy with a lack of ownership of service strategy at Board level stating ‘someone needs to be responsible and accountable’ and ‘everybody needs to feel that the damage is recognised.’ It was believed that a number of the problems could have been foreseen, and therefore avoided, if staff concerns had been heard in the beginning, and one respondent summarised this point, ‘neither did they ask nor listen when told’.

On-going leadership at Board-level was experienced as ‘inconsistent’ or lacking but there was some hope for the incoming Chief Executive. At this point however, there was mistrust, ‘…they’re not honest with us’ and in the relationship with the Board, service strategy had been ‘the watershed’.

The question regarding an individual’s ability to influence change drew a range of responses from the disenfranchised ‘Our feedback isn’t taken seriously, if we’re listened to at all’ through to the apprehensive, ‘there’s a culture of blame and finger-pointing, people aren’t willing to be made scapegoats’ and frustrated and saddened, ‘I feel helpless, disempowered’ and ‘TSS has unravelled the service’. It was opined that, ‘we should be able to influence change given the current situation, to try and remedy the service but it hasn’t happened’. A number of respondents stated that questions to senior managers brought no useful change and believed there was an element of self-protection, ‘it’s all – oh they must be wrong’.

The varying degrees to which it was believed involvement and feedback had featured in service changes was marked, ‘they’ve been very good at wanting feedback’; although it was also noted that with an overwhelming message of ‘don’t do it’ it was less easy for that to be listened to, through to ‘no invitation whatsoever’ and respondents feeling that their concerns had been disregarded. One respondent referred specifically to the Project asking ‘who really will listen?’

There were concerns that teams were paralysed, ‘staff are frightened to make changes and change fatigued, exhausted’. Respondents reported that they had repeatedly flagged paperwork and issues with depot clinics but nothing had happened; some were resigned ‘just trying to get anything done is pointless’. It was further suggested that change would only really take place ‘when people start dying’.

Layers of management had reportedly made it more difficult for staff to get their message through and it was recalled that in previous structures managers had been more visible. It was opined that higher managers would listen ‘if it’s a fit for them’ but there was ‘too much pride to halt service strategy.’

Staff were angry at being misrepresented, ‘It was written in the EDP as clinician-lead, this was insulting,’ ‘There wouldn’t be a reduction in the quality of service. To suggest it had come from all of us was offensive’. There were a number of requests for the (Title redacted)to visit teams, (Name Redacted) needs to come and face us and listen to us’ and the Board were currently viewed as ‘far more removed’ this was particularly apparent when discussing unallocated cases ‘(Name Redacted) said it was a lie about the unallocated cases. Do management think we’re lying?’ The need to have contact with Board members was not universal and one respondent observed, ‘Whichever Trust you work for there will be a level of chaos, financial issues etc. My job doesn’t change. CEO changes, Service Manager leaves. It doesn’t matter’.

The overwhelming view was that service changes had been imposed and this had been experienced negatively by respondents, ‘It’s the signing off on plans that are unrealistic. We all said you’ve got the numbers wrong’ and similarly, ‘I don’t know a single colleague who didn’t comment and say there’s not enough staff, unsafe, it made no difference’. Involvement in the changes was viewed as ‘tokenistic’ and consultation events, ‘an act of stupidity to even go along’, ‘they can justify everything by saying they’ve consulted staff’. Although a previous Chief Executive had stated that the strategy would not continue if it wasn’t working that was described as ‘a farce, they had their plan and they bulldozed through it’. Senior managers were also criticised for ‘not doing the groundwork and making informed decisions’ although there was an acknowledgement that they were working under direction.

There was an understanding that external influences had driven Service strategy, nonetheless there was a clear view that these had not been well-managed by the Board. Some described their surprise at the pace of change, ‘I thought everyone knew that with change you should do one thing at a time so that you can see how effective it is’ another recalled thinking ‘they won’t do it, they won’t put people at risk but they did it anyway’. The views were expressed that Service strategy was ‘top down and financially driven, disempowering local services’ and that the Board were unable to appreciate the impact of the changes. Another warned, ‘any more of these punitive changes and… the eagles are going to fly, you’ll lose everybody. Anyone who’s got a conscience won’t be able to work here’.

The view was expressed that, ‘New layers and management appear regularly, we need more clinical staff’

Changes in the senior structures were also suggested, ‘Consultants should be more involved in planning. Their role should be looked at’ as should the Lead Clinician’s role which had reduced to ‘that of a spectator’. A further recommendation was made to ‘review manager’s performance more stringently’ and a plea to ‘incentivise others and let them get on with it’.

There was no sense that staff well-being was a Trust priority, ‘It seems the Trust doesn’t allow us to look after our own wellbeing. It’s a bit of a contradiction really’ and the belief that ‘staff haven’t been treated very kindly’. Demoralisation was compounded because the ‘portrayed image is not the reality’ and it was noted that ‘Staff and service users feel discredited by the Board who are saying it’s not true.’ The view was held by some that the ‘Trust doesn’t care; we are pawns in a game of chess’.

Lines of responsibility were unclear, ‘nobody knows who’s responsible for what.’ There was ‘chaos’ and ‘confusion and disillusion with the whole thing’ with the outcome being ‘the service can’t be delivered.’

It was believed that the Trust, ‘undervalued the therapeutic relationship’, and failed to recognise that it was, ‘the core component sometimes of keeping someone safe and well in the community.’ Service users were ‘not getting a decent service’. The Access and Assessment Team was not functioning effectively and was affecting capacity in teams. There was less ability to respond to people becoming unwell in the community; a number of respondents linked an increase in admissions and patient deaths to service changes, particularly the disbanding of the Assertive Outreach service.

Many respondents struggled to make sense of the changes suggesting that Service strategy was, ‘all about money’ but had not been cost effective, ‘Getting rid of staff and then having agency staff it’s ludicrous and a waste of money.’ One respondent summarised, ‘Small amounts of money like a care co-ordinator being paid to go equals an unallocated caseload and a person going into hospital at £1,000 per day it makes no sense.’ It was noted that ‘decreasing beds saves money but costs patient well- being.’ Bed shortages had further resulted in service users being moved to a different ward whilst on leave, resulting in a ‘new consultant, new care plan’, potentially extending their admission. The need for financial efficiency was understood ‘everyone understands that …savings need to be made’ but there was a lack of confidence in decision-makers ‘Cutting community services and beds, a decision made by someone who didn’t know what they were talking about’. Another suggested ‘You almost feel there’s a resistance on high to acknowledge that they could have done it a lot better’.

Looking to the future it was asserted, ‘the most important thing is that we don’t do this again. It cannot happen again. There has to be a structural change that means it isn’t possible.’

It was clear that a number of staff did not feel able to function effectively either as individual practitioners or as a group. They were largely disengaged, disempowered and believed that clinician and service-user safety was being compromised and that no-one with the ability to affect change was listening to them.

I interviewed staff from across the clinical spectrum and was saddened by the on-going distress that some were visibly experiencing as they continued to try and provide a service in very challenging circumstances.

Of those that did not participate one person explained that they did not believe that the Trust was a caring organisation or would respond to the project findings. A number of others cited work pressures as reasons for non-participation.

The report may illustrate a service not recognisable to decision-makers; respondents have repeatedly raised concerns over the quality of service delivery and the maintenance of staff and patient safety. However, it is essential that having raised these concerns remedial action is taken to prevent further deterioration and to develop a cohesive, resilient workforce that can negotiate future changes such as those imposed by the ending of the Section 75 agreement and the, as yet unknown, outcome of the IAPT+ tender.

8 thoughts on “Fantasy Island: The CQC Video Files: ‘Well-led’

  1. P says:

    It’s a shame to keep rehashing the same old stuff. There does feel like there is more real listening and work to find solutions. No miracles but a shift. Regenerating the same old stuff risks taking things backwards.

    • Nightnurse says:

      The managers who went along with this, ignored us, are still managers now. The most important change would be people taking responsibility for their actions. This isn’t old stuff. It is the situation today. What risks taking things backwards is more cuts, same old managers.

  2. Hmc says:

    I find it sad that you have to project such negativity in relation to the senior staff and management of NSFT. I was relatively new to the trust when this video was filmed and aware that the staff that I was new to managing had been through a very difficult process with the TSS (which I was not a part of). I have worked incredibly hard over the past 18 months to support my team, instilling optimism (putting my own wellbeing on the line) being there for them and supporting them through a very difficult journey facing constant change and resource challenges. I have worked the hardest I ever have in my careeer within this role, having many a sleepless night, ensuring that our team can support our service users as safely and responsively as possible (with the resources available). This is because I care passionately about my colleagues, the service users we support and the NHS. I am proud to be a nurse and a clinical leader, regardless of the difficulties that NSFT have faced, or previous decisions made.

    • AnnaK says:

      I have no doubt that you and the majority of colleagues are working incredibly hard and are well meaning. I think the point is, that unfortunately in the current environment that is not enough . If you try your best to work with unfair funding, poor management decisions and a system that is at risk of being destroyed you are actually supporting the situation as it stands. I know it is very difficult , but staff needs to speak out and be allowed to speak out. You are working hard to support your team, which is important. However all staff are actually there to serve patients and any activity or decision that does not benefit patients is a poor one.

      • P says:

        That’s a pretty tough message. Don’t try and you are a useless manager. Try hard and you are just covering up problems…. Not sure that enables anyone to achieve anything….

        • Julia says:

          I’m not sure that is particularly fair, P., particularly after Mid Staffs. It misses the points AnnaK makes about telling the truth and putting the patient’s best interests at the centre of decision making.

          NSFT has repeatedly tried to hide the truth (e.g. suicide data, Alexander Report, money wasted on redundancies, AAT waiting lists, unallocated cases, IAPT+ disaster) and has promised patients ‘enhanced’ services when services have been drastically cut. It didn’t even bother to tell patients when it closed some services.

          Front line staff have to take responsibility at the Coroner’s Court whereas the management and Board seems to be unaccountable. Corporate videos and a massive Comms budget aren’t going to make everything okay.

          NSFT is not going to get the increased funding it needs while it continues to pretend that services are better rather than worse (commissioners will ask why it needs more money) or while its management and Board remain unaccountable (commissioners will say additional money will only be wasted).

          Quite simply, NSFT needs a competent and accountable Board and management who tell the truth about mental health services and who put the patient at the centre of what they do. It will then have the credibility to demand fair funding for mental health.

          • David says:

            Well said

        • AnnaK says:

          I suppose it is a tough message because trying hard as a clinician or manager and also speaking out about risks, injustices, lack of resources, unacceptable politics, etc.  is very difficult. Of course you should not stop trying but maybe you need to accept that ‘doing a good job’ very clearly is not good enough for mental health patients as services stand. On watching the Panorama programme it is sad to see so many professionals trying so hard whilst patients don’t get what they need. People who are joining campaigns all over the country want things to change. Many of our members continue to feel unable to speak out at work, feel not listened to as carers or can’t get the service they need as patients.

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Posts Tagged: Spring Cleaning

Garage Organization

Spring is always a great time to start fresh. It’s the perfect time to clean and organize your home, including your garage. There is a lot that goes into cleaning your garage such as planning, having the right supplies or having enough people to help you complete the job in a timely manner. Though garage… Read more »

Spring Garage Cleaning

It’s a task we don’t want to even take on but we know we have to; garage cleaning. We have spent a few months throwing stuff in and around the garage, where space permitted. We have brought dirt, snow, mud, whatever into the garage with the cars. Now it’s time to get that garage organized…. Read more »

Gone Fishing in the Garage

Amongst everything in the garage that needs a home, fishing rods should not be neglected. They get tangled up too easily in other clutter and if you’ve ever caught one to the face you know how essential a good storage spot can be. There’s no better medicine than packing up the gear and heading to… Read more »

The Garage Summer Project

Warmer weather is coming. Really it is! When spring finally hits what do you have planned? Open the windows and knock the dust off or grab the lawn chairs and kick up your feet in the setting sun? Warm weather projects go smoothly if you have a headquarters. The hub of tools, materials and chairs… Read more »

Spring Cleaning for your Garage

Let’s talk SPRING CLEANING and your garage! OK…keep reading and don’t grimace. It’s something that should be done…since you clean your house after the long Winter, why would you ignore the garage? WARMER THE BETTER First, wait until a sunny and a little bit warmer day. Start to bring everything out of the garage that… Read more »


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A good looking man: Tom Slivinksy

A Sunday morning with the young actor, around Los Angeles

I’ve been trying to shoot more photos with people who impress me.  I had the chance to see Tom in a few plays over the last couple years; after seeing him lay it all on the line in Hamletmachine this past fall I knew that I had to shoot photos with him.  There was something impressive about his work ethic, his commitment to character, and the complete transformation that I saw from when he was on stage to his public demeanor.  I had a chance to spend a Sunday morning shooting photos with Tom recently, and we made some images.

All images © North 141 / Jonathan Potter 2016

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New Homeowner

Congratulations!  Your new home is a monumental occasion, no matter how long you’ve waited for it! We can help to make your new house a beautiful home with unique custom framing that you won’t find anywhere else.

Custom framed artwork

Our experts can custom design the perfect frame, construct a shadowbox or preserve your favorite print to create a style for your new home that is uniquely you.

Custom Framed Workspace Art We can match your favorite colors, patterns and textures to help create something cozy, modern, traditional or eclectic. No matter what your style, our framing experts can decorate and design the perfect custom frame for your new home!

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Fortnightly Feast – vol. 16

Cardiff chosen as beacon of sustainable food

Cardiff has been selected as one of just six cities in the UK to share in one million pounds of funding to be invested in improving food culture and support its efforts to become a Sustainable Food City. Read more

Sustainable Food European Style

For the first time, the European Commission is working towards a Communication on Sustainable Food. An important milestone in the move towards a more resource-efficient food system; Slow Food is actively encouraging the initiative, as well as the efforts of the Commission to open up the debate on this topic. Read more

Hunger, income and the local food economy…

Foodlink Grey Bruce, Dec 10 2013

In the spirit of solving the terrible problem of hunger in our communities it’s vital to explore underlying issues. When we see headlines like: Food costs eating up limited incomes about the annual Ontario Nutritious Food Basket survey that measures regional costs of basic healthy food, the real issues can get obscured. One could also say that “rent costs are eating up incomes” or any number of other causes; see Open meeting this Friday to discuss poverty … It’s a good opportunity to say a few important things that relate to local food. Read more

Island Chefs’ Collaborative

Many budding entrepreneurs start off by making their products in their kitchens at home, but depending on the type of product it is, they might have to make it in an inspected commercial kitchen facility, or quite often to take the next step up, they have to purchase equipment they just don’t have the capital for. This is where the Island Chefs Collaborative has stepped in… with a commercial microloan system. Read more

New Report on Growers Cooperative

The Environmental Studies Program at the University of Montana is pleased to announce that a new report is available titled “Local is Delicious” But It’s Not Always Easy:  A Case Study of the Western Montana Growers Cooperative.

The research presented not only answers questions of interest to the Cooperative and its partners, but also contributes to a general understanding of small-scale cooperatives operating as food hubs, values-based supply chains, and the possibilities and challenges associated with building a more democratic, regional food system in a large rural area.

To access the report, go to:

The logistics of going local

“If you’ve seen one food hub, you’ve seen one food hub.”
– Rich Pirog

It took 18 months and $650,000 to turn the Kalamazoo Street warehouse into a food hub, with the help of dozens of business and artisans who discounted their services or worked for free. Along the way, two layers of ugly ceiling tile were torn away to reveal a pleasant surprise: the graceful arched ceiling of the building’s first tenant, Kircher Grocery Store. Read more

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The establishment of registered employers associations in the chemical industry came about through the pressure exerted by the trade unions on individual employers to engage in centralised bargaining in the industry.

The process started in 1995 and has culminated in entrenching centralised bargaining and the eventual registration of the National Bargaining Council for the Chemical Industry (NBCCI) on 3 December 2001.

According to the constitution of the NBCCI the industry is divided up into the following sectors and sub-sectors.

1.         Industrial Chemicals

1.1   Base Chemicals

1.2   Explosives

1.3  Fertilizers

1.4 Speciality Chemicals

1.5  Surface Coatings

2.         Petroleum

3.         Glass

4.         Fast Moving Consumer Goods

5.         Pharmaceuticals

Each of these sectors has a registered (in terms of the Labour Relations Act) Employers Association.

Jan Smit, who has been involved in this process from the start, is the appointed secretary of the following four Employers Associations, who are parties to the NBCCI.

  • National Base Chemical Employers Association (NBCEA)
  • National Speciality Chemicals Employers Association (NaSCEA)
  • National Fast Moving Consumer Goods Employers Association (NFMCGEA)
  • The Labour Affairs Association of the Pharmaceutical Industry. (LAAPI)

The party trade unions to the NBCCI are:

  • CEPPWAWU (Chemical, Printing, Paper, Wood and Allied Workers Union)
  • GIWUSA (General Industries Workers Union)
  • SACWU (South African Chemical Workers Union)
  • Solidarity

Although membership of the employers associations was originally very strongly union driven we now find that employers who are members of the employers association are very positive about the whole process of centralised bargaining.

This stems from the fact that these employers have the assurance (and have experienced it) that in any dealings with the trade unions (including the annual wage bargaining) their interests are being represented by a group of well qualified, experienced and skilled negotiators. Particular attention is given to the needs of small employers.

Novas Labour Relations Consulting provides the Associations with a full secretarial and administrative service. Jan Smit as the appointed secretary represents the employers in direct negotiations with the trade unions as well as in the structures of the NBCCI and CHIETA. He also, on request, represents employers in disputes referred to the NBCCI and CCMA (conciliation as well as arbitration).

Apart from providing members of the Associations with, within reason, free telephone advise on all aspects of labour relations or human resources, the full spectrum of consulting and training services provided by Novas is available to members at discounted rates.

Members are regularly kept up to date regarding developments in employment law and other legislation affecting business, through newsletters and news flashes. (During Wage Negotiations daily progress reports are distributed to all members).

Members of the Association meet on a regular basis where labour relations and related issues are discussed. During these meetings representatives in various structures of the Chemical Industry (e.g. the CHIETA Governing Board and Chambers, Bargaining Council Task Teams and Committees) will report back on developments and activities.

Members also have the advantage of being part of the broader chemical industry group structure. Gerrie Bezuidenhout as Employer Administrator co-ordinates the activities of the nine employer associations. As such he represents the employers in structures like BUSA (Business Unity South Africa) and Nedlac as well as in meetings with Government. He also maintains close contact with employer associations in other industries.

As far as skills development is concerned the Associations are represented in the various bodies of the CHIETA (the SETA for the Chemical Industry) and as such members interests are served there.

Members of the employers association automatically become members of the NBCCI where they are represented in the various structures by elected representatives from amongst themselves.

Although members are not compelled to be part of the bargaining process a prime aim of the NBCCI is the extension of agreements to cover non-parties who fall within the scope of the Council.

Members of the NBCCI pay a monthly levy to the Council in respect of all their employees as follows:

                                                                        Employees      Employers       Total

Contribution     Contribution

Employees inside the Bargaining Unit            R6.50              R6.50              R13.00

Employees outside the Bargaining Unit          R3.25              R3.25              R  6.50

Employees inside the bargaining unit (i.e. those who are covered by the scope of the substantive agreements) pay a dispute levy as well as a bargaining levy. Those outside the bargaining unit pay only the dispute levy. The levies paid by the employees are matched by the employer.

In terms of Section 52 of the Labour Relations Act No. 66 of 1995 the NBCCI is accredited by the CCMA to perform the dispute resolution function in respect of disputes between parties to the Council.

The following are included in the term “parties”:

  1. All nine (9) employers’ organisations who are party to the Council and their members;
  2. All employees of the above employers;
  3. All four (4) trade unions who are party to the Council and their members who are employed by employers who are members of the nine (9) employers’ organisations mentioned above.

More information is available on the NBCCI website at www.nbcci.org.za


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Background on the LNT (linear no-threshold) radiation model

Because of the importance of the debate that continues to rage over the harmful effects of low-level radioactivity, I am sending out a copy of my recent exchanges on this topic in the context of the Canadian Pugwash Group. As you know, nuclear proponents have been for many years eagerly pushing the idea that there is a safe threshold of exposure and that exposures below this threshold are either completely harmless or actually beneficial. The latter claim is called “hormesis”.


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United States rapper Mac Miller died of drug overdose -Coroner

Rapper Mac Miller died of accidental overdose of fentanyl cocaine and alcohol

Earlier this year, following his split from singer Ariana Grande, Miller, whose given name was Malcolm McCormick, was arrested for DUI and hit-and-run.

According to the Los Angeles County Coroner, and as first reported by TMZ, Mac Miller died from a combination of cocaine, fentanyl, and alcohol.

An estimated 200 people die of overdoses every day, according to the US Drug Enforcement Administration.

TMZ has consistently been credited for breaking the biggest stories dominating the entertainment news landscape and changed the way the public gets their news. He was found by his assistant in a "praying position", kneeling forward with his face on his knees.

There was a 1/4-inch abrasion on the bridge of his nose, and there was blood coming out of one nostril.

The 26-year-old was found around noon in his bedroom at his San Fernando Valley home in September. Paramedics pronounced him dead at the scene.

An empty bottle of alcohol was found on the nightstand, near Mac's body. and a bottle of prescription pills was found in the bathroom.

"It is outrageous that Poisonous Synthetic Heroin Fentanyl comes pouring into the U.S. Postal System from China", he wrote on August 20.

The singer Prince had taken fentanyl before his death in 2016. Fentanyl is a powerful opioid pain medication and is much stronger than heroin.


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Collected Poems

Not Understood *

Not Understood *

(For the Secret Brotherhood, with a bouquet of ragwort and bracken)

Not understood. We move along asunder,
The mists get thicker as our syntax goes,
And in the fog we marvel and we wonder
That any line we write, in verse or prose,
      Is understood.

Not understood. We bury all our meanings,
And dig them deeper as the years go by,
Indulging thus our obscurantist leanings;
And it will be no wonder if we die
      Not understood.

Not understood. Despondency and madness
Attend us as communications fail;
We poets in our youth begin in gladness,
But end in Paul's or Whitcombe's Christmas sale,
      Not understood.

Not understood. Our tendency is laudable,
Uttering, for elevation of our thought,
In thick sonorous voices, quite inaudible
To the vast multitude; our books unbought,
      Not understood.

Not understood. The reading mob's reaction
To what it does not comprehend is slow,
And gives small hope. But with self-satisfaction
We judge our verses, though they often go
      Not understood.

page 134

Not understood. Poor souls with stunted vision
Oft measure giants by their narrow gauge;
The poisoned shafts of falsehood and derision
Are oft impelled 'gainst us who mould the age,
      Not understood.

Not understood! How many hearts are aching
For poems that are plain, and language terse!
The poetry you write is epoch-making,
Yet, wanting the accomplishment of verse,
      Not understood.

Oh, God! that bards could be a little clearer,
Or write less often when they've nowt to say;
Oh, God! that bards would live a little nearer
To us, and in the light of common day,
      Not under Milk Wood.


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Tourism News Share wonderful travel information

Radisson Tianjin profile

2019/4/15 18:23:34
Radisson Tianjin is ideally located near the business and commercial district. Tianjin and Beijing International Airports are 20 and 90 minutes drive, respectively, and Tianjin bullet train station is just a five minute drive.Radisson Blu Plaza Hotel Tianjin very close to attractions like the Hai River, Ancient Cultural Street and Wu Da Dao.
Radisson Tianjin offer a wide choice of banquet and meeting facilities. With a new age infrastructure, versatile meeting space and a ballroom spread over 1700 square meters, Radisson Tianjin can accommodate an event up to 500 people with creative catering options and professional, comprehensive service for our guests. The beautiful lobby Radisson Tianjin opens out into the stylish Cafe and Lounge. Purple overlooks the porte-cochere and offers a wide ion of beverages. At Kushi, styled after a Japanese Robatayaki, or China Station, which houses a roast duck oven theatre, your palate is in for a journey of discovery across the globe.
The Radisson Tianjin 254 spacious rooms and suites at Radisson Plaza exhibit a distinctive charm, as they have been designed and furnished with careful attention to detail. Our rooms offer the best amenities including complimentary in-room, hi-speed Internet access and wireless Internet access in public areas for our guests.

Zhuhai Ocean Spring Grand Metropark Hotel traffic info

Business zone：Jinwan
Address：Guangdong · Zhuhai · jinwanqu - Haiquan Bay Resort, Pingsha Town, Jinwan District, Zhuhai, China


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Books written by Jeff Benvenuto

Colonial Genocide in Indigenous North America

Duke University Press Books | October 31, 2014 | 354 pages
This important collection of essays expands the geographic, demographic, and analytic scope of the term genocide to encompass the effects of colonialism and settler colonialism in North America. Colonists made multiple and interconnected attempts to destroy Indigenous peoples as groups. The... More Info


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Born from the idea that a denim supply chain show could connect the entire industry and reflect the energy and spirit of the global denim world, Olah Inc. launched Kingpins Show as a boutique show in New York in 2004.

Kingpins Show spotlights quality, connection, education and sustainability. And our focus is narrow, both in terms of exhibitors and attendees. Our mix of mills, garment factories, laundries and resources is curated to best serve each market. Our guest list is limited to denim buyers, media and academia. Education, sustainability, innovation and inspiration are given large platforms via installations, presentations, panels and seminars. The Kingpins Show hosts biannual editions in New York and Amsterdam, and annual events in Hong Kong and China.


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You are here: Liverpool ConfidentialEntertainmentMusic.

Big MOBO names come for three-day festival

Lectures, events and screenings to 'champion homegrown talent'

Published on October 16th 2012.

Big MOBO names come for three-day festival

ONCE again the city is bracing iself to host the MOBO Awards, and to mark the occasion the council is announcing a free, three-day event (28, 29 October and 1 November) which aims to showcase and champion homegrown talent.

Celebrate MOBO will see industry experts from film, music and fashion take part in events which will highlight the influence diversity has had on the culture of Britain - with a special focus on the role Liverpool has played.

Those on their way to Liverpool include BBC Radio 1 DJ Dev, acclaimed actor and rapper Ashley Walters, Head of Editorial at MOBO Natalie Shaw and presenter of FLAVA TV Donatella Valentina.

Sunday 28 October will see the Celebrate MOBO Industry Academy take place at Parr Street Studio 2.  A host of professionals will lead three sessions – Radio, TV, Blogs…How to get into the Industry, I’m a Trendsetter, Breaking Out: From Local to National – talking about their experience of the different industries and giving advice to up and coming talent.

Those leading the different debates include Dev, Music Manger for BBC Radio 1Xtra Laura Lukanz, media consultant and agent Ray Paul and Pierre from urban music and entertainment website GRM Daily.

Radio 1 DJ DevRadio 1 DJ Dev

Dev, said: “I always look forward to coming and working in Liverpool - it's a very creative city and one that always seems to artistically innovate and set trends.”

Following the sessions, which run from midday, there will be acoustic performances from Liverpool acts including MOBO Unsung winner Esco Williams, KOF, Jay Norton and Chelcee Grime.

On the evening of Monday 29 October Celebrate MOBO Black Cinema at FACT, shines a spotlight on local and regional films, documentaries and music videos which hold up a mirror to Liverpool’s impressive black music scene.  Hosted by Hollyoaks writer Maurice Bessman, a selection of local short productions will be screened.  Ashley Walters, formerly of So Solid Crew, will also be speaking about his acting career and will give advice to those wanting to break into the industry.

Walters said: "I am very happy to be contributing to the Celebrate MOBO activity in Liverpool. I'm looking forward to talking about my path into the film industry and sharing my experiences and tips to succeed, in the hope of inspiring budding film makers, actors and 'creatives'."

Bea Freeman will also be showing her film, Back to the Timepiece, a documentary which focuses on the Fleet Street, Liverpool, nightclub of the 1970s.

To round the events off, the Celebrate MOBO: Debate takes place on Thursday 1 November from 6.30pm-9.30pm at the Museum of Liverpool.

With music as the city’s most famous export, the debate will look at the history of Liverpool’s black music scene, its successes, any barriers which results in the city being under-represented when it comes to this genre of music and what the future holds.

Hosted by actress and presenter Phina Oruche, panellists will include Les Spaine who was one of the most significant British club DJs in the 70s, BBC Radio 1Xtra’s DJ Target, Liverpool SoundCity’s music mogul Dave Pichilingi and Dr Brett Lashua who specialises in popular culture.

All three events have limited spaces which will be allocated on a first-come-first-served basis.  For full details of the programme and to book your place visit here

All Celebrate MOBO events have been organised by Liverpool City Council in partnership with FACT, National Museums Liverpool and ACME.

*The 17th Annual MOBO Awards take place at the Echo Arena Liverpool on Saturday 3 November.

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Laura NorderOctober 17th 2012.

Will there be a post-event bottling party at the Hilton again?

Darth FormbyOctober 18th 2012.

An after throw?

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Eoin Colfer's universe

Ann Marie Hall gets to the children's author re-inventing The Hitchhiker's Guide to the Galaxy as the publicity machine kicks in oop north

Published on October 15th 2009.

Eoin Colfer's universe

Confidential was the last of a whole raft of interviews in a day of press for children’s author turned Hitchhiker writer Eoin Colfer.

Colfer was determined not to use them, instead shutting himself away to write it on his own. “I just felt that if I did that people would be confused about who wrote it and I just wanted this to be my book. If you like it it’s me and also, if you don’t like it, it’s also me.”

We began by offering our apologies for him not being able to go off for a cup of tea.

“It’s ok, I have bigger problems in my life at the moment,” laughs Colfer. “We’ve been in here since half seven and we’ve talked to a few people. But everyone’s really interested and interesting.”

It’s true that given the cult popularity the Hitchhiker series has achieved, there’s probably a Hitchhiker geek on every newspaper and online news site across the land. “Everyone seems to be. As it comes in through the office someone says I’ll do that. So everyone is very well versed in the role of the Hiker, which is great.”

Colfer is used to the attention as he’s already the highly successful author of the Artemis Fowl series of children’s books, but the interest in his latest work is unprecedented as it’s the sixth in the ‘increasingly inaccurate’ (as the press releases have been how Adams had left the fifth book spouting for the last three books) humorous sci-fi trilogy of Hitchhiker’s Guide to the Galaxy books by the late Douglas Adams. To celebrate the 30th anniversary of the publication of the first book Adams’ agent Ed Victor approached his widow, Jane, to propose commissioning another novel, already having Colfer in mind.

“They said listen we’ve got this guy Eoin Colfer, this Irish guy and she said 'well, as a matter of fact, Polly my daughter reads his books and we both love him and in that case we’d love him to go ahead.'”

Needless to say Colfer was suitably charmed, “It’s one of those things when you don’t really get what’s being said to you down the phone. And even now that I’ve written the book I’m still a little bit shocked.”

His reticence is unsurprising. Though he’s now an experienced author, Colfer was as much a fan as any of his contemporaries when late in the 1970s Hitchhiker’s hit the radio, then the book stands then the TV. “As teenagers half of our lexicon was quotes from (Hitchhikers). Every time we went drinking it was, ‘what’s so bad about being drunk? You just ask a glass of water.’ Ha, ha, ha. Adams kind of hijacked the English language to some extent. If you say the number 42 people who don’t even know anything about Douglas Adams know that 42 is the meaning of life. It’s entered the national consciousness, it’s that kind of penetration that ad men could only dream of.”

He may have been reluctant to take up such a sacred cow of a series, but given

Mostly Harmless, with all the major players dead when the Earth is blown up by the Vogons again, anything Colfer did couldn’t be any bleaker (whether he resurrects them or not… well you’ll just have to read it won’t you?).

Adams had been determined at the time that it would be the last Hitchhiker book but had since relented and considered writing another; an idea brought to an abrupt halt by his untimely death of a heart attack aged 49. “It was very bleak,” comments Colfer of the fifth novel, “and it was done really well. It was very unexpected because you’re reading this great chase book and I remember thinking I’ve only got six pages left this better kind of wind up and then suddenly, they’re all dead.”

Despite the fact that there had been notes written by Adams exploring the possibility of a further novel, Colfer was determined not to use them instead shutting himself away to write it on his own.

“I just felt that if I did that people would be confused about who wrote it and I just wanted this to be my book. If you like it it’s me and also, if you don’t like it, it’s also me. And maybe it’s a bit of vanity I suppose that you just want to write your own story, I didn’t really like the idea of working from someone’s notes because you could misinterpret them. I was imagining someone working from my notes…”

But now, as the publicity machine fires up, the week prior to the book’s release has been the first time that Colfer’s been faced with anyone else’s opinion on it.

“My defence mechanism up to now is I just haven’t been thinking about it. I’m just writing a book and it has no legacy, here is the book. But now it is kind of creeping in and I’m feeling a bit overwhelmed.”

The feedback however, so far, from those selected fans in the press at least, has been positive, boding well for the new book. “It has been phenomenal. So far the previews have been just great. There’s such huge affection for this, people want it to be good, they don’t want to see the Hitchhiker trammelled so they’re really happy. Hopefully it will bring everybody back to the original books which is the whole point in the first place.”

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The Fastech Team Continues to Grow

The Fastech team had a busy Summer. In addition to bringing on several new customers, we had our biggest month of the year with 127 custom orthotics made in the Lab in August. Eric Johnston and John Johr did an outstanding job managing the orders and getting them shipped out within our standard 24-hour lead time.

We also promoted Allison Wagner from Administrative Assistant to our Customer Support Specialist. Allison’s new responsibilities will include staying in contact with our existing customer base, updating them on new products and helping grow their businesses with additional Fastech products. Congratulations Allison!

Devon Tolen joined the Fastech team as our new Administrative Assistant. Devon will ensure all new orders will be entered accurately, greet customers who walk in the door and manage inbound phone calls. Welcome aboard Devon!

Overall we are having a great year and we look forward to finishing the year out strong with our updated branding, new website and the introduction of our prefabricated line of insoles to our existing SATECH customers.

By: Scott Jarold


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Olive partners with Montana Fly Company

Breaking Insider Information–Olive the Woolly Bugger and Montana Fly Company have partnered to offer first-of-a-kind, functional fly fishing products for kids!

Columbia Falls-based Montana Fly Company, and Olive the Woolly Bugger (who hails from Duvall, WA) have partnered to produce a series of kids fly boxes and nippers. Using Montana Fly Company’s super cool digital imprinting technology, these high quality plastic fly boxes and durable nippers feature artwork from the Olive the Woolly Bugger series of children’s books.

Kirk Werner, author and illustrator of the Olive series, says that partnering with Montana Fly Company on this venture brings the appeal of Olive to a new level. “Prior to now, the only way to get kids hooked on Olive was through the books,” says Werner. “Now kids can take Olive with them to the water and she can be there when they catch fish. It’s a very exciting opportunity.”

Adam Trina, President of Montana Fly Company, says this about the new partnership:  “Should be fun!”

Indeed. Let the fun begin! The Olive-branded products are included in the 2012 Montana Fly Company product catalog and will be available through retailers soon.

Because this unofficial “leak” comes ahead of the actual press release, any formal inquiries should directed toward Outside Media, which handles such matters for Montana Fly Company.

6 thoughts on “Olive partners with Montana Fly Company”

  1. lori spears says:

    Sure hope this stuff is not just for kids! oh my! lol I love this stuff!
    Lori, the trout hunter. :)

    1. Kirk Werner says:

      I don’t think they’ll ask you for your ID when you purchase this stuff, Lori, so you’re safe to buy for yourself 😉

  2. WOW! That is great, Kirk!
    I’ll definitely contact Outside Media to find out when they will be available and also the cost…I’m sure our 6 year-old twin grandchildren would love to keep their flies in a box like that. :)
    Great marketing!!!!! Looks like wonderful products!

    1. Kirk Werner says:

      Hopefully they’ll be available on a widespread basis in the coming months, Vivian…could make for excellent stocking stuffers!

  3. Owl says:

    I hope you’re ready for this. :) I hope Olive is ready for this! I hope we’re all ready for this! PIXAR next! :)

    1. Kirk Werner says:

      I’m SO ready, and so is Olive!

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Java needs to be acitivited to enjoy this slide show.

For two weeks in June Carole and I drove a rented 4x4 around the perimeter of Iceland on Highway One. This highway, which was completed about 25 years ago, provided us with access to most of the country. The road is about 900 miles long, but with side trips and backtracking we drove more that 2300 miles. The trip was a beautiful, occasionally scary, and an adventure that gave new meaning to the word "awesome."

Our accomodations included a fishing camp, a couple of farms, hotels and "summer hotels." Summer hotels are high school dormitories that open to tourists in June and July. In Iceland, all high school students live away from home next door to their high school. Some, but not all were in small towns.

To view images from our trip, click on a region title.

The North

Geothermal Activity

Beautiful Scenery

The "Desert"

Fjord Panoramic Image

The West
East Iceland
History, Glaciers
Majestic Views
Rivers and Beaches
Amazing Scenery
Click below for
Mountain Plateau Panorama
West Coast Panorama

Reykjavik and South

Quick Facts(2000)

250,000 people

250,001 sheep

South and Reykjavik

85,000 horses

Virtually treeless

Geothermal Activity

30 active volcanoes

Earthquake and Flood Zone!

Most of land uninhabited

Primal, expected a dinosaur

Glacier Panorama
Glacier Lake Panorama

Most of land uninhabitable

Cold and windy

Christian nation since 1000 AD

Many people aloof

Gas = $5.00 a gallon

24 hour days in summer!

Crime is negligible

Get ready for gravel roads!

Food prices 1\3 higher than U.S.

Home | Site Map


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Chasing Abbey - Rescheduled to 28th June

Fri 28th Jun BOOK NOW

MCD Presents
Chasing Abbey
The Olympia Theatre
Friday 28th June 2019

**Limited number of tickets on sale NOW**

"NEW DATE FOR THE OLYMPIA! We have rescheduled our sold out Olympia show to Friday, June 28th/ We want to thank you all so so much for your patience and understanding yesterday, and to MCD for helping us with a new date so quickly. it means the absolute world to us. Dublin, we'll see you on the 28th of June. ALL TICKETS VALID FOR NEW DATE."

Chasing Abbey bring The Culchie Kid Tour to The Olympia Theatre on Friday 28th June!

Tickets priced from €24 including booking fee & €1 restoration levy on sale NOW via, usual Ticketmaster outlets nationwide (list here) including The Olympia Theatre Box Office, and by calling Ticketmaster at The Olympia Phone Bookings on 0818 719 330.

The fees for this event include a €1.00 restoration levy. The restoration levy will allow The Olympia Theatre to invest in maintaining and enhancing the theatre to ensure that it continues to consistently deliver the highest quality experience for theatre goers, actors, performers & producers.

Under 14's must be accompanied by an adult. Standing tickets are recommended only for those over 14 years of age. Over 18's ID required to gain access to the bars where alcohol is served.

Approximate stage times will be published here once we receive them from production.

Chasing Abbey are Ro, Bee and Teddy C; the breakout success story of the Irish music scene. The Tullamore group have just released their third single Choices, which skyrocketed to the top of the downloads charts upon its release. Their debut track That Good Thing saw them pick up the RTÉ Choice Music Prize Award for Song of the Year, while their winter offering Talk to Me enjoyed unparalleled success both in the charts and across streaming services.

Following a number of appearances at festivals across the summer, a support slot at Rita Ora and The Chainsmokers, Chasing Abbey are now bringing their electric live show on the road.

Chasing Abbey

Apr '19
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Oncofertility Consortium

Victor O'Halloran

Last night was the world premiere of OSA: Sisters In Science, a documentary detailing the Oncofertility Saturday Academy. This documentary told the story of what happens when young women from a small South side Chicago high school gets introduced to an emerging science like Oncofertility.  The film documented the hands-on experiences, classes, and testimonies of the young women of Young Women’s Leadership Charter School as they spent their Saturdays interacting with the Woodruff lab and other resources from Northwestern in 2009.

A very personal story was told about how these high school students, intrepidly took on challenging experiments dissecting mice, ovaries in the uterus, isolating follicles, embedding them in alginate, measuring hormones, fertilizing real mouse eggs, and spending exclusive time on the Da Vinci Surgical Robot.

Most importantly, the documentary chronicled the evolution of the OSA students, from passionate young women in high school waiting to be sparked by inspiration, to JOSAS (Junior OSA Sisters) to SOSAS (Senior OSA Sisters).  It also told the story of these young women’s families and the role this experience had in reaffirming a relationship of empowerment through education.  It was clear that every parent thought their child capable of any achievement, and OSA gave that potential a shape and form that many parents can’t imagine.

Directors of the program, Megan Faurot and Teresa Woodruff held a panel along with the film's creators; producer Harlan Wallach, director Stefani Foster, and the film’s editor Erin Kitzinger.  The panel was a source of reflection and enthusiasm for the whole audience, including OSA alumni, POSA (Parents in OSA), as well as attendees of the Oncofertility Consortium's on-going Annual Summit.

“This is a story of expanding horizons…you all have the potential to be the next generation of leaders, of teachers of scientists and creative thinkers. You have the opportunity to pass on to the next generation a world more vibrant, more creative and with more opportunity than the world you inherited.” –From Teresa Woodruff's opening remarks.

The program is in its third year and is continuing strong.

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TapNote Lite 1.3.0

November 9, 2012

Updates sync system to use new Dropbox API.

This version integrates the improvements in TapNote 1.7 into TapNote Lite:

  • Updated sync system to use Dropbox’s new v1 API and Oauth authentication (sorry folks; I know the Oauth flow is not as user-friendly, but there’s no alternative). Please update before December 1 as Dropbox will be deprecating the version of their API that past versions of TapNote relied on at that time.
  • New “Disconnect From Dropbox” option in the app menu. This allows you to explicitly log out of Dropbox on your device, which makes it much easier to debug connection issues and reconnect. No more needing to visit the Dropbox website to kill TapNote’s connection there!
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