Hundreds join the first ever Dr. Martin Luther King Jr. community parade in Lexington, Virginia, Jan. 14.Rejecting white supremacy and embracing unity and solidarity, hundreds took to the streets on Jan. 14 in Lexington, Va., for the first-ever Dr. Martin Luther King Jr. community parade there.“It looks like this is something the city has been waiting for for a long time. Words cannot adequately describe how things turned out on this historic day in Lexington. I think Dr. King would be pleased,” said the Rev. Reginald Early of the Randolph Street United Methodist Church, a historically Black church where the parade began and ended.Lexington is a city of 7,000 people about two hours from Richmond, the state capital. Stonewall Jackson and Robert E. Lee, Confederate leaders who fought for the continued enslavement of people of African descent and other people of color and opposed Reconstruction, are buried there. Numerous other Confederate shrines and history abound in the city.The Community Anti-Racism Education Initiative, which sponsored the parade, formed in March in response to racist Klan literature distributed in some Lexington neighborhoods. CARE organized a rally of more than 300 last spring in response to the Klan leaflets and subsequently has held events in solidarity with Black Lives Matter, a vigil for the victims at the Pulse nightclub in Orlando, Fla., and other events.In the months leading up to the parade, CARE organizers courageously stood up to a variety of threats. These came from the Sons of Confederate Veterans, “Flaggers” and other white-supremacist organizations.For years, these groups have held parades on the Saturday of Virginia’s official “Lee-Jackson” weekend, with hundreds of Confederate flag-waving racists menacing the city and boycotting local small businesses. Thus the white supremacists thought they “owned” this Saturday before the Dr. King federal holiday.People powerCARE put in a permit for the Dr. King Day parade months in advance and fought every step of the way to the event on Jan. 14. In contrast to Confederate regalia, a sea of hundreds of community members took to the streets of Lexington. A massive lead banner was held aloft by a diverse array of participants, including union members and people from the faith-based, LGBTQ, student, youth, women’s and people-of-color communities.A rainbow of multinational contingents and individuals joined in, filling numerous city blocks with banners, signs, songs and chants imbued with the spirit of Dr. King’s dream and hope to build a people’s world. These included soccer teams and individual players holding such signs as “Give Racism the Red Card”; the Southwest Virginia LGBTQ History Project; 15 Now and Fight For $15 from Roanoke, Va.; Quakers; the Coalition For Justice from Blacksburg, Va.; Black Lives Matter; Peoples Power Assemblies; Workers World Party; and numerous others. A variety of slogans, including “Living Wage, Jobs Not Racism” and “Unite Against State Violence,” were on signs and banners.Participants resoundingly rejected the glorification of a history rooted in slavery and genocide, and they sent a clear message that the fight against hate and bigotry in Lexington and everywhere will continue.The emphatic verdict of parade participants — both Lexington community residents and the many that traveled from a variety of cities and states — is that the parade was direly needed, especially in this period and in order to build relationships for future events, campaigns and movements, such as the Jan. 20 Counter-Inaugural protests and the Jan. 21 women’s protests in Washington, D.C., and worldwide.“A million thanks to this community and everyone who came in solidarity from as far away as York, Pa. This is what people power looks like,” said CARE leader Robin LeBlanc.The day concluded with remarks by keynote speakers: the Rev. Michael A. Turner and Dr. Ted Delaney on the theme “Remembering MLK, His Life and Legacy” at the Randolph Street United Methodist Church.Work to do In his sermon on the morning of Jan. 15, CARE leader and pastor Lyndon Sayers, of the Good Shepherd Evangelical Lutheran Church in Lexington, said: “Yesterday we sang songs of love. We sang them in new ways, we did things differently than before yesterday. Yet, I also saw that so many of us are afraid, afraid of violence, afraid of speaking out, afraid of living in a broken and profoundly violent world.“It is very easy to be afraid. It is logical to be afraid in such a broken world. But rather than live in a constant state of anxiety and fear, we can choose to tap into something larger, something more hopeful than us. That doesn’t change structural oppression, and we can’t wish away the institutional violence that surrounds us. But we can find solace in this new song.”Added Sayers: “There is work to do. We here in this city, in this country have a task ahead of us, to tackle systemic oppression and brokenness, while also finding solace and hope that we can’t do this alone. We are loved, we are not alone. We can do this together.”FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Subscribe Community News Top of the News Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy People Caltech Professor Wins Prestigious Medal By DOUGLAS SMITH Published on Wednesday, June 24, 2015 | 11:51 am Business News Make a comment Name (required) Mail (required) (not be published) Website 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,Virtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyCitizen Service CenterPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes 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. Photo courtesy CaltechHiroo Kanamori, Caltech’s John E. and Hazel S. Smits Professor of Geophysics, Emeritus, was awarded the Marcus Milling Legendary Geoscientist Medal by the American Geosciences Institute at the 2015 American Association of Petroleum Geologists Annual Convention and Exposition. The medal recognizes “scientific achievements and service to the Earth sciences having lasting, historic value.”Kanamori is perhaps best known for developing the moment-magnitude scale, which assigns a magnitude to an earthquake based on the amount of energy it releases and which has replaced the Gutenberg-Richter scale for scientific purposes. His research into the genesis and propagation of a diversity of earthquake types, including slow tsunami earthquakes, megathrust earthquakes, outer-rise earthquakes, and intraplate earthquakes, has helped develop hazard-mitigation plans and real-time early-warning methods.Kanamori earned his undergraduate and graduate degrees at the University of Tokyo (BS ’59, MS ’61, PhD ’64) before coming to Caltech as a postdoctoral researcher in 1965. After stints at MIT and the University of Tokyo, he returned to Caltech as a full professor in 1972 and became the Smits Professor of Geophysics in 1989. He served as the director of Caltech’s Seismological Laboratory from 1990 until 1998 and became the Smits Professor of Geophysics, Emeritus, in 2005.Kanamori is also a foreign associate of National Academy of Sciences, a member of the American Academy of Arts and Sciences, and a recipient of the American Geophysical Union’s Walter H. Bucher Medal and William Bowie Medal and the Inamori Foundation’s Kyoto Prize, and he has been declared a member of the Order of the Sacred Treasure, Gold and Silver Star, by the government of Japan. HerbeautyHow To Lose Weight & Burn Fat While You SleepHerbeautyHerbeautyHerbeautyLove Astrology: 12 Types Of Boyfriends Based On Zodiac SignsHerbeautyHerbeautyHerbeauty9 Of The Best Family Friendly Dog BreedsHerbeautyHerbeautyHerbeauty9 Of The Best Metabolism-Boosting Foods For Weight LossHerbeautyHerbeautyHerbeauty9 Gorgeous Looks That Have Been Classic Go-tos For DecadesHerbeautyHerbeautyHerbeautyTiger Woods Is ‘Different Man’ 10 Years After ScandalHerbeautyHerbeauty Your email address will not be published. Required fields are marked * Community News Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday First Heatwave Expected Next Week More Cool Stuff 0 commentsShareShareTweetSharePin it Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena
Housing 37 Compulsory Purchase Orders issued as council takes action on derelict sites TechPost | Episode 9 | Pay with Google, WAZE – the new Google Maps? and Speak don’t Type! TAGSCommunityLGBTLimerick City and CountyNewsPride Limerick on Covid watch list Facebook Twitter Advertisement Is Aer Lingus taking flight from Shannon? RELATED ARTICLESMORE FROM AUTHOR UNIVERSITY of Limerick has today hoisted an LGBTQ+ Pride Flag on the iconic UL flagpoles, the tallest flagpoles in the country at the entrance to the UL campus. The flag was specially commissioned to support the Limerick Pride festival running from Friday, July 5th – Sunday 14th, 2019, with the Limerick LGBTQ Parade taking place on Saturday, July 13th, 2019. UL President Dr Des Fitzgerald said: ‘I have always felt that a University should be the natural home of diversity. Not only should we accept diversity in all of its forms but we want to actively support and foster diversity among our community. I am very happy to have the Pride flag now flying on the tallest flagpoles in Ireland here at University of Limerick.’Sign up for the weekly Limerick Post newsletter Sign Up UL student and ‘Out in UL’ President Orla McDermott welcomed the flying of the Pride Flag from the iconic UL flagpoles for the first time. “It is great to see our University celebrating the diversity of students and staff by proudly flying the rainbow flag during pride week in Limerick. This show of solidarity is particularly important on the 50th anniversary of the Stonewall Riots that sparked the fight for equality. This shows that UL is continuing to work towards all students being able to proudly be who they truly are in our University.” Email Previous articleEY matching Limerick city’s ambitious growthNext articleTests underway on GAA water supply after Limerick, Wexford, and Kerry camogie players “feel ill” Staff Reporterhttp://www.limerickpost.ie Linkedin NewsCommunityVideoUniversity of Limerick shows pride of place with rainbow flagBy Staff Reporter – July 2, 2019 321 Print WhatsApp Local backlash over Aer Lingus threat Shannon Airport braced for a devastating blow
Comments are closed. Best practiceOn 25 Jul 2000 in Personnel Today Previous Article Next Article Personnel Today’s monthly series reveals how managers tackle business problems and enhance performance. In this issue strategic consultant Tina Mason, former business manager of Dutton Engineering, explains the benefits of self-managed teamsDutton Engineering is a subcontract manufacturing company based in Sandy, Bedfordshire. Its 40 staff specialise in the design and manufacture of components and enclosures in steel and aluminium, mainly for the electronics and food packaging industries.When I joined Dutton, it was typical of its industry sector, with responsibility for quality firmly in the hands of an inspection department. We’d achieved the BS 5750 standard relatively early for a “metal basher” and hung the certificate proudly in reception. It had brought us status, but not business. To really progress, we needed to mobilise the talents of all our employees. We had to try and move from a heavily supervised, task-focused environment to a team culture centred on the external customer.Rethinking qualityIt was a radical shift. To demonstrate this, the company took everyone to a local conference facility for a day and emphasised the need for change. Everyone was encouraged to look at what they did for internal customers and to consider the value of working together as a team. Following the launch, self-measurement was promoted throughout the business.Instead of introducing a tired suggestion scheme, we opted for a more radical approach to employee input, inspired by the “Kaizen” business philosophy.Kaizen stresses continuous change on a step-by-step basis, and locates responsibility for change firmly with team leaders and members instead of senior management. Everyone was encouraged to look around their own work area and say “Why don’t I…?”. Many employees had worked in environments (including ours) where they had never been allowed to do anything creative, and they needed special encouragement to have the confidence to put ideas forward. The role of team leaders was therefore vital.Changing structuresAs the culture of partnership with colleagues, customers and suppliers slowly developed, it seemed appropriate to review the actual company structure.Our manufacturing operation had comprised of skill centres, such as the welding shop. The employees within that skill centre were highly specialised and restricted to a narrow range of activities, with a limited understanding of the rest of the operation.We gradually moved away from this, towards multi-functional teams organised around specific customers or products. Each team had a leader, whose role was quite different from that of traditional supervisor. Their role was to coach, lead and facilitate.It now became much easier to develop strong customer partnerships, as each customer was only dealing with a relatively small number of people. Training opportunities also improved, with team members exchanging skills and knowledge freely.Ownership of quality now rested with the producers themselves. Formal inspection was disbanded, and teams were given the task of self-inspection – a very important step towards empowerment. There was an economic motive, too: dealing with defective products after manufacture is expensive, so quality needed to be built-in from an early stage.The next step Teams were still scattered across the factory – the logical solution was to make each team a manufacturing cell. It was a major task: to take a factory based on work centres (polishing bay, machine shop etc), and transform it into one containing production cells, each with enough resources to fulfil customers’ requirements. Teams would have to share some resources – all the ramifications of goods delivery, storage and despatch had to be taken into consideration.The entire transformation was planned, budgeted, and undertaken by the teams themselves, with support and guidance from management. Surprisingly, teams brought in very few specialists, preferring to do things themselves and conserve cash to buy extra tools or equipment. The majority of the move was accomplished within one month – and made a dramatic change to day-to-day working. Materials and people were travelling much smaller distances, and efficiency was vastly improved.Teams had a much clearer idea of the “big picture”. They started to take on more responsibility, with the primary focus always on customer care. Quality work and quality timeThe results? Today, a far smaller proportion of our staff are engaged in administration and, since 1989, the volume of business has doubled. Work in progress and stocks have been radically reduced. And lead times have been slashed by 75 per cent. Teamwork has certainly made a difference to the customer: each team is driven by a service ethic, and they get involved in re-engineering and cost reduction projects jointly with customers in order to stay competitive. There is no magic formula for teamworking, however – you cannot put 10 people together and tell them they are a team. People need time: time to develop, time to learn. The one thing a team needs is a goal – preferably one it believes in, has ownership of, and can realistically impact on. In our case, a system of annualised hours was introduced. The flexibility of this system meant that if a team worked smart and finished its work, its members could go home and enjoy extra leisure time. Time, in our stressful lives, is probably one of the most precious commodities – if nothing else, teamworking has given our people back some time for themselves. Related posts:No related photos.
Comments are closed. Previous Article Next Article Related posts:No related photos. Controls Assurance in the NHSOn 1 Nov 2000 in Personnel Today In the world of occupational safety and health, it is unfortunate thathealth is often perceived as the poor relation of safety. With the introductionof Controls Assurance, however, the NHS now has in place a system to manage allaspects of safety and health and to comply with corporate governancerequirements. Controls Assurance is a key element of the Government’smodernisation programme for the NHS. Developed as a response to the Turnbull report, it is designed to provideevidence that NHS organisations are doing their reasonable best to meet theirobjectives and to protect patients, staff, visitors and other stakeholdersagainst risks. It requires NHS directors to review the effectiveness of theirsystems of internal control and to state they have done so in the trust’sannual report. The Healthcare Specialist Group at Iosh recently organised two seminarsdedicated to Controls Assurance. Led by Stuart Emslie, head of the ControlsAssurance team at the NHS executive, these events outlined the project andexamined, through the risk management system and health and safety managementstandards, the role of safety and risk professionals in the Controls Assuranceprocess. Is health and safety part of risk management? Should the risks associatedwith the care of patients be managed separately from the risks that face staffin the workplace? These are two recurring questions that were asked during theseminars. A recent survey of 420 NHS organisations, showed 48 per cent of them haveeither a fully integrated approach to the management of patient care-relatedrisks and non-patient care-related risks, including health and safety, or areactively working on such an approach. The Controls Assurance agenda aims toempower NHS staff to manage risk in their workplace and it is part of the NHS’sbroader agenda for the 21st century. This is essential as there are significant issues facing the NHS andControls Assurance over the next few years, including the Human Rights Act,infection control, patient food, the Disability Discrimination Act, themanagement of patient information, emergency planning and transport. The Institution of Occupational Safety and Health represents 25,000safety and health professionals in industry, commerce and the public sector.Tel: 0116-257 3100; www.iosh.co.uk
A new interest group for training and development professionals in the SouthWest is being launched next month at a special event. The Learning that Sticks event will enable trainers to develop presentationskills and accelerated learning techniques. Nicky Taylor, training and communications manager at Cornish snack firmGinsters, arranged the event, in collaboration with the CIPD, to develop bestpractice among trainers in the region. “It is new for Devon and Cornwall and is establishing a network oftrainers,” she explained. The event takes place at St Mellion Golf and Country Club on 10 October withtickets priced at £35 for CIPD members and £40 for others. Contact 01579 386412. New trainers network set up in South WestOn 11 Sep 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
Comments are closed. Related posts:No related photos. Previous Article Next Article Code will achieve the opposite of its purposeOn 21 May 2002 in Personnel Today In the past, Personnel Today has campaigned for the Government to act toimprove the consultation process for introducing new legislation and thequality of employment regulations. When the Better Regulation Task Force was set up, we, along with manyemployers, hoped that the issue would finally be addressed. Last week, it wasencouraging to see the taskforce complain to the Information Commission aboutits notorious draft code of practice on the Data Protection Act. So far, so good. Unfortunately, the commission has chosen to ignore theletter from the taskforce, together with those from the CIPD and the CBI which promptedthem. It has told Personnel Today there will be no changes to the code (News,page 1). Up until now, the commission might have got away with dismissing employers’concerns with the retort: ‘Well, they would say that, wouldn’t they?’. However,ignoring a letter from the chairman of the Better Regulation Task Forceindicates the commission has become a law unto itself. The commission’s rationale for producing the code is nonsense and a recipefor red tape and confusion. It justifies the length of the code by arguing itis a comprehensive reference document for employers. If this was really its purpose, the commission should have made every effortto make it easy for managers to find specific requirements within the code, andit should have been crystal clear what parts required compliance and what wereincluded as examples of good practice. The purpose of the code is to stop people from breaking data protection lawbut the way it has been written will achieve the opposite – managers will beput off by its length and lack of clarity and will actually be more likely tobreak the law as a result. As it stands, the whole episode has been a waste of time and the real scopeof the legislation will have to be decided in the courts. By Noel O’Reilly
Comments are closed. British Airways is implementing a global e-learning programme for usealongside its existing classroom-based training. The online training will be provided by NETg, a Thomson Learning Company,and will span IT and business and professional development courses. The initiativeis being driven by LearnBA, the branded BA corporate training department, and500 courses will be available to more than 50,000 British Airways employeesfrom pilots through to baggage handlers via the company intranet or OpenLearning Centres. BA e-learning manager Elaine Wilson said: “With a global workforce whowork irregular hours, who are on the move and whose culture and ways of workingdiffer greatly, providing consistent and successful training is a continuouschallenge. Wilson adds that the NETg solution allows staff some autonomy over their owntraining path for self-directed learning. As well as courses on Microsoft Office 2000 and negotiating, coaching andproject management skills, BA has developed customised content includingcourses on dangerous goods and on the Amadeus reservation and sales systems. All courses are administered through NETg’s learner management system,SkillVantage Manager, which has been renamed Learnonline internally by BA. NETg marketing vice-president Nige Howarth said: “E-learning as asingle delivery option provides significant benefits as a stand-alone learningmethod and, as our research shows, its effectiveness can be further increasedwhen made part of a blended programme. “British Airways understands that by viewing learning as a strategicissue, and making it part of the evolving fabric of the business, it willunlock the potential of all its employees,” he added. www.netg.com BA’s global online training programme takes offOn 1 Jun 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
“A Surrey correspondent takes us to task in the ’Mind of the Trade’ because we expressed the view, in this column last week, that bakers do themselves and their craft an injustice when they make play on the words ’home-made’.It is a fact that some bakers do pander to the public, especially to womenfolk, by deliberately producing crudely finished goods in their bakehouses and featuring them as ’home-made’.They are, in so doing, giving it forth that in their opinion the general ’home-made’ standard of cake-making is higher than the average standard of the trade.If they had seen, as we did, a piece of heavily fruited cake made recently from excellent ingredients by the kitchen staff of a lady’s country house, they would not have wanted to boast about ’home-made’ cakes !”
North Wales bakery Siwgr a Sbeis is celebrating its 30th anniversary this week.Starting in 1989 as a small shop making desserts, over the past three decades the business has grown to become a 5,000 sq ft bakery with a customer base stretching across Wales and beyond.The business was set up by Rhian Owen and Rhian Williams, who met at school and went on to study bakery together in Wrexham before getting jobs in catering and hospitality.When they dediced to set up their own business in 1989, they came up with the name Siwgr a Sbeis, which translates to Sugar and Spice.“We had lots of fun trying out suitable company names, but chose Siwgr a Sbeis as it conveys what we actively produce. It is a talking point and, when translated, it is very similar,” said co-founder Rhian Owen.Siwgr a Sbeis is part of the Fine Foods Cluster, a development programme supported by the Welsh government and facilitated by Cywain, which has a remit to grow business through collaboration.“Being part of the cluster group makes a difference; it is important to interact and support other businesses and share everyday experiences,” added Owen.“It’s good to catch up with other food producers, to learn how someone else overcame a particular problem, and to see new trends.”Throughout its 30 years, Siwgr a Sbeis has had highlights, including supplying Harrods with almond meringue mince pies, sending luxury Christmas puddings to Australia, and creating a cake for a wedding in France with the decorations hand-painted to replicate the bride’s dress.As part of its 30-year anniversary celebrations, the business will attend the National Eisteddfod festival and will also be at national and international trade event Taste Wales.This week, it will be in London with a stall at Borough Market (28 February – 1 March) as part of Wales Week in London.