In case you missed it: The Apopka news week in review

first_imgShare on Facebook Tweet on Twitter Support conservation and fish with NEW Florida specialty license plate You have entered an incorrect email address! Please enter your email address here Save my name, email, and website in this browser for the next time I comment. TAGSWeek in Review Previous articleVote for Mayor and Seat #1 in The Apopka Voice online election pollNext articleOver 800 votes cast in The Apopka Voice Reader’s Poll Denise Connell RELATED ARTICLESMORE FROM AUTHOR Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 Please enter your comment! Please enter your name here The Anatomy of Fear LEAVE A REPLY Cancel reply 5 stories that shaped Apopka’s news week:Is your candidate a cat or a dog?Carnesale’s idea leads to Florida Hospital Apopka partnershipApopka resident files to run for Orange County School Board District 7Damage assessments continue as water levels decrease on Lake Apopka North ShoreMustangs record-breaking season comes to an endlast_img read more

Members try out new Institute website

first_imgMembers try out new Institute website Tagged with: Digital AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Members of some of the regional groups of the Institute of Fundraising are being invited to test the Institute’s redeveloped website and to confirm their registration details.The new website will enable the Institute and the volunteer organisers of its regional and special interest groups to communicate more efficiently with their members.Members of the London region of Institute have received an invitation with details of accessing the test site, and are encouraged to visit it and register in the “Members’ Only” area in the top right hand corner. Advertisement About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.center_img Non-members of the Institute were invited to sign-up and fill in their details on the on-line form by clicking on “sign up” in the top right corner.The redeveloped site moves away from the frames-based approach used by the current site, making it easier to navigate and to link to individual pages from other sites.New tools include a calendar of events for Institute events and regional/special interest group events, and an online forum for each of those groups. Howard Lake | 14 June 2007 | News  16 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

David Walwin joins Donor Strategy

first_img Howard Lake | 26 July 2007 | News About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. David Walwin joins Donor Strategy David Walwin has joined Donor Strategy to head the Account Management team and help clients make the most of their database. He joins Donor Strategy from the Dialog Group where he was International Fundraising Communications Manager.At Donor Strategy he will be responsible for ensuring the existing client base needs are met as the company grows. He brings 14 years of sector experience to the role, having previously worked as Managing Director of NTT Fundraising and Individuals Fundraising Manager at St Peter’s Hospice in Bristol and the Wildfowl and Wetlands Trust. He is also the current Chair of the Institute of Fundraising South West Region. Advertisement Tagged with: Recruitment / people Technologycenter_img Donor Strategy Managing Director, Jonathan Air, said: “We strive to understand the sector to keep our software relevant. David brings extensive insight to the team.“Client happiness is central at Donor Strategy. Growing our Account Management Team with professionals direct from the sector is part of our strategic growth.” AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis  32 total views,  2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

Tell Biden: Make the PRO Act law by executive order

first_imgApril 8 was the “National Day of Action for the PRO Act.” The AFL-CIO mobilized to bombard U.S. senators with phone calls demanding they pass the Protecting the Right to Organize Act. This legislation, passed by the House in March for a second time, would go a long way to advance union success in organizing drives, collective bargaining and strikes. (See details at  workers.org/2021/03/55082/)The PRO Act bans captive audience meetings — or “classes,” as Amazon calls the mandatory propaganda sessions it used to defeat the Retail, Wholesale and Department Store Union’s organizing effort in Bessemer, Alabama.The PRO Act would undo major portions of the 1947 Taft-Hartley Act, a union-busting law that has hamstrung organized labor for almost three quarters of a century.It contains many other important features. While some elements of the PRO Act warrant improvement, organized labor sorely needs it to reverse an era of setbacks that began when President Ronald Reagan broke the Professional Air Traffic Controllers Organization (PATCO) back in 1981.President Joe Biden has promised to sign the bill if it passes the Senate. But despite a phone blitz, hopes are not high that labor can get the 60 votes needed to overcome the filibuster — a process that makes it almost impossible to pass anything by a simple democratic majority. Nor is it likely Senate Democrats will scrap the filibuster altogether, which they could legally do.But are Biden’s hands tied? Absolutely not!PRO is a go — by executive orderThere are three branches of government — or so we’ve been taught since grade school: the legislative, the judiciary and the executive (the president).The Constitution gives policy-making powers to all three branches. The president’s tool kit consists of executive orders. Biden has passed 38 bills on a range of issues since his inauguration in January.Executive orders can have far-reaching ramifications. President Franklin D. Roosevelt issued over 3,700, including the order to create the Works Progress Administration that brought masses of unemployed back to work during the Great Depression. The most famous executive order was President Abraham Lincoln’s Emancipation Proclamation to abolish chattel slavery.Today’s wage slaves need the PRO Act to challenge the tyranny of Taft-Hartley and misnamed “right-to-work” laws. Historically, these anti-labor laws particularly targeted unions that united Black and white workers in the Jim Crow South.Biden — who as a candidate bragged he would be “the strongest labor president you have ever had”— has no excuse not to enact PRO by executive order. But if the class struggle does not push him, as it pushed FDR in the 1930s, he will invent any bogus justification for sidestepping the issue. The vote against a union at Amazon was a blow, but no cause for retreat in the face of adversity. No “Biden” time — seize the moment! Let’s start a mass, struggle-oriented campaign to demand Biden enact the PRO Act by executive order.As the United Farm Workers so bravely exclaimed years ago, ¡Sí se puede! Yes, it can be done!FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare thislast_img read more

Hamoud Munser attacked

first_img February 18, 2011 – Updated on January 20, 2016 Hamoud Munser attacked RSF_en Organisation Newscenter_img A group of ruling party supporters attacked Hamoud Munser, the head of the Sanaa bureau of the Dubai-based satellite TV station Al-Arabiya, and an Al-Arabiya cameraman, who was hospitalized. Awsan Al-Qaatabi, the correspondent of Iran’s Al-Alam TV, and Qatar TV cameraman Yasser Al-Maamari were also attacked while covering a demonstration in the Sanaa district known as Kentucky. Help by sharing this informationlast_img

Outside the box

first_img Previous Article Next Article Comments are closed. Outside the boxOn 1 Feb 2000 in Personnel Today Now here’s a real business challenge: create a team which will produce 28 hours of television output every week for less than 10 per cent of the typical cost of terrestrial daytime TV programmes. Felicity Bridgewater, head of training and development at Granada Media, explains how it was achieved. Granada Television has always been an attention grabber. Ever since the 1950s when Sidney Bernstein chose Britain’s wettest city as the site for a new broadcasting company (believing that the infamous rain would encourage Mancunians to stay at home, glued to the box) and obtusely called the new venture after his favourite Spanish holiday hot-spot, it has maintained a high profile. It has grown into an international company, Granada Media, encompassing four separate business units and a legendary programme output, including the most famous terraced street in the world. Its parent, the hotels-to-technology Granada Group is one of Britain’s largest companies. But now its training department is also winning recognition, hailed by press and industry rivals as “The University of British Television” for its work with young people on a start-up project for satellite broadcasting. “There was a lot of pride among the personnel and training functions when we won a National Training Award,” says head of training and development Granada Media, Felicity Bridgewater, “because in this industry, quite rightly, what matters are the programme awards, and although the support services are valued, they don’t usually get public recognition.” The department is also now making a name for itself in its handling of career management issues and in promoting equal opportunities – both difficult subjects in a cut-throat industry peopled by fluid editorial talent on the one hand and technical specialists locked into traditional on the other. “The needs of business” Phrases like “the needs of the business” are a mantra for Bridgewater, who has a hotline to the Granada Media board via her director of personnel Philippa Hird. Bridgewater makes sure that the business tells her what it needs. “Line managers tell me on an annual basis what their priorities are, and rank them in terms of business need. So if there is a difficult conversation to have with somebody who can’t be trained on the latest kit, their ultimate line management has to have decided that is not the priority,” she says. When Bridgewater was appointed to set up a training function at Granada Television in 1995 from a consultancy role at Pilkington subsidiary Lakeside Training she immersed herself in the culture for three months. “Learning the language of this place is the best way to be effective,” she says. This experience was to stand her in good stead a year later when a joint venture company called Granada Sky Broadcasting (GSkyB) was formed and Granada Television was commissioned to produce the lifestyle programming on two new channels: Granada Breeze and Granada Men & Motors. Tough budgetary decisions had to be made. New channels win small audiences so the typical funding for the new programmes would be between five and 10 per cent of the cost of producing similar material for daytime terrestrial television. Bridgewater and her training department were part of a team with controller of lifestyle programmes for Granada Television James Hunt and programme manager for Granada Satellite David Buckley to resource and launch the project. Hunt explains the demands: “We had to make 28 hours of original programming a week which was more than any other production team had ever been asked to do, and to do it on budgets of around £4,000 an hour, which was lower than any other production team had been asked to do. “The big story is that we are three years down the line and we are still producing the 28 hours a week and this is a business that has now been valued at £200m  from nothing.” Success came from a meld of creative thinking and new practices. “It is a classic story about how training and the business are integrated,” says Bridgewater. They decided to recruit a new team of people from outside the business who would follow an unusual structured training. Hunt adds “You had to have people working on it who were not constrained by ideas of how you make traditional programming because as soon as you look at those two figures and say, “28 hours a week, £4,000 an hour”, you don’t believe it can be done. So we wanted to employ people who had not worked in television before, or if they had, had not worked in mainstream television. Varied backgroundsHunt operated simple recruitment processes – he would find people he liked, who would have potential to make programmes. Some were from media courses, but others had more varied backgrounds including an estate agent and a supermarket shelf-stacker.“The second thing we realised was that there was a benefit in keeping the project away from the main building,” he says. The satellite offices are sited five minutes’ walk away from Granada’s monolithic Manchester base. Advice, mentors and sometimes extra resources were brought over from the main building, but the trainees were deliberately placed at a distance to help them develop their own skills and career paths. Bridgewater explains: “The main building had much more traditional practices, and was much more regulated, it is quite strongly unionised in pockets. We could bring in expertise from the main building, but it was important to start something totally fresh and as close to a greenfield site as you could get.” A total of 64 newcomers were given an intensive period of three-months’ training as part of a 12-month contract with salary. The package led media watchers to apply the “university” label to distinguish it from many other production companies which offer raw recruits unpaid training or expect them to pay for the privilege. The team decided that programmes would be made in a way that reflected the level of skills and abilities of the trainees, whereas conventional production sets out what it wants to do and then employs the talent it needs to do it. David Buckley believes the scheme gave the young people “time to grow”. He explains: “This is an industry where people really don’t understand what the jobs and the roles are. We had people coming in thinking they wanted to be camera operators and finding a natural aptitude for things like floor management that we would never have discovered otherwise.” Bridgewater is enthusiastic about the scheme, but honest about the ripples it has sent into the business. “As the individuals move on in their careers and away from the family of trainees, they can hit the more traditional demarcation environment of terrestrial television. When a young, multi-skilled person meets someone who has been a camera operator for 25 years it is hard.” The good news is that the training scheme broadened the mix of Granada’s workforce she says. “We didn’t have any preconceived ideas where the trainees must come from so only 63 per cent of trainees were graduates and we ended up with two-thirds women and 12 per cent from ethnic communities, which is fantastic.” Bridgewater is keen to use training schemes to lever in diversity. She set up a Positive Action scheme to achieve this and saw it scoop a regional training award in 1998. “It is an industry problem that ethnic minorities are very poorly represented and I wanted to do something to open the door for people from different communities,” she says. There were also business drivers behind the Positive Action scheme. “We’ve looked at research that shows that some families in the North-West switch off to watch Asian channels,” says Bridgewater. “The proportion of young people in black communities is growing faster than in white communities – we are going to miss this business opportunity unless we crack this.” Bridgewater set up a partnership with a college in Liverpool that gave a 12-month grounding in television skills to 10 black people. Granada put £60,000 into the scheme which was matched by funding from the European Social Fund. The college invested £30,000 of in-kind support, by seconding a tutor for a year. Trainees also received work placements at Granada. The scheme was a success, leading to jobs at Granada or places on further advanced training scheme in freelance skills run jointly by Granada, the BBC and the trade union Bectu. Bridgewater is currently appraising what to do next. Focus efforts “I think it is a better use of my time now to focus my efforts on making sure that those people from the satellite start-up move through into mainstream businesses and that it all starts to happen naturally, rather than having special schemes for people because it does label them. Now we’ve got a talent base coming through the satellite television route I’d rather we concentrate on nurturing that.” Her new focus is to coach all employees to manage their careers. In the past five years the company has acquired other regional broadcasters from LWT to Tyne Tees TV and has become a major production company abroad. It contributed 27 per cent of parent company Granada Group’s £970 million operating profits in 1997/98. “What I was looking for,” says Bridgewater, “was something that made this new, big Granada a positive and showed that there are a lot of opportunities out there.” She was also concerned that people should understand the “portfolio career”, she adds. Career workshops were successful in reaching some people but a career handbook seemed a more cost-effective option. Launched in October 1999, with the backing of the personnel director, it illustrates what Granada Media expects, how to make the most of networking and appraisals and how to sell personal skills. She shied away from dispatching it to 3,000 staff as a corporate diktat, preferring to invite them to apply for a copy. Within the first two months 1,600 employees had filled in a request form for the ring binder. The next step is to evaluate it in the spring, and intranet access is on the cards. “We will also give out as part of the induction process because we want people to see that it is part of the psychological contract,” she says. CV  Felicity Bridgewater 1989 Bsc (Hons) Psychology and Organisation Behaviour, University of Lancaster 1989 Personnel assistant, Pilkington Insulation 1990 Recruitment and resourcing Officer, Pilkington plc 1991 Assessment and training consultant, Lakeside Training & Development (a subsidiary of Pilkington plc) 1995 Training and development manager, Granada Television Ltd 1996 Seconded to work with new group chief executive on organisation restructure, Granada Media Group 1996 Head of training and development, Granada Television and London Weekend Television 1997 Head of training and development, Granada Media By Stephanie Sparrow Related posts:No related photos.last_img read more

… in brief

first_imgThis week’s news in briefPublic sector code Unison has welcomed ministers’ proposals to write a code of conduct forprivate sector companies working in the public sector. The House of Commons PublicAdministration Select Committee has recommended that a public service code bewritten into all public sector outsourcing contracts.  www.unison.org.ukStrike action looms The Transport and General Workers Union has told local government employersto agree to its 6 per cent pay claim or face the first national strike in localgovernment for 23 years. Bill Morris, general secretary of the union, said heis determined to call an immediate strike if his members vote ‘yes’ to refusethe employers’ 3 per cent pay offer.  www.tgwu.org.ukShares Bill moves on The Employee Share Schemes Bill looks set to become law in the autumn afterreceiving its third reading in the House of Commons last week. The Bill willincentivise private companies to introduce employee share ownership and alsoprovide tax relief for Share Incentive Schemes.  www.dti.gov.ukPensions fight A group of steelworkers is set to take industrial action in a bid to defendtheir final salary pension scheme. More than 100 members of the Iron and SteelTrades Confederation at the Caparo Merchant Bar factory in Scunthorpe willbegin an overtime ban tomorrow. Comments are closed. Related posts:No related photos. … in briefOn 2 Jul 2002 in Personnel Today Previous Article Next Articlelast_img read more

Gil Dezer partners with Bentley for luxury condo tower in Sunny Isles Beach

first_img Dezer developmentgil dezersunny isles beach Message* Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink “We’re very excited about the opportunity to get in with the customer base who understands what the Bentley brand is about,” he said.Construction is expected to begin in early 2023 and be completed in 2026. Dezer secured height approval in 2019 for what will be the tallest tower in Sunny Isles Beach.Property records show Dezer Hotel Management Ltd. paid $6.8 million for the Days Hotel by Wyndham Thunderbird Beach Resort in 1996. The five-story, 180-room building was built in 1955.Contact Katherine Kallergis Tags Email Address* Gil Dezer, Bentley CEO Adrian Hallmark and a rendering of Bentley Residences (Getty, iStock, ArX Solutions)Developer Gil Dezer, known for his luxury condo towers and exotic car collection, is partnering with Bentley for his next project.Dezer Development will build a Bentley Motors-branded skyscraper on an oceanfront site in Sunny Isles Beach. Sales are expected to launch later this year, as early as October, Dezer told The Real Deal. It will mark the first Bentley residential tower in the world.Renderings of Bentley Residences (Credit: ArX Solutions)Bentley Residences is expected to have more than 200 luxury condos. The 749-foot cylindrical tower, with more than 60 stories, is planned for the 3.6-acre property at 18401 Collins Avenue. It will be designed by Sieger Suarez Architects, and will feature a gym, pool, spa, theater, bar, restaurant and lounge, cabanas and landscaped gardens, according to a press release. Each condo will include in-unit, multi-car garages that will access the car elevator.The tower will replace the Days Hotel by Wyndham Thunderbird Beach Resort.Dezer Development completed Porsche Design Tower, at 18555 Collins Avenue, in late 2016. The building features the patented Dezervator, a car elevator that runs through the center of the tower. More recently, Dezer partnered with the Related Group to build Residences by Armani/Casa, at 18975 Collins Avenue.Dezer said that unlike his deal with Porsche Design, his company has an agreement directly with Bentley, the automobile manufacturer, which will give the developer access to Bentley’s dealers and special events.Read moreDezer wins height approval for Sunny Isles’ tallest condo tower The Closing: Gil Dezer Neighbors sue to overturn approval of Dezer’s mega project in North Miami Beach Full Name*last_img read more

QB Matthew Stafford pledges $1 million to build education center in Detroit

first_imgFebruary 11, 2021 /Sports News – National QB Matthew Stafford pledges $1 million to build education center in Detroit Written by FacebookTwitterLinkedInEmailInstagram/@kbstafford89By ABC News(DETROIT) — Los Angeles Rams quarterback Matthew Stafford and his wife, Kelly, are pledging $1 million to build an education center in Detroit’s Lipke Park.Stafford’s wife announced the pledge in a post on Instagram. “It has been our goal to always give back to the city. Detroit and its people have blessed us in so many ways, we only hope you have felt our gratitude through our joy of giving back to the city,” she wrote in the post. “As we sat down and tried to figure out how to thank you one last time, we felt like words were not sufficient. And so, we have teamed up with Mitch Albom to create an education center that will be attached to the SAY PLAY Center where Stafford Field is also located.” Matthew and Kelly Stafford pledged $1M to create an education center attached to the SAY Detroit Play Center. “Our final thank you. … Detroit has supported our family not only by showing up on Sundays, but also through our most difficult times.”(via kbstafford89/IG) pic.twitter.com/BRwEpaiPa3— SportsCenter (@SportsCenter) February 12, 2021According to the SAY Detroit website, the proposed 20,000 square foot facility will include classrooms, labs, and an auditorium.Stafford spent more than a decade playing football in Detroit, leading the team for 12 seasons, before he was traded to the Rams in exchange for quarterback Jared Goff and three draft picks.Copyright © 2021, ABC Audio. All rights reserved. Beau Lundlast_img read more

Yet more post chaos

first_imgOxford’s postal workers are to vote on Sunday whether or not to enact another series of walkouts which will paralyse the mail network in the city. The news comes shortly after unofficial strikes left Oxford without post for almost a week. The new threats of disruption come in response to the leaking of confidential witness statements which were part of an inquiry into the previous strikes. The Communication Workers Union claims the statements ended up with a group of alleged bullies and that workers fear further harassment and intimidation unless something is done. The previous strike was also justified along these “health and safety” grounds. The previous unofficial strike caused widespread disruption to businesses as a huge backlog of undelivered mail piled up. The city council estimated the economic costs to local businesses at over £500,000. Pensioners and Businesses are once again expected to be among the hardest hit by industrial action. Students will also be affected, with some claiming to have given up on Royal Mail altogether. David Adams told Cherwell that “I’m shifting to pigeons” whilst the Lincoln Ball Committee decided to deliver all the tickets to last Saturday’s ball in person rather than chance the vagaries of the postal system.ARCHIVE: 2nd week TT 2004last_img read more