Leicester survey reveals untapped pool of talentOn 12 Jun 2001 in Personnel Today Asylum-seekers are highly skilled potential employees, claims innovativeresearch by the National Organisation for Adult Learning in Leicester. The report shows that 85 per cent of the 121 asylum-seekers surveyed in thecity speak more than one language and have qualifications ranging from O-levelequivalents and vocational diplomas to first and higher degrees. It also shows that 80 per cent of asylum-seekers were in paid employmentbefore they came to the UK. Most of these were in skilled occupations,including doctors, teachers, business managers and electricians. One of those highlighted was a teacher from Zimbabwe who had both assistedyoung people in setting up craft businesses to pay their way through collegeand helped run an HIV and Aids education service in rural areas. Sue Waddington, European development officer of the National Organisationfor Adult Learning and co-author of the report, hopes the research will dispelsome of the myths that hinder informed debate. She said, “This research demonstrates the wealth of untapped talentamong asylum-seekers in Leicester. The next step is to take action to enableasylum-seekers, whether they remain in the UK or return to their countries oforigin, to use and develop their skills.” She added, “We know from the Leicester sample that asylum-seekers wantto contribute to the labour market and wider society.” A number of barriers to the employment of asylum-seekers were highlighted inthe survey. Specialist careers advice for asylum-seekers is patchy and they arenot eligible for government-funded training, even if they have been in the UKfor six months. Deng Yai, employment policy adviser of the Refugee Council, said, “Thisresearch confirms asylum-seekers are as highly qualified as we expected.” www.niace.org.ukBy Karen Higginbottom Previous Article Next Article Related posts:No related photos. Comments are closed.
December 2, 2018 /Sports News – Local Utes will play Northwestern on Dec. 31 in San Diego Tags: Holiday Bowl/Northwestern Wildcats/Utah Utes Football Written by FacebookTwitterLinkedInEmailSAN DIEGO—No. 17 Utah (9-4, 6-3 Pac-12) will play No. 22 Northwestern (8-5, 8-1 Big Ten) in the 41st-annual San Diego County Credit Union Holiday Bowl. The game will be played on Monday, Dec. 31 at 4 p.m. PT (5 p.m. MT) at SDCCU Stadium and will be televised on FS1.Utah, the Pac-12 South Division champion, and Northwestern, the Big Ten West Division champ, are both making their first appearance in the Holiday Bowl. The two teams have played twice in their history—1927 and 1981—splitting the series 1-1. Both games were played in Evanston with Utah’s victory coming in 1981.Under 14th year head coach Kyle Whittingham, Utah is 4-0 against the Big Ten (3-0 vs. Michigan and 1-0 vs. Indiana). Whittingham played in the first four Holiday Bowls (1978-81) as a linebacker for BYU and was the Defensive MVP of the 1981 game. In 2008, he was inducted into the Holiday Bowl Hall of Fame.“We are elated to be invited to the Holiday Bowl and to play an outstanding Northwestern team,” said Whittingham. “It is a testament to our players and also our great fan base that we were invited to play in this prestigious game. Our players are deserving to play in a bowl of this caliber and we are especially happy for our exceptional senior class. We look forward to playing in front of a big Utah crowd down in San Diego on December 31.”The Utes are playing in a bowl game for the 13th time under Whittingham. He has the best bowl win percentage in NCAA history (92%) and his 11 bowl wins (11-1) is tied for second among active coaches.Utah is 5-0 in bowl games in the Pac-12 era with wins over Georgia Tech, Colorado State, BYU, Indiana and West Virginia since 2011. See sidebar on this page for Utah’s bowl history. The Utes are 2-0 in College Football Playoff bowls, beating Pittsburgh in the 2005 Fiesta Bowl and Alabama in the 2009 Sugar Bowl. Robert Lovell
the pensions guidance function – to provide information and guidance to the public on matters relating to occupational and personal pensions the money guidance function – to provide information and guidance designed to enhance people’s understanding and knowledge of financial matters and their ability to manage their own financial affairs the debt advice function – to provide members of the public in England with information and advice on debt the consumer protection function – enabling the SFGB to work with government and the Financial Conduct Authority in protecting consumers from detriment the strategic function – to work with others in the financial services industry, the devolved authorities, and the public and voluntary sectors to develop a national strategy to improve the financial capability of members of the public, the ability of members of the public to manage debt, and the provision of financial education to children and young people Scotland (local media enquiries) 0131 310 1122 DWP announced Sir Hector Sants as the new Chair of SFGB in May 2018. Sir Hector spent his executive career in financial services and regulation, including as the Chief Executive of the Financial Services Authority, European CEO of Credit Suisse and a partner of stockbrokers Phillips & Drew.Since retiring from full time work, his focus has been helping people manage their money, and promoting a fairer financial system. Sir Hector is a trustee of Just Finance, a charity which collaborates with The Church of England to promote a fairer financial system, and a member of the UK’s Financial Capability Board. He is also Chairman of StepChange Debt Charity, the UK’s biggest debt advice charity, but will step down before joining SFGB.John Govett, CEO of SFGB They will take up post when the body comes into existence, expected to be on 1 October 2018.The Single Financial Guidance Body will bring together the services currently delivered by the Money Advice Service, the Pensions Advisory Service and Pension Wise. To ensure a smooth transition to the SFGB, the Chair has identified the need to retain valuable experience of the existing services.With the agreement of the Minister for Pensions and Financial Inclusion, Ann Harris, Chair of the Pensions Advisory Service, and Mike Dailly, a non-executive director of the Money Advice Service, will be appointed to the SFGB for a period of 2 years. Both will remain in their current roles.Sir Hector Sants, the Chair of the Single Financial Guidance Body, said: John Govett was announced as the new CEO of SFGB on 13 July 2018. Mr Govett is vastly experienced, having worked in leadership roles across the public, private and charitable sectors including as Group Chief Executive at Ixion Holdings, a not-for-profit skills and employment group of companies, Managing Director of Surrey County Council, Shaw Trust Charity Board Executive and P&O Ferries Commercial Board Director.He has a strong track record of driving transformational change, delivering outstanding services and leading successful growth. A Deputy Chairman of Basildon and Thurrock University Hospitals NHS Foundation Trust, he will take up his new post in October 2018. His appointment, for a four and a half year term, follows an open and competitive recruitment process overseen by the Office for the Commissioner of Public Appointments.Replacing existing providersThe SFGB will replace the 3 existing providers of government-sponsored financial guidance – the Money Advice Service, the Pensions Advisory Service and Pension Wise – bringing together the provision of debt advice, money guidance and pensions guidance for the first time. A new, single body provides an opportunity to deliver a more streamlined service to members of the public providing easier access to the information and guidance people need to help them make effective financial decisions throughout their lives.Core functionsWe expect the SFGB to be established as a legal entity in October 2018 and start preparing for its official launch in January 2019 when the body takes on its delivery functions and staff will transfer to the new organisation. It will have 5 core functions: The body will also provide advice to the Secretary of State on establishment of a debt respite scheme.AppointmentsThe Commissioner for Public Appointment has agreed that a limited number of non-executive directors from the existing services can be co-opted to SFGB for 2 years and without the need for an interview. Ann and Mike have been co-opted under this process.We expect to appoint further non-executive directors following an open recruitment exercise which is running at the moment.SFGB’s Non-Executive Board members are entitled to an annual remuneration of £15,000 a year for approximately 30 days commitment.Contact Press OfficeMedia enquiries for this press release – 020 3267 5115 Follow DWP on: Out-of-hours (journalists only) 07623 928 975 Caxton HouseTothill StreetLondonSW1H 9NA London Press Office (national media and London area enquiries only – not questions about personal claims) 020 3267 5144 The organisation intends to ensure it builds on the successes to date, and absorbs the lessons of the past. To best achieve this, a degree of continuity is vital and I am delighted that Mike Dailly and Ann Harris have agreed to join the Board and look forward to working with them. Press Office England and Wales (local media enquiries) 029 20 586 then 097 or 098 or 099 BiographiesMike DaillyMike is the Director of the Govan Law Centre in Glasgow. This is a charitable community law centre helping people at the sharp end who are having to cope with financial disputes, including credit repayments and mortgage repossessions. Mike has been a non-executive director with the Money Advice Service since April 2015.He is a Solicitor Advocate who acts exclusively for consumers, a member of the European Banking Authority’s expert group, and a Non-Executive Director with the Scottish Housing Regulator. He was a member of the Financial Conduct Authority’s Financial Services Consumer Panel from 2009 to 2015, and was the solicitor to the UK Unfair Bank Charges Campaign from 2005 to 2008.Ann Harris OBE, CPFAAnn is the Chair and a non-executive director of the Pensions Advisory Service. She previously worked for 40 years as a civil servant, latterly holding Senior Civil Service roles in finance and programme management. She was awarded an OBE in 2009, for her services to DWP. Ann’s roles outside DWP include the independent audit and risk committee member for the Gambling Commission, Chair of St Pauls Estate management company, Vice Chair of Dunstable and District Citizens Advice and Company Secretary for Leighton Buzzard Narrow Gauge Railway.About the Single Financial Guidance BodySir Hector Sants, Chair of SFGB Twitter – www.twitter.com/dwppressoffice Facebook – www.facebook.com/dwp LinkedIn – www.linkedin.com/company/dwp YouTube – www.youtube.com/dwp
FARMINGTON – Directors on the Regional School Unit 9 school board reviewed some initial financial data as well as heard two presentations that could impact the upcoming budget process.The board intends to again rely on a committee of directors to develop a preliminary budget that will then be presented to the entire board. This process was used last year, concluding with voters approving a $37.1 million budget at the validation referendum in June 2019.Valuation and enrollment numbers favor the district as far as receiving additional state subsidy, Superintendent Tina Meserve told the board. While the state showed slight increases in the district town valuation figures, less than 1 percent, the state average increased by 3 percent. State enrollment numbers were basically flat compared to last year, while the district’s enrollment increased again, by 1 percent. Meserve said that the district’s combination of greater enrollment and lower valuation increases, as compared to the state, could result in increased subsidy.Other increases include funds connected to RSU 9 joining a regional service center last year – the district anticipates an additional $226,000 in state subsidy – as well as a proposed increase in per pupil funding from the state for administration, another $213,000 if the proposed governor’s budget moves forward. The district also expects to lock in to an extremely cheap price for heating oil, a savings of roughly $13,000 as compared to the current fiscal year and potentially more if schools burn more oil and fewer wood pellets this winter.Another potential savings may relate to electricity costs. ReVision, the largest installer of solar power in New England, has approached RSU 9 about purchasing Net Energy Billing Credits that would offset the district’s Central Maine Power bill, a $550,000 per year expense. ReVision has previously approached MSAD 28, in the Camden/Rockport area, as well as RSU 73 in Jay/Livermore Falls in an effort to sell credits associated with the $9 million solar power project being constructed in Livermore Falls.The credits would cover the cost of 90 percent of the district’s electricity needs over a 20-year period, a savings of approximately $115,821 a year.Directors voted unanimously to review the contract with their attorney.Budget increases include raises for staff and increases in insurance costs. A major unknown is funding for the Foster Career and Technical Education Center, an element of school budgets that has changed repeatedly over the past couple of years. Business Manager Kris Pottle told the board that the district would likely not know how much money it would receive to run those programs until the state subsidy estimates at published later this year.This year’s budget will also be the first to include an $80,000 expenditure as part of a five-year “phase in” plan to deal with summer accruals. That process will accommodate an auditors’ request to eliminate what they see as an unfunded liability.Another potential cost would be funding the Mt. Blue High School’s Success & Innovation Center. The center provides a place for students to come to get help on projects, help accessing resources for specific problems or just help coping with day-to-day life. Teacher Dan Ryder, who staffs the center with Dana Dowling, an ed tech, told the board that while students may come in for assistance with a specific project or program, they may actually need a lot more help.“It’s a place where anyone can come for help,” Ryder said. “But we try to make sure they come back.”The center has access to a wide range of resources, ranging from 3D printers and other technical equipment to food and hygiene products for students. In the first semester of this school year, the SIC met with a little more than half of the student body at Mt. Blue High School, Ryder said, including visitors to the center as well as Ryder working directly with other teachers on specific classrooms.Principal Monique Poulin said that the SIC was an intervention program for students that otherwise might struggle to complete high school programs.The SIC has been funded through a GEAR Up grant for three years, but that will come to an end at the conclusion of this school year. Continuing to run the SIC would require funding one teaching and one ed tech III position in the local budget; Ryder said that he was confident that he could find grants and donations to meet the SIC’s supply costs.
David Goulden, CEO of EMC Information Infrastructure, outlined EMC’s strategy in storage, flash, data protection, converged infrastructure, enterprise hybrid cloud and security analytics at a forum held in New York on March 10, 2015. Watch an excerpt from the presentation.—This is the second post in a four-part series from EMC Federation leaders.Joe Tucci on the EMC Federation strategyPat Gelsinger on the strategy for VMwarePaul Maritz on the strategy for Pivotal
IDC WW Quarterly Personal Computing Device (PDC) Tracker CY20Q1.IDC WW Quarterly Server Tracker CY20Q1.Amount represents R&D expense and includes EMC amounts prior to the merger transaction date on September 7, 20162020 Patent 300 List by Harrity Patent Analytics and IPO So much has changed in the world and in our industry since Dell Technologies returned to the public market. Globally, we’ve seen new trade tensions, political machinations, a pandemic and an outcry for racial justice and socio-economic change. And in our industry, we’ve seen the continued explosion of data accompanied by the rise of multi-cloud, 5G and AI. It’s made for an interesting time to be in the market, whether as an investor or a public company.Now more than ever, there is a need for clarity and consistency for our stakeholders—and at Dell Technologies, that starts and ends with our vision. We are positioning Dell Technologies to become the most essential technology company for the data era.There are three things we know we must to do to achieve this vision and best serve our customers and stakeholders:We must win in the consolidating markets in which we compete by gaining share and leading the industry in our core product categories.We must innovate and integrate across the Dell Technologies portfolio. This means developing and investing in breakthrough technologies—across edge, core data center, cloud and security, including our venture arm Dell Technologies Capital, for truly differentiated solutions.And we must optimize our capital structure to ensure we’re best positioned for future growth and shareholder return. We’ll do that by carefully managing our cash flow, paying down debt and making smart, long-term investments in pursuit of our strategy and vision.If we do these three things, we have a seat at every table as customers look to transform their organizations for the future and do so with fewer, not more, technology partners. That’s the opportunity we see for our company—and it’s big.None of this is new thinking. It’s the path we’ve been on since Dell Technologies’ inception.We continue to make progress in the consolidating core markets in which we compete by gaining share in PCs and servers. We were the only vendor in the top five to have positive year-over-year PC unit growth in the first quarter of this year, and we moved up to #2 worldwide in commercial PC sales.¹ In mainstream servers, we broke our own record with 31.3 percent share, up 106 basis points year-over-year.2On the innovation front, Unified Workspace, Dell Technologies Cloud Platform, and the just-launched PowerStore midrange storage platform are great examples of how we’re innovating across our portfolio and co-engineering with VMware to bring game changing, integrated solutions to customers. Over the last five fiscal years, we’ve invested approximately $18 billion in R&D3 across the Dell Technologies estate and are currently ranked #16 worldwide in patents issued.4We are focused on creating long-term value for stakeholders and optimizing our capital structure. Our liquidity position is strong with more than $13 billion of cash and investments at the end of our first fiscal quarter. We have worked to smooth out our debt maturity towers—only $600 million due this month, plus approximately $200 million of debt amortization for the year. We intend to reduce core debt by roughly $5.5 billion this fiscal year and use the proceeds from our first quarter bond issuance to pay down an additional $2.25 billion this year.The reality is we are a different company than we were when we first re-entered the public market. With more than $180 billion in revenue in the last two years alone and significant investments in research, innovation and building out our portfolio, we are uniquely positioned for this digital decade. Today we have broad capabilities spanning traditional infrastructure, hybrid-cloud technologies, software and security solutions, and services—all of which are multi-billion-dollar businesses.Every step we take is progress toward our vision to become the most essential technology company for the data era. It’s a vision we will relentlessly pursue to create differentiated value for all Dell Technologies stakeholders—customers, partners, team members, communities and investors. Listen to our Q1 earnings call to learn more.
By Voice of America January 15, 2020 Human Rights Watch (HRW) reported on December 5, 2019 that Brazil’s refugee agency, CONARE, granted refugee status to 21,432 Venezuelans.Until then, CONARE had only granted asylum to 263 Venezuelans, and according to HRW, 224,000 Venezuelans are living in Brazil.In June 2019, CONARE concluded that “there are serious and extended human rights violations” in Venezuela, paving the way for the mass recognition of refugee status under the 1984 Cartagena Declaration.The document establishes guidelines for Latin American governments on refugee protection.CONARE based its June evaluation on a 25-page technical report that cited the work of HRW 30 times.The report made reference to an HRW investigation that showed compelling evidence of serious violations perpetrated by the Nicolás Maduro regime, such as excessive use of force against journalists and protesters, arbitrary detentions, ill-treatment of detainees and cases involving torture, in addition to the undermining of judiciary independence in the country.The HRW report on the collapse of Venezuela’s health system and a disproportionate increase in treatable diseases also influenced this outcome.The Brazilian government’s historic decision, considered a “milestone in refugee protection” by the U.N. Refugee Agency, recognizes the rights and dignity that so many Venezuelans are seeking in Brazil, HRW said.The humanitarian agency also urged CONARE to make a decision on the cases of 98,000 other Venezuelans whose requests for asylum are still pending, and called on other countries in the region to follow Brazil’s example in providing legal protection to Venezuelan refugees.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York It’s the most wonderful time of the year. If politics is your sport, nothing compares to retail politics at the local level. No irrational exuberance surrounding national figures with long coattails or embarrassing blowback; just a good, old-fashioned boots-on-the-ground slugfest where committee members rule the day. This year’s election is one where ideology takes a backseat to patronage in the battle of the bureaucrats. This is small ball, baby.It’s been a while since I pulled my thoughts out of the national and international clouds to take a look at what is happening here at home. So forgive me as I reminisce for a moment before handicapping the county executive race in Nassau County, far and away the most interesting local political story of the season.A little more than a decade ago I ran for mayor in my hometown of Glen Cove. In doing so I found myself on the opposite end (and losing side) of the Suozzi family machine. While this was my adopted hometown, I was a so-called carpetbagger living in the feudal regime run by generations of Suozzis. The race was so parochial, my opponent even sent out a campaign flyer that told the good citizens of Glen Cove that I was untrustworthy because I was born in Canada. Glen Cove is the land of homemade pasta sauce, not maple syrup. I never had a chance.As a Republican candidate (hard to believe, I know), I briefly found myself in the fascinating world of the Nassau County GOP. My first (and last) general meeting at GOP headquarters in Westbury was as if I had set the dashboard clock on my DeLorean to 1950. The nearly all-white and graying crowd milled about greeting one another with hearty slaps on the back while the power brokers huddled quietly in the corner of the room whispering among themselves and occasionally surveying the crowd. Gradually, everyone took a seat in a folding chair facing a large map and a podium where chairman Joseph Mondello presided over the meeting.“This is a business!” he bellowed on more than one occasion. Mr. Mondello’s countenance would move from ashen to crimson within seconds as he addressed the audience alternately with the coolness of a CEO and the vigor of a college football coach. The overarching message was that we were to adhere to the script, send our money directly to headquarters and essentially fall in line.The lessons I learned from this experience will stay with me forever. My 15 minutes of fame in Glen Cove has all but faded away, allowing me near perfect anonymity as I watch the lawn signs sprout up all over town with this year’s crop of candidates. My hope is that the politicians who occupy positions on the ballots, whether it’s Brookhaven, Southampton or Glen Cove, have gone to where the action really is: knocking on doors. There is no more authentic or humbling experience than standing in someone’s living room and listening to what they want from their local officials.Which brings me to the two men atop the Nassau County ticket who are appropriately playing small ball, and in doing so, missing the larger picture altogether.When watching current County Executive Ed Mangano and former county executive Tom Suozzi fight to be the one to circle the bowl next, it’s hard not to get caught up in the partisan bickering. And there is some great “inside baseball” going on here. Suozzi says Mangano is responsible for Nassau’s $2 billion debt. He’s not. Mangano claims to have presented balanced budgets. He didn’t. Suozzi attacks Mangano for being soft on gun control. This is grasping at straws. Mangano asserts that he has made progress on the property tax assessment issue. He hasn’t.The biggest disconnect of this race, however, is ideology. The truth of this contest is that the two parties these men represent are indistinguishable from one another.The assessment situation is fixable. But it must come from Albany—and the nine Long Island senators hold the key. Unfortunately, neither Mangano nor Suozzi will cop to this admission because each is cozy with law firms that extract exorbitant fees from tax grievances.Both men share an antipathy toward labor and favor privatization. Mangano spends an inordinate amount of time cozying up to donors and Suozzi spent his political off-season consulting for an investment bank and commissioning works of art. In everything they have done and represent, they are shills for corporate America and complicit in an overall scheme designed to liquidate taxpayers, privatize public works, and ride the status quo deep into the ground.It’s hardly their fault, mind you. Our troubles in suburbia are so thick that there is an air of inevitability to our decline. Mangano and Suozzi know it, which is why this is the ultimate bureaucratic contest. As voters, this election comes down to which starting lineup you want on the field playing in a game that won’t affect the outcome of your season. Got a buddy sandwiched in a cubicle in North Hempstead waiting to return to a cushy county job? Vote for Suozzi. Have a relative in the county who needs three more years to pad his or her pension before retirement? Vote for Mangano.Want real change and a chance to redefine our future? Sorry. Not on the ballot.Either way, I’ll be glued to my television as usual, watching Jerry Kremer and Larry Levy narrate the inevitable. And loving every minute of it.
Each organization has a culture, a way of practicing values and beliefs. In a credit union, the culture starts at the top—in the boardroom—and emanates from there to the executive team and staff. When the board is in alignment to be high performing, the CEO has an easier job of creating and maintaining a highly engaged organizational culture.The board’s role is simple: strategy, policy and advocacy. How directors organize themselves to create an engaged and productive board centers on a commitment for the group to act as such, an engaged and productive board. Engaged and productive directors increase board fitness by modeling the credit union’s vision, mission, and values in and outside of the boardroom.Low-Hanging FruitHere’s a list of 15 easy and common sense things you and your fellow directors can do on your path to being a high performing board. continue reading » 5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
continue reading » Despite many advancements in the use of data that help banks and credit unions target the most appropriate consumers, marketers face many challenges measuring marketing performance. The fact is, the level of investment in marketing has never been higher. Yet, many financial institution marketing leaders are still asking themselves:Am I spending my marketing dollars efficiently?How should I plan for next year?How am I performing compared to my peers?The need for improved marketing measurement has become a higher priority because of the shift of spend into more advanced digital channels. For a long time, digital measurement was somewhat straightforward. But mobile changed that. Measurement today is more complicated, more nuanced, and more important than ever. What’s needed is the ability to deliver accurate marketing measurement to maximize media spend, creative rotation, brand impact, account openings and, ultimately, marketing ROI. Yet, effective measurement often lags behind customer acquisition marketing strategies and capabilities.As marketers spend more of their budget in digital, they come under increasing pressure to justify the spending and quantify its impact. More than ever, they need to take into consideration other touch points beyond the one that immediately preceded the conversion. ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr