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Home › Press Release › The Rookie: 2×18 "Under the Gun" Press Release
The Rookie: 2×18 "Under the Gun" Press Release
by Sandi — April 28, 2020 — Comments Off on The Rookie: 2×18 "Under the Gun" Press Release
OFFICERS NOLAN AND HARPER ARE ON LOCKDOWN ON AN ALL-NEW EPISODE OF
ABC'S 'THE ROOKIE,' AIRING SUNDAY, APRIL 26
"Under the Gun" – Officers Nolan and Harper are tasked with escorting four juvenile offenders to a Scared Straight program at a correctional facility that quickly becomes a riotous situation. Meanwhile, Nolan is uncertain about his relationship with Grace after she fails to introduce him to her ex-husband on an all-new episode of "The Rookie," airing SUNDAY, APRIL 26 (10:00-11:00 p.m. EDT), on ABC. (TV-14, DLV) Episodes can also be viewed the next day on demand and on Hulu.
"The Rookie" stars Nathan Fillion as John Nolan, Mekia Cox as Nyla Harper, Alyssa Diaz as Angela Lopez, Richard T. Jones as Sergeant Wade Grey, Titus Makin Jr. as Jackson West, Melissa O'Neil as Lucy Chen and Eric Winter as Tim Bradford.
Guest starring in this episode is Harold Perrineau as Detective Nick Armstrong, Ali Larter as Dr. Grace Sawyer, Jasmine Mathews as Rachel Hall and Matthew Glave as Oscar Hutchinson.
"Under the Gun" was written by Terence Paul Winter and Elizabeth Davis Beall, and directed by Tori Garrett.
Alexi Hawley is writer and executive producer. Mark Gordon, Nathan Fillion, Michelle Chapman, Jon Steinberg, Bill Norcross, Terence Paul Winter and Rob Bowman are executive producers on the series. "The Rookie" is a co-production with Entertainment One (eOne) and ABC Studios. ABC Studios is a part of Disney Television Studios, alongside Twentieth Century Fox Television and Fox 21 Television Studios.
The Rookie: 2×17 Control Episode Stills
The Rookie: 2×19 "The Q Word" Press Release


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Key strategy: Marketing is essential to grow craft beer in Japan. | COURTESY OF SANKTGALLEN
Food & Drink | Cultivating Craft
Perseverance pays off for SanktGallen Brewery
by Jeremy Wilgus
Online: Apr 06, 2019
For many, the story of Japanese craft beer starts in 1994, the year when tax laws were altered to allow smaller breweries to enter the field. One company, SanktGallen Brewery, managed to get a head start on the rest of the domestic industry by exploiting an almost absurd loophole in Japan's strict regulations.
Named for the Swiss brewery that received one of Europe's first official brewing licenses, SanktGallen began producing craft beer a full year before Echigo Beer was granted the first microbrewing license in Japan.
"My father first experienced craft beer in California," says Nobuhisa Iwamoto. "He was stunned by the aroma and flavor, and wanted to make something similar here in Japan."
The head of a frozen dim sum company, Mitsuo Iwamoto applied to open a brewery in Japan in 1991, only to be told that laws made it impossible. Refusing to give up, he found that it would be easier to make beer in America and import it back to Japan, an approach that landed him mentions in Time and Newsweek magazine articles about regulatory difficulties facing Japanese entrepreneurs.
In March, 1993, the Iwamotos opened their San Francisco-based brewery, Cafe Pacifica, as well as a small pub in Roppongi. SanktGallen craft beers from America, as well as non-alcoholic versions brewed in Japan in accordance with tax laws, were available at the pub.
When the laws changed, the Iwamotos jumped on the chance to begin brewing in Japan, opening their first Japan-based brewery in Atsugi, Kanagawa Prefecture, in 1997. They closed both the American brewery and Roppongi pub to focus on brewing. The timing, though, was off, and the ji-bīru (local beer) craze was already dying. By 2001, due to Mitsuo's declining health and a drop in sales, the Iwamotos were unable to meet their tax obligations and closed their company.
Nobuhisa refused to give up, applying for licenses and loans to start again. Each time, banks told him "you're an Iwamoto, no way." Finally, in 2003, Nobuhisa managed to get a new SanktGallen brewery up and running. "I have no parent company behind me. SanktGallen is an entirely independent company," Nobuhisa says with a smile. "We meet the American definition of craft beer."
Chasing a dream: Nobuhisa Iwamoto worked tirelessly to get a second SanktGallen Brewery up and running. | JEREMY WILGUS
For the first few years, Nobuhisa ran a very tight ship, just squeaking by. In 2006, he hired Miki Nakagawa, who immediately jumped into the marketing driver's seat, getting SanktGallen's name into magazines and newspapers across Japan.
That year, Nobuhisa brewed something new, an Imperial Chocolate Stout, that would appeal, he thought, to beer maniacs. With its chocolatey aroma, Nakagawa decided to market it as a Valentine's Day gift. On the day of release, the silence was deafening, and no one seemed to be buying it. Then, just three days later, the beer was sold out. Through Nakagawa's public relations efforts, a report on the beer had landed the top spot on Yahoo News, driving sales through the roof.
The next year, the Yokohama branch of upscale department store Takashimaya asked to carry the beer. This time, the beer was featured on TV programs, leading to lines forming at the department store by 8 a.m. and, once again, the beer quickly sold out. Now, SanktGallen releases three annual stouts and one yearly special edition, usually featuring an experimental flavoring. In 2018, they produce a one-off stout using the popular Chinese dessert annin dōfu, and this year they released a chocolate banana stout.
SanktGallen has developed a number of business partnerships, including one with soccer team Shonan Belmare, which named SanktGallen's Shonan Gold, brewed with a local variety of oranges, as the team's official beer.
"Many brewers in Japan don't seem to want to market their beers," Nobuhisa says, "but craft needs to grow in Japan, and marketing is an essential part of that." Standing in the SanktGallen he started, next door to the original brewery, he says he wishes his father, who passed away in 2005, could see it now: "Beer was his last dream, and I wish he was alive to see what SanktGallen has become."
For more information on SanktGallen, visit sanktgallenbrewery.com. This is the seventh installment of "Cultivating Craft," a monthly series exploring the history and evolution of the craft beer scene in Japan.
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redpajama_set_name: RedPajamaCommonCrawl


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'DWTS' Pro Lindsay Arnold Takes Charge of Her Dance Career
Photo credit: Mathieu Young/FOX.
The first season I ever covered So You Think You Can Dance was Season 9 where Lindsay Arnold exploded onto the dance scene. Lindsay, along with childhood friend Witney Carson, ushered in a new era of ballroom dancers on the FOX show.
Both of them landed on Dancing With the Stars in Season 16, but they took different paths. Lindsay was paired with boxer Victor Ortiz while Witney started in troupe. Lindsay's pro-dancer journey had a bump in the road that inspired a terrific life lesson and even greater success the second time around.
More: What Could Season 29 of 'Dancing with the Stars' Look Like?
She's found ease with each subsequent partner — Alek Skarlatos, Wanya Morris, Calvin Johnson Jr. and Season 24 partner David Ross — that has made her a DWTS fan favorite. Lindsay has worked hard for her success and she doesn't take the career opportunities for granted.
Dance Dish: What do you remember about that moment with Witney Carson at Green Mile on So You Think You Can Dance when you found out you were both in the Top 20?
Lindsay Arnold: Honestly, when you said that, my heart started pounding a little bit faster. That moment was one of the most stressful moments of my life. I think now I realize how much more stressful it was. Back then; I didn't recognize what could come from that. That moment changed my life. It changed my career.
It was hard because Witney and I were always competing against each other and always compared to each other. Going into SYTYCD, we knew that we were similar. We were the two blondes from Utah who were both ballroom dancers. Neither one of us thought that we were both going to make it.
We knew one of us was going to make and we were going to support each other either way. But when we were told both of us were making it — that was the craziest moment. I'm so grateful it happened that way.
We grew a lot and learned a lot about ourselves. We learned that we are different and we bring completely different things. We don't need to be compared to each other anymore.
DD: The fact that the two of you did so well on the show, it opened the door for more ballroom dancers to participate in subsequent seasons.
Lindsay: It was good for the show to recognize that. Before, every season was six contemporary girls, five hip-hoppers and then maybe one girl and guy ballroom contestant.
After our season, they did open it up. Ballroom dancers have a lot to bring. It's an amazing, incredible style that is very hard and it should be appreciated.
DD: What was your state of mind while competing on SYTYCD?
Lindsay: It was tough because it was my first time being on television as a dancer and recognizing I need to get people to vote for me. I was younger and awkward because talking on camera was scary at that time.
I gained confidence in who I was and not just as a dancer, but also as a person. I recognized that just being you is important. People love you or they will hate you, but the best thing to do is just be yourself because you have to love who you are.
At the end of the day, it was worth it. It was my first time living on my own. I was just out of high school and I didn't have my mom to make dinner for me or to help me with my laundry. It was a big change in my life, but it was necessary.
More: Tony Dovolani Hasn't Waltzed Away from 'DWTS'
DD: When did the Dancing With the Stars opportunity come about — while you were on the SYTYCD tour or earlier?
Lindsay: I had contacts on the show from when I appeared on the show when I was 14 or 15 with Mark Ballas. They knew me, but the calls started happening while I was on tour.
There was a debate right after tour whether SYTYCD was going to let me do DWTS because they have a year hold on us after the show. Thank goodness it worked out because if I had to wait another season — I wonder if my time would have passed?
DD: You are thrown right into a pro slot in your first season. What is your perspective now?
Lindsay: It's hard. I was a pro first and then I was put on troupe for four seasons. Honestly, that was extremely hard on my confidence. For my first two seasons on troupe after being a pro, I was disappointed and it was hard to understand and get over.
The troupe is incredible and I was so grateful to even be a part of the show. So many dancers come on, they do one season and they are not asked back.
But I did have questions like: Am I not good enough? Was my personality not enough? Was I not pretty enough? Honestly, all of those things went through my head because I was so young and I was still finding myself.
Looking back on my first season, I was so uncomfortable and I was thrown into something that was completely out of my element. I had never taught anyone how to dance, I was still learning. I was proud of myself, though, I believe I did the best that I absolutely could. I made it pretty far with someone [Victor Ortiz] who had no experience with dancing.
So when I did become a pro again. It all made sense. I needed that time. I needed to watch and learn to see what works and what doesn't work. It was important for me to go through that "am I good enough" phase because it made me realize that I am good enough.
DD: Tell us what happened when you got the call for pro in Season 21.
Lindsay: I was told I was troupe that season. The day before the Good Morning America announcement, I got a call saying, "Lindsay, heads up! You might need to get on a plane tonight and go to New York." No one would tell me why because they didn't have the answers yet.
I hop on the private jet with the other celebrities going to GMA and I had no idea why I was going. When I get off the plane, I meet with Deena Katz [DWTS Co-executive producer] and Joe Sungkur [DWTS Executive producer] and they tell me I'm going to be a pro that season.
I met Alek that night, did GMA and then flew to Oregon with no clothes since I had only packed for an overnight trip. It was the biggest whirlwind. I was a hot mess, but I realized this was my shot and I was going to make the best of it.
DD: Take us through that season since Alek was new to the spotlight.
Lindsay: I think because he was such a fish out of water and there was so much he needed to be guided through, it distracted me from my worries. I was so concerned about making him feel comfortable and making sure he didn't feel out of place. I had to help him understand how TV works, in addition to teaching him how to dance. I had to make it feel like normal life for him.
More: Jenna Johnson: Dancing On Her Terms
DD: What is the secret to your success with your partners?
Lindsay: I don't try to make this experience stressful for them. It's almost like I try to downplay what it is. I always want to emphasize to them that it's about enjoying yourself.
I say this to my partners a lot: I don't care if you're the best dancer. I care if you're enjoying yourself and you are getting better [as a dancer]. I prefer to be with a partner that isn't the ringer, that isn't the natural dancer.
I've only had one natural dancer and it was Wanya. It was great, I loved it, but I found my seasons with Calvin, Alek and this season with David, a little bit more rewarding. I feel like I can change someone, not just take what they already know and make it better, but truly teach them how to dance.
DD: How have you approached your partnerships on a personal level?
Lindsay: It's important to gain a great relationship with your partner because if you respect somebody, you're going to want to work harder for them. You will also want to do well for them.
You don't want to fake it or pretend to like each other. You want to get down to it and learn about who they are as a person — learn what they like and what they don't like and try to incorporate that into the way you teach them.
Like with David, he respects me. He knows that I am putting in a lot of work for him, just as he's putting in a lot of work for me. We are going to do our best to be the best for each other.
DD: Where are you getting your inspiration for choreography because your style has evolved so much?
Lindsay: Truly each week, what inspires me is my partner. I listen to our song and I picture them dancing to that song, I picture their personality, their fan base — what they want to see. I'm not coming up with an idea before I get my partner, no matter who it is.
DD: Can you explain how you have utilized outside choreographers from time to time?
Lindsay: All of us as pros, we get outside help. I think it's something important and I don't think it's something any of us should hide. There are so many times where having an outside eye is helpful. Sometimes you forget to recognize the improvement or miss something that could be changed, so I like outside eyes and I have no shame in saying that.
I love bringing in my fellow choreographers and friends who have inspired me and taught me so much to look at a piece and tell me it doesn't work. I'm still learning as a choreographer.
DD: Beyond DWTS, what goals do you have for your dance career?
Lindsay: It's so hard because there are so many options that I've thought about. I think right now I am so focused on taking every single thing as it comes. I'm not trying to plan ahead because a lot of things in my life have fallen into place at just the right time. I love my time on DWTS and I will do it as long as they will have me.
DD: Your mom, Mindy Arnold, has been so influential in your career. How important was her guidance?
Lindsay: My mom's support over the years is the reason I am who I am and the reason I am successful today. She is not a dancer and she didn't grow up dancing. She opened up a dance studio, so I would have a better environment to dance in — a family environment.
I also have three younger sisters — Jensen, Brynley and Rylee — and she's taught all of us that dance is not life. It's incredible what I am doing, but if I am not happy as a person and with my life outside of dance, then I am not successful. It's important to be true to who you are and have a happy home life.


iPad Video Lessons Course features more than 100 video tutorials on iPad, it's features and how users can discover them to use the iPad to their full advantage. The aim of the iPad Video Lessons Course is to enhance users' iPad experience by providing them insights regarding new tips, tricks, and techniques to explore undiscovered iPad features. Today I'm looking to help those of you who are seeking this product find a coupon code that will help you save money on the product.
Module 1, 2 and 3: These provide a basic overview of the iPad's features and will provide users with useful information on how to utilize the most basic iPad features to their full advantage. Additionally, these three modules also provide tips and tricks regarding mail usage, internet efficiency and maximization.
Modules 7, 8 and 9: These tackle the following areas: organizing photos, exploring maps and watching videos on the iPad amongst others. In addition, the iPad Video Lessons Course also trains users regarding iOS 5 and 6 usage, iCloud, syncing, backing, lifetime updates and access to wireless updates.
Overall, the iPad Video Lessons Course is a product that will prove to be extremely useful for basic iPad users. With the help of the videos, users will be able to fully utilize their iPad, something they could have never thought of doing on their own. The product is pricey, as it is available for $97 but it comes with 60 day money back guarantee so dissatisfied users can always claim their money back.


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Bipsync Joins sbarc|spark Family
A - Home Page B - Original Content Cardiff
Cardiff University , 1st April 2022
Leading financial technology company Bipsync is joining Cardiff University's sbarc|spark community.
Bipsync, which provides leading research management software, is the first partner to take residence in the University's new home for social science research, business, spinouts and start-ups.
Craig Marvelley, VP of Engineering at Bipsync said:
We are immensely excited that sbarc|spark is the new home of Bipsync's UK operations.
It offers us the opportunity to strengthen our ties with Cardiff University and their exceptional students, engage more closely with other innovative companies in a collaborative setting, and continue to grow our team in a truly inspiring environment.
Taking space in sbarc|spark brings the company alongside expert academics from Cardiff's Social Science Research Park (SPARK), and potential collaborators in the University's new spinout hub – Cardiff [email protected]sbarc|spark.
Located on Cardiff Innovation Campus, sbarc|spark also provides proximity to Abacws, the University's new home for the School of Computer Science and Informatics and the School of Mathematics.
Professor Damian Walford Davies, Deputy Vice-Chancellor, said:
We are delighted to welcome Bipsync into our sbarc|spark family. The company specializes in using modern technologies, agile processes, and user-centered design to drive speed, agility, quality, and efficiency – values that align with our own ethos: igniting knowledge, disrupting orthodoxies and seeking new synergies.
sbarc|spark – Cardiff's #HomeofInnovation – brings together researchers, entrepreneurs, student start-ups and academic spinouts in a state-of-the-art building at the heart of Cardiff Innovation Campus.
Featuring collaborative working spaces, a visualisation centre, auditorium and fabrication lab, the hub provides the seedbed in which Wales can nurture and grow tomorrow's big ideas as the UK recovers from the COVID-19 pandemic, with dedicated space for student entrepreneurs.
The centre is the largest innovation facility of its kind in Wales, featuring 12,000m sq of floor space across six storeys, with commercial units and lab spaces for spinouts and start-ups.
The building brings benefits to the local community. The ground floor will be a public open space with a café, a flexible auditorium for TEDx-style events and an open staircase – the 'Oculus' – designed to drive social engagements and collaborations.
Business Students Raising Cash for Hospice at Wrexham Pop-Up Shop
Swansea Bay Businesses are Supporting the Creation of a New 'Jubilee Wood at Penllergare'
Cardiff University is undertaking its biggest campus upgrade for a generation – investing in facilities where talented people will create new products and processes to help Wales recover from the Covid-19 pandemic. Cardiff Innovation Campus will be home to 800 researchers, entrepreneurs, partner organisations, start-ups, and spinouts, helping talented people to unlock knowledge and turn ideas into real-world answers. Together, we will transform the campus for the 21st Century.


Mobile InventoryWe are prepared to solve your service calls the first time around.
In addition, we have service vans which are more like mobile warehouses; fully stocked with control panels, card readers, cameras, lenses and power supplies, ready to ensure swift and effective resolution of any service disruption. By dispatching each of our technicians with the right tools and up to $10,000 of inventory, we are able to replace or repair even the most complex equipment malfunctions.


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New Mom Jonelle Price Wins First Four Star Title at Badminton
©Badminton
Carley Sparks
New Zealand's Jonelle Price joined two new clubs this year.
Less than ten months ago, the Olympic eventer became a mother, welcoming son Otis with her husband and Rio Games teammate, Tim Price.
On Sunday, she officially became a four star winner, too.
Sharing the winning feeling with your team 'Price'less #MMBHT pic.twitter.com/8uNMhRI3ti
— Badminton Horse Trials (@bhorsetrials) May 6, 2018
The first female winner of the Mitsubishi Motors Badminton Horse Trials in over a decade, Price climbed from 22nd after dressage to the top spot following cross country. Riding Classic Moet, she incurred just 0.4 penalties on Saturday's course despite a hairy moment in the Lake (fence 9abc) when the mare got chipped to the brush in the water and twisted in the air.
"I was a bit rusty and too strong—it was my fault—so we had to abort," explained Price. "I had been up on the clock until then and we were then 12-15 seconds down, so as soon as we were through the Shogun Hollow, I thought 'Let's go.'"
Today, the speedy pair clinched the win with a clear in the final show jumping phase, earning the 37-year-old rider her first four star title.
"Being a CCI4* winner is an elite club to join and it's been something that has eluded me for a while now, so to now join it—especially here at the Mitsubishi Motors Badminton Horse Trials—is very, very special," said Price, who's immediate celebration plans involve "packing up" and "thinking about the eight horses she has to ride Wednesday and Thursday." (See video below.)
Last week's Land Rover Kentucky Three-Day Event winner and new world #1 Oliver Townend (GBR) finished Badminton in second place, thus ending his Rolex Grand Slam bid to capture the four star events at Burghley, Lexington, Badminton in the same year.
The British rider had two horses in the top five following cross country. Ballaghmor Class was lying second overnight but lowered two rails in show jumping to drop to fifth. His second mount, Cooley SRS, posted a clear to jump from fifth to second overall.
"If you'd have told me I'd have two horses in the top five at the end of this week I'd be very, very happy," said Townend. "I've had to fight harder than I've fought before and it didn't always look like I wanted it to look, but both horses have come out of it feeling very good."
Less favorable has been the response to British rider on social media. Townend was issued an official warning by the ground jury on Saturday regarding his over-use of the whip on both horses in the cross country phase. This morning, one of his mounts was held at the third horse inspection allegedly over marks on the horse's side. Both incidents have incited ire from eventing fans online.
The ever consistent Ros Canter (GBR) finished the week in third, after lowering one rail with Allstar B. It was the same position she held after both dressage and cross country.
"I was a bit nervous going into the show jumping today because he felt quieter than usual in the warm-up and that rattled me," she said. "But our round got better and better as we went on."
Full results are available on badminton-horse.co.uk.
More from Eventing


Trying to figure out if Virginia Gov. Ralph Northam or other would-be penitents are sincere? A scholar who analyzed dozens of recent apologies offers a user's guide.
By Lisa Leopold Published on Feb 08, 2019.
Others simply try to deflect attention from the transgression as part of an apology, as actor Kevin Spacey did when he announced his sexual orientation or like disgraced media mogul Harvey Weinstein's vow to direct his anger to the National Rifle Association. .
Lisa Leopold does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Should we scoff at the idea of love at first sight?
Do poor people eat more junk food than wealthier Americans?
News as it happens, views and opinions as they get formed, stories as they unfold.


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What's on Netflix > Coming Soon to Netflix > Netflix Originals Coming to Netflix in September 2016
Netflix Originals Coming to Netflix in September 2016
by Kasey Moore @kasey__moore on August 7, 2016, 12:05 pm EST
After a dry August in terms of Netflix Originals, September 2016 looks to be the start of a big few months in terms of its Original content. We'll see the return and demise of our favorite drug lord, we'll be going back into the kitchen and we'll be heading to Hell's Kitchen once more.
We're also expecting a few more Netflix Original kids shows to turn up during September 2016 too but without confirmations from Netflix, we'll have to leave these and wait until later in the month.
Chef's Table (Season 3)
Chef's Table has been a real gem hidden away in the Netflix Original lineup giving us a rare insight into the kitchens of some of the most prestigious chef's in the world. Each season we've travelled the world experiencing different cuisines and cooking styles but for season 3, the shows taking a different direction and focussing just on French chef's.
Featured in season 3 or otherwise dubbed Chef's Kitchen: France is Alain Passard from L'Arpege, Michel Troisgros from Maison Troisgros, Adeline Grattard from Yam'Tcha and Alexandre Couillon from La Marine. It's a shorter season that those that came before it but you can expect season 4 of Chef's Table to arrive in 2017.
In season 2 of Narcos, we will see the demise and fall of one of the biggest drug kingpins of the 1980's, Pablo Escobar. We left season 1 with Pablo fleeing the prison that he built for himself and life is only bound to get tougher on Pablo with the authorities closing in.
We'll likely see Pablo's mental state deteriorate throughout the second season and we're keen to see how the show creators will deal with the final moments of Pablo's life as those are often conflicted in real world reports. For more on the second season of Narcos, you should check out our preview.
Kazoops! (Season 1)
September 2nd – Excludes ANZ, UK/IE
After a summer of kids titles added to Netflix left, right and center, September goes back to its normal schedule of adding one or two a month. This month, it'll see the debut of British children's show Kazoops! The show, aimed at preschoolers, follows a boy and his pet pig on his imaginary adventures.
From Dusk Till Dawn (Season 3)
From September 7th – Original in CA, LATAM, BE, FR, DACH, UK/IE, India, Italy, Spain – Weekly Episodes
Returning for a first run in some Netflix regions is season 3 of From Dusk Till Dawn. The series based upon the original starring Salma Hayek and Quentin Tarantino has been going from strength to strength in recent years and shows no sign of slowing down.
From Dusk Till Dawn is a first run Original in multiple Netflix regions meaning you'll be getting new episodes every single week
The White Helmets (2016 – Documentary)
Of the two documentaries currently scheduled for September, this is by far the one i'm most excited about. Netflix has been great at producing documentaries featuring modern real world conflict and continues to do so with The White Helmets. Covering a group of brave volunteer rescue workers in Aleppo Syria, it'll try to tell the story of the humanitarian crisis in the region and how there are glimmers of hope.
Arriving later in the month is a comedy series from Joe Swanberg. Joe has been known up until now for his comedy movies such as the 2013's Drinking Buddies, 2015's Digging for Fire and 2011's You're Next. We're yet to see what Easy will look like but we do have a few early details on the show and it promises to be quite possibly the most unique comedy in the Netflix Original library.
The show is set to be an anthology series that will take a diverse group of people from Chicago and have them tackle issues such as love, sex, technology and culture. It's got a great cast on board including the likes or Orlando Bloom, Malin Akerman and Jake Johnson.
September 23rd – Only available in US, Canada, Australia and New Zealand.
We're super stoked to see the return of Longmire on Netflix. Originally airing on A&E, Netflix picked up the show for a forth season in September 2015 but fans were nervous if it was only being picked up for one additional season. Thankfully, Netflix announced that it would indeed return for a season 5 and we're getting all the episodes at once on September 23rd but only in a few Netflix regions.
The crime thriller will pick up where the events of season 4 left off and continue the rebuilding of a Wyoming sheriff's life after he lost his wife.
Iliza Shlesinger: Confirmed Kills (Standup Special – 2016)
Iliza is returning to Netflix for her second time within the Netflix Original category. Her last performance arrived onto Netflix back in January 2015 so it's been a long wait but she's back and promises to be her biggest show yet. Filmed in Chicago, Iliza will once again deliver her unique comic observation.
Marvel's Luke Cage (Season 1)
I was debating whether I was more excited for Narcos or Luke Cage but after remembering what Luke Cage will be building towards, it was a no brainer. It will mark the first solo outing for Luke Cage but not his first appearance as most will remember his badass showing up in Jessica Jones.
Luke Cage season 1 will be covering the reluctant heroes origin story which will involve plenty of betrayal and death. This will mark the 4th season of the Netflix and Marvel deal on Netflix.
Amanda Knox (2016 – Documentary)
Looking to capitalize on what make Making a Murderer did for Steven Avery is this brand new one-off documentary. The documentary looks into the controversial and worldwide spectacle that was this notorious murder case which made and continues to make shock waves around the world.
[interaction id="57a46b008d412eae710d89f9″]
More from Coming Soon to Netflix
First Look at What's Coming to Netflix in February 2021
Netflix Originals Coming to Netflix in March 2021
Netflix Originals Coming to Netflix in February 2021
First Look at What's Coming to Netflix UK in February 2021
Next story Why isn't Season 13 of NCIS on Netflix yet?
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text:
@implementation ABBall

// Create and return a new ball at the specified location of the type passed in
+ (instancetype)newBallNodeAtLocation:(CGPoint)location ofType:(int)ballType withBouncyness:(CGFloat)bouncyness {
	// Deal with the coordinate system transformations
	CGFloat offset;
	if (UI_USER_INTERFACE_IDIOM() == UIUserInterfaceIdiomPad) {
		offset = 768.0;
	} else {
		offset = 320.0;
	}

	// Based on the requested ball type, select the right string to load the image
	NSString * ballNameString;
	if (ballType == 2007) {
		ballType = (arc4random() % 7) + 2000;
	}
	switch (ballType) {
		case 2000:
			ballNameString = @"amazeball";
			break;
		case 2001:
			ballNameString = @"baseball";
			break;
		case 2002:
			ballNameString = @"basketball";
			break;
		case 2003:
			ballNameString = @"football";
			break;
		case 2004:
			ballNameString = @"pumpkin";
			break;
		case 2005:
			ballNameString = @"soccer1";
			break;
		case 2006:
			ballNameString = @"soccer2";
			break;
		default:
			break;
	}

	// Calculate the correct coordinates to put the new ball - in the Scene's coordinate system
	CGPoint skLocation = CGPointMake(location.x, offset - (location.y - 12.5));

	// Create the actual ball node object and set the appropriate settings for the node
	ABBall * newBall = [[ABBall alloc] initWithImageNamed:ballNameString];
	newBall.position = skLocation;
	newBall.name = @"ballNode";
	newBall.userInteractionEnabled = YES;

	// Add the properties for the ball's physics body - with the bouncyness that's been passed in
	newBall.physicsBody = [SKPhysicsBody bodyWithCircleOfRadius:newBall.frame.size.width / 2.0];
	newBall.physicsBody.dynamic = YES;
	newBall.physicsBody.affectedByGravity = YES;
	newBall.physicsBody.allowsRotation = YES;
	newBall.physicsBody.restitution = bouncyness;

	// Set the category bit masks for collision, etc.
	newBall.physicsBody.categoryBitMask    = ballCategory;
	newBall.physicsBody.collisionBitMask   = ballCategory | wallCategory | edgeCategory;
	newBall.physicsBody.contactTestBitMask = ballCategory | wallCategory | edgeCategory;

	return newBall;
}

// When touches begin, figure out where in the parent view, the ball is, and move to the new location
- (void)touchesBegan:(NSSet *)touches withEvent:(UIEvent *)event {
	UITouch * touch = [touches anyObject];
	SKScene * parentNode = (SKScene *)self.parent;
	CGPoint viewLocation = [touch locationInView:parentNode.view];

	CGPoint translatedPoint = CGPointMake(viewLocation.x, 320.0 - viewLocation.y);

	self.position = translatedPoint;
}

// As touches continue, move the ball to the new location - with an offset for the positon
// of the finger relative to the position of the ball's center
- (void)touchesMoved:(NSSet *)touches withEvent:(UIEvent *)event {
	UITouch *      touch = [touches anyObject];
	SKScene * parentNode = (SKScene *)self.parent;
	CGPoint viewLocation = [touch locationInView:parentNode.view];

	CGSize mySize = self.scene.size;
	CGPoint translatedPoint = CGPointMake(viewLocation.x, mySize.height - viewLocation.y);

	self.position = translatedPoint;
}

// When touches end, impart an impulse vector in the direction of the last touch
- (void)touchesEnded:(NSSet *)touches withEvent:(UIEvent *)event {
	// trial and error... selected 14.0 to be the momentum. Have fun with it.
	CGFloat            momentum = 14.0;
	UITouch *         lastTouch = [touches anyObject];
	SKScene *       parentScene = (SKScene *)self.parent;
	CGPoint   lastTouchLocation = [lastTouch locationInView:parentScene.view];
	CGPoint penultimateLocation = [lastTouch previousLocationInView:parentScene.view];

	CGVector movementVector = CGVectorMake((momentum * (lastTouchLocation.x - penultimateLocation.x)),
										   (momentum * -(lastTouchLocation.y - penultimateLocation.y)));

	[self.physicsBody applyImpulse:movementVector];
}

@end

redpajama_set_name: RedPajamaGithub


text:
Tag Archives: Statistics New Zealand
Presenters: Mayor Celia Wade-Brown (Chair), Geoff Bascand, Charles Waldegrave, Richard Ballantyne, Professor Bruce Glavovic, with additional insights from Allan Freeth. Speakers are identified in bold type.
Theme 3 – Leading people after the event (Download the PDF)
A disaster occurs when we have a natural hazard event, that exceeds the capacity of the people affected to cope, and they rely on outside support. Bruce Glavovic – Massey University
Presenting in the first session on Building resilience, some of the observations by Telstra Clear's Allan Freeth are relevant here. His commentary – on leadership and management challenges during a 'global level' disaster begins this section. The speakers' insights and observations on Leadership through an event like earthquake continue in the order as written here: Geoff Bascand, Charles Waldegrave, Richard Ballantyne, Professor Bruce Glavovic.
Allan Freeth – Please hold the line caller – the earth is moving…
Telstra Clear is a complex, diverse technology networks business, and is an essential service for large corporates, Government departments, and thousands of residential customers.
Businesses plan for the situation of disaster recovery and management, with on-going business as usual demands. But, rarely do they experience it.
The title of my talk comes from one of our more politically correct staff in the call centre that was dealing with a customer when the second earthquake struck in February. As you can imagine there are a range of other recordings which I cannot repeat but all them make for compelling listening as you hear the screams of staff, the crashing of the roof falling, and the very heavy air-conditioning units crashing to the ground and onto the desks they were sheltering under.
A crucial part of our crisis incident team structure is always the leadership of the Senior Executive, leaving myself and others free to focus on the bigger issues and usual business operations. In the first quake, based on the shock of the magnitude of the event, I took control of the incident from day one. By the middle of the second day, I had realised my mistake and passed on responsibilities for the incident to my leadership team.
By Sunday evening, I had enough perspective to begin worrying about what we were going to do if a quake of that magnitude struck Wellington. By Tuesday morning, we had staff working on a contingency plan. The second earthquake was different – I assigned one of my executives to lead the response. However, we replaced the usual very open and central style decision-making structure of our crisis team with a much more streamlined, controlled structure with crucial, critical decision-making rights retained by myself or the executive. For example, if someone wanted to go to the Red Zone or enter our buildings they had to have my explicit, written approval to do so.
Other members of my leadership team were assigned immediately to set areas of action under our BR plans and were free from other responsibilities until the crisis ended. One of the strengths of the Telstra Clear leadership team is that they have all held multiple positions either running the businesses or the support units. This was also true of their ability step into each other's shoes.
Also, from the first earthquake we had learnt three things. Firstly, command and control disciplines are hard to impose if you have been working under a different management style until that point. We learnt that people resent distant commands and by the time we were hit by the second quake, we had learnt to let local teams to approach challenges in their own way but with clear values of decision-making held centrally.
We learnt to control heroes. Heroes may do great things, but their actions can threaten their own safety and those of their colleagues, and can compromise the ability for you to gain control of the situation across the country.
In the first quake, I was forced in the face of local resistance to fresh bodies and minds, to deliver an ultimatum to our staff and I did it personally: I said they could either walk out the door and go home to their families with their jobs, or they could walk home without one. Either way, they were going to walk out that door and stand down.
Geoff Bascand from Statistics NZ describes the events around the decision to cancel the census. He had similar things to say about the effort to control heroes:
Last week marked a significant event for my Population Statistics team. It was their seventh consecutive week in one office location in Christchurch – the longest spell they have had in the one place since September 4 last year.
Three offices, five moves, 21 weeks working at home, and a number of weeks working in Wellington. Meanwhile, they completed 53 statistical releases largely to schedule, with an average delay of 21 days.
One five-yearly census cancelled, now rescheduled for March 2013. $72 million spent, 7500 people employed and then let go – and paid out. The quake of February 22, 2011 was exactly 14 days before Census day, March 8.
Given its enormous human and organisational impact, it is tempting to date the quake stories from that day, but in fact we have been recovering, responding and adapting from September 4 through June 13, onward. We still are, and still will be next year, and in years to come. We hope the Population Stats team have only one more move in front of them – back into our permanent building in March next year – but we have learnt that nothing is certain or to be counted upon.
We have also learned that we can work differently, that there is enormous resilience and innovative capability in the organisation, and that crises bring out the best in us!
The diversity of experiences continually challenged our management responses. You simply cannot assume how people respond to crises and stress. Some staff we expected to be unshakeable were traumatised and unable to work at times. Others surprised us by stepping up way beyond our expectations. I was torn when talking with managers by the need to support them personally, given significant damage and disruption they suffered themselves, and needing to rely on them to lead our recovery and support their staff. It was very hard to know what we could ask for. To not ask frustrated some as it made them feel we lacked trust or confidence in them. I learned to ask but be prepared for any answer; through typically they were 'yes'.
A few staff worked beyond acceptable levels and in a couple of cases suddenly needed time out. In a few cases we had to insist on staff taking leave.
The organisation was hit hard in business terms by the three major quakes, but fortunately limited in direct personal physical injury. A number of staff lost family members and friends in February, while many of course lost homes – nearly all experienced some form of shock.
The September quake closed our main office Dollan House (near the corner of Bealey Avenue and Madras Street) for three working days, but rendered the third floor unsafe and unusable until December 17, when we temporarily resumed 'business as usual'. Our recently installed emergency generator proved its worth, as power and computing facilities continued operations largely uninterrupted.
In the February quake, our main office was severely damaged, as was the census building. After 48 hours assessing whether we could continue the census, or usefully run it excluding Christchurch, we determined it was infeasible and on Thursday 24th I recommended to the government to cancel it.
This was only the third time the census has not been taken as scheduled since 1851, the other occasions being during the depression of 1931 and the Second World War in 1945.
Staff were granted special leave initially until the end of March, which was subsequently extended until the end of April for those who couldn't work. Gradually through April, we introduced remote computing, allowing working from home for those we provided PCs to. By the start of May we had 160 staff set up to work in this way.
On May 4, we commenced tenancy of a single floor in the MSD building in Winston Ave, Papanui, with 104 desks. Some teams and individual staff were rostered on a rotation basis to utilise these 'hot-desks', typically for 2 or 3 days a week, with the remainder of the week working from home. Population Statistics was one of the lucky teams to be rostered in this way! Some staff continued to work entirely from home.
On June 13, the Winston Ave building was again damaged, and closed. We recommenced working from home (apart from 30 desks in Sockburn). Fortunately, all staff now had home-PCs, so work disruption was relatively limited. Nonetheless, some further delays to releases were encountered, including GDP, due out on 23 June, being delayed until 7 July. Again, field interviewing was suspended for 1 week.
Winston Ave was re-opened on August 29 to Population Statistics delight. At this point, we expect to return to our main office in April 2010, with all staff accommodated there, although we know this is easier to plan, than to accomplish.
In this part of the account, I have tended to focus on the office closures and openings, with sparse reference to field interviewing, and no mention of wider impacts on the other offices. I will pick this up in the following section on our response.
Following the February quake, we recommenced crisis management operations. Given the greater severity of impact, and that it affected Christchurch managers more personally, I asked one of my senior executives to transfer to Christchurch as acting General Manager. He lived out of a car and his mother's home for a fortnight, and we then rotated another senior executive member down for another fortnight. This time, we established a formal earthquake recovery programme and designated an earthquake recovery programme manager.
Around four weeks after the February quake, our IT Group developed a solution to introduce remote access computing for staff. When the June quake struck, all 240 staff had such a facility and 'normal' work resumed quickly.
Remote computing also proved invaluable in late July, when snow closed the Sockburn office, forcing everyone to resume work from home. One staff member with a severely damaged home did ask if they had an exemption from the requirement to work at home – because of the snow plough that was proceeding down their hallway!
Remote computing had been considered in Statistics New Zealand for a number of years, but rejected. This was largely for security reasons and the perceived limited demand, given our office-based working norms. When the imperative occurred, it was a tremendously quick and successful initiative. Security and policy matters were addressed, imposing some limitations such as no printing.
Experience has shown that productivity is inevitably slightly lower than in the office environment – because of the restrictions imposed by documents and resource material being inaccessible, due to building closures, and because of reduced interactions and communication – but it proved miles higher than the alternative! A fantastic response from our IT team that enabled us to keep producing New Zealand's critical statistical information.
This week about 15 Christchurch staff have been working for part or all of the week in Wellington, and four in Auckland. They're from business units including Integrated Data Collection, Application Development and Support, Product Development and Publishing, Statistical Methods, Standard of Living, and Census. Earthquake update – 4:30pm Thursday 24 March.
One of the most crucial management and service delivery mechanisms was prioritisation of our products and services. We had previously prioritised all of our work for budgetary and business contingency purposes, reflecting the needs of data users. During the SARS and H1N1 pandemics, this prioritisation table was expanded to address the specific priorities for key statistics users in the event of disasters, when monitoring economic, trade, population, and perhaps some key social dimensions might be particularly needed.
Following the February quake, in consultation with Treasury, The Reserve Bank and MED, we refreshed this prioritisation of our statistical work, and then utilised it to allocate and direct our activity, staff & service support, travel and facilities management.
The reality is that not everything is as important as everything else when a crisis occurs, and some work could be deferred or slowed without immediate consequences.
Staff support has been a major element of our recovery programme from the outset. We took care to show that we valued them and that we recognised our business depended on them. We made clear that job security was not threatened by the quakes, whilst our statistical services were required by government. Special paid leave was granted to all staff for whom there was no work. Initially this was pretty much all employees but subsequently it was reduced gradually to non-essential staff and then to a case-by-case basis.
Workplace support and counselling services were made available for all staff and many took advantage of these services. Manager support and communication was of course the primary channel. Communication was via phone, email, website notices, and a dedicated earthquake response phone line.
I wanted a more-is-more approach to staff communications. I knew that staff wanted to know what was happening and made sure my team did everything they could to do that.
Our staff engagement survey conducted in June 2011, with 212 Christchurch responses, showed our staff felt valued. The survey reported engagement in Christchurch on a par or slightly above the rest of the organisation. Moreover, 80.3 percent of Christchurch staff said, "This organisation cares about the well-being of its people." – Well above the organisation-wide response of 74.6%.
A number of staff used their homes for meeting places and one couple turned their home into an office space for project team members. Some staff regularly skyped one another, using personal facilities and later with corporate support. Working from home was very difficult for staff with severely damaged homes, with staff using dining rooms and other people's homes as offices in some cases.
Locally, staff lent support to one another in terms of accommodation, shower facilities, and emotionally. Generous donations and offers of personal assistance, including accommodation, were offered by staff from across the organisation and substantial donations were received from the Australian and UK statistics offices.
Challenges encountered
Our response and recovery has not been a smooth, steady pathway. It has been typified by uncertainty, continually changing plans and of course continuing disruptions.
Endless communication has been a hallmark. Yet, communication was one of the most difficult challenges in the early phases. Endeavours to check on staff and then relay messages were frustrated by telecommunication downtimes, and numerous staff having no personal email or web access – either due to an absence of power or simply having no PC or internet service.
Unfortunately, many staff had no personal contact details lodged in our internal corporate directory and even fewer had emergency contact details, and we were reliant on HR personal file records or two degrees of separation from work colleagues who could be contracted to check on colleagues they knew. It took us a few days after February 22 to establish that all staff were accounted for and uninjured.
Communication remained fraught for a couple of weeks. At times, for some staff, we relied on them to contact us, or to extract messages from our helpline and website. Managers bore the brunt of the effort, with regular phone calls. Without normal office facilities, wider communication remained difficult until staff had home computing. Personally, I found it very frustrating, not being able to talk with staff or impart messages of support – or being able to listen to them. Communication often felt to me like one-way transmission, although staff feedback showed no anxiety on this front.
Whilst it was a difficult process, effective communication was supported by strong pre-existing relationships with staff. We were fortunate that two of our senior managers in Wellington had many years in the Christchurch office and others, including myself, had strong connections with staff and managers there. This made it easier to assess how we were going to help them.
When our situation and recovery plans had settled a little, we arranged a full staff meeting at the Airport Copthorne on March 10. This was the first occasion when staff had been able to meet together and we, as senior managers, had been able to meet with them. It was a special occasion, with stories being shared, support being lent, and questions being asked.
I recall how people appeared to have either one of two stories: they lived on the west and were fine or they were on the east and damaged, yet in both cases there was always someone worse off than them.
The preoccupation with the Christchurch recovery and staff support risked overwhelming the need to address stresses elsewhere in the organisation. The quakes had severe impact on other parts of our business operations and morale. There were the obvious indirect impacts on corporate, IT and statistical support and areas straining to assist Christchurch operations. Extra effort was required to validate the accuracy of statistics affected by the quakes – The Household Labour Force Survey estimates of employment and unemployment, for example. There were also substantial groups of staff in Wellington and around the country whose work was cancelled or significantly reduced as a consequence of the quake. These included our social statistics area and our field interviewers reeling from cancellation of three household surveys that had been scheduled to follow the census. I was acutely conscious to avoid the suggestion that the quake impacted only Christchurch staff, when it was being felt much more widely.
The census has a special place in New Zealand's social and economic discourse, and is hugely significant to our Statistics New Zealand's operations and psyche, standing over all other collections, like Goliath over the ranks of Israel. Its cancellation was a threat to the organisation's morale and capability. Upon its cancellation, after four years of planning and development, on the very eve of its execution, the census programme team had to wind-down its operations, dis-employ thousands of staff, cancel countless contracts – and then urgently develop options for government decisions about its future taking and postponement. Then they needed to recommence planning to undertake it again in 2013. This was an extraordinary test of commitment and leadership, which they fulfilled superbly.
We unfortunately had to reduce our interviewing work by approximately half of what was planned through the March to October period.
The quakes were an awesome reminder of the forces of nature exceeding those of man and beyond our control. The inherent desire for certainty and control over our plans and business activity stands in stark contrast yet is hard to shake. Our recovery plans were a continually moving feast.
Builders are notoriously difficult to hold to schedule, but dependencies on insurers, building owners, property managers, engineering reports, IT suppliers, and continued quakes made the foibles of trades-people the least of our concerns.
The start-stop nature of plans to return to buildings was especially difficult for staff looking for some sort of return to normality. In the most difficult event, we re-opened our census building at one stage (March 22) on the understanding that it was safe and green-stickered, only to then have a full written structural review reverse the decision, declaring it unsafe and yellow-stickered on March 28.
Contingency planning became an organisational expertise, along with the truism that you can never communicate enough. We simply kept people informed of what we could and couldn't do, what was expected and what was uncertain.
The final challenge I would identify was that regular 'production' work was much easier to maintain or progress than development projects and organisational change. We managed to sustain normal or business as usual operations very successfully. Change or development projects were more difficult. Project reviews over many years have told us that co-location of project teams and intensive communication is important for project success. Moreover, we typically follow an agile IT development methodology that involves daily meetings and short sprints to complete tasks. Daily meetings were infeasible with staff scattered through the region, but church and RSA halls were hired for weekly or fortnightly project meetings. Even with heroic efforts, we still encountered modest project delays.
Factors important to our success
Behind our successful response and recovery were a number of key attributes: Extremely high levels of communication and personal and visible presence by senior managers. We centralised communication planning and setting key messages which ensured clarity and consistency. Internal communications were frequent and targeted for multiple audiences – managers, Christchurch staff, all staff. Much was done by phone or email and face to face when possible, with the all-staff meetings being highly appreciated events and opportunities for dialogue between staff and senior managers. External (stakeholder) communications were also highly important, keeping our data users informed ahead of time about revisions to release schedules and potential quality issues with reduced collection coverage.
The commitment of our managers and staff to what we stand for and do – and to one another – is tremendous and stood us in great stead during the year. Other business areas willingly assisted Christchurch teams in getting releases out. People went to extraordinary lengths to meet commitments and to undertake recovery efforts. Everyone was willing to try things out. People banded together and ultimately our recovery and response has been a fantastic collaborative effort. How our people responded and kept working, indeed working much harder than normal despite their difficult personal circumstances, was tremendous testament to their organisational commitment and the culture of the organisation.
Our distributed leadership might also be considered part of the success. Beyond its own activity, the Christchurch office had often been thought of as providing back-up to Wellington, should it be required. In this case, Wellington and Auckland could support Christchurch and sustain our operations. Senior executive capability (all in Wellington) was unimpaired, though local management was. Should a quake occur in Wellington, the organisation's capability to operate with its senior executives directly affected would pose some different challenges.
Innovation and flexibility in the way we operated, in part from individual initiative to find solutions and seek ways forward. We have been purposefully building an organisational culture of initiative and innovation, and it paid enormous fruits in this instance. Perhaps risk-taking seemed easier when options were scarce or maybe the downsides of failure seemed trivial when the situation was so dire! Whatever the trigger, it was a fantastic response by the IT team especially and others to overcome hurdles, ignore constraints, and forge ways forward.
Recognition that not everything is equally important and willingness to prioritise our activities and recovery efforts. In fact, we found some things weren't important at all. For example, as we tested the demand for our products and services, we identified a couple had virtually no demand at all, so we permanently cancelled them. Nobody seems to have noticed! These were the exceptions, but there was an important lesson that not all activity has to be sustained, some can be deferred, and in the event of diminished capacity business commitments can be rescheduled to free resources for higher priority activities.
Geoff Bascand – Concluding remarks
The Christchurch earthquakes severely tested our organisational resilience. But we came through exceedingly well, perhaps even stronger as a result. The impact was sharpest in Christchurch, but the reverberations were also substantial on the business in Wellington, Auckland and throughout the country with our distributed household interviewers.
We adapted and succeeded in sustaining service delivery, through both individual and corporate initiatives. Supporting the welfare of staff was crucial and an over-riding objective in all our decision-making. Strong staff goodwill, faster recovery, and greater achievement of our work commitments than anticipated were fruits of this approach.
We developed more flexible ways of working, and these enabled us to keep statistical releases flowing and projects advancing with extremely limited office facilities. The remote computing innovation has brought precious new resilience capability to the organisation should similar risks occur in future. It may also have changed our organisation forever.
We have new-found confidence in our innovation capabilities and we now know we can manage extremely diverse working arrangements successfully. It is not yet clear how much our standard office-based arrangements will change in the medium-term. There are real downsides in communication, team cohesion, organisational change and project delivery from staff working at home or in multiple locations. With our large transformation programme underway, co-location has a special premium.
Our earthquake recovery is a continually evolving situation. We are 13 months on from the September 4 quake and still located in multiple, temporary offices. Barring further quakes, we think we foresee some temporary stability, through to April next year, when we expect to return to our permanent office facilities.
However, history has taught us that little has gone strictly to plan so far, and we are best to expect some upsets or disturbances somewhere over the next few months. Organisational adaptability is sometimes argued as the most important enduring strategic capability. We have learned that it is also an extremely important attribute in recovering from a crisis. It will also hold us in good stead for the future.
As one staff member said:
Nothing seems to faze us now, everyone seems to have got quite resilient. They expect change and make the best of it.
Change is by no means done. We have a census to re-run and decisions yet to be made on the location of its main operations. Notwithstanding our increased adaptability, every office move or change in working arrangements is a threat or disruption to someone, and brings some new leadership challenges. We are working through the difficulties posed by some staff not feeling safe working in multi-storey offices. This may or may not be compounded when we return to the particular building where staff experienced the February quake. Christchurch staff themselves face years of ongoing change in their lives away from work, as housing, schooling, and community circumstances adjust. As one described,
Work is not what it used to be for us….There is the abnormality of our future so there is that distraction from our work. The "new normal" is actually the abnormal.
Our leadership mettle no doubt will be tested further. It has, however, proved tremendously strong and capable so far, which gives me great confidence in our ability to respond and deal with any other shocks – seismic, economic or political – that may befall us.
While our specific responses might not be exactly what suit others, these broad organisational attributes are ones that should serve everyone well in the event of disaster, and ones we can all build.
Charles Waldegrave from the Family Centre provides his impressions of how best to lead people in a disaster: We're an organisation that has a Maori section, a Pacific section and a Pakeha section. The Pacific people were just sort of sucked out when that tsunami hit Samoa in November 2009. They just went straight there, experienced counsellors and therapists and they rang me and said, "The Ministry of Health has asked us to lead a Psycho-social team here around the affected villages. We've been out there and the normal counselling and psychotherapy we do is no use at all. Please help us find out how we can best address disaster."
So, I stopped what I was doing for a week and just read everything. I also rang friends of ours who had been working in disasters. I read an enormous amount of research, linked up with people who had been involved in Sri Lanka after the big tsunami there, people in the Middle-east who had worked in psychiatry around the terror attacks there, and other friends who had worked in Rwanda. After that, we developed an up date approach about addressing trauma amongst people.
We've talked a lot about businesses today, but all of these businesses have people, with many of them seeing terrible sights amongst this disaster and some of them need help.
We were contracted by the Ministry of Social Development to go down to Christchurch in March, and we worked with 790 frontline workers in health and education and NGOs, all who were working with people trying to address trauma in half-day workshops.
The key learning is that there has been a big change in understanding about how you work with people who are traumatised or have elevated emotion of different problems as a result, or withdraw as a result of seeing terrible things.
The normal work in PTSD up until recently has been to psychologically debrief people, take them back through the incidents and try to support them as they go through. It is now recognised through a lot of research that this is the worst thing you can do. Now, it is important to focus on resilience and be very careful not to traumatise people.
Here's what the World Health Organisation says – psychological debriefing is not recommended.
It's quite common to have elevated rates of common mental disorders following an event. What they recommend in its place is what they refer to as 'psychological first aid' – convey compassion, assess needs, ensure basic needs are met, do not force talking, provide company (preferably from family or significant others), encourage, but do not force, social support, protect from further harm.
To explain some of this: Where the problem comes is that some normal aspects of counselling or psychotherapy can unintentionally re-traumatise people and leave them psychologically worse off.
The logic behind this is that a counsellor or psychotherapist is trying to help someone and very often they're working to remove resistance, people have things that have gone on in their past that has affected them, so they try to help people address that, to face things that are happening in their lives or relationships, so you become very good at addressing resistance. If you treat someone post-trauma like this, where they've seen deaths, had bad things happen to their homes, have friends who have seen bad things, and start pushing these protective elements that they have then you can actually re-traumatise them.
If you think of a continuum of hope and despair – when you have a redundancy, broken marriage, or other traumatic event, you move down this continuum. When there's a major event, they go way down to the despair end, and for most people they don't want to talk about it, especially in the immediate weeks after, so try not to tip them further down the scale.
So what we did was try to ask people positive questions e.g. "how have you managed since the quakes?" and what you find is that people tell stories of all sorts of strengths.
Then you find ways to show people who have felt victims of the event to realise that they have actually contributed a lot and helped other people, and it gives them a sense of agency.
Psycho-social first-aid tips: Helpful questions avoid re-traumatising. Focus on the strengths of people's stories of survival. Help them to regain their important points of social and family connections and their critical people symbols and places of meaning. If they go to church, encourage them back to the church. If they usually go to the pub or sports groups, do the same. Building these connections become really important.
Children have particular needs.
Age appropriate interventions are really important. It's important to encourage resiliency and strength with young children.
What tends to happen is children hear the stories of adults, and they tend to go inwards. So what we found was important in Samoan schools was helping kids to free-out. One of the things we would do was to give the kids a sentence and put them in pairs. They read the sentence to each other louder and louder and to see if they could out-shout the other person. It works. It freed the lungs up, it was fun – they really enjoyed it. The other thing is we get them in pairs and we get them to push against each other and it gets their bodies moving again, because events constrain the kids.
This quote is from Anne Marsden –
Resilience does not come from rare and special qualities, but from the everyday magic of ordinary, normative human resources and the minds, brains and bodies of children, and their families and relationships and in their communities. It follows that efforts to promote resilience and confidence in children at risk should focus on strategies that protect and restore the effect and efficacy of these basic systems.
So what we've learnt is not to dramatise, not to pathologise – these are the things that don't help.
It's also important to understand that people have quite strong, elevated mental health issues. It's perfect normal to have those for a period of time, and they tend to weigh in afterwards. Things like intrusive memories, flashbacks, changed attitudes about themselves, some people lose confidence, some people get very anxious, some people become more detached, these are all perfectly normal symptoms which in normal circumstances would be seen as mental health issues. But these are completely normal responses of the body to a disaster and they normally wane after a period of so many weeks.
For children, there are perfectly normal things to be aware of too:
They start re-enacting the earthquake in their play, they can become clingy or bedwetting, they can get pains in their body, school avoidance, all these types of things and it's important to understand that this is a process. Its only when then this goes on for a number of months, when other children have moved on, that we may have a more serious issue.
So, it's important to normalise these events and to help people move with good information about them. The critical work and the summary of the research has been written up very well in a rather large paper by Steven Hobfoll, from a Pennsylvanian University, where they gathered specialists from all over the world. Five things are emphasised: To promote a sense of safety, to calm people, promote a sense of self and collective efficacy – that people have agency, they're not just victims thrown about by the land, they can be effective, promote connectedness and most of all, promote hope.
In the stories that people tell, they often tell the story of the bad things that have happened, but in that story are all the good things that they have done. Pick those resilient aspects and reaffirm those, rather than the negative ones.
Richard Ballantyne is Executive Director of Ballantynes Department Store, one of a handful of buildings that largely survived intact in Christchurch's CBD. His observations follow:
I start with reference to Charles Dickens famous historical novel, A Tale of Two Cities. My address today is Two Tales of A City. In particular, the manner in which Ballantynes management has handled the people side of its business during this past year, and secondly on how a group of people have gone about rebuilding the start of a commercial pulse in the middle of the red zone of Christchurch. And this pulse is due to beat shortly.
Both these tales merge into one. Some of you may not realise, though many will, this is the second major disaster that Ballantynes experienced, in 1947 it had its tragic fire, and lost 41 of its staff. And the only difference between that and now, is the fact that there was loss of life in our building, and then we had a vibrant marketplace in the centre of Christchurch. Nothing much existed outside the four avenues, and all the business transactions and that activity happened in the business district. So when we began again after the fire, and the company was insolvent, we had a thriving marketplace to start within. This time, it's totally different.
Looking west down City Mall to Bridge of Remembrance - Image Richard Ballantyne
Our building is about the only one left, in 4 blocks, that can be operated. At present, we have about 470 staff, of which 380 work in the Christchurch shop, and during these earthquakes we've had up to 600 customers in the building. Fortunately we'd have some good experience, because Christchurch inner city didn't get badly affected by the September the 4th earthquake. We had the building checked and after the subsequent aftershock of September the 8th, we got back into business on Friday, September the 10th. And business was exceptionally good. Then came the Boxing Day. And previous to the Boxing Day we had done an awful lot of staff training. We have always done a lot of staff training on evacuation, due to the fire. We built it up a lot because of these earthquakes. Boxing Day, December 26th – all our training went to plan. We were closed for 3 days as a result of that, and the staff handled the customers exceptionally well. And then we opened again, quite innocently, and business was exceptionally good again.
Come February the 22nd at 10 to 2. It was absolute pandemonium inside the shop, and because of the strength of our building (it can have 6 or 7 storeys built on top of it), we kept people inside the building. The orders were to try to keep the staff and customers inside. And that's very hard to do, because people like to run to light.
And outside...in City Mall, the masonry was coming down all around us. Image Richard Ballantyne
Not many people have mentioned the June 13th earthquake. That happened right under the city and caused a lot more damage to inner city buildings, and the poor old engineers had to start their work all over again. One cannot praise the engineering profession enough, in this whole saga.
February 22nd, and management's role was really firstly to look after staff. Accounting for staff was very difficult, although we did have a plan in place, but staff were scattered to all four corners of the city. And then the telecommunications network went down, and so on, and so on. So communicating with staff was very difficult. We managed to account for all our staff, I think, within 48 hours, and thank goodness, all of them were fit and well.
Subsequent to that, because we didn't have a business, we decided to meet frequently with all our managers, and for the managers to meet weekly with all the staff. So we kept their interest in the business, we were able to monitor their well-being, and we paid regular visits to staff. We contacted them on the phone when need be, and gave them material help when need be.
All staff got paid on time every week, we had good business interruption insurance, and very luckily, ours had already been tested with the September and boxing day earthquakes, so we had a process in place with our insurer. When Peter Townsend talks about the $257 million – those were for businesses within the centre of the CBD or in Christchurch who were small businesses – businesses who didn't have business interruption insurance, and the government did a great job there.
"Getting Started" - Interested parties on my front lawn - Richard Ballantyne
Getting the business going – well, we had little to get going. So somebody came up with a bright idea of running bus trips to our Timaru branch. And the Christchurch shop's about 80% of our business. So we ran bus trips to Timaru with our customers, three times a week, and over 7000 people have gone on those bus trips – it's been truly amazing. We've got popular cafés inside our Christchurch shop, so we decided to open up a café in Riccarton Mall, and that's gone tremendously well – but the rent's too high.
We all also opened up a valuations business for china in Merivale Mall, and I think we've done over 5000 valuations on china, and some of them are up to a quarter of a million dollars, believe it or not. We ran a huge sale, in Christchurch in the CBS Arena – biggest ever sale for the Arena. Christchurch and people from beyond, had a great time. Getting the stock out of the building was a logistical nightmare, but we did it. And to sort it into saleable, written-off, and subject to claim, and again saleable after reopening, has proved a challenge. We've also traded through our catalogues. We've always had a catalogue business, and sold through the Internet.
Lessons to be learned
Ballantynes' six storey building coming down - nine years old! We've had our building bought up to 100% of new code, and staff and customer education on seismic quality are very important - Richard Ballantyne
Staff education on the seismic quality of a building is terribly important. We know staff and customers of course are going to be scared coming back into the centre of Christchurch, so we've had our building bought up to 100% of new code, and staff and customer education are very important.
Agreeing with Dr Helen Anderson, I think certification of buildings is most desirable.
Staff communication – phone, cell phone, email and nowadays text – very important. Staff training on what to do for themselves and with customers in the event of a disaster. One takes it for granted that people know what to do – but they don't. For reasons to be understood – we've always practiced fire drills. But you rarely practice an earthquake drill. We have to get our staff ready for any type of emergency evacuation.
Moving on to Tale two, which is really a leadership story on getting the commercial heart of Christchurch going again, because there's absolutely nothing in there at all at the moment. The idea of ReStart came from a group of business people who thought because Ballantyne's building was basically sound, and had suffered little structural damage – a lot of superficial damage, but not much structural – that we could get something going around Ballantynes. So the idea of ReStart – 29th of October 2011 was born.
And we were savvy enough, the group, that we knew we had to go to the politicians, and we knew the plan had to be commercial, and we also knew that we had to appeal to the vanity of politicians.
...it was the one ray of hope, of getting something up and going in the middle of Christchurch - Richard Ballantyne
So we got a great idea together, to start business around Ballantyne's in the form of container shops. And we put a leasing agreement together, a funding proposal, and everything a politician could want. And they did like it, because it was the one ray of hope, of getting something up and going in the middle of Christchurch. For instance, the hotels that are left, many have to come yet. The hotels that can be restrengthened, they will not be open until 2013. People have spoken of speed on intent, and getting something going. This is what we decided to do, so we put the idea to the politicians, they gave it a great tick.
We then went to the Council – they were incredibly enthusiastic. We went to Civil Defence – they gave it a tick and said we'll allow you into the Red Zone, we'll make special arrangements for you, demolish all the buildings around you, make it safe so contractors can get in and start work on the concept. Everybody gave it a tick, until it came to get funding.
And then there was a black hole. You can understand the politician's point of view, because the funding would have been shown to be favouring a group of business people – and that's not politically correct, nor politically right. So we wasted, unfortunately, I would say 6 weeks, trying to get through officialdom, to get some funding for this project. In the end, batting it around the various government departments, it ended up in Internal Affairs, and in the Christchurch Recovery Trust. So the funding, which is slightly under 3 million dollars for this, came from the Christchurch Recovery Trust.
So we've got the funding, and we're on our way, and we're very, very thankful for everybody who has helped us. But there are problems with demolition; with making the site safe: compliance issues, with fire – there's no wastewater there at the moment, no sewerage, electricity or gas. All of this is starting to come on stream for a very small area of Christchurch.
Ballantynes, after the June the 13th earthquake, suffered quite a bit of further damage, so we decided to get it strengthened up to 100% of new building code. And we've strengthened all our columns with special carbon fibre cladding.
So the containers are up there, I took the photograph just a few days ago, it's getting bigger and better everyday, and we will be open by the 29th of October, 2011 – before Cup and Show week.
Cup and Show week, and Christmas of course, have great significance to a retailer – They're the only time you really make any profit. So once you miss Cup and Show week, you're in for a very, very austere time.
I think having some sort of organisation on the side – that can actually fund a little development like this – a ray of hope – to get a disaster area up and going again, is something that should be considered by all towns and councils. Thank you very much.
Bruce Glavovic is Associate Director of the Joint Centre for Disaster Research at Massey University. His presentation talks about confronting social vulnerability and leading people through perils like earthquakes.
Risk is often thought of as quite a technical thing about probability and consequence, but really, there are two dimensions that are fundamental: One is the physical peril, the other is the people at risk.
It's about social vulnerability. A disaster occurs when we have a natural hazard event, that exceeds the capacity of the people affected to cope, and they rely on outside support.
There is little we can do about physical perils like earthquakes. There's a lot we can do about social vulnerability. If we're going to reduce disaster risk, we've got to confront social vulnerability. And it's too late to worry about that after an event – this is stuff that has to happen before an event.
Looking at history, there are many civilisations that have come and gone. For some of them, it's partly a function of environmental change, global change, and the inability to adapt to those changing circumstances. So part of our reality is that we live in an era of global change, and escalating disaster risk.
More people are living in harm's way. So we need to make wise decisions about that vulnerability. So what is recovery? –
►Recovery is a complex, multidimensional, nonlinear process.
►It involves more than rebuilding structures and infrastructure; rather, it is about people's lives and livelihoods.
►The process has no clear end point and there is not necessarily a return to what existed before (Intl Conference on Urban Disaster Reduction, 2005)
In years gone by, recovery was conceptualised really as a reconstruction process; a series of almost linear steps about how you rebuild places. Cities are resilient and we rebuild them, whether it's after wars or natural hazard events. But what is obvious, is recovery is more than a rebuilding process. What really challenges us is the nature of recovery.
It's not just the physical environment that we reconstruct. It's not just the economic environment. It's an integrated reality of people and the places they live in. So certainly, it's more than fixing broken pipes and potholes. It's certainly more than heritage questions, and designing and building new buildings, as challenging as that is.
There's a series of critical infrastructures that we have to rebuild – including physical, economic, social and so forth.
Fundamentally, from 30,000 feet, you look down on Christchurch at the many players who are playing critical roles in the recovery. How do you interconnect these different elements? It's a bit like a spider's web. Each one of these things is connected to others, and if you start breaking or ignoring one element over others, you don't have as strong a web,
To use another analogy, those old bridges in the days before concrete, those individual stones that make up an arch, the keystone – they support each other. And the bridge has integrity and strength, as long as those stones are mutually supported. Once you start chipping away and undermining any one of those stones, the whole bridge is going to be at risk, so we need to focus, not only in the physical and the economic, but fundamentally, on the social. I come back to that social vulnerability over and over again.
But bridges and spider webs aside, it's people that we're talking about. It's about the relationship between individuals and their families, between neighbours and their communities, and the places they live that are fundamental. It's the communities in Christchurch, in Canterbury, that are recovering. Government can't do that for communities. What government can do is to support those communities in recovery.
So what is recovery? It's complex. It's multidimensional. It's certainly not linear. It involves more than rebuilding structures and infrastructure; really it's about people's lives and people's livelihoods. There's no clear endpoint, and as Peter Townsend said earlier, you certainly don't go back to what was before, as much as we hanker after what is familiar and what we know.
So, recovery really begins when a community repairs or develops the social, political and economic processes, institutions and relationships – trust is key to this – that enables it to function in the new context within which it finds itself. As you think about recovery, beyond the individual organisation and entity, and start thinking about the connections between government agencies, and within government at different levels, between government and the private sector, between community-based organisations, old-established organisations and new emergent organisations, it is about those relationships. And critically important, recovery is shaped by the pre-event relationships.
So there's something that Wellington can be doing now – focussing on building social capital. How do you build intact, positive relationships between all these players, so that in the event of a major disaster, you can build on strong relationships?
I spent time in New Orleans, and the Gulf Coast after Katrina. You'll have seen on television, one of the communities that has been really decimated – the lower 9th Ward, a predominantly African-American community – low-lying, a physically vulnerable community, and socially challenging. In a nutshell, excellent technical planning, naive from a political point of view, has ended up putting people back in harm's way. So when the next flood occurs, as will happen – it's just a matter of time – you are going to have communities flooded out again.
So, many good, well-intentioned efforts – like Brad Pitt's Make it right project – some really creative, innovative architecture, fantastic, it looks like good recovery on a whole lot of levels…But on another level, in three or four decades from now, when we have another category 3 or category 4 event, we will see flooding again. Is that wise?
One year on from September 4th, what might we conclude? I want to emphasise that it's hard to take anyone to task in any aspect of this recovery for not doing their best. There are people who are working themselves to a standstill with the best of intentions, across every organisation and entity in Christchurch. It's an incredible story that, in itself, is one of hope and encouragement. But there are three domains of uncertainty: seismic risk, livelihood uncertainty, and governance uncertainty.
In respect to the seismic risk – we're experiencing the re-calibration of risk as this ongoing event unfolds. We're still trying to make sense of what really is the nature of that risk. That has had effects on insurance and on other dimensions that have put on hold some of the basic choices that people make about their livelihoods.
So there's also this domain of livelihood uncertainty. You're unsure about where to rebuild, or what you do about your business. Two challenging elements. The third domain, I would describe as the governance process. We have had a quick and meaningful focus of legislation and the establishment or CERA. But, there's a lot of uncertainty between key players, like Waimakarere District and the City and Selwyn and CERA, and the Minister's office and so forth – about precisely what the boundaries are, about who's responsible for what. That uncertainty around governance bedevils this process. And despite the measures that have been taken, there's a real need to focus more attention on that.
Picture Wellington with those 8600 aftershocks - and think about what that means to you - Bruce Glavovic
So I'll pick up two elements in this challenge: on leadership and community collaboration. Those 8600 aftershocks for Christchurch – picture Wellington with those 8600 aftershocks – and think about what that means to you. This is not to be ignored or glossed over. This is worth confronting very seriously, and I consider the governance dimension to be key to this.
What kind of leadership do we need? Complicated problems might require top-down, command and control decisions and processes. It's a different kind of leadership, dealing with complex problems. So in recovery, let's distinguish the response phase from the recovery phase. In response you're dealing with high danger, there's little dispute about priorities – rescue people, triage, secure buildings, there may be half a dozen things that you do, you want to stabilise the situation, and buy time.
In those circumstances, the archetypal, alpha-male, militaristic model works well, and there're women who are really good at that alpha-male role.
The recovery phase is entirely different. We're dealing with low danger, proliferation of complex, difficult decisions, high dispute. In those situations where you're trying to build resilience and sustainability. What's needed are empowering adaptive processes – a nurturing, female leadership model – and there are some men that are quite good as that as well.
It's not enough to have lots of people talking and sharing ideas. Because what you can end up with, with all these efforts is essentially a cacophony, and essentially over time with all these actors, you have these disparate activities going on that actually don't give you a trajectory for recovery. It is chaos and confusion, a lot of light and heat, but not a lot of meaningful energy that you can use. So the challenge in recovery is to navigate a pathway through this.
So I'll end with this: To do recovery planning and strategising well, you need to take time to set those enabling conditions in place. It starts with pre-event planning; it starts with a whole lot of activities before you start producing plans. Underpinning that is some basic work in democracy and participatory planning.
This is not thin, RMA-light consultation, but meaningful and authentic community collaboration. That is the foundation..
Then you can start getting on into implementing key recovery actions. There's a real temptation – there's the speed versus deliberation dilemma. You want to get in and see action quickly. But if you haven't laid the ground beforehand, you can waste a lot of time paradoxically. Once you've built a shared understanding of risk, once you've started getting people's skills and capabilities built. Once you are engaging together using those skills and capabilities, you can do community oriented action. You can then move on into targeted recovery outcomes. And these are not simple, easy choices. They are wicked choices, as you trade-off key social goods. That requires effective collaborative community problem solving – a different kind of leadership, a different kind of role.
And finally, you move into this idealised situation of sustainability and resilience, which we know, is something to strive for. Nirvana.- we may never reach it, it's like peace and justice and all of those good things – worth striving for, but takes effort. And you will only get there when you have collaborative communities.
The question to be asking in the context of Christchurch – and thinking about these issues in the context of Wellington – how can the recovery process engage local people in these processes of joint learning and public decision-making? How do you capitalise on local culture and local knowledge? How do you mobilise local capacity to rebuild?
It's all too easy to be focussed on the resources that are injected from outside – what are the capabilities and assets in situ? How do you enable these local communities to make choices that build safer more sustainable?
How do we keep and secure the things that are good, the incredible culture, music, cuisine, culture, architecture, and discard that part of our culture that strangles us – the crime, the violence, the poor schools. – Mitchell Andrew, then Lieutenant-Governor of the state of Louisiana, now Mayor of New Orleans
You can only face these challenges by working together and in collaborative communities. We must focus on the readiness and response, and on the reaction and the recovery. This is our challenge.
It's about legitimate process, leadership that's appropriate to the circumstance. Be aware that response and recovery are two different issues, and that local matters. Build linkages. Do what's needed before the event, and focus on building collaborative communities.
Download the PDF Leading people
Cashel Mall Re:START Video (Timelapse photography of the final week of construction and fit-out, and the opening weekend of the Cashel Mall Re:START shopping precinct).
Building resilience (Theme 1, thefaultlineforum.com)
Restoring confidence and effectiveness post-earthquake (Theme 2, thefaultlineforum.com)
Rebuilding our future (Theme 4, thefaultlineforum.com)
Posted on November 27, 2011 by robynmmoore	| Tagged Allan Freeth, Bruce Glavovic, Charles Waldegrave, Geoff Bascand, Leadership, Psycho-social, Richard Ballantyne, Statistics New Zealand	| Leave a reply
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