ABC News (DAYTONA BEACH, Fla.) — Amanda Bostic remembers the harrowing moments when she was tossed more than 30 feet from a roller coaster that had just derailed.“I remember falling through the air and I remember hitting the ground,” she said during an exclusive interview with “Good Morning America.”The 34-year-old mother of two sons said she was “knocked out” from the fall. But when she she woke up, she heard cries for help and saw the roller coaster hanging off the rails.“I will never forget that in my life,” she said. “People on the ride were screaming; one [car] was dangling.”Bostic, of Knott County, Kentucky, was one of 10 people aboard the Sandblaster Thursday night in Daytona Beach’s boardwalk amusement park. She and her friend — who were in the first car — were pitched 34 feet to the ground when the roller coaster lost control.They were considered “trauma alerts” and rushed to the hospital.Nine other passengers were transported to hospitals, officials said.Bostic — whose boys are 11 and 13 years old — was visiting Daytona Beach with co-workers. Their holiday trip came to an end Thursday evening when she and her friend hopped on the Sandblaster, its first car detailed in red with hot, yellow flames.She said nothing seemed out of sorts: There were seat belts that clicked, and she said a worker “pulled on them” before the train took off.Yet Bostic said the ride didn’t feel right.“It seemed to be going a lot faster than I felt comfortable with,” she said. “As we went around the turn it felt like it wasn’t completely attached to the tracks. … The car was leaning to the side and into the curve.“I was scared and I was praying it was over.”Those fears were compounded when the train suddenly slipped off its tracks sending Bostic and her friend out of the car.All she can recall are the sounds and flashes of the plunge.“I remember hearing a lot of screeching. A lot of metal. A lot of sounds that just weren’t right,” Bostic said. “I closed my eyes and held on.”Daytona Beach Fire Department officials confirmed that 911 calls started flooding their dispatchers at around 10 p.m. on Thursday. Once arrived, responders found that eight passengers were still trapped on the derailed Sandblaster roller coaster and had to be rescued.Upon arriving at the chaotic scene, firefighters found the first car of the Sandblaster — where Bostic and her friend were seated in before ejecting — “completely off the track and dangling front end towards the ground.”She says she suffered a concussion, deep bruises “from head-to-toe” and several cuts.Still, she saw the dangling car positioned over her friend.That’s when she crawled over to try to help her friend.“I was afraid it was going to fall on her,” she said.Bostic learned later from her co-workers stuck on cars hovering over her and her friend that she “bounced from support beam to support beam like a pinball.”Miraculously, she limped out with the aid of a walker from the Halifax Medical Center on Friday night — one full day after her and other roller coaster riders’ brush with death — to mend from bruises all over her body and broken teeth.Bostic’s friend remains in the hospital with numerous fractured bones.The investigation into the derailment is still under investigation.Maintenance records logged by the Florida Department of Agriculture reviewed by ABC News verify the Sandblaster was tended to and that “deficiencies were corrected.” The roller coaster’s record is rife with records of numerous repairs going back to 2016.The Sandblaster was serviced for “excessive corrosion,” “bracing cracked” and “track cracked,” according to the agency’s event report dated May 17.Since the derailment, the roller coaster has been halted pending an investigation, the most recent report confirmed.Upon learning the roller coaster was serviced the same day of the derailment, Bostic is concerned the effort was incomplete.“Something had to be missed,” she said.As she recovers from the visible and internal pain after an agonizing ride, she is swearing off roller coasters for good.“I will never be on a roller coaster,” she vowed. “My family will never be on a roller coaster.”Copyright © 2018, ABC Radio. All rights reserved.
Brewing up a good ideaOn 1 Nov 2003 in Personnel Today Over the next few months Costa Coffee will share its experiences of settingup a pilot for the first modern apprenticeships in the coffee businessTo enhance the retail skills of its workforce, Costa Coffee, with soletraining provider Acorn Learning Solutions, is introducing a vocationaltraining programme within the workplace, to produce the next generation ofspecialist coffee experts or baristas and the managers needed to ensure thefuture of the brand. How it all began Costa Coffee, where 3.7 million cups of coffee are made by hand every week,wanted to ensure the excellence of its coffee throughout its 300 stores acrossthe UK, Germany and the Middle East – with plans to expand to 500 stores by2005 – while simultaneously developing the skills and knowledge of itsstore-based employees. On 13 February, Grace Coleman, Costa’s head of learning and development andAcorn Learning Solutions’ business development director Donna Rudolfo, met tobrainstorm a way forward to build on Costa’s existing internal learningprogramme, The Journey. The aim was to satisfy the needs of the company as embodied in The Journeywhile at the same time providing staff with access to nationally recognisedqualifications. “Founders, Bruno and Sergio Costa always maintained a passion forperfection at every stage of the coffee-making process which has beeninstrumental in their success,” says Coleman. “This culture of passion and quality underpins the Costa HR strategyand 12 months ago we launched ‘The Journey’, a learning and developmentframework in line with our business strategy. Based on four stages, theprogramme covers everything from recruitment and induction topersonal/professional and career development. “The philosophy of The Journey is to encourage employees to takepersonal ownership for their development. By developing an accredited learningprogramme that will drive the operational excellence within its in stores,Costa will be able to reinforce and embed learning from the recruitment andinduction stage and provide a stepping-stone to the realm of personal andprofessional development.” On 15 July, 31 volunteers from across the South West Region – comprisingnine store managers, eight team leaders and 14 team members – gathered at theMarriott Hotel in Bristol for the launch of the pilot of the firstNVQ/Foundation Modern Apprenticeship programme of its kind. According to Rudolfo, the programme offers 16-24-year-olds a 12-monthFoundation Modern Apprenticeship, with over-25’s eligible to complete afast-track learning programme to NVQ Level 2. “Costa Coffee already had an excellent in-house training programme inplace, and the new custom-made modern apprenticeship programme dovetails withit perfectly,” says Rudolfo. “By combining elements such as stock control, point-of-sale systems andcustomer service with modules in food hygiene and serving hot drinkstraditionally associated with the NVQ in catering, we are able to equip staffwith the necessary know-how as the business expands. “The NVQ/Modern Foundation Apprenticeship programme has been designedto enhance the second phase of ‘The Journey’ and should the pilot besuccessful, will result in a national roll-out across the Costa stores in March2004. Not only will staff be able to apply what they do on a day-to-day basis,but they will receive a qualification accredited by the London Chamber ofCommerce and Industry (LCCIEB),” she adds. Adapted Monitored by Acorn’s regional training and development adviser NatashaGamble, it was important that the programme could be adapted to suit specificlearner needs. Each employee was assessed individually and a learning plan drawn up toidentify issues that might hinder the success of the programme. As none of theemployees had any special learning needs, Gamble was able to go straight into atwo-week induction course with Costa Coffee and parent company, Whitbread. “For me to accurately observe, support, advise and assess the Costaemployees, I needed to know exactly what they did each day and how this slottedin with the service philosophy of the company,” says Gamble. She initially set up a schedule to visit each store on a fortnightly basis,but as a result of the overwhelming success of the first pilot, Costa made adecision to launch a second across the South East on 5 September. Toaccommodate the 22 new learners, Gamble changed her visits. “Costa is a very busy company and I would find that some learners didnot have a chance to do any of their work for my next visit. After speaking tothe employees themselves, I rescheduled my visits to a three-weekly basis togive employees more time to complete the questions and assignments. “Overall the feedback has been very positive and enthusiastic.” However, as with all new training programmes, there were some hitches. Fourweeks into the programme three employees withdrew from the pilot. Whenquestioned about their reasons, it emerged that one had enrolled for universityand the other two did not feel the programme suited them at the time. To prevent this re-occurring, Rudolfo reiterated the seriousness of thecommitment required during the launch in the South East and new learners werecarefully evaluated before starting the programme. It was still felt that learners did not have the required time to completeassignments during working hours and although some were happy to takeassignments home, it was decided to allocate one hour per learner per week toencourage learning within individual stores. “Most learners are finding the programme fits well with their workingpractices,” says Rudolfo. “Therehave been suggestions of introducing higher level NVQs and a few managers havesaid they would like to start on a higher level to be more challenged. However,they feel it is an excellent NVQ/FMA programme for team members and leaders andit will encourage them to learn more and will reinforce what they already know.”On the whole everyone doing the NVQ feels that it is a great extrarole within their existing position,” Rudolfo adds. 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