first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. Domesticand General is planning to increase the proportion of staff aged over 50 at itsNottingham communication centre after a drive to hire older workers helped cutrecruitment costs by half.HRmanager Ruth Ebbern Robinson said the firm has been so pleased with thecontribution of its older workers that it plans to increase the proportion ofits 570 call centre staff aged over 50 from 7 per cent to 20 per cent.Shetold Personnel Today an older workforce has many benefits, such as lower staffturnover, people wanting job stability and more conscientious workers.EbbernRobinson said D&G, which provides domestic appliance repair protectionplans, has found that older call centre staff are often better at dealing withpeople who have broken goods.”Matureworkers have an empathy and familiarity with our business area, since theythemselves have had experience of the kinds of problems our customersface,” Ebbern Robinson said.Shesaid hiring older workers has helped reduce the average cost of recruiting andtraining a new call centre worker.”Althoughthere is no specific figure on the cost saving in recruitment for olderworkers, since it is part of a number of initiatives, the retention focus ofD&G and the mature workers’ recruitment and retention initiative have bothreduced recruitment costs by 50 per cent, which directly helps the company’sbottom line,” she added.Thecompany, which has been named one of the champions of the Government’s AgePositive campaign, uses photos and case studies of older workers in itsadvertisements and runs open days so potential staff can see the call centre inaction.Prospectivestaff are initially interviewed over the telephone to reduce any chance of agediscrimination and to reveal how they come across.ByQuentin Reade Firm to increase number of over-50s in workforceOn 11 Jun 2002 in Personnel Todaylast_img read more


first_imgThe Government launched consultation documents on the EU Information andConsultation Directive and Employment Relations Act last week. The DTI’s review of the Employment Relations Act 1999 will examine statutoryunion recognition, family friendly policies in the workplace and fixed-termcontracts. The Engineering Employers Federation (EEF) is concerned the review is toobroad, and warns that it may generate additional regulations for business(News, 11 June). The EC Information and Consultation Directive is due to be adopted in the UKfrom March 2005 and will make employers inform and consult with staff ahead ofredundancies and business restructurings. The DTI has also launched a publication, Full and Fulfilling Employment,which outlines the Government’s vision for full employment and improvedproductivity. www.dti.gov.uk Comments are closed. Related posts:No related photos. DTI launches Employment Relations Act consultationOn 16 Jul 2002 in Department for Business, Energy and Industrial Strategy (BEIS), Personnel Today Previous Article Next Articlelast_img read more


first_imgThreeoccupational health professionals, working in vastly different settings,discuss the pros and cons of working within a multidisciplinary team, by JaneDowneyThepast 10 years have proved to be a very exciting, if not challenging, time foroccupational health professionals.Notonly have we played a major role in the implementation of radical legislation,such as the ‘six pack’ Health and Safety Regulations and DisabilityDiscrimination Act, we have also witnessed the election of a Government thathas pledged its commitment, at least on paper, to improving workplace healthand have put in place strategy statements to help achieve this.Thesetting up of primary care trusts has provided an excellent opportunity for OHpractitioners to influence policy and ensure the prevention and management ofwork-related ill health does not remain the domain of a few enlightenedemployers. OH has, at long last, been given the prominence it deserves.However,all this change has not only impacted on what we do, but how we do it. The oldtraditional reactive service, which was mostly based purely on the medicalmodel, is now often insufficient to deal with the many demands and needs placedon us by 21st century organisations.Tobe truly proactive, we now need to engage with a whole host of people from awide range of disciplines. I asked occupational health nurses (OHNs) working inthree different settings what it meant for them to work within amultidisciplinary team, how it had redefined their practice and the challengesit presented.Thecompany directorIn1995, Alison Persson decided to take the plunge and set up as an independent OHand safety consultant. This was after gaining 15 years of knowledge andexperience working as an OHN based mainly at British Gas.In2001, she became the director of her own OH and safety company, Catalyst. Shenow manages a team of nine practitioners – three safety practitioners, fourOHNs, one OH physician and a change coach.Herinvolvement with the multidisciplinary element definitely increased when shebecame an independent practitioner. “With some contracts, I found I did nothave enough knowledge, so I found other practitioners who had the knowledge,and then I really started to appreciate the benefits of working in amultidisciplinary team,” she says.Thisexperience has changed her involvement with, and perception of, team working.“Ten years ago, my view of the multidisciplinary team was very different towhat it is now. The team was then the OH physician and OH nurse practitioner.Now I feel it should comprise safety practitioners, ergonomists, counsellors,and change management specialists. However, this is not an exhaustive list.”Althoughthe practitioners have many core skills in common, their different backgroundsoften result in them approaching a problem from a different angle. Perssonbelieves this can be beneficial if you are working as a team, but can causeproblems if you are working on the same problem independently.“Ifyou are working separately, you are not doing the best for the workforce as youmay be overlapping,” she says.“Managersget confused as to whom to listen to. They hear the same problem but from adifferent slant.“Whileworking as a team, you are looking at who is best to take on a particular role.You do this with the practitioner, bearing in mind their qualifications andexperience, and then you decide who is right for the role.”Perssonis a firm believer that “joint thinking unleashes creativity and leads to moreeffective solutions”, and judging by her company’s ever-increasing workload, itwould appear the clients agree.Thesenior managerAftergaining her stripes working as an OH nurse and manager in a number of settings,including the Civil Service, the NHS and the Metropolitan Police, Judy Cook,head of occupational health services (OHS) at British Airways, now manages alarge team of nurses.Teammembers are based at either BA’s Waterside HQ or at Gatwick airport, providingOHS to all UK-based BA employees.OHSis part of the larger organisation, British Airways Health Services (BAHS),headed by the director Dr Sandra Mooney. Other sections are occupational andaviation medicine, BA travel clinics, business support, dental, food safety andenvironmental health and passenger medical clearance unit.Thedirector has influenced and supported the many changes in core OH provisionthat have taken place since Cook took the helm four years ago.Withinher team, Cook has both OHAs and OH practice nurses. The latter are mostlybased at health centres at Waterside or Gatwick, performing screening forfitness for role, providing health advice and immunisation for overseas travel,advising and supporting first aiders and generally promoting health.Alarge component of the OHA’s role is providing specialist advice to managers intheir allocated business areas to help them manage attendance, advising onfitness for role, providing health and safety advice and again, generallypromoting health in the workplace.AlthoughCorporate Safety Services lead on developing safety policies and procedures,Cook has encouraged collaborative working and states “we are always looking foropportunities to work more closely together”. She fosters and also enjoys agood working relationship with colleagues in other BAHS groups.Infact, at every level of the business, she takes the utmost care to work withthe person rather than against and expects her team to do the same.However,she admits that sometimes, even with the best intentions, things can occasionallygo awry.“Asthe business climate changes and jobs become less secure, you can see manygroups competing for the same work, resulting in overlap rather than synergy,”she says.Currently,BAHS does not employ OH technicians, but Cook would not be opposed to such amove in the future – if she believed it was right for the organisation. Infact, it would be fair to say that she has a very open mind and weighs up thepros and cons of every argument.Shedoes not believe in “putting labels on groups”, but instead feels we should be“moving towards generic skills and knowledge”.Sheis even prepared to ask the question that many of her peers may findunpalatable: “Do you need to be a registered nurse to deliver good occupationalhealthcare?”Manyof us may vehemently believe that ‘yes’ is the only answer to that question.But whatever your stance, you cannot but admire Cook’s ability to ask thedifficult question, irrespective of whether it is popular or not, because it isnot based on the need for control but the vision to look pragmatically at whereOH is today and decide how it can move forward in the future. Thelone OH adviserMaryClarke is an occupational health adviser (OHA) for Avecia, and manages its OHneeds for the Grangemouth site in Scotland.Aveciais a global speciality chemicals company and Grangemouth is its largest UKsite, employing about 600 employees. It has a manufacturing range includingpharmaceutical products and biotechnology advanced medicines.Clarkehas been an OHN for 12 years; nine of which has been with Avecia. Prior tothis, she worked in the NHS, where she found the OH culture very different.“Withthe NHS, you get the back-up and automatically belong to a team,” she says.“Here, because you are isolated, you soon learn that if you want to beeffective, you have to make the effort to network with other disciplines aswell as other OHNs.”Clarkeworks closely with her HR colleagues on health policy development and also withthe company’s hygienist and safety manager, ensuring OH is regularly consultedon any issues that require its input. Clarke has a full-time OH technician andan OH physician, who visits one day a week. TheOH technician role was already in place when she started at Avecia. It was thisissue that caused such controversy when she gave a presentation on the role ofthe OH technician at the Scottish Occupational Health forum last April.Somedelegates felt it was totally “inappropriate” and accused her of “doing nursesout of a job”. However, she strongly denies this.“TheOH technician position was already in place when I started working at thecompany. He has received the necessary training, is on an ongoing trainingprogramme and is closely supervised with strict procedures and protocols withwhich he must comply.“Regardingscreening nurses, well, anyone out there who has tried to employ a screeningnurse will know how difficult it is – there are so few of them about. With theOH technician, I have someone who is keen and enjoys his job, and I get theopportunity to get out on site and be proactive,” she says.Duringher presentation at the conference, her last slide stated: “Health surveillanceby a non-OH professional is NO replacement for a qualified occupational healthadviser”.CarolBannister, the RCN OH adviser, explains why she takes a similar approach. “I donot have a problem with OH technicians as long as they are not doing thespecialist practitioner’s role, have attained the necessary levels of competencyand accountability and are adequately supervised.“Withthe present shortage of OH nurses, we need to delegate if we are going toprovide a modern OH service. Other healthcare practitioners are going down thisroute and there is no reason why we should not follow suit,” she says.Somaybe that is why each of these practitioners are so successful in theirparticular sphere of work. In the pursuit of best practice, they choosecollaboration over isolation; question the status quo and do not accept traditionpurely for tradition’s sake. This is what makes them not just leaders, butexcellent team players.JaneDowney RGN, RM, OHND, OND obtained her diploma in OH nursing in 1994, whileworking for GPT, part of the GEC telecommunications group, based in Nottingham.After spending four years there, she completed an 18-month stint in the NHS,gaining a NEBOSH certificate before moving down to London to work for BarbicanHealth, which then became Bupa Wellness. During her time at Bupa, she obtaineda diploma in counselling but left in 2000 after taking maternity leave. She nowworks from home as an independent OH practitioner Working together in close partnershipOn 1 Aug 2003 in Marriage and civil partnership discrimination, Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more


first_imgA leading South Coast estate agency has snapped up its fourth rival in three years expanding its lettings portfolio to over 2,000 properties.Worthing-based Michael Jones Estate has bought two-branch sales and lettings rival Symonds & Reading whose owners, Ian and Jo Ward, are to join the company as consultants.Their Worth branch is to close and all staff transfer to the nearby Michael Jones office, while its Ferring branch will remain but rebrand as Michael Jones & Symonds Reading.Symonds & Reading briefly gained international fame last year when a one-bedroom apartment listed via OnTheMarket featuring a bed built precariously overhanging a flight of stairs gained notoriety on Twitter and was subsequently picked up by news websites in both Australia and the US.500 propertiesSocial media ‘storms’ aside, the acquisition of Symonds  & Reading adds 500 properties to Michael Jones’ portfolio and follows previous estate agency acquisitions including Bacon & Co in September 2017, Curtis & Son in May 2019 and Easylet in October 2019.“As a business we see great value in growing and developing our sales and rental business,” says Mike Jones (left), CEO of Michael Jones.“We are delighted to announce we have exceeded our target of 2000 fully managed properties in lettings through our recent acquisitions which will significantly contribute in strengthening our overall position as a group.“We are actively looking for other acquisition opportunities in the area as it is an important part of the groups growth and expansion plans.”symonds & reading michael jones estate agents Mike Jones Sussex Worthing November 10, 2020Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles Letting agent fined £11,500 over unlicenced rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Home » News » Agencies & People » Sussex agency snaps up rival with an unusual Twitter back story previous nextAgencies & PeopleSussex agency snaps up rival with an unusual Twitter back storyMichael Jones has made its fourth acquisitions in three years after buying rival Symonds & Reading, taking its lettings portfolio to over 2,000 properties.Nigel Lewis10th November 20200825 Viewslast_img read more


first_imgAnybody who looks into the history of uni­versities in the Western world, not least in Great Britain, can tell you of their origins in the established church. In the eleventh century, as Oxford University first began its teaching, the private halls existed to teach the nation’s second sons—and it was just sons—the theory and the practices of the contemporary Catholic Church.The idea of universities as a haven for freedom of expression would have seemed totally alien to the medieval scholar. Though members of the University had, by statute, certain rights not pos­sessed by ordinary citizens, these were linked to the religious nature of the institution and not to preconceived notions of the place of the univer­sity in public life. Most topics remained beyond the realm of scholarly discussion: from the Pope’s supremacy to the King’s authority, the universi­ties did not always harbour enlightenment ideals.The change began slowly, and it began on the continent. In 1516, just one year before Corpus Christi was founded, the Dutch humanist Eras­mus published The Education of a Christian Prince. Written as a book of advice for new rulers, Eras­mus argued that “in a free state, tongues too should be free.” His humanist ideals are not much heeded: the book is published just as the era of religious persecution begins in earnest across Europe.Nevertheless, moves towards free expression start to pick up pace as the Renaissance continues. By 1644, John Milton publishes a pamphlet argu­ing for toleration, claiming in his Areopagitica: “The liberty to know, to utter, and to argue freely according to conscience, [is] above all liberties.” The Glorious Revolution, 45 years on, confirms “freedom of speech” in parliament with the eleva­tion of William and Mary to the throne.For much of this era, however, the universities remained behind the rest of society in free speech terms. As late as 1866, a person could only receive a degree from Oxford if they were a member of the Church of England: only a decade prior had fellows and professors been released from an obligation to be ordained ministers. Piecemeal change followed in the early twentieth century as compulsory daily worship was abolished and women’s colleges given statutes.By the mid-twentieth century, the acceptabil­ity of freedom of expression in universities was beyond doubt. After the turmoil of the war and subsequent austerity, the reaction of students in the 1960s to perceived injustices abroad and at home led to protests across Europe. This was, however, accepted: in policy terms, little may have changed, but the voice of students was as clear as ever.Universities, by the late twentieth century, were places for young people to exit their comfort zones and be challenged by new ideas. Few believe free­dom of speech rights are under serious threat: a survey by The Atlantic last year revealed that 73 per cent of American students believed freedom of speech was secure or very secure. Whatever the reality may be, we have still come a long way since our universities were first founded.last_img read more


first_imgThe task force analyzed the data they were gathering from participating shelters and police reports and discovered that while 911 emergency calls were decreasing across many cities, those related to domestic violence were increasing. Anurudran and her growing team of 80 members helped connect shelters across the U.S. so that organizations in various parts of the country could share successful strategies. The task force also got involved in policy and advocacy efforts, such as placing informational flyers in grocery stores and pharmacies, partnering with food-distribution programs to discreetly provide resources in grocery packages, and submitting op-eds to local newspapers.“The roots of domestic and gender-based violence are the same across all contexts, but we have the tools to prevent and respond to it everywhere,” she said.Anurudran has been passionate about violence prevention since childhood, moved by her parents’ experiences surviving a civil war in Sri Lanka before immigrating to the U.S. At Harvard College, she studied economics and global health while working at the Office of Sexual Assault Prevention and Response. She also founded Empower to Eliminate, an organization that works with local NGOs in Kisumu, Kenya, to develop and implement a gender-based violence prevention program for high-risk children.Anurudran hopes that more people will come to recognize the warning signs of domestic violence and know what to do when they see them. “Reaching out in an unsafe way can escalate an unsafe situation and make it worse,” she said. “As we think about responsible allyship, we need to educate people in exactly how and when to help survivors. Open-minded communication is key; letting them know you’re always there for them, no matter what.”Connecting volunteers with clinical trialsRaj Kapoor, M.B.A. ’96World Without COVIDAfter Raj Kapoor contracted COVID-19 in March, he shared his diagnosis on social media to help combat stigma and provide emotional support for others dealing with the virus. He wanted to get involved in research efforts, but was frustrated by a lack of clear information about how to sign up for clinical trials, a common issue that hampers efforts to develop effective treatments.Raj Kapoor.Kapoor decided to create a registry that would match people to local trials for COVID-19. He envisioned a free service that would connect volunteers — both those who have recovered from the virus and those who have not been exposed to it — with ways to participate in research near their homes, without stigma.As chief strategy officer for Lyft, Kapoor was eager to translate strategies from the business world to streamline public health efforts. “Persistency and speed are two things I’ve learned from the tech ecosystem,” he said. “It’s easy to give up because of bureaucracy moving too slowly, but if you can impress upon others a sense of urgency, then things will happen.”A Harvard Business School classmate, Jennifer Fonstad, M.B.A. ’96, introduced him to Clara Health, a startup that was already making connections between clinical trials and volunteers for a range of diseases. Two weeks later, they launched World Without COVID, a free public health service that matches volunteers with opportunities to participate in vaccine and treatment trials, as well as antibody testing and blood plasma donations across the U.S. and internationally.Kapoor’s wife, Lydia, a physician, had also recovered from COVID-19 and wanted to help find ways to shorten delays in the research community — especially surrounding blood plasma donations — so that they could both give. As they investigated further, they found that around 80 percent of clinical research was slowed down by inadequate patient recruitment. “For patients, it can be such a complicated process,” said Kapoor. “We’re trying to accelerate the end of the pandemic by speeding up clinical trials on testing, treatments, and vaccines.”Since launching World Without COVID this spring, their work has grown from connecting patients to a handful of trials to more than 1,400 trials and counting. With so many people eager to help, Kapoor emphasized that medical researchers need a wide variety of volunteers — not just those who have recovered from COVID-19 — and encouraged the Harvard community to sign up for the registry. “If we can fill these trials up faster, we can make an impact,” he said.Nourishing communityJacob Bindman ’19SF New DealAs the pandemic shuttered restaurants across San Francisco and left food-insecure residents even more vulnerable, Jacob Bindman teamed up with local bakery owner Lenore Estrada to create SF New Deal, an organization that puts restaurants together with community organizations to provide free meals throughout the city. On their first day, they made and delivered 100 sandwiches. Since then, they have scaled up in a big way, collaborating with over 20 restaurants to deliver 48,000 meals per week to communities in need.,From the beginning, SF New Deal’s dual focus has been to support restaurants economically while partnering with community organizations such as Citywide Case Management, which offers mental health resources to communities in need, and the San Francisco African American Faith-Based Coalition, a network of 21 Black churches across the city. Bindman said SF New Deal serves as a centralized resource to connect restaurants with 18 groups providing food support for San Francisco residents and to foster these relationships for years to come.The expertise and inspiration of community leaders were essential in getting the project off the ground. Bindman said individuals such as Mindy Oppenheim of Citywide and Veronica Shepard of the African American Faith-Based Coalition “demonstrate to me in so many ways how to build the community you want to be a part of … with open communication and trust.”Bindman, who studied architecture and applied math at Harvard, had worked in the food service industry and was inspired to research Harvard’s dining program as an undergraduate. This experience helped him in his new role as service operations lead for SF New Deal.As he built out roles across the organization, Bindman reached out to two friends based in San Francisco — Eloi Le Roux ’17, who helps with technical operations, and Jeremy Welborn ’18, who works directly with restaurant owners — as well as Molly Leavens ’19, who works remotely from Utah as a community captain, calling restaurants every week to collect feedback.Bindman said that his goal now is to bring together business owners, restaurants, community organizations, and city leaders to work out a long-term solution for food insecurity in the city. “The issues we’re working to address right now have long been happening across San Francisco and across the United States,” he said. “Seeing the community come together to find a solution has been incredibly inspiring.” A COVID-19 battle with many fronts In the trenches As the COVID-19 pandemic has escalated, Harvard alumni have acted swiftly, often in creative ways, to help those in need, pitching in with everything from participating in research efforts and volunteering in hospitals to spearheading public health campaigns and donating personal protective equipment (PPE). The Gazette spoke to three — Ashri Anurudran ’19, Raj Kapoor, M.B.A. ’96, and Jacob Bindman ’19 — who each called upon Harvard friends and mentors to help them tackle issues worsened by the crisis, including domestic violence, clinical trial recruitment, and food insecurity.Providing a lifeline when home is unsafeAshri Anurudran ’19COVID-19 Task Force on Domestic ViolenceAshri Anurudran was finishing coursework for her master’s degree in public health at the University of Cambridge when the pandemic hit. On her flight home to Houston, the crew handed passengers forms from the CDC asking where they had traveled, whether they had symptoms, and where they were planning to quarantine. Anurudran, a violence-prevention advocate, was struck by the absence of one question: “Why doesn’t anyone ask me if I’m going home to a safe place?” she wondered.Ashri Anurudran.The next day, she began looking up resources for those experiencing domestic violence during lockdown, and found that it wasn’t easy to access information. This motivated Anurudran, a former Cheng Fellow at Harvard Kennedy School’s Social Innovation + Change Initiative, to form the COVID-19 Task Force on Domestic Violence, a team of students and activists who created an internet database of resources and research for those in unsafe homes and those who want to help.“I realized that staying at home [during the lockdown] provides worse outcomes for people experiencing domestic violence,” Anurudran said. “I wanted to find a way to help as many of these resilient survivors — and their allies — as possible.”Many survivors of domestic violence face a harrowing choice: either quarantine in a dangerous home, or leave and increase the risk of infection. Making matters worse, most public health guidance does not address their situation, and they often encounter obstacles to getting help. The task force aims to make information freely accessible to educate and connect survivors, health care providers, teachers, and supporters, as well as promote collaboration across shelters and community organizations.To get the project off the ground, Anurudran reached out to friends, including Katherine Harrison ’19, who built the website, along with faculty mentors Thomas Burke, associate professor at Harvard Medical School, Vandana Sharma, project director for the External Evaluation of the Disasters and Emergencies Preparedness Programme at the Harvard Humanitarian Initiative, and Jeffrey Miron, director of undergraduate studies in the Department of Economics, to identify information gaps and lead virtual seminars. Many survivors of domestic violence face a harrowing choice: either quarantine in a dangerous home, or leave and increase the risk of infection. Alumni spearhead public health campaigns, data visualization maps, and outbreak plans for Native American tribal leaders Three physicians in three distinct settings detail life in the midst of pandemic Harvard students, alumni, faculty, and staff from the nationwide ‘To Serve Better’ project reflect on how coronavirus is affecting their communities center_img Related To Serve Better Stories of people committed to public purpose and to making a positive difference in communities throughout the country. The collective effort The Daily Gazette Sign up for daily emails to get the latest Harvard news. Explorelast_img read more


first_imgAs we near the finish line of the 2018 partner program, I wanted to take a moment to reflect on what a phenomenal year it has been. When I stepped in to lead Global Channel, OEM & IoT just over a year ago, I spent my very first day in role at a Partner Advisory Board. I can vividly remember the enthusiasm that was in the room that day, for our collective futures and the opportunity in front of us. This was an opportunity to learn from dozens of strategic partners and get a true assessment of what was going well, and where I would need to place my efforts in the coming months. It was exciting, invigorating, energizing on that day, and remains just as much so today.In all the conversations I’ve had with partners this year, I’ve continued to be amazed by their commitment and active participation. We treat your feedback as a gift and it helps inform our priorities, raise the bar and leap beyond the status quo. Thanks to you, today we are better delivering on our promise to be Simple. Predictable. Profitable.™Simple.Your feedback shaped our #1 priority for the year: make it easier to do more business with Dell Technologies. Earlier this year we appointed Darren Sullivan to lead a team focused on transforming our partner tools and processes. We’ve made some big improvements: accelerating accurate quoting, getting you the best price faster, reducing exceptions and fast-tracking rebate and MDF payment. But we’re not done. This remains one of my top priorities and you’ll continue to see more improvements and results through 2019.We are also focused on making it easier for you to do more business across the full Dell Technologies’ family of brands. We recently kicked off a pilot of the Dell Technologies Partner Framework, helping us test and expand the program in the coming years. The goal is to offer you a fully operational Dell Technologies’ status and benefits, business execution, and centralized resourcing. This is the framework of the future – supporting your transformative selling motion.Predictable. You asked for more predictable engagement with the Dell core sales team, and we took that feedback to heart. This year we launched the Partner Preferred Program, designed to help you drive new business with more competitive discounts, a revenue true-up for our sales teams to mitigate friction, and most importantly, partner of record protection. Plus, we’ve updated our processes around Rules of Engagement, so Dell’s regional sales leaders and the channel leadership team have full visibility to enforce consistent guidelines. Going forward, we’re looking at new, predictable forms of account protection. Stay tuned for that in the new fiscal year.Profitable.Our storage portfolio was a key focus area and we’ve listened attentively to your feedback. We’ve concentrated efforts on making you more profitable with programs such as Partner Preferred, Competitive Swap and Tech Refresh.  We’ve simplified our portfolio positioning, launched proof of concept and Demo unit programs and introduced new products, like PowerMax, to address competitive threats. Thanks to your guidance and these new programs, the Dell Technologies channel is on fire. In Q3, storage order revenue was up 12% Y/Y, server revenue was up 38%, client revenue was up 13% Y/Y. Partners were rewarded lucratively for their successes, especially when they sold the full portfolio. In fact, partners who sold all three lines of business earned 8x the revenue as compared to partners selling two lines of business, and 21x the revenue as compared to partners who sold only one line of business.These highlights only scratch the surface of what partners have helped us accomplish this year. Your feedback also helped us win awards, create new Partner Technical Advisory Boards and become a more trusted partner. Not to mention, over the past year the Dell Technologies Global Channel has delivered $49 billion in orders.* We have you to thank for this incredible success.Looking towards Program Year 2019:All new beginnings hold infinite possibilities, and 2019 is no different. It’s the year of the data-driven digital ecosystem, when we’ll continue to unlock the power of data to deliver value to businesses in ways never imagined a few short years ago. 5G will come to life, edge computing will kick into high gear and Gen Z will enter the workforce with higher technical expectations and sophistication than any generation before. Through all this change, Dell Technologies will be by your side, helping you deliver transformational solutions and navigate unchartered territories. Together, we’ll help our customers reach new heights.In 2019, we will continue to work tirelessly to be seen as the best in your eyes. With your guidance and partnership, we’re raising the bar on what it means to be Simple. Predictable. Profitable.™As we close out the 2018 Program year, I have a few asks of you:Finish Q4 strong. Stay focused on new business, storage and services.View the Program Tracker to ensure you’ve met your desired tier’s revenue and training requirements.Register for the February 6th Dell EMC Partner Program broadcast, where we’ll announce the details of the 2019 program and initiativesRegister for Global Partner Summit, our biggest Dell EMC Partner event of the year.We have the partners, the portfolio, the plans and the determination to take a #GiantLeapForward. Let’s make 2019 our best year yet.*Based on trailing twelve months (TTM) order run rate as of Q3FY19last_img read more


first_img Joseph Gordon-Levitt Like MacFarlane, Gordon-Levitt has never starred in a musical before, so having him tackle a leading role live on TV is admittedly a risk. But did you see him nail “Make ‘Em Laugh” live on SNL? We think he’s definitely up to the task. View Comments Norbert Leo Butz This two-time Tony winner had charisma coming out his ears in Broadway’s Big Fish (and, let’s face it, in every role he’s ever played) so we think he’d be a fantastic choice to win over the town of River City, Iowa, as the smooth-talking Harold Hill. Seth MacFarlane The Family Guy creator already proven his penchant for the patter: He sang “Ya Got Trouble” on BBC’s Proms and has rocked “The Sadder But Wiser Girl” at his concerts. We hope Fox will let NBC borrow him for the evening, because he’s been our top choice to play Harold Hill for years! Santino Fontana After surprising us with his vocal chops in Cinderella, we’d love to see Act One star Santino Fontana organize a boys’ marching band for the fine folks of River City. But if this happens, NBC, you must make us a deal: Laura Osnes will play Marian “the Librarian” Paroo. This is absolutely non-negotiable. Star Filescenter_img Gavin Creel Two-time Tony nominee Gavin Creel just snagged an Olivier Award for his performance in The Book of Mormon in the West End, and we think it’s high time he made a trip home. Now that he’s traveled the world as a Mormon missionary, it’s the perfect opportunity for him to make a pit stop in Iowa and swindle unsuspecting townsfolks! May we have your attention please: NBC is airing a live telecast of The Music Man in 2015! We’re so excited we could break out our 76 trombones and 110 cornets right here, but first, there is some very important business to discuss. Who will be playing fast-talking con man Harold Hill?! There are a couple of ground rules: He must be dreamy, bursting with charisma, and a smooth schmoozer that can talk his way out of anything. NBC, we have five great Harold Hills we’d love to submit for your approval. Check out our top choices, then leave your own ideas in the comments below! Santino Fontana Norbert Leo Butzlast_img read more


first_img Arthur Miller’s The Price Danny DeVito, Mark Ruffalo, Jessica Hecht & Tony Shalhoub(Photo: Emilio Madrid-Kuser) View Comments Related Showscenter_img Arthur Miller’s The Price returns to Broadway this season with a cast full of acting heavy-hitters. Golden Globe and Emmy winner Danny DeVito will make his Great White Way debut in the drama. As previously announced, Oscar and Tony nominee Mark Ruffalo takes on the role of Victor Franz, stepping in for John Turturro, who left the production due to his filming schedule. Tony nominee Jessica Hecht and Emmy winner Tony Shalhoub complete the all-star company. Steppenwolf co-founder and Tony nominee Terry Kinney (see below) directs the play, which focuses on Franz as he returns to his childhood home to sell his parents’ estate. Performances begin at the American Airlines Theatre on February 16, and the production is scheduled to open on March 16. Check out Broadway.com’s hot shots of the cast, and be sure to catch this limited engagement, which will run through May 7. Show Closed This production ended its run on May 14, 2017last_img read more


first_imgBy Clint Waltzand GilLandryUniversity of GeorgiaWarm-season turf grasses such as Bermuda, centipede, zoysia andSt. Augustine suffer some common problems with springtimegreen-up. Here are the ones we see most often.Mowing height is the most commonproblem as these grasses go from dormancy to active growth.Scalping is more common in zoysia grasses, especially in thedenser-growth cultivars like Emerald.Zoysia grasses don’t tolerate scalping as Bermuda will. As arule, zoysia will be set back anytime it’s cut low enough thatyou can see the black mold under the leaf canopy. This isgenerally below the node of the growing leaves. It can occur atany mowing height from as low as 0.5 inches to more than 3 inches.Regardless of the grass species and normal mowing height, takingthe grass down below the node will set it back. Generally, thehigher the mowing height, the more this is a problem.Ideally, maintain Bermuda grass and centipede between 1 and 2inches, zoysia from 0.5 to 2 inches and St. Augustine from 2 to 3inches.Mowing frequency is just as important as mowing height. If youremove more than one-third of the leaf height at a single mowing,the grass will be stressed.Fertility requirements differ witheach grass. Consult your county University of Georgia ExtensionService agent or visit www.GeorgiaTurf.com for fertilityrecommendations.No matter what the species, though, fertilizing too early in theseason, before soils are warm enough to support continual growth,can accelerate green-up but cause detrimental long-term effects.Fertilizing these grasses in late-winter or early spring cancause them to break dormancy. Then when the inevitablelate-season cold snap hits, they’ve used their stored foodreserves. They have no energy to withstand environmentalextremes. To avoid this, don’t fertilize until the soil reaches65 degrees.Thatch, as lawns get older,becomes more problematic, particularly if the turf has been mowedabove its recommended height ranges. Increased thatch slows downthe turf’s spring transition. It makes it more susceptible todisease, too.Water — either too much or toolittle or even a combination of the two — can cause problemsfor grasses, especially zoysia.Diseases can strike during springgreen-up. The most common is Rhizoctonia large patch, whichappears as large areas of blighted grass.This disease is most active when night temperatures are between50 and 60 degrees. When conditions are right, it’s common for thedisease to become active first in the fall and then again in thespring.You can see its typical “halo” when the disease is active. Falland spring fungicide applications can control it. Consult yourcounty UGA Extension agent for proper fungicides and rates.Applying nitrogen just before or during active infection willincrease disease problems.Cool temperatures make centipedeand zoysia slower to green up in the spring.Microclimates can cause problems,too. Emerald zoysia growing north of Atlanta has been killed bythe low temperatures in shaded sites that don’t get much wintersun.Varietal differences can betroublesome. Some incidences suggest that many types of Emeraldzoysia exist in the landscape and green up at different rates.Cooperative research with the Georgia Crop ImprovementAssociation and Auburn University is under way to evaluate thesegrass differences.(Clint Waltz is an Extension Service turf scientist and GilLandry the director of the Georgia Center for Urban Agriculturewith the University of Georgia College of Agricultural andEnvironmental Sciences.) Volume XXIXNumber 1Page 29last_img read more