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- Stephanie Hinds
From Cancerous to Cancer Free: How My Mom Won the Fight
When my mom first got diagnosed with cancer, I don't think I understood what it would mean for my family.
And certainly not for me.
I guess we were all a little naïve after her first diagnosis of colon cancer in 2011 didn't require chemotherapy. When she went for her checkup earlier this year, we anticipated the same result. But we were in disbelief when the doctor's told her she would need 6 months of chemo treatment for another type of cancer. In her liver.
Prior to her chemo treatment, she had to undergo a surgery to half 40% of her liver removed. Luckily, it is expected to regenerate itself within 5 years.
Liver cancer is actually one of the fastest growing cancer types in Canada, particularly increasing in men. However, the Canadian Cancer Society estimated that approximately 1,550 men and 490 women would be diagnosed with liver cancer in 2013.
My mom was one of them.
While social drinking and smoking are leading causes of liver cancer, my mom does neither of the two. And by that I mean she's never touched a cigarette and only drinks one glass of Bailey's a year!
You can imagine the frustration that comes from this. I see people who smoke a pack a day and are perfectly fine. But I learned, through this experience, that this is the wrong way to look at it. Rather, we just have to accept that this challenge has been given to us, and before we go looking for excuses and places to rest our blame and grievances, we should put that energy into fighting it.
It hadn't even really sunk in until my mom came home the first day of her treatment with a fanny pack attached to her. When I asked her what it was she said it was the "chemo cocktail".
She was strong for the first little while. Well, she was strong all the way through. But there were days when I saw her get weak, and it weakened me too.
There were days I would excuse myself and let tears fall silently in fear of what was next. I couldn't stand the days I would come home and see my mother unable to be her usual independent self, but still trying to be strong.
The last year, quite frankly, has just been an absolute rollercoaster for my entire family.
But somehow, we made it.
After 6 months of treatment, and 9 rounds of chemo, we got the news last week that my mom had been cleared of cancer.
I fell to the ground in disbelief, shock, and awe. I felt a weight I hadn't even known to be on my shoulders lift itself and I felt my life begin to piece itself back together, and the worry that rested in the cracks of separation dissolve.
Since then, my mom and I have come up with a list of all the things we learned going through this. We've narrowed it down and these are what we believe to be the things that made my mom a survivor.
Keeping in mind that although she won her fight, she was only 1 of the 490 estimated women who would get their diagnosis. We write this hoping that they too, can get some sort of hope from our own experience and come out a survivor, just as my mom did.
I watched a documentary earlier on this year that featured a woman who had been diagnosed with breast cancer. She said that a large part of her healing were her thoughts and her surroundings.
During her treatment, her family made it a point to make the household a very light and comforting place. They only watched comedies; no crime shows, no sad movies, they only watched things that would make them laugh.
She also said that she began every day with thoughts of healing. She would repeat "thank you for this healing" each and every day until she went back to the doctor only to find that she had been cleared of cancer.
When I told my mom this, we started practicing this as well. We stopped watching "CSI" and "Criminal Minds" and watched "Seinfeld" and "Mike and Molly" instead. She had a proclamation in front of her seat on the couch that said "Get up and fight! Life is waiting for you!"
And she fought. And she won.
When you believe in something so wholeheartedly, it's hard to imagine an outcome other than what you had imagined. I felt, for the weeks leading up to her final appointment, that I would get a phone call from her saying "I'm clear". And although I hadn't told her this, those were the exact two words she said to me after leaving the doctor's office that day.
One of the biggest challenges with cancer, or any illness for that matter, is for others to understand what the sick person is going through. For the first while, I felt that I shut my mom out whenever she tried to explain what she was going through. When I realized that I was doing this selfishly to create my own illusion that she wasn't sick, I started to ask her how she was feeling, even if it meant hearing the hard news.
You can't avoid reality just because it's easy. I think people set themselves up for all sorts of disappointment when they do this because it makes it harder to accept. By accepting the situation, despite the difficulty, we can actually deal with it.
By just sitting and listening to her talk about whatever she had to say, she was able to feel like she wasn't alone in her battle. And she wasn't.
I don't consider myself a very religious person, but I found myself on my knees multiple times throughout the process, praying. I asked for her to be healed, but I also asked for strength for both her and the rest of my family.
I think you find your faith in the hardest of times because you've got to have something to believe in, and certainly something to hold on to.
Overall, I can honestly say that the experience did more good than bad. Firstly, because we're optimists, we were able to extract the things that we learned, the love that we shared, and the closeness that this situation can bring to family if only they approach it properly and together. Secondly, because I've seen a strength I didn't know existed both in my mother as an individual and in my parents as a couple. In turn, that created a strength in me that humbled me and showed me the difference between things that matter and things that don't.
I hate to be cliché, but there is no other lesson greater learned through this experience than how short life really is.
My mom began to make a list of all the things she wished she had done before she was ill, and what she would do if she had been cleared of cancer. Now that she's better, we plan on accomplishing each one of those things upon complete healing.
My mom told me that the day she was diagnosed, she said to my father, "I know you didn't sign up for this." And my dad just laughed and said, "It's in the fine print."
I learned a lot about life, love, and family. And if you or someone you know is sick, allow yourself to be softened by the experience. Everyday I think about the people I met during her illness. I think about the nurses who made house calls at all sorts of hours just to make sure my mom was okay.
But most of all, I think of the people who gave me little pieces of hope and prayer along the way.
The strangers who stopped to acknowledge the cancer pins I would wear on my sweaters at work. Or the one lady who gave me her own pin and told me to hold on to it, smiling and saying it would bring us strength.
And it did.
Prior to this experience, I can't say I had much faith. In anything, really. But I feel that I view things differently. I believe in people more. I believe in things I didn't believe in before. And I believe in miracles.
Because my mom beat cancer.
To everyone who is fighting, has fought, or knows someone in the struggle please know that you are not alone. Our hearts are with you, our prayers and thoughts are with you, and we are with you.


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Canada's GDP grew by 3% in July as more sectors reopened
Canada's economy continued its recovery in July from the first wave of COVID-19, with the country's gross domestic product expanding by three per cent.
Statistics Canada reported Wednesday that all 20 sectors of the economy grew as businesses continued to reopen and tried to get back to some sense of normal after lockdowns in March and April.
Output in agriculture, utilities, finance and insurance businesses, as well as real estate rental and leasing companies, clawed back to where it was before the pandemic struck. Retail trade businesses accomplished the same feat the month before, in June. But despite July's growth, all other types of businesses still have yet to get back to their previous highs.
The biggest expansions in the month were in hotels/restaurants (up 20.1) and arts/entertainment/recreation (up 14 per cent), but those figures come off a very low base and are still facing the deepest slump versus year-ago levels, Bank of Montreal economist Benjamin Reitzes said of the numbers.
All in all, GDP was six per cent below February's level, Statistics Canada said.
The three per cent gain was in line with what economists had been expecting. It was about half as much as the 6.5 per cent increase seen in June.
While StatsCan is still calculating the final numbers, its early projection for August shows an expansion of just one per cent, which suggests that Canada's economic recovery is running out of steam as it appears a second wave of the virus is hitting some parts of the country.
TD Bank economist Sri Thanabalasingam said based on the July numbers, those fears are well founded.
"Slowing and uneven growth are indications that the Canadian economy is transitioning from the rebound phase to a more challenging stage of the recovery," he said.
"Even without restrictions, consumers and businesses may rein in spending activity in response to rising caseloads. The second wave is now upon us, and the course of the recovery will depend on our success in containing it."


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On Her Watch (Don't Tell #2)
The year is 2071 and all hell has broken loose. As the government tries to control the territories that were once the United States, an armed rebellion erupts . . .
AWOL from her military post, Lieutenant Liz Grant will do anything for the rebels she now calls friends. Her latest mission: return to the Beta Corps army and obtain classified information that could turn the battle in the revolutionaries' favor. There's only one problem: Commander Linc Cutler.
Strong, coldly handsome, and always in control, Linc is perplexed by the beautiful soldier brought in for questioning. He doesn't know if he believes her explanation for why she went missing. He only knows his intense sexual desire for her cannot be denied.
~ Forever Yours
Fluttering Thoughts:
Worldbuilding: The futuristic and dystopia-flavored wolrd of the Company returns, with some Freelanders territory sidedish and a lot of conflict&tension.
Characters: Liz was one of my favs from In His Command. In fact I liked her more than Cannon, for some reason. I loved the fact she's tough as nails, a skilled sniper, hardass and gutsy woman without coming off as annoying (which often happens for me, for some reason, lol). She's charismatic, very fun and outspoken (fowl-mouthed at times which I heart!), and a lover of diversity (always scores brownie points with me xD).
Linc was total heart-throb, I mean…Commander totally in control, hardass for sure, tough, fierce, with a good moral compass despite his upbringing (and vile father, might I add) and a total hottie. Roll your eyes as much as you want, you gotta admit a blonde toughass in uniform is freaking hot, okay? Lol! Shut up, totally is. Okay, I may have a thing for blonde hotstuds in uniforms, lol. But this guy is super charismatic despite the sort of antihero aura (*sigh* or more like due to it for me, lol).
They had awesome chemistry, the insta-attraction that develops into a love story while they're fighting for their lives and for everyone's freedom. Hot one on one, plentiful (xD) which is always a plus for me, and a touching romance too.
Favorite Character: Linc xD Aaaand I really love Leon.
Plot: Aside the romance arc, the whole Company – Freelanders struggle is gripping and I'm fully invested in following the series. Okay, the fact the next book is about Darke and Leon might sliiiightly influence me too, har~har.
Writing: First person, past tense narrative, Liz's POV. Yey for her awesome sense of humor and kickass one-liners!
Curb Appeal: Hot cover, hooking blurb – impulsive buy material, oddly enough, though I'm not usually very into Dystopia. But this is heavier on the romance / suspense kind of feel than all-doom-blazing-Dystopia, imo.
All in all, this was a great read, fun, full of tension and conflict, yummy characters and a whole lotta promising goodies for the next one coming out 😀 If you're into hot romance between kickass soldiers, diversity, struggles for freedom and delish antihero flavored heroes who end up winning you over irrevocably, do give this a read.
" Cursing the snow that blinded me, I swung the rifle over my back. Lost in the maze of alleys, I took a turn and stopped short. My breath froze in my chest. In front of me stood the Freelander, gun raised. I tried to backtrack, but my way was blocked by another one. Training their guns on me, they cornered me against a wall.
I could have taken them out. I knew exactly how to do it. Instead I swallowed the tears back up my throat, blinking away the ones burning my eyelids. Even if I had my gun in hand, I wouldn't pull the trigger against these people, who were only protecting their way of life. They could be anyone I knew. They could be Darke, or Micah, or Nate.
"I'm sorry," I whispered, prepared to die alone, a failure to the Revolution, my friends, my father.
I heard my name shouted before Linc blasted into the alley. I ducked out of the way. Guns went off above my head, but when I looked up, the Freelanders were still standing and so was Linc. I had only a second to note the frantic fury on his face before he pushed me behind him. I scrabbled for his arm, sure he was going to fire.
"Drop the weapons unless you want to meet your Maker right now." Harsh and cold, his voice sliced across the narrow alley.
Two soft plops sounded when they threw their guns into the snow at our feet.
"Now, get the fuck out of here unless you want to be taken to the Quad with your friends."
As soon as they scurried away, Linc locked on to me. He grabbed my arms, scanning me for injuries. He was making sure I was all right when I was anything but. I spoke through tears clogging my throat. "I'm sorry. I choked. I couldn't…"
He exploded in my face. "You choked? You nearly got yourself killed, Liz!"
Yanking away my helmet, Linc tossed it aside. As soon as he saw the tears—weak and worrisome—he curled me against him. "Jesus Christ." His voice was muffled against my hair. "This couldn't have been easy after everything you've been through. Maybe it was too soon to return you to duty."
I spanned his back with my hands, holding on to him. I'd never been one for coddling, but it felt good to be protected, even if it couldn't last.
When he withdrew, I asked, "Why didn't you shoot them?"
"It's not a good day for killing."
"It never is."
I saw the tug of his dimple before he picked up my helmet. Then he smiled, and it was so warm my heart fluttered. "Maybe we chose the wrong calling."
The lighthearted feeling fled when we trudged to the tanks. There were no deaths but plenty of casualties on both sides. The wounded and prisoners were loaded up while Linc and I took point. He kept looking at me so much I wondered if I had my uniform on backward. Or maybe a hair out of place. Perhaps my lipstick had smudged, as if I even knew how to apply it…
"I'm fine," I said.
"You are not fine." Hoarse from shouting, his voice rasped from his throat. He held my face between hands that were warm and firm. Our mouths were close enough to kiss, but only harsh words hissed from his lips. "Do you understand we are up against more than the rebels, Liz?"
I wasn't sure if he was trying to warn me and, if so, what that warning was. Only one thing was certain. I was getting under his skin as much as he was mine. "
About the Author & Links:
Rie Warren lives in Charleston, South Carolina, with her English artisan husband and their two small daughters–one an aspiring diva, the other a future punk rocker. Giving up paintbrushes for paper and pen, Rie began her writing career fifteen years ago with a manuscript of super epic proportions. Safely stored under a lace doily in a filing cabinet. Possibly in England.
A nocturnal creature, she adjourns to her woman cave each night in search of wondrous words, rich characters, and thrilling plots to keep readers turning the page. Whether writing contemporary, gay, or paranormal romance, Rie combines heart, heat, and humor with a sexy southern edge.
- Star-Crossed Lover Excerpt & Giveaway - Aug 7, 2018
- What Lies in Shadows by Siena Noble Giveaway - Jul 24, 2018
- Paranormal Book Recs by Jennifer Honeybourn & When Life Gives You Demons Giveaway - Jul 17, 2018


text: Updated for 21/22 is the "better half" to our Lassen Pullover. We took what we loved about the Lassen, gave it a feminine design, sustainable materials, and microfleece chin guard for good measure. 100% Polyester with DWR (PFOA/PFOS free) boasting 140g THERMOLITE® T-Down EcoMade Insulation means you have the best of both worlds with protection from elements and warmth. The Mesa can be worn alone as a day to day piece or layered under a shell on a storm day. Fabric: 100% Polyester Plain Weave. Fabric: DWR (PFOA and PFOS Free). Fabric: Bluesign® Approved and Standard 100 OEKO-TEX Certified. Insulation: 140g THERMOLITE® T-Down EcoMade. YKK® Zippers. Microfleece Chin Guard. Fit: New Standard Fit.


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NEW YORK (MarketWatch) -- In a vote of confidence for McDonald's Corp., analysts on Thursday said the fast-food giant's U.S. restaurants were gaining sales and Europe's operations were on the upswing.
Before the bell, Jeffries & Co. initiated coverage on McDonald's
Trott said launches of new products have been instrumental in the company's resurgence, citing the addition of premium salads, chicken items and McGriddles sandwiches.
Management has shifted the company's focus toward driving traffic into existing stores rather than relying on the opening of new eateries as the principal means for growth, Trott said.
"Apart from the near-term impact of increased beef costs, the U.S. business is in very good shape, while Europe is on the mend, with other markets also having experienced improved results in recent years," Trott's note said.
Separately, Piper Jaffray upgraded its rating on shares of McDonald's to outperform on Thursday, saying the proposals made by shareholder activist William Ackman are unlikely to come to fruition.
According to Piper analyst Peter Oakes, the hamburger chain's fundamental prospects are healthier at the moment than when he downgraded the stock last year. McDonald's is winning U.S. market share, and sales in Europe are expected to improve, he said.
Ackman, a private equity investor, on Wednesday called on McDonald's to spin off 20% of its company-owned restaurant group.
He proposed McDonald's file an initial public offering to sell the 20% of McDonald's Operating Co., a wholly owned subsidiary of the Oak Brook, Ill.-based company that's known as McOpCo. That separate entity would then sell about 1,000 of the 8,100 McOpCo units to other franchisees and continue to operate the rest.
McDonald's rejected the idea, one of several that have been floated in recent months.
Ackman's "pandering to the various constituencies, in this case shareholders, franchisees, suppliers, even management, in an effort to prompt the board to unlock value via financial engineering when the negative repercussions of his proposal are glossed over or assumed away," Oakes wrote in a note to clients.
Along with the upgrade, Oakes raised to $40 his price target on McDonald's, shares of which closed at $35.20, but hit a session high of $35.37.


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RACERS LOVE THE FIRST round of the year. Fresh start, everybody is level, hope springs eternal and all that.
March 20, a Saturday, sees the Mobil1 12 Hours of Sebring. This will be the 52nd straight running of the classic road-racing enduro on the venerable Florida airfield, and the opening of the IMSA American Le Mans Series' sixth full season. It is an important, prestigious happening with a lot of history and a play date in the sweet springtime of the year.
So why are so many fingers crossed about Sebring this time? Because of the political burden it now carries, courtesy of the rival series headquartered down the road in Daytona Beach. After Grand American's generally well-reviewed Rolex 24 Hour seven weeks earlier, sports car fans, the racers themselves, and especially their sponsors will be looking to see how hard the ALMS can counterpunch.
If sheer quantity of racing counts, Sebring swings hard. The 12 Hour itself, going from 10:30 a.m. to 10:30 p.m., is the single longest race of the nine-round ALMS season. A quarter of it runs into the night, a sound and light show lasting three magical hours. The whole show will be covered live on Speed Channel.
Add to that two separate opening rounds of SCCA's Speed World Challenge GT and Touring Series, which also will be part of all but one ALMS weekend this year. Then there are races in the Panoz GT Pro Series, the Formula Dodge National Championship, the Star Mazda series and the Cooper Tires Championship Series, plus a 90-minute SVRA vintage event.
Grand marshal is the indefatigable Carroll Shelby, who won Sebring several times as a team owner. Sir Stirling Moss will be there, too, along with the lovely little Cunningham OSCA he co-drove with Bill Lloyd to an upset privateer win over the Lancia factory organization exactly 50 years ago.
Privateers are the main story in ALMS sports car racing today. Hardly any factories remain directly involved. Last year's beautiful Bentleys are retired, and parent Audi, after four straight Sebring wins, has handed off to two independent teams: Florida dealership Champion (winner of three ALMS races last year) with one R8, and England's Audi Sport UK Team Veloqx, with two more of the 3.6-liter turbocharged roadsters. As last year, their strongest opposition should be the sportsmen Rob Dyson and Jon Field with their trio of smaller but very fast Lola B160s, also known as the EX257s. Dyson Racing, which scored an overall win in '03 and won the P675 class champion-ship, is retaining its original 2.0-liter turbo engines. Field's Interscope has more faith in the atmospheric 3.4-liter it changed to late last year.
|Corvettes will be the only factory cars in the GTS class. All the rest of the cars in the class will come from privateers. (Photo by LAT Photographic)
This year the Audi and Lola both run in the new LMP1 class, which combines faster cars from the former P900 and P675 categories. There are 12 such on the Sebring entry list, including a larger, older-style Lola, a Dallara, a Riley & Scott and a new Lotus Elise coupe. The Lotus is actually the only new car in P1, and it is a modified street car. As no real Prototypes built to the extensively revised 2004 Le Mans rules are yet available, ALMS has been allowed to grandfather its old-spec cars.
Speaking of grandfathers, one of the original, front-engined Panoz GT1 coupes has come out of the old folks' garage, though it has been updated to the technical level achieved by the thundering Panoz roadsters over recent years.
Older, slower P675s are now in the LMP2 class. Seven are entered at Sebring, all Lolas but for one Pilbeam, and once again all in private hands.
If you are looking for factory teams in GTS, you will find Corvette. Period. The twin C5-Rs are back to defend their '03 championship against privately entered Ferraris. But against different Ferraris.
Due to budget shortfalls, the Prodrive and Rafanelli 550 Maranellos are gone, replaced by Barron Connor Racing with a pair of 575 GTCs. Other contenders are two Saleen S7Rs and a lone Dodge Viper GTS-R for a total class entry of seven. GTS has been hailed as the coming center of the ALMS action, but the numbers are not there yet. In fairness, these days every other major sanctioning body—including NASCAR—also is struggling with car counts. But it only takes two good cars to make a great race, and the four-class ALMS program provides that many chances to have one.
GT is the fourth ALMS class, and it is still the largest, with 15 Porsche 911 GT3s to fend off three Ferrari 360 Modenas, two TVR 400Rs, a Panoz Esperante GT-LM and a Morgan Aero 8. The latter three marques are fielded by their factories, while Porsche lends some support to the class by supplying a few factory-contracted drivers. But here too, most teams are privateers.
While the inherently expensive Le Mans/ALMS sports car format is not attracting the automakers for which the ACO designed it, the more economical Speed World Challenge is rife with them. SCCA Pro Racing counts 15 makes as "represented," with full factory backing by Audi, Cadillac, Nissan and Volvo. The other brands listed are Acura, BMW, Chevrolet, Dodge, Ford, Honda, Mazda, Mercedes-Benz, Pontiac, Porsche and Saleen, with most helping their representatives to varying degrees. The two World Challenge races roll on Friday, March 19.
But Saturday's ALMS season opener is still the primary event of the weekend. And, in view of the unavoidable (because of Le Mans) 14-week break to round two at Mid-Ohio on June 27, IMSA must be devoutly hoping its springtime 12 Hour is especially memorable.


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Naturopathic Physician, Biomedical Ethicist, and Sexual Health and Wellness Educator
We are not merely a collection of symptoms meant for cookie cutter solutions… the type of healthcare we receive should be empowering of our uniqueness.
The type of healthcare we receive should be empowering of our uniqueness. I'm Dr. Sean Peter Horan (he/they), Naturopathic Physician, Biomedical Ethicist, and Sexual Health and Wellness Educator. I am passionate about providing the highest quality patient-centered care that meets you where you are at and honors your needs. No lectures. No paternalism. No shame or judgment. I want to be your collaborative partner in your health and wellness process and provide you with the tools to meet your needs. Let's take the next step in your health journey together,
I completed my medical training at the National University of Natural Medicine in Portland, OR in 2019 where I earned my Doctorate of Naturopathic Medicine (ND). I have trained extensively in both Conventional/Allopathic and Naturopathic Primary Care practices, as well as with OBGYNs, Midwives, and Pain Management practitioners to provide the highest quality primary care with the largest toolbox available. Prior to moving to Portland, I completed my graduate studies at the Alden March Bioethics Institute at Albany Medical College, in Albany, NY, where I earned a Master of Science in Biomedical Ethics (MS). My research was focused on reproductive health policy, and it was at this time that my passion for sexual and reproductive health needs began. Prior to this I earned my B.A. Summa Cum Laude in Philosophy and Comparative Religious Studies with focus on Ethics and Values from The College of St. Rose, also in Albany, NY.
I was born in Hartford, CT, but have lived a number of years of my life in a small city just north of Rome, Italy called Viterbo. It was here that my zest for the importance of diet and lifestyle focused preventive medicine began. It was also there that my love for complementary pain management began. I provide services in English and Italian and am currently working towards my medical Spanish certification.
When not seeing patients, you can find me teaching classes around the Pacific Northwest on topics related to sexual health and wellness and open relating styles, running on the trails around town, skating at Oaks Park, exploring local hot springs, at various ecstatic dance events and festivals, and searching for the tastiest foods Portland has to offer.
Sex Positive, Kink Aware, LGBTQ+ Informed, Trauma Informed, Body Positive, Poly Aware Professional
Health Interests and Services I Offer:
- Comprehensive Patient-Centered Primary Care
- STI Testing, PrEP Counseling, Sexual Health Optimization
- Mental Health Medication Management
- Gender Affirming Hormone Therapy
- Diet and Lifestyle Counseling
- Minor Surgical Procedures
- Substance Abuse Support
- Physical Medicine and Manual Manipulation
- Complementary Pain Management Therapies
- Advanced Directives and POLST Counseling
- Telemedicine
Insurance Accepted:
- PacificSource
- Moda
- Providence
- Aetna
- Regence Blue Cross Blue Shield
- United Health Care
- HealthShare/ CareOregon (OHP/Medicaid)
To learn more visit my website at www.DrSeanHoran.com


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Did His Latest Gun Mishap Force Dick Cheney to Dance with 'Indian Maidens'?
Dick Cheney took a trip to Wyoming / the 1950s over the weekend, participating in an annual antelope hunt. Don't worry: his gun misfired — which everyone had a good laugh about before apparently dressing up like Native Americans and dancing.
Dick Cheney took a trip to Wyoming / the 1950s over the weekend, participating in the One-Shot Antelope Hunt, an annual event that hearkens back to a time when men were men and Native Americans and women played key supporting roles. Don't worry: Cheney's gun misfired — which everyone had a good laugh about before apparently dressing up like Native Americans and dancing.
The Huffington Post noted the story from K2TV ("Wyoming's news leader"), focusing on Cheney's ammo problems. The contest is basically what it says: teams of three competitors get one shot to try and kill an antelope. If they do so, they get a point. If they miss, they don't.
But this is not the weirdest part of the whole thing! Nor is the fact that Cheney helped a good cause by offering a signed "first addition" (K2TV, come on) of his book In My Time for the auction — a donation which earned the non-profit Water For Wildlife $26,000 to address the effects of drought on wild animals. Cheney, you may remember, was vice president for eight years in an administration that actively blocked national and international efforts to curtail the climate change that contributed to the massive drought that choked the West last year. Also, we talked to a scientist who pointed out that one good way to help save the lives of antelopes is to not try to shoot them to death. Maybe Cheney was just doing his part to save the antelope by using dud ammo, who knows.
Here is the weirdest part of the event. Allow us to quote from the web site for the One Shot Past Shooters Club, a separate fraternal organization for those who have participated in the event.
After the hunt, at the Saturday evening Victory Banquet, team members tell packed audiences at the Lander Community Center why they did or did not collect their bucks with one shot each. … The evening ends with members of the winning team dancing with the Shoshone braves while the others are relegated to dance with the Indian maidens in a traditional Round Dance.
"Relegated." The official website for the hunt has an image from a past hunt, below, showing the losing team — including Wyoming's governor and a sitting senator — dressed up as "Indian maidens" at some point in the late 1980s. Whether or not this is still the custom, with the former vice president dressing up like a Native American woman (giggling the whole time, no doubt), is unclear. But as you can see above, a few lucky gentlemen got to try on headdresses.
In case you had forgotten, Cheney's daughter Liz is running for Senate in the state. K2TV's intrepid reporter tried to get an interview with the former VP, but came away with only "he is very proud of his daughter." And the feeling is no doubt mutual.
Photo: Cheney, this weekend; two governors stand with a Native American man at the event, 2009. (Still from YouTube, photo from One Shot Antelope Hunt website.)


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Mansfield 66/67 Trailer (2017)
Trailer for the documentary Mansfield 66/67.
Who could resist cheering for Jayne Mansfield -- the punk Marilyn Monroe and the ultimate atomic-era sex-positive kitten-gone-berserk -- as she navigates the cultural and spiritual landscape of a quickly changing world.
Defined by her hunger for publicity, she was impossible to categorize though the headlines her life inspired certainly tried: Can A Sex Siren Be A Good Mother, Love Goddess With A Jinx, the Smartest Dumb Blonde...
Welcome to Mansfield 66/67, a true story based on rumor and hearsay, where classic documentary interviews and archival materials are blended with dance numbers, performance art and animation, elevating a tabloid tale of a fallen Hollywood idol into a celebration of the mythical proportions of a true original we can't help but live to love more each day.
2 min 2 sec
Posted On
October 02, 2017
P. David Ebersole
P. David Ebersole
April 2, 2017
Ann Magnuson
Richmond Arquette
Kenneth Anger
A.J. Benza
Sue Bernard
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Talbots Inc. on Tuesday named Chris Jackson as senior vice president of apparel, design and development.
Jackson will be responsible for designing all of the apparel under the Talbots label, including misses, petites and women's, the company said.
"Chris' appointment reinforces our strategy to become a design-led organization, focused on delivering compelling merchandise assortments that build on the classic heritage of the brand," said Trudy Sullivan, president and chief executive officer.
Jackson will be based in the company's New York creative studio and will report to Michael Smaldone, chief creative officer.
Jackson has 18 years of product design and development experience. He previously served as senior vice president of design for the Calvin Klein bridge and better sportswear collections and spent nine years as design director for DKNY's women's collections. He also held design roles at Anne Klein, French Connection and Nautica.
"I have long admired Talbots' strong classic brand and am excited to be joining Michael's creative and talented team in refreshing this great brand," Jackson said.


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There are a lot of fans out there who will tell you that 32-year-old Minnesota Twins first baseman Joe Mauer is on the decline. Some will even point all the way back to 2011 when Mauer hit just .287 with three home runs and 30 RBI after being limited by injuries for half of the season.
But say whatever you want; Minnesota's hometown hero hasn't seen his skills drop off just yet, and last night's tie-breaking home run in the 13th inning against the Pittsburgh Pirates is just one example of why he should still be one of the league's most feared hitters.
Mauer led the Majors in on-base percentage right after a terrible 2011 season and went on to hit .324 the year after that. Last season was clearly another forgettable one for Mauer, who was once again plagued by injuries, but he's been a huge part of the Twins success so far in 2015.
This doesn't seem true at first glance when you look at the stats. Mauer is batting a whooping 34 points below his career average and he has only managed to hit a single home run, but there are still so many things that the catcher turned first baseman has been doing so well. A quarter of the way through the 2015 season, Mauer is currently on pace for 97 runs batted it. That would be a career high for the six-time All-Star, who drove in 95 runs while hitting 28 home runs during his MVP season in 2009.
The disappearance of most numbers might catch your eye, but in the end driving in runs is all anybody can ask of a franchise player. With just one home run on the season, Mauer still has more RBI's than Mike Trout, Alex Rodriguez, Hanley Ramirez and Luis Valbuena, all of whom sit amongst the top-ten in the American League in home runs.
Why is Mauer driving in so many runs this year? He's hitting the ball when it counts. Mauer has a .382 batting average with runners on base and a .419 average with runners in scoring position. Mauer is also 4-for-5 (.800) with the bases loaded this year.
Mauer's overall numbers might not grant him a shot at another MVP award, but they are helping the Twins win baseball games. Now a quarter of the way through their season, the Twins woke up this morning with a game-and-a-half lead for the second American League wild card spot and within striking distance of the division lead.
Joe Mauer is still a hitter that pitchers should know and fear. He is even more of a threat with the rest of Minnesota's lineup playing well around him.


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Article Title
Declining Fertility in a Religious Isolate: The Hutterite Population of Alberta, Canada, 1951-1971
Document Type
A demographic profile of the Alberta Hutterite population is presented from data of the 1971 Census of Canada. Changes in the age and sex distribution, and marital status are demonstrated by comparisons with the North American Hutterite population of 1951 described by Eaton and Mayer (1953). Several estimates of fertility, based on the 1971 age and sex distribution, indicate that the Hutterite crude birth rate declined from 45.9 per thousand in 1950 to 38.4 per thousand in 1971. Additional estimates indicate a similar decrease in age-specific fertility of Hutterite women. A number of factors which may have contributed to the decline in fertility include a later age at marriage, an increase in the frequency of never-married women of reproductive age, and lower marital fertility. It is estimated that the Hutterite mean age at marriage has risen from 22.0 years to 24.9 years for females; and from 23.5 years to 26.0 years for males between 1950 and 1971. The percentage of Hutterite women over the age of 30 who remained unmarried rose from 5.4% in 1950 to 14.8% in 1971. The Hutterite rate of natural increase declined from 41.5 per thousand in 1950 to about 35.5 per thousand in 1971.
Recommended Citation
Laing, L M.
"Declining Fertility in a Religious Isolate: The Hutterite Population of Alberta, Canada, 1951-1971,"
Human Biology:
Vol. 52:
2, Article 13.
Available at: https://digitalcommons.wayne.edu/humbiol/vol52/iss2/13


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After three years of development, the National Bank of Cambodia has revealed the technical details of its upcoming blockchain-based payments system dubbed 'Project Bakong' this month. Cambodia's central bank began developing Project Bakong since 2017, and is seen as a high-tech relaunch of the Khmer Riel, which is the kingdom of Cambodia's official currency but is significantly lesser used by the people in favor of the US dollar, according to the recently published whitepaper.
Tag: cambodia
Blockchain and 5G to Transform The Developing World
The biggest topic in the mobile industry over the last few years has been 5G. In an industry that has been starved for innovation in this interregnum between the launch of the iPhone and the full-scale integration of next-generation technologies like augmented reality, artificial intelligence and blockchain, the introduction of the 5G network has become…


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Elon Musk's master plan hinted at the possibility of a VW style minibus.
When it comes to outrageous Tony Stark-esque plans for future technology, Elon Musk pretty much has the market cornered. Whether it be through one of his famous Twitter announcements or a more traditional press conference, the billionaire founder is known for pushing technology forward in a way few other men could. So when Musk briefly mentioned plans for an electric minibus in his Tesla Master Plan, we began to wonder if such a vehicle would ever come to fruition. Well, it appears as though Musk is seriously considering it.
Rumors surrounding future Tesla models are constantly circulating. The only car rumors that are more omnipresent are those about the potential for a future Apple car. But in this case it would seem as though the rumors are true - Tesla is planning on building a minibus. The Tesla minibus will be built on the same platform as the Model X, which makes sense considering the two vehicles will be of relatively similar size and weight. Musk confirmed the rumor via Twitter, also stating that the potential for people density is quite high, which is just a clever way of saying the minibus will be able to carry a lot of passengers.
However, it will likely be many, many years before we see any concrete evidence of a Tesla minibus if we ever see one at all. We have a feeling that the success or failure of the Model X will play a large part as to whether or not Tesla bets big on reviving the minibus. Until then, you could always go buy a VW Retro Van.


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Service is our passion and we cannot do it without you. Help today, your donation is appreciated. You may make contributions to NCB. Crossroads branch Account No. 234757954
The Golden Age Home
3 St. Joseph's Avenue Kingston 03 Telephone: 1(876) 928-10171(876) 928-43121(876) 618-0021
Mr. Errol Greene J.P. - Chairman of the Board
Mr Errol Green is the Regional Director of the Western Regional Health Authority and the former CEO of the Kingston Public and Jubilee Hospitals. He functioned in the capacity of Secretary Manager of the St. Thomas Parish Council during the period July 2004 to February 2014. He also held the office of Town Clerk (Chief Executive Officer) at the Kingston and St. Andrew Municipal Corporation (KSAC) from 1999 up to the time of his movement to the St. Thomas Parish Council.
In July 2004, Mr. Greene worked at the Kingston City Centre Improvement Co. where he served as the CEO. In June 2005 he was asked to assume responsibilities as Manager Pro Tem of the National Solid Waste Management Authority. His secondment ended in September 2007 when he returned to the KSAC. A recipient of the Governor General's Achievement Award, Mr. Greene is a Justice of the Peace for the parish of Kingston. He is a Board Member of the Lay Magistrates Association of Jamaica.
Deputy Chairman of the Board Chair of the Governance and Human Resource Committee
She is the Director of Human Resource Management and Development at the Accountant General's Department and formerly served as Director of Human Resource Management at the Ministry of Justice and at the Ministry of Health.
She serves as Chair of the Governance and HR Committee (A Committee of the Board of Directors).
Mrs. Sabrina Cross - Warner J.P. (Director) Company Secretary
Mrs. Warner currently functions in the capacity of Company Secretary on the Board of Directors of GAH. She is a 2018 Chevening Scholar, a Principal's Honor Roll Graduate of the Norman Manley Law School and former Associate of the Commercial Litigation and ADR Department of the Law Firm, DunnCox. She is currently the Legal Officer of the Jamaica Post.
An avid believer in nation building, Sabrina is a member of inter alia the NIDS Legal and Regulatory Working Groups and JAMBAR's Commercial Law and Civil Practice Committees. She also serves as a Justice of the Peace, Founding and Executive Director of the Paris is Love Foundation and Director of UWI Sickle Cell Trust.
In pursuit of her desire to contribute to the strengthening of local laws and practice relating to commerce, corporate governance and compliance with international best practices, Sabrina is now pursuing a Masters of Law in International Commercial Law, at UCL. A travel enthusiast, Sabrina enjoys visiting new countries and spending time with her husband and daughter.
Mrs. Marsha Henry-Martin - Permanent Secretary of Parent Ministry
Mrs. Marsha Henry-Martin is the Permanent Secretary in the Ministry of Local Government and Rural Development.
Ms. Susan Moore - Director of the Board
Ms. Moore started at Food for the Poor (FFP) as the Director of Health Care in 2008 but now holds the post of Director of Recipient Services at FFP, where she manages units such as social outreach and project development, among other services available to those who receive aid from the institution. She has been a volunteer with the Jamaica Red Cross for over thirty (30) years and is now a Vice President.
Ms. Moore also has experience working in the field of HIV/ AIDS and was fortunate to be selected as the Jamaican Mentee for the Mentorship Programme in the Trans Continental HIV AIDS Research Initiative (TCHARI). This facilitated the opportunity to be a Planning Committee Member & Co-Chair Scholarship Committee Caribbean HIV/AIDS Conference held in the Bahamas.
Her journey of service has also taken her to many places at an international level to share in the work that's taking place.
Rev. Whitson Williams J.P. - Director of the Board
Mr. Williams worked as a Survey Draftsman at the Ministry of Housing. He experienced a dramatic conversion in 1965 and later went to England where he graduated from Church Army College for Evangelists in London and was awarded the Inter-Diocesan Certificate.
He returned to Jamaica where he served in the St. Margaret's Cure of Churches. In 1979 he became a Priest and served in the St. Andrew Anglican Core of Churches.
He became Chairman of five (5) School Boards and has been a J.P. since 1983. Since 2003, he is the Rector of the St. Matthew Church, Allman Town and now serves as a Director of the Board.
Mr. Fabian Brown J.P. - Director of the Board
He is the Executive Director of the Paediatric Cardiac Centre and Chief Executive Officer of Value Added Services. He is an organisational specialist whose passion is Youth, Social and Community empowerment.
As an entrepreneur he is actively engaged in processes of change and transformation management, using innovative means of communication and behaviour modification methodologies.
Mr. Brown is a professional service quality trainer and is skilled in the areas of strategic and project management, event planning, and protocol and logistics management and continues to provide a value added experience in every capacity he is called to serve. Mr. Brown is a serving Justice of the Peace for the parish of St. Andrew.
Mrs. Dione Jennings - Director of the Board
Dione White-Jennings has served the Public Sector for twenty four (24) years where nineteen (19) of those years have been associated with the Vineyard Town Golden Age Home in varying capacities. Mrs. Jennings is the Chief Technical Director - Social Security in the Ministry of Labour and Social Security, currently on special assignment to the Jamaica Council for Persons with Disabilities.
She is the former Permanent Secretary (Acting) in the Ministry of Local Government and has held other positions within that same Ministry.
Some of these include: Acting Director General, Senior Director of Local Government Administration and Community Services. She also held the post of National Youth Development Officer in the then Ministry of Education, Youth and Culture. Mrs. Jennings has served on several Boards including The Early Childhood Commission, the National Council for Senior Citizens, Jamaica Council for Persons with Disabilities and continues to serve through her knowledge and competencies including in the areas of Governance, Management, Human Services, Social Policy, Administration and Project Management.
Director of the Board
Mrs. Hyacinth Robinson has worked eight years at the Golden Age Home and was later appointed Company Secretary in 2008. She is currently a member of the Optimist International Club and holds the Office of Past Distinguished Lieutenant Governor.
She also serves as the Justice of the Peace for Kingston Chapter and is the founding member of the Friends of the Golden Age Home. She is also a member of the Jamaica Association of Secretaries.
Mr. Robert Hill J.P. (Director) - Town Clerk of KSAMC
He has also led and managed local and international development projects and has worked tirelessly to improve the lives of the citizens of Kingston & St. Andrew through the major initiatives that have been embarked upon by the KSAMC. He has also participated in several local and international fora and was awarded the prestigious International Visitor Leadership Program (IVLP) Scholarship from the United States Department of State which focused on State and Local Governments.
Ms. Pearl Barrett O.D. (Director) Chair of the Social and Regulatory Committee
She worked at the Kingston and St. Andrew Corporation (KSAC) and in December of 1968 she went to work at the Poor Relief Department.
Here she dedicated 29 years of service in aid of the Poor and Destitute. She was promoted to Deputy Inspector of the Poor in 1975 and was later appointed Inspector of the Poor in 1997.
She currently serves as the Chair of the Social and Regulatory Committee (a sub-committee of the Board of Directors and also sits as a member of the Board of Supervision).
Lt. Col. Desmond Clarke O.D. J.P. (Director) Chair of the Audit Committee
He is Secretary for Ex Services and the General Secretary of the Jamaica Legion. He serves also as a Director of the National Council for Senior Citizens, Director of the Parish Aids Committee and a member of the Jamaica Combined Cadet Force.
Lt. Col. Clarke served in the capacity of Administrator for the Golden Age Home for the period 1985-2006 and serves as Chairman of the Audit Committee (A Committee of the Board of Directors). He also serves as a Justice of the Peace and is a recipient of the Governor General Award "The Order of Distinction" (OD).
Mr. Matthew Smith Barrett J.P. (Director) Chair of the Finance and Resource Mobilization Committee
Mr. Smith-Barrett is the Director of Management Accounting (Budget) at the Jamaica Customs Agency. He has had the distinguished pleasure of serving as the youngest director in that organization along with his tenure as a Director on the Board of the Golden Age Home, which he has held since 2012. He currently sits as the Chairman of the Finance and Resource Mobilization Committee, and also sits as a member of the Governance Committee of the Home. He holds a Master of Science Degree in Accounting from the University of the West Indies and a Bachelor of Science Degree in Business Administration."
Dr. Pauline Weir J.P. - Director of the Board
She is formerly the Senior Medical Officer of Kingston & St. Andrew Health Department. She later became the Medical Officer for South East Regional Health Authority (SERHA) in St. Catherine Health Department. She is currently a member of the Jamaica Anaesthetists' Association, Medical Association of Jamaica, American Public Health Association and sits as a member of the Advisory Committee of the University of Technology.
She is the Past Chairperson for the Correctional Services Compassionate Release Committee for Inmates with health conditions and a Past Board member for Andrews Memorial Hospital.
She is also a Justice of the Peace (J.P.).In December 2012 she was presented with the medal for contribution to the development of health and emergency services by the Governor General of Jamaica.
Mr. Lawrence Madden - Director of the Board
He is a Management Consultant with specialist skills in Social Entrepreneurship and Non-profit Development and Management. He has served in Jamaica and the UK as a leading Professional in Christian relief and development serving the poor and needy in countries around the world.
During his distinguished career he has served on a number of Boards in the Private, Public and Non-profit Sectors. He previously served as Senior Director of Food for the Poor and also as Chief Executive Officer of The Jamaica Agricultural Society.
He is currently the Chairman of Reconciliation Ministries International and Caribbean Director of the International Charity "Somebody Cares". He is also a motivational speaker, trainer and coach."
Mrs. Mavis Farquharson (Director) Inspector of Poor – Poor Relief Department
Mrs. Farquharson is currently the Inspector of Poor for the Kingston & St. Andrew Corporation (KSAC). She has been in Social Work for the elderly for over twenty nine (29) years at the Emergency Operations Centre. She is an active member in her community and a member of the Seventh Day Adventist Church.
Mr. Hodine Williams J.P. (Director) Legal Counsel for the Board
Mr. Williams became a member of the Board on August 10, 2016. He has mastered the technical disciplines of economics, management and law, whilst maintaining his creative bent through process re-engineering, painting, and karate.
He holds degrees in Management and Economics, and law. He has a wealth of experience in the Government Service, holding offices as Assistant to the Auditor General, Legal Officer at the Ministry of National Security, and now Crown Counsel at the Office of the Director of Public Prosecutions.
For over a decade Hodine has applied his skills in the private sector working in the financial sector, hospitality, and engineering, he has also pursued his own private business ventures.
Mr. Williams is a serving Justice of the Peace for the parish of Kingston. He is involved in several local and international charities and has also given back as a mock trial coach in the advocacy programme at the Norman Manley Law School. He is best characterised as a critical thinking optimist.
Mr. Andrew Swaby (Director) Councillor for the Vineyard Town Division
He is the Councillor for the Vineyard Town Division and has represented this division within the Municipality of Kingston and St. Andrew since 1998. In April 2012 he served as Deputy Mayor for KSAMC.
Mr. Adrian Smith - Director of the Board
He is a Fellow of the Organization of American States (OAS), and a member of the Jamaica Institute of Architect. He was employed at the UDC in 1998 where he functioned in the capacity of Computer Aided Design Manager and Architect.
He later worked at the Ministry of Local Government in 2003 as a Snr. Executive Architect. He also designed the 2nd phase of Open Arms Drop in Centre in 2007. In 2011 he designed the prototype of a small cluster unit to be used as the new model for the Hanover Infirmary.
Designs were also done for the Falmouth Fire Station in 2007 and the Tie Wing and Laboratory at the Andrews Hospital in 2011.
Ms. Claudette Crooks (Director) Chair of the Special Projects Committee
Ms. Crooks has been the President and Director of Money Masters Limited for approximately twelve years, since it was founded in 2007.
Ms. Crooks' experience spans both the capital markets and commercial banking. She has operated at a senior level since 1994 in various organizations. She is a Director of Today's Money Limited and the Laro College of the Americas.
She is a graduate of the UWI where she achieved her Executive Master's Degree in Business Administration and a BSc. in Management Studies. She has one daughter.
Cllr. Alvin Francis O.D. J.P. (Director)
Chair of the Poor Relief (Policy) Committee
He was appointed as Chair of the Poor Relief (Policy) Committee in January 2017. He is one of Kingston & St. Andrew Municipal Corporation (KSAMC) longest serving career councillors. He is a recipient of the Governor General Award "The Order of Distinction" (OD) for outstanding service to Community Development and a Justice of the Peace.
His political career began in the local government fraternity under the JLP as Councillor for the Kintyre Division in 1981 through to 1984 Gordon Town Division for which he is serving his fifth consecutive term (2003 to present).
He has served on many boards including Hope Institute, Chest Hospital, Maxfield Park Children's Home and currently he serves on the Rural Agricultural Development Authority (RADA).


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As the Chairman, I have overall responsibility for implementing corporate governance within Dillistone Group Plc (the "Company" or "Dillistone"). Working with the Company Secretary, I am responsible for our corporate governance statements. The Board is collectively responsible for setting the tone and culture of the Group and promoting good corporate governance.
Dillistone has adopted the Quoted Companies Alliance Corporate Governance Code (the "Code"). At Dillistone we believe in good corporate governance and accountability and we make robust corporate governance part of our culture and business values.
I have therefore set out below how the Code is applied by the Group, and where the Group departs from the expectations set by the Code. Adopting the Code in September 2018 was a significant change in our corporate governance. Where we do not fully comply with the expectations of the Code we say so, and we review our position regularly. When preparing our Annual Report we also review and report any significant changes in our corporate governance over the previous 12 months. During this process we review our governance framework, and consider whether it should evolve further in line with our growth. Our primary means of communicating our corporate governance structure is through our Annual Report and our website disclosures. Where specific questions are raised by private individual shareholders and institutional investors, we engage directly with those shareholders, generally through the Finance Director and the Chief Executive Officer. Where appropriate I engage directly. I have set out below how the Board is led, its responsibilities, our risk reporting, governance structure and engagement with stakeholders. I believe in robust corporate governance, which is key to the long-term success of the Group - by helping to improve performance and mitigate risk.
Finally, a word about our corporate culture. We seek to promote openness and respectfulness in all our dealings. Simply speaking to and engaging with our staff regularly, which our Directors and senior management all do, is a good means of eliciting feedback and gauging how our values are promoted throughout the business.
Giles Fearnley Chairman
1. Establish a strategy and business model which promote long-term value for shareholders.
The board must be able to express a shared view of the company's purpose, business model and strategy. It should go beyond the simple description of products and corporate structures and set out how the company intends to deliver shareholder value in the medium to long-term. It should demonstrate that the delivery of long-term growth is underpinned by a clear set of values aimed at protecting the company from unnecessary risk and securing its long-term future.
In light of Covid-19, the Board has taken the view that until any material business risk from the pandemic is behind us, our objectives would be revised so that we can successfully navigate the crisis. We will strive to ensure that we exit the current crisis in a strong position with products that meet the needs of clients. Consequently, our focus will be to:
The Group's strategy evolves over time, responding to changes in the market and as the Group itself grows. The key challenges and risks faced by the business are included in the annual report.
The business operates through one division, Ikiru People.
Ikiru People supplies products and services to the staffing industry. This covers everything from retained executive search technology through to tools to facilitate the hiring of temporary staff, pay and bill, from pre-employment skills testing through to a B2C platform that allows executives to share information with executive search firms.
There is a 3 year rolling process of business planning throughout the Group, within a framework and structure set by the Board. For new projects or products, a 5 year horizon may be used. The Group seeks to deliver long term growth and value to shareholders and other stakeholders and its strategy evolves over time as the Group grows. The Executive Directors through the Chief Executive Officer are responsible for executing the strategy once agreed by the Board. The Chief Executive Officer is also responsible for reporting on business strategy, operational performance, risks and other significant developments at Board meetings.
2. Seek to understand and meet shareholder needs and expectations
Directors must develop a good understanding of the needs and expectations of all elements of the company's shareholder base. The board must manage shareholders' expectations and should seek to understand the motivations behind shareholder voting decisions.
The Board recognises its primary role of representing and promoting the interests of the Group's shareholders. The Board is accountable to shareholders for the long-term performance and success of the Company. The Chief Executive and Finance Director offer to hold meetings with institutional shareholders and private client brokers to discuss and review the Group's activities, strategies and performance. Investor feedback from these meetings is provided by the Group's NOMAD. The Chief Executive Officer and Finance Director also make themselves available to speak to potential institutional shareholders. These meetings and discussions give the Board an opportunity to gauge shareholder feedback and expectations.
A RNS is published after the AGM to announce the resolutions passed at the AGM. In 2020, all resolutions were put to a poll and the results published through an RNS announcement.
3. Take into account wider stakeholder and social responsibilities and their implications for long-term success
Long-term success relies upon good relations with a range of different stakeholder groups both internal (workforce) and external (suppliers, customers, regulators and others). The board needs to identify the company's stakeholders and understand their needs, interests and expectations.
Where matters that relate to the company's impact on society, the communities within which it operates, or the environment have the potential to affect the company's ability to deliver shareholder value over the medium to long-term, then those matters must be integrated into the company's strategy and business model.
Feedback is an essential part of all control mechanisms. Systems need to be in place to solicit, consider and act on feedback from all stakeholder groups.
The Board recognises its prime responsibility under UK corporate law is to promote the success of the Group for the benefit of its members as a whole.
Our customers are essential to our business and we seek to maintain long-term relationships with our customers. Ikiru People operates a system of key account managers whose role is to communicate with them and ensure close liaison, in addition to the day-to- day communication that occurs with every customer contract. Customer feedback is considered at operational meetings, and our services evolve accordingly. Senior executives have frequent discussions with key customers and regular newsletters and other mailings are used to inform customers and potential customers.
One of our key performance indicators is the universally recognised Trustpilot review/score. Clients are invited to leave feedback via this service automatically after each interaction with us.
Our staff are key to the business and the Directors recognise the need for engagement with employees. Regular staff meetings are held to update staff on current matters. With around 80 people, it means that Directors and senior management staff are relatively accessible to all employees. We also encourage engagement of staff in the business through share schemes and the Group runs a Sharesave scheme for all UK employees.
We develop long standing relationships with our bankers and keep them regularly updated as to how the business is performing. We also seek to maintain long term relationships with key suppliers.
The Board also understands that it has a responsibility to consider, where practicable, the social, environmental and economic impact of its approach.
4. Embed effective risk management, considering both opportunities and threats, throughout the organisation.
The Board needs to ensure that the company's risk management framework identifies and addresses all relevant risks in order to execute and deliver strategy; companies need to consider their extended business, including the company's supply chain, from key suppliers to end-customer.
Setting strategy includes determining the extent of exposure to the identified risks that the company is able to bear and willing to take (risk tolerance and risk appetite).
The Board undertakes a regular and robust assessment of the effectiveness of the Group's risk management framework at least annually. Each Board meeting includes an agenda item on risk and consideration is also given to whether any new risks have been identified. The latest annual summary of the significant risks and uncertainties is contained in our Annual Report. We do not have a formal risk committee.
Our internal governance and reporting structure, for example through our monthly operational meetings and financial reporting, provides a key and effective risk management tool. Divergences from expected financial and projected performances are discussed in detail and remedial action taken where possible. Operational meetings are attended by members of the executive team.
The Group takes external advice from its advisors on significant matters, and also tries to ensure that it has qualified staff who understand key risk issues.
5. Maintain the board as a well-functioning, balanced team led by the chair.
The board members have a collective responsibility and legal obligation to promote the interests of the company, and are collectively responsible for defining corporate governance arrangements. Ultimate responsibility for the quality of, and approach to, corporate governance lies with the chair of the board.
The board (and any committees) should be provided with high quality information in a timely manner to facilitate proper assessment of the matters requiring a decision or insight.
The board should have an appropriate balance between executive and non-executive directors and should have at least two independent non-executive directors. Independence is a board judgement.
The board should be supported by committees (e.g. audit, remuneration, nomination) that have the necessary skills and knowledge to discharge their duties and responsibilities effectively.
Directors must commit the time necessary to fulfil their roles.
The Board exercises full and effective control over Dillistone Group. There is a formal schedule of matters reserved specifically for its decisions, relating to strategy, finance, risk, operations and governance.
The Board delegates certain functions to its three principal committees, the Audit Committee, the Remuneration Committee and the Nomination Committee.
Details of the members of the Board are set out below and further biographical details are on our website or in the annual report.
J S Starr
The Chairman leads the Board, while the Chief Executive Officer is charged with managing the Group's business. The roles of the Chairman and Chief Executive Officer are distinct.
The Code expects an appropriate combination of executive and non-executive directors. Our split is between five Executive and one Non-Executive Directors who is also the chairman.
The Chairman and the Board collectively believes this split between its Executive and Non- Executive Directors is appropriate in the current circumstances and will consider the employment of a further non executive director once the pandemic crisis has passed. This composition continues to provide the expertise, breadth of experience and independence of thought needed, while maintaining efficient Board meetings.
The Group considers that its Non-executive director is independent as discussed above. The Board considers its composition appropriate for an AIM-quoted Group of its size, market cap, and individual circumstances, although this is kept under regular review.
The Board meets at least five times each year and has adopted a formal schedule of matters specifically reserved for decision by it, thus ensuring that it exercises control over appropriate strategic, financial, operational and compliance issues. At these meetings the Board reviews trading performance, ensures adequate financing, sets and monitors strategy, examines investment and acquisition opportunities and discusses reports to Shareholders.
The meeting attendance record will be included in future annual reports.
Currently one third of the Board submits itself for re-election at each AGM as part of the Group's formal retirement by rotation policy. Under the current Articles every Director must offer himself for re-election every three years. We consider a re-election every three years appropriate for all Directors, which is not in line with the Code's suggestion of annual re- elections. Giles Fearnley, Jason Starr, Alex James and Julie Pomeroy have served on the Board for more than 9 years; despite serving the Board on a long term basis, the Directors individually believe that they act objectively in their respective roles and can act with sufficient independence.
All Directors are given full and timely access to all relevant management and accounting information. All Directors are able to seek independent professional advice in the course of their duties, at the Group's expense. If any Director has concerns regarding unresolved business issues, they are entitled to require the Company Secretary to minute their concerns.
Formal terms of reference have been agreed for all Board Committees.
The Board reviews trading and operational performance regularly. Divergences from expected performance are followed up promptly and rigorously. Monthly management accounts are prepared and distributed to members of the Board. Operational management accounts are also produced and circulated to operational management.
6. Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities.
The board must have an appropriate balance of sector, financial and public markets skills and experience, as well as an appropriate balance of personal qualities and capabilities. The board should understand and challenge its own diversity, including gender balance, as part of its composition.
The board should not be dominated by one person or a group of people. Strong personal bonds can be important but can also divide a board. As companies evolve, the mix of skills and experience required on the board will change, and board composition will need to evolve to reflect this change.
Directors who have been appointed to the Company have been chosen because of the skills and experience they offer. Full biographical details of the Directors are included under the Management section on the website.
The Board considers itself sufficiently diverse when considering the background, knowledge and experience that each individual member brings to the Board. Where Board appointments are made the whole Board is involved. One member of the Board is female. Board appointments and appointments are made solely on merit. Subsidiary directors are considered by the remuneration committee and the Board.
Paul Mather
With a degree in Physics, Paul has worked in a variety of roles in Voyager Software before becoming operations director in 2003. Voyager was acquired by Dillistone in 2011. Paul is now responsible for Group operations globally and holds a GDPR qualification
Directors are encouraged to keep their skills up to date by attending appropriate courses or by being members of other boards where new skills and ideas can be learned. The Board keeps under review the strength and depth of its senior management to ensure they have the skills required. Succession planning is discussed as part of the annual appraisal process.
7. Evaluate board performance based on clear and relevant objectives, seeking continuous improvement.
The board should regularly review the effectiveness of its performance as a unit, as well as that of its committees and the individual directors.
The board performance review may be carried out internally or, ideally, externally facilitated from time to time. The review should identify development or mentoring needs of individual directors or the wider senior management team.
It is healthy for membership of the board to be periodically refreshed. Succession planning is a vital task for boards. No member of the board should become indispensable.
The Group undertakes regular monitoring of personal and corporate performance using agreed Key Performance Indicators and detailed financial reports.
The Board evaluated its own performance in 2019 with the next evaluation due in 2021. The evaluation was led by the Chairman. The assessment considered the following areas:
It also evaluated its balance of skills, experience, independence and knowledge of the business, as well as its diversity.
The Board does not expect to undertake an annual independent evaluation as recommended by the Code. A two-yearly internal evaluation is considered appropriate given the smaller size of the Board and regular day-to-day contact between Board members.
The Chairman prepares the board evaluation questionnaire and assessment criteria drawing on their experience of running evaluation programmes at other quoted companies.
Directors' performance is formally reviewed by the chairman annually.
The Board keeps under review the strength and depth of its senior management. Succession planning is discussed as part of the annual appraisal process.
8. Promote a corporate culture that is based on ethical values and behaviours
The board should embody and promote a corporate culture that is based on sound ethical values and behaviours and use it as an asset and a source of competitive advantage.
The policy set by the board should be visible in the actions and decisions of the chief executive and the rest of the management team. Corporate values should guide the objectives and strategy of the company.
The culture should be visible in every aspect of the business, including recruitment, nominations, training and engagement. The performance and reward system should endorse the desired ethical behaviours across all levels of the company.
The corporate culture should be recognisable throughout the disclosures in the annual report, website and any other statements issued by the company.
Our corporate values of openness and respect, set by the Board, seek to promote good corporate behaviours. The Group operates in international markets and is mindful that respect of individual cultures is critical to corporate success.
The Group has an anti-bribery policy and has implemented adequate procedures described by the Bribery Act 2010.
The Group has undertaken a review of its requirements under the General Data Protection Regulation, implementing appropriate policies, procedures and training to ensure it is compliant. A senior member of executive team has a GDPR practitioner certificate and also an internal committee has been established to help manage data risk and compliance.
9. Maintain governance structures and processes that are fit for purpose and support good decision-making by the board.
The Company should maintain governance structures and processes in line with its corporate culture and appropriate to its:
The governance structures should evolve over time in parallel with its objectives, strategy and business model to reflect the development of the company.
The Board sets the Group's strategic aims and ensures that necessary resources are in place in order for the Group to meet its objectives. All members of the Board take collective responsibility for the performance of the Group and all decisions are taken in the interests of the Group.
The Chairman leads the Board, while the Chief Executive Officer is charged with managing the Group's business. The roles of the Chairman and Chief Executive Officer are distinct.
Jason Starr
BOARD COMMITTEES OVERSIGHT We have two main Board committees; an Audit Committee and a Remuneration Committee. The Board as a whole makes up the Nomination committee. Their responsibilities are summarised below:
Audit Committee
Remuneration Committee
In 2017, a separate Information Security committee was formed and meets monthly. A Data Protection Officer has been appointed.
Further details of the Group's corporate governance arrangements are provided within this Corporate Governance section of the website. The appropriateness of the Company's governance structures will be reviewed as the Company evolves.
10. Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders.
A healthy dialogue should exist between the board and all of its stakeholders, including shareholders, to enable all interested parties to come to informed decisions about the company.
In particular, appropriate communication and reporting structures should exist between the board and all constituent parts of its shareholder base. This will assist:
It should be clear where these communication practices are described (annual report or website).
The Board recognises its primary role of representing and promoting the interests of the Group's shareholders. The Board is accountable to shareholders for the long-term performance and success of the Group. The Chief Executive and Finance Director offer regular meetings to institutional shareholders and private client brokers to discuss and review the Group's activities, strategies and performance. Investor feedback from these meetings is provided by WH Ireland. The Chief Executive Officer and Finance Director also make themselves available to speak to potential institutional shareholders. These meetings and discussions give the Board an opportunity to gauge shareholder feedback and expectations.
A RNS is published after the AGM to announce the resolutions passed at the AGM. In 2020, all resolutions were put to a poll and the results published through an RNS announcement.
In conjunction with the Group's Nomad and other financial advisers we distribute news in a timely fashion through appropriate channels, to ensure that shareholders are able to access material information about the Group's progress.
Regular newsletters are sent to customers and potential to keep them updated. Communication channels exist between our clients and our various product management teams to ensure products are developed in a manner sympathetic to their needs.
Regular staff meetings are held to keep them informed about developments in the business and for issues to be raised.
Details of RNS announcements and copies of annual and interim reports are contained within the accounts and RNS sections of the AIM Rule 26 area of our website.
Approved by the Chairman, Giles Fearnley, and by the Board.
Section review 10 February 2021


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As a prominent manufacturer of Barrel Pumps, we strive to bring consistent improvements to our array. Since the beginning we have tried very hard to produce pumps whose quality is in compliance with global standards. Barrel Pumps that we offer are manufactured by our experienced as well as expert team, who design them in a manner that they ensure smooth regulation. We are very well as aware of their application and usage, which we keep in mind while designing and manufacturing the range.
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How To Market Accounting Services Successfully
Have you been wondering how to market your accounting services? Nowadays, accountancy firms are benefiting hugely from effective marketing strategies through their website and digital platforms. Many business owners often overlook how to market accounting services successfully; promoting services online means that your business can reach a much wider audience beyond your existing clients. The first impression many potential clients and prospects have is through your website, meaning that you need a professional, user-friendly website that offers something unique to your competitors. Much like stepping into an office, you want your visitors to feel welcome, providing clear direction in how to find the services they are looking for, and an aesthetically pleasing structure.
When using a digital marketing agency such as Audeo, we will be able to help form a digital marketing strategy that reaches your ideal clients. Through extensive keyword research, we will be able to reach your target market for relevant search terms in the services you offer, meaning that your website pages are appearing in front of the right audience. This will increase your website traffic, build brand recognition and result in high-quality leads.
5 Top Tips On Marketing Accounting Services
#1. Website Design
When you are looking at how to market accounting services successfully, your top marketing efforts should be updating your website. If you have a website that does not follow brand guidelines or reflect your identity, you will lose connection with visitors quickly, resulting in a high bounce rate. A thoughtfully designed website will engage visitors and increase conversions; without a professional website, you can lose a huge amount of clients within seconds of landing on your website. Users will judge you on how well you treat your website, if you are not putting effort into your own business then this will create a lack of trust in putting their own business in your hands. Whilst not only is the feel and functionality of your website essential, but also how you incorporate SEO elements throughout.
Investing in SEO (search engine optimisation) as an accounting firm will allow your services to rank at the top of search results pages for relevant search queries. This online marketing tactic can seem daunting to businesses, but the long-term benefits on ROI are huge. There are many SEO elements to focus on, here are some tips on how Audeo tackles a few:
Keyword Research
Through keyword research, we are able to see what your competitors are ranking for, the volume of searches for specific search terms, and their difficulty to analyse which are worth targeting. Once we have this data, we will be able to start creating SEO driven content to share on your website through both services pages and blog posts.
Link Building
Generating backlinks, structuring internal links, and including outbound links are an essential part of any SEO campaign. Link building is a huge ranking factor for your domain authority, and by gaining backlinks Google will see your website as trusting and credible allowing you to climb up rankings. Through internal linking, your site can establish structure and clear navigation; this helps Google index your web pages and creates a better user experience.
#3. Content Marketing
Successful marketing involves engaging, eye-catching content creation for visitors and current clients. Through content being shared regularly, you can build relationships with clients and add value to them beyond the sale. This loyalty ultimately increases conversions through positive word of mouth, trusting in your services, and content being shared across social media platforms. At Audeo, we are able to provide your accounting firm with a content marketing plan tailored to your target audience, using multiple techniques and methods:
Blog Writing
Blogs are a great way to increase your visibility online. Writing on relevant accounting topics, providing tips and insights, and sharing case studies will all increase your website traffic. At Audeo, we can drive content through SEO elements, and have writers experienced in creating content in multiple styles for a variety of sectors.
Graphic Design
Visuals are highly engaging and can be a great way to communicate information across in a variety of formats. Infographics, fact cards, slide shares, and videos can all be uploaded to your website allowing visitors to digest information in new ways; then being shared further across social platforms to reach a wider audience. When marketing accounting services for firms, videos can be highly effective in introducing your team and their ethos, whilst getting a friendly face in front of the brand for visitors to see.
#4. Email Marketing
Marketing accounting services through an email marketing campaign allows connections to be made through a more personal format. When generating an organic email list, you can use your objectives to drive the copy and content shared. It is essential that you have an equal balance between building relationships with your recipients and including sales-driven content through promotional copy and CTAs (call to actions) to relevant landing pages. Recent studies have suggested that as many as 87 percent of marketers use email marketing to disseminate their content; making email the 3rd most popular distribution channel!
#5. Social Media Marketing
Increasing engagement levels across various social platforms will affirm your business in the accounting sector and build on website traffic. By sharing content regularly, you can keep followers in the loop and connect with potential clients directly. A great way that accounting firms can use social media is by sharing fact cards involving tips or updates on tax topics, along with testimonials from happy clients to gain the trust of your followers.
Contact Audeo To Market Your Accounting Services
Here at Audeo, we specialise in marketing for the financial sector and provide a range of digital marketing packages depending on your specific objectives. Through our vast variety of marketing tactics, experience in building several businesses from the ground up and commitment to helping businesses grow, we can guarantee to have your firm form an online presence resulting in leads. Contact us today via our online form or email hello@weareaudeo to hear more about our accounting marketing services and relevant case studies.


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Please note! The image represent the release, not the actual item you order. Any significant differences will be explained in the condition and/or in the description below
Swedish pressing, printed inner sleeve. Featuring a.o. Leslie Knauer, later lead singer in female hard rock band "Precious Metal" in the mid/late 80:s.
A1 Caught In A Web
A2 Ooh Baby I Like It
A3 Lucky In Love
A4 Leslie's Song
A5 Jets & Copters
B1 Bad Guys
B2 I've Got The Real Thing
B3 Singing Girl
B4 Toby Jug
B5 Rampage


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|Publication Type
|Journal Article
|Year of Publication
|Andersen, KG, B Shapiro, J, Matranga, CB, Sealfon, R, Lin, AE, Moses, LM, Folarin, OA, Goba, A, Odia, I, Ehiane, PE, Momoh, M, England, EM, Winnicki, S, Branco, LM, Gire, SK, Phelan, E, Tariyal, R, Tewhey, R, Omoniwa, O, Fullah, M, Fonnie, R, Fonnie, M, Kanneh, L, Jalloh, S, Gbakie, M, Saffa, S, Karbo, K, Gladden, AD, Qu, J, Stremlau, M, Nekoui, M, Finucane, HK, Tabrizi, S, Vitti, JJ, Birren, B, Fitzgerald, M, McCowan, C, Ireland, A, Berlin, AM, Bochicchio, J, Tazon-Vega, B, Lennon, NJ, Ryan, EM, Bjornson, Z, Milner, DA, Lukens, AK, Broodie, N, Rowland, M, Heinrich, M, Akdag, M, Schieffelin, JS, Levy, D, Akpan, H, Bausch, DG, Rubins, K, McCormick, JB, Lander, ES, Günther, S, Hensley, L, Okogbenin, S, Schaffner, SF, Okokhere, PO, S Khan, H, Grant, DS, Akpede, GO, Asogun, DA, Gnirke, A, Levin, JZ, Happi, CT, Garry, RF, Sabeti, PC
|Corporate Authors
|Viral Hemorrhagic Fever Consortium
|Date Published
|2015 Aug 13
|Africa, Western, Animals, Biological Evolution, Disease Reservoirs, Ebolavirus, Genetic Variation, Genome, Viral, Glycoproteins, Hemorrhagic Fever, Ebola, Humans, Lassa Fever, Lassa virus, Murinae, Mutation, Nigeria, RNA, Viral, Viral Proteins, Zoonoses
The 2013-2015 West African epidemic of Ebola virus disease (EVD) reminds us of how little is known about biosafety level 4 viruses. Like Ebola virus, Lassa virus (LASV) can cause hemorrhagic fever with high case fatality rates. We generated a genomic catalog of almost 200 LASV sequences from clinical and rodent reservoir samples. We show that whereas the 2013-2015 EVD epidemic is fueled by human-to-human transmissions, LASV infections mainly result from reservoir-to-human infections. We elucidated the spread of LASV across West Africa and show that this migration was accompanied by changes in LASV genome abundance, fatality rates, codon adaptation, and translational efficiency. By investigating intrahost evolution, we found that mutations accumulate in epitopes of viral surface proteins, suggesting selection for immune escape. This catalog will serve as a foundation for the development of vaccines and diagnostics. VIDEO ABSTRACT.
|Alternate Journal
|PubMed ID
|PubMed Central ID
|Grant List
|R01 AI114855 / AI / NIAID NIH HHS / United States
HHSN272201000022C / / PHS HHS / United States
HHSN272200900018C / AI / NIAID NIH HHS / United States
1DP2OD006514-01 / OD / NIH HHS / United States
U19 AI109762 / AI / NIAID NIH HHS / United States
K99 HG008179 / HG / NHGRI NIH HHS / United States
HHSN272200900018C / / PHS HHS / United States
HHSN272201000022C / AI / NIAID NIH HHS / United States
U19AI110818 / AI / NIAID NIH HHS / United States
HHSN272200900049C / AI / NIAID NIH HHS / United States
DP2 OD006514 / OD / NIH HHS / United States
U19 AI110818 / AI / NIAID NIH HHS / United States
HHSN272200900049C / / PHS HHS / United States
Cell DOI:10.1016/j.cell.2015.07.020
Clinical Sequencing Uncovers Origins and Evolution of Lassa Virus.
Recent Broad Publications
News at the broad
News / 11.29.22
News / 10.27.22
News / 12.7.22
News / 12.8.22


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Delivery, Installation & Moving
Delivery & Installation
We have a fleet of vans and trucks and our own trained installation crew to provide our clients with prompt delivery and efficient merchandise set up. There's no need to hire additional service contractors to install panels, set up furniture, or move employees. Our installers have experience with all the major office panel systems.
Some projects require moving people (or entire departments) from one part of the building to another. We understand the growing pains many companies go through, and we're here to help. It doesn't have to be within the same building though. We move people from one building to another, one complex to another, even one town to another. Whatever your moving needs are, we have the equipment and manpower to do it.
Sometimes companies find their current office furniture set up does not meet their needs anymore. R-Squared can work with you to redesign your space, and get the most value out of the furniture you already own. We can provide supplemental product for most major office furniture manufacturers.


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Did you ever have the experience of being a child in a store with your parent, and then wandering into another aisle and losing them? Each second of being lost feels like an eternity, as your heart beats faster and panic begins to set in. Thankfully, these stories usually end quickly and happily, with your parent finding you or a store employee helping to reunite you within a matter of minutes.
Despite its brevity, many people who have had this experience can recall it vividly, even decades later, because it was scary and emotional. But for hundreds of children, this experience doesn't just last for a few minutes, it can last for weeks or months, causing significant emotional and psychological trauma.
The Department of Homeland Security has implemented a policy of separating children from their mothers and fathers when they arrive at the US/Mexico border, in an effort to deter migration. The United States Conference of Catholic Bishops (USCCB) has spoken strongly against this policy, with Most Reverend Joe S. Vásquez, Bishop of Austin and Chairman of the USCCB's Committee on Migration stating:
"Rupturing the bond between parent and child causes scientifically-proven trauma that often leads to irreparable emotional scarring. Accordingly, children should always be placed in the least restrictive setting: a safe, family environment, ideally with their own families."
Fr. Tim Graff, Director of the Office of Social Concerns for the Archdiocese of Newark, recently stopped by Morning Air® to discuss the border policy and the effect it has on children.
"How do we deal with children of trauma from migration?" Fr. Graff asked. "We have school psychologists on it, we have social workers on it because it's a whole new field, almost, these children dealing with so much trauma."
Fr. Graff explained how the trauma doesn't start at the border, as the journey to America can be especially traumatic for children, but that this new policy compounds the trauma these children face.
"The children are dealing with trauma already coming up," he said. "And then the trauma of being in a new culture, and then the trauma of separation. So they are going through a triple trauma all at once. And these are the most vulnerable of people, our children. Think of how vulnerable your own children are, but picture them going through these experiences."
In addition to the trauma that this policy inflicts on families, it shows the result of dehumanizing immigrants. And history tells us that dehumanizing entire groups of people can pave the way for such evil acts as slavery, the holocaust, and abortion.
"My own cardinal, Joseph Tobin, was the first bishop up to comment on [the new border policy] and he said that the new policy was consistent with 'cardiosclerosis' – a hardening of the American heart, said Fr. Graff. "We have given permission to hate. We have given permission to judge in an unhealthy way. And somehow this has become OK. Somehow this has become a moral stance. And somehow we have forgotten love of God and love of neighbor."
"The bishops are really speaking out on this as a moral issue," he continued. "This is something we need to pay attention to, because these are our brothers and sister in Christ. These are not numbers, these are not statistics, these are people. And the more we hear their stories, and the more we hear what they go through, the more it is able to touch our own heart, no matter what we think in terms of immigration policy."
Listen to the full conversation with Fr. Tim Graff below:
Morning Air can be heard weekdays from 6:00 – 9:00 a.m. Eastern/3:00 – 6:00 a.m. Pacific on Relevant Radio® and the Relevant Radio App.