L.A. County Board of Supervisors Will Evaluate Options to Remove Sheriff

first_img More Cool Stuff The Los Angeles County Board of Supervisors voted 3-2 on Tuesday to look at options for removing elected Sheriff Alex Villanueva as the county’s top lawman, rather than waiting to see if voters will do so in 2022.Supervisors Kathryn Barger, who represents Altadena and Pasadena, and Janice Hahn dissented, saying the matter should be left in the hands of Los Angeles County voters.Supervisors Mark Ridley-Thomas and Sheila Kuehl co-authored the motion recommending that the county direct its lawyers, inspector general, civilian oversight commissioners and acting CEO to look at possible avenues for removing the sheriff or cutting back his responsibilities.Those options could include changes to how the sheriff enters office, switching from voter approved to a county appointed position. That would require an amendment to the state constitution.Since an elected sheriff is mandated in the state constitution, oversight by commissions and the supervisors is limited if the sheriff refuses to comply with recommendations. As a result, the supervisors cannot manage the sheriff in the way that Pasadena city officials can manage an appointed police chief.Villanueva came under fire this summer when he threatened to close the Altadena substation after the supervisors cut his budget. He later refused to comply with a subpoena to appear before the Civilian Oversight Commission, which called for him to resign last month.Every member of the Board of Supervisors has raised concerns about Villanueva’s lack of accountability, including his willingness to flout subpoenas issued by oversight agencies. Yet the board split on this particular issue, with both sides claiming the moral high ground of supporting democratic principles.Ridley-Thomas — who tabled consideration of the motion two weeks ago when Barger and Hahn first indicated their opposition — said the idea of an elected sheriff was outdated.“Despite the exponential growth of the county and tremendous advances of modern-day policing, we are still beholden to this anachronistic model of law enforcement,” Ridley-Thomas said, reading from an opinion piece he wrote in 2014 for the Huffington Post.“We hold a popularity contest for arguably our most important law enforcement position. The result is that we have something worse than democracy — we have the illusion of democracy,” he said.Hahn said democracy dictated that voters settle the matter.“It’s no secret that this board does not see eye-to-eye with this particular sheriff, and I have to point out that it’s not for lack of trying … this sheriff has acted like he’s not accountable to anyone but himself,” Hahn said. However, “(voters) can recall him or they can vote him out when his term is up. That’s how democracy works … I don’t think it’s our job to removean elected official.”Supervisor Hilda Solis asked that consideration of a report on options for dealing with the sheriff postponed until January so that state Sen. Holly Mitchell, just elected to replace Ridley-Thomas, could lend her voice to the discussion.The termed-out Ridley-Thomas, who was elected last week to replace Herb Wesson on the Los Angeles City Council, agreed to support Solis’ suggestion.The changes under consideration include amending the state constitution to move to an appointed, rather than elected sheriff. Many activists said the current sheriff is just the latest flawed leader of the department and expressed support for a permanent shift to an appointed post.Mark-Anthony Clayton-Johnson of JusticeLA recalled meeting with then-Sheriff Lee Baca — who would later be convicted of obstruction of justice and lying to the FBI — at LASD headquarters 10 years ago as a moment that helped sparked a movement.“We walked out of that meeting with a very clear and prophetic mandate, knowing that whatever mechanisms of accountability and transparency and shifts in power for Black and Brown people that we were going to build had to be bigger than the denial of Sheriff Baca, bigger than the sadistic arrogance of (then-Undersheriff Paul) Tanaka, bigger than the rejection of subpoena power by (ex)-Sheriff (Jim) McDonnell, bigger than the expensive recalcitrance of Villanueva,” Clayton-Johnson said. “Four years is a long time to wait for a ballot box to check a rogue sheriff.”Others worried about the board’s own expansive power.“We definitely don’t want to give the Board of Supervisors more power, but we feel like we don’t have a choice because the sheriff is so out of control,” said Pastor Stephen “Cue” Jn-Marie of The Church Without Walls.“The sheriff is elected not mainly to exercise power but primarily to ensure public safety.”A constitutional amendment to appoint rather than elect the Los Angeles County sheriff would likely affect all 58 counties and bring them in line with city jurisdictions, which appoint police chiefs. Other possibilities include pulling some of Villanueva’s responsibilities and appointing a county police chief, which Kuehl said she found most interesting.Villanueva addressed the board during public comment, offering a wide-ranging account of all he has accomplished.“I want to say, first of all, that there is an awful lot of badinformation and false information out there, and we need to correct the record,” Villanueva said. “Because of my efforts since I took office, ICE is gone from jails and courthouses and patrol stations … body-worn cameras are now here to stay … the Banditos in East L.A., that clique has been broken up, people have been held accountable … the anti-clique policy that every previous sheriff refused to enact, I did enact.“ … I have hired 1,100 deputies in one year, which is a record … our own sons and daughters from our own communities are now the ones serving. These are people of color that we’re hiring,” Villanueva said before going on to list his department’s efforts to limit the spread of the coronavirus and expand outreach to homeless people living on the streets.Villanueva came under fire soon after he took office after he attempted to rehire fired deputies.He closed with a plea to work together. Barger said she planned to take the sheriff up on his offer to meet and would aim to move forward in a spirit of cooperation.“We cannot make long-term policy decisions based on the short-term personalities that be,” Barger said. “I do not support many of (his) actions and have significant concerns with (Villanueva’s) ability to appropriately lead our Sheriff’s Department, but I do support the office, and more importantly, I support our personnel.”The civilian oversight commission has called for the sheriff’s resignation. Villanueva has dismissed the commission as a political tool — though it was instituted in response to jail violence that predated his tenure – – and accused the group of punishing him for investigating potential county corruption.As part of their argument for taking more drastic action, Ridley-Thomas and Kuehl highlighted what they characterized as Villanueva’s “inability to balance the LASD budget,” pointing to his unilateral moves to cut youth programs and eliminate the parks services bureau.The board also voted Tuesday to request that the sheriff and the Parks Department sign a new agreement by the end of this month to provide security at county parks through June 30. If a new agreement is not finalized by Nov. 30, the acting CEO will have the authority to reallocate roughly $18.5 million from the sheriff’s budget to the Parks Department to pay for security services.Though the union that represents rank-and-file deputies has also criticized the sheriff for failing to confer with them about closing various bureaus and moving staff to new posts, it appears for now to support Villanueva.This is the second consecutive sheriff the board has called on to resign. Several years ago, after Sheriff Lee Baca was implicated in an FBI investigation, Baca also refused to resign. He was later convicted of obstruction of justice and lying to the FBI. In February, Baca began serving a three-year federal prison sentence for obstruction of justice and lying to the FBI. Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m. Community News L.A. County Board of Supervisors Will Evaluate Options to Remove Sheriff Discussions could include amendment to state constitution that would allow supervisors to appoint sheriff CITY NEWS SERVICE Published on Wednesday, November 11, 2020 | 4:03 pm Top of the News HerbeautyA Mental Health Chatbot Which Helps People With DepressionHerbeautyHerbeautyHerbeauty8 Easy Exotic Meals Anyone Can MakeHerbeautyHerbeautyHerbeautyHe Swears He’s Ready For Another Relationship. Is He Really?HerbeautyHerbeautyHerbeautyHere Is What Scientists Say Will Happen When You Eat AvocadosHerbeautyHerbeautyHerbeauty15 Countries Where Men Have Difficulties Finding A WifeHerbeautyHerbeautyHerbeauty10 Ways To Power Yourself As A WomanHerbeautyHerbeauty STAFF REPORT Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy Name (required)  Mail (required) (not be published)  Website  9 recommended0 commentsShareShareTweetSharePin it Community News Subscribecenter_img CITY NEWS SERVICE/STAFF REPORT Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Business News Community News STAFF REPORT First Heatwave Expected Next Week Make a comment Your email address will not be published. Required fields are marked * EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Donald CommunityPCC- COMMUNITYVirtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyPasadena Public WorksPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadenalast_img read more

Read More →

Blood drive

first_imgLocal News Blood drive By admin – March 15, 2018 Medical Center Health SystemMedical Center Health System has scheduled a blood drive from 9 a.m. to 3 p.m. Friday at the MCH boardroom, 500 W. Fourth St.To sign up to donate go to bloodhero.com.For more information, call Susan Thornton at 432-640-2347 or email [email protected] WhatsApp Twitter MCH logo Facebookcenter_img Twitter Facebook Pinterest WhatsApp Pinterest Previous articleDavis Mountains Preserve opens for a weekendNext articleSale helps out ministry adminlast_img read more

Read More →

Submit Policy On Closing Down Mustering Centres For Registering Migrant Workers: Karnataka HC To State Govt.

first_imgNews UpdatesSubmit Policy On Closing Down Mustering Centres For Registering Migrant Workers: Karnataka HC To State Govt. Mustafa Plumber2 July 2020 8:44 AMShare This – xThe Karnataka High Court on Thursday directed the state government to place in writing its policy decision on close down mustering centres started to register and house migrant workers desirous of going back to their home states. Additional Advocate General Dhyan Chinnappa submitted to the court that today the mustering centres are kept open to facilitate transport of Migrant…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Karnataka High Court on Thursday directed the state government to place in writing its policy decision on close down mustering centres started to register and house migrant workers desirous of going back to their home states. Additional Advocate General Dhyan Chinnappa submitted to the court that today the mustering centres are kept open to facilitate transport of Migrant workers. Someday the state will have to stop this facility. To which the bench said “The state must make its stand on this decision in writing and place a policy decision on the next date of hearing.” On the last hearing, the court had asked the state whether it wanted to help migrant workers who are registered on the seva sindhu portal to travel back to their home states. The observation was made after the state informed that mustering centres have been closed down as people are not coming forward. The court also noted that the state is bound to arrange for transport of the Migrant workers who are at the mustering centers. Counsel Clifton Rozario appearing for All India Central Council of Trade Unions (AICCTU) submitted a list of workers who are desirous of returning to home states. The bench said “As of today the state has not discontinued the policy of providing transport facility to migrant workers desiring to go back to their state. Therefore it follows that migrant workers who are mentioned in the memo of AICCTU, state will have to arrange for their transport.” The bench also asked the state to submit action taken reports pursuant to the simplified policy for transportation of migrants issued on June 13. The bench said “While filing action taken report state will disclose the migrant workers who are present today at the mustering centre at Bengaluru whether they were provided facility of transport.” In its written submission the state government said that as of June 29, a total of 4,16,914 persons registered on the Seva Sindhu portal travel back to their home states in 291 Special Shramik trains. As on June 30, SMS were sent to 6, 54, 406 registered persons informing that if they still intend to travel they should report to the mustering centre or to respective district commissioners office. An assurance was also given that If migrant workers based on June 30, SMS reports to mustering centre trains and transport will be arranged for them. The court thus directed AICCTU to place on record details indicating whether those migrant workers who were registered on the Seva sindhu portal but stayed back in Karnataka are provided relief under various welfare legislations. It said “If submissions of state are accepted broadly it can be said that out of those migrant workers who were registered on Seva sindhu portal for returning back to home states. Half have continued to stay in the state. The issue is of providing relief to them under various welfare legislations which are applicable to them. AICCTU will place necessary material on that behalf.” The central government is also told to clarify if the scheme of offering free rice and daal to the needy has been extended till November Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. All payment options available.loading….Next Storylast_img read more

Read More →

Heart of the matter

first_imgWhileCustomer Relationship Management may be the talk of every informed board,putting the theory into practice is another matter. The software hype that hassurrounded its implementation has seen it move too far from what it is reallyabout – people – and it is up to HR to bring it back into line. By Keith RodgersWhenhe first began to study the issue of customer retention in the mid-1980s, FredReichheld, director of US consultancy Bain & Co, had a number ofpreconceptions. He knew that by improving loyalty among its client bases,companies could create tangible business benefits, primarily by increasinggrowth and improving profitability. And as a “kind of bonus”, heassumed the process could enhance employee motivation along the way.Oncehis consulting team started researching the subject in depth, however,Reichheld had a rude awakening. As he recalls in The Loyalty Effect, one of theleading customer management publications of the past decade, it became apparentthat the link between employees and customers went far deeper than heoriginally supposed. “We came to understand that business loyalty hasthree dimensions – customer loyalty, employee loyalty and investor loyalty –and they are far more powerful, far-reaching and interdependent than we hadanticipated. Loyalty has implications that extend into every corner of everybusiness system that seeks the benefit of steady customers.”Today,the conclusions that Reichheld began to reach some 15 years ago are morepertinent than ever. Customer Relationship Management – a business philosophythat puts the customer at the heart of an organisation’s strategy and thinking– is firmly on the agenda of every boardroom. Armed with better choice, widerproduct availability and the ability to switch suppliers with relative ease,customers are empowered as never before, and companies face an uphill struggleto keep hold of them. While the 1990s were characterised by a corporateobsession with internal processes and efficiency, the new millennium has seencompanies reach out to solidify their relationships with suppliers, partnersand clients. TheIT industry, never slow to pick up on a profitable trend, has rushed to help,arming organisations with a raft of applications designed to improve both theirbusiness processes and their ability to analyse customer value. In many ways,the IT sector has helped to define what CRM really means (see box, p24),focusing on improving operational effectiveness in areas such as sales,marketing and customer service. CRM technology has become closely identifiedwith the business philosophy – sometimes to the extent that the two becomedangerously confused – and to a greater or lesser degree, technology underpinsnearly every customer management project. Butamid the boardroom strategising and the software industry’s hype, the keyelement that makes all of this work – the people – is often overlooked. Whenthey close a CRM sale, IT vendors routinely expect to find themselves pitchingto board directors and senior executives from customer-facing functions such assales and marketing – they don’t anticipate dealing with representatives fromHR. That is a big problem for companies, a problem for technology suppliers –and a problem that HR itself needs to address. Thereason is that even at its simplest level, implementing CRM software bringssignificant change to job functions. Perhaps the most elementary CRMapplication is a contact manager – a straight- forward means of organisingclient details and tracking conversations or pitches.Byreplacing individual paper-based records and employees’ personal organiserswith a centralised contact system, companies can aggregate information aboutindividual clients, track past interactions and monitor how effectively salesstaff are converting leads. Better still, the company takes ownership of theinformation – when a salesperson leaves, some of their knowledge and thehistory of their client relationships stays with the company. Atan employee level, however, even this kind of low-level application is oftenfiercely resisted. For one thing, many salespeople recognise that theirpersonal relationships with clients give them great power. Indeed, the strengthof their contact list is often one of the fundamental reasons why they areemployed. That is not information they are used to sharing. Justas important, sales staff have traditionally been measured on the basis ofresults – the revenue they bring in – rather than on how they execute, so asystem that allows managers to track the way they perform their duties isunwelcome.  Eachaspect of CRM brings these kinds of cultural problems, whether in sales, thecall centre, field service or marketing. The further you go up the CRMfunctionality ladder – particularly as you roll out more sophisticatedperformance measurement systems – the bigger the issue becomes. Softwarevendors and industry analysts alike have begun to focus on these human aspectsof CRM projects, identifying several critical people-related issues that canmake or break a CRM software project. Some of these are indisputably the domainof HR. A key component of any CRM project, for example, is training – in largerrollouts, the training budget can match the cost of the application softwarelicence. Ata basic level, the training requirement includes the need for instruction onhow to use a new system – a course often managed by the IT department – butalso incorporates broader programmes explaining the corporate implications ofadopting a customer management philosophy. As Eben Frankenberg, vice-presidentof midmarket CRM application vendor Onyx, says, “The best CRM applicationscan give employees perfect information about the client, but if the employeehas no relevant management skills it is not going to help. That is reallyimportant in CRM implementations – if you are not training people to becustomer-centric, the best CRM won’t help.” Thewider implications for the HR department, however, are more fundamental and ata corporate level, require companies to understand the links between goodcustomer management and strong human capital management. Some of these areintuitive. GregWynne, director of enterprise performance management marketing at PeopleSoft,believes CRM analytics can help companies understand the links between employeeperformance and customer satisfaction – particularly in a recessionary economywhere organisations are looking to slash costs. Knee-jerk layoffs, he argues,can be “devastating to your company – they can take away your capabilityto serve your customers.” Companiesshould be able to examine the effectiveness of their different businessactivities in detail and, rather than implement workforce cuts across theboard, should make “smarter cuts” by focusing on unprofitable marketsor segments. “Companies want to cut costs but keep their growthplans,” he says. “There is a lot of recognition in our customer basethat managing human capital is wise.”Thislink between customers, employees and ongoing profitability has been exploredin depth by Reichheld. His thesis begins by establishing that the longer acustomer is retained, the greater its contribution to profitability: he thenbuilds a similar model to examine the impact of employee retention. Theparallels between the two are remarkable, suggesting companies could benefit byspending as much time on employee retention as they do on keeping theircustomers. Reichheld’scustomer model, which underpins much of today’s CRM thinking, demonstrates thatthe first year of any client lifetime cycle is heavily impacted by the cost ofcustomer acquisition. That includes direct costs such as advertising andsalesforce overhead, as well as less obvious charges such as loss-leadingpricing, which is often used to draw new business in. This outlay is balanced inthe first year by the base annual profit derived from whatever products orservices the customer purchases. Inyear two and beyond, the acquisition costs have already been written off, andso the base annual profit drops straight to the bottom line. Better still,other benefits kick in. Reichheld’s studies have shown that customer spendingaccelerates over time if they are happy with the levels of service provided,bringing an increase in per-customer revenue each year. Operatingcosts also tend to drop – if a customer is familiar with a company and itsservices, it is less likely to take up employees’ time finding out answers tobasic questions. And in most industries, existing customers usually end uppaying higher prices than new ones, partly because new customers have to beenticed with special offers, and because older customers are usually lessprice-sensitive.Whatthis means in practice is that every year a customer is retained, the greaterthe benefit to the organisation. Using the example of a credit card operationthat retains customers for a period of 10 years, Reichheld demonstrates that a5 per cent increase in the level of customer retention can increaseper-customer profit by between 75 and 125 per cent.Bain& Co has developed a similar model to assess the value of employeeretention. Here, the costs in year one range from recruitment – including theoutlay associated with interviewing and relocation – to training. From yeartwo, once the employee “acquisition” costs have been written off, thebenefits start to increase. Training slowly shifts from a cost to a benefit asemployees begin to pass on their experience to colleagues. Efficiency improvescontinually as employees become more settled into their roles. Sales andmarketing staff get better and better at selecting and attracting profitablecustomers. And customer loyalty increases, as clients develop personalrelationships with individual staff members. AsReichheld writes, “This model of employee loyalty bears some strikingsimilarities to the model of customer loyalty. Since the two sets of effectsare mutually reinforcing, the economic advantages of loyalty are often morepowerful than intuition might suggest.”Establishingand measuring direct links between employee and customer retention isnotoriously difficult, but in general terms, Reichheld’s conclusions reinforcewhat organisations instinctively know but rarely address. Not only does CRMhave major cultural implications that HR needs to tackle, but good employeemanagement actually improves the whole customer management process. The testfor HR is whether it can lever itself into a position at a corporate level tomake those points heard.FredReichheld looks at how to balance CRM issues by pulling together specific informationfrom all departments of a companyTraditionally,Customer Relationship Management has primarily been defined as a”front-office” business strategy – in other words, one that affectsclient-facing personnel in the three prime areas of sales, marketing andcustomer service. Most of the early European CRM roll-outs have concentrated on”process” issues. In sales, that includes automating the distributionof leads and monitoring how effectively they are followed up. In marketing, itmay be managing campaigns, feeding off a central database of customerinformation. In customer service, companies are developing”multi-channel” call centres that can handle telephone calls, e-mailqueries and web interactions using the same customer records. Butwhile CRM projects have their roots in the front-office, their impact is feltacross the enterprise. Three areas in particular bring “back-office”functions into the CRM equation. The first revolves around one of the coreprinciples of CRM, the need to create a “single view” of thecustomer. In order to improve the quality of customer service, target marketingeffectively and establish opportunities for cross-selling and upselling,organisations need to pull together customer data from all their front-officefunctions into one central repository. As customer profiles are refined, theybegin to incorporate back-office information from areas like finance, whichholds data on clients’ credit or payment histories. Although this is primarilya data extraction issue, there are cultural implications for departments thatfiercely guard their proprietary information. Financeplays a more critical role in the second area, establishing customerprofitability. Few organisations have a firm view of which of their customersare generating the most value – or indeed, which are actually losing them money– and the metrics for modelling profitability can be complex. This kind ofcalculation – which helps companies direct their front-office activities moreeffectively – sees finance working more closely than ever before withcustomer-facing departments. In one UK retail organisation, for example, thefinance team was partially disbanded and several employees relocated to themarketing department. Finally,while much of the CRM technology available today is designed to automate andanalyse demand-level activities, those operations cannot be viewed outside thecontext of the supply-side of the business. Sophisticated customer managementapplications allow salespeople – and sometimes clients themselves – to checkinventory levels, configure products online, and monitor the progress of ordersthrough the delivery process. This requires access, sometimes in real-time, tosupply chain systems. From the supply perspective, meanwhile, integratingdemand activities into the planning process brings huge improvements inforecasting and delivery efficiencies.Thenet result is that the ramifications of CRM roll-outs are felt in everydepartment. From an HR perspective, that means the cultural issues that besetmany CRM implementations may ultimately permeate the whole organisation. Tacklingthe cultural problems of CRMDespitethe increasing maturity of the CRM software industry, failure rates inimplementations are still high. Industry assessments differ and vary accordingto the type of technology being implemented, but if failure is measured on thebasis of whether software is still being used six months after implementation,some parts of the industry are deemed to be running at a fallout rate of around60 per cent. While the causes are occasionally down to the technology itself –this is an industry notorious for hyping first and thinking about theconsequences later – in many instances the problems are cultural.Inessence, CRM projects involve a huge amount of change management across theenterprise, and tackling the cultural issues is becoming a major priority.Companies that are now in second or even third generation CRM roll-outs testifyto the fact that the human capital management aspects should be dealt with fromthe top down. Onesolution in the early stages of a CRM project is to generate quick”wins”. Industry analyst AMR Research suggests com-panies shouldfocus on solving recognisable pain points within an organisation, providingtangible benefits for the individuals involved and measurable returns for moresceptical managers. Likewise, harnessing the enthusiasm of early adopters iscritical – by turning them into “power users” charged with trainingother staff and evangelising the system’s benefits, companies can build enoughmomentum behind the project to see it through any implementation problems. Whetherthe HR department is involved in this process, of course, primarily comes downto its standing within the company. Nonetheless, there’s a large amount ofevidence available to show that the people aspects of CRM are critical, andHR’s involvement could make the difference between success and failure. Previous Article Next Article Related posts:No related photos. Comments are closed. Heart of the matterOn 30 Oct 2001 in Personnel Todaylast_img read more

Read More →

Training

first_imgThis week’s training newsIncentive for engineers The Engineering Construction Industry Training Board has launched threemajor initiatives to help increase training investment in the sector. A £1.9mtraining scheme, part-funded by the European Social Fund, will train previouslyunemployed people in Scotland to SVQ3 level. The shortage of technical andengineering skills will be addressed through a £500,000 investment programme,while another £500,000 will be used to deliver a skills competency model forthe industry. These are in addition to schemes already running, bringinginvestment to £40m.  www.ecitb.org.ukFreight training launch The British International Freight Association has launched a multi-modeltraining programme of short courses for the industry. The scheme has threelevels, from an introductory module to advanced subjects for senior managers,directors and specialists in the field.  www.bifa.orgArriva drives for values Arriva is using a new process called ‘Working with others’ to direct andrecord the performance of its senior managers. The scheme is designed to ensuremanagers work within a common framework, aligned to the public transportprovider’s brand values. It combines elements, including training needs, pastperformance and personal development plans in a single document. The scheme isbeing rolled out across the company and will eventually be used by 250managers.  www.arriva.co.uk Related posts:No related photos. Comments are closed. Previous Article Next Article TrainingOn 15 Jan 2002 in Personnel Todaylast_img read more

Read More →

SUU/Weber State Football Honored By Phil Steele’s All-American Team

first_img FacebookTwitterLinkedInEmailCEDAR CITY, Utah-With the completion of the 2018 FCS magazine published by college football guru Phil Steele, Southern Utah University has received great recognition on both the preseason FCS All-American team as well as the all-Big Sky Conference team. Weber State received five honorees as well.On the FCS All-American first team for the Thunderbirds is senior offensive lineman Zach Larsen.His fellow offensive lineman, Marquez Tucker, represents SUU on the All-American third team.On the All-American fourth team is SUU tight end Logan Parker along with linebacker Chinedu Ahanonu.Steele’s All-Big Sky Conference preseason team has Larsen and Tucker also on the first squad. On the second team for the Thunderbirds are offensive lineman PJ Nu’usa while on the defensive second team, Ahanonu and cornerback Jalen Russell made the cut.On the third team representing SUU are Parker and running back James Felila. The third team defense features linebacker Taylor Nelson.The third team punter is Rashaan Miller, who also is listed as a receiver on the Thunderbirds’ roster.For the Wildcats, making the first team were senior offensive lineman Iosua Opeta and sophomore kicker Trey Tuttle. Earning second-team honors for the Wildcats was sophomore kick returner Rashid Shaheed.Senior linebacker LeGrand Toia received third-team honors and making the fourth team was senior linebacker Landon Stice. Written by Brad James August 10, 2018 /Sports News – Local SUU/Weber State Football Honored By Phil Steele’s All-American Team Tags: Chinedu Ahanonu/FCS/James Felila/Logan Parker/Marquez Tucker/Phil Steele/PJ Nu’usa/Rashaan Miller/SUU Football/Zach Larsenlast_img read more

Read More →

Prep Sports Roundup: 10/8

first_imgOctober 8, 2020 /Sports News – Local Prep Sports Roundup: 10/8 FacebookTwitterLinkedInEmailVolleyballRegion 14MANTI, Utah-The Juab Wasps overpowered Manti 3-0 in Region 14 volleyball action Thursday. The Wasps prevailed 25-23, 25-14 and 25-22 to net the victory over the Templars.Region 15DRAPER, Utah-The Draper APA Eagles stormed past Wasatch Academy 3-0 Thursday in Region 15 volleyball action. The Eagles waxed the Tigers 25-13, 25-15 and 25-14 for the straight sets win.Region 16COALVILLE, Utah-The North Summit Braves outlasted Gunnison Valley 3-2 Thursday in Region 16 volleyball action. The Braves prevailed 15-25, 25-20, 25-20, 23-25 and 15-12 to earn the victory.MONTICELLO, Utah-The Monticello Buckaroos humbled North Sevier 3-1 in Region 16 volleyall action Thursday. The Buckaroos bested the Wolves 20-25, 27-25, 25-22 and 25-19 to pull out the win.Region 18BEAVER, Utah-Kanab rolled past Beaver 3-0 Thursday in Region 18 volleyball action. Kanab prevailed 25-16, 25-22 ad 25-19 to wax the Beavers in straight sets.Region 20BICKNELL, Utah-The Escalante Moquis stymied Wayne 3-0 Thursday in Region 20 volleyball action. The Moquis prevailed 25-20, 25-19 and 25-19 for the straight sets win.Non-RegionPRICE, Utah-The Bryce Valley Mustangs downed Pinnacle 3-1 in non-region volleyball action Thursday. The Mustangs prevailed 23-25, 25-9, 25-4 and 25-23 to overcome the Panthers.Girls Soccer2-A SouthPAROWAN, Utah-Laci Sissener posted four goals as the Parowan Rams clobbered Gunnison Valley 11-0 Thursday in 2-A South girls soccer action. Marissa Gale posted the shoutout in the win for the Rams.Non-RegionBEAVER, Utah-Ashton Bowles and Sam Atkin scored two goals apiece as the Beaver Beavers outlasted North Summit 6-5 Thurday in non-region girls soccer action. Abbi Burke and Mia Harris also scored in the win for the Beavers. Written by Tags: Roundup Brad Jameslast_img read more

Read More →

Commentary: Holcomb Sends Signals With Silence And Statement

first_imgBy John KrullTheStatehouseFile.com INDIANAPOLIS – Gov. Eric Holcomb’s fourth State of the State address made news in two ways.The first was for something he didn’t say.The second was for something he did.The omission is likely to gain the most attention. For days leading up to the speech, there had been speculation that Holcomb was going to announce plans to deal with Indiana’s teacher pay problem during this legislative session.It turned out to be just that – speculation.Holcomb offered detailed plans to increase teacher compensation, but every one of them will be part of the governor’s 2021 legislative agenda. There was nothing for this year.It’s hard to know why that is.Right after the speech, I talked with Indiana Rep. Justin Moed, D-Indianapolis.Moed said he was surprised that Holcomb didn’t propose something for teachers this year.“All he did was kick the can down the road,” Moed said.I asked Moed if there would have been support in the Indiana House of Representatives if Holcomb had pushed for more money for teachers this year.“Oh, yeah,” Moed said. “He’s a popular governor. The members of his party would have supported him on it.”Besides, Moed said, in the rest of the governor’s speech, Holcomb made clear that there was plenty of money available to solve the problem.Indiana Rep. Jerry Torr, R-Carmel, said pretty much the same thing.Torr said, “I wouldn’t have had a problem with a one-time bonus” that eased teachers’ pain while legislators worked out a more permanent solution in next year’s legislative session. He added that there would have been enough votes in the House to pass such a plan.So, why didn’t the governor propose doing that?Torr shrugged his shoulders.“I don’t know,” he said. “I haven’t talked with him about it.”The speech certainly didn’t offer many clues as to why Holcomb chose not to act.Holcomb touted the state’s efforts to reshuffle and restructure state funds – mostly pensions – to free up an additional $50 million every year to increase teacher pay. He also called attention to the charge he had given to his Teacher Compensation Commission to make Hoosier teachers’ salaries competitive with those of educators elsewhere in the Midwest.The governor’s tone suggested urgency.But his actions sure didn’t reflect that.Nowhere during his 33-minute speech did he say why Indiana, with lots of money in the bank, couldn’t try to solve one of the state’s most pressing problems.Now.Not next year.The reason Holcomb chose not to help teachers this year remained just as great a mystery after his speech as it was before he stepped to the podium. His silence spoke in ways that likely will not help the state move forward.The thing the governor said that did break new ground came near the end of the speech. It came as Holcomb set up his conclusion.“My fellow Hoosiers, we’ve become known around the world as ‘A State that Works,’” the governor said. “I want Indiana to become known as ‘A State that Works for All.”Then came the key part:“Where every citizen – no matter their background or age or who they love or whether they grew up here or arrived last week – has equal access and opportunity to go as far as they wish and are willing to work to get there.”No matter … who they love.That was a far cry and a bold departure from the days, not long distant, when this state and Holcomb’s own party sought to deny same-sex unions and to allow Hoosier businesses to discriminate against law-abiding citizens based on their sexual orientation.The governor may have lacked courage in dealing with the teacher pay question, but he demonstrated plenty of it in redressing a huge and historic wrong.That’s important.Following Eric Holcomb’s speech, teachers had just reason to complain.But the cause of justice, thank goodness, did not.FOOTNOTE: John Krull is director of Franklin College’s Pulliam School of Journalism and publisher of TheStatehouseFile.com, a news website powered by Franklin College journalism students. FacebookTwitterCopy LinkEmailSharelast_img read more

Read More →

Potawatomi Zoo looking to donors to help add new giraffe and lion attractions

first_imgIndianaLocalNewsSouth Bend Market Potawatomi Zoo looking to donors to help add new giraffe and lion attractions Google+ (Tommie Lee/MNC) If the Potawatomi Zoo has their way, your kids will have something to really look up to in the future.The zoo says fundraising is underway to build a new giraffe habitat at the zoo, and renovate the old chimpanzee habitat as a new home for lions.On Sunday, the Zoo issued a release saying that the fundraising campaign, called “Big & Loud,” seeks to add to the transformation the zoo has experienced in the past few years. Executive Director Josh Sisk says The Potawatomi Zoo believes their “visitors, members, community and partners are going to love experiencing giraffes and lions in such an up-close and personal way.”To learn more about the Big & Loud campaign, including timeline and construction updates, visit http://potawatomizoo.org/bigandloud. Twitter WhatsApp Facebook Pinterest By Tommie Lee – March 1, 2021 0 237 Google+ WhatsApp Pinterest Twitter Facebook Previous articleTwo injured in Monday morning shooting in NilesNext articleMichigan’s AG intervening in transfer of Palisades plant Tommie Leelast_img read more

Read More →

Tesco chairman steps down as £263m black hole is revealed

first_imgThe chairman of Britain’s biggest supermarket, Tesco, is to step down following its catastrophic profit overstatement, confirmed at £263m.In its half-year interim results this morning, the retailer revealed that pre-tax profits plummeted by 92%, while like-for-like sales were down 4.6%.The black hole in Tesco’s profits has been stated as £263m after Deloitte’s internal investigation. This is an increase on the original £250m estimation.Underlying profit before tax was £783m, down almost 47% on the previous year.Sir Richard Broadbent, chairman of the struggling supermarket, said he was resigning on the principle of accountability for the profit blunder on behalf of the board.He said: “The issues that have come to light over recent weeks are a matter of profound regret. We have acted quickly to clarify the financial performance of the company.“A new management team is in place to address the root causes of the mis-statement and to develop and implement the actions that will build the company’s future.“Once this transition is complete and business plans are in place, it will mark the beginning of a new phase for the company and I will begin, now, to prepare the ground to ensure an orderly process for my own succession at that time.”Customer focusDave Lewis, chief executive, who was called to the helm of Tesco in September, has emphasised the company’s need to put the customers back at the heart of the business. He said: “Our business is operating in challenging times. Trading conditions are tough and our underlying profitability is under pressure. We do, however, face these challenges from a position of market strength and I have been heartened by the team’s welcome and their determination to stay focused on doing the very best for our customers.“Whilst my review of the whole business continues, three immediate priorities are clear: to recover our competitiveness in the UK; to protect and strengthen our balance sheet; and to begin the long journey back to building trust and transparency into our business and brand.”The Deloitte report found profits were overstated by £118m in the first half of this year, £70m in the financial year 2013-2014 and by £75m prior to that.Eight executives have been suspended so far since the mistake, but Tesco has said there was no evidence of fraud or personal gain from it. Tesco released a video this morning of an interview with Lewis regarding the half year results, from 26 weeks ended 23 August 2014.last_img read more

Read More →