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Patrick Lencioni. The Advantage: Why Organization Health Trumps Everything in Business. Jossey-Bass, 2012. (216 pages)
Jim Collins once told me, qualitative field research is just as reliable as the quantitative kind, as long as clients and readers attest to its validity. (xvii)
The Case for Organizational Health
The single greatest advantage any company can achieve is organization health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it. (1)
The Three Biases. More than a side dish or a flavor enhancer for the real meat and potatoes of business, it is the very plate on which the meat and potatoes sit. …before leaders can tap into the power of organizational health, they must humble themselves enough to overcome the three biases that prevent them from embracing it.
- The Sophistication Bias: …it's hard for well-educated executives to embrace something so simple and straightforward.
- The Adrenaline Bias: …afraid to slow down and deal with issues that are critical but don't seem particularly urgent.
- The Quantification Bias: …measuring its financial impact is almost impossible to do in a precise way.
I am convinced that once organizational health is properly understood and placed into the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage. Really. (4)
Understanding Organizational Health. At its core, organizational health is about integrity, but not in the ethical or moral way that integrity is defined so often today. An organization has integrity — is healthy — when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense. (5)
Smart Versus Healthy. A good way to recognize health is to look for the signs that indicate an organization has it. These include minimal politics and confusion, high degrees of morale and productivity, and very low turnover among good employees. (5)
Two Requirements for Success
I've come to learn that even well-intentioned leaders usually return to work and gravitate right back to the "smart" side of the equation… Why would they do something so absurd? (6)
- Better Light. Lucy: "I'm looking for my earrings." Ricky: "You lost your earrings in the living room?" Lucy: "No, I lost them in the bedroom. But the light out here is much better."
- Permission to Play. …a minimum standard required for having even a possibility of success. I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are; it has everything to do with how healthy they are.
Health Begets — and Trumps — Intelligence. An organization that is healthy will inevitably get smarter over time. … In contrast, smart organizations don't seem to have any greater chance of getting healthier by virtue of their intelligence. In fact, the reverse may actually be true because leaders who pride themselves on expertise and intelligence often struggle to acknowledge their flaws and learn from peers. (9)
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. But the healthy ones tap into almost all of it. (11)
The Four Disciplines Model
(Organizational Health Model .pdf, link)
Is this model foolproof? Pretty much. (16)
Discipline 1: Build a Cohesive Leadership Team
The first step a leadership team has to take if it wants the organization it leads to be healthy — and to achieve the advantages that go with it — is to make itself cohesive. There's just no way around it. If an organization is led by a team that is not behaviorally unified, there is no chance that it will become healthy. (19)
Defining a Leadership "Team" …one that plays together simultaneously, in an interactive, mutually dependent, and often interchangeable way. (21)
I like to say that teamwork is not a virtue. it is a choice — and a strategic one. (21)
A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.
A Small Group of People. Between three and twelve. | Having too many people on a team can cause a variety of logistical challenges, but the primary problem has to do with communication. When it comes to discussions and decision making, there are two critical ways that members of effective teams must communicate: advocacy and inquiry. (22)
Advocacy is the kind of communication that most people are accustomed to, and it is all about stating your case or making your point. I think we should change our advertising approach. Or, I recommend that we cut costs.
Inquiry is rarer and more important than advocacy. It happens when people ask questions to seek clarity about another person's statement of advocacy. Why do you think the advertising approach is wrong? And which aspects of it are you referring to? Or, What evidence do you have that our expenses are too high? And how certain are you of this? (22)
When more than eight or nine people are on a team, members tend to advocate a heck of a lot more than they inquire. This makes sense because they aren't confident that they're going to get the opportunity to speak again soon, so they use their scarce floor time to announce their position or make a point. (22)
Inclusivity, or the basic idea behind it, should be achieved by ensuring that the members of a leadership team are adequately representing and tapping into the opinions of the people who work for them, not by maximizing the size of the team. (23)
When executives put people on their leadership teams for the wrong reasons, they muddy the criteria for why the team exists at all. (24)
Collectively Responsible. …implies, more than anything else, selflessness and shared sacrifices from team members. (25)
…while there will always be a need for division of labor and departmental expertise, leadership team members must see their goals as collective and shared when it comes to managing the top priorities of the greater organization. (26)
At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. (27)
When members of a leadership team willingly acknowledge their weaknesses to one another, they give their peers tacit permission to call them on those weaknesses. (31)
The Fundamental Attribution Error. At the heart of the fundamental attribution error is the tendency of human beings to attribute the negative or frustrating behaviors of their colleagues to their intentions and personalities, while attributing their own negative or frustrating behaviors to environmental factors. (32)
Too Much Vulnerability?…it's worth pointing out that vulnerability is not about a team member using the team as his own private therapy group. (35)
The Leader Goes First. If the team leader is reluctant to acknowledge his or her mistakes or fails to admit to a weakness that is evident to everyone else, there is little hope that other members of the team are going to take that step themselves. In fact, it probably wouldn't be advisable for them to do so because there is a good chance that their vulnerability would be neither encouraged nor rewarded. (36)
"productive ideological conflict," (38)
When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer. (38)
Conflict Avoidance. When leadership team members avoid discomfort among themselves, they only transfer it in far greater quantities to larger groups of people throughout the organization they're supposed to be serving. In essence, they leave it to others below them to try to resolve issues that really must be addressed at the top. This contributes to employee angst and job misery as much as anything else in organizational life. (40)
Nowhere does this tendency toward artificial harmony show itself more than in mission-driven nonprofit organizations, most notably churches. People who work in those organizations tend to have a misguided idea that they cannot be frustrated or disagreeable with one another. What they're doing is confusing being nice with being kind. (44)
Conflict Tools. One of the best ways for leaders to raise the level of healthy conflict on a team is by mining for conflict during meetings. …By looking for an exposing potential and even subtle disagreements that have not come to the surface, team leaders — and, heck, team members can do it too — avoid the destructive hallway conversations that inevitably result when people are reluctant to engage in direct, productive debate. (45)
People will not actively commit to a decision if they have not had the opportunity to provide input, ask questions, and understand the rationale behind it. Another way to say this is, "If people don't weigh in, they can't buy in." | This is a critical point and needs to be clarified because it should not be misinterpreted as an argument for consensus. (48)
The truth is, very few people in the world are incapable of supporting a decision merely because they had a different idea. Most people are generally reasonable and can rally around an idea that wasn't their own as long as they know they've had a chance to weigh in. (49)
Most leaders have learned the art of passive agreement: going to a meeting, smiling, nodding their heads when a decision is made that they don't agree with. They then go back to their offices and do as little as possible to support that idea. (49)
Specific Agreements. …functional teams maintain the discipline to review their commitments and stick around long enough to clarify anything that isn't crystal clear. (51)
Peer Pressure. …peer-to-peer accountability is the primary and most effective source of accountability on the leadership team of a healthy organization. (54)
Overcoming the "Wuss" Factor. The irony of all this is that the only way for a team to develop a true culture of peer-to-peer accountability is for the leader to demonstrate that she is willing to confront difficult situations and hold people accountable herself. That's right. The leader of the team, though not the primary source of accountability, will always be the ultimate arbiter of it. (56)
Firing someone is not necessarily a sign of accountability, but is often the last act of cowardice for a leader who doesn't know how or isn't willing to hold people accountability. | At its core, accountability is about having the courage to confront someone about their deficiencies and then to stand in the moment and deal with their reaction, which may not be pleasant. It is a selfless act, one rooted in a word that I don't use lightly in a business book: love. To hold someone accountable is to care about them enough to risk having them blame you for pointing out their deficiencies. (57)
…there is nothing noble about withholding information that can help an employee improve. (59)
Behavior Versus Measurables. The reason that behavioral accountability is more important than the quantitative, results-related kind has nothing to do with the fact that it is harder. It is due to the fact that behavioral problems almost always precede — and cause — a downturn in performance and results.
…no matter how good a leadership team feels about itself, and how noble its mission might be, if the organization it leads rarely achieves its goals, then, by definition, it's simply not a good team. (65)
Collective Goals. When it comes to how a cohesive team measures its performance, one criterion sets it apart from noncohesive ones: its goals are shared across the entire team. (66)
Team Number One. When members of a leadership team feel a stronger sense of commitment and loyalty to the team they lead than the one they're a member of, then the team they're a member of becomes like the U.S. Congress of the United Nations: it's just a place where people come together to lobby for their constituents. (68)
Discipline 2: Create Clarity
…creating clarity is all about achieving alignment. (73)
Within the context of making an organization healthy, alignment is about creating so much clarity that there is as little room as possible for confusion, disorder, and infighting to set in. (73-74)
But all too often — and this is critical — leaders underestimate the impact of even subtle misalignment at the top, and the damage caused to the rest of the organization by small gaps among members of the executive team. (74)
There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned. (75)
BLATHER. …it can't be denied that most mission statements have neither inspired people to change the world nor provided them with an accurate description of what an organization actually does for a living. (75)
Just in case you're not convinced of this, take look at the following mission statement I've lifted from the T-shirt of a company that most people know fairly well. I've redacted the name of the organization and just one word that might give away its industry. See if you can guess which company it is. (76)
_____ Incorporated provides its customers with quality _____ products and the expertise required for making informed buying decisions. We provide our products and services with a dedication to the highest degree of integrity and quality of customer satisfaction, developing long-term professional relationships with employees that develop pride, creating a stable working environment and company spirit.
The point here is that alignment and clarity cannot be achieved in one fell swoop with a series of generic buzzwords and aspirational phrases crammed together. Leaders simply cannot inspire, inform, motivate, market, and position their companies in the context of a T-shirt or lucite tschotske. Clarity requires a much more rigorous and unpretentious approach. (77)
- Why do we exist?
- How do we behave?
- What do we do?
- How will we succeed?
- What is most important, right now?
- Who must do what?
More than getting the right answer, it is important to simply have an answer — one that is directionally correct and around which all team members can commit. (78)
A good plan violently executed today is better than a perfect plan executed next week. – General Patton
An organization's core purpose — why it exists — has to be completely idealistic. I can't reiterate this point enough. … In order to successfully identify their organization's purpose, leaders must accept the notion that all organizations exist to make people's lives better. (82)
Now that doesn't mean that all organizations make people's lives better in major, transformational ways. Most do so in relatively small, subtle ways. And it doesn't mean that they make all people's lives better; usually it's a relatively small subset of the population. Nonetheless, every organization must contribute in some way to a better world for some group of people, because if it doesn't, it will, and should, go out of business. (83)
Finding Your Reason for Existing. First, they must be clear that answering this question is not he end of the clarity process. …Second, an organization's reason for existence, its purpose, has to be true. …Third, the process of determining an organization's purpose cannot be confused with marketing, external or internal. (84-85)
So how does an organization go about figuring out why it exists? It starts by asking this question: "How do we contribute to a better world?" (85)
Not a Differentiator. The point here is that an organization's reason for existing is not meant to be a differentiator and that the purpose for identifying it is only to clarify what is true in order to guide the business. (90)
…if an organization is tolerant of everything, it will stand for nothing. (91)
Core Values. Core values lie at the heart of the organization's identity, do not change over time, and must already exist. In other words, they cannot be contrived. … They cannot be extracted from an organization any more than a human being's conscience can be extracted from his or her person. As a result, they should be used to guide every aspect of an organization, from hiring and firing to strategy and performance management. (93-94)
Aspirational Values. These are the characteristics that an organization wants to have, wishes it already had, and believes it must develop in order to maximize its success in its current market environment. (95)
Permission-to-Play Values. These values are the minimum behavioral standards that are required in an organization. (97)
Accidental Values. These values are the traits that are evident in an organization but have come about unintentionally and don't necessarily serve the good of the organization. (98)
When leaders choose elaborate and unique phrases for their values but don't adhere to them, they generate more cynicism and distrust than if they said nothing at all. (101)
Identifying Core Values. …identify the employees in the organization who already embody what is best about the company and to dissect them, answering what is true about those people that makes them so admired by the leadership team. ….identify employees who, though talented, were or are no longer a good fit for the organization. …be honest about [oneself] and whether or not [you] embody the values in that pool. (102)
The answer to this question is something we call an organization's business definition. (105)
Strategic Anchors. …an organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors. That means every single decision, if it is made intentionally and consistently, will be part of the overall strategy. (108)
Identifying Anchors. …take a reverse-engineering approach… …consider everything imaginable related to their business. (109) …search for patterns that would indicate the organization's strategic direction and anchors. Put another way, they need to identify the items, or collections of items, that fit together to form a theme or category. (111)
If everything is important, nothing is.
And there is an additional consequence beyond the distraction, diffusion, and dilution that this causes: the emergence of departmental silos. (119)
Then I realized that there was a certain category of organization that seemed to rise above the silo problem: emergency responders. (12)
What a crisis provides for an organization, whether that organization is an emergency responder accustomed to dealing with crises or a more traditional organization that finds itself temporarily in the midst of one, is a rallying cry, a single area of focus around which there is no confusion or disagreement. (121)
The Thematic Goal (a.k.a. The Rallying Cry)
A thematic goal is…
- Singular.
- Qualitative.
- Temporary.
- Shared across the leadership team.
Second, the primary purpose of the thematic goal is not necessarily to rally all the troops within the organization, as helpful as that may seem. More than anything else, it is to provide the leadership team itself with clarity around how to spend its time, energy, and resources. (122)
Leaders Without Hats. …it's worth repeating that every thematic goal must become the collective responsibility of the leadership team. (123)
…it is the lack of a defined, compelling rallying cray or thematic goal that allows most bad staff meetings to happen, which enables poor decision making. (124)
Standard Operating Objectives. …ongoing and relatively straightforward metrics and areas of responsibility that any leadership team must maintain in order to keep the organization afloat. (126)
…every organization of any size needs some division of labor, and that begins at the very top. Without clarity around that division of labor, the potential for politics and infighting, even among well-intentioned people, is great. (132)
Discipline 3: Overcommunicate Clarity
Whether the number is five, seven, or seventy-seven, the point is that people are skeptical about what they're being told unless they hear it consistently over time. (141)
The problem is that leaders confuse the mere transfer of information to an audience's ability to understand, internalize, and embrace the message that is being communicated. The only way for people to embrace a message is to hear it over a period of time, in a variety of different situations, and preferably from different people. (142)
…messaging is not so much an intellectual process as an emotional one. Employees are not analyzing what leaders are saying based solely on whether it is intellectually novel or compelling, but more than anything else on whether they believe the leaders are serious, authentic, and committed to what they are saying. (143)
Intelligent people want to be challenged with new messages and new problems to solve, and they get tired of revisiting the same topics. But that doesn't matter. The point of leadership is not to keep the leader entertained, but to mobilize people around what is most important. (143)
CASCADING COMMUNICATION. There are three keys to cascading communication: message consistency from one leader to another, timeliness of delivery, and live, real-time communication. (146)
UPWARD AND LATERAL COMMUNICATION.What is key to making these effective is that leaders not give the impression that they are abdicating responsibility for decision making by giving employees a vote. Great organizations, unlike countries, are never run like a democracy. (150)
Discipline 4: Reinforce Clarity
In order to ensure that the answers to the six critical questions become embedded in the fabric of the organization, leaders must do everything they can to reinforce them structurally as well. The way to do that is to make sure that every human system — every process that involves people — from hiring and people management to training and compensation, is designed to reinforce the answers to those questions. | The challenge is to do this without adding too much structure. Or as someone once said to me, "An organization has to institutionalize its culture without bureaucratizing it." (153-154)
NON-GENERICS. That's why a one-page, customized performance review form that mangers embrace and take seriously is always better than a seven-page, sophisticated one designed by an organizational psychologist from the National Institute for Human Transformation and Bureaucracy (there is no such thing). | This point cannot be overstated. Human systems are tools for reinforcement of clarity. They give an organization a structure for tying its operations, culture, and management together, even when leaders aren't around to remind people. And because each company is different, there are no generic systems that can be downloaded form the Internet. (155)
Interviewing. …the purpose of an interview should be to best simulate a situation that will give evaluators the most accurate view of how a candidate really behaves, it seems to me that getting them out of the office and doing something slightly more natural and unconventional would be a better idea. (159)
ORIENTATION. The most memorable time of an employee's career, and the time with the biggest impact, are his or her first days and weeks on a new job. (161)
PERFORMANCE MANAGEMENT. …the series of activities that ensures that managers provide employees with clarity about what is expected of them, as well as regular feedback about whether or not they are adequately meeting those expectations. (162)
COMPENSATION AND REWARDS. The point that needs to be made here is that the single most important reason to reward people is to provide them with an incentive for doing what is best for the organization. (164)
To fail to make the connection between compensation and rewards and one or more of the six big questions is to waste one of the best opportunities for motivation and management. (165)
RECOGNITION. I like to explain to clients that when leaders fail to tell employees that they're doing a great job, they might as well be taking money out of their pockets and throwing it into a fire, because they are wasting opportunities to give people the recognition they crave more than anything else. Direct, personal feedback really is the simplest and most effective form of motivation. (167)
…the vast majority of employees, at all levels of an organization, see financial rewards as a satsifier, not a driver. (167-168)
The Centrality of Great Meetings
…there is no better way to have a fundamental impact on an organization than by changing the way it does meetings. (173)
Bad meetings are the birthplace of unhealthy organizations, and good meetings are the origin of cohesion, clarity, and communication. (174)
The truth is, if executives are having the right kind of meetings, if they're driving issues to closure and holding one another accountable, then there is much less to do outside meetings, including managing their direct reports. | The thesis behind all of this is worth repeating: a great deal of the time that leaders spend every day is a result of having to address issues that come about because they aren't being resolved during meetings in the first place. (186)
Seizing the Advantage
…there are a couple of factors that [organizations/early adopters] must embrace in order to avoid experiencing false starts and undue cynicism. (190)
THE LEADER'S SACRIFICE. …the person in charge of an organization's leadership team is crucial to the success of any effort to build a healthy organization. (190)
There is just no escaping the fact that the single biggest factor determining whether an organization is going to get healthier — or not — is the genuine commitment and active involvement of the person in charge. For a company, that's the CEO. For a small business, it's the owner. For a school, it's the principal. For a church, it's the pastor. for a department within a company, it's the department head. (190)
The truth is, being the leader of a healthy organization is just plain hard. But in the end, it is undeniably worth it. (192)
Checklist for Organizational Health
Members of a leadership team can gain a general sense of their organization's health and, more important, identify specific opportunities for improvement by completing the following checklist.
Discipline 1: Build a Cohesive Leadership Team
___ The leadership team is small enough (three to ten people) to be effective.
___ Members of the team trust one another and can be genuinely vulnerable with each other.
___ Team members regularly engage in productive, unfiltered conflict around important issues.
___ The team leaves meetings with clear-cut, active, and specific agreements around decisions.
___ Team members hold one another accountable to commitments and behaviors.
___ Members of the leadership team are focused on team number one. They put the collective priorities and needs of the larger organization ahead of their own departments.
Discipline 2: Create Clarity
___ Members of the leadership team know, agree on, and are passionate about the reason that the organization exists.
___ The leadership team has clarified and embraced a small, specific set of behavioral values.
___ Leaders are clear and aligned around a strategy that helps them define success and differentiate from competitors.
___ The leadership team has a clear, current goal around which they rally. They feel a collective sense of ownership for that goal.
___ Members of the leadership team understand one another's roles and responsibilities. They are comfortable asking questions about one another's work.
___ The elements of the organization's clarity are concisely summarized and regularly referenced and reviewed by the leadership team.
Discipline 3: Overcommunicate Clarity
___ The leadership team has clearly communicated the six aspects of clarity to all employees.
___ Team members regularly remind the people in their departments about those aspects of clarity.
___ The team leaves meetings with clear and specific agreements about what to communicate to their employees, and they cascade those messages quickly after meetings.
___ Employees are able to accurately articulate the organization's reason for existence, values, strategic anchors, and goals.
Discipline 4: Reinforce Clarity
___ The organization has a simple way to ensure that new hires are carefully selected based on the company's values.
___ New people are brought into the organization by thoroughly teaching them about the six elements of clarity.
___ Managers throughout the organization have a simple, consistent, and nonbureaucratic system for setting goals and reviewing progress with employees. That system is customized around the elements of clarity.
___ Employees who don't fit the values are managed out of the organization. Poor performers who do fit the values are given the coaching and assistance they need to succeed.
___ Compensation and reward systems are build around the values and goals of the organization.
___ Tactical and strategic discussions are addressed in separate meetings.
___ During tactical staff meetings, agendas are set only after the team has reviewed its progress against goals. Noncritical administrative topics are easily discarded.
___ During topical meetings, enough time is allocated to major issues to allow for clarification, debate, and resolution.
___ The team meets quarterly away from the office to review what is happening in the industry, in the organization, and on the team.
More Resources
http://tablegroup.com/advantagemodel/ & http://www.tablegroup.com/theadvantage/
But above and beneath, around, and through all of this, I thank God — Father, Son, and Holy Spirit — for blessing me in so many ways and bringing me ever closer year after year. Your mercy endures forever. (204)


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Arthritis Treatment in Kilkenny
Joint pains and associated muscle pain and weakness are often caused by arthritis. Our physiotherapists in KPC are trained to help with most types of arthritis.
There are 5 main types of arthritis;
- Osteoarthritis (OA)
- Rheumatoid arthritis (RA)
- Septic Arthritis
- Juvenile arthritis
- Ankylosing spondylitis
Osteoarthritis (OA)
Osteoarthritis is the degeneration of cartilage covering joint surfaces. As it progresses, it causes damage to the underlying bone.
Essentially, it's like a speeding up of the natural degeneration of joints due to ageing, wear and tear. It can occur in any joint in the body and often occurs as a result of an old trauma to a joint. Your joints can also be affected by repetitive overuse or adverse forces causing the joints to run out of line. As the condition progresses, the surrounding soft tissues may become involved and become painful too.
In Kilkenny Physiotherapy Clinic, we use a variety of approaches to treat OA. This includes manual therapy, joint mobilisations, soft tissue techniques and sometimes electrotherapy, wax and heat to treat the pain. We provide home exercise programmes which aim to strengthen weak muscles and stretch tight muscles. This helps to support the joint, therefore limiting further damage and promoting good function.
We may also prescribe orthotics to correct the alignment of the foot.
Rheumatoid arthritis (RA)?
Rheumatoid arthritis is an inflammatory disease, causing inflammation of the synovial lining of the joints. It often affects the smaller joints, such as the wrists, hands and feet. As the disease progresses, it also affects the tissue around the joint, including tendons, fat pads and the sheath surrounding the tendons. Symptoms of Rheumatoid arthritis include pain, stiffness after rest, joint swelling, general weakness, and fatigue.
Our approach is to look at the whole body, and how the rheumatoid arthritis is affecting you daily. In Kilkenny Physiotherapy Clinic, we treat the joints individually as well as devising home exercise programmes to strengthen muscles and protect joints. We look at the patient as a whole and try to maintain and maximise function.
Septic arthritis
Septic arthritis is a very painful infection in a joint. It can be caused by bacteria or a virus which infects the joint causing inflammation of the synovial membrane. It may affect one or more joints. Septic arthritis can occur at any age but it most commonly seen in the hip or knee of children under three.
Physiotherapy is not usually advocated in the acute stages, but may be needed when the infection is resolved to strengthen and stretch affected areas.
Juvenile Arthritis
Juvenile chronic arthritis or juvenile idiopatic arthritis (JIA) is arthritis occurring in a child under the age of 16, in one or more joints for at least six weeks.
In our clinic we will use electrotherapy, wax and manual techniques to treat the condition in it's painful stages. We will also use exercises to treat the pain, restore function and protect the joints.
Ankylosing Spondylitis (AS)
Ankylosing Spondylitis is an arthritis of the spine and pelvis. It involves the development of excessive boney growth at joint edges. The areas most affected are the spine and sacroiliac joints (SIJ). The joints become stiff and the spine looses it's upright position, causing the S curves become more C shaped. The hips, knees, ankles and shoulder joints may become affected as the disease progresses. AS is frequently associated with other chronic inflammatory diseases.
Physiotherapy has a huge role to play in the treatment of Ankylosing Spondylitis. In Kilkenny Physiotherapy Clinic we use various modalities to reduce the pain and improve function. We use exercise to maintain or restore muscles strength and posture, and our rehab exercise classes are invaluable here. We also use joint mobilisations and soft tissue release where appropriate to maintain mobility in the spine.

subset: commoncrawl


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Learn Your ABCs with These Deliciously Adorable Food & Critter Mash-Ups!
Are they fruits and vegetables or animals? Theyre both! From Apricat to Zebrussels sprout - 26 deliciously adorable critters are featured in the newest Little Concepts book, A is for Apricat. Its a whole new good-for-you way to learn the alphabet.
Author bio:
Mauro Gatti is an Italian illustrator and designer based in Los Angeles. Humorous, sharp, and creative, Gattis iconic, retro-inspired work has been globally recognized. Over the last 10 years, he has been leading creative teams of designers, working on projects in the new media, design, and motion graphics fields, focusing in particular on the mobile arena (storytelling and game design). He has developed work for MTV, Google, Disney, Nike, Diesel, Barilla, Vans, Yahoo!, Sky TV, Red Bull, and Vogue. From the illustrations he has produced for advertising, magazines, album sleeves, books, mobile apps, and fashion, he is known as an illustrator whose productions capture the comical side of life in a simple, yet memorable, way. Visit his website at www.maurogatti.com.


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the film
River Dreams: Sternwheeler's Deck
by Ann Terry Hill
A room with a kaleidoscopic view. Mount Hood, Mount St. Helens, Multnomah Falls, Hells Canyon, wheat fields and the bridge over the Columbia at Astoria passing by as the Empress of the North, a paddlewheel river boat, majestically glides through the Willamette, Columbia and Snake rivers.
You don't have to leave your cabin to experience this grand scenery, but the activities on board and the shore excursions on this seven-day cruise are so appealing, practically everyone on board participates.
River boats ply the waters of these three rivers from spring through late fall. Here's a chance to view your own backyard from a new angle. I've seen these boats for years cruising up and down the Columbia and wondered what the onboard passengers saw and how they spent their days. Curiosity got the best of me and for one week in April, I enjoyed the almost pristine view of the rivers that Lewis and Clark must have had. Of course, we had to transit eight locks to make the journey.
But this adventure is so accessible for people in the Pacific Northwest it's sometimes overlooked. From the Columbia River Gorge to the Columbia Plateau of Eastern Oregon and Washington, to the Snake River in Idaho and back downriver to Astoria before docking in Portland a week later, the cruise offers a unique look at the Pacific Northwest not possible to see from the freeways.
Although it was built in 2003 with a totally modern engine, public rooms and cabins, its lacy exterior, complete with paddle wheel and a capacity to carry 225 passengers, calls up images of times long gone by when these boats were a main method of travel as the discovery of gold in Idaho in the mid 1800s opened up river traffic to the interior.
Early river travelers and certainly Lewis and Clark didn't experience the luxury we enjoyed. Because the Empress of the North spends much of its time in Alaska during the summer months, the interior decor is inspired by the opulent splendor of Imperial Russia. Rich reds and golds greet passengers entering the Romanov Dining Room. All the spacious cabins have a Victorian feel, most with huge windows and private verandas to enjoy the incredible views. Skimming through the waters, the scene changes with almost each revolution of the paddle wheel.
My traveling companion, Hazel (a buddy since college) and I had no prior experience with river boating. We joined about 175 other passengers, from New Hampshire, Pennsylvania, Michigan, Florida, Washington California and Texas - but only discovered two other passengers from Oregon.
The natural wonders of these three great rivers - the mountains, the wildlife and the on-shore foliage, which the incredible spring weather made even more splendid - awed this savvy bunch of travelers, many of whom had traveled worldwide. The hills were like lush green velvet. It's awesome to be reminded of what natural treasures surround us.
We really had no idea of the adventures awaiting us. Hazel, always prepared, had brought along three books and the DVD of "Delovely," the Cole Porter story, plus an extra bottle of wine to while away the hours as we cruised.
She only managed to get through one chapter, the wine remained unopened and although she tried to entice me to watch the DVD every night after dinner and Greg Lupton's piano-singalong in the Paddlewheel Lounge, I was relaxed and content, and quite happy just to fall asleep, lulled by a gentle rocking of the boat.
The pace on the rivers melts stress. Shades of showboats of old, the nightly dancing and singing of Eric Hadley and Lindy Eller in the Golden Nugget Showroom, made you think Howard Keel and Kathryn Grayson, musical stars of the 1950s classic movie "Showboat," would be the next act. Many of the guests aboard joined 92-year-old Fred Knez and his wife Margaret, Arizonans who were celebrating their 66th wedding anniversary, and danced each night until the orchestra played its last tune, "The trip I'm on now is my favorite one."
Leisurely breakfasts, lunches and four-course dinners fill the time between shore excursions and on-board lectures. Daytime activities end just in time to enjoy noted cookbook author Sara Moulton's All-American cocktail hour with hors d'oeurves. Her mini-Reuben sandwiches (about an inch square), proved to be my Weight Watcher downfall. Yet, for those determined to exert some dietary control, portions can be ordered in the dining room and a choice of light breakfasts or lunches are served in the Calliope Bar and Grill. Who could resist the William Clark Filet or the Meriwether Lewis Lobster Tail offered in the dining room the last night on board?
This trip, which concentrates on the footsteps of Lewis and Clark along the Snake and Columbia rivers from Clarkston, Idaho, to Astoria, transits eight dams and 463 river miles each way. Going from sea level at Astoria to an elevation of 738 feet on the Lower Granite Dam and Hells Canyon on the Snake River, the geologic changes are astounding. One passenger described the jet boat ride up Hell's Canyon as "being in God's private rock garden."
With the help of Pat Workman, onboard historian, passengers were educated about the various wonders and the importance of the fur traders, gold miners, ranchers and frontiersmen who settled the Northwest.
The inclusion of shore excursions were an unexpected bonus. Stops at Stevenson, Wash., at the Columbia Gorge Interpretive Center, offered insights into the Gorge one doesn't get driving through it. One day was devoted to Pendleton, where passengers were entertained in the Underground, the Pendleton Woolen Mills and lunch at Hamley's Slickfork Saloon. The "Wild & Wooly" image of the town was spotlighted. Blue Mountain Wildlife gave a close-up and educational presentation (including rehabilitated owls, eagles and osprey) at the Tamastslikt Cultural Institute on the Umatilla Indian Reservation.
The outdoors and nature preempted everything else when we jet-boated over No. 3 Rapids up the Snake River. Certainly, no McDonald's or Starbucks here. Many of the cabins on shore are accessible only by boat, but we noticed one cabin, with no inside plumbing, was on the market for $425,000.
Several days later, we visited Mount St. Helens and were once again reminded of the power of nature. The view of the crater from the Visitor's Center is magnificent and shows how much wildlife and foliage has returned since that fateful day in 1980. You can only imagine the devastation. The impact of this volcanic explosion is brought home by a documentary film shown on board the buses as we return to the boat.
Astoria and a visit to Fort Clatsop, where Lewis and Clark wintered before returning East, was the final leg. How surprised those two explorers and their crew would be to see the area as it is today; a bustling river town with ocean-going vessels.
Lewis and Clark took more than two years on their journey. They spent months in the Northwest and on these rivers. Unfortunately, we only had one week, but the impact was as mighty as the rivers we traversed. Like Lewis and Clark, we were guided by an All-American crew. But unlike Lewis and Clark, our only hardship was unwrapping the individually saran-wrapped home baked cookies offered as daily treats, and, of course, not being able to stay awake to watch "Delovely."
Editor's note: The cruise ship Empress of the North, damaged when it grounded in Alaska's Inside Passage May 14, arrived at the Ketchikan Shipyard in Ketchikan, Alaska, Monday evening for repairs, according to Majestic America Line. Most of the passengers on the cruise that ran aground have rebooked for a later sailing. Scheduled cruises on the Columbia and Snake Rivers on the Queen of the West and the Columbia Queen remain unchanged. For a limited time, Majestic America Cruises is offering this trip on a two for one basis. Call (800) 434-1232 or visit their Web site for details on this and on any of their other river cruise offerings and their Alaska sailings.
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i have been trying to paint on a layer, that's over a visible image, that i don't want to touch.
As in gluing objects over a transparent (invisible) sheet of glass.
i would like to paint, mixing colors, gradations and textures. BUT, keep its interactions
restricted to the layer that i am working on.
i would like to be able to build up textures, using this technique of stacking up layers.
Then, use the transfers modes and mix sliders, if needed, to combining or blend them.
i have read most of what is out here, in this forum, and in its related sites.
And, i have checked SA's preferences, the top Menu and the editor's panels.
i have spent hours hitting keys, like a monkey. Any key that in any way seems,
to be related to anything alpha.
what am i missing?.
Is there anything, that would help to make the using of the alpha capabilities of SA,
a little more tearless?
(and for my little brain, a little more-a lot-obvious) like, well, this alpha issue: transparent!
something like, "press here to activate -all and any- alpha"
Views: 250
i just find this, your last replay, the most clear instruction jet.
Thank you John.
i will follow the advise and i'll let you know.
SUCCESS. Thanks (vm) to all!!!!


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« PreviousContinue »
BIBLIOGRAPHICAL NOTICES. Frederick, may be partly judged of by the fact, that,
during the comparatively brief period of its conGreat Britain.
tinuance, it cost ihe belligerent powers no less than 1. Allica and Athens; an Inquiry into the Civil,
853,000 men, dead. Among these, Frederick calcu
lated that he himself lost 180,000 soldiers and 1500 Moral, and Religions Institutions of the Inhabi
officers, killed in balle, or who died of their wounds, tants, the Rise and Decline of the Athenian power,
per: I though ihe number of officers lost altogether, by the foc. &-c. 4.c. Translated from the German of K. o. Müller, Grotefend, Gruber, and others. By John
sword, by casualties, and by disease, amounted to
4000. Ingram Lockhari, F. R. A. S. London: Groom
The Russians lost, in four great battles, 120,000 bridge.
men; the Austrians lost, in ten ballles, 140,000 men; Notwithstanding the many volumes wbich have the allied English and Germans, 160,000; the Swedes, been writien by Englishmen upon Athens and Greece, 25,000; the petty Princes of the Empire, 28,000. we cannot doubt that the researches of those erudite The details of this extraordinary contest we earnestand patient German scholars, who have more recently commend to the attention of our readers. They ly turned their attention to investigations connected are related, in this work, with laudable succinciwith this the most interesting spot of earth to scholars ness, and form a mass of military facts and incidents of every nation, will be appreciated by classical that every soldier should have at his fingers' end. readers in England. The work is illustrated by The fourth volume will be more full of attraction Müller's Map of Attica, and Plan of Ancient to the general reader than perhaps any other in the Athens.- Tait's Magazine.
work; and no part of it will be read with more in2. On the Perspirator ; an Effectual Domestic Re
lense interest and curiosity than that which relates medy for immediately checking Inflammatory Dis.
to the intercourse of Frederick with the Literali of orders by equalizing Circulation and restoring
Europe, and especially with those of France. There Perspiration, by a single Application ; and curing
is nothing in comedy or in satire so piquant and
entertaining as many of the anecdotes relating to Chills, Colds, Coughs, Fevers, &c., invented by the
Frederick's intercourse with Voltaire, showing that Author, with a Few Observations on Perspiration
the greatest men have their littlenesses and weakand the Means of preventing its Suppression. By M. La Beaume, Medical Galvinist to the Queen,
nesses, the wisest their follies.- United Service
Magazine. &c. Second Edition, 12mo. Highley, Fleet St. M. La Beaume's celebrity as a Medical Galvinist
3. The Cold Water System ; an Essay exhibiting entitles hiw to every confidence. He tells us in this
the real merils and most safe and effectual employlittle work that he has invented a simple apparatus
ment of this excellent System in Indigestion, Cosby which that most necessary operation commonly
tiveness, Asthma, Cough, Consumption, Rheumacalled Perspiration may be immediately occasioned.
tism, Gout, etc., with Caulionary Remarks addressThe testimonies he gives as to the applicability and
ed to people of extreme opinions, and some New
Cases. By Thomas J. Graham, M. D., Graduate utility of his invention are such as must carry conviction to every mind, being from some of the first
of the University of Glasgow, Member of the Royal rate men in his own profession. If it were not
College of Surgeons of London. known how slow men are to take a new remedy
Dr. Graham, who is well known to the public by when first offered to them, it would be difficult to his previous valuable works on Medical Science. account for its not being as regularly adopted in here enters on the consideration of the Water Cure, any house as a tea-kettle or poker. Its application a subject which has recently excited much attention on the first symptoms of cold or fever would save both in England and on the continent. With the the lives of many individuals. and prevent numer-caution which becomes the scienlific investigator. ous diseases that by neglect terminate, if not fatal
Dr. Graham institutes the inquiry how far the sysly, most expensively and ruinously. Were it more
tem is entitled to consideration, and having, as he fully known, the old cumbrous and inefficient mode
considers, ascertained its real value, he proves, in of endeavoring to obtain sudorific relief by hot
the work before us, its applicability, showing in water would be for ever banished. We say, there
what cases it may be available, and endeavoring, in fore, first buy the work, and then do as you like
the several diseases named in the title-page, lo point about purchasing the apparatus.-Monthly Maga
out its proper limits. To those who are really dezine.
sirous of information on the subject, we have no
doubt Dr. Graham's book will prove a valuable as3. Frederick the Great and His Times. Edited by sistant; for whilst, as we have said, he endeavors to Thomas Campbell, Esq. Vols. 3 and 4.
assign to this powerful remedy its proper limits, his These two porily volumes complete one of the conclusions appear in many cases to be decidedly most valuable as well as one of the most entertain-| favorable to it. The auxiliaries to its employment ing works that have been issued from the press for a are in these pages ably pointed out, and we think all considerable period,-a work, too, that will increase who are really interested in the subject would do in value and interest the more it is studied, and will well attentively to peruse this valuable essay.unquestionably take a permanent rank among the Metropolilan Magazine. historical labors of the age. The third volume is exclusively devoted to that
Germany. great feature in the life of Frederick which proved 1. German Poets of the present Time. By Augustus him to be the greatest military genius of the age, and Nodnagel. Darmstadt. which, the more it is considered and dwelt on, the M. Nodnagel's book, is continued in the manner more it will be felt to have fixed him on a pinnacle in which it is begun (for it is published in numbers) of military glory that no other great Captain had at will be found even more useful in England than in that period reached, and which only one other among his own country. He gives a biography of the Gercrowned heads has since soared above. We allude man poels of the day, with specimens of their works: to the Seven Years' War,-a war in which, after illustrated with copious notes, and a resumé of all conducting it single handed against almost the whole the critiques upon them, pro and con, which have of Europe for that period, he closed with even more appeared in the various periodicals. Thus, with a glory to himself than he had achieved during the very little trouble, is the reader put into the posseswhole of its progress,-a war, the astonishing results, sion of a quantity of information, which, without no less than the astonishing difficulties of which to I such assistance, it would be impossible to obtain. The first number treats of Freiligrath and Eidendorff, 1 SELECT LIST OF RECENT PUBLICATIONS. and a notice of the most celebrated living poets is
GREAT BRITAIN. promised.--Foreign Quarterly Review.
The Scottish Peasant's Fireside : a series france.
of Tales and Sketches, illustrating the cha. 1. Lessons on the Philosophy of Nature, delivered racter of Scotland. By Alexander Bethune. before the Faculty of Lelters and Sciences, by M." le docteur H. Holland. Lausane, Geneva and
and l. On the " Tracts for the Times." By Rev. This course contains only general views on al J. Buchanan. subject which, in order to a complete exhibition Campaign of 1812 in Russia. Translated would require much more extended developments. I from the German of General Carl von Obliged io limit himself, and not enter into details, Close
Clausewitz. he has chosen the highest point of view. That is the ensemble of nature, which he contemplates in a
| Observations on the principal Medical spiritualistic philosophy that seeks in the harmony Institutions and Practice of France, Italy, of organic beings, to discover some notions of the land Germany: with notices of the Univer. first cause from which they derived their existence, and of the end to which they are destined. Boldly sit
Boldly sities and Climates, and illustrative cases. embracing the thousand different aspects they pre- | By E. Lee, M. R. C. S. 2d edition. sent, he attempts to reduce them to an idea of unity Life in Mexico, during a Residence of governing them all, clearly marks the features in Two yoors in that country a catures in Two Years in that Country. By Madame
By Modame which they differ, the relations in which they agree, and proudly restores the superiority of man, whom
C de la B- With a Preface, by most naturalists have involuntarily' debased, in noi W. H. Prescott. assigning him any higher place than that of the first Ph in the class of animals. But in doing this, he does
with a Preliminary Discourse and Notes. not pretend to such a theory independent of experi-win ence, nor to make facts bend to ihe principles laid | By J. A. St. John, Esq. down. First passing in review the different schools Poetical Works of John Milton ; with a of ancient and modern philosophers, he unfolds in a Memoir of Critical Remarks on his Genius succinct and interesting manner, their efforts after a conception of the system of the universe. He ex. and Writings. By James Montgomery. amines critically the results of science on this point,
: GERMANY. and gives his own views, which consist in consider
Kirchliche Statistik oder Darstellung der ing the end of the universe as being destined to realize, in this world, the personality and free moral gesammten christlichen kirche nachibrem activity of its author. That being'is man, who, by gegenwartigen aussern und innern zustande his intelligence, governs all animals, and is not von Julius Wiggers, Prof. in Rostock. Hamhimself part of the animal kingdom. The plant vegetates, the animal lives, man thinks. M. Holour: land repudiates the materialism too often apparent Die Lehre des Pelagius, ein Beitrag zur in the savans devoted to Dalural philosophy. He Dogmengeschichte, von J. L. Jacobi. goes n to determine the distinction between animal-Leinzio ity and humanity, and after having presented a tableau of the scale of beings in all their degrees,
Geschichte Europas seit der ersten franhe describes the psychological characteristics of man zosischen Revolution, von A. Alison, and shows the harmony of his organization with Deutsch von Dr. Ludwig Meyer Leipzig. these characteristics. As to the question of races Passow's (Fr.) Vermischte he concludes that all are but varieties of one single
Schriften. species modified by climate, food. etc.-Revue Crit. Herausgegeben von W. A. Passow. Leipzig. 2. Napoleon et l'Angleterre, par le Vicounte de
Voyage pittoresque en Espagne, en Por. Under this title M. de Marquessac takes a rapid tugal, et sur la cote d'Afrique, de Tanger a but well executed review of the conflict between | Tetoutan. Par M. J. Taylor. Napoleon and the English. It is a brilliant tab. leau, in which he attempts to set forth clearly the Etudes sur le Timee de Platon, avec le march of English policy, and gives some curious de texte et la traduction du Dialogue, par M. tails both of the events of that period and of men Henri Martin, Professeur littérature anof high standing who distinguished themselves by benne
by cienne à la Faculté de Rennes. the acceptance of their views and by their talents. With an impartiality which does him honor, he Le Mariage au point de vue chretien : does justice to all, and no more withholds praise ouvrage specialement addressé aux jeunes from the great qualities of Pitt and Fox, than blame | femmes du monde. from the faults of Napoleon. The book is, in its Histoire de la Peinture au Moyen Age. spirit, essentially French, for its end is to prove, that it belongs to France to exercise a kind of dom? | Par Emrie David. inion, at least intellectual, over all other nations. Mirabeau et l'Assemblée constituante, According to our author, the mission of Napoleon appendice formant le
t a me de l'Histoire was to establish, by war, that preponderance, which is more and more recognized by other peoples. Helau
du règne de Louis XVI. poudant la révolusees Germany and Russia already French. En tion française. Par J. Droz. gland alone resists, and seems to wish to enwrap
ITALY. herself still more in her egoistical isolation. With C lich. him there are but two rival powers-France, which
Fabbiche le, e i Disegni di Andrea Pallahe thinks destined to regenerate the world, and I dio e le terme. Nuova edizione sulla vicen England, to which he allots the position of a retinese di Bertotti Scamozzi formita di note volted vassal.--Revue Critique.
del Caval. Celest. Froppiani.
of Sciences; Paris, Population of 136-A
Parallel 138.-Pekin 430-Queen's College,
Glasgow 284 - Royal Society of Literature
136—Rome, Population of Ancient 139–
Roman remains 400—Sillometer 136-Sov-
ereigns, the Three 138--Slave trade Treaty
285–Syria and Turkey 286—Shooting
Stars 429- Victoria and Albert 286 --Vil-
lainy 393—Vellum illuminated 400-
Wordsworth, Pension to 138-West India
Mails 426-Southey ; Avalanche; Copy-
right; Mount Æina; Autarctic Circle 570
· Philanthropy and Fiddling 571.
Obituary: Allen, Dr. Alexander 142—Bou-
Janger, M. Clement 574-Callcott, Lady
Allan; Darling, Grace 141-Daniel, Rev.
E. J. 142–Drummond, Mr.573-Hamilton,
Thomas, Esq. 574–Hone, William 140%
Herschel, Dr. Solomon 142—Jovet, M. 574
-Paris Solitary 142—Sergeant Spankie
419 Paris, Letters from
449 Postmen,
Pitcairn's Island,
. . . .
Public Affairs,
| Poetry : Amor Patriæ 402_Birth-days 125
-Dymond's Grave 383— David's Napoleon
426-Fidolin 111-Forget me not 226.-Hat,
130 History of 448-Laius, Tomb of 349-Min-
. 158 strel's Curse 569-Molly and Richard's Di-
383 alogue 159-No! 135-Noreen 229–Rob-
ber's Death Bed 2014 Wintry Skies 245—
World of ours 418.
Religious Houses,"foundations of, . .
Reminiscences of Men and Things, .
Sévigné, Madame de,
Siberia, Conquest of,
Switzerland, Tour in, .
Strutt's Calabria and Sicily, . .
Science and Art: Animal Electricity 427–
Cameo; Comet 428-Composition of Blood;
Curiosities 572- Electrical Machine 429-
Eclipse ; French Scientific Congress; Fatty
Animal Matter 427-Greek MSS.; Mc-
Dowell 429;Microscope; Napoleon's
Tomb 428-Optic 426-Pearly Nautilus 427
. . .
-Smoke consumed 428-Scientific Mis-
sion; Shooting Stars 429-Solar Eclipse;
Splendid Meteor; Tartar on Teeth; Ther-
United States, Prospect of, , .
Wolfe, Rev. Charles, Memoir and Remains of
Wordsworth's Poems, .
Wandering Jew,
. . . .


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Turn the classic Club Sandwich into a jaw-dropping hot dip. This irresistible dip is a great party food or weekend appetizer/snack. Let your slow cooker make this delicious recipe for you!
About ten years ago my husband and I found this Club Sandwich Dip from Better Homes & Gardens jam-packed with all of the ingredients that makes a club sandwich so irresistible (ham, turkey, cheeses, mayo, bacon and tomatoes) and we immediately fell in love. We adapted it slightly, let it get nice and gooey in our crock pot and then we proceeded to eat the entire batch between the two of us. It wasn't our healthiest day, but it's proof that this delicious hot dip is impossible to resist. Since that day, we've declared this our favorite indulgent dip of all time. We still make it from time to time, but with a tiny bit more restraint. This hot, gooey dip is perfect for parties and will be the first thing on the party table to get gobbled up.
Watch this short video to see how easy it is to make this delicious hot party dip!
Enjoy the step-by-step video tutorial we have created for this recipe! Our goal is to make your time in the kitchen as easy as possible and to ensure that your version of this recipe is a success. See our full collection of cooking and baking videos on YouTube!
How did the club sandwich get its name?
Club sandwich is an acronym (much like the also-delicious BLT!) standing for Chicken and Lettuce Under Bacon. Except, chicken can sometimes be turkey (close enough) and this sandwich is typically served with a few extra ingredients, such as tomatoes, ham, pickles and cheese.
Best hot dips for a party
Hot dips and gooey party food in general are one of my specialties (obsessions), so let me share a few of my favorites with you!
What to serve with hot club sandwich dip
You can dip just about anything into this dip. Tortilla chips, pita chips, homemade potato chips, carrots, celery, flatbread, pickles, this list could go on forevahhhh.
Enjoy! Stop back and let me know how much you love it!
Club Sandwich Dip (Slow Cooker)
- 1 lb sliced deli turkey chopped
- 1 lb sliced deli ham chopped
- 8 oz. cream cheese cut into chunks
- 12 oz. American cheese slices chopped
- 3/4 cup mayonnaise
- 2 tsp seasoned salt
- 1 lb bacon cooked and chopped
- 8 oz. cherry or grape tomatoes quartered
- 3/4 cup pickles chopped
- Crackers or chips for dipping
- Add the turkey, ham, cream cheese, American cheese, mayo and seasoned salt to a slow cooker. Mix together and cook on low heat for 2 hours, stirring occasionally.
- Add the bacon, tomatoes and pickles; mix well. Cover and continue cooking on low heat for 10 minutes. Serve warm with chips or crackers! Top with extra bacon, tomatoes and pickles, if desired.
Adapted from this recipe from Better Homes & Gardens: https://www.bhg.com/recipe/turkey/club-sandwich-dip/


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Regular price
7" Baseball / Softball Sun Ray Award.
This unique design award is painted in silver and bronze and would be impressive addition to a players trophy shelf.
Description: 7" Baseball / Softball Sun Ray Award ResinLength: 3 3/8"Height: 7"Width: 1 3/4"Overall Size:3 3/8" (L) x 1 3/4" (W) x 7" (H)Base Dimensions:3 3/8 (L) x 1 3/4" (H) x 1 1/8" (W)Base Personalization:Top 2 1/2" (L) Bottom 2 3/4" (L). height 1 1/8" Color: Gold/Gray/SilverMaterial: ResinMisc: Bottom Star is 1" diameterWhat is Resin? Resin is a sticky organic substance, insoluble in water, exuded by some trees and other plants (notably fir and pine). The classic variety is epoxy resin. Epoxy resin is two times stronger than concrete, seamless and waterproof.


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Press Release: Hearst Design Group Unveils Pilot Issue of the Reimagined Metropolitan Home
NEW YORK, April 6, 2016 – Hearst Magazines will introduce a pilot issue of a newly reimagined Metropolitan Home, available April 12 in Barnes & Noble, Whole Foods, airports, and key independent newsstands in 14 cities across the country. The new issue, which will also be sent to select Hearst subscribers, presents an authentic, authoritative, and entertaining view into the lifestyles of the creative class, including features on contemporary design, shopping, entertaining, and real estate. Newell Turner, editorial director of the Hearst Design Group, is the editor in chief of the pilot. Metropolitan Home was last published in 2009.
"There's a white space in the market for a brand that explores contemporary design and city living today," Turner said. "Metropolitan Home has a rich history of doing just that, so we went back to the brand's DNA to create something that's fresh and relevant but still pays homage to its original and much-missed point of view, which inspired such a passionate following. We're reviving Metropolitan Home for the new urbanists, the people making their homes and building their lives in American cities, and embracing everything that goes along with it."
With immersive, vibrant imagery and stories from leading journalists, the magazine highlights the stylish and fascinating people who are making homes, starting careers, and building communities that are rapidly changing modern cityscapes. "It's a privilege to cover today's influencers, thought leaders, and makers in such a dynamic way," Turner said. "The pilot issue includes everyone from Pharrell's hat designer, Nick Fouquet, and the creator of Curbed, Lockhart Steele, to an early employee of Facebook now living in Los Angeles and investing in the city's proliferating design scene."
The issue's contributors include former Los Angeles Times fashion critic Booth Moore ("The Social Side of Decorating"), former Vogue fashion news editor Emily Holt ("Loving Where You Live") and fine-art photographer Sze Tsung Leong. Acclaimed author Hanya Yanagihara (A Little Life) shares a rare glimpse inside her New York City loft along with an original essay. Throughout the magazine, readers will also be able to use the Shazam app on their smartphone or tablet to scan images that unlock bonus digital content.
"We've identified a new audience of Gen Xers and first-wave Millennials who are reaching an age where creating a home that reflects their style is becoming increasingly important," said Hearst Design Group senior vice president, group publisher Kate Kelly Smith. "We're engaging with a new community of influencers exploring their own definitions of modern living."
The pilot issue is 124 pages, with advertisers including Benjamin Moore, Clinique, Mitchell Gold + Bob Williams, Shutterfly, and Toyota Prius. In addition, a new type of integrated story called Partnership makes its debut in the magazine. For the pilot issue, the editorial team collaborated with Crate & Barrel and Design Within Reach to create original, multi page stories that harmonize with the editorial content resulting in an enhanced reader experience.
Readers can connect with Metropolitan Home on MetropolitanHome.com or on Facebook, Instagram, and Twitter at @methomemag.com
About Hearst Magazines
Hearst Magazines is a unit of Hearst (www.hearst.com), one of the nation's largest diversified media and information companies. With 21 titles in the U.S., Hearst is the leading publisher of monthly magazines in terms of total paid circulation, reaching 78 million readers and 70 million site visitors each month (comScore), with a social media following of 88 million. In addition, the company publishes close to 300 editions and 200 websites around the world. Hearst Magazines Digital Media includes 21 websites for brands such as Cosmopolitan, ELLE, ELLE DECOR, Esquire, Good Housekeeping, Marie Claire, Seventeen and Delish.com. The company also includes iCrossing, a global, full-service digital marketing agency.
About the Hearst Design Group
The Hearst Design Group (ELLE DECOR, House Beautiful, and VERANDA) is at the forefront of design and culture, and inspires readers to explore their own sense of personal style. Through print and tablet editions, mobile-friendly websites and an array of social media channels, the Hearst Design Group collectively reaches nearly 13 million readers (MPA Jan 2016). Each brand has a distinct lens and editorial position on design: ELLE DECOR—fashionable and sophisticated; House Beautiful—colorful and classic; VERANDA—timeless and luxurious.


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Lancashire reveals senior promotions in London and Bermuda
Lancashire Holdings said on Oct. 9 that it expects aggregate losses from recent nat cat events in a range of $106 million to $212 million after anticipated recoveries from its outwards reinsurance programme and the impact of outwards and inwards reinstatement premiums.
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Lancashire Holdings, Natural catastrophe, Hurricane, Losses, Bermuda, UK


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By the CNN Wire Staff, 4 July 2010
New Orleans, Louisiana (CNN) — A ship billed as the world's largest skimming vessel will continue testing its abilities in the Gulf of Mexico Sunday. If A Whale's tests in a 5-by-5-mile area north of the underwater gusher are successful, the massive ship could play a key role in oil cleanup efforts.
The boat, which swallows water with oil then separates it, can skim about 21 million gallons of oil a day. That's at least 250 times the amount that modified fishing vessels currently conducting skimming operations have been able to contain, according to Taiwanese company TMT shipping, which owns the vessel.
Initial results from tests are expected Monday, TMT spokesman Bob Grantham said.


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This Uniform Nursing Shirt Makes Breastfeeding Easier For Military Moms
Thanks to the perseverance of multiple military mothers and the creation of properly designed uniforms, breastfeeding service members will no longer feel pressured to step into the bathroom or car to pump.
Breastfeeding moms who are serving in the US Army now have access to uniform-approved nursing shirts thanks to the authorization efforts of Maj. Kelly Bell—a mother-of-two, according to connectingvets.com. These shirts are designed with a flap that allows for a breast pump, providing ease, comfort, and privacy so that nursing while on duty is seemingly effortless.
Women can now purchase breastfeeding uniforms from Miss Military Mom, a company founded by Kenisha Heath, a new mother serving in the US Armed Forces.
"As an active duty officer in the United States Air Force who just recently had a baby, I was floored by the inconvenient and largely exposing process I had to go through to simply nurse my daughter. Since a nursing option was not available for our uniforms, I decided to create one myself," Heath told breastfeedingincombatboots.com.
She continued, "We should be able to provide the very best for our children without jeopardizing our productivity or commitment to work."
On April 12th the Army released a statement saying, "Effective immediately, Female Soldiers who are nursing are authorized to wear an optional Tan 499 or Sand T-shirt designed specifically for that purpose with the Class C Utility Uniforms. This exception applies only to those Soldiers during their postpartum nursing period."
As reported by connectingvets.com, in the male-dominated environment, commanders and fellow soldiers often express to female soldiers that pumping milk should be done in a car or bathroom, to which she responds, "Would you prepare your lunch sitting on a toilet? If not, then why would a mother fix her baby's meal on a bathroom stall?"
Through Bells hard work to influence policy, change not only boosts morale and normalizes breastfeeding (now women can pump easily during lunch or on a break from their duties without having to step away), but it shows that the military supports moms who wish to provide for their children.
This change in regulation also provides a foundation of education for soldiers who don't understand the importance and urgency of breastfeeding for the heroic women who still wish to serve their country and be the best mothers they can be.
The T-shirts range in price from $24.99-$27.99 depending on one's preference of long or short sleeves.
Thanks to the hard work of individuals like Maj. Kelly Bell and Kenisha Heath, the stigma around breastfeeding is changing and women are being provided with the proper resources to effectively do their jobs without compromising on their motherhood duties. We humbly thank these advocates for their service and commitment to improving the work environment for all resilient mothers serving our country.


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This morning on business television, the case was made that "negative rates (real) are the prime case that people are bearish." The logic being that if they weren't bearish they would not accept the bad deal. Last year this thinking was reverse engineered into the often sited evidence that, "The 10 year yield is below 2% so something really bad is happening in the economy."
The Japan experience would for the first argument, mean people have been "bullish" on Japan for over 15 years. The second implies that low yields are "bad." Obviously, neither are correct beyond neighborhood cocktail party chatter. Even Jeremy Seigal could not resist the comparison to the last market high when real yields were over 3, conveniently forgetting Japan. The US in the 1990's was a good example of the high real rate, strong currency economic tailwind. We were on the steep back slope of dis-inflation and gathering huge amounts of foreign investment - both monetary and fixed. Toyota and BMW built new plants here, the internet technology space was exploding. Tax law favored corporate debt issuance. The proceeding cycle - inflation and aggressive Fed action - influenced investor behavior much stronger and longer than most thought. The idea that people were "bullish" when real rates were at there apex is silly, they hated stocks and bonds.
So what, if anything, does the present persistent negative rate environment tell us about sentiment. First and foremost, hold times have shrunk incredibly over the same cycle. Policy lags to market prices have diminished faster than to economic result. Demographics have shifted and will continue to deteriorate. Boomer portfolios, even after several years of bond inflows, remain tilted toward equity when analyzed in terms of age. Financial repression is a choice but often between poor alternatives. Clearly, the sub-2 10 year benchmark was has been a boon to corporate CFO's not a harbinger of death. The demand side for credit remains spongy even as supply is increased.
A discussion of rates, real or otherwise, without an overlay of where you are in the credit cycle is a fool's game. The context in which structures shift is far more important to an economy than the shifting, just ask Europe. Low yields were common in the US prior to the 60s-80s inflation cycle. The caution we are advising germinates from the idea that such a shift is upon us.


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DescriptionMalibu coconut rum is a sweet, coconut flavored Caribbean white rum, with a taste reminiscent of coconut, almonds and mocha. Malibu Rum is a flavoured rum made with natural coconut extract, possessing alcohol content by volume of 21.0% (42 proof). Many cocktails are made using Malibu rum.How to SelectChoose sealed bottles and always check for leakage or damaged packaging.Culinary Uses• It is used for various sauces and marinades in cooking. • Malibu rums are commonly used in cocktails, while golden and dark rums are appropriate for drinking straight, as a brandy, or for use in cooking as well as cocktails. • Incredibly simple, and incredibly tasty. Fill a highball glass with ice - cubed or crushed, add rum and stir a bit.
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CFC Merino Worsted
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100% superfine merino wool in a versatile 4-ply worsted weight. This yarn is beautifully spun, with a firm twist and round shape, making it ideal for rendering crisp stitch definition. We love CFC Merino Worsted for everything, especiallycable-knit sweaters, warm blankets, hats, mittens, and chunky socks.
Available in all 9 signature colorways.
Yards: 215
Weight: 100g, 3.5 oz
Quantity: 10 skeins
Recommended needle size: US 8, 5mm
Care: Hand wash, dry flat
WSP: $15.60 per skein
SRP: $26.00 per skein
We ship packages via FedEx, and require stockists to provide us with a FedEx account number. Shipping cost can be estimated prior to shipping upon request, and will be charged to stockist's account at the time of shipping.
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Stockists who purchase $2,500 of yarn in a calendar year are given access to our exclusive handspun collection! Our chunky, thick-and-thin handspun yarns are customer favorites and come in three lovely colorways.


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Many years ago I attended a leadership workshop in Atlanta that forced me to take a stand. I was a young executive in the corporate world. Eager to learn.
In one exercise, the instructor told participants to walk around the room in groups of three.
The person in the middle of the group was expected to talk about something very important to them while walking with the two other people–one on each side.
Could be an idea, cause or point of view.
The people on each side were told to make negative, unsupportive or critical comments about that idea as the middle person was talking.
I was the middle person. Walking around a room filled with noise trying to be heard isn't easy, especially listening to negative comments in each ear.
It makes you want to speak louder. At one point, I was yelling!
The exercise was frustrating, but it helped me practice articulating ideas with more conviction than I had before. And it prepared me for those negative voices that creep into your head.
Those voices often come from people who are reflecting their own fears, insecurities, or lack of awareness. The criticism or push-back may come from people who feel threatened in some way.
Sometimes the most disempowering voices are self-generated.
As you grow in your leadership, it's natural to feel forces working against you.
When this happens, know it's not about you. People project what's going on inside themselves.
Many executives I serve have strong convictions they are trying to express.
They want to bring about important change in their organization or team. But they don't know how to do it.
Some have tried to "push" people through change (which never works). The determined leaders get louder and more forceful…and more frustrated.
If you're frustrated, that can actually be a good thing. It means you really care. Your commitment to being a change agent is evident.
Don't raise your voice. Raise your awareness.
Start by listening.
Let people know they are heard, really heard.
Not through surveys, but through conversations.
You can't mandate positive change. It's facilitated through inquiry.
Get curious about the people involved in the process. Understand their needs and wants.
You'll inspire change more easily.
PS: We've been working on some exciting projects to help executives who are transforming their organizations. Let us know if we can be of help to you.
If we have not met, I'd be happy to introduce you to WorkMatters services. Please contact me.


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Water bills look set to rise for thousands of families across the North East.
Northumbrian Water wants to ditch charging limits imposed by Ofwat. The industry regulator has now agreed to hear its case.
Northumbrian claims it has suffered changes to its income and has costs that were not included in Ofwat's calculations the last time it set its price limits.
It also wants to raise more from customers to cover the cost of investment needed for work including repairing leaks.
If the regulator agrees, Northumbrian customers' bills will go up in April 2004.
But consumer watchdog WaterVoice says some customers could pay £175 more over the five years.


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US far from winning in Afghanistan: McChrystal
February 7, 2010 Leave a comment
The commander of NATO and US forces in Afghanistan, General Stanley McChrystal, says the coalition forces are "not winning" the war in Afghanistan.
McChrystal made remarks at a meeting of NATO defense ministers in Turkey.
He told reporters in Istanbul on Thursday that he does not believe the allied efforts in Afghanistan has "turned a corner."
"I'm not prepared to say that we've turned the corner."
"I still will tell you that I believe the situation in Afghanistan is serious," McChrystal said on the sidelines of the Istanbul summit.
While US President Barack Obama was considering a troop surge last October, McChrystal had warned that the situation in Afghanistan was deteriorating and the coalition risked failure if it did not send more troops.
General McChrystal, however, claimed that US-led forces had made "significant progress" last year and set the stage for even more progress this year.
He noted that success in the war-weary country is something that is difficult to measure.
"This is all a war of perceptions. This is not a physical war in terms of how many people you kill, how much ground you capture, how many bridges you blow up," said McChrystal. Read more of this post


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Want to escape? Try lyrical, relaxing Indie rock music
A soft strumming of guitar … not quite electric sounding, but not acoustic either…
A deep beat imbedded into the background… hard to interpret, all blended together…
Lyrics quiet but perfect, if they are there at all…
The music is simple and complex, all at once. The beauty is in the little things. Nothing about it is enough to overwhelm you, but it is just enough to release you from the stress. As you listen, you begin to imagine a place where such tunes might take place. For me, that "place" is always peaceful. It's something like a beach hidden away and shaded by tall, arching trees…or maybe an old, cozy, wooden house hidden in a blanket of snow.
Every song is unique. Each song sounds like someone is singing live right in your ear. Listening is an immersive experience, like you're right there. You block out your own world and drift to some place else. Someplace perfect.
This is the music I listen to. It lets me relax and focus on the simple beats. I can finally get some work done. It lets me melt away from my world and focus on one thing alone. The stress melts away, and I can think.
This music, my music, "Indie Rock" music originated in the 1980s, and continued to be popular in the 1990s and 2000s (according to rockmyworld, a site that covers all styles of rock music). Indie is short for independent, meaning "outside of the mainstream." Because of this departure from the mainstream, most people haven't heard of (or listened to) Indie music.
Don't know much about Indie music? Maybe you know more than you think you do. Most people have heard of Arctic Monkeys, or Nirvana, a hugely popular band in the 1990s and the 2000s. You've probably seen somebody wearing one of those basic black tee shirts with a "Nirvana" logo on it. Most listeners wouldn't consider Nirvana Indie, but its simple components could make it qualify.
If you're not a fan of Indie music, then you probably haven't seen or heard of "Summer Salt," one of my favorites. Based in Austin, Texas, Summer Salt is an Indie band that has been around for almost a decade, and it is still making music today. They've released only three albums, and one single, not a ton of songs. The songs themselves are usually really short – usually two to three minutes, or really long – six to seven minutes. Each song is perfectly crafted.
Summer Salt describes itself (on its website) as having created "the perfect soundtrack for chillaxin' by the pool." Students agree. Anna Jones confessed she would listen to it if she were "in Hawaii."Student Lily Frey describes the band as "really calming, almost soothing." I felt this idea was spot on, as listening always calms me down when I need it.
Summer Salt defines its own influences as oldies music and "bossa nova," a style of Brazilian music focused on bringing out melodies. The oldies music referred to here is music similar to both rock and pop with influences of the past. According to Music Tech Student, most stylistic fingerprints of Indie include "a fairly light tone, often picked" and "sustained arpeggios with effects." Most backing vocals are male, which is significant in a world that seems dominated by female vocalists. All of these stylistic components are common not just in the music of Summer Salt, but also, in all Indie music.
As decades fade away, Indie music is fading, too. It's becoming less popular among younger generation. However, millions of Americans still listen. Even as new bands emerge and become popular among existing listeners, there are not many listeners left. It's time for music listeners to discover the serene beauty and intricate details of Indie music.


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Posted on January 18, 2019, by Travis Pulver
If you listen to Tom Brady talk, the world has counted the New England Patriots out already. But the general consensus is that the Patriots are no longer any good and they can't win despite their 12-4 regular season record and victory over the Chargers.
However, it is worth remembering that this is according to Brady. He expressed his thought on the subject after defeating the Chargers last week:
"Everyone thinks we suck, and we can't win any games. We'll see. It'll be fun."
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But is anyone really saying that? Or is anyone that actually knows a thing or two about football saying that? Because if they are, then they clearly do not really know a thing about the game. Otherwise, they would know that Brady has led the Patriots to eight straight Conference Championship games and 13 over the course of his career.
So, yeah– he's pretty good and so are the Patriots. They may not have gotten the job done quite like they have in year's past, but they got it done.
They would also know that 12 regular season wins is nothing to shake a stick at. So—is Brady listening to a bunch of morons that do not know a thing about football and making a big deal out of it? Or could he just be making a mountain out of a molehill?
More than likely, it's the mole hill thing. But why?
Because Brady and the Patriots are entering unfamiliar territory. For only the sixth time out of 14 total Conference Championship game appearances, they are playing on the road. Of the five previous trips, they lost their last three.
Not only that, but for the first time since the 2015 game against the Broncos in Denver, they are underdogs. The Chiefs are favored Sunday by three.
So, they aren't picked as the favorite to win by oddsmakers. That, along with those in the media and on social media who have predicting the demise of the Patriots every season for years, is fueling the whole 'we suck' an 'bet against us' thing the Patriots are trying to push.
But is any of the disrespect, real or just alleged, legitimate? Should the legion of fans the Patriots be concerned about their team when they face off against the mighty Kansas City Chiefs offensive juggernaut Sunday?
Patrick Mahomes is young and inexperienced, but he has done an incredible job in his first season as a starter in the NFL. With him at the helm during the regular season they had the No. 1 offense in total yards and scoring. He was second to only Ben Roethlisberger in passing yards (5097) but led the league by far in touchdowns (50).
When he was still fairly new to the NFL in Week Six, he torched the Patriots secondary for 352 yards and four touchdowns. To be fair, his two interceptions led to a 14-point swing in favor of the Patriots. So, while he had a really good game overall, his mistakes were costly.
But three months and 11 games later, it is probably safe to assume he has gotten better. Can the Patriots defense say the same thing?
It is hard to say. They looked great in the first half against a very good Chargers team last week. But they only held them back for a half. Is there any reason to think they can hold back a better Chiefs offense this week? In Week Six, the Chiefs scored on every drive but three, the two he threw interceptions on and one three and out.
Is Julian Edelman Right?
Patriots wide receiver Julian Edelman latched on to Brady's disrespect sentiment earlier this week and challenged people to 'Bet Against Us' and even sold t-shirts.
So– should you?
Much like the Chiefs, the Patriots scored on almost every drive back in Week Six. They missed on two, one that ended with a fumble and the other with a turnover on downs. So, there is no doubt that the Patriots can score on the lackluster defense of the Chiefs.
But can they get the two or three stops that they will need from theTh
Trusting them to do so is a little hard to count on. With how well the Chiefs offense has been clicking, the safer bet would be to take the Chiefs straight up. But if you are going against the spread take the Patriots (+3). This is going to be a high scoring game, but a close one (which also makes the over a safe bet(56)).


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National League South: Braintree 0 Wealdstone 4
PUBLISHED: 10:15 11 August 2019 | UPDATED: 10:27 12 August 2019
Wealdstone cruised to an impressive victory against Braintree Town at Cressing Road on Saturday afternoon.
A first-half own goal by Ollie Saunders, accompanied by second-half strikes from Danny Green, Jacob Mendy and Billy Clifford, meant Stones made it two wins from their opening three games of the new campaign.
The visitors started the more dominant of the two sides in the early periods and defender Connor Stevens was presented the first chance of the afternoon after nine minutes.
A fantastic right-footed cross from Nick Arnold located Stevens free in the penalty area and he guided his header goalward, prevented only by Michael Johnson's fingertip save.
Wealdstone dominated the opening phases of the game and took the lead in the 20th minute when Dennon Lewis jetted down the left, delivered a fierce low-cross which cannoned off Iron full-back Saunders and into the net.
The Stones could have doubled their lead less than a minute later when Lewis won the ball from Rob Harvey high up the pitch and elected to shoot at the near post but Johnson was equal to the strike and produced a strong save.
The upper hand was firmly with Wealdstone and midfielder Clifford almost capitalised in the 27th minute with an audacious half-volley from over 30 yards which was comfortably gathered by Johnson.
There was no letting up from the Stones and three minutes later talisman Ross Lafayette twisted and turned on the edge of the box before hammering a left-footed strike into the palms of Johnson.
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Lewis was becoming a creative catalyst as the game progressed and the former Watford forward almost found his scoring touch 10 minutes before the interval but again Johnson denied the Stones.
Boss Dean Brennan had said after Tuesday's defeat at Dulwich Hamlet that the Stones didn't create enough goalscoring opportunities, but that was certainly not the case this time around.
Five minutes before the half-time break, Lewis became the provider on the right-hand side and squared the ball low to Lafayette in the area before former Stone Josh Urquhart cut out the dangerous pass.
Lewis caused havoc in the first half for the Stones, with everything positive in attack going through the winger, and he almost found his scoring touch before the break but curled an effort wide of Johnson's far post.
An even start to the second half gifted the home side an opportunity to draw level five minutes after the break as Saunders tried to redeem earlier wrongs and jetted past Arnold but sliced his left-footed shot wide.
Braintree again looked to find an equaliser just before the hour, as substitute Alfie Cerulli controlled the ball in the penalty area before Tom Richardson fired straight at Norwich City loanee Aston Oxborough.
Just as the Iron began to create a couple of chances, Green doubled Wealdstone's lead in the 73rd minute as he collected the ball from Lafayette's backheel on the edge of the box and two touches later had beaten defender Jake Hutchings and keeper Johnson before slotting into an empty net.
A chance for a dramatic Braintree comeback became less likely in the 83rd minute when Stevens slid a through ball into substitute Mendy, who cleverly flicked the ball over the defender before his half-volley rustled the back of the net.
Two minutes later, the Stones concluded the contest in emphatic fashion as full-back Michee Efete's header found Clifford on the edge of the box and he composed himself before guiding the ball past Johnson into the bottom corner.
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From The Ichabod - Winter 2020
During her lifetime, Lydia Akumu Oika, bsn '02, was always a pioneer. In 1998, she moved to Topeka from her home in Nairobi, Kenya, to pursue a degree in nursing at Washburn University. She had never been to the United States – she had only done research at her local library.
After she arrived in Kansas, she regularly sent pictures back home, and three years later, her brother, Richard Ochieng, mba '03, bsn '09, joined her at Washburn, along with several other people from their African community.
"Everybody else came because she was there," Ochieng said. "She was looking for a place where cost of living is not that high, and she ended up with Washburn. She was the first in our family to come to America."
Sadly, Oika passed away in 2018 from brain cancer at the age of 40. She left behind a legacy of hard work and determination – as well as a thriving business she built from the ground up. If anyone knew about her potential for achievement, it was Ochieng, who recalled his sister's near-legendary dedication to her studies. In 2000, Oika was pregnant with her first child, but she wasn't willing to let anything stand in the way of her goals.
"She came back to class on Monday after giving birth to the baby over the weekend," Ochieng said. "Nursing school is that tough, and she did not want to drop out."
After graduation, she worked at a hospital in Topeka before moving to Bakersfield, California, as a travel nurse – but she quickly recognized she could take on a much larger role in filling hospitals' staffing needs. In 2005, she founded her own travel nurse agency, Century Health Services.
"In the beginning years, she had to also work as a nurse to supplement and pay her nurses," Ochieng said. "Her kids would barely see her at home. It was quite a rough start, but she believed in what she was doing, and she knew it was doable, so she did it."
Over the years, her business opened offices in multiple states and began staffing many of the prisons in California. In 2015, Century was voted the most successful minority and woman owned business by the Greater Bakersfield Chamber.
"To see somebody do something so neat – to be a minority woman and to establish a business – I just say rock on, Lydia," said Caren Dick, assistant professor, School of Nursing. "She did tremendous work in the School of Nursing, and I knew she would change the lives of whoever she encountered."
When Oika received her difficult diagnosis in 2017, her brother stepped in to help run the company. He plans to continue Century's upward trajectory in her absence, largely for the benefit of her two sons, Alvin, 19, and Andre, 15.
"She made it a very profitable business," Ochieng said. "She was able to do a lot – she had grown it to where we are able to staff hospitals in any state. It would be a shame to just let it go."
The Ichabod tells our story with features on alumni, faculty, staff, students and friends, along with the latest campus news. Read the 2020 fall edition online and look for it in mailboxes in October.
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This is our home. Come stay awhile.
Kamloops is located in the British Columbia Interior. You can get here easily from Vancouver - via a scenic 3.5-hour freeway drive through valleys, mountains, and grasslands - or a direct 50-minute flight from YVR.
Depending on the time of year you're in Kamloops, you can experience any one of our four distinct seasons. The spring months (March-May) feature steadily-rising daytime temperatures, cool evenings, and a little bit of rain or lingering snow. Summer months (June-August) here are hot and dry - with daytime highs capable of reaching 40ºC at the height of the season. Fall (September-November) sees a slow cooling of temperatures, a return of some rain - and even some snow at the higher elevations. Winter (December-February) is the coolest season - complete with snow, but daily mean temperatures are barely below zero degrees Celsius. This makes Kamloops a desirable year-round destination - and home to over 90-thousand people.
Different seasons also bring different recreational opportunities. From skiing and snowboarding in the winter, to boating, mountain biking, and beach-going in the summer, along with many year-round pursuits, there is always something to do in your off-hours while in Kamloops.
If you would like additional information about Kamloops and area, please visit the links below:
Tourism Kamloops
City of Kamloops
Venture Kamloops