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I must have been the only one who forgot Rik spelled his name sans "c"....
"Booing on opening day is like telling grandma her house smells like old lady."--WOY
Smits really had a pretty nice career. He wasn't a HOF type player but certainly a player that helped make the Pacers an upper echelon team.
I remember sitting at a Village Pantry years ago and seeing this humongous freak of a man walk inside. It was Rik and trust me 7'-4" is is pretty damn tall.
The Rally Onion wants 150 fans before Opening Day.
I did watch some of the show last night but when it got to Game 3 of the 99' Playoffs I simply couldn't watch it. The call the Ref made on Larry Johnson's 4 point play was hands down one of the worst calls I have ever seem in pro sports. I recall reading an article years ago where the official who made the call knew he blew the call the minute he did it and has deeply regretted it since.
Board Moderators may, at their discretion and judgment, delete and/or edit any messages that violate any of the following guidelines: 1. Explicit references to alleged illegal or unlawful acts. 2. Graphic sexual descriptions. 3. Racial or ethnic slurs. 4. Use of edgy language (including masked profanity). 5. Direct personal attacks, flames, fights, trolling, baiting, name-calling, general nuisance, excessive player criticism or anything along those lines. 6. Posting spam. 7. Each person may have only one user account. It is fine to be critical here - that's what this board is for. But let's not beat a subject or a player to death, please.

subset: commoncrawl


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Hi, I've been trying to get the plugin repo to recognize the new version of my plugin that I posted today: http://wordpress.org/extend/plugins/foxyshop/
I can't seem to get it to update from 3.5 to the new version 3.5.1 - am I doing something wrong or is anyone else having a problem getting the repo to update right now? I did everything just as I normally do.
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text:
Lexus teases several upcoming models [video]
Are they the next-generation ES and LS?
Lexus has quietly released a promotional video which reveals the front fascia of several upcoming models.
While the clip primary highlights the facelifted RX, there's a short video sequence - at the 0:26 mark - which shows Lexus' spindle grille on several new models. We're not entirely sure what every picture reveals, but we're thinking they're images of the facelifted CT 200h as well as the next-generation ES and LS.
The latter model is the most interesting of the bunch, because it features three distinct bulbs which are surrounded by mesh trim. This could imply it's a concept of some sort, but we'll probably find out soon enough.
Source: Lexus via Lexus Enthusiast
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Comments (9)
Something like a grill Audi and much more wow so shine. I don't get it.
Mar 22, 2012 7:04 am
Lexus needs new models badly. To my eyes they're becoming an old people's brand.
Mar 21, 2012 12:16 am
Great point. When Buick is starting to attract a younger audience than you, you need help. And the LFA is a good start, but it's not enough.
Mar 21, 2012 5:00 pm
Surely one of those should be an IS replacement. The current one is past its sell by date now.
Mar 20, 2012 11:03 am
the grill is getting bigger and bigger after every new model. And one day it will swallow the whole universe. :) LOL
Mar 20, 2012 10:46 am
Good point there! LOL! I guess they think Big Grill = Big $$$$...
Mar 20, 2012 10:52 am


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Originally written on NESN.com | Last updated 1/2/13
PHILADELPHIA - NOVEMBER 08: Head coach Andy Reid of the Philadelphia Eagles coaches against the Dallas Cowboys at Lincoln Financial Field on November 8, 2009 in Philadelphia, Pennsylvania. (Photo by Al Bello/Getty Images)
Not only is Andy Reid not yet the Arizona Cardinals' new head coach, but he's reportedly interviewing with the Kansas City Chiefs. According to ESPN's Chris Mortensen (via Adam Schefter), Reid will interview with the Chiefs in Philadelphia on Wednesday, before then traveling to Arizona to interview with the Cardinals. Speculation was rampant on Tuesday that Reid is expected to become Arizona's next head coach. Cardinals vice president of media relations Mark Dalton denied that a deal is in place, though, tweeting, "I'm 99 percent sure that reports of a deal being 95 percent done are 100 percent incorrect." Still, there are many who think Reid, who reportedly is expected to tell that Cardinals that he can "fix" quarterback Kevin Kolb, will eventually end up in the desert. That's what makes the news regarding the Chiefs so surprising. Reid spent 14 seasons as Philadelphia's head coach before the Eagles fired him on Monday. He was the longest tenured coach in the NFL, and brought the Eagles to five NFC Championship Games and one Super Bowl appearance while amassing a 130-93-1 career regular season record. Philly failed to live up to expectations the past two seasons, though, which paved the way for Reid's dismissal. The Cardinals' coaching vacancy comes on the heels of the team firing Ken Whisenhunt, while the Chiefs have an opening after getting rid of Romeo Crennel. Plot thickens: Before arriving in Arizona tonight, Andy Reid will interview today in Philadelphia with the KC Chiefs, via @mortreport. — Adam Schefter (@AdamSchefter) January 2, 2013
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And another tussle against Antonio Rodrigo Nogueira wouldn't be a bad idea, either. Mirko Filipovic already avenged one devastating loss inside the Octagon after defeating Gabriel Gonzaga at UFC Figh read news >>
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Growing up in Zephyr Hills, Florida, Tyler Jeffries seemed to be on a fast track to living every young boy's dream. With the ability to throw an 87-mile-per-hour fastball in high school, Tyler had a promising college baseball career in front of him. A spot on a major league team seemed well within reach.
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The .exe extension on a filename indicates an executable file. Executable files may, in some cases, harm your computer. Therefore, please read below to decide for yourself whether the WebKit2WebProcess.exe on your computer is a Trojan that you should remove, or whether it is a file belonging to the Windows operating system or to a trusted application.
Click to Run a Free Scan for WebKit2WebProcess.exe related errors
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Summary: Average user rating of WebKit2WebProcess.exe: based on 12 votes with 11 user comments. One user thinks WebKit2WebProcess.exe is essential for Windows or an installed application. 2 users think it's probably harmless. 4 users think it's neither essential nor dangerous. 4 users suspect danger. One user thinks WebKit2WebProcess.exe is dangerous and recommends removing it. 2 users don't grade WebKit2WebProcess.exe ("not sure about it").
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Women's Track and Field Coaching Staff
EMAIL: email@example.com
John Hartpence
Head Coach
John Hartpence enters 2014-15 for his eighth season as the head coach of the Defiance College cross country and track and field programs, where he works primarily with athletes in the distance, hurdles, and field events.
The 2012-13 campaign was solid, as Hartpence led his teams to strong finishes in the Heartland Collegiate Athletic Conference during each sports season. In the fall, he guided the men's cross country team to a fourth-place finish in conference, which was the best mark for the team since 2001 and also coached up two First-Team All-HCAC selections for the first time in program history. Then in indoor competition, Hartpence led the DC men and women to third and fourth in conference, respectively. Both sides accrued 16 new school records, three First-Team All-HCAC members and seven second-team selections. The teams also racked up three All-Ohio honorees and seven track or field athlete of the week honors. Finally, Hartpence came through with a solid outdoor track and field showing, as both the men's and women's squads finished third in the HCAC. They put together six all-conference athletes, three second teamers, three All-Ohio athletes and set six new Purple and Gold Records.
However, Hartpence's most outstanding accomplishment has come in his work with All-American Tom Postema over the past two years. The recently graduated Yellow Jacket thrower put together arguably the greatest indoor and outdoor track and field season in school history. Postema competed in the shot put and weight throw during the indoor competition and the hammer throw, discus and shot put in the outdoor campaign. Over those five events, the Defiance, Ohio native, set the school record in each and holds the conference record in all but the outdoor shot put. During his career, Postema was also a six-time All-Ohio Champion, HCAC Field Athlete of the Year during all four season he competed, a three-time Great Lakes Region Field Athlete of the Year and was twice selected as the U.S. Track and Field and Cross Country Coaches Association Div. III National Male Athlete of the Week. Finally, to conclude his extensive list of accolades, Hartpence coached up Postema to National Collegiate Athletic Association Div. III All-American status in four different events and was the Div. III National Champion in the Hammer Throw in May of 2013.
Hartpence came to Defiance after serving as the head track and field coach at Dickinson College for seven years, where he guided the women's team to six Centennial Collegiate Conference championships, and saw the men's team earn five runner-up finishes.
In addition to the teams' success, Hartpence guided his Red Devils to 65 individual conference championships during his tenure at Dickinson, and was voted as the USTFCCAA Mid-East Women's Indoor Coach of the Year in both 2002 and 2003.
Hartpence earned his undergraduate degree in physical education from Cortland College, before completing a master's of science degree in health and human performance from the University of Montana in 1996. He is certified as a Level II Track and Field Coach for throwing and jumping events.
Women's Track and Field Coaching Staff
John Hartpence
Head Coach
Marcus Matyas
Assistant Coach for Throws
Maria Theisen
Assistant Coach for Distance
Brian Thill
Assistant Coach for Jumps, Hurdles and Multi-Events
Tom Postema
Assistant Coach for Throws


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Moving to fortify a rotation that has been hit with injuries, the St. Louis Cardinals on Wednesday traded for Cleveland Indians right-hander Justin Masterson.
The trade, first reported by Peter Gammons of the MLB Network, will cost the Cardinals highly regarded prospect James Ramsey.
Masterson, 29, was the Indians' Opening Day starter. However, he hasn't pitched since July 7 because of a knee injury. He will be activated from the disabled list at 6:15 p.m. Saturday when the Cardinals play host to the Milwaukee Brewers.
Masterson made rehab starts July 20 and Friday for Class AAA Columbus, permitting seven runs (earned) on nine hits in 11 2/3 innings. He walked eight and struck out 10.
The 6-foot-6, 250-pound Masterson, a native of Jamaica, is 4-6 with a 5.51 ERA in 19 starts with the Indians. Control issues have plagued him; he's walked 56, hit 11 and thrown nine wild pitches in 98 innings.
Masterson, who throws a sinker, slider and changeup in additon to his four-seam fastball, has yielded 106 hits, although he does have 93 strikeouts.
Masterson is 57-68 with a 4.16 ERA in his career, including two seasons with the Boston Red Sox. He enjoyed his best season in 2013, going 14-10 with a 3.45 ERA in 32 games, including 29 starts.
Masterson, who will be a free agent in the offseason, is earning $9.7625 million this year.
Ramsey, 24, was a first-round draft pick in 2012 (23rd overall). The left-handed-hitting outfielder was batting .300 with 14 doubles, 13 home runs and 36 RBIs in 67 games at Class AA Springfield.
Ramsey, drafted from Florida State, was the eighth-best prospect in the Cardinals' system entering the season, according to Baseball America.
The Cardinals are without starting pitchers Jaime Garcia and Michael Wacha. Garcia is out for the season as he recovers from thoracic outlet syndrome surgery, while Wacha likely won't pitch until September as he struggles to overcome a stress reaction in his right shoulder.
Wacha was moved to the 60-day disabled list Wednesday, and the Cardinals will make another roster move before Masterson joins the team Friday in St. Louis. The move of Wacha to the 60-man DL does not represent a setback in his recovery; it merely cleared space for Masterson to be placed on the 40-man roster.
The Cardinals had been linked to several other pitchers in the week leading up to the nonwaiver trade deadline at 3 p.m. Thursday.
Most notably, St. Louis was rumored to be interested in Tampa Bay left-hander David Price, but the Rays have won 11 of 13 to surge back into contention for an American League playoff spot.
The Cardinals also were interested in Boston left-hander Jon Lester, one of the most coveted pitchers to be made available.
But pending another move, it's clear the Cardinals are hesitant to meet the asking prices of teams with pitchers that have a better track record than Masterson. Outfielder Oscar Taveras, pitcher Carlos Martinez and outfielder Stephen Piscotty were sure to be among the Cardinals' prospects to interest potential trade partners.
Contact reporter David Wilhelm at firstname.lastname@example.com or 239-2665. Follow him on Twitter: @DavidMWilhelm.


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|« Back to Article
Carnival offers 'all-you-can-drink' booze cruise
By chron.com staff | August 22, 2012 | Updated: August 22, 2012 3:55pm
Photo By Harry Shattuck/.
The floor of a seven-deck atrium on Carnival Cruise Lines' Ecstasy includes a bar and serves as a venue for classical music during afternoons. HARRY SHATTUCK: CHRONICLE
Photo By Harry Shattuck/.
FOR NIGHT OWLS: THE APTLY-NAMED NEON BAR is among several venues that attract revelers into the wee hours on the Galveston-based Ecstasy. HARRY SHATTUCK: CHRONICLE
More Information
Article: Cruise ships at home in Galveston
Article: Pros and cons of cruise ship employment
Article: GoThereGuide.com helps travelers
Article: What to pack for a cruise
Blog post: 20 ways to spend money on and off a cruise ship
Carnival has become the latest cruise line to try out an all-you-can-drink package, with a trial run of its "My Awesome Bar Program," on its Victory ship.
The world's largest cruise company is offering passengers the option of purchasing unlimited access to wine, beer, spirits, as well as sodas and non-alcoholic frozen cocktails for $42.95 per person per day, plus an automatic 15 percent gratuity of $6.44, according to USATODAY.com. The package can be used to buy all wines and cocktails priced at $10 and lower. Full bottles of wine and champagne, as well as any glasses of wine over $10, are available for a 25 percent discount, the website reported.
To prevent two people in the same cabin from trying to share a package, the cruise line is requiring that anyone 21 years or older in the same berth to each purchase the option
The decision follows other cruise lines, including Royal Caribbean, Celebrity and Oceania, that offer similar types of unlimited beverage packages, according to cruisecritic.com.
Carnival spokesman Vance Gulliksen told cruisecritic.com that the trial has been ongoing since Victory's Aug. 5 departure from Miami, Fla. He cited convenience and value as the reasons behind the move.
Whether the cruise line extends the package to its other 23 ships remains to be seen. Some online commenters questioned the move, saying it may encourage more drunkenness on cruises.
The cruise line sails the Carnival Triumph from its departure port in Galveston.


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over 6 years ago
Last night I lay in bed
My gut sick and sour
pounding in my head
tragedy struck this hour
Knowing something was not right
the void of not knowing
kept awake half the night
while red lights were glowing
While the world lay sleeping
we are alert and awake
vigilant guard he was keeping
making no mistake
All of us connected by fate
a brother now laid
forever to rest on this date
his oath and promise be paid
St Michael Protect Us ...
For we fight the good fight
leaving our families behind
kissing them good night
going back to the grind
Put ourselves in harms way
so that others may rest
knowing we keep evil at bay
being the best of the best
The blue line has been stained
with the blood of a brother
all feel sorrow and are pained
all feel the loss of another
St Michael Protect Us ...
Hunt them down we yell
none will take rest
find the evil from hell
desecrated our crest
Black band across shield
blue blood ties us together
great strength we do wield
stay strong in bad weather
St. Michael Protect ALL of US ...
Jonathan C Thomes
Thank you for your gift
Thanks for the add and stay safe out there!


text:
There are widespread concerns about communication and support for patients and families, especially when they face clinical uncertainty, a situation most marked in intensive care units (ICUs). Therefore, we aimed to develop and evaluate an interventional tool to improve communication and palliative care, using the ICU as an example of where this is difficult.
Our design was a phase I-II study following the Medical Research Council Guidance for the Development and Evaluation of Complex Interventions and the (Methods of Researching End-of-life Care (MORECare) statement. In two ICUs, with over 1900 admissions annually, phase I modeled a new intervention comprising implementation training and an assessment tool. We conducted a literature review, qualitative interviews, and focus groups with 40 staff and 13 family members. This resulted in the new tool, the Psychosocial Assessment and Communication Evaluation (PACE). Phase II evaluated the feasibility and effects of PACE, using observation, record audit, and surveys of staff and family members. Qualitative data were analyzed using the framework approach. The statistical tests used on quantitative data were t-tests (for normally distributed characteristics), the χ2 or Fisher's exact test (for non-normally distributed characteristics) and the Mann–Whitney U-test (for experience assessments) to compare the characteristics and experience for cases with and without PACE recorded.
PACE provides individualized assessments of all patients entering the ICU. It is completed within 24 to 48 hours of admission, and covers five aspects (key relationships, social details and needs, patient preferences, communication and information status, and other concerns), followed by recording of an ongoing communication evaluation. Implementation is supported by a training program with specialist palliative care. A post-implementation survey of 95 ICU staff found that 89% rated PACE assessment as very or generally useful. Of 213 family members, 165 (78%) responded to their survey, and two-thirds had PACE completed. Those for whom PACE was completed reported significantly higher satisfaction with symptom control, and the honesty and consistency of information from staff (Mann–Whitney U-test ranged from 616 to 1247, P-values ranged from 0.041 to 0.010) compared with those who did not.
PACE is a feasible interventional tool that has the potential to improve communication, information consistency, and family perceptions of symptom control.
Keywords:Palliative care; Communication; Uncertainty; Critical care unit; Intensive therapy unit; End-of-life care; Intensive care unit; Psychosocial
Communication and support for patients and their families are of central concern in healthcare, and yet too often are poorly addressed, especially at times of rapid changes in health status and in clinical uncertainty. The intensive care unit (ICU) is one setting in which patients' circumstances can change rapidly. Although the central goal in the ICU is to preserve or extend life, the nature of illness or trauma means that more than one in five people admitted to an ICU die there [1]. Many (36 to 70%, depending on type of the ICU) deaths occurring in ICUs are preceded by a decision to limit or withhold life-sustaining treatment [1,2]. Recent initiatives, such as care pathways, have sought to improve end-of-life care, but these have focused on patients who are already known to be dying [3]. There is a need to develop a wider range of interventions before this point to improve symptom control, communication, and support in ways appropriate both for patients who may recover, and for those who deteriorate or die [4]. This is particularly important for the growing number of people who experience co-morbidities and because of the advances in medical treatments, both making prognostication ever more difficult. Palliative care is an area of healthcare focused on relieving and preventing the suffering of patients with complex needs and their families, including physical, emotional, communication, social, and spiritual aspects. Unlike much hospice care, palliative care is relevant at all stages of illness, including during curative treatment and at the end of life.
Summary of existing literature on levels of need and interventions
We searched electronic databases to identify literature on the needs of patients and families in the ICU and potential interventions. Systematic reviews and research have highlighted concerns about support for patients and families, symptom control, communication, and decision-making, especially regarding when to stop invasive treatments, and attention to individual wishes and to dignity, respect, and peace in the ICU (Table 1) [5-25]. To address these problems, initiatives have sought to increase specialist palliative care input and/or to to embed the principles of palliative or hospice care into everyday practice [26,27]. Interventions include having a palliative care team presence at family meetings and on ward rounds, providing education and support for ICU staff, making recommendations for symptom management, and directly supporting patients and families in shared care and implementation of care pathways. However, evidence of best practice in this area is limited [18]. A randomized, controlled, feasibility study evaluating palliative care teams in an Australian ICU found no significant differences in satisfaction with care of families and staff or in length of stay, but the study was underpowered (10 patients randomized to each arm) [28]. A prospective, observational study of a structured palliative care intervention for trauma patients in the ICU [29] applied the intervention to all trauma patients because of the high mortality (15 to 20%). The study found that Do Not Resuscitate orders, life support withdrawal, and discussions of symptom management occurred significantly earlier, with no change in mortality rate, but the effect on families or patients was not assessed. The Liverpool Care Pathway for the care of the dying patient (LCP) is adapted for ICU, but needs comparative evaluation [30].
Table 1. Commonly identified concerns of patients and families in ICU care, in progressive illness: data from literature, phase I interviews and observation
Therefore, our study aimed to adapt or develop and evaluate a new evidence-based tool to better meet patient and family communication and holistic care needs in ICU.
Design and approval
The study had ethics approval from the South East London Research Ethics Committee (08/H0805/65 and 08/H808/103), and full hospital Research and Development approval.
Development, implementation, and preliminary evaluation of the tool followed the Medical Research Council guidance for the development and evaluation complex interventions [47]. Phase I explored concerns using interviews of staff and families, and observed the process of care for them, leading to tool development. Phase II tested the feasibility and effects of the tool on staff and families (see Figure 1). We used the Methods of Researching End-of-life Care (MORECare) statement of good practice to aid our procedures [48] (for compliance details, see Additional file 1).
Figure 1. Components of the study by phase of the Medical Research Council guidance on the development and evaluation of complex interventions, showing how the different components combine to inform the next phase in the sequence.
Additional file 1. PACE study procedures according to the MORECare Statement.
Format: DOCX Size: 17KB Download file
The study took place in two adult ICUs (general medical and surgical) in a 950-bed south London teaching hospital, serving a socially and culturally heterogeneous population. The two ICUs have 32 beds, and an annual intake of more than 1,900 admissions (1,800 excluding readmissions), associated with 250 to 300 deaths in the ICU. Most (70 the 80%) of these deaths follow life-sustaining treatment limitations. The ICU standardized mortality ratio (SMR; Knauss Acute Physiology and Chronic Health Evaluation (APACHE) II) was 0.62 during the study, and these ICUs have a lower SMR than the median SMR within the UK casemix program [49]. The ICUs service the local population and also provide support to regional trauma, neurosciences, transplantation, and cardiac services for the southeast of England. Of the admissions, 75% are white British, and 25% are non-white British (80% black Caribbean or African, and 20% from other groups). The hospital has 1,200 deaths annually (20 to 25% of deaths in the hospital occur in the ICU).
Phase I: development and implementation of the intervention
We conducted qualitative interviews with families and staff, and observed their process of care and staff activity (see Additional file 2). Semi-structured interviews were conducted face-to-face with a lead family member (for one patient, with two family members at the family's request), and were recorded and transcribed verbatim. A topic guide was developed from a literature review, initial observations, and discussion with service users. We conducted focus groups with ICU doctors, nurses, and other professionals involved in the delivery of care to patients and their families and palliative care practitioners to explore the experience and views of an end-of-life care pathway for the intensive care setting, using a topic guide. Staff participants were purposively selected to gain perspectives from a broad range of health care professionals, taking into account differences in age, gender, length of time working on the units, and nursing grade.
Additional file 2. Detailed description of phase I methods - Development and Modeling Leading to the Tool Development.
Format: DOCX Size: 13KB Download file
Results were presented to a working group of clinicians from ICU and palliative care, who developed the new interventional tool, termed the Psychosocial Assessment and Communication Evaluation (PACE). Initial versions were tested in three 6-week pilot periods, and amended as necessary.
Training and implementation
Training to support PACE implementation (Additional file 3) was followed by two further audits of the records (Figure 1). We conducted non-participant observation during and after implementation, and collected completed and de-identified copies of PACE logs. We conducted qualitative interviews with families, broadly similar in characteristics to those interviewed before PACE was introduced. These interviews explored experiences of care, and checked for any adverse effects of PACE.
Additional file 3. PACE: Psychosocial Assessment and Communication Evaluation.
Format: DOCX Size: 19KB Download file
Phase II evaluation: staff views of PACE and survey of family members
We evaluated PACE using two approaches: a survey of staff about PACE, and a survey of family members' satisfaction with care. A staff questionnaire survey was emailed to all ICU doctors and nurses, with two reminders. The survey asked about any difficulties experienced in completing the PACE, views of its use, and its effect on care.
We attempted to survey one family member for each patient cared for on the ICU during the period of PACE implementation and use. Family members were identified and given information about the study, and then on a subsequent visit were given the questionnaire. We excluded family members whom the staff deemed were too distressed to complete the questionnaire, family members of patients admitted for less than 12 hours or family members who had visited the ICU fewer than 3 times. The questionnaire had mainly closed questions with a few open questions, and was administered by the researchers, unless the family wished to self-complete. It included the 24-item Family Satisfaction in the Intensive Care Unit questionnaire (FS-ICU) [50], validated to measure family member satisfaction with a patient's admission in ICU. We compared responses according to whether a PACE was or was not completed for the corresponding patient.
Analysis and sample sizes
All data were anonymized. All qualitative interviews (both phases) and focus groups were digitally audio-recorded, transcribed verbatim, and entered into NVivo9 (supplier via King's College London, QSR International, http://www.qsrinternational.com webcite). Qualitative data were analyzed using the framework approach [51], which enabled the systematic identification of themes both from questions and from emergent issues. This was undertaken independently by two researchers (CS, CR), with the Project Advisory Group agreeing the thematic framework. Issues (sub-themes) were then identified within these broader themes, followed by a process of charting both the patient/family and staff datasets to allow comparison between cases (specific patient care/professional group). The process of synthesis also involved mapping data from the open coding onto the broad categories identified in the preliminary literature review (Table 1).
Quantitative data were analyzed using simple descriptive statistics to describe PACE use and staff opinions. For the survey of family members we used t-tests (for normally distributed characteristics), χ2 or Fisher's exact test (for non-normally distributed characteristics), and the Mann–Whitney U-test (for experience assessments) to compare the characteristics and experience of families for cases that had PACE completed with those that had not. When equality of variances was not assumed adjusted values are given (t, degrees of freedom, P, 95% CI for mean differences). All tests were two-sided.
Qualitative samples aimed to capture different groups in terms of age, gender, length of time in ICU, diagnosis, and social and cultural background, and thus capture the range of views. In the family members' survey, most of the analysis was descriptive. However, if we assume 20% (a likely level based on previous research) of families have serious concerns, we needed 76 respondents to achieve a margin of error of 9% (95% confidence interval). Therefore, we estimated that 150 participants would provide reasonable descriptive accuracy and allow for subgroup analysis (sample stratified by age, gender, ethnicity, and disease). Allowing for refusals, we aimed to approach 200 participants. For both the qualitative and quantitative data, the samples aimed to be sufficient for preliminary exploration, as we were not formally testing PACE but to exploring its potentially beneficial or adverse effects.
Phase I
We first interviewed 13 family members, representing 11 patients, and conducted observations on the care of these patients. Four the patients were women, age range 23 to 87 years) with diagnoses including infection, injury, and malignancy (Table 2). Observation periods for of patient care ranged from 1 to 46 days. Communication was a central theme, influencing issues such as decision-making and family support. Individualized issues of care, such as information regarding practical matters such as parking, were also important (Table 1).
Table 2. Demographics of family members involved in qualitative data collection in phases I and II
In total, 32 staff from the ICU, 4 members of the hospital palliative care team, and 4 referring clinicians took part in individual interviews and/or focus groups, with 25 attending individual interviews, 14 attending one of three focus groups, and 7 attending both interview and focus groups (Table 3). These results also emphasized the need for psychosocial assessment and communication to be tailored to individual needs, with documentation of who had received what information when teams changed (Table 1) to improve continuity of care. However, although documentation was needed, staff wanted to ensure any tool was 'paper-light' and did not result in large amounts of extensive form filling. Therefore, one challenge presented in tool development was to ensure that key aspects were captured while keeping the document to one, or maximum two, pages.
Table 3. Staff participants in phases I and II of the study
The intervention: PACE
PACE draws on the work by Mosenthal et al. of providing a holistic assessment for all patients and families [29]. The goal of developing the tool was to improve assessment and communication for all patients in the ICU, not just those at the end of life. Thus PACE sought to improve care for patients who may deteriorate, and equally those who may recover. PACE comprises a training program and a record in the clinical notes, as detailed below.
1. PACE Training program
••One week training prior to implementation by ICU and palliative care staff - to enable all staff the opportunity to attend and to improve communication skills and awareness
••A side room on the unit housed a poster and leaflet display of relevant materials and PACE
••Members of the hospital palliative care team and researchers were present for 3–4 hours each day to introduce PACE and answer questions to foster collaboration between ICU and palliative care staff.
2. PACE record The PACE record is brief, on two sides of paper. It first asks for assessment of five aspects within 24 hours of admission to ICU:
a) Family details: key relationships; children; guardianship issues; vulnerable adults
b) Social details: financial concerns; religious/spiritual needs; language/cultural needs; transport/parking needs; other needs
c) Patient preferences: previously expressed wishes; preferred place of care; presence of advance directive / statement or will
d) Communication and information: patient / NOK awareness of situation; people to be given information; explanation of ICU
e) Any other issues: which patient, family or staff feel is important.
The next section of PACE gives space for a continuing log of any communication update.
The final section of PACE provides a list of useful resources - as a prompt to seek additional support for patients and families. Additional file 3 shows the PACE in full.
The PACE is logged by the admitting key worker, usually an ICU nurse. It is kept in the clinical records and can be updated by any member of the clinical team. The rationale for keeping PACE in the clinical record is to avoid miscommunication and improve continuity by holding psychosocial information in one place. The goal is that the assessment prompts changes in actions by staff in response to the assessment findings. The continuing log of communication enables information to flow between teams recording communication about new issues or changes in the patient or family circumstances.
PACE requires staff to explain if an aspect is not explored (e.g. staff must give a reason if it is not appropriate to discuss preferences).
Implementation of PACE
In total, 43 nurses, 11 doctors and staff from palliative care, pharmacy, physiotherapy, occupational therapy, speech and language therapy, and chaplaincy departments attended the training during the launch week. The research process and feedback of the results led to much discussion about decision-making, communication, and end-of-life issues. In addition, there was increased input from the palliative care team on the units and psychosocial support by different providers, including chaplaincy and the palliative care team, as a consequence of the heightened awareness and identification of needs through the use of PACE.
PACE was launched in the ICU after the three piloting phases. Further revisions were undertaken on two occasions, at 6 weeks and 4 months after the original launch, to address concerns and suggestions by staff. The PACE log was usually filed in the nursing notes. An audit of the completion of PACE logs of 81 consecutive patients found that half (41) were completed within 24 hours, and the remainder within 48 hours of admission to ICU. All aspects were completed for at least some patients, the most complete being family history, next of kin, and family understanding of the condition (both completed for over 90% of cases), and social history (70% of cases).
Phase II
Effect of PACE: the views of ICU staff
Responses were received from 95/176 (54%) staff members, of whom 80% (76/95) had seen a PACE log. In the main; nurses (84%; 52/62) reported completing PACE rather than doctors (17%; 3/18). Just over half (61%; 51/84) reported completing PACE within 24 hours of admission all or most of the time (similar to the audit results), but 34% (27/80) had difficulty completing some sections, especially recording patient preferences. Most (80%; 67/84) reported having seen a completed PACE in patients' notes. The majority (89%; 71/80) reported that PACE was very or generally useful, with only 3 respondents saying it was not useful, and 6 responses being neutral. The components of PACE most often judged to be useful were family details (65 respondents), social details (52 respondents), and communication/information (25 respondents).
Questionnaire survey of family members
Response rate from the family members was 165/213(78%). Figure 2 shows a flow chart of those eligible, and reasons for exclusion/non-response. The characteristics of the patients relating to these 165 relatives were: mean age 59 years; 48% women; 81% white, 12% black African/Caribbean/British, 5% Asian and 2% other; and had been on average 3 days on the ICU (range 1 to 56 days). We were able to compare the characteristics and experiences reported in cases when a PACE had (n = 88) and had not (n = 42) been completed (note there were instances when we could not match to PACE completion because of confidentiality and the nature of responses).
Figure 2. Flow chart of survey responses by family members.
There were no differences in the demographic and clinical characteristics of relatives or patients with and without PACE completion, except that those with PACE had more severe disease and a higher risk of death (indicated by higher APACHE II scores; mean ± SD score 15.55 ± 7.22 for those with PACE completed and 13.36 ± 5.27 for those with PACE not completed, t = 1.95, P = 0.05) (see Additional file 4). Those cases for which PACE was completed had significantly better levels of satisfaction with the assessment and treatment of all symptoms (pain, breathlessness, nausea/vomiting, agitation, and confusion and communication difficulties), and for both the honesty and consistency of the information provided to relatives about the patient's condition (Table 4). Other aspects measured also showed a trend towards improvement in the PACE group, although this did not reach statistical significance. Secondary analysis of our data did not identify cultural or ethnic differences in the reported experience or satisfaction of relatives, or the use of the PACE.
Additional file 4. Family survey responses: comparison of the patient and family characteristics where Psychosocial Assessment and Communication Evaluation (PACE) was and was not completed.
Format: DOCX Size: 14KB Download file
Table 4. Differences in satisfaction of family members in cases when PACE was and was not completeda
Qualitative interviews with families and observation post-PACE implementation
In total, 11 interviews were undertaken representing 10 patients (in 7 of these cases there was a completed PACE in the clinical records). Variation in cases between phase I and II made comparison difficult; however, the comments shed light on the quantitative results (Table 5). One interviewee (in the PACE group) highlighted the value of being able to plan a meeting with the doctor out of hours. This enabled relatives who were working to attend meetings. In both phases, preferences for involvement in decision-making varied, but relatives had a positive reaction to being asked about their preferences, even though they often did not want to be more involved in actually making the decision, as they felt this should be made by the medical staff. In one of the post-PACE instances, the palliative care social worker supported the young children of the patient visiting, promoted by the PACE tool. No adverse events related to PACE use were observed.
Table 5. Quotations from post-intervention qualitative interviews with family members, which helped to interpret the quantitative results
PACE was developed and tested to help improve care in ICU, a setting in which uncertainty is common. PACE is a straightforward tool, building on the work of Mosenthal et al. in a trauma unit of having an approach suitable for all patients irrespective of prognosis [29], but formally integrating training, an initial assessment, and an ongoing log of communication. We found that PACE was acceptable and feasible for staff to use. The close working between palliative care and ICU staff in its development and implementation led to sustained working. It was mainly completed by nurses, which this is not unexpected, as other work has suggested the central role of nurses in ICU care [27]. Results from the survey of relatives suggest that PACE improves symptom control, communication, and information provision. An examination of the qualitative responses shed light on these results; family members were appreciative of the greater emphasis on communication and managing symptoms, which might have been supported in turn by a greater emphasis on support of the family members and of the patient's individual needs.
Comparison with other studies and wider implications
To embed palliative care principals and practice into ICUs, several countries and national and international associations have published recommendations, practice guides, and quality indicators [20,52-54]. Specific tools, care pathways, or bundles can also embed new approaches more formally into routine care. Some of these approaches have been used in general hospitals. Care pathways were proposed in the National Institute for Health and Clinical Excellence Guidance on Supportive and Palliative Care [55] as a possible means to improve end-of-life care, although needing more evaluation. In the USA, three before-and-after studies of care pathways suggested that there was a reduction in the number of therapies ordered, although outcomes were not studied [56-58]. Studies on the LCP in the UK found similar data using documentation and staff appraisals [59-61], and caregiver reports [60]. However, studying only processes of care rather than patient and family outcomes is flawed: Mularski et al. found that better documentation of pain does not in itself lead to better treatment [62]. Thus, we felt it was important, even in this preliminary evaluation, to assess outcomes, rather than the treatments received or other process measures.
In the ICU, it is difficult to accurately identify those who will die, and there is often a very short window to introduce palliative or end-of-life care and to support families. There is also a need to manage distressing and often complex symptoms, and at the same time, provide support and information to families at a time of clinical uncertainty and/or devastating news. A major problem is deciding on a trigger to use any pathway, something which has caused considerable debate in the UK with regard to the LCP [63,64]. For the ICU, integrated approaches that might benefit all patients are recommended [18], and our findings support this approach. We suggest that PACE may be suitable in cases of uncertainty in general hospital settings, possibly for all patients on admission. Recent research has shown that at the point of admission, family members feel they move from being 'conductor' at home, to 'second fiddle' where their experience and perspectives are missed [65]. Indeed, the improved communication and care at an early stage may help if any difficult decisions and conversations are needed later, at which point other tools, suitable for patients who are more likely to be deteriorating or dying, are useful.
To underpin our results and to enable future evaluation, we developed a theoretical model of how PACE may be influencing the outcomes found in our study (Figure 3). This builds on the communication framework developed by Curtis et al. [66], and Nelson et al. [26,27] in developing models based on changing skills, attitudes, and behavior to improve communication and end-of-life care in the ICU, and the work of McCorkle et al. [67] in enhancing illness self-management through improved patient/clinician partnerships. As Figure 3 shows, the combination of training plus the greater individual patient/family-focused assessment in PACE (shown in yellow) can lead to improved interactions, co-ordination, and support, which in turn leads to the improved symptom control, and feelings of honesty and communication. One major goal in developing PACE was to keep the tool short and with little paperwork. Staff wanted PACE to help them do the right thing for patients and families, but not to increase documentation. Work is now underway to integrate PACE into the electronic record.
Figure 3. Model of how Psychosocial Assessment and Communication Evaluation (PACE) may be acting to improve care in the intensive care unit (ICU) and achieve the desired outcomes.
Limitations and strengths of the study
Our study is limited by being based in two ICUs in a single hospital. However, PACE was used on a wide range of patients, with different ages, conditions, and cultural backgrounds. The findings from the surveys of staff and family members did not suggest that it was suitable for only some particular groups or circumstances. We found that PACE was used more often when patients were more critically ill, as indicated by the APACHE II score. This suggests that staff prioritized PACE for instances of greatest uncertainty. ICU wards have higher levels of staffing than general wards, and this may have supported the implementation of PACE. Therefore, wider testing of PACE in ICU units, and ideally general wards, is needed. Even if PACE is suitable only for the ICU, this represented over one-fifth of the deaths in our hospital, and so would affect a high number of patients and families.
Our comparison of family members' satisfaction when PACE was and was not used was restricted to the ICUs participating in this study. All ICU staff had been exposed to the palliative care training and awareness engendered by PACE implementation. This may have reduced the likelihood of finding a difference between groups, because the care of all patients (including those who did not have PACE completed) was influenced. Despite this limitation, our findings of a difference between groups suggests that PACE does improve care over and above that provided by general training, although we cannot exclude the possibility that some other factor reduced the quality of care for the 'non-PACE' patients, which also resulted in them not receiving PACE. For example, it may have been that those staff members choosing to complete PACE were also more skilled in communication and symptom management than those who did not complete PACE. The use of PACE increased during the project, so it might also have been that care generally improved during this time. To test PACE fully, a comparative trial is required, with before-and-after assessment of care experience, including units where PACE is not used. Finally, our study was limited by the high level of satisfaction found in the survey of family members' experiences.
PACE is an acceptable and feasible tool that has the potential to improve care of ICU patients and their families. Moreover, it appears to improve communication, information-sharing and family perceptions of symptom control. We did not find any harmful effects of the tool. PACE may help the better implementation of other tools or care bundles by establishing early an assessment of the patient and family circumstances beyond medical diagnosis and improving communication. It would need to be introduced using integrated working between specialist palliative care and ICU staff, with a shared training program, and now warrants evaluation and further development in comparative trials in the ICU. PACE may also be relevant for other hospital circumstances where there is a high level of clinical uncertainty.
ICU: Intensive Care Unit; LCP: Liverpool Care Pathway for the care of the dying patient; MORECare: Methods of Researching End-of-life Care; PACE: Psychosocial Assessment and Communication Evaluation tool.
Competing interests
All authors declare they have no competing interests; no financial relationships with any organizations that might have an interest in the submitted work in the previous 3 years; and no other relationships or activities that could appear to have influenced the submitted work.
Authors' contributions
IJH, WP, JK, PH, SL, WB, and MM planned the study, wrote the protocol, won funding, oversaw the study, and contributed to all components. CS and CR were appointed to work on the study, reviewed the literature, collected research data, contributed to the design, and prepared preliminary reports for the investigators. WP, RB, PH, SL, OD, JN, and WB developed the PACE based on data from phase I. WP, RB, PH, SL, OD and JN led the implementation of PACE on ICU. WP and RB led the clinical palliative care input. PH, SL, and WB provided medical ICU leadership, and OD and JN nursing ICU leadership. SH analyzed the family members' survey. CS, CR, MM, and JK analyzed the qualitative data. IJH, WP, JK, PH, SL, WB, MM, RB, OD, and JN formed the Project Advisory Group, contributed to planning the study, the PACE tool, its implementation, study design, and the interpretation of results; approved the final report; and made substantial critical revisions of the paper. IJH drafted this manuscript and revised it in response to critical revisions from all authors. IJH and CS are the co-guarantors of the study. All authors read and approved the final manuscript.
We thank the family and patients who participated in our study, and the ICU and palliative care staff for participation and PACE implementation.
This paper presents independent research funded by the National Institute for Health Research (NIHR) under its Research for Patient Benefit (RfPB) Programme (Grant Reference Number PB-PG-0107-12109). The views expressed are those of the authors, and are not necessarily those of the National Health Service, the National Institute for Health Research, the NIHR, or the Department of Health.
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- Filed Under
Wondering what animals you'll find at the Jackson Zoo? Wonder no more.
American beaver, Amur leopard, black bear, black tailed prairie dog, bobcat, Bornean orangutan, chimpanzee, black and white colubus, cotton-top tamarin, cougar, emperor tamarin, golden-bellied mangabey, Grevy's zebr, Malayan tapir, pygmy hippopotamus, red panda, red ruffed lemur, red wolf, reticulated giraffe, sable antelope, Southern white rhinoceros, Sumatran tiger and white-handed gibbon
Caribbean flamingo, blue and gold macaw, ostrich and peacock
American alligator
Black widow spider and tarantula


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Michele has been featured on the cover of Simply Buckhead magazine's November/December 2014 edition, highlighting the evolution of Children of Conservation and the work of our foundation. To view the Cover and article as it appears in the magazine click … Continue readingPosted in News |
Michele has been featured by Women Worth Watching who promote and support women in leadership and the organizations that employ them. Nominated by their colleagues, peers, and mentors for their initiative and achievements, these are women of purpose and drive … Continue readingPosted in News, Press |
Michele has been honored with the Georgia Restaurant Association's 7th annual Chairman's Award at the Crystal of Excellence (GRACE) Awards. This award is presented to a single individual in the restaurant industry who has provided extraordinary service as a whole. … Continue readingPosted in News, Press |
Myrna, Kerry and Michele were featured in the Northside Neighbor to promote "Eats & Beats," Children of Conservation's annual fundraiser. The article highlights the cause, the connection to the restaurant industry and the event. To view the full article click … Continue readingPosted in News, Press |
The Daily Report profile and Q&A shares the fascinating history of litigator Michele Stumpe's inspirational, first trip to Africa; the founding of her Children of Conservation nonprofit; and, her recent trip to the continent. To date, Stumpe's program supports 66 … Continue readingPosted in News, Press |
Atlanta Business Chronicle – by Michelle Montrese Henson Staff Writer Michele Stumpe, a partner and seasoned litigator at Taylor English Duma LLP, had no interest in law school during her undergraduate studies at the University of Florida. In fact, it … Continue readingPosted in News, Press |


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What to watch at Microsoft in '09
Microsoft in 2009 will grapple with much of the same economic uncertainty as other companies in the Seattle region and around the world – with billions of dollars and thousands of jobs potentially hanging in the balance.
The big question is how much the global financial turmoil will affect sales of Microsoft's flagship PC and computer-server software, as other companies pull back on their technology spending to weather the storm. That, in turn, will determine how much Microsoft needs to cut its own budget.
Microsoft said in October that it would reduce planned spending by as much as $500 million in the current fiscal year, ending June 30. Some Wall Street analysts have since cut their earnings projections for the company. The full near-term impact may not be known until Microsoft announces quarterly earnings Jan. 22.
But the economy is far from the only challenge facing the Redmond company. These are some of the key issues worth watching at Microsoft in the coming year.
JOB CUTS? Microsoft CEO Steve Ballmer said in November that employment growth would be much slower this fiscal year and probably next, but the company has declined to comment on the possibility of reducing its work force.
If they were to occur, substantial layoffs would be unprecedented for the company. Microsoft continued to grow through the dot-com bust, albeit at a slower rate.
Microsoft has ramped up its hiring significantly in recent years, now employing more than 94,000 people globally, including more than 40,000 in the Seattle area. Those numbers don't include thousands of contract workers who work for the company under temporary employment agreements. Those contract positions could be among the most vulnerable if the company decides to cut back.
INTERNET SEARCH: Microsoft has left the door open to the possibility of an Internet search deal or partnership with Yahoo, following its unsuccessful attempt to acquire all of the Sunnyvale, Calif., company last year.
Combining the Yahoo and Microsoft Live Search units would quickly give Microsoft nearly 30 percent of the U.S. market, putting it in a stronger position to challenge Google. The question is whether the companies can come to terms.
Microsoft has separately been exploring the possibility of a new brand for its search engine, and that could provide an alternative if a Yahoo deal doesn't come through.
In the broader online business, all eyes will be on Qi Lu, the former Yahoo executive who is taking over as the new president of Microsoft's Online Services Business. How much of an impact can he make on the business, and how quickly?
WINDOWS 7: The next version of Microsoft's flagship PC operating system will give the company a chance to redeem itself following Windows Vista's stumbles. Technical reviewers and others in the industry have responded favorably to Microsoft's early previews of Windows 7, Windows Vista's successor.
Microsoft hasn't given a date for Windows 7's official debut, but there are signs that the company is aiming to release the new operating system in time for the 2009 holiday season. More details could come as soon as Jan. 7 at the Consumer Electronics Show in Las Vegas, where Ballmer will be speaking.
Whenever it happens, the transition from Windows Vista to Windows 7 promises to be smoother than the one from XP to Vista, because the changes aren't as radical.
WINDOWS MOBILE: Microsoft's operating system for mobile phones is facing an increasing challenge from the iPhone. Apple's device gained traction in the past year as the company shifted to third-generation wireless technology and won fans by offering third-party software through the Apple App Store.
The question in the coming year is how Microsoft will react. The company has said it will bring its Zune software to Windows Mobile devices, creating a stronger connection between the mobile operating system and its music initiatives. But taking on the iPhone – in addition to BlackBerry and Nokia devices – may require a more significant overhaul in Microsoft's strategy in this area.
WINDOWS AZURE: Microsoft last year unveiled plans for this new cloud-computing platform, which will let other companies and developers use Microsoft's worldwide network of data centers to offer their own online services.
Microsoft is competing heavily in this area with such companies as Google, Amazon.com and Salesforce.com, and one question in the coming year is whether any will emerge as the clear leader. Developers also will be looking to Microsoft for a more definitive rollout schedule and plans for the Azure platform.
SERVER & TOOLS: This Microsoft division will provide an important gauge of the economy's effect on the company. Such programs as Windows Server and the SQL Server database management software have made this unit a quiet financial stalwart, consistently posting steady growth in quarterly revenue and profits.
But any cutbacks in corporate technology spending could be more noticeable in this division than in others that rely more heavily on consumer spending.
VIDEO GAMES: Microsoft's Xbox 360 game console appeared to benefit from earlier price cuts during the recent holiday season, strengthening its position against Sony's higher-priced PlayStation 3 console. But the Nintendo Wii continues to dominate.
For Microsoft's video-game unit, the key challenges in the next year will be holding off Sony, chipping away at Nintendo's lead, broadening the market for the Xbox 360, and boosting profits for the Entertainment & Devices Division.


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Redfield biding time on Osborne's house
Posted: August 17, 2014 at 3:32 a.m.
Overgrown shrubs obscure some of the windows at 4 Robinwood Drive, the Cantrell Road-facing mansion once owned by late Little Rock philanthropist Jennings Osborne. In places, the thick green leaves reach well past the roof, and vines snake along the white brick wall surrounding the property.
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Kabellos laden
Kabellos laden
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When To Listen Instead Of Lead
Rev. Ed Bacon | Posted 02.26.2013 | Religion
Is it possible to cultivate an attitude of openness and acceptance? Can we relinquish our need to control others and the course of our own lives?
When our lives are based in fear, we cannot think and live in transformational ways; we are doomed to perpetuate the status quo. Rather than live a life of fear, Lincoln embodied an open-hearted, inclusive, love-based way of life that truly revolutionized this country.


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No smoking allowed anywhere on the property. Advised to walk out to public sidewalk or $250 fine would be assessed.
The rooms were clean and modern. The view of Zion's was spectacular. Staff was friendly.
Very close to Zion. Shuttle stop right across the street. Great complimentary continental breakfast. Staff at the front desk was very friendly and had helpful information.
dirty toilet and a
near park enterance and near river
Great location and clean, comfortable, nicely appointed "pioneer style" rooms. Updated bathroom and amenities. We'd definitely stay here when back in Springdale.
Cafe was closed for remodeling.
I was satisfied with my stay at Pioneer Lodge. It was a good value for a hotel near Zion and on the Springdale shuttle route. I would recommend it for a night or 2 but it would be a bit cramped for a longer stay.
Clean, perfect location, awesome view, and free breakfast at the restaurant next door.
Wifi didn't work well, but we weren't there to spend our time online.
Neat and clean
Was a little nervous based on previous reviews, but since it was cheap, right outside of Zion and I needed a place last minute, I took a chance. It was clean and everything I would expect from a budget motel. Don't expect a five start experience, but I would definitely recommend this place to anyone looking for a clean, comfortable, convenient and cost efficient place to stay.
Clean beds, firm mattress
Small refrigerator
Free Wifi - broken
Free ice - broken
Juice with breakfast - broken
Free breakfast - very, very basic
No hair dryer
Towels - small & grey tinged
Bathroom - minor repairs needed to floor tile, bathtub, sink
Old fashion motel type with window view of your car.
This place is clean, comfortable, and friendly. They have a pool, gym, hot tub, free wifi, free parking, and free breakfast. The staff are helpful and friendly. It's a great, clean, reasonably priced place to stay for a trip to southern Utah!
This hotel is in a beautiful setting at the entrance to Zion National Park. You can see the towering cliffs of Zion Canyon from nearly everywhere on the property. The rooms were clean & comfortable and the grounds are very inviting although we were there in February and the pool was closed. Nice breakfast buffet included.
Nice location
It's not a Best Western now, it's a Holiday Inn Express. I drove in circles looking for a BW, had to stop and ask where it was.
the shuttle stop was close, the breakfast was good, parking was good, the pool area was nice
The hotel was listed as the Best Western Zion Park Inn but the sign out front was Holiday Inn. So we drove around looking for the hotel and had to pull in and ask. That's when we found out it had changed names. The vending machine did not work.
Nice room, great views made better by having a balcony, reasonable price.
This was an incredible stay! The whole experience exceeded our expectations. We will definitely return to this lodge. Awesome!
Absolutely nothing!
Bed and view were amazing! Staff was very friendly and helpful. Was nice to be able to come back to a hot tub and comfortable bed after a long day of hiking in the park.
Very convenient. Comfortable accommodations. Attentive staff. Good breakfast. No complaints!
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