Melanie May | 1 November 2017 | News Tagged with: higher education School Fundraising 166 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis15 Raising Funds for Your School – A Comprehensive Guide has launched: a new Charity First Series book that aims to provide schools of all types with the skills and techniques needed to maximise their fundraising income on a sustainable basis. Written by schools fundraising specialist Nick Ryan, director of Vantage Fundraising, Raising Funds for your School – A Comprehensive Guide provides non-technical advice to help heads, business managers, parents and other school stakeholders to develop fundraising activities with particular consideration given to how to embed such activities into the life of the school, increasing their prominence, joint ownership and chance of success.Central to the Charity First Series book is a ‘how to’ compendium of 15 different fundraising opportunities and methods – from major donor, trust and statutory and company fundraising, through sponsorship, recycling and text giving to legacies and cause related marketing, each of which is described clearly and practically.The book is informed by advanced fundraising theory and practice, and covers topics including donor motivations and stewardship, case statements and campaign planning. It also covers non-financial benefits of fundraising such as the chance for staff and pupils to develop new skills and an increased level of engagement, and the opportunity to integrate the school more closely with its community.The book is available in print and PDF formats, priced at £19.95 and £15.00 respectively. Other titles in the Charity First Series include Effective Media Relations for Charities, and The Gift Aid Guide. 165 total views, 1 views today New Charity First Series book offers help with school fundraising Advertisement About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis15
ColombiaThousands of people took to the streets in Bogota and in more than 100 other municipalities around Colombia on March 17. It was the largest mobilization in the country in the last 15 years.The people responded to a call from the Coordination of Social Organizations, made up of more than 40 organizations, including the Central Union of Workers of Colombia and the General Confederation of Workers. The breadth of the represented sectors is a giant step toward achieving the group’s ultimate goal: real peace with social justice.The entire left — the different federations and trade unions, youth and students, the peasants, the Afro-Colombian people, Indigenous people, women, the LGBTQ community, all representing the people who are dissatisfied with the neoliberal policies of the Juan Manuel Santos government — came out to publicly demonstrate.It was really a demonstration of united people’s power that confronts government actions that are undermining the welfare of the masses.In Havana, Cuba, the FARC-EP (the Revolutionary Armed Forces of Colombia — People’s Army) and the government of Colombia are laying the foundation for a peace agreement. On the other hand, the Santos regime has been unraveling the threads in Colombia, where these accords will be consolidated. And the people have responded by demanding the inclusion of issues that had been brought to the negotiating table but which the government rejected. These include the call for a new constitutional assembly to re-establish the country on a more just foundation.The following excerpts from the letter to President Santos, about why the national strike was called for March 17, illustrate the critical situation in the country:“After the failure of the negotiations on the Legal Minimum Wage, the absurd and arbitrary sale of ISAGEN [the state-owned power generation company] … the announcement of the wrongful Tax Reform for the popular sectors, … your non-compliance toward pensioners and workers over an agreement signed by you to reduce health contributions from 12 to 4 percent; … [since we have] confirmed [the] non-compliances with agreements signed with Agro-Livestock Dignity, Agrarian Summit, as well as with the truckers’ crusade, taxi drivers and other sectors; [and] in addition to the above, the noxious legislative agenda, the high degree of impoverishment of our farmers and the majority of the population, the high cost of the basic family food basket and public transport, unemployment, sub-employment of the informal sector, unpayable foreign debt, all of them a product of a regressive neoliberal economic model; we have decided to convene, organize and carry out a NATIONAL DAY OF PROTEST which will be a NATIONAL STRIKE.”Then they included the 15 key demands, among which are the development of a structural program with emergency measures for the people in the Guajira; compliance with the agreements signed between the government and the various organizations; raising wages; stopping the privatization of public enterprises; overhauling the Free Trade Agreements; stopping the privatization of health and education; respecting labor rights; guaranteeing human rights; and stopping the criminalization of protest, among others.The Unitary National Command — the steering committee of the mobilization — has highlighted the importance of everyone’s commitment to put pressure on the government to name a Negotiating Commission to attend to these demands.ArgentinaIn Argentina, 250,000 people marched on March 24 at the Plaza de Mayo on the Day of Remembrance for Truth and Justice commemorating the 40th anniversary of the civilian-military coup of 1976. The coup installed a bloody dictatorship that killed and exiled thousands and disappeared 30,000 Argentinians.The march not only commemorated the cruelty of 40 years ago, but protested against the neoliberal and pro-U.S. policy of the current government of Mauricio Macri.The leader of the Grandmothers of the Plaza de Mayo, Estela de Carlotto, summarized the position of the march against Macri, saying, “40 years after the genocidal coup, we feel again called to defend democracy. … The change of government has brought the daily violation of rights.” (Telesurtv.net)At the very same time, U.S. President Barack Obama was visiting the capital Buenos Aires and commemorated the anniversary with the Argentine President in a separate activity where there was no presence of human rights organizations, including the Grandmothers of the Plaza de Mayo who refused the government’s invitation.It must be mentioned that Obama has never apologized for the U.S. criminal association with the dictatorship. The people, while demonstrating against his visit, also demanded from Obama the clarification of the U.S. role and the release of classified information, including the names of the disappeared. We must highlight the hypocrisy of Macri, whose legislative bloc voted in 2006 against the bill that would officially proclaim March 24 a day dedicated to the Remembrance.If Obama and Macri thought that Argentina could be a wedge to divide the Latin American countries seeking progressive development for their peoples, they got a clear message from this united and massive demonstration, showing that the will of the progressive people is alive and well in that nation.Translation: Michael Otto.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Help by sharing this information Organisation March 25, 2011 – Updated on January 20, 2016 Mohamed Radwan arrested Mohamed Radwan, an Egyptian blogger with US citizenship who had been working in Syria for the past nine months as an engineer, was arrested and accused of spying for Israel. Using a procedure beloved of the Iranian government, the authorities showed him on national television two days later making a “confession.” His family dismissed the charges as nonsense (http://www.aolnews.com/2011/03/28/family-of-us-prisoner-mohamed-radwan-i…). He was freed on 1 April. RSF_en News
Facebook Twitter Local News Yummy Farmers Market time Pinterest Twitter Parks LegadoThe 2018 Parks Legado farmers markets are scheduled 8 a.m. to noon on the following Saturdays: June 9, July 14, Aug. 11 and Sept. 8.The markets were well-attended during their inaugural year in 2017. Parks Legado Town Center had more than 50 vendors each Saturday last year that sold locally farmed foods ranging from produce, meat and eggs to baked treats and artisan goods such as pottery and jewelry. WhatsApp OC employee of the year always learning Facebook 2021 SCHOOL HONORS: Permian High School ECISD undergoing ‘equity audit’ WhatsApp Pinterest Summer Spaghetti SaladCreamy Fruit SaladVirgin Coco MojitoPowered By 10 Sec Mama’s Deviled Eggs NextStay By admin – June 3, 2018 Previous articleLETTER TO THE EDITOR: Christ needed in our schoolsNext articleTax election up for discussion admin RELATED ARTICLESMORE FROM AUTHOR Home Local News Yummy Farmers Market time
Related posts:No related photos. Previous Article Next Article Is HR measuring upOn 1 Dec 2001 in Personnel Today Itis frequently claimed the effective use of key HR practices increasesshareholder value. Fierce competition is driving management to use every leverit can to win business advantage. Now is the time for HR to prove its strategicworth. Tom Lester reports Measuringthe effectiveness of the HR function has taxed the best business brains formany years. The aim has been to prove the contribution of “peopleassets” to corporate success, and the HR processes needed to increase it.But the new interest in the subject in the last couple of years begins at theother end – from the perspective of the company’s value in the market. Giventhe growing part of HR that is intangible and derived from its people, what HRpractices are effective in increasing its value and growth rate, and how canthey be made more effective? Itmay seem that the difference is a semantic one, but in practice, it couldtransform the old question of HR measurement. If, as claimed, a 26% increase inthe value of companies’ shares correlates closely with the effective use of anumber of key HR practices then this is a message no chief executive canignore. If, further, it can be shown that one company is deriving more valuefrom its human resources than another, these points can help HR prove itsstrategic worth. Theseare big ifs. But increased competition and the growing emphasis on shareholdervalue are driving managements to use every lever at their disposal. The similarrise in the relative value of knowledge, experience and goodwill compared tophysical assets depends on the quality of staff. Further, in the leanerorganisation there can be few passengers, and the value added by eachindividual is critical. If such vital dimensions remain unmeasured, howevercrudely, the chief executive is relying on hope rather than verifiable fact.TheSwiss banking group UBS, like all firms in the financial sector, dependsutterly on the quality and deployment of its staff, and has recently takenradical new steps to measure them consistently across the group. Earlier thisyear it set up a central Human Capital Performance Team (see box above).”Very few companies can say, as we can, that metrics are right at theheart of what we do,” says the team’s founder and head, JohnMahoney-Phillips. Itwill take time before the disciplines implied by the metrics are universal, andused effectively by management. Like all the big banks, UBS has to span thecultural differences between retail banking and the more entrepreneurial assetmanagement and corporate finance (it embraces Warburg and Paine Webber).”But we now have a single group-wide core framework”, claimsMahoney-Phillips. Attachingfinancial values directly to intellectual capital remains elusive, however.Back in the 1960s, the well-known US academic Rensis Likert tried it withresearch workers, but he found that the obvious difficulties outweighed theadvantages. In the 1990s, Gerald Kaplan and David Norton produced the balancedscorecard which added HR and other measures to the conventional financial ones.Atabout the same time Leif Edvinsson, when working for Skandia (the Swedishfinancial services group) published an analysis of the group’s intellectualcapital (IC) with the annual report. His concern was to demonstrate to managersand shareholders alike what really made for success in financial services. Skandiastill uses Edvinsson’s analysis of IC, which it plans to include in its nextannual report after a three-year gap. Human capital is defined as thecompetence and capabilities of the savings bank’s employees; organisationalcapital cover systems, databases and so forth, plus customer capital, the valueof its relationship with customers. The group’s reward came this year when it wasranked number 8 in the world’s top 20 most admired knowledge enterprises –above McKinsey and Cisco. Conventionalmetrics generally range from the very basic staff productivity and turnover,through talent acquisition and retention to leadership, innovation and otherqualities. Which ones you choose, says Carolyn Nimmy, a director of the globalHR practice at consultants Cap Gemini Ernst & Young, depends on the answerto the question, “What does winning entail for your company? Innovation?Brand strength? Quality? Globalisation? You then ask, what are the things wecan measure against these?” Anumber of consultancies are picking up the metrics baton. They see that linkingHR practices to business success can make sense providing you allow foreconomic and stock market fluctuations and different capital structures. PIMS,the specialist in benchmarking all aspects of corporate performance, uses itsworldwide database supplied by over 5,000 managers to calculate a client’sexpected return on capital employed based on a profile of its business. HRcharacteristics such as an open management style or the number of days managersspend training per year are then assessed for their impact on the actual returnon investment.WatsonWyatt, being an HR consultancy, uses a much smaller database than PIMS, but hasdeveloped what it calls its Human Capital Index (HCI). This is a rating of acompany’s HR practices on a single scale of 1 to 100. It has shown that thosescoring highly are on average more likely to have built up greater intellectualcapital (as measured by the ratio of market value to tangible assets atreplacement cost, known to economists as “Tobin’s Q”). Theyalso deliver more shareholder value. The IC ratio is, of course, susceptible tomarket fluctuation, but is used as a means of comparison. Partner Steven Dickerclaims it to be “a robust method for determining whether you’re managingyour human capital better or worse than your rivals”. Thereare other attempts being made to link people and results. In essence, all areforced to use a subjective assessment of a company’s HR operations (usuallyperformed by the company’s own HR staff), and most make no claim to haveisolated a causal relationship with the bottom line. PIMS comes nearest, withits long-standing contention that 15 per cent of a company’s profit performance”is driven by HR strategy”, and it singles out nine of thecharacteristics of HR policy as having the most significant impact (see above).WatsonWyatt says its European list accounts statistically for 60 per cent of thedifference in size of intellectual capital from one company to another, and 26per cent of the increase in market value (in Europe, in the year of the survey,2000). It finds that a further two practices, the paternalistic retention ofstaff and job security, actually decrease market value. Companies with highHCIs, Dicker notes, have done better financially in the downturn this year,”but a good financial performance does not lead to a better HCI.”Howrelevant is all this sophisticated measurement to the average company?”Unless it provides information and support that enable senior managementto act,” says Nimmy, “Then the managers’ reaction is likely to be, sowhat?” LaurenceHandy, professor of international business at Tilburg University nearEindhoven, makes a similar point. The need, he believes, is for “HR toidentify the business problems and the gaps, and address itself to the HRcomponent of these.” Benchmarking may prove nothing more than that successfulcompanies can afford good management.Still,what gets measured gets managed. In the case of one client, ABB Power, although”nothing surprising came out of it [the Watson Wyatt analysis],”according to commercial manager Ian Funnell, “what it did do was point tospecific action we could take – or stop doing – to enhance shareholdervalue.” EricSenesi, European HR director of Agilent, the two-year-old Hewlett-Packardspin-off that specialises in electronic components and test equipment, seesthat “the metrics you put in place depend on the maturity of HR in thecompany. Most companies are still in the lower quadrants.” He did adetailed study of ways of linking HR to results, and found that the WatsonWyatt analysis was the most relevant. Heuses a lot of process measures at present, such as the attrition rate ofnewcomers and the percentage of managers whose variable pay is on track and cantherefore be assumed to be performing well. He claims to have a “minimumbut robust system” in place now, but “we’ll use higher levels ofmetrics in the future. It’s a way to mobilise people and focus attention on theissues that matter.” Ona practical note, Senesi warns that metrics will only work if theinfrastructure is suitable: comparability of data, ease of access and rapidresponse demand a high degree of standardisation and good IT systems. Itremains true that the value lies in the use made of the information rather thanthe sophistication of the system itself. If it helps to improve corporateperformance, and the status of HR, it will be a sound investment.UBSBanks on metricsUBS,by some measures the 7th largest banking group in the world, essentiallyconsists of three businesses: commercial banking in Switzerland, the UBSWarburg and UBS Paine Webber investment banking operations, and assetmanagement. It employs in all some 70,000 people with a broad mix ofnationalities, competences and temperaments. They form a large proportion ofthe group’s intellectual capital, and as a step towards maximising the return,a Human Capital Performance Team was set up in January 2001 as part of thegroup’s education, resourcing and development function. Theteam’s head, John Mahoney-Phillips, admits there are still sceptics, “andwe still have 100 miles to go, but we’re picking off the easy targets first andwe’re getting there.” The role is to stimulate and co-ordinate throughoutthe group: performance management; assessment and management development; staffsurveys and succession planning. It provides a central “humancapital” database to hold, among the usual details, annual appraisalresults of all staff so that the key talent – and the gaps – can behighlighted. Thereis a strong emphasis on developing talent early on, says Mahoney-Phillips, andtraining programmes are carefully assessed. “We talk to line managers toask them whether they’ve seen an improvement, so we’re able to show a clearcorrelation between, say, the junior leadership courses and subsequentperformance.” Later, he finds a close correlation between assessedcompetences and subsequent salary performance. And because of the leadershipstandards that have been established, “we attract top investment bankers.”Pims 15%of profit performance driven by the following HR factors: –Management participation – Use of knowledge and contract workers– Open management style – Take some risks, but not too many – Top managers spend 20% time with customers – Around 20% outsiders in top management – The importance of management training – Incentivising top managers – Succession planning – Good appraisal system – Getting employee feedback WatsonWyatt26%increase in market value (in 2000) driven by the following HR factors:–Recruiting excellence– Consistent pan-European HR practices– Good union-management relations– Lack of hierarchy, clear leadership– Teamwork, 360 feedback– Customer-focused environment– Remuneration and “Me plc”– Sharing information with employeesAddresses…PIMS:www.pims-europe.comWatsonWyatt: www.watsonwyatt.comCapGemini Ernst & Young: www.uk.cgey.com Comments are closed.
Home » News » Marketing » OTM’s ‘one other portal’ rule stifling transactions OTM’s ‘one other portal’ rule stifling transactions11th November 20150587 Views A well-respected figure in the estate agency sector has written an open letter in conjunction with his business partner to Ian Springett (left), CEO OnTheMarket (OTM), urging him to drop the portal’s “One Other Portal” rule.OTM is attempting to break the so-called duopoly held by Rightmove and Zoopla with its ‘one other portal’ rule preventing their member agents from advertising on both Rightmove and Zoopla, with a view to saving agents money.The duopoly of the current two biggest portals means that prices of listing on the two portals have increased significantly in recent years, but to prevent further growth, OTM launched earlier this year with a view to saving agents money overtime.But with traffic to OTM failing to attract anywhere near the level of website traffic being generated by Rightmove and Zoopla, the number of leads being generated for some agents is falling, contributing to the current decline in transaction volumes in the UK, according to estate agency Consultant and Trainer, Richard Rawlings (right) and his business partner Bradley Payne.In an open letter to OTM’s CEO, one behalf of “the approx. 1,000 agency branches we serve, as well as the wider industry”, Rawlings and his business partner, Bradley Payne, who holds a Doctorate of Statistics, insist that OTM’s ‘one other portal’ policy is directly contributing to the current decline in transaction volumes in the UK, “albeit inadvertently”, and is now calling on Springett to scrap the rule “for the sake of our industry and prospective home-movers alike”. Here is the letter in full:I write as an estate agency consultant, trainer and marketeer of 25 years in conjunction with my business partner, Bradley Payne, who holds a Doctorate of Statistics. On behalf of the approx 1000 agency branches we serve, as well as the wider industry, we believe we have identified that On The Market’s “one other portal” policy is directly contributing to the current decline in transaction volumes in the UK, albeit inadvertently, and we would call on you, without other agenda, to withdraw it for the sake of our industry and prospective home-movers alike.The current situation:Sales transactions have been down every single month of this year compared with the corresponding month of last year, dropping 4% across England and Wales on an annual basis, and 10% for London. (Source HMLR).Instruction levels have plummeted by 8% this year (Source Rightmove).Widely reported portal traffic figures show that visitor sessions on the property portals are down year on year by nearly 29% (Aug/Sept 2014 vs Aug/Sept 2015).Pre-OTM, buyers assumed that most properties would appear on either Rightmove or Zoopla and there was therefore no need to “portal-hop”. This is borne out by the fact that, according to research by Nielsen, a whopping 80% of homebuyers only use one portal to conduct their property search. (Just as people might use Google or Bing to search for information on-line, but are unlikely to use both). This was not a problem when most properties appeared on both sites. Consumers had not been conditioned to think that they need to go on multiple portals to check out every property.However, it is a problem now! This is because the OTM one other portal rule has meant that far fewer properties are now duplicated on both Rightmove and Zoopla. Yet nobody told the consumer! Such a fundamental shift in consumer conditioning can take a decade to influence. The excellent OTM awareness campaign has only served to suggest that OTM is an alternative, not an “as well as”.The effect of this is that buyers are simply not being exposed to the same number of properties that they would have seen pre-OTM. This has led, not only to a decline in transactions, but also to a decline in new instructions because many people are not bringing their house to market (or are withdrawing it) simply because they do not believe they will find anywhere to buy. This has led to a vicious circle verging on a confidence crisis. And confidence is the one thing on which property markets thrive.I am not suggesting that OTM is a bad thing – it’s a great site. However other contemporary disruptors such as Uber, AirBNB, Amazon Prime, etc all started from the position of “consumer first”. A “by the agent- for the agent approach” has unwittingly failed to recognise the driving forces behind the proposition and in doing so has shot the industry it seeks to serve, along with the consumer, in the foot.This problem could be quickly corrected if the one other portal rule were to be lifted, and on behalf of the industry and consumer alike, I would urge you to drop it to prevent further disruption to the industry and restore normal market conditions.Yours sincerely,Richard Rawlings and Dr.Bradley Payne.———-RationaleIn 2014 there were two portals used by the majority of homebuyers, Rightmove and Zoopla. For argument sake let us assume both had 85% of the listings and 50% of homebuyers went to each portal. That would mean 100% of the home buying public saw 85% of stock available. (Of course there is an overlap as 15% of the listings were not on Rightmove and vice-versa).Then in 2015 a third portal, On the Market (OTM), launches and its stock and visitor levels are understandably quite a lot lower than RM and Z. Based on the condition set by OTM, that an agent may only use one other portal in addition to OTM, results in a reduction in the number of listings in the two main portals used by the largest proportion of homebuyers.Effect 1Start with limited public awareness of OTM and assume that 50% of searches are still on RM and 50% are on Z, but 10% of stock has moved off each to OTM results in:RM has 75% of listings with 50% trafficZ has 75% of listings with 50% traffic.Then listings viewed with the potential of a transaction have dropped from 85% to 75%.Effect 2Moving forward where awareness of OTM in the public grows and assume that 20% of homebuyers decide to use OTM instead of the other two portals (some of course will continue to use both or even 3 portals, but we need to account for a proportion who will only use 1 portal).So 40% of searches are on RM and 40% are on Z, but now as 20% of the stock has moved off each to OTM then the net effect will be;RM has 65% of listings with 50% trafficZ has 65% of listings with 50% traffic.OTM has 20% of listings with 20% traffic.The result is that listings viewed with the potential of a transaction have now dropped considerably.Rightmove One Other Portal rule OnTheMarket open letter OTM portals property portals Zoopla 2015-11-11The Negotiator Related articles “Millions have been thrown against the top portals for years with no effect”30th April 2021 Rightmove property listing lands estate agency in NIMBY hot water29th April 2021 OTM or Boomin? Agents won’t pay for four portals, warns industry leader28th April 2021What’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.
We don’t have many bakery courses in Scotland which is why a training advisor from the Scottish Association of Master Bakers visits my bakery – Macleans Highland Bakery in Forres – once a month.I work full-time and fit in essay-writing and practical exercises around the job. My advisor, Graham Shewan, keeps a folder containing the different course units and has watched me finishing products to make sure I have the necessary skills. My bakery manager has been great during the course too, and makes sure that I’m working on the right things when Graham comes to visit. So far I’ve studied confectionery, finishing and piping cakes, as well as dough production, baking and proving.I feel that I’ve got as much from the experience as students who go to college as I’m always learning something while I’m working. I think it’s easier than just finishing a college course and then trying to prove to an employer you can do the job, when you don’t know what it’s like to work full-time.So far during the apprenticeship, I have worked on confectionery at the bakery and also learnt dough production on the night shift and was promoted to savoury supervisor recently.I’m doing NVQ Level 3 now which is a more functional management course and hope to finish the apprenticeship by the end of the year, which will mean I can take on a supervisory role. I’ve enjoyed most of it, such as placing orders and stock-taking, apart from the modules on health.I started at the bakery in a dispatch role when I was 17 and worked the night shift on Friday when they offered me an apprenticeship on leaving school. I didn’t mind missing nights out with my friends.== early starts ==Some part-time workers grumble when you ask them to do things, which I never did. I know that baking is a challenging job for a lot of people as you have to start early, but it’s so important that we get young people involved.I like the variety here as you’re doing something different every day. I love moulding and shaping loaves like wheatsheafs and wouldn’t want to go back to slicing bread. I also love confectionery as it’s so creative. People always appreciate it when you’ve made a sweet treat. You are more hands-on in a small bakery and it’s nice doing things from scratch. Our bakery is particularly up-and-coming with 60 staff and three shops.I’d like to have my own bakery one day, in a local high street, which is part of the community, but I don’t usually think that far ahead as I’m happy here. I’ll take it a small step at a time.It’s a battle for small bakers who are developing tasty products while the supermarkets bring out cheap rolls. But if you can make a more expensive loaf that tastes 10 times better then I think people will be willing to pay for it. It’s very important to offer choice. We’ve got a big Tesco superstore near us, which we compete against but we also supply them with rolls.Getting a ’highly commended’ in the Student Baker of the Year competition was great as it’s put our bakery on the map and my boss was really chuffed. I was pleased to get commended but I really wanted to win. It makes me want to try even harder. n
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People with higher-than-average levels of omega-3 fatty acids in their blood may be roughly 30 percent less likely than those with the lowest levels to develop atrial fibrillation, according to new Harvard School of Public Health research. Atrial fibrillation is a dangerous condition that tends to strike the elderly and can lead to stroke or heart failure.“A 30 percent lower risk of the most common chronic arrhythmia in the United States population is a pretty big effect,” Dariush Mozaffarian, associate professor in the Department of Epidemiology and senior author of the report, told Reuters.The study, led by epidemiology department research fellow Jason Wu, was published online in the journal Circulation, Jan. 26, 2012. The researchers took blood samples from more than 3,300 adults over age 65 and tracked their health over 14 years to see how many developed atrial fibrillation.The omega-3 fatty acids measured in the study are found in oily fish, fish oil supplements, and in some enriched foods, like eggs. While many health experts recommend eating fish at least twice a week, Mozaffarian told Reuters that most Americans don’t meet those goals. But he said the new study “should change people’s motivation.”
The Federal government collects and manages more data outside of traditional data centers than ever before from sources including mobile units, sensors, drones, and artificial intelligence (AI) applications. Teams need to manage data efficiently and securely across the full continuum – from edge to core to cloud.In some cases, operating at the edge means space-constrained, remote, and harsh environments – with limited technical support. Our new Dell EMC VxRail D Series delivers a fully-automated, ruggedized hyperconverged infrastructure (HCI) – ideal for demanding federal and military use cases. VxRail is the only HCI appliance developed with, and fully optimized for, VMware environments. We built the solution working side by side with the VMware team. Both administrators and end users get a consistent environment, including fully automated lifecycle management to ensure continuously validated states. How? More than 100 team members dedicated to testing and quality assurance, and 25,000 test run hours for each major release. Users can manage traditional and cloud-native applications across a consistent infrastructure – in winds up to 70 mph, temperatures hot enough to fry an egg and cold enough to freeze water, and 40 miles-per-hour sandstorms. Whether you are managing Virtual Desktop Infrastructure (VDI), or mission-critical applications in the field, your team can take advantage of HCI benefits and ease of use.As Federal teams collect and manage more data, they also have to be able to put that data (structured and unstructured) to work, creating new insights to help leaders deploy the right resources to the right place, anticipate problems more effectively, and achieve new insights. Dell Technologies recently announced a new PowerScale family, combining the industry’s number one network-attached storage (NAS) file system, OneFS, with Dell EMC PowerEdge servers, at a starting point of 11.5 terabytes raw and the capability to scale to multi-petabytes. PowerScale nodes include the F200 (all-flash), F600 (all-NVME), and Isilon nodes. End users can manage PowerScale and Isilon nodes in the same cluster, with a consistent user experience – simplicity at scale. Federal teams – from FEMA managing disaster relief, to the Department of Justice working on law enforcement programs, to the Department of Defense managing military operations, can start small and grow easily on demand. PowerScale is OEM-Ready – meaning debranding and custom branding is supported, while VxRail D Series is MIL-STD-810G certified and is available in a STIG hardening package. Both PowerScale and VxRail D Series enjoy the Dell Technologies secure supply chain, dedicated engineering, and project management support.As the Federal government continues to deploy emerging technology, and collect and manage more and more data outside of the data center, government and industry need to collaborate to continue to drive innovation at the edge, so we can take secure computing capabilities where the mission is – whether that’s a submarine, a field in Kansas, a tent in the desert, or a dining room table.Learn more about Design Solutions for military & defense and our storage-specific capabilities. Follow us on Twitter @delltechdesign.Join our LinkedIn Dell Technologies Design Solutions Showcase page here.