That is why, on Saturday 30 June 2018, the company will be throwing open the doors of its North East Regional Control Centre in Wakefield to give people an insight into what really goes on behind the scenes.Parents are being encouraged to bring their children along to find out how a motorway is run from the control room, meet the traffic officers, some who may be a familiar face from the BBC documentary A1: Britain’s Longest Road, meet some of the project teams who carry out the engineering schemes and find out what initiatives are being planned to improve safety.There will be a chance to look round one of the traffic officer vehicles, see the impact protection vehicles that protect the workforce and get a closer look of some of the portable signs.The tyre scanners will be available to view, along with the new leaver driver’s app and online hub.Visitors will also have the opportunity to talk to some of our road safety partners and look around cars and motorbikes which are involved in road safety work.There will be a guided tour and people on hand to answer any questions people may have.Highways England operations manager Kim Taylor said: As part of our involvement in the Year of Engineering campaign we wanted to open the doors of the regional control centre and give people a real insight into the type of work we are involved in and what goes on behind the scenes to keep our roads running. This is the perfect opportunity for anyone who is interested in applying for a job with us to find out more about how they can get involved, and for any future budding engineers to find out more. There really is something for everyone so I would encourage people to book on to one of the two sessions we are planning using the link below. Unfortunately we are limited by numbers so I would encourage people to book soon to avoid being disappointed. Two sessions will be held between 10am and 12.30pm and between 1pm and 3.30pm. There will be spaces for 100 people on each session. A waiting list will be set up if any further tickets become available.To book a slot visit the event page.General enquiriesMembers of the public should contact the Highways England customer contact centre on 0300 123 5000.Media enquiriesJournalists should contact the Highways England press office on 0844 693 1448 and use the menu to speak to the most appropriate press officer.
Today’s announcement builds on the UK’s world-class expertise and capability in global health and infectious disease, and supports the government’s efforts to save lives, protect the vulnerable and support the NHS.It follows £30 million of new government funding for the National Institute for Health Research to enable further rapid research into COVID-19, and an additional £10 million to increase Public Health England’s ability to test people and monitor the virus, announced in the Budget (11 March).The research projectsDr Kenneth Baillie, University of Edinburgh, Professor Peter Openshaw, Imperial College London, and Professor Calum Semple University of Liverpool – £4.9 millionThe project involves collecting samples and data from COVID-19 patients in the UK to answer many urgent questions about the virus and provide real-time information, which could help to control the outbreak and improve treatment for patients. Their questions include: The 6 projects receiving funding today are supporting and encouraging the UK’s world-class researchers and experts to speed up coronavirus research including developing new vaccines and treatments. Alongside the clinical trials, other projects include: About the National Institute for Health Research (NIHR)The National Institute for Health Research (NIHR) is the nation’s largest funder of health and care research. The NIHR: Six coronavirus research projects, including 2 focused on vaccination trials, will be the first to benefit from a share of £20 million in government investment, Business Secretary Alok Sharma today (23 March) announced.Two government-backed projects will receive new funding, enabling pre-clinical and clinical vaccine trials, as well as supporting researchers to develop manufacturing processes to produce a vaccine at a million-dose scale.Other projects receiving funding examine how existing treatments could be repurposed to treat coronavirus, developing antibodies to help target the virus, and examining how people at greatest risk of catching it could be identified.Business Secretary Alok Sharma said: Chief Medical Officer Professor Chris Whitty said: the MRC Centre for Global Infectious Disease Analysis at Imperial College London, which is contributing world-leading outbreak modelling and transmission dynamics and liaising with WHO the MRC-University of Glasgow Centre for Virus Research, which has investigated the genetics and origins of the virus UK Research and Innovation Chief Executive, Professor Sir Mark Walport said: repurposing existing therapies. Patients being treated by the NHS for coronavirus are taking part in a new clinical trial to test existing therapies developed for other conditions such as HIV. These therapies might help improve patients’ recovery developing antibodies that target coronavirus. Researchers are aiming to develop a new coronavirus therapy by developing antibodies that target the disease – doing so will help treat a range of coronavirus infections and help people’s immune systems recognise the disease and destroy it testing approved drugs. Researchers will test around 1,000 approved drugs on cells in laboratory conditions to determine if they might be able to treat the disease answering urgent questions relating to coronavirus. Scientists will collect samples and data from patients diagnosed with coronavirus in the UK to answer important questions including which peoples have a higher risk of severe illness, the best way to diagnose the disease, how their immune systems are coping, and closely monitoring the effects of drugs being used. The data could help control the outbreak and improve treatments for patients In the midst of a global health emergency the UK is using all its extensive research expertise to quickly develop new vaccines to target this international threat. This investment will speed up globally-recognised vaccine development capabilities and help us find a new defence against this disease. Chief Scientific Adviser Patrick Vallance said: Health Secretary Matt Hancock said: Whether testing new drugs or examining how to repurpose existing ones, UK scientists and researchers have been working tirelessly on the development of treatments for coronavirus. The projects we are funding today will be vital in our work to support our valuable NHS and protect people’s lives. Trials of new coronavirus vaccine among 6 projects to receive share of £20 million other projects to combat coronavirus include immediately repurposing existing treatments to treat patients already diagnosed with coronavirus the UK is leading the scientific and medical response to the coronavirus outbreak funds, supports and delivers high quality research that benefits the NHS, public health and social care engages and involves patients, carers and the public in order to improve the reach, quality and impact of research attracts, trains and supports the best researchers to tackle the complex health and care challenges of the future invests in world-class infrastructure and a skilled delivery workforce to translate discoveries into improved treatments and services partners with other public funders, charities and industry to maximise the value of research to patients and the economy who in the population is at higher risk of severe illness what is the best way to diagnose the disease what is happening in their immune systems to help or harm them closely monitoring the effects of drugs used in patients with COVID-19 how long are people infectious for and from which bodily fluids whether people with COVID-19 are infected with other viruses (e.g. flu) at the same time They will recruit at least the first 1,300 UK patients who agree to take part over the next year and aim to start communicating their initial results in months. The team’s capacity builds on planning over the past 8 years as part of the International Severe Acute Respiratory Infection Consortium, and it includes co-investigators from 6 UK universities and Public Health England.Professor Sarah Gilbert, University of Oxford – £2.2 millionThe team are already developing a new vaccine against the COVID-19, as they initiated vaccine development as soon as the genetic sequence of the novel coronavirus was released. This funding will support preclinical testing of the new vaccine, vaccine manufacturing and then clinical trials in people. The first stage of human testing will be in adults aged 18-50, later expanding the trial to adults over 50 years and school age children. The vaccine is made from a harmless virus, an adenovirus, which has been altered to produce the surface spike protein of the coronavirus after vaccination, to prime the immune system to recognise and attack the coronavirus. If the vaccine is shown to be safe and effective in these earlier trials, vaccine manufacturing will be scaled up for larger studies. The vaccine utilises the same technique as a vaccine the team previously developed for the closely related MERS coronavirus, which showed promise in animal and early-stage human testing. This earlier research was funded by the UK Vaccines Network (a DHSC and UKRI initiative) in 2018.Professor Peter Horby, University of Oxford – £2.1 millionA clinical trial has started in the UK to test if existing or new drugs can help patients hospitalised with confirmed COVID-19. The drugs will be tested to see if they are safe and effective when added to the usual standard of care. The trial will have an ‘adaptive’ design, meaning it can test new therapies as they become available. The first 2 therapies to be tested will be HIV drugs: lopinavir-ritonavir and low-dose corticosteroids. The trial is called Randomised Evaluation of COVID-19 Therapy (RECOVERY). The research team’s ambitious aim is to have data available to inform patient treatment within 3 months.Professor Xiao-Ning Xu, Chelsea and Westminster Hospital, Imperial College London – £0.6 millionThis research aims to develop antibodies that target the novel coronavirus with the aim of developing a new therapy for COVID-19. Antibodies are molecules produced by the body’s immune system that can specifically recognise and bind to structures, such as those on the surface of a virus, to block the virus entry and instruct the immune system to destroy it. They have already identified some antibodies that might bind to proteins from the COVID-19 coronavirus. In collaboration with China, the scientists will use these in this project to develop a potential antibody therapy, with the aim of getting the therapy to the stage where it is ready to enter clinical trials to determine if it can treat a range of coronavirus infections including the COVID-19 coronavirus.Dr Sandy Douglas, University of Oxford – £0.4 millionThe team are aiming to develop manufacturing processes for producing harmless virus, adenovirus vaccines at a million-dose scale, so that – if clinical trials are successful – a vaccine could be made available to high-risk groups as quickly as possible. They are working with Professor Sarah Gilbert’s team, who are developing promising novel coronavirus vaccines by modifying harmless adenoviruses.Professor Ultan Power and Professor Ken Mills, Queens University Belfast – £0.3 millionThis project will test a library of approximately 1,000 drugs on cells in the laboratory to determine if any can reduce the toxic effects of novel coronavirus infection. The drugs are already approved for use in humans. They will be tested on airway epithelial cells grown in the lab and infected with novel coronavirus to determine if the drugs can reduce virus infection or replication and virus-induced inflammatory responses. This could identify promising drugs for further testing and clinical trials in 12 months.Notes to editorsThis announcement is part of a £20 million research response funded by the Department of Health and Social Care through the National Institute for Health Research, and by UK Research and Innovation. The funding call has 2 rounds, the results of the first are announced today. The call was announced in February – find out more on the UKRI site.The projects will run over a maximum 18-month period, ensuring timely insights into the current epidemic.This research funding has been coordinated with other funders and the World Health Organization (WHO) to ensure there is no duplication of effort and expertise is applied strategically.The funding is in addition and complementary to £20 million funding announced by the Health Secretary in February for the Coalition for Epidemic Preparedness Innovations (CEPI).In January, the Medical Research Council (part of UKRI) directly funded £0.5 million each to 2 centres: The world faces an unprecedented challenge in our efforts to tackle the spread of COVID-19 and it is vital we harness our research capabilities to the fullest extent to limit the outbreak and protect life. Alongside the world-leading research overseen by the NIHR, these new 6 projects will allow us to boost our existing knowledge and test new and innovative ways to understand and treat the disease. The UK is home to incredible scientists and researchers who are all at the forefront of their field, and all united in their aim; protecting people’s lives from coronavirus. The announcement made today reflects the vital work being undertaken by our scientists to help develop vaccines and treatments. This research could herald important breakthroughs that will put the NHS in a stronger position to respond to the outbreak. These studies will be critical to finding better ways to treat and manage COVID-19, which we hope will help to save lives, protect the more vulnerable, and support the development, trials and in due course the scale up of production of much-needed vaccines. We will continue to support new proposals for research and innovation that will help the UK and others to tackle the pandemic caused by the virus SARS-CoV-2. The NIHR was established in 2006 to improve the health and wealth of the nation through research, and is funded by the Department of Health and Social Care. In addition to its national role, the NIHR supports applied health research for the direct and primary benefit of people in low- and middle-income countries, using UK aid from the UK government.
Welcome to the land of Lola, Aaron C. Finley! The Great White Way alum will begin performances in the Tony-winning Kinky Boots on August 8. Finley is set to take over as Charlie Price from Andy Kelso; the production is playing at Broadway’s Al Hirschfeld Theatre.Finley’s Main Stem credits include It Shoulda Been You and Rock of Ages.Inspired by a true story, Kinky Boots features a score by Cyndi Lauper, direction by Jerry Mitchell and a book by Harvey Fierstein. The musical follows a struggling shoe factory owner who works to turn his business around with help from the most unlikely person. Together, these two become an unstoppable team, and find that they have more in common than they ever dreamed possible…proving that when you change your mind about someone, you can change your whole world.The Broadway production opened in April 2013 and went on to win six Tonys, including Best Musical, Best Score and Best Choreography.The cast also currently includes Alan Mingo Jr., Shannon O’Boyle, Daniel Stewart Sherman and Marcus Neville. Kinky Boots View Comments Related Shows Aaron C. Finley(Photo: Caitlin McNaney) Show Closed This production ended its run on April 7, 2019
Small business lenders now have access to more in-depth information and resources on U.S. Small Business Administration loan programs through the new Lender Toolkit on the agency’s recently redesigned website.The new site strengthens SBA collaboration with its lending partners, making it easier for them to identify the points of contact, loan programs and financing options that will best expand access to capital for local small businesses to help them grow and create jobs.Elements of the streamlined Lender Toolkit include useful tools like the ability to download and submit loan packages, updates on interest rates and important lending news, all at www.sba.gov/for-lenders(link is external).‘Lenders are vital partners in our efforts to help entrepreneurs and small business owners grow successful companies and create good paying jobs in their communities,’ said SBA Administrator Karen G. Mills. ‘Over the last two years, we’ve worked hard to strengthen these partnerships. This new online toolkit puts more information on SBA loan programs at lenders’ fingertips and makes it easier for them to use these programs to meet the capital needs of their small business customers.’The online Lender Toolkit features:· Find a Loan Package, which allows users to select a loan type and download all the associated forms. Instruction on how to complete the loan package and standard boilerplates will help lenders prepare more accurate loan applications, increasing the probability of guarantees to worthy small businesses.· Find a Service Center enables the lender to search for servicing center contact information based on the loan processing parameters of loan type and stage. Lenders can also Find a Lender Relationship Specialist by selecting a local district office from a pull-down list.· Lender FAQs provide answers to questions about the SBA’s approach on the financing and underwriting of loans to small business owners.· Recent Standard Operating Procedure (SOP) notices, which display current versions of loan processing, servicing and liquidation documents along with a copy highlighting any updates.· Weekly Lending Report, which provides details on lending activity for SBA loan programs, along with comparisons for FY 2009, 2010 and 2011 for the period ending that week.The SBA’s commitment to transformation is reflected in the new Lender Toolkit, which is part of the redesigned SBA.gov website, which went live in December 2010. Designed to better meet the needs of small business owners and entrepreneurs, the enhanced website features SBA Direct, which allows visitors to seek information on starting or growing a business, financial assistance, and regulatory compliance based on their location, type of business, and specific needs. The project is also a flagship for the agency’s Open Government Plan, with the goal of building an online presence for SBA that is transparent, participatory and collaborative.
Every September when I was a kid, I would get one Friday off of school. My brother and I would help my dad pack up a rented truck and we would drive up and over the mountains surrounding Big Island, headed for Camp New Hope.My dad was the head of the Lynchburg branch of Big Brothers Big Sisters, and each September starting in the early ‘90s, Camp New Hope, just past Natural Bridge, would open its gates to Big Brothers agencies from around Virginia. Each year, as we’d roll through the gate and the rough-hewn, wooden “Camp New Hope” sign would come into view, I’d feel a familiar pang. It wasn’t exactly excitement—though it was that, too—but more some distant awareness that this was how life ought to be lived.While the rest of the kids in Mrs. Lee’s class were desk-bound, taking turns reading aloud from Where the Red Fern Grows, I was breaking free, making my unencumbered flight into the mountains. I was happy to leave that world behind, though probably not as happy as most of the other kids who had gotten permission to skip town for the wilderness. All the other kids at Camp New Hope were part of the Big Brothers program.If the campers were struggling at home, they didn’t show it out in the woods. They were excitable, prone to telling long-winded and half-remembered ghost stories, and eager to make friends. In short, they were kids, and friendships came fast and easy.I still cringe at some of the outside-world posturing I brought with me to Camp New Hope each year. I remember trying to impress an older kid with my knowledge of the newly popular Marilyn Manson when I made the fatal mistake of calling him a “he.”“Dude, Marilyn Manson’s a girl,” he said, laughing. “Why would a guy be named ‘Marilyn’?”My mind raced, scanning my memory for any definitive proof that Marilyn Manson was a man. Nothing. Besides, what did I know? Just months earlier, I had sworn on my grandparents’ graves that the lead singer of Hanson was a pubescent girl.“Yeah, I know. I said ‘she.’” Crisis averted.But by and large, Camp New Hope lodged itself in my memory in less specific ways. It was at Camp New Hope that I came to love the steady, metronomic crunch of trail under boots. It was there that I came to love waking up to a dawn chill and glaucous sky after a hibernatory sleep. It was there that I came to love the sight of campfire embers swirling up into the night sky. That I came to love the outdoors.That was the point of the place: to use the outdoors as a tool to build character and inspire passion in kids before they’re too old for it to count. What I didn’t realize at the time—didn’t learn until this year—was that Camp New Hope sat on the sprawling grounds of the Natural Bridge Juvenile Correctional Center. It was a juvie camp, designed to be used by kids serving time a quarter-mile away.I went back to Camp New Hope recently, slipped past the gate and felt the old familiar crunch of trail under boot. The Commonwealth shut down the Correctional Center and Camp New Hope along with it in 2009, but they’ve been kept in semi-operational condition while the Department of Juvenile Justice waits for Bob McDonnell and the legislature to figure out what to do with the property. I went to see what had become of it since I was last there as a camper 15 years ago.Of course everything was smaller and a bit shabbier than I remembered, the cabins for the most part squat, utilitarian 70s relics that were much closer together than they were in my memory. This was all to be expected. What did come as a shock was the sense of sheer abandonment. Someone had come and boarded up all the windows, but otherwise, all was as it must have been in 2009 when they closed the place. Logs still tumbled out from under the woodsheds, rakes stayed propped up next to doors, rusty pails half full of ashes still sat perched on top of trash cans. It was like the owners had boarded up the place and gotten to higher ground ahead of a hurricane and then never came back.In my mind, this place had been brimming with life for the past decade and a half, but my memory crashed up against a present that was profoundly devoid of any signs of it. But as my eyes and expectations adjusted, I saw that life had found a way of filling in the cracks. Minnows swam lazily in the creek; daddy longlegs skittered along the paths; giant, seemingly prehistoric hummingbird moths wheeled through the air. The camp was boarded up and forgotten, but its essence remained, the air still rich with a sweet, camphoric smell and the constant hum of thousands of insects.As I walked back to the road, past the sun-bleached lodge, past the right turn in the path that delivered you straight into juvie—how had I not noticed that as a kid?—my vague senses of grief and wistfulness washed away. I saw that the only changes to Camp New Hope were cosmetic, that the essentials—the creek trickling over rocks, sunlight dancing through the leaves—had never left. I knew that it had done its job for me, given me a taste for the outdoors that would eventually come to define a major part of my life. I think, hope, that surely it did its job for kids in far worse shape than I had ever been, little brothers or sisters struggling to keep their heads above water or young offenders from next door whose lives could go one of two ways once they were out. It sits there still, abandoned but not defeated, waiting for the chance to do its job once more.I drove past the Juvenile Correctional Center on my way home. It was low-slung and institutional, but its setting spoke to the same philosophy behind Camp New Hope. Trees surrounded the place and the Blue Ridge soared behind it. It looked more like a summer camp than a prison. I passed an empty parking lot in front of the superintendent’s office. At the door, a light was still on.
By Gonzalo Silva Infante/Diálogo May 23, 2018 In the depths of the ocean off the coast of Peru, submarines navigate slowly, avoiding collisions, and evading pursuing aircraft. In the sky, aircraft crews closely monitor radars and acoustic data. Once they confirm targets locations, missiles are launched as part of the simulated exercise. The training is part of the binational Silent Forces Exercise (SIFOREX), conducted between the Peruvian Navy and the U.S. Naval Forces Southern Command (NAVSO) since 2001. SIFOREX 2018, which took place April 16th–24th off the Pacific coast of Callao, Peru, was the first to include a third naval force: the Colombian National Navy. The biannual naval exercise promotes the development of anti-submarine warfare strategies and tactics involving diesel-electric submarines and provides a unique opportunity for crews to consolidate their knowledge. The exercise also strengthens bonds of friendship between participating naval forces, whether actively or as observers. The Brazilian and Argentine Navies took part as observers during SIFOREX 2018. “SIFOREX had greater significance and value this year  for a few reasons. First, we opened our doors to other partner navies, allowing them to come and train along with us,” Peruvian Navy Captain Antonio Vildoso Concha, head of Operations of the Pacific Operations General Command, told Diálogo. “Second, anti-submarine warfare exercises are always worthwhile, both for us and for the U.S., because they allow us to train people and test equipment. Interoperability is always helpful.” Next generation equipment NAVSO participated with guided missile cruiser USS Lake Champlain, three Boeing P-8A Poseidon aircraft, and an MH-60 helicopter. Peru employed three submarines: the BAP Antofagasta, the BAP Pisagua, and the BAP Islay. For its first participation, Colombia deployed the submarine ARC Pijao S-28. “The United States brought P-8s, which are next generation aircraft,” Capt. Vildoso said. “The [plane’s] control over an area using sonobuoys is impressive. They normally bring just one. This time, they brought three. For a submariner in a limited area, knowing that there are three planes with sonobuoys is a challenge. It’s good training.” For U.S. Navy Captain Jen Ellinger, commander of the USS Lake Champlain, the challenging exercise was a success. “For me, as commander of a ship with these characteristics, it was a complex challenge because of how rough the Peruvian waters are and because of the professionalism of sailors navigating and operating in concert with other navies, which is the main goal of SIFOREX: interoperability.” Acoustic training The exercises consisted of familiarizing aircraft and submarine crews with sounds to identify the different platforms in their surroundings. The sound of helicopter rotors, for instance, may lead a submarine crew to carry out diving maneuvers. Under the complex underwater environment, submarines take advantage of temperature, salinity, currents, and other conditions at sea to evade sonobuoys—the sonar system aircraft use to detect them. For NAVSO members, the training is critical, since the U.S. Navy only has nuclear submarines, which are noisier. “SIFOREX allows U.S. Navy resources to conduct anti-submarine warfare exercises against non-U.S. submarines in foreign waters,” Commander Mark Yehl, exercise director for NAVSO’s Plans Directorate and organizer of SIFOREX 2018, told Diálogo. “All submarines are different, and each has unique capacities and characteristics. This opportunity is a great training exercise for our crews, and it also allows us to learn from our partner nations.” Search and evasion Participants also conducted search and evasion missions, during which the USS Champlain followed the submarines’ traces. Another mock scenario involved confrontation between submarines. The exercise concluded with missile launches and artillery fire. “It was seven days of navigation completely focused on anti-submarine warfare,” Capt. Vildoso said. “The last day consisted of artillery fire against a real target, which was a decommissioned ship.” Participants completed 99 percent of planned exercises, or more than 50 anti-submarine warfare exercises, Capt. Vildoso said. These exercises allowed naval forces to strike a balance between crew performance, training, and mutual learning. “[SIFOREX] is, first of all, an opportunity to establish lasting professional bonds with the Peruvian Navy and, this year, also with the Colombian [National] Navy,” Cmdr. Yehl said. “Secondly, SIFOREX is a great opportunity for U.S. Navy crews to train in anti-submarine warfare against experienced diesel submarine crews in their home waters, which gives the submarines a clear advantage. For the U.S. Navy, it was an honor and a privilege to participate in SIFOREX.”
Members and employees who understand, believe in, and can live out your brand and your mission are pure gold. Part of your job as a marketer is to attract these people and make sure they catch the CU bug.It’s not just an HR or membership thing; it’s being a good brand steward.Wear your mission on your sleeveMillennials aren’t kids anymore – their average age is 30, so they’re out of college, are already experienced professionals and leaders, and many have families. And Gen Z is smarter with their money, already working, saving, and primed to become more influential than Millennials.Even better? Millennials want to work for a company with a purpose. Gen Z is right there with them, and are even more attracted to a mission they can believe in.That’s great for mission-focused places like credit unions. (And making the world a better place is also why we focus on credit unions.)Make sure you’re marketing your brand in places they’ll see, with a real, substantive message that goes beyond rates and fees.Teach your brandYou can’t just rely on osmosis to teach new employees what they need to know; you have to teach it. It takes service training focused on your brand and your brand story, and on exactly what makes your CU unique and authentic.Every employee needs to understand how to solve problems “the ABCFCU way”, and that they play an important role with every decision and action, even if they’re not member-facing.Cultivate cultureYep, workplace culture is part of Marketing’s job too. Every CU is different, so make sure you can feel the pulse of your credit union’s unique culture and do what it takes to amplify the good stuff.Does your crowd lean more towards pizza parties as a reward for reaching a goal, or do they get passionate about community causes? Are people allowed to try new things and does everyone get the chance to be heard?Devote time and resources to internal communicationIn the rush to get web graphics, video, radio, print, email, and all the rest produced, remember that you need to spend the time, attention, and budget to ensure your employees succeed. This could take many different forms, such as a “what’s next” newsletter, a “cheat sheet” for account transfers, or training on specific service cues.Above all, give staff the reasons and the opportunity to share why your credit union is amazing. Every contact with every member is an opportunity to spread that CU virus.Recruit the right attitudesSure, the credit union difference makes a real, everyday difference for members, but it’s also a powerful reason for employees to come to work each day.If you’re on the hunt for new employees, don’t just slap together the standard classified ad with benefits and requirements. HR needs to get Marketing involved and make sure the brand and mission shine through first.The best people have the talent to work a lot of places; tell them why they should come to your CU. And don’t be so shy – members like knowing the CU is a great place to work, with happy, motivated employees.Plus, some of your best people might already be members and believers. 13SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Brian Wringer Former watermelon farmer Brian Wringer wears several hats for iDiz Incorporated, including Web Projects Manager, Wordsmith, and Big Idea Guy. He builds better credit unions by day and weird old … Web: www.cuidiz.com Details
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The supervisory council for the Corruption Eradication Commission (KPK) has finished drafting a renewed ethical code for the anti-graft body, which values include synergy with other institutions. Supervisory council chairman Tumpak Hatorangan Panggabean said that the synergy was in line with the new KPK Law, which was passed in October. The law stipulates partnership, coordination, supervision and joint operations with other national institutions.Previously, the KPK values included religiosity, integrity, justice, professionalism and leadership.“[Adding the] synergy as the latest value does not mean that we will compromise,” Tumpak said on Thursday, as quoted from tempo.co.The synergy will underlie information, knowledge and data sharing with other institutions, with exceptions for confidential information. Read also: Backed by new regulation, KPK supervisory council readying for workSynergy replaces religiosity as the council believes that it is inherent and already encompasses the other values.The new code also specifies the council’s role to follow up public reports and hold a trial regarding any allegation of ethical code violations of the KPK leaders or employees. Any ethical violations within the council are to be settled in the KPK’s ethical code honorary council.KPK chairman Firli Bahuri said that the new code had been approved by the leaders and would be submitted to the Law and Human Rights Ministry for approval.The supervisory council, which was established through the new KPK Law, was also in charge of granting wiretapping, confiscation and raid permits and has the power to veto, which have been criticized by anti-corruption watchdogs for potentially slowing down investigations.In the recent investigation for an alleged bribe case involving General Elections Commission (KPU) commissioner Wahyu Setiawan and Indonesian Democratic Party of Struggle (PDI-P) politician Harun Masiku, the council was also criticized for delaying the raid permits issuance and lack of transparency. (mfp)Topics :
The remaining 17.5% was owned by New Zealand-based Equity Partners Infrastructure Company (EPIC), which announced over the summer it was discussing the sale of its stake to an undisclosed bidder.In a statement to shareholders, EPIC said the sale resulted in a “very good” valuation but declined to disclose a price.In March 2012, EPIC has NZD92m (€56.5m) in assets under management, with its stake in Moto its only asset.At the end of March, USS had 21.4% in private market assets, including infrastructure, property and inflation-linked debt.It returned 17.9% over the course of the 2014-15 financial year.In July, it announced it entered a £130m direct inflation swap deal with Yorkshire Water, building on its past activities with regulated utilities that saw it in 2013 provide £100m in debt to Affinity Water.Its other infrastructure holdings include a stake in London’s Heathrow Airport and part of the rail line connecting Australian city Brisbane with its airport. The £49bn (€66.9bn) Universities Superannuation Scheme (USS) has acquired the UK’s largest motorway service station operator for an undisclosed sum.USS said in a statement it reached two separate, definitive agreements that will see it acquire a 100% stake in Moto Hospitality, which comes only a few months after the Abu Dhabi Investment Authority and the Ontario Municipal Employees Retirement System were part of a consortium to buy Germany’s Tank & Rast.The acquisition of Moto comes after reports that Australian infrastructure fund manager Macquarie, the previous majority owner, was looking to liquidate its stake, bought in 2006 as part of a £1.8bn sale of the company.The UK’s largest pension fund said it acquired a 82.5% stake in Moto from an unnamed group of institutional investors.