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Blog | Fire Monitoring Of Canada
http://fire-monitoring.com/blog
How Artificial Intelligence Is Impacting Integrated Security Solutions
Tags: security integrated security solutions security solutions
Artificial Intelligence (AI) technology has been a growing trend in the field of Security, and as the use of smart technology becomes more widely adopted, this use is poised to grow exponentially.
Currently, AI has been focused on the execution of specific tasks such as object recognition, identity management, and physical activities through the use of robots or drones. However, with the growing field of mobile, cloud, and biometrics, AI and its integration with access control have the future of a once stagnant security application looking very diverse.
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AI and access control can be broken into two main categories, Physical Security and Cyber Security. Although unique, each utilize AI to bring together multiple security applications to achieve improved results on the traditional processes.
AI and access control have been applied to the physical security applications of video analytics and operational efficiency. Within each, AI has had an immediate impact in improving functionality and efficiencies.
AI has already had an incredible influence on the security industry through its application to video analytics. The use of AI has eliminated the need for predetermined algorithms, allowing the AI to capture and decipher data in real-time. Traditionally, video analytics would alert security personnel that a person or object has crossed a barrier. Now, through AI, video analytics can identify a security risk through facial recognition.
This can be applied to physical security at large events. Video analytics can capture video footage as patrons approach the facility entrance, and cross-reference facial recognition against a watch-list database. If a person of interest is discovered, an alert can be sent to security personnel who can then mitigate the situation.
Alternatively, a camera technology using video analytics can identify an incoming car and reference a license plate in order to identify a potential risk.
AI is also being used by companies to engage with customers and employees to improve operational efficiency. Security Solutions that utilize video analytics or networked access control, can utilize that data to identify the behaviour patterns of employees and visitors to a building. Businesses can then take that data to increase efficiencies in how they operate. For example, access control information can be used to identify when rooms are not occupied so that energy usage can be reduced.
As business systems become more interconnected and distributed, the volume, and need for seamless, continuous, and accurate access to information will become increasingly important. Because of these vast systems, advanced authentication systems, such as AI will play a much larger role than exists today. The use of passwords will no longer be necessary, and will be replaced with AI based access control.
"When considering that users' inability to protect and manage passwords causes over 90% of cyber attacks, it is evident that our current approach, which mostly uses passwords for authentication can not support the security of the future state where many devices will be interconnected," says Henry Bagdasrian, Founder of Identity Management Institute.
Identity and Access Management (IAM) is becoming increasingly more intricate as more authentication factors have been put in place to ensure security. AI can play a huge role in collecting and analyzing that information much faster than humans ever could.
The Future of AI and Integrated Security Solutions
There is no doubt that many of today's access control tasks will become increasingly automated and performed by the use of machines and AI. This change will be a continuous challenge for the security industry as there are inevitable vulnerabilities that come along with new technologies that are a part of many of today's businesses. Therein lies the solution, technology such as AI, machine learning, and automation will continue to be applied to security products forcing their evolution moving forward.
For over 25 years, Fire Monitoring of Canada (FMC) has been an expert in Integrated Security Solutions, having installed a variety of access control and CCTV systems across Ontario. If you would like to learn more about integrated security solutions and the role they can play in your building's security system, call us at 1 888 789 FIRE (3473), or email [email protected]
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Home Opinion Commentaries Page 56
Legality and Logic – Seven Reasons Why Sierra Leone Will Not Extradite or Turn Over Henry P. Costa
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Knowing Mandela was One Thing; Not Caring for What He Stood...
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Purchase - $42.00
Trust and Cheating
The Economic Journal, Vol. 126, Issue 595, pp. 1703-1738, 2016
36 Pages Posted: 26 Sep 2016
See all articles by Jeffrey V. Butler
Jeffrey V. Butler
Dept. of Economics, University of California, Merced
Paola Giuliano
University of California, Los Angeles (UCLA) - Anderson School of Management; National Bureau of Economic Research (NBER); Centre for Economic Policy Research (CEPR); IZA Institute of Labor Economics
Luigi Guiso
Einaudi Institute for Economics and Finance (EIEF)
Number of pages: 54 Posted: 03 Nov 2012
NBER Working Paper No. w18509
Date Written: September 2016
When we take a taxi we may feel cheated if the driver takes an unnecessarily long route despite the lack of a contract to take the shortest possible path. Is the behaviour of the driver affected by beliefs about our cheating notions? We address this question in the context of a trust game. We find that both parties to a trust exchange have personal notions of cheating and that these notions have a bimodal distribution. We conceptualise cheating notions as moral expectations, which provide a micro‐foundation for guilt. Cheating notions substantially affect decisions on both sides of the trust exchange.
Butler, Jeffrey Vincent and Giuliano, Paola and Guiso, Luigi, Trust and Cheating (September 2016). The Economic Journal, Vol. 126, Issue 595, pp. 1703-1738, 2016. Available at SSRN: https://ssrn.com/abstract=2842848 or http://dx.doi.org/10.1111/ecoj.12271
Jeffrey Vincent Butler
Dept. of Economics, University of California, Merced ( email )
5200 N. Lake Road
HOME PAGE: http://jeffreyvbutler.org
Paola Giuliano (Contact Author)
University of California, Los Angeles (UCLA) - Anderson School of Management ( email )
National Bureau of Economic Research (NBER) ( email )
Centre for Economic Policy Research (CEPR) ( email )
Einaudi Institute for Economics and Finance (EIEF) ( email )
Via Sallustiana 62
Rome, 00187
+39 06 4792 4858 (Phone)
+39 06 4792 4872 (Fax)
HOME PAGE: http://www.eief.it/faculty-visitors/faculty-a-z/luigi-guiso/


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Apple Park is worth over $4 billion, making it one of the world's most valuable buildings
Posted In iMore
Apple Park is worth $4.17 billion according to county estimates.
That puts Apple's headquarters as one of the most valuable buildings in the world.
The figure accounts for the land, the building and everything inside..
In designing and building Apple Park, its new marquee headquarter, Apple spared no expense. We assumed as much by the property and sheer size of the building, but now we know exactly how much it is worth.
First reported by the San Francisco Chronicle, a recent evaluation of Apple Park by Santa Clara County pegs it to be worth $4.17 billion.
New figures released this week show the tech giant's circular headquarters in Cupertino was assessed at $3.6 billion by Santa Clara County for property tax purposes. The valuation doesn't perfectly coincide with its market value — how much it would sell for — but is based off a detailed appraisal of the building, which opened in 2017.
If you include computers, furniture and even farm equipment to take care of the property's trees, the figure rises to $4.17 billion for the fiscal year that ended in June, the assessor's office said.
Apple's sprawling headquarters covers 2.8 million square-feet. And considering how much detail Jony Ive put into making it a state-of-the-art building, it's easy to see why it's worth so much.
Aside from the cost of building Apple Park, Apple also has to foot the bill in for property tax of 1%. That would be $40 million a year. I don't think Apple is feeling the sting of that considering it made $11.5 billion in net income last quarter.
A brief tour of Apple Park's Visitor Center
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Bellroy's new Tokyo Totepack is versatile, sleek and stylish


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Successful improvements in health care practice need to be sustained and spread to have maximum benefit. The rationale for embedding sustainability from the beginning of implementation is well recognized; however, strategies to sustain and spread successful initiatives are less clearly described. The aim of this study is to identify strategies used by hospital staff and management to sustain and spread successful nutrition care improvements in Canadian hospitals.
The More-2-Eat project used participatory action research to improve nutrition care practices. Five hospital units in four Canadian provinces had one year to improve the detection, treatment, and monitoring of malnourished patients. Each hospital had a champion and interdisciplinary site implementation team to drive changes. After the year (2016) of implementing new practices, site visits were completed at each hospital to conduct key informant interviews (n = 45), small group discussions (4 groups; n = 10), and focus groups (FG) (11 FG; n = 71) (total n = 126) with staff and management to identify enablers and barriers to implementing and sustaining the initiative. A year after project completion (early 2018) another round of interviews (n = 12) were conducted to further understand sustaining and spreading the initiative to other units or hospitals. Verbatim transcription was completed for interviews. Thematic analysis of interview transcripts, FG notes, and context memos was completed.
After implementation, sites described a culture change with respect to nutrition care, where new activities were viewed as the expected norm and best practice. Strategies to sustain changes included: maintaining the new routine; building intrinsic motivation; continuing to collect and report data; and engaging new staff and management. Strategies to spread included: being responsive to opportunities; considering local context and readiness; and making it easy to spread. Strategies that supported both sustaining and spreading included: being and staying visible; and maintaining roles and supporting new champions.
The More-2-Eat project led to a culture of nutrition care that encouraged lasting positive impact on patient care. Strategies to spread and sustain these improvements are summarized in the Sustain and Spread Framework, which has potential for use in other settings and implementation initiatives.
Retrospectively registered ClinicalTrials.gov Identifier: NCT02800304, June 7, 2016.
In healthcare, there is increasing understanding of how to implement care improvements and a recognition that sustainability should be considered as a process from the beginning of implementation [1–4]. The need to implement and sustain improvements is particularly relevant for improving nutrition care practices in hospitals. One in three patients are at nutrition risk on admission to hospital, leading to increased mortality, length of stay, and risk of readmission among other negative outcomes [5–7]. Research has also demonstrated knowledge and implementation gaps in the identification and treatment of malnutrition in hospital [8, 9] and there is a need to sustain and spread improvements when they have a positive impact on patient outcomes and care.
Understanding is lacking regarding ways to sustain improvements, however definitions of sustainability are said to have five key elements: 1) after a defined period of time 2) a program, clinical intervention, and/or implementation strategies continue to be delivered and/or 3) individual behavior change (i.e., clinician, patient) is maintained; 4) the program and individual behavior change may evolve or adapt while 5) continuing to produce benefits for individuals/systems . Sustainability frameworks, such as the Dynamic Sustainability Framework, also acknowledge a constantly evolving context . However, less is known about specific strategies to sustain and spread improvements once they have demonstrated initial success . If other local teams or units could benefit from a successful change, "spread" is encouraged. Spread is defined as making localized changes along a specific care pathway, beyond the initial implementation location . Only some of the learning from the initial implementation may apply when spreading to a new location due to differences in context, culture, and other factors. Consequently, re-working through each stage of implementation, such as following the Knowledge-to-Action framework, is recommended [1, 12]. Some spread may occur naturally, such as through sharing ideas with other staff , but this is not a guaranteed approach to spread. As with sustainability, little is known regarding strategies for spreading change. Sustaining and spreading changes is thought to lead to a culture change, which for purposes here is defined, but not limited to, shared beliefs, values, norms and routines [13, 14].
To address the gaps in hospital nutrition care with the aim of sustaining and spreading success, the More-2-Eat project used participatory action research to support and evaluate the implementation of the Integrated Nutrition Pathway for Acute Care (INPAC) , a 'best practice' pathway for improving nutrition care . To determine the anticipated barriers and enablers to INPAC implementation, key informant interviews (KI) and focus groups (FG) were conducted with hospital staff and management before implementation (late 2015) , identifying five themes: building a reason to change; involving relevant people in the change process; embedding change into current practice; accounting for climate; and building strong relationships within the hospital team . The aim of this manuscript is to develop a potential framework of strategies to sustain and spread the successful implementation of INPAC.
The More-2-Eat project facilitated implementation of INPAC, an evidence and expert consensus based 'best practice' pathway, in a single medical unit in each of five Canadian hospitals in four provinces. The size of the hospitals ranged from 186 to 1100 beds, with the unit size ranging from 27 to 50 beds. Further details of the More-2-Eat project, the multi-method data collection, and the hospital characteristics are available elsewhere [15, 17]. Participatory action research was used to encourage sustainable change; local champions were encouraged to continue to lead and implement further changes, including spread, after project completion . The Knowledge-to-Action framework , the Theoretical Domains Framework , the Consolidated Framework for Implementation Research , the Model for Improvement , and the Normalization Process Theory [22, 23], were used to support implementation of INPAC .
In the More-2-Eat project, each hospital unit had a "champion," research associate(s), and an interdisciplinary site implementation team that planned the best practice activities to implement and integrate into the unit routine. Each unit had one year (Jan-Dec 2016) for implementation; collection of INPAC audit data was reported back regularly to sites . A community of practice (external researchers and facilitation team) supported champions via monthly telephone calls and used a listserv/email group for questions between meetings. Training for champions and site teams included change management, quality improvement, and behavior change, particularly the Michie et al., Behaviour Change Wheel, recognizing that Capability, Opportunity and Motivation (COM-B) was required to change team behaviour towards best practice .
Two-day site visits for KI, FG and small group discussions were conducted in October/November 2016, after implementation. A minimum of 2 FG (4–10 people/group) and 6 interviews were conducted per site; 7 interviews were conducted by phone for participants unavailable during the visit. Purposive sampling was used for interviews so that valuable insight, both positive and negative, could be elicited; interviews were conducted with champions and research associates, as well as other key team members. All staff on the unit were invited to the FG by the champion or research associates using posters, e-mails, verbal encouragement, and enticement of a free lunch. Small group discussions (2–3 people per group) occurred when FG attendance was limited, or when those invited for individual interviews requested joint interviews. Although similar ideas continued to arise in the discussions after the third site visit, all prearranged KI/FG were completed to provide context specific data. To saturate developing themes on sustainability and spread of INPAC, in January/February 2018, a year after project completion, another round of KI and small group discussions were conducted by telephone with a More-2-Eat project champion and a purposively selected member of the site implementation team from each hospital.
CL conducted all KI and FG to allow for increased depth as she had conducted baseline interviews (Fall 2015) and understood the context . CL is a female researcher in health studies, with a background in public health nutrition and implementation science and practice. She is not a health professional and not associated with any of the hospitals, although she did support the units to implement INPAC.
All FG occurred around lunchtime, and the environment was made to feel informal; participants could leave at any time as clinical commitments took priority. Written consent was complemented with verbal reminders about the recording and the purpose of the discussion. A More-2-Eat project champion or research associate took notes during the FG and this was explained to the group and included in consent. Discussions used an active interviewing approach and were based on a semi-structured interview guide (Table 1) adapted by CL for the profession and role . KI and FG took between 15 and 75 min and were digitally recorded. Context memos for all KI, FG, and sites elaborated on key observations and reflections. Sites were given a brief summary with key considerations after the site visit and again after the sustainability interviews. As a form of member checking, each site could respond to the summaries if they felt it was inaccurate. Verbatim transcription was completed by a professional service for all interviews. FG recordings were not sent for transcription due to the volume of KI data. As a result, FG data were considered complementary in analysis. Key points and quotes from each FG were obtained by listening to recordings a minimum of twice (CL). To interpret the participant codes in the results, I = End of Implementation Phase and S = Sustainability Phase; and sites (hospitals) are labeled as A, B, C, D, E. When more than one profession is provided, this indicates one person holding two roles (i.e. Nurse + Manager).
Your practice? The practice of your staff?
- What was done day-to-day?
- The norm of care on the unit?
If no change noticed, why not?
What was the impact of these changes on patient care?
What and who supported these changes? How?
What else would you like to change?
Did you receive any nutrition education, and if so, when, what type, delivered by whom?
What were the main factors that influenced implementation?
What could have been done differently to improve nutrition care?
How do you plan to sustain the successful changes?
What should be included in a toolkit to help other hospitals starting to improve nutrition care?
Do you have any advice for other hospitals starting to improve nutrition care?
Do you think nutrition care is still important on the study unit? In the hospital?
Do you think the changes made to improve patient care are part of the routine? How do you know? How did you encourage them to be part of the routine?
What happened to the implementation team after More-2-Eat ended? What was the impact?
What strategies did you use to maintain focus on nutrition after the year of improvements? Which strategies were effective? Not effective?
Did anyone continue to collect data to monitor progress after the end of official data collection? If so, what did you collect? How? Who saw the results?
Did you take advantage of any new or existing opportunities to spread nutrition throughout your hospital?
Do you think the champion role was sustained? How did it change?
How did you continue to engage with stakeholders?
What are your goals and next steps?
CL conducted initial analysis of interview transcripts, FG notes, and context memos using NVivo 11. The Saldana et al., inductive approach of first and second cycle coding was used, with one idea per first level "code" . Second level codes were formed by grouping similar first level codes. Post-implementation interviews were analyzed first, and after a review of initial themes and transcripts (n = 12 transcripts; 4 per person; reviewed by HK, RV, and JB), it was decided that a final set of interviews a year after project completion (2018) would allow for saturation of themes on sustainability and spread. After line by line coding of these final interviews, thematic analysis was conducted combining both sets of results, and a framework created (Fig. 1). These results were shared with authors to check against additional transcripts (n = 8 2018 transcripts; 2 per person). Triangulation with other findings, including More-2-Eat project data and researcher memos were also used to confirm the themes [15, 17, 27].
A total of n = 138 participants were involved (Table 2; Note sustainiability participants were also participants in the post implementation phase). Results suggest that several implementation changes were sustained and spread successfully leading to an overall culture change whereby the importance of nutrition care to the recovery of patients was prioritized. Successful implementation included improving processes, perceptions, and ultimately patient outcomes, as described elsewhere [28, 29]. Based on this success observed by sites, focus shifted to strategies to sustain and spread improvements, which also provided opportunities for implementation of further best practices. One small change was unlikely to lead to a culture change, but a series of changes that were sustained and spread did result in a shift in values towards the importance of nutrition care as indicated in the framework (Fig. 1).
All sites experienced a shift from implementation to sustainability. "With any initiative, the most difficult piece isn't the processes themselves. It's the change management and sustaining those improvements." (IA-14:Nurse). Specific strategies to sustain a change included: maintaining the new routine, building intrinsic motivation, continuing to measure and report, and engaging new staff and management.
After a change had started becoming embedded into the routine, sites recognized that effort was still needed to keep it going. "We have to build it, and then we still have to maintain it and then we'll see the effects." (IA-11:Registered Dietitian [RD]). Sites also had to make sure the change was having the desired effect. "Making sure that what we've set up is actually working. ... You can't just put something in place and hope that it'll continue to run successfully." (SC-1:RD + Manager).
To maintain the new routine, key unit staff needed to remain involved in keeping others engaged. "In addition to a clinical manager, we have nurse educators and clinical care leaders; those are key because they're the ones that are going to be continuing to talk and have the discussions around nutrition care in the absence of clinical nutrition." (SB-1:RD + Manager). Supportive unit managers and nurse educators were key to delivering education, answering questions, and providing continued support, reminders and progress updates after the implementation team moved on to other priorities for improvement: "If you see something falling by the wayside, keep subtly putting it in there again." (ID-5:RD).
The change also had to be seen as part of the job, building accountability, such as through performance reviews, or finding ways to standardize the process (e.g., Standard Operating Procedures etc.). Maintaining the new routine was about making sure staff had what they needed and it was easy. "I think just making sure that you give them the tools. I mean, they'll do it if it's easy and if it's there." (SB-2:Manager).
Participants discussed the challenges of high staff turnover. "It's that maintenance and continuing to collaborate with new staff that are coming onboard, be it frontline nurses or new managers or new volunteer coordinators or physicians. It's a continuous need to remind and raise that awareness." (SC-1:RD + manager). For engaging new management it was about giving them some time to understand the new environment and then setting up a brief meeting to explain that nutrition care was prioritized, what had been achieved, and future plans. "You have to give people a bit of time to kind of get acclimatized to the unit [and then bring them on board]" (SE-2:RD + Manager). One champion who experienced high turnover, indicated: "A lot of my work has just been making sure that things carry on with new leaders." (SC-1:RD + Manager).
For engaging new staff, integrating key messages into the orientation was a key strategy. "We also mention it [nutrition] at new hire orientation." (SC-2:Nurse Educator). In this way, nutrition care was not seen as "new," and could be treated as a valued and expected practice on the unit. Nurse educators also supported new staff. "Our educator, who was part of our team, is doing another round of education and awareness-building because of the [staff] turnover." (SC-1:RD + Manager).
Intrinsic motivation, as noted in the baseline analysis theme of "building a reason to change" , is needed to undertake and sustain a change in practice. Those who work in healthcare typically have the intrinsic motivation to help their patients; recognizing that improving nutrition care enhances patient recovery supports this intrinsic motivation.
"99% of the people, or higher, who work here want to help people and want to help the patients. So, I think we need to start with making sure that the managers buy in and see that this is really worthwhile doing, and getting some key front line champions onboard that say, 'Yeah, I think this is important. … I'd like to do it, but I don't want to be the only one doing it, so I'll encourage my colleagues to do it.'" (IB-4:Manager).
Recognizing that everyone has a role to play in improving nutrition care for patient benefit was also demonstrated as a way to build intrinsic motivation. Staff were able to see their specific role, and the impact they could have. "We also developed a tool called "Find, Feed, Follow," and it's for every discipline. Our Malnutrition Steering Committee discussed each in an interdisciplinary group, and they each kind of discussed what their role is to find people with malnutrition, to feed them, and to follow. There was a lot of "a-ha" moments with the team, realizing that, "Oh, a piece connects to my world." So, that was valuable." (SE-1:Manager).
Intrinsic motivation was also built by engaging staff throughout the change, including involving them in decisions. "I think really asking nursing and staff feedback was a good way to start and a good way to continue on through. I think it kept them engaged." (ID-1:RD). Encouragement when staff were doing well also facilitated continued motivation. "Recognizing staff for the work that they're doing. When they hear, "This is really good work. Keep it up," … It starts to become more of an intrinsic motivation to do it, versus, "We're doing this because we have to."" (IA-12:Nurse). However, with busy hospital staff, intrinsic motivation on its own may not be not enough: "We still have resistance from nursing. I say that, being one. Can't get them to prioritize patient setup or even bedside table setup for us. We've struggled with that. They have multiple competing priorities and will tell you that's not their first priority. …We don't feel that that's as important as it is." (IB-9:Manager). Although intrinsic motivation is important, it may not be sufficient to sustain a change.
Data was seen as essential for implementation and sustainability. "It [data] needs to be local, it needs to be timely and it needs to be in a format where you can see your trend and your results. The reinforcement is extremely important." (IA-15:Manager). A strong implementation plan should include collection of data from baseline, throughout implementation, and continue longer term to show if the changes were being sustained. Monthly INPAC audit reports based on chart review completed twice per month served this purpose in More-2-Eat. "We have to keep auditing. Audits are a huge thing. If you keep auditing and you see that it's fallen to the wayside then you can talk about it more and keep trying to sustain everything that we've started." (ID-4:RD + Manager). Audits may not need to be collected as regularly as during implementation, however they are still important. "There needs to be dedicated audits. We need to see where the gaps are. … I don't think it needs to be at the same frequency, but I think that it's important that we maintain that for momentum." (IC-4:Nurse+Manager).
Reporting results were also key for sustainability, engagement, and contributed to building intrinsic motivation. "They can take pride in it [audit results], and then, therefore, I think it's just intrinsically rewarding themselves. And they go, "Well, I'm going to keep doing this because, look at that, I get this…" they get the feedback about it." (IA-10:Manager). Specific strategies for relaying audit results included huddles, quick chats with individual staff, e-mails, posters etc. "The audits were the most important thing. Then when they were noticing a dip down in practice, then we would talk about it at huddles. I would send out emails and let them know what the compliance was and that they needed to improve that." (IC-4:Nurse+Manager). Audit results were also useful for management. "I always want to see results. I want to see, ok, we're doing this study, we're doing it, but I want to see results, and that it's working. … What it improved… How?... Show me the numbers…" (ID-FG1).
When a change was seen as having a positive impact, it led to the desire for other units and hospitals to consider that improvement. "I've been happy with how it's starting to seep out to other areas within the organization." (IB-8:RD + Manager). A year after project completion, nutrition screening and use of a standardized assessment to diagnose malnutrition (i.e., subjective global assessment; SGA) were used hospital-wide in all sites and had also spread to other local hospitals. Strategies for spreading successful changes included: being responsive to opportunities, considering local context and readiness, and making it easy to spread.
Other units and hospitals were interested in implementing the successful changes from the pilot units. "We are still hearing from other units… They're asking us, 'When are you going to roll out that form on our unit,' or, 'When are you going to roll out that initiative on our unit?' So, there still is interest out there." (SE-2:RD + Manager). Recognizing that interest, responding, and providing support helped spread and maintain the momentum. "If the interest or the desire is there, I think what we have to do is kind of capitalize on when that interest is being expressed." (IB-8:RD + Manager).
These opportunities could arise from the micro (individuals, unit etc.), meso (hospital etc.) or macro (regional etc.) levels, and each could be utilized in their own way. At the micro level, individual interest could spur change: "If there's an interest, they volunteer, than they've already met half of the battle by demonstrating their interest." (SB-1:RD + Manager). An example of a meso-level opportunity was leadership demonstrating their support for food and nutrition initiatives. "This idea of having the executive team deliver meal trays when they're doing rounding with patients would be, I think, a good way to get staff to buy in that, you know, it's not just your responsibility, but we're all kind of doing our part." (SE-2:RD + Manager). At the macro level, aligning the regional initiatives provided many opportunities such as materials, resources, and benefits of having similar goals. "Our healthcare region has probably been the strongest impetus moving things forward." (IE-2:RD + Manager). Examples of opportunities being seized included when admission forms were being changed anyways, "they wouldn't change the forms for us unless they were already being changed" (IB-4:RD); when a new electronic medical record systems was being set up; or when nutrition could connect to another priority, such as patient safety.
Each unit was unique so local context and readiness needed to be determined before starting full implementation. "How others should do it has to be driven by what makes the most sense on those units." (IB-8:RD + Manager). An individualized approach to spread was encouraged. "I would view it as a unit-by-unit implementation. … healthcare has its own culture, and change is difficult… you need to sort of make sure that everybody buys in. I've seen far too many projects where we try to do this wholesale implementation, and they fail. So, I think it's much better to do it smaller scale and slow steps, and then, before you know it, it's replicated across the patch and you don't have to worry about selling people because it sells itself." (IA-6:Manager).
Checking for unit readiness was about understanding what was happening to see if it was the right time to encourage implementation in specific units. "To take a look at if there's readiness. I'd like to be able to promote some of the results that will come forth in the upcoming months and years to really start understanding with units as to who's ready, who might like to look at an implementation, and who might like to take a look at making some changes." (ID-6:Manager).
Units that have expressed interest and had a strong team seemed to be the ones who were ready for implementation. "We find that if singular units have readiness and they have a cohesive team and want to work together and do more, these would be some of the ways that we could approach it and take a look at trying to implement some of the same things and using the tools that were already created to help." (ID-6:Manager).
After learning from initial implementation, several meso and macro level changes were used to make it easier for the change to spread. One aspect was understanding the barriers that were faced in initial implementation, and being upfront and working to overcome these earlier in the new setting: "Just being open and honest and telling them that these are the obstacles that we're going to come across." (SE-1:Manager).
Having systems already set up also made it easier for new units. For example, when the screening and referral process was already in the computer system, the focus was on changing behavior so the system was used, rather than setting-up the system. Examples included having screening questions embedded in forms or the malnutrition assessment components "we actually embedded it [subjective global assessment] into our initial nutrition assessment documentation form. That definitely… oh, yeah, that makes a difference." (SE-1:Manager); setting up medication pass (oral nutritional supplementation delivered with medication) with an already available product; or including the best practices in standard operating procedures.
Learning from each other also made it easier. "I wouldn't mind just being part of helping other units start all of this – like, a little bit of hand-holding because sometimes I find that people need that." (IB-I1:RD). Another manager indicated the benefits of learning from past experience: "Whenever I'm looking to roll something new out, I don't want to reinvent the wheel. I want to go to somebody that's tried and true, and steal shamelessly from them and use what I can." (IA-6:Manager).
To spread a change so it was fully embedded into practice and could be sustained, the implementation process started again in each new location and for each new improvement activity. In Fig. 1, this theme is represented by the arrows from Spread to Implementation. When asked how a change should be rolled out to other units, a participant replied: "The exact same way as you guys did on this unit. Introducing it to the staff. Making it part of the admission process. Increase awareness." (ID-FG2). When spread happened without considering the full change management process, there were more challenges. "We've gone ahead with MedPass and with screening and SGA and discharge planning [on a new unit], but it needs to be heightened. We're not getting the referrals, and we're pretty sure that the screening isn't being done well. So, it'll be kind of going back to square one and doing more of that team approach and seeing what we could do to influence that." (SC-1:RD + Manager). Another participant learned that full implementation was needed in a new location. "We should've gone to the front line staff in the first place, got them to help us build it. … We just assumed that it would be pretty plug and play. It turned out not to be. So, if I was to do it again, I would've gotten the front line staff to help us." (IB-9:Nurse+Manager).
Both sustaining and spreading a nutrition activity required two further strategies, being and staying visible and maintaining roles and supporting new champions.
Being able to see the change and the people driving it were important for both sustaining and spreading changes. "I'm just wondering if that presence and visibility [of the project and dietitian] has helped to kind of sustain the changes more so than something more specific, like an education session or an auditing process." (SB-1:RD). The change had to stay visible so people would keep talking about it, thus encouraging it to become embedded. "I think part of it is just through osmosis, right? Like, we talk about it so much, and we do things so much. And sometimes some of the front line staff won't put two and two together that the osmosis is from us talking about it. But I think that's when the real benefit is, is that people start just naturally putting things into their day-to-day practice." (IB-7:Manager). For a nutrition focused project, visibility included having dietitians on the unit regularly, available for questions, and continuing to talk about success. "We're in their faces all the time. We're on the units all the time." (IC-2:RD).
A champion was needed throughout implementation and to sustain and spread changes with the support of an implementation team: "Somebody has to own it. Because if nobody owns it, then it goes by the wayside." (IA-11:RD). This champion also supported others to champion specific changes or areas to spread. "We have a lot of people here who are very good at driving change and driving initiatives that are specific to this unit. I think that it will be important to take those people as champions." (IC-4:Nurse+Manager). Involving existing leaders, including those who are seen as leaders by other staff, helped with buy-in and to drive a change. "You need to get that buy in and you need to scout out who are your leaders or who has more input with the staff or who are the staff who's kind of their champion... Then make sure that those people are involved as well." (SC-2:Nurse Educator).
After initial changes were in place, the implementation team either stayed in place, shrank, or merged into existing teams, such as those focused on changing practice or quality improvement. "I think our Quality Council is the place to be and the place to bring up what changes you think need to happen and then work on a plan." (SD-1:RD). Regardless, developing and maintaining champions was a required strategy to spread or sustain improved nutrition practices.
While sustaining and spreading successful improvements, a culture change was discussed by participants. "People are thinking about it, know about it, feel it. There's a presence there, and so that's maybe a start to a change in nutrition culture." (IB-8:RD + Manager). People were paying attention to the changes and their impact, particularly for their benefit to the patients. "I think it's made a big difference. I think hopefully we're preventing people from being readmitted. I think we're seeing the people that we really need to see… I think it's really, really helped improve our patient care." (IC-2:RD). This reported culture change was visible in a variety of ways such as: "people are paying more attention to what people [patients] are eating." (IE-FG1); "we are more aware of it as a group, particularly the physicians." (IA-FG2:Physician); "myself and my staff have become more aware of malnutrition as an issue. Conversation comes up more frequently during our discharge rounds and just day-to-day time on the unit. We discuss food much more." (IB-7:Manager).
Culture change within administrators was also demonstrated through change in allocation of resources. In one site, it was originally mentioned that "budgets being so tight, there's no appetite for any investment at all" (IA-6:Manager). After the More-2-Eat project ended, a request to continue specific nutrition care processes was approved. Dedicated resources to facilitate champion time was also seen as beneficial. "The real key, honestly, is being able to have some dedicated resources to continue to follow up and observe and audit and review and look for continuous ideas as to how to improve and engage improvement specialists for you to support that message. The challenge is, however, that resource isn't readily available." (ID-2:Manager). In the More-2-Eat project, a year after the small influx of resources to support data collection and champion time had ended, 2018 interviews indicated most changes had been sustained and spread. "[Nutrition care] continues to be a culture within our study unit." (SB-1:RD + Manager). Changes had become "embedded into our routines and our relationships" (SA-3:Manager). It was clear that even though these changes had started as part of a research project, the end of the project did not indicate the end of nutrition care improvements. "I don't think this thing is ever going to end to be honest... I think this is just a start, and then after the study's over, we need to continue. That is something that speaks to me loud and clear, that this isn't something that just stops after the study's over. We've got to keep going and figuring out how we can continue making it important, that nutrition is important, and that food is medicine." (IC-1:RD). It is apparent that successful implementation, sustaining and spread could lead to what was described as a culture change.
This analysis, although specific to the context of improving nutrition care in hospitals, resulted in the Sustain and Spread Framework (Fig. 1), which may be applicable to other healthcare implementation initiatives. This framework may be used as a guide for other quality improvement initiatives or policy changes after initial success with implementation, so changes are sustained and spread.
The "implementation" circle of the Sustain and Spread Framework could include any existing framework, including those presented in baseline results , as well as the Knowledge-to-Action framework , the Model for Improvement , the Normalization Process Theory [22, 23], or any other model of implementation. These are also the models on which the More-2-Eat project is based . Within implementation and throughout sustain and spread are the overarching principles of the Theoretical Domains Framework , the basis for the Behaviour Change Wheel , that lists interventions and techniques to create change at various levels of influence. The More-2-Eat project champions and research associates were trained on the Behaviour Change Wheel, and results indicate that a variety of strategies were used to change behaviour .
The More-2-Eat project is in line with Organizational Participatory Research, in which organizational changes and practice improvements are made . Within Organizational Participatory Research, additional benefits exist that are likely to contribute to sustained change and improved adoption of future changes, as this style of research can empower healthcare professionals and improve their career development, benefitting the individual and organization . Overall, champions and their teams are key to implementing and sustaining change, which literature also suggests [4, 13, 32–34].
Improvements in hospital nutrition care were driven by a series of related changes that were sustained and spread using overlapping strategies. A strong foundation of implementation led to initial success and then shifted into sustaining and spreading those changes. After determining readiness for spread, implementation started again in new areas, continuing to change staff values. Keeping the initiative visible and having champions maintain their roles and support new champions was essential. These results are in line with other sustainability literature that suggests organizational factors, funding, support (e.g., champions), and practitioner characteristics (e.g., turnover) are particularly relevant .
With all of these elements in place, some sites started to recognize organisational culture change. The reported consistencies across definitions [13, 14] were seen throughout the project, including shared beliefs, values, norms and routines among the staff on the More-2-Eat units. As participants reported a shift in the way people throughout the organization thought about nutrition, responded to malnourished patients, and adapted their practices, results were in line with the thinking that changing core values can help shift institutional culture .
Some sustainability literature describes the tension that can arise between having a change become embedded into routine, while still allowing for future innovations [1, 4]. Sustainability was seen by the More-2-Eat project units as a process, recognizing that even once change is embedded, refinement with implementation cycles are still needed to keep the change going [1, 21, 36]. Sites allowed for new opportunities or changes to existing processes, yet surprisingly, there was little mention of removing processes that were not working or low value (de-implementation) [37, 38].
Some staff requested a "reprieve" from change, as they wanted a chance to get accustomed to a new process before the next change started. Other staff recognized the hospital environment needs to be continually adapting to best meet patient needs, and requested more "refreshers" to make sure nothing was forgotten. Flexibility within implementation was also considered important to accommodate the busy clinical environment and encourage adoption [4, 20]. Following the More-2-Eat project, INPAC was adapted to be less prescriptive to encourage this flexibility  and More-2-Eat Phase 2 is testing a sustainable model to encourage further spread. To guide anyone interested in making nutrition care improvements, the INPAC implementation virtual toolkit was developed. The toolkit provides specific direction for making improvements and includes key messages, quotes, videos, resources and tools to support implementation of INPAC .
Particularly in the 2018 interviews, champions or those that had been involved from the beginning were selected for participation based on their ability to reflect on the full process. Since they were intimately involved, in depth interviews were conducted, however their views may not be reflective of others on the unit, including patients and care partners, nor do interviews necessarily reflect the regional perspective. As KI and FG were arranged during two day site visits conducted across Canada, it was not possible to recruit participants only until saturation. As similar themes were seen after the third site, saturation was being approached, however all scheduled interviews were conducted to provide context specific data and increased depth of understanding. Having all data collection and analysis conducted by one researcher was seen as beneficial to encourage continuity across interviews and analysis. Addition of a second analyst may have been beneficial, however other authors reviewed a selection of transcripts, potential themes were discussed and several iterations of the diagram were reviewed throughout analysis.
"Scale," "Scaling-up" or "Scaling out" are terms typically associated with sustain and spread, implying another approach to increasing the uptake of a change [1, 41, 42]. These terms are not used in this framework as they focus on broader, top-down implementation that is leader-heavy, thus not representative of the process discussed by participants .
Units, which were selected based on their readiness to change, were provided with a small financial incentive (mainly for data collection ), and received coaching from a research team, all factors that would not typically be available to a hospital. As the idea of culture change was not considered before analysis, questions were not developed with consideration of culture change principles or theories.
This study revealed key strategies used to sustain and spread successful changes. Although based on nutrition care improvements, these strategies have been summarized in the Sustain and Spread Framework, which may be useful in other healthcare implementation initiatives. This framework has potential to strengthen the way successful changes are sustained and spread to allow for longer term improvement in patient outcomes.
The More-2-Eat implementation study team includes the following co-investigators (C. Basualdo-Hammond, J. Bell, P. Bernier, L. Curtis, D. Duerksen, J. Dubin, B. Liu, P. Douglas, L. Gramlich, M. Laporte, S. Ray), trainees (C. Laur, T. McNicholl, R. Valaitis), collaborators (L. Dietrich, K. Jeejeebhoy, A. Maybee, M. Mourtzakis, S. Robbins, H. Truber), champions (M. Atkins, D. Butterworth, B. Hotson, S. Obiorah, R. Nasser, M. Stickles-White, M. Tom) and research associates: (S. Barnes, M. Booth, A. Digweed, S. Doering, S. Cowan, J. Murphy, C. Marcell, L. Vescio). Canadian Malnutrition Task Force has provided in-kind project management through its Director, Bridget Davidson who was also part of the research/facilitation team. The NNEdPro Global Centre for Nutrition and Health has specifically supported key aspects of the INPAC implementation toolkit development and provides dissemination across its network. Dietitians of Canada, Canadian Nutrition Society, and the Canadian Society of Nutrition Management also supported dissemination of this work.
Funding was provided by the Canadian Frailty Network (Grant #SIG2014–08). The Canadian Frailty Network was not involved in the design of the study, collection, analysis or interpretation of the data, in writing the manuscript, nor in the decision to publish the results.
As all data presented is qualitative, making it freely available would breach confidentially of participants.
C.L. conducted interviews, completed the analysis and led on writing the paper. R.V., J.B., S.R., and H.K., all reviewed transcripts, contributed to the development of themes, and reviewed and edited drafts of the paper. H.K. led the More-2-Eat project. All authors have read and approved the manuscript.
Ethical approval for the More-2-Eat project was obtained from the University of Waterloo Research Ethics Board (ORE #20590) and from the ethics committees at each of the five participating hospitals. For the sustainability interviews, all sites agreed to be covered by the University of Waterloo ethics. Written consent was obtained from each participant prior to their interview or focus group.
At the time of the study, H.K. was co-chair of the Canadian Malnutrition Task Force, which receives unrestricted grants from the Canadian Nutrition Society. H.K. and C.L. have received honoraria for speakers' bureaus with Abbott Nutrition, Nestlé Health Sciences, Fresenius Kabi and/or Baxter in the past three years. The other authors have no conflicts of interest to disclose.
Moore JE, Mascarenhas A, Bain J, Straus SE. Developing a comprehensive definition of sustainability. Implement Sci. 2017;12:110. https://doi.org/10.1186/s13012-017-0637-1.
Canadian Malnutrition Task Force. INPAC Implementation Toolkit. 2018. m2e.nutritioncareincanada.ca/. Accessed 27 Aug 2018.


A lot can happened in a day. A baby was born in a day, people died in a day, a landslide can cause a disruption in a day, a city can be destroyed in a day and life can changed in a day. Nothing is ever permanent in this world.
Living in a fast changing world where changes happened almost instantaneously can be challenging. You really need to adjust with the new normal fast. There's no time to mourn the lost.
This is why I love the press a pause button and take a time to document life on a daily basis. It's important to capture life at the moment rather than hold on to something big to happened.
So today I decided to make two scrapbook layout with two photos of today which capture my / our moment in time because when tomorrow comes these may not be our normal anymore.
Scrapbooking / Memory keeping isn't about a fancy design or beautiful layout, it can be about the photo and the story. What you want to remember about that day or about that particular photo. I am sure that a month from now or a year from now I am going to look back at this point in time and said that this was me and this was my life. I exist in this world and life is better because I was here.
These layout is inspired by Cathy Zielske's layout from this blog post. I just love her simplistic approach to scrapbooking and she makes turning 47 sound cool. And she's funny too.


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O-007 Trends in mortality and morbidity after treatment of unruptured intracranial aneurysm in the United States, 2006–2016
S Majidi1,
A Mehta2,
R De Leacy1,
J Mocco1,
J Fifi1
1Neurosurgery, Mount Sinai Hospital, New York, NY
2Neurology, Columbia University, New York, NY
Background We aimed to assess nationally representative trends of in-hospital mortality and clinical outcome after treatment of unruptured intracranial aneurysms (UIA).
Methods The Nationwide Inpatient Sample (NIS) database from 2006 to 2016 was reviewed. Patients with unruptured intracranial aneurysm (UIA) who underwent aneurysm treatment during hospitalization were identified. Patients' demographics, comorbid conditions, length of hospital stay, rate of in-hospital mortality, discharge destination for each treatment group (microsurgical clipping and endovascular embolization). Poor clinical outcome was defined as discharge to skilled nursing facility or hospice instead of home or acute rehabilitation facility. Multivariate regression model was used to identify independent predictors of mortality and poor clinical outcome.
Results A total of 21,609 patients with UIA were identified from 2006 to 2016. The overall rate of in-hospital mortality decreased from 0.9% in 2006 to 0.2% in 2016. Overall, 83% of the patients had favorable clinical outcome. The utilization of endovascular embolization increased from 60% in 2006 to 64% in 2016. Patients who had endovascular embolization had 3 days shorter hospital stay (1 vs 4, p<0.0001) and significantly higher rate of favorable clinical outcome compared to microsurgical clipping group (91% vs 74%, p<0.0001). Patients with age ≥ 80 years [OR (95% CI); p-value: 1.05 (1.02–1.11); p=0.03], female gender [OR (95% CI); p-value: 1.21 (1.07- 1.37); p=0.002], those with higher comorbidity index [OR (95% CI); p-value: 1.11 (1.07- 1.18); p=0.002], and patients who had microsurgical clipping [OR (95% CI); p-value: 1.29 (1.11–1.69); p: 0.021] had higher rate of poor clinical outcome. Similarly, age ≥ 80 years [OR (95% CI); p-value: 1.04 (1.01- 1.06); p=0.04], higher morbidity index [OR (95% CI); p-value: 1.52 (1.25–1.85); p<0.0001] and microsurgical clipping [OR (95% CI); p-value: 1.29 (1.11–1.69); p<0.0001] were independent predictors of mortality after treatment of the aneurysm.
Conclusions Mortality rate from treatment of unruptured intracranial aneurysm has substantially decreased in the past decade. Higher rate of morbidity and mortality is seen in patients ≥80 years old, patients with multiple comorbidities and those who were treated with microsurgical clipping.
Disclosures S. Majidi: 1; C; SNIS Foundation. A. Mehta: None. R. De Leacy: None. J. Mocco: None. J. Fifi: None.
http://dx.doi.org/10.1136/neurintsurg-2020-SNIS.7
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There is a rooftop in Madrid where, on a clear night, if you lay on your back and open your eyes, you will see nothing but stars and sky in every direction . By climbing the stairs to the top floor of its home, stepping out onto a lower roof and pulling oneself up into the sky, one still knows that kitchens and hammocks and porch swings are all close by.
The music from down below won't wrap around the roof and, so, it is quiet. Your hand is a black silohuette blocking out a larger and larger portion of the sky as you bring it closer to your face. With enough imagination, it can feel like the entire sky is below you and that, if you let go, you would fall forever.
That particular roof is surrounded by red-brown mountains that are so far way that the curvature of the earth makes them invisible until you stand up. Then, they are unmistakable, even at night. Stars seem to gather along their peaks, like a magnet attracting iron ore.
The streets, alleys and paths below the roof, surrounding the home, are narrow. White-washed walls barely capture the surrounding colors but, when they do, they rival any rainbow for those practitioners who are mindful enough to stop and look.
Find yourself in Madrid. Find the treasure. I've forgotten the exact location.


Join us for an intelligently sequenced 90mins Forrest Yoga practice designed to activate and soften key muscles around the neck & shoulders. Learn to strip away layers of emotional & physical blocks that we hold in our bodies and feel the freedom in your bodies as you release and let go.
Practice being compassionate & listen to your own body as you ride your breath through the different poses. Be aware of the habitual tension areas in your body and learn how cast off burdens that are not yours to shoulder.
This is followed by a full hour of practical hands-on myofascial bodywork session learning key techniques that delve deep into neck and shoulders. Myofascial bodywork is a hands-on complementary healing modality that focuses on releasing the muscles (myo) & connective tissues (fascia) in order to relieve pain, aches & tension.
Ming Li is the rare certified Forrest Yoga teacher in Singapore and is drawn to the healing practice developed by Ana Forrest. She first learnt myofascial bodywork from Brian Campbell, lead Instructor at the Shiatsu Massage School of California and Forrest Yoga Guardian, who has been teaching people how to use Bodywork and Yoga to relieve pain for over 12 years globally.


Here's a quick summary of the content, then read on…!
• Wow, what a great First Corvallis Guitar Festival; we are already thinking about the Second!
• After the excitement of the first half of 2017, we will be taking a break over the summer; so no Society meetings in July or August.
• We kick off again in September with the next Guitar Society Meeting on Monday September 11th. Note this is NOT the first Monday because that is Labor Day, but rather the Second Monday.
• Check out Berto performing at the Chintimini Festival here in Corvallis on June 25th 4pm.
The free workshops on Saturday afternoon were very well attended and people relished the chance to learn from some of the great local teachers & performers we have here in Corvallis including Mickey Jones and Berto Boyd. And rising star Jaxon Williams, an Oregonian and Fulbright Scholar who opened the festival for us on Friday night with a wonderful performance and a great program, and shared his insights into what makes him so good with our workshop attendees. Thank you Jaxon!
We were very pleased with the turnout which surpassed our expectations and more so with the tremendous enthusiasm expressed by everyone who came. I would like to thank Wayne and Lily from Hilltop Music, Phoenix Oregon, who displayed wonderful collection of fine instruments, current and historical, for our festival including a Hernandez guitar from 1922.
We will kick off the second half of the year with our Guitar Society Meeting on September 11th We will be playing more ensemble music arranged by James Bishop Edwards and Berto Boyd, plus new material that will be posted to the website one week ahead of the meeting. There will be an open stage session as usual for people to get up on stage and play – all acoustic guitar styles are welcome. I am delighted to announce that our featured artist for September will be Ed Dunsavage. So bring your own guitar and join in with the Ensemble and share your own music with us during the open stage session – ALL levels of music are very welcome, then sit back and enjoy the music of Ed Dunsavage.
Sunday June 25th Berot Boyd will be performing with fine local and regional chamber musicians at the Chintimini Festival here in Corvallis at the First Presbyterian Church 4:00pm. He will be performing Castel-Nuovo Tedesco's Guitar Quintet, Op. 143 and Boccherini's Guitar Quintet in D Major, G 448 "Fandango".
Thank you and I hope to see you on September 11th.


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Movie Review ~ Lucy in the Sky
by Joe Movie Review	• Tags: Brian C. Brown, Coleman Domingo, Dan Stevens, Ellen Burstyn, Elliott DiGuiseppi, Fox Searchlight Pictures, Jeffrey Donovan, Jon Hamm, Lucy in the Sky, Natalie Portman, Noah Hawley, Tig Notaro, Zazie Beetz
Synopsis: Astronaut Lucy Cola returns to Earth after a transcendent experience during a mission to space, and begins to lose touch with reality in a world that now seems too small.
Stars: Natalie Portman, Jon Hamm, Dan Stevens, Zazie Beetz, Coleman Domingo, Tig Notaro, Jeffrey Donovan, Ellen Burstyn
Director: Noah Hawley
Running Length: 124 minutes
Review: It seems that in Hollywood they have a much easier time giving men kudos for taking on challenging work and, more specifically, challenging characters. I can't tell you how many movies I've seen based on buzz touting the leading man doing something extraordinary by going the extra mile for a role or disappearing deep within a character. Hold on to your knickers if that same actor appears as someone unlikable or unrelatable because that's where the awards chatter begins. Even in 2019, there are several actors being mentioned for major awards that are doing good work but…work that's awards worthy? I'm not so sure.
Natalie Portman has always been an interesting actress to me. Feeling wise beyond her years from a young age, she managed to bypass the teenage comedies that stunted many of her peers and graduated to adult fare and populist entertainment early in her career. Nabbing an Oscar-nomination at 23 for Closer before winning one at 29 for Black Swan, Portman never settled into one genre or budget-range, preferring to choose projects based on the scripts and directors instead. She didn't get quite enough praise for the divisive Annihilation in 2018 and, well, the less said about the annoying Vox Lux, the better. I was hoping Lucy in the Sky would be a return to the kind of Portman performance I had enjoyed in the past, one that was a little more grounded and connected.
The biggest problem I found in this story loosely (very loosely, it turns out) inspired by the true-life story of a NASA astronaut that traveled thousands of miles and assaulted the mistress of her married lover and former co-worker was that it strayed so far from the truth. I can understand changing some of the details to protect the innocent but screenwriters Brian C. Brown, Elliott DiGuiseppi, and Noah Hawley (who also directed) have made so many bone-headed changes that what remains is only a sanitized shadow of what really happened. Also, one important (and, ok, sensationalized) detail has been completely excised. So the story has been reduced to just another spurned lover tale we've seen done countless times before.
Astronaut Lucy Cola has returned to Earth after a journey to space that has left her, as it has many, a changed person. As she shares with her fellow astronauts, things just don't look the same on the ground once you've seen the entire globe from space. Living in Texas with her husband and a niece left with them by her irresponsible brother, Lucy sets her sights on returning to space on the next mission in order to feel that same high she felt before. During her highly competitive and intensive training, she finds a connection with Mark, another astronaut readying for his own mission and the two begin an affair that will cause Lucy to spin-out of the orbit she has set herself in. Now, as she feels her stability going out of balance and feeling pressure from Erin, a younger recruit, just as eager as she once was, Lucy's actions get more erratic until she makes series of decisions that will forever change the course of her life.
Always a problem inherent in movies with cheating spouses is that the cheaters face an uphill battle from the audience when they finally have the face the music. Are we supposed to feel sorry for these characters for getting caught up in a mess of their own making? Do we excuse Lucy (Portman) walking out on her husband (Dan Stevens, Apostle) because he's too…nice? What about Erin (Zazie Beetz, Joker), Lucy's competition at work vying for a spot in the next space shuttle mission and for the attention of Mark (Jon Hamm, Million Dollar Arm)? How much does she factor into what ultimately happens between Lucy and Mark? Ultimately, aren't all of these people (save for maybe the jilted husband) kind of awful in their own way? Hawley also awkwardly places Lucy's niece on the frontlines for much of this action, alternately as an observer and as a participant and that feels like an inconsiderate adjustment to this story. Involving a pre-teen in this adult sphere of responsibility isn't appropriate, no matter how out of touch Lucy begins to get.
Hawley has assembled a hard-working cast that feels like they were possibly signed up for a different kind of movie. Though it starts with some promise, it eventually comes apart at the seams and not rapidly…it's a slow slog to the finish line. Along the way there are some quite good scenes with Portman convincingly speaking about how much harder it is for women to get ahead in her line of work and conveying the desperation for perfection and achievement. I also enjoyed what little we see of Ellen Burstyn (Interstellar), though Hawley seems to only want to use her for a few foul-mouthed punchlines. The more manic the film gets in its latter half, the weirder Portman's Texan twang gets and I have to wonder if it wasn't almost intentional. It's as if she's learned to tone down her drawl to compose herself but when she starts to unravel she reverts back to a Yosemite Sam pattern of speech.
Now, I wouldn't go so far to say Lucy in the Sky represents the kind of performance that should get Portman the same kind of accolades she received for Jackie or her Oscar-winning turn in Black Swan but it is representative of the kind of askew work she seems inherently drawn toward. Despite a brief foray in recent years into Marvel blockbuster territory with Thor and Thor: The Dark World, Portman has squarely appeared in harder sell pics that take some time to warm up to. Portman can't seem to help herself in taking on women with rough exteriors that are cool to the touch but have a fire burning inside waiting to be released. That she's found a way to make each one distinct in the way they go about freeing themselves from turmoil is a testament to her creative approach. It doesn't quite work to her advantage ultimately in Lucy in the Sky but I can't imagine anyone else attempting it with such force.
31 Days to Scare ~ Wolfman's Got Nards: A Documentary
October at the Alamo


Ribbon: 3 equal horizontal stripes of red, white and black. Gold eagle on 1st Class ribbon.
Awarded: For exceptional courage in battle which results in the infliction of casualties upon the enemy. It is the highest award for bravery in battle.
Grades: 2, plus a 'special class' self-awarded by then-President Anwar al-Sadat.


Juniper Networks maintains honeypots around the world to collect real time statistics about vulnerabilities and threats. Honeypots are sample networks connected to the Internet in a production environment and contain a representative sample of platforms, operating systems and applications.
The data represents the most common attacks that are seen on these representative networks and is an average per honeypot collected over a rolling one week window. The attacks seen in these networks may differ from the top and latest threats listed on the previous page. The data represents the most widespread attacks but may neither pose the greatest risk to customers nor be one of the latest threats.
Top 5 most frequently exploited vulnerabilities with a rating of "severe."


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Tax Working Group: CGT a lost opportunity to explore solutions to inequality
Make your last gift count
Request a CPAG Speaker
Join the CPAG Team
Our Children, Our Choice: Priorities for Policy Series
Incomes
Social hazards
Household Expenses
Measuring Poverty
Child Poverty in Aotearoa 2014 Episodes
CPAG film "Nurturing our future"
The latest: Welfare fit for families campaign
A New Zealand where children can flourish
Fix Working for Families (FWFF) Campaign
Park up for Homes 2016
Hikoi for Homes - Everyone deserves a home
Healthy and Affordable Housing
CPAG in the court of appeal
The #endchildpoverty petition
Living Standards Report has good news and bad news, says Child Poverty Action Group
Child Poverty Action Group has welcomed the release of the Ministry of Social Development's first results of the 2008 Living Standards survey. The report goes beyond income data to measure people's wellbeing by looking at what they can and cannot afford.
The good news is that the living standards of children in low-income working families improved between 2004 and 2007. This shows that giving poor families more money through Working for Families made a material and important difference
"The bad news is that the living standards of children in families relying on a benefit did not share this improvement at all" Economics spokesperson Dr Susan St John says. "We have been concerned for some time that these children have been left to fall even further behind. This is exactly what the report shows: one in five New Zealand children are experiencing serious hardship, and , unacceptably severe restrictions on their living standards."
"Worse still", says St John, "This is based on 2008 data and does not include the effects of the recession. Since then many more families have lost their jobs and a large part of their family assistance and are really struggling." Child Poverty Action Group urges the government to pay attention to its own research and use the opportunity provided by its tax reforms to improve incomes for beneficiaries with children by extending the In-Work Tax Credit to all low-income children.
The group is also asking the government to raise the benefit earnings threshold from $80 to $150. "If full time work is hard to come by then parents should be able to help themselves by earning more money part time. The government promised it would raise benefit thresholds during the election. These children can't wait for the government"s books to get back into the black. It will be too late by then," she said.
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When three Southern Arkansas University nursing students started organizing next week's stem cell registry drive more than three months ago, they were not aware that a member of the Mulerider family is one of more than 1,400 whose life could be saved.
The stem cell/bone marrow registry drive is scheduled for 9AM - 3:30PM on February 14 and 15 in the Reynolds Center Rotunda and the SAU Baptist Collegiate Ministry. For more information, contact Dr. Becky Parnell at (870)235-4365 or at bbparnell@saumag.edu.
When Parnell began promoting the registry event on campus, it was brought to her attention that the daughter of Magnolia native, 1984 SAU alum and Board of Governors Chair Beth Galway, Sydney, is suffering with acute myeloid leukemia and in dire need of a bone marrow transplant.
"When Sydney was diagnosed with acute myeloid leukemia, the doctors told us that Sydney's only cure would come from a bone marrow transplant. The doctors were, and are, confident of the success of her treatment due to the fact that she has a high chance to find a perfect bone marrow donor," said Galway.
Her increased chance of finding a match, Galway explained, is simply because she is a Caucasian female – which has one of the highest bone marrow donor rates. She has a 97% chance to find a donor.
"Of course, the first donor they looked at was her sister. A sibling has only a 25% chance to be a match; a parent even less. Sydney's sister was not a match," said Galway.
Donor matches are generally based on race. With today's diverse community, the need for bone marrow donors from minority and mixed race groups is high. An African American patient has only a 66% chance to find a match.
"The doctors and nurses that I have talked to indicate that the need is huge for African Americans as well as donors from India," said Galway.
She said that the treatment for Sydney, who is a sophomore in college, is now in phase 3. Her next step is a bone marrow transplant.
"We hope to have a perfect match for her and pray that the donor will be willing to do all that is necessary for providing the blood or bone marrow needed for the transplant," said Galway.
The drive is being sponsored by SAU's Department of Nursing and University Health Services. Junior and senior BSN students will also be assisting in the bone marrow drive as a professional development activity.
Becoming a member of a stem cell/bone marrow registry only requires that you provide a swab of the cells inside your cheek. To register is a painless and fast way to possibly save a life.


Blocks in C and Objective-C are downright magical. They make coding easier and potentially quicker, not to mention faster on the front end with multithreading and Grand Central Dispatch. BlocksKit hopes to facilitate this kind of programming by removing some of the annoying – and, in some cases, impeding – limits on coding with blocks.
BlocksKit is a framework andr static library for iOS 4.0+ and Mac OS X 10.6+.
Performing blocks on an NSObject, with or without delay.
Key-value observation (<NSKeyValueObserving>) with block handlers.
NSArray, NSSet, NSDictionary, and NSIndexSet filtering and enumeration.
NSInvocation creation using a block.
Both delegation and block callbacks on NSURLConnection.
UIAlertView, UIActionSheet with block callbacks and convenience methods.
Block initializers for UIControl and UIBarButtonItem.
Block callbacks for MFMailComposeViewController and MFMessageComposeViewController.


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July 4th Sales, 2013 – Big Retailers Offering Week Long Sales This Year
By Jimmy Borough | Jun 30, 2013
July 4th falls on a Thursday this year. Many stores are responding to the mid-week holiday by having sales that go from the weekend before to the weekend after Independence Day.
A mentioned earlier here on CP, Amazon discounted the 7″ Kindle Fire HD by $30 for the holiday. But that's not all they have on sale.
The online retailer, which often appears reluctant to offering holiday related sales, has put together a whole July 4th section on their site. It includes 20% to 50% off select HDTV's and other electronics, 50% off select tablet and smartphone cases, 40% off select Bluetooth headsets, 50% off select watches, 60% off select shoes, 70% off select clothing and more.
Online computer retailer Newegg says they have 240+ items in their July 4th sale. Some of the items they lead with include the HP Spectre NV13-2150NR 13.3″ Ultrabook for $629. They list the retail value at $979. A more realistic comparison though may be what the same item sells for at Walmart: $679. They also had an LG 55″ 1080p 120Hz Cinema 3D LED TV on sale for $679 with a coupon code – but that sold out quickly. There are still a huge number of items in the sale that remain in stock.
Home Depot launched their Red, White & Blue Sale on June 20. They have $5 off cans, and $20 off 5 gallon buckets, of paint. Appliances are on sale, plus they have a special with an additional $50 off each appliance purchased after the first one, up to $400 in savings. They also have up to 40% off patio furniture and, of course, grills on sale.
Sears' July 4th sale includes up to 50% off outdoor furniture, 50% to 60% off select mattresses, 50% to 60% off summer clothes, and 10% to 30% off appliances. Their sale ends on Friday, 7am CT.
Mario Tennis Open for the Nintendo 3DS is on sale in Best Buy's July 4th sale for $19.99 (regularly $39.99). They are also offering an HP 15.6″ Laptop Essentials Package that includes a HP 2000-2b44dx Laptop, Internet Security Software, Sleeve, Mouse & Flash Drive for $299 (they have the regularly listed price is $394.95, but this appears to be a Best Buy exclusive and we could not compare the price to other retailers). They also have a 32″ LG HDTV on sale for $299 (list price $399).
We'll reporting on July 4th sales here at CP throughout the week and into next weekend – stay tuned!
Consumer Expert Jimmy Borough
Jimmy is an assistant editor and a writer here at News For Shoppers. He has more than two decades of experience in the shopping industry, having worked in sales and marketing in both the technology and fashion industries.
View all posts by Jimmy Borough


Starting January 30, 2015, Tradeshift will be introducing a new certificate on the FTPS protocol. The new certificate will be signed by Geotrust/Equifax.
Your integration presently accepts our SSL/TLS certificate which allows your system to establish a secure connection to Tradeshift.
As part of ongoing effort to improve security and quality of services that we provide to our customers, we will replace the existing self-signed certificate for FTPS with a new certificate signed by Geotrust/Equifax - a well known Certificate Authority which is trusted by default on Microsoft, Google, Apple, Oracle (Java) and Mozilla products.
Please check with your IT department that the replacing signature doesn't need to be manually accepted by your integration software, however most of these integration software should automatically accept the newly replaced certificate on the first connection attempt after the upgrade takes place.
If you have any questions, please feel free to contact our support team via the support system.


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arts entertainmentPop Music
If you dig twangy, homegrown tunes, check out the lineup to Old 97's County Fair, just announced
Old 97's perform during the Old97's County Fair at Main Street Garden in Dallas, TX, on Apr. 8, 2017. (Jason Janik/Special Contributor)(Jason Janik / Special Contributor)
By Kelly Dearmore
10:16 AM on Jan 23, 2018 CST
At the Old 97's County Fair on April 14, the fest will feature its most diverse lineup yet.
The three-year-old fest takes place again in Main Street Garden in downtown Dallas and is, of course, headlined by Dallas' own alt-country forerunners the Old 97's. The tallest guest at the fest will be a 40-foot Ferris wheel, one of several markers that this County Fair has become the twangy younger sibling to the more rock-centered Homegrown Fest, produced annually each May by the same company in the same location.
Cali-based indie-folk outfit Lord Huron, no stranger to large local crowds as evidenced by packed shows at Bomb Factory and Southside Ballroom, will take the stage prior to the Old 97's. Joining them on the bill will be genre-bending country group the Mavericks, who, despite their flair for fusing Latin, rock and folk flourishes, thrived as a chart-topping, Grammy-winning country group in the mid '90s before breaking up and reuniting with arguably its strongest, most daring music ever.
It's not that last year's festival (with Lucinda Williams, Mavis Staples and the Jayhawks, among others), looked and sounded the same. But the top half of that bill carried an esteemed and established feel catering more to the over-40 type than to a younger, more adventurous or indie-rock leaning crowd.
This year's fest hits that younger demographic, at least to a certain extent. Together since only 2010, Lord Huron is a band of pups compared to legends such as Williams and Staples.
Courtesy of Old 97's County Fair
Here are other acts that give this year's lineup a refreshing mix while retaining the twangy cohesion this festival continues to employ as its identity:
Tennessee native Valerie June, a breathtaking roots-music talent who can seemingly make any stringed instrument bend to her creative will
Dallas-based old-school country troubadour Paul Cauthen
Erika Wennerstrom, the lead singer of the Heartless Bastards
The Bottle Rockets, a veteran crew that belongs with the 97's in any conversation of trailblazing alt-country acts
Also on the lineup are Jamie Wyatt and Bastards of Soul. Tickets range from $50 for general admission to $125 for VIP. Tickets are on sale now via Old97sCF.com.
Kelly Dearmore, Special Contributor. Kelly Dearmore is a freelance writer and the former pop music critic of The Dallas Morning News.
artslife@dallasnews.com @KellyRDearmore


We operate across the Waikato, BOP & Coromandel. With Regular Waikato & BOP trips we also do scheduled Coromandel trips. If you're unsure if you are inside our area give us a call and we will be happy to help!
We service 2500+ homes and business in the Waikato, BOP and Coromandel area who trust our experienced, friendly & approachable team to get the job done right!
Trust us when we say it's better to have your septic tank cleaned regularly than be greeted with a nasty surprise seeping onto your lawn after a BBQ or get together.
Standard 10 point system check with each septic tank clean. When you want the job done above & beyond your expectations, give us a call.
Let us know a few details so we can provide you with a free quote!
For any enquiries please use the form or contact us using the details below.
Servicing Septic Tanks in the Waikato, BOP and Coromandel!
"Underground Takeaways, can I take your order?"


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Q: Ruby AWS SDK breaks when caching classes I'm having a headache trying to figure this out.
Everytime i try to deploy my app into productio i get this error:
/Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/service_interface.rb:24:in `module_eval': undefined method `each' for nil:NilClass (NoMethodError)
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client/xml.rb:29:in `<module:XML>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client/xml.rb:19:in `<class:Client>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client/xml.rb:16:in `<class:SimpleEmailService>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client/xml.rb:15:in `<module:AWS>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client/xml.rb:14:in `<top (required)>'
from (eval):1:in `configure_client'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/client.rb:484:in `module_eval'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/client.rb:484:in `configure_client'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/configured_client_methods.rb:27:in `configure_client'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client.rb:32:in `<class:Client>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client.rb:18:in `<class:SimpleEmailService>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client.rb:15:in `<module:AWS>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/client.rb:14:in `<top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/errors.rb:20:in `<module:Errors>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/errors.rb:18:in `<class:SimpleEmailService>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/errors.rb:15:in `<module:AWS>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service/errors.rb:14:in `<top (required)>'
from (eval):1:in `included'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/service_interface.rb:24:in `module_eval'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/core/service_interface.rb:24:in `included'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service.rb:146:in `include'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service.rb:146:in `<class:SimpleEmailService>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service.rb:136:in `<module:AWS>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/simple_email_service.rb:17:in `<top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/aws-sdk-1.3.9/lib/aws/rails.rb:157:in `block in add_action_mailer_delivery_method'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/lazy_load_hooks.rb:36:in `instance_eval'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/lazy_load_hooks.rb:36:in `execute_hook'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/lazy_load_hooks.rb:43:in `block in run_load_hooks'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/lazy_load_hooks.rb:42:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/lazy_load_hooks.rb:42:in `run_load_hooks'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/actionmailer-3.2.13/lib/action_mailer/base.rb:746:in `<class:Base>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/actionmailer-3.2.13/lib/action_mailer/base.rb:326:in `<module:ActionMailer>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/actionmailer-3.2.13/lib/action_mailer/base.rb:11:in `<top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/inflector/methods.rb:230:in `const_get'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/inflector/methods.rb:230:in `block in constantize'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/inflector/methods.rb:229:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/inflector/methods.rb:229:in `constantize'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/core_ext/string/inflections.rb:54:in `constantize'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/devise-3.0.0/app/mailers/devise/mailer.rb:1:in `<top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `require'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `block in require'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:236:in `load_dependency'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `require'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:359:in `require_or_load'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:313:in `depend_on'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:225:in `require_dependency'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:439:in `block (2 levels) in eager_load!'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:438:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:438:in `block in eager_load!'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:436:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:436:in `eager_load!'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/application/railties.rb:8:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/application/railties.rb:8:in `all'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/engine.rb:434:in `eager_load!'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/application/finisher.rb:53:in `block in <module:Finisher>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/initializable.rb:30:in `instance_exec'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/initializable.rb:30:in `run'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/initializable.rb:55:in `block in run_initializers'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/initializable.rb:54:in `each'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/initializable.rb:54:in `run_initializers'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/application.rb:136:in `initialize!'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/railtie/configurable.rb:30:in `method_missing'
from /Users/Rafael/Dev/Nuveo/StoresEngine/config/environment.rb:5:in `<top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `require'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `block in require'
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from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/activesupport-3.2.13/lib/active_support/dependencies.rb:251:in `require'
from /Users/Rafael/Dev/Nuveo/StoresEngine/config.ru:3:in `block in <main>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/builder.rb:51:in `instance_eval'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/builder.rb:51:in `initialize'
from /Users/Rafael/Dev/Nuveo/StoresEngine/config.ru:in `new'
from /Users/Rafael/Dev/Nuveo/StoresEngine/config.ru:in `<main>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/builder.rb:40:in `eval'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/builder.rb:40:in `parse_file'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/server.rb:200:in `app'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/commands/server.rb:46:in `app'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/server.rb:304:in `wrapped_app'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/rack-1.4.5/lib/rack/server.rb:254:in `start'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/commands/server.rb:70:in `start'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/commands.rb:55:in `block in <top (required)>'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/commands.rb:50:in `tap'
from /Users/Rafael/.rvm/gems/ruby-1.9.3-p429/gems/railties-3.2.13/lib/rails/commands.rb:50:in `<top (required)>'
from script/rails:6:in `require'
from script/rails:6:in `<main>'

But if i disable the config.cache_classes setting it to false, the error wont show up anymore.
But there is no way that im leaving cache_classes = false into production.
Can someone help me with this?
Many thanks

A: The AWS SDK was out of date.
Updating it solved the hole trouble :)
Thanks Deefour

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