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The HUGE Convention 2020
8th Annual Event
The HUGE Convention 2020
8th Annual Event
The Premier Business Event for Window Cleaners & Pressure Washers
August 27th & 28th
Atlanta Marriott Marquis, Atlanta
Register Early & Save
Ticket Price Increase Schedule
July: $299
August: $349
Location & Date
August 27th & 28th 2020
Early Bird check-in and networking starts August 26th
Hotel Rooms Available
The room block is for attendees only! Attendees can call Marriott Reservations directly at (888) 789- 3090 and ask for the group rate by saying that they are a part of the Huge Convention 2020 at the Atlanta Marriott Marquis. Attendees can also make their reservations online through this link: https://book.passkey.com/go/HUGE
Hotel Website
Phone: +1 404-521-0000
Address: 265 Peachtree Center Avenue, Atlanta, Georgia 30303 USA
Getting Here Is Easy!
Getting to Atlanta is easy. There is a large, easily accessable airport providing flights in and out of the area.
|Hartsfield-Jackson Atlanta International Airport
- Search For Flights
- Visit ATL Hartsfield-Jackson Atlanta Airport
- The hotel is just minutes from the ATL Airport. The hotel does not provide shuttle service but there are many ways to get there including: car rental, taxi, bus, subway or Uber/Lyft.
- Get Directions Here
- Address – Atlanta Marriott Marquis – 265 Peachtree Center Avenue, Atlanta, Georgia 30303 USA
- If you are drviing from the airport: From the airport, travel north on Interstate 75/85 to exit 248C for Andrew Young International Boulevard. Turn left onto the boulevard then right onto Peachtree Center Avenue. The hotel is two blocks on the right // Traveling south on Interstate 75/85, take exit 249A for Courtland Street. Proceed to the third traffic light and turn right onto Andrew Young International Boulevard. Continue one block to Peachtree Center Avenue and turn right. The hotel is two blocks on the right.
Family-Friendly Atlanta
More Family-Friendly Fun Coming Soon!
The Best Speakers & Biggest Keynote
High-Quality Presenters
The HUGE Convention year after year has the best speakers & keynote presentation.
The HUGE Convention is ALL Business
The HUGE Convention kicks off with a killer keynote presentation. From there you have your choice of multiple business focused breakout sessions on attending. Business classes go on both days of the event.
The Largest Trade Show Of The Year
The biggest trade show in the Window Cleaning & Pressure Washing industry for seven years in a row
You Want To Exhibit This Year
The HUGE Convention is Flagship event for the Window Cleaning and Pressure Washing community. Consider it your best opportunity to engage with your current customers and prospective ones. Join other distributors and vendors from around the world for this incredible event.
Connect face to face with over 1,000 professional window cleaners and pressure washers. If you offer a product or service to the cleaning community, this is a must-attend event.
Why You Need To Attend The Huge Convention
Do It For Your Business
Attending this intensive, information-packed, two-day event will shave years and untold dollars off your learning curve by learning how to run an efficient, profitable business.
The Truth is…
The HUGE convention is the most successful window cleaning and pressure washing convention in the world. Regardless of the phase of your business you happen to be in, we have something for you. You'll leave inspired, motivated and with the tools and information you need to supercharge your business!


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By Mohamed C. Bah - Ex-President Sierra Leone Community, Atlanta, GA.
The government Budget and Statement of Economic/Financial policies for the financial year 2009 delivered by the former Minister of Finance and Economic Development,Mr. David O. Carew last November in the chamber of parliament offers a grim reminder of our nation's troubling economy,poor financial infrastructures,under-performing ministries,some public institutions and the inadequate fiscal/budgetary remedies to make them corruption-free,transparent and financially viable. I do, however, agree that the global rise in food and fuel prices undermined government's effort in preserving macroeconomic stability,controlling higher inflationary rates and building a strong foreign reserves for the country.
Impressively, it was refreshing to note that the Executive Board of the IMF gave Sierra Leone a favorable ratings in terms of its overall performance in implementing some prudent fiscal and monetary policies
towards the Poverty Reduction and Growth Facility (PRGF). This review means, government is showing some good intention to enhance the growth prospect of the economy and improve the socio-economic well-being of our people. Even so, the need for broader and consistent reforms in budgetary planning,public procurements system,public accounting and expenditure tracking,internal and external audit systems with a strong anti-corruption actions remains to be seen on an implementationary level.
I found it very ironic that Sierra Leone is moving forward with the commitment to integrate with the West African Monetary Zone (WAMZ) and the 2005 Banjul action plan for the introduction of a common currency by December 1, 2009.As ambitious such regional efforts are, we need first of all to rebuild our weak economy, focus on adequately delivering public services,industrialize our work force to create jobs and grow a market oriented economy. Then, we can sit on these "regionalization conferences" and take an active role. Like the African Union (AU) and other African Regional groups, the failures of its member nations to pay their dues have always rendered these institutions bankrupt only to rely on international funding. Thus,a regional integrated market, free tariff system and new trade policies among West African nations, should be the "baby steps" approach to the realization of a common currency.
On the other hand, according to the budgetary report by the Minister of finance,Mr. David O. Carew,Sierra Leone's national revenue including grants for the financial year 2009 is projected at Le 1.2 trillion. Conversely,total expenditures and net lending is projected at Le 1.49 trillion (21.9% of GDP).It is numerically clear, from an economic standard,that Sierra Leone is spending more money than it can generate. The most disturbing components of the expenditure units are: the cost of financing domestic borrowing (Le 127.6 billion),interest payments on international loans (Le12.9 billion),Ministries and Developmental Agencies (MDA)'s procurement expenditures (not specified), non-salary and capital expenditures(Le 460.2 billion). These huge expenditures significantly shrinks the national revenue, while cost cutting strategies are never applied to save money on national priorities like energy,mining, infrastructures and Fisheries. Additionally,the national budget deficit, including grants is projected at Le 236.8 billion(3.5% GDP).
Unfortunately,Sierra Leone's budget deficit would not be reduced or eliminated by trimming wasteful spending or borrowing from our national savings or foreign reserves,it would be finance largely by foreign loans and grants amounting to Le 150 billion(2.2% GDP).Indeed,our nation is heavily burden an dependent on donor money instead of maximizing on our revenue generating sectors like mining.agriculture,fisheries and forestry. Like income taxes,customs and excises,road user chargers and other new tax system,we can increase our revenue potentials without "robbing Peter to pay Paul".
Indeed,most Sierra Leoneans will find it mind-troubling to believe that mining revenues last year, was Le 8.9 billion, MDA's was Le 7.6 billion, income taxes was Le7.5 billion,Custom and excise taxes was Le 13.6 billions and just to name a few. Let me briefly profile some of the few public enterprises responsible for the delivery of public utility services including electricity, water,transportation and port services that are under-performing agencies. At the end of August 2008,total revenue collected by National Power Authority (NPA) amounted to Le 87.6 billion while total expenditure was Le 90.7 billion resulting in a net operating loss of Le3.1 billion. The Sierra Leone Port Authority (SLPA) made a loss of Le1.14 billion in 2007 but subsequently made an operating profit of Le 2.1 billion in the first half of 2008.The Sierra Leone State Lottery made a loss of Le136.9 million while the Sierra Leone Postal Services incurred a loss of Le 34.1 million and Sierra Leone Airport Authority had a shortfall of Le3.6 billion in 2008.
However, Guma Valley made a projected profit of Le 1.4 billion in 2008,National Insurance Trust increased it gains to Le 780 million,Sierra Leone Road Transport Corporation(SLRTC) estimated profit was Le 604.9 million. Rokel Commercial Bank (RCB) made a profit of Le 4.4 billions while Sierra Leone Commercial Bank earned a profit of Le7.1 billion with a 21% growth in customer deposits.
Despite the good news in some of these public institutions,the biggest challenges affecting our national revenues and budgetary implementation is the culture of CORRUPTION. Many government ministries are not following the basic guidelines of the procurement system by engaging in contractual obligations without the Ministry of Finance's approvals. There are problems of budgetary planning and monitoring,inexperience accounting practices,poor financial management system,lack of public expenditure tracking,no accounting and reporting,no internal and external audit to obtain data explanations with an analysis of activities or transactions.
For example,when the auditor General was directed to audit, Ministries, and Developmental Agencies of the large sums of claims owed to private contractors from 2005 to 2007 in the amount of Le 85.4 billion, her submitted report concluded that only Le 53 billion was deem eligible for payment. A discrepancy of
Le 32.4 was calculated as money that could not be verified or accounted for by every accounting
principles and standards.
I was deeply worried about government budget allocation to priority sectors such as education,health and agriculture which did not receive an increase funding level as top categories. Energy and Water Supply, Infrastructure and Transportation are necessary priorities, but the budget funding are inadequate and did not meet the scale of their public demands nor the cost of operational services. Inevitably, these agencies are liable to under perform and becomes a hallmarks of another " failed government institutions".
If the key objectives of the 2009 budget of Sierra Leone are to pursue a prudent fiscal and proactive monetary policies,to accelerate economic growth by investing in agriculture and infrastructures and improve the delivery of basic public services,then government needs to know how to better manage it finances without living from paycheck to paycheck from the international multi-donors. The welfare of Sierra Leoneans would not improve by carbon copy policies and programs that are never seriously implemented with measurable results. Poverty can be reduced by sound fiscal policies,transparent financial institutions that keep tracking of its activities, a government that build a national savings account or foreign reserves more than the $211.4 million it has in 2008 and the "love-for-country mentality" by public servants,who understands that the people's money is not a personal checking account.
Until,our national leaders accept the responsibility that: we the people "must hold them accountable"to making Sierra Leone as good as its promises. That everyday,no Sierra Leonean should have to go to bed hungry or live in a nation where their potentials may never be realize or an unborn child who may never walk on the face of this earth because of a deficient maternal delivery system or a struggling family who may never hold their grand children because of a low life expectancy rate and a promising people who unwillingly do not belief in the greatness of its nation, because of the acute shortages of legacy-builders. Until,those who are privilege to dictating the future of our nation knows that history would not be kind to them if they do nothing to improve the socio-economic well-being of the people,Sierra Leone will continue to grow a balloon deficit that will affect the functioning of public institutions and the government as a whole .
If our goal as citizens of Sierra Leone is to help our government by becoming "conscious objectors" and leading the way by telling the truth-Sierra Leone must reinvent itself from what President Barak Obama called a " change from top to bottom".Only when we become true to how we spend the people's money,true to how we share their struggles,true to how we stand to change their lives and true to why we choose to serve them, we may be -those that occupies the throne of power- committing a grave mistake of depriving a nation and its citizens into enjoying what one of the architect of the American Declaration of Independence, Thomas Jefferson philosophically described as mankind's gift from God that we are endowed: " with certain inalienable rights,that among these are life, liberty and the pursuit of happiness."
What do you think about this article? Go to my blog: http://newsierraleone.blogspot.com.
Blog on other articles: Is Sierra Leone an ethno centric nation? Is Sierra Leone winning or losing the war on corruption?What legacy are we building for the new generation, Sierra Leone needs trade not aid......etc E-mail:firstname.lastname@example.com.

subset: commoncrawl


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The amazing shrinking Donald Trump
Donald Trump suddenly seems strangely irrelevant. Funny how when the stage gets big — when he isn't one of 15 Republicans fighting for attention, but one of the last two people with a realistic shot of being elected president — Trump looks very small.
His response to the Orlando gay club massacre hardly seemed grounded in reality. When he gets away from his audience of true believers, the birthers who decide who's going to be the Republican nominee, his outrageous statements about how President Obama sympathizes with terrorists and should resign just come off as crazy.
My advice to my Republican friends: Find some way of denying him the nomination on the first ballot at the convention. Then go with House Speaker Paul Ryan on the second ballot. Hillary Clinton will still win, but at least you'll keep your dignity.
Speaking of dignity: Bernie Sanders, save some of yours by getting off the stage. The voters have written you out of this play.
Oakland Mayor Libby Schaaf would be smart to find a safe, solid outsider to manage her fouled-up Police Department for a while as she seeks an acceptable long-term solution. Maybe one of San Francisco's former police chiefs, like Fred Lau or Tony Ribera, could be persuaded to come in as a caretaker.
The world would know at the outset that someone like that wasn't going to take the job permanently. But an experienced graybeard would know what he was doing, which is more than you can say lately for anyone at police headquarters, or for that matter at City Hall. It would take away some of the pressure to find a long-term replacement pronto.
Or, Schaaf could just give the job to the federal court monitor assigned to oversee the post-Riders reforms. He appears to be running the department anyway.
Street fair season is upon us. The Union Street Fair was spectacular, and North Beach was even better. The restaurants and the bars all had outside seating, and the prices were actually affordable.
Movie time: "Genius." Jude Law is Thomas Wolfe and Colin Firth is the Scribner editor who has already published the works of Ernest Hemingway and F. Scott Fitzgerald. They're all in there, lookin' good. A must-see for anyone who's in the publishing business or just likes a good story.
"Now You See Me 2." Woody Harrelson, Michael Caine and stunts aplenty make this two-hour-plus flick a triumph. If you didn't see the first entry, so much the better. You won't have to compare this one to it.
There were a pair of fundraisers for the Smithsonian's new National Museum of African American History and Culture the other night that clearly showed the Northern California-Southern California divide.
The Bay Area fest was at 1300 Fillmore, with the expected donation $25,000.
The Los Angeles party was at Denzel Washington's home, where the minimum was $1 million.
I'm a member of the museum's board of directors, so I attended the Bay Area event, "on scholarship."
I don't know what it is about projects like this, but they always seem to be short of money and long on talk about how to get more.
I remember one board meeting back in Washington, D.C., where heavyweights like former first lady Laura Bush, publishing magnate Linda Johnson Rice and business executive Richard Parsons were sitting around the table trying to come up with ideas about how to meet a $200 million goal.
Oprah Winfrey was on speaker phone from Chicago. We were at $192 million and struggling.
After about 45 minutes of back-and-forth, we hear Oprah's voice come over the speaker.
"May I interrupt — what was it you said you needed?"
We said, "We're $8 million short."
"I'll tell you what: If you will agree to adjourn the meeting and let me get back to work, I will give you the $8 million right now."
We did, she did.
Want to sound off? Email: firstname.lastname@example.com


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Search found 1 match
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- Wed Sep 29, 2010 9:19 pm
- Forum: High School Archive
- Topic: Math - Saxon Lesson Plans, DIVE CDs
- Replies: 9
- Views: 7679
Re: Saxon Teacher dvd vs. Dive cd
We have only used a little of both and have been trying to compare. In the DIVE CD the teacher presents the lesson using different practice problems than the text. The lesson is not very long. On the Saxon Teacher CD, the teacher presents the lesson using the same practice problems from text. The Sa...
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Responsible and agile employer
Competent, dedicated, employees with an entrepreneurial approach are key to success along our path to becoming the leading European telecommunications company. As a responsible employer, we want our employee relations worldwide to be based on dialog and focused on collaboration and fairness. We give them the opportunity to realize their potential and to contribute their individual strengths and ideas within our Group. In a market characterized by transformation, we use pioneering methods and tools to help them approach necessary changes and new technological opportunities with flexibility.
Shaping employee relations as a responsible employer
As a responsible employer, we pursue dialog-oriented employee relations throughout the Group and engage in trusting, constructive collaboration with employee representatives and unions. The works councils, central works councils and Group Works Council represent the interests of our employees at our Group in Germany. Our partner at a European level is the European Works Council. We also have executive staff representation committees and disabled employee representatives at unit, company and Group level.
Fair pay and benefits
We offer our employees competitive, performance-based pay oriented to the relevant national market. Our remuneration policies are structured to guarantee equal pay for men and women and do not discriminate. Executive compensation at Deutsche Telekom is based on our Group-wide Global Compensation Guideline. We also offer our employees additional benefits such as our company pension scheme. We regularly assess employee satisfaction with our employee survey and also conduct surveys on specific topics and in specific units.
Flexible working models
Having the chance to structure one's work according to one's own needs considerably improves work-life balance and helps prevent stress and the feeling of being overworked. That is why we encourage flexible working models. Our offer ranges from flexitime and part time to lifetime work accounts. We have been offering lifetime work accounts to around 100,000 employees and civil servants in Germany since early 2016. This reflects 90 percent of all employees in Germany. Lifetime work accounts give our employees the opportunity to finance future absence from work of longer than one month, which may be used for early retirement, a sabbatical or to support a period of part-time work. Executives have had this option since 2012. We set up 6,000 lifetime work accounts by the end of the year. In 2016, the sector-specific collective agreement on mobile working laid the foundations for establishing mobile working as a new format within the company.
Socially responsible staff restructuring
The ICT industry is undergoing a far-reaching transformation and our customers' demands are subject to constant change. We have to continue to grow and develop to be ready for the future. This also means quantitative and qualitative staff restructuring at some of our companies. The main objective is to structure these changes for our employees in a way that is as socially responsible as possible. At the companies affected, for example, we decided to enter into collective agreements that rule out compulsory redundancies. Within the scope of this socially responsible staff restructuring, we employ alternative instruments such as severance payments and phased retirement as well as strategic training programs that help our employees prepare for new assignments.
Employee satisfaction and participation
We highly encourage a feedback culture throughout the Group characterized by open dialog and constructive communication with our employees. An important tool in these activities is our You and Me (YAM) social network with around 115,000 users, which replaced our earlier Telekom Social Network in 2016. Not only can our employees visit YAM to get all the information they need, they can also participate in cross-level dialog and suggest their own topics for discussion. Our Board managers also regularly use YAM as a platform for direct dialog. Another key element of our feedback culture is our employee survey. We supplement this survey with pulse surveys, which give us a snapshot of the mood Group-wide twice a year. Our Group-wide ideas management activities are another key tool in encouraging employee contributions to the success of the company.
We have seen an increase in the number of employees participating in our Group-wide pulse surveys as well as our ideas management activities. 73 percent of our employees took part in the November 2016 pulse survey, the highest participation rate we have seen so far. Employee satisfaction remained high as well at 73 percent. Statistically speaking, one out of every eleven employees submits their ideas to our ideas management team, giving us a continually high participation rate. We also offer our employees different ways to get involved, e.g., in the form of corporate volunteering projects.
We have set Group-wide standards for managing employee relations. These are documented in our Guiding Principles, Leadership Principles and our Employee Relations Policy.
ProgressExpand all
Employee relations at our national companies
We employ reviews to gauge progress when it comes to implementation of our Employee Relations Policy at our national companies. Two to three national companies are subject to a review each year. Our national companies use the results to further improve relations between the company and its employees. The results also help us assess employer/employee relations and any human rights risks involved in our business activities.
In 2016 we conducted an employee relations review at e-value, the service center unit of OTE (Helenic Telecommunications Organization S.A.) and Cosmote (Cosmote Mobile Telecommunications S.A.) in Greece and at T-Systems Iberia. We publish the results on our website.
The review showed that employees at e-value are very satisfied with their employer. e-value is very concerned with team building and promotes a work culture based on trust and transparency. In view of the current economic instability in Greece, these aspects are highly valued by employees. The company successfully implemented all eleven elements of our Employee Relations Policy.
At T-Systems Iberia, the review showed that the core elements of the policy, e.g., training, non-discrimination and complaint channels, were also successfully implemented . The health rate is at an excellent level at the company (97.7 percent). In addition to other health-promoting measures, T-Systems Iberia also offers its employees psychological support if needed. The company also runs a "Stable Table of Labor Relations," a platform set up to encourage communication between the four main trade unions.
In 2016 we also took a look at how the measures recommended after the 2015 review were being implemented.
Socially responsible staff restructuring continued
The transformation of our company, which will help us stay competitive in the future, was a central topic in the past few years and will continue to be in years to come. This process is connected to complex staff restructuring. We are creating new jobs in growth fields and are training qualified personnel to fill these positions. Other areas are the focus of restructuring activities involving workforce reduction. We make sure that all restructuring measures are implemented in a socially responsible way for our employees. Vivento, our internal service provider for staff restructuring at Deutsche Telekom in Germany, supports us in these activities.
Civil servant transfer
Around 500 civil servants employed with Deutsche Telekom transferred to federal, state or local authorities in 2016 with the help of Vivento. This high number can partially be attributed to a growing need for personnel on the part of a number of authorities in the wake of reform projects. 2016 also saw the addition of numerous new activities in connection with high refugee numbers. The job offers placed by various authorities were particularly attractive to employees from Group units that were restructured in 2016 as well as all employees looking for a new challenge outside the Group. Employees with civil-servant status showed particular interest in transferring to the German Federal Office for Migration and Refugees (BAMF) within the scope of our "Deutsche Telekom helps refugees" initiative as well as to IT jobs offered by federal and state authorities. Vivento also helped employees find positions with federal, state and local administrative authorities.
Staff restructuring at T-Systems
T-Systems in Germany has been undergoing an extensive transformation since 2014, which has now been successfully completed. This transformation was accompanied by complex staff restructuring measures. T-Systems launched the Job Service & Placement (JSP) project in 2014 to support employees affected by the change. The company offered support to employees whose positions were cut through a variety of measures. We were able to entirely avoid compulsory redundancies as a result.
JSP prepares employees whose positions are subject to restructuring in the transformation process for employment opportunities within and outside of our company. Advisors and coaches assist these employees with a professional career analysis, advise them on their perspectives, help them through the application process and help them identify interesting job openings. Employees switching to an internal or external position with less favorable pay and benefits can also qualify for compensation payments. Employees involved in the JSP program were given first choice over external applicants for internal T-Systems job offers in Germany and we offer employees additional training of up to six months as needed. We also offer support in the form of information events such as a seven-week workshop series. At these workshops, our employees can improve their personal skills and strengths and learn how to best apply these on the job market. Continuing education such as English coaching and XING training complete our offer.
In 2016 we decided to continue JSP beyond the scheduled end date in the summer of 2016 until June 30, 2017. More than 1,300 employees have found new jobs since we launched JSP.
Staff restructuring at Telekom Deutschland
Telekom Deutschland is engaged in an ongoing process of transformation in order to guarantee long-term competitiveness. This process involves a three-pronged approach of staff restructuring, upsizing and downsizing. There were around 2,000 new hires in 2016, more than 70 percent of which involves junior staff who have been trained at the Group. Around 3,600 employees left Telekom Deutschland in 2016 with the help of socially responsible options such as early retirement, severance pay, phased retirement and transfer to various German authorities. We take an innovative approach to internal restructuring activities such as forward-thinking skills management (link to Skills management: ready for the challenges of tomorrow).
And we are forging new paths when it comes to working hours as well. Working hours that are the same at every department are no longer current and fit neither the expectations of our customers nor our actual working hour needs, for example when it comes to network build-out. Within the context of restructuring Telekom Deutschland, we are speaking with employee representatives about more flexible working hours in order to help us come up with custom-fit solutions. These include permanently reducing weekly hours in the service and technology areas to help us manage the restructuring process. We are also working on making the weekly work schedule more flexible. Our idea is to be able to increase weekly working hours by two to four hours during peak load times and then reduce them by two to four hours when things are slow. That would give us some flexibility with a responsible approach while also helping us secure employment.
Flexible working hour schemes expanded further
We offer a wide range of optional working models tailored to the needs of specific target groups.
Voluntary commitment to encouraging part-time employment
Our goal is to improve the work-life balance and more effectively facilitate part-time models in everyday work routines, for men as well as women. With our Group-wide policy on part-time work, we made a commitment in 2010 to encourage part-time work in executive positions. In 2016 a total of 35 executives throughout Germany were working part-time. Deutsche Telekom also made a similar voluntary commitment regarding employees covered by collective agreements and civil servants. 13.4 percent of employees covered by collective agreements and 20.7 percent of Deutsche Telekom civil servants throughout Germany are currently working part-time. In 2016 we developed another part-time model, which we refer to as "additional days off," which is scheduled to go into effect in late 2017. The model gives part-time employees additional days off to help them be even more flexible with their schedules.
Lifetime work accounts
Since early 2016 we have been offering lifetime work accounts to around 80,000 employees and Deutsche Telekom civil servants throughout the Group. These give them the opportunity to finance future absence from work of longer than one month, which may be used for early retirement, a sabbatical or to support a period of part-time work. Our employees can finance their lifetime work account either from their gross salary or with time credits converted into monetary amounts. Until 2018 we will also support employees who are below a certain income limit with an annual contribution. As many as 6,000 lifetime work accounts were set up by the end of 2016.
Guaranteed return to full-time work
Part-time employees throughout the Group can be sure that they can return to their previous schedule earlier than planned if they want to do so. This guarantee has been in place since January 1, 2014. All they need to do is give 3 months' notice; business requirements will not be considered in such cases. That means more flexibility and security for employees. With this policy, we are setting the bar for part-time employment. This makes discussion about returning to a full-time position unnecessary.
Phased retirement
Phased retirement is a model to help employees with a smooth transition to retirement. Employees aged 55 and above throughout the Group can reduce their final working years and begin early retirement. We offer phased retirement both as a block and as a part-time model. Unlike regular part-time regulations, we make a substantial top-up payment to the employees' part-time pay with our phased retirement offer. That means that reducing their weekly hours does not mean a proportionately high reduction in net pay for employees. A total of 1,996 phased retirement contracts were signed during the reporting period, 1,293 with employees under collective agreements, 127 with employees not covered by collective agreements and 576 with civil servants.
Part-time training for single parents
We have been offering single parents up to the age of 25 the opportunity to complete a training program or cooperative course of study part-time at Deutsche Telekom in Germany since 2011 in collaboration with the German Federal Employment Agency. 20 young people began their part-time training with this program in 2016.
Returning to work after parental leave
Within the scope of the Stay in ContacT parental leave program, Deutsche Telekom offers employees on parental leave a part-time program to help them return to work.
Job sharing, splitting and pairing
We also offer a number of additional options for reducing working hours such as job sharing, in which two or more employees share a position. This option can be employed using a job splitting model where each employee is responsible for different tasks or via job pairing, where employees share responsibility for one area.
2016 collective bargaining rounds finalized
We pursue a trusting relationship to employee representatives and pay our employees salaries that are fair and based on market standards. In the 2016 collective bargaining round the negotiating partners agreed on the following terms for the large majority of employees of Deutsche Telekom in Germany.
- Starting in 2016, the salaries of roughly 60,000 employees covered by collective agreements at Deutsche Telekom AG and in the Germany operating segment were raised in two phases by a total of 4.7 percent for employees in the lower pay groups and 4.3 percent for employees in the higher pay groups. The first increase took place on April 1, 2016 with the second scheduled to follow on April 1, 2017. The duration of the new collective wage agreements is 24 months and they are scheduled to end on January 31, 2018.
- Salaries at T-Systems for some 20,000 employees under collective agreements will be raised in two phases by a total of 3 percent for employees in the lower pay groups and a total of 2.5 percent for employees in the higher pay groups. The first phase took place on June 1, 2016 with the second scheduled to follow on April 1, 2017. The collective wage agreement had a term of 24 months and will expire on March 31, 2018.
- The wages of apprentices and students in cooperative study programs will also be increased in two phases. On April 1, 2016, they were raised by 35 euros with another 25-euro increase scheduled for April 1, 2017. Subsistence allowance has been increased to 23 euros.
- During the 2016 collective bargaining rounds, the partners also agreed to introduce a remuneration system using salary bands at Deutsche Telekom AG. The former remuneration system with its fixed group levels had been introduced in 2001 and was replaced at Deutsche Telekom AG by the banding system already being used at Telekom Deutschland GmbH on October 1, 2016. This is another step toward standardizing and harmonizing our German remuneration systems.
- Collective agreement regulations to protect employees from compulsory redundancies were extended until December 31, 2018, at Deutsche Telekom AG, Telekom Deutschland GmbH and the associated service companies as well as at T-Systems.
Great interest in employee survey
We feel it is important to take the opinions of our employees into consideration when growing the Group, which is why we regularly ask them what they think. Our most important feedback tools include our employee survey, which is conducted every two years, and the bi-annual pulse survey. The pulse survey gives us a snapshot of the current mood in the Group and allows us to monitor the effectiveness of the follow-up measures taken as a result of the employee survey. This lets us make quick adjustments if necessary.
Around 73 percent of our employees throughout the Group participated in the November 2016 pulse survey, the highest participation rate we have seen so far. 73 percent of participants expressed high satisfaction with their employer. The next Group-wide employee survey is scheduled for 2017.
High turnout for Group-wide ideas management
A large number of employees once again participated in our Group-wide ideas management activities in 2016. One out of every eight employees submitted ideas in Germany alone, giving us a continually high participation rate. This shows how strong our employees' interest is in actively playing a part in improving our products and services. The economic benefit resulting from the 10,125 ideas submitted translated into a total of 168.5 million euros in cost savings and tapping new business potential. One idea submitted in 2016 deserves special mention: it enabled us to reduce our mast replacement rate from 14 percent to 10 percent, thereby making a significant contribution to conserving resources and reducing cost.
We particularly encourage our employees to submit ideas on the topics of the future, which is why we launched the Magenta Service Innovations ideas management campaign in November 2016, calling for innovative suggestions on the topic of customer care. At total of 32 ideas were submitted, a reflection of the popularity of this ideas management campaign among our employees.
Our employees' ideas can also hold their own in external competitions. One employee idea won the DeutscherIdeenPreis 2016 award presented by the German Institute for Business Management (dib). Another idea took home third place in the "Best idea for occupational health and safety" category of the 2016 Ideas Management Award presented by Deutsches Institut für Ideen- und Innovationsmanagement.
Future Work – work in the digital age
The primary aim of our human resources policy is to promote virtual collaboration and new workplace structures. We want to create a communicative, performance-oriented working environment and encourage diversity in innovation, independence and agility at the company. These things require a modern working environment. We also employ a variety of measures to support flexibility, virtual collaboration and a corporate culture centered around sharing knowledge. The first and, as of yet, the only collective agreement on mobile working concluded by an employer association creates the framework.
Open-plan offices
We are creating open office layouts and tearing down the proverbial walls to promote inter-departmental collaboration. Employees at Deutsche Telekom in Germany can structure their work flexibly and choose their work environment. Room concepts tailored to requirements and an inspiring environment promote creativity and a sense of well-being as well as cross-hierarchy collaboration. We moved into our new Group campus in Hamburg in 2016 and effectively created new, open-plan offices at our facilities in Frankfurt and Bonn. The majority of restructuring activities at our headquarters in Bonn has been completed and our employees have moved into the new offices. Large locations in Essen, Berlin and Düsseldorf will follow. Several thousand employees are already experiencing the new office world.
Virtual collaboration
In addition to redesigning our office landscape, we encourage virtual collaboration in a variety of ways, including independently organized working groups. Instead of rigid, closed project teams, our employees work together to develop cross-functional and cross-hierarchical solutions and to increase their knowledge informally. During the reporting period, for example, 40 international working groups, referred to as "communities of practice," were working at T-Systems on more than 20 strategic topics such as cyber security, the cloud and Industry 4.0. Community members receive intensive support with online training offers. Our employees at T-Systems invested a total of 31,000 hours in meetings and web conferences in their community of practice in 2016. We have been improving virtual collaboration and shared learning processes since 2014 with our digital Working Virtually platform. Thanks to the platform, we reached out to 17,600 T-Systems employees in 2016, offering them digital learning opportunities around the clock. They can find numerous learning videos, webinars, weekly learning calls and a number of other offers on the platform. Our employees have already invested a total of 6,546 hours in digital learning.
Digital learning
In collaboration with our partners from the world of science, we have developed a format that combines new forms of collaboration and learning: Magenta MOOC. MOOC stands for Massive Open Online Course. It is an online course targeted toward a large number of participants that provides the opportunity to learn anywhere and at any time. The format is particularly suited to our needs as we face the challenge of reaching more than 225,000 employees in 50 countries.
After our first Magenta MOOC in 2014 met with excellent response throughout the Group. we decided to again offer the program in 2016. Under the motto, Go Digital, participants could develop solutions that address one of ten actual challenges we face in our business at Deutsche Telekom. Topics included connected cars, Internet of Things and managers as role models in the digital age. Participants were divided into teams where they applied innovation methods like design thinking and were assisted by mentors and tutors. Around 3,500 employees from 31 countries signed up for the program. The video contributions were accessed around 50,000 times. 177 small, international, cross-departmental teams developed solutions for a variety of challenges. Magenta MOOC shows how we effectively apply the ideas of our employees. It also encourages cross-departmental, cross-hierarchy and cross-border collaboration and improves the digital skills of our employees.
Innovative strength through Group-wide collaboration
The topic of open, cross-departmental collaboration is becoming increasingly important as digitization progresses. We need methods and approaches that bring our employees from different areas closer together. In 2016, we brought together the strengths of different innovation areas at our company in our Co-innovation Labs. There Telekom Innovation Laboratories (T-Labs), Deutsche Telekom's main research and development area, is now collaborating with the T-Systems Innovation Center in Munich and the T-Systems Global Systems Integration unit, our implementation partner, which develops innovative solutions in collaboration with our customers. At the Digital Co-innovation Labs, which are structured along the lines of a start-up, our colleagues work with agile processes and use a variety of tools and methods like design thinking, a creative process for coming up with ideas, prototyping and implementation. This helps us develop products that address trends early on and offer maximum customer benefit.


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Monday, January 3, 2011
A Treadmill Shuffler Meets Some Treadmill Flyers
Thursday brought our first real snowstorm of the year, along with real cold. I got up early that day and got my six tempo miles done before the weather hit, and Friday (set to be another cold and cloudy one) was a rest day. I figured that outside conditions would be decent enough again by Saturday morning, and I planned to do my 11-mile long run on the half-marathon course out by the Boulder Reservoir.
Didn't happen. Come Saturday, New Year's Day, I took one look at the tights in my drawer, and the jacket, and the icy parking lot outside our condo, and remembered I have somehow lost my favorite winter running hat. And so it was that I found myself at my boss's gym--the Flatiron Athletic Club--having surrendered one of the free passes she sometimes gives me.
These passes--which are worth $20 (that's the price Flatiron charges non-members for a day pass)--make my boss one of the heroes of my running. Every few weeks I find one in my basket at work. Typically, their expiration dates are five or so months out. So I hoard them for a day like Saturday, when I wimp out of running outside for whatever reason and know the run won't work on the treadmills at my own gym. The pass used this past weekend was my last until she comes through again, so I'm hoping I didn't blow it. After all, there are a lot of cold months left out there, and in the great scheme of winter weather in Colorado, I've definitely seen worse.
Flatiron is posh, at least by comparison to my gym, the city recreation center. Don't get me wrong. I love the rec center. My job with the city gets me a free annual pass, so I can go in at any time and use the pool, the cardio and weight equipment and the drop-in classes for nothing ("nothing" being right in line with our family budget for that sort of thing). The staff is nice, and I know many of them by name. And the organized classes they offer, which do require even passholders to pay, are a great deal. This is where I take my Tuesday/Thursday boot camp class, and where my kids take gymnastics and are learning to swim.
However, the rec center treadmills have a 30-minute time limit, and there are only three of them. That wasn't going to work on New Year's Day, when everyone wanted to go to the gym to start on their New Year Resolutions and I had a long run to knock out. To be honest, I'm a little worried how it will be this week, when I also have a longish speed workout to do. Even at 5:30 a.m., the time I usually arrive on weekdays, January can mean you actually have to abide by that time limit (something that hasn't been a problem at that hour for the last few months). I'll find out for sure tomorrow, when the speed workout is scheduled.
On Saturday, Flatiron was pretty crowded too, but I got a treadmill with no waiting. The time limit there is an hour. Generally, thanks to the vast number of treadmills they have, an hour is long enough that even if I'm doing something that will stretch beyond that and it's crowded, the people around me finish before I do, and newcomers can take their treadmills rather than mine. The other reason I've never had to exit a treadmill early at Flatiron is that most of the people there are much faster than I am. I've seen Colleen De Reuck working out there.
I didn't see her there Saturday, but here's who was in my vicinity:
1) The two treadmills in front of me were occupied by a pair of elite-looking 20-something women with their baseball-capped coach, who periodically took notes and edged the speeds up and down for them. I couldn't see the exact pace of the one directly in front me, though I could tell she was going fast (maybe her calf-compression socks and mid-run shoe-change made her look faster, but I'm pretty sure she was well into the 9 mph and higher territory for most of her run). The other woman was catty-corner to me. I could see the coach pushing her up to a 6-minute mile. He did this at least 10 times, for about 3/4 of a mile each time. After five of these, he had her "recover" for a while at an 8-minute pace. Then she did five more. Both of these women were there before I got there, and both finished at around the same time I finished my 11 miles (which, by the way, were at a 9:13 pace, half-marathon pace plus 30 seconds a mile; I am not worthy).
2) Next to me on the left was a woman in her fifties who ran seven miles at an 8:30 pace (despite the fact that, as I heard her say at one point, she had taken the entire month of November off from running and considered herself "out of shape"). She carried on a brisk conversation with the man on her left, who had shaved legs and looked about my age. I couldn't see his pace, but even over my music I could hear him relating tales of his triathlons. They also talked a lot about all the New Year Resolution people in the gym that day, and had a cute little tiff over which of them deserved the little fan in front of their treadmills more. I wondered if they thought I was one of those New Year Resolutions people. And I was glad I hadn't commandeered one of the fans. Again, I am not worthy.
3) After Mr. Triathlete finished his 10 miles (he had announced to the "out-of-shape" 8:30-easy-pace woman that he was doing 10 that day, so everyone in the area knew that), he was replaced by another lean 20-something woman wearing only her running bra on top. I haven't had that little body fat since I was ten. Mr. Triathlete, not being the shy retiring type, asked her how far she planned to run, so I learned that she, too, was doing 10.
4) Fortunately for my ego, on my right was a man in his fifties running 11 minute miles. Sure, he was maybe twenty years older than I am, but at least not everyone at Flatiron that day was running faster than I!
Despite all of the intimidating fellow travelers, I got my run done, on pace, and, with those characters for company, was never bored. I was also able to take advantage of the other great thing about this club: the locker room. It's not very environmentally correct, but I grabbed three towels (yes! unlimited towels!) and made my way to the private showers and steam room, swathing myself liberally in the towels so that no one could see all my lumps and bumps. (I realize that few people in that or any locker room care how others look, and at the rec center I happily parade around the showers naked as a jaybird--but the crowd there doesn't tend as much toward the elite physique as it does at Flatiron.) Once sequestered behind the curtain, I took a good steamer of a shower, followed by a real heat session in the eucalyptus-scented steam room, followed by a rinse-off. By the time I got home to my husband and kids, I was thoroughly ready for lunch and a nap.
I've seen a lot of posts over the weekend about total numbers of miles run in 2010, lists of races for 2011, pounds to be lost and other fitness-related aspirations for the year. I figure I have enough on my plate with the goals stated in this blog. And for those of you who read my last post, I hear you, and I'm going to stick to my original plan and target the half-marathon in March; and yes, I will find a good doctor to look at my foot, which hurt like a mother after the 11 miles. Not good.
Onward in 2011, the year I turn 40 minus 2.
7 comments:
I think its more important you did your run on New Year's Day. Lots of people would have just skipped that day, but not you! Congrats on sticking to your goal! That's no small feat.ReplyDelete
I know what you mean by watching the people around you on the treadmills. I don't usually work out at a gym very often, but when i was out with a stress fracture, I was cycling, weight lifting, etc. and watching all the people with good tibias on the treadmill :) Anyway, great way for you to start the day! Happy New Year --AlexReplyDelete
Thanks, Jessica! It's a good thing to do on NY Day. In that sense, I was one of the NY Resolution people, and proud of it. Alex, I remember your post about people's tibias. I hope that's not me at some point soon, staring at people's healthy non-sore feet while on other non-running machines. I'm almost scared to go to the doc about it, but I know that's the wrong attitude....ReplyDelete
Wow, I am glad I do not live in Boulder. Or at least, have a membership to that gym. Intimidating! I used to know 1 guy that was a member there, and yea, he was as elite as you can get without sponsorship.ReplyDelete
Yeah, it's a trip going there. Keeps you humble. A free day pass to the new Colorado Athletic Club on 30th St. arrived in the mail on Monday--Dan and I are trying to decide who gets it. Might be even worse (i.e. more hard bodies) there....ReplyDelete
Is that the club on 30th and baseline? I used to go to that, went through at least 2 management changes while I was there.ReplyDelete
No, it's in the 29th St. Mall complex. They took over the first floor of the Whole Foods offices (which are still upstairs). I actually got a free pass to it last year. It's Niiiiice. But pricey. I'll have to mooch for free passes to go there too.ReplyDelete


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Admiral Gets Go-ahead for New Newport Office Development
Wednesday, 2nd May 2012Good news for Newport's development plans as it is confirmed that Admiral Group has secured planning consent for its new office development in Newport. Admiral employs 490 people in Newport, and is currently based in two offices at Langstone Business Park. Newport City Council's planning committee has given consent for the new 77,000 sq ft development at Cambrian Centre in Queensway, opposite Newport train station. The consent keeps Admiral on target to complete the building during December 2013 and to move employees into the site in early 2014.The central location means that the building will have excellent train and bus links and access to local amenities. It further demonstrates Admiral's commitment to Newport and South Wales. The building will contain six floors, with around 200 staff members accommodated per floor. Each floor will also have a selection of meeting rooms and chill out areas on each floor with microwave and sink. There will also be on site showers and changing facilities together with an on-site cafe and restaurant. In addition to good public transport links the site has 230 on site car park spaces and dedicated on site cycle parking. Huw Llewellyn, head of property for Admiral Group, said the new property had been designed with Admiral's operations in mind. "This is great news for Admiral and for the city of Newport," he said. "Since opening our Newport office in 2008 we have grown a committed and talented workforce and it has been a real success story for the company. The approval for the Newport offices comes as Admiral is also planning a major new headquarters in Cardiff. The new £60m headquarters will be constructed by Sir Robert McAlpine. The 220,000 sq ft building is the biggest pre-let office project ever seen in Cardiff, and will accommodate 3,000 staff. Admiral currently employs around 2,300 in the capital at a number of locations. Midland-based property specialist Stoford is is the developer behind the scheme. Stoford completed a forward-funding agreement with German open-ended fund manager Union Investment last December. In the longer term, Admiral is also looking to bring its Swansea operations under one roof. It is currently considering a number of options and is working alongside Business Minister Edwina Hart and Swansea Council with a view to announcing its preferred single location later this year.


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Hi, am travelling to Koh lipe this coming Friday 21 Oct 2016.
We had book all the speed boat and accommodation there
Just checking in the weather there now as I see is still raining season there and high tide at peneng.
May I know will this affect the travel and how bad it can be? Normally will the rain last long?
I have a chance to live and work in Satun, Southern Thailand. What is it like living there? Is it anything like Bangkok?
Please let me know as much as you can. Costs, transport, people, places, entertainment etc. Thank you in advance.
What is there to do on the coast of Satun as I am thinking about a day trip to Satun from Langkawi?
How much is the cost for a taxi or van from satun to pukhet for two people?
I know that there's a speedboat going directly from Langkawi to Koh Lipe island; however, the price is very expensive (approx S$100 for a return ticket)...
alternatively, there's a ferry from Langkawi to Satun and price is much lower so if I get to Satun by this ferry, is there any transfer ferry or something like that that can take me from Satun pier to Koh Lipe? I think the distance is not far as Koh LIpe actually belongs to Satun province.
thanks in advance for your help!
oh and if I go to Koh Lipe end of Mar, do I need to book accommodation in advance or should I just walk in?
Could you give me any information about travelling north eg to Trang by bus from Satun or from Pedang Besar ie where to catch a bus, what sort of bus, frequency. Or can you give me a website that gives detail of bus routes in south west Thailand.
I have heard there are markets at Satun. Does anyone know what day they are held? thanks for your help Vicky
Hi Everyone,
I am visiting Langkawi in May and from there want to travel up to Bangkok. I have decided on the ferry to Satun and then want to travel to Trang to catch the train to Bangkok. Please could you tell me if it is easy to get a minibus or share taxi without booking from Satun to Trang. I will be travelling on May 13th which I believe is a public holiday weekend in Thailand and am worried they may be booked up.
Thanks for your help and happy travelling
Hi .can someone tell me how far away is Satun from Phuket please. and what woudl it cost to catch a taxi there? Thanks
Hi Anione been to Tarotao Marine Park? I plan to stay at Ko Lipe, where are best place for Snorkling (I don;t dive). How is the best way to get there? Cost? thks, IM
Anyone been to Satun? Any advice and good places to stay?


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Orem,UT,United States
Member Since:
Jan 27, 1986
Goal Type:
Olympic Trials Qualifier
Running Accomplishments:
Best marathon: 2:23:57 (2007, St. George). Won the Top of Utah Marathon twice (2003,2004). Won the USATF LDR circuit in Utah in 2006.
Draper Days 5 K 15:37 (2004)
Did not know this until June 2012, but it turned out that I've been running with spina bifida occulta in L-4 vertebra my entire life, which explains the odd looking form, struggles with the top end speed, and the poor running economy (cannot break 16:00 in 5 K without pushing the VO2 max past 75).
Short-Term Running Goals:
Qualify for the US Olympic Trials. With the standard of 2:19 on courses with the elevation drop not exceeding 450 feet this is impossible unless I find an uncanny way to compensate for the L-4 defect with my muscles. But I believe in miracles.
Long-Term Running Goals:
2:08 in the marathon. Become a world-class marathoner. This is impossible unless I find a way to fill the hole in L-4 and make it act healthy either by growing the bone or by inserting something artificial that is as good as the bone without breaking anything important around it. Science does not know how to do that yet, so it will take a miracle. But I believe in miracles.
I was born in 1973. Grew up in Moscow, Russia. Started running in 1984 and so far have never missed more than 3 consecutive days. Joined the LDS Church in 1992, and came to Provo, Utah in 1993 to attend BYU. Served an LDS mission from 1994-96 in Salt Lake City, Utah. Got married soon after I got back. My wife Sarah and I are parents of eleven children: Benjamin, Jenny, Julia, Joseph, Jacob, William, Stephen, Matthew, Mary, Bella. and Leigha. We home school our children.
I am a software engineer/computer programmer/hacker whatever you want to call it, and I am currently working for RedX. Aside from the Fast Running Blog, I have another project to create a device that is a good friend for a fast runner. I called it Fast Running Friend.
Favorite Quote:
...if we are to have faith like Enoch and Elijah we must believe what they believed, know what they knew, and live as they lived.
Elder Bruce R. McConkie
Favorite Blogs:
Good good sleep. Went to church. Got a nap in the afternoon.
In the evening, heard the news about President Hinckley's passing away. What a great life he lived! It is hard to comprehend. He has done a lot in 97 years, and he finished strong with the last 12 years serving as the President of the LDS Church, and being actively involved in the work. He sure practiced the doctrine of enduring to the end.
I never saw this coming so quick. He was always so vibrant and full of life that you thought he would never die. His longevity has sealed his image and example into my mind forever as he was in the first presidency for so many years prior to becoming the prophet. You're right Sasha, he is one of the greatest examples of enduring to the end.


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It features works of M.F. Husain, Bhupen Khakhar, Ghluam Sheikh, Jamini Roy, Satish Gujral, Suza, among others. In all, it has 1,300 works, stacked away in a storeroom, which needs proper air-conditioning. The urgency is apparent from the cost of works, estimated at Rs 30 crore. t of these were acquired at incredible low prices by B.N. Goswamy, who built the collection bit by bit. He bought a Khakhar work for Rs 500. Its current value is over Rs 25 lakh.
Concerned about the collection, Goswamy said: "This museum is a major national resource. Its value is infinitely greater than the attention it has received. We need money to correct its structure, air-conditioning the store and sun proof glass panes. Some refurbishing has been done but more is desired to save this collection."
For PU, sparing a handsome budget is tough, although it has in the past sanctioned lakhs for roof repair and anti-termite treatment.
Rajinder Bhandari, head, fine art department and museum, PU, has now asked for funds to air-conditioning of five galleries and fix permanent lights in three. At present, the department gets Rs 60,000 for annual purchase and maintenance. It has asked for Rs 30 lakh.
Admitting to heat traps spoiling some works, Bhandari said: "A Jivan Adalja work is under repair. Its red surface had faded. Some wood sculptures are also affected but we are repairing them. Our works are indeed precious. When we loaned a Bhupen Khakhar work recently, its insurance amount was Rs 10 lakh. You can imagine the actual cost. For summers, we have removed all precious paintings from the galleries and mounted prints which are more enduring."
With PU facing a fund crunch (Punjab owes Rs 20 crore to it), the onus of protecting the museum lies on the UT Administration, which can include it in its much-hyped tourism circuit.


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India Turns to Mobile Phones in Bid to Improve Vaccination Rate
India's health minister announced Tuesday a new initiative underway to boost the country's rate of immunizing newborns by collecting mobile phone numbers of all pregnant mothers to monitor their babies' vaccinations.
Ghulam Nabi Azad, the health minister, told a meeting of the World Health Organization in New Delhi that his ministry has been supervising the collection of about 26 million mobile numbers of pregnant women in India since January and plans to finish the job by December.
Through their mobile phones, these women will be tracked in the future by the central or state governments to ensure their babies receive the full repertoire of immunizations, he said. Babies in India are supposed to be immunized against tuberculosis, polio, diphtheria, tetanus, whopping cough and measles, health experts say.
More In Health
- Scientists Believe Lychees May Have Been Making Kids Seriously Ill in India
- What Is Chikungunya and Why Is India Worried About It? - The Short Answer
- Sri Lanka Is Declared Malaria Free by World Health Organization
- Indian Police Investigate Kidney Transplants in Mumbai
- In India, Truckers Get Their Own Condom Brand
- India Is Making Progress on Reducing Malnutrition But Now Has a Diabetes Problem
India ranks low globally in its rate of vaccinating its population. In 2010, only 72% of Indian babies received the three doses of the DPT vaccine against diphtheria, tetanus and whooping cough, an accepted indicator of a successful vaccination program, according to a joint estimate United Nations Children's Fund and the WHO. That compares poorly with Bangladesh at 95% and Indonesia at 83%, according to the same joint estimate.
India faces a challenge immunizing babies because of its weak, decentralized public health infrastructure and inadequate monitoring, among other problems, experts say.
"This will enable us to monitor our immunization service at a national level," Mr. Azad said of his mobile phone initiative, in an interview with India Real Time after the meeting.
By phoning mothers, the central government will be able to check on whether their babies are fully immunized and identify districts where children are not getting needed vaccines, Mr. Azad said. In addition, he said, the central government will be able to check on the accuracy of data collected locally, which is often in doubt.
He said local health workers began collecting the mobile numbers in February and sending them into business processing offices set up by the central government. Mr. Azad said he gathered state health ministers together to assess the initial results in April. But he was disappointed when he started calling down the list.
"In front of all of the ministers, I picked up the phone and dialed the first 10 numbers. Only six of them were accurate numbers," he said.
"Knowing we were going to be checking these numbers, our health workers still collected 40% faulty numbers—that is very bad," he said.
Mr. Azad declined to detail the cost of the program or how many numbers have been entered into the government's system so far. But he said that tracking 26 million babies "is not an easy job" and the only way India could manage it—and exercise some checks on the system--was by leveraging technology.
"When the state administration vaccinates, they give us a lump sum number—they've done one million or two million babies. We don't get the names of the babies, so we had no way of checking," he said.
But by December, he said, when his ministry has the names and numbers of all women who were pregnant this year in the system, the central government will have the ability to contact the new mothers itself to confirm their babies' immunization.
"We'll know the capacity of each state so they can't fool us," he said, reflecting widespread frustration, even within the government, about the accuracy of the numbers being reported by local health workers.
A.F.M. Ruhal Haque, the minister of health and family welfare in Bangladesh, one of the most successful countries in the region in immunizing babies, declined to comment on India's plan. But he said the key to Bangladesh's success was its political leaders making immunization a priority, appearing live on national television twice a year during national vaccination campaigns, urging parents to vaccinate their kids.
All top political officials in the nation then fan out across the villages to push immunizations, assisted by a team of local workers as well as a substantial number of foreign aid organizations, he said.
Mr. Azad said the Indian government is currently finalizing its national vaccine policy for the coming five year plan, beginning in 2012. He said the political leadership was committed to making sure all babies in India are fully vaccinated. The five-year plan will include better management of adverse events, the side effects, sometimes serious, experienced by a very small percentage of those vaccinated, he added.


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Wyre Forest District Council Community Led Housing Policy 2018
1. General
1.1 The content of this Community Led Housing (CLH) Policy will be effective
from February 2018 (if approved) and revised as necessary to meet changing circumstances. The Policy will be formerly reviewed by June 2019 with proposed amendments to be approved through the appropriate mechanism.
1.2 The CLH Policy is relevant to all officers of the Strategic Housing and Planning Policy teams within the Economic Prosperity and Place Directorate. Although the Policy is essentially focused on the provision of housing, it is equally relevant to the Planning Policy team who are responsible for ensuring future housing needs are met and incorporated into the emerging Local Plan.
1.3 The Council recognises that there are many situations where there is a shared or complementary role with other agencies. Relevant officers within the Housing section will seek to work collaboratively with national organisations who are leading on the CLH agenda. Agencies including the Community Land Trust Network and UK Co-housing Network will be working together as they disseminate information and policy updates from central government as well as taking a lead on national 'good practice' training and events for local authorities who have received Community Housing Fund grants. We will also work with local organisations including community groups and Registered Providers.
1.4 The Council also recognises that it has to have a flexible policy that responds to government housing strategy. CLH is currently seen as a viable method of increasing the supply of housing and at the same time, making a real impact on the lives of the communities who are delivering it. As government priorities change in the future, CLH may not receive the same level of support, but the Council will endeavour to continue supporting any groups or individuals (self- build or custom-build) who have taken an interest in delivering their own housing.
1.5 The Council will also work closely with neighbouring Local Authorities to deliver housing numbers and will work particularly closely with those Local Authorities who have also received CLH grants from the Community Housing Fund within Worcestershire.
2. Links to Other Strategies
2.1 The Council recognises that the CLH Policy will primarily work to meet the relevant objectives with the Worcestershire Housing Partnership Plan and will complement the Wyre Forest Empty Homes Strategy.
2.2 The CLH Policy supports the Worcestershire Housing Partnership Plan to:
- Maximise delivery of good quality housing of the right type and tenure by co-coordinating the activities of housing providers and support agencies to meet existing and future housing need in a sustainable way
- To build new homes
- To investigate alternative models of affordable housing delivery to meet the housing and support needs of specific groups and sectors of the housing market.
3. Purpose of the Community Led Housing Policy
The Policy has been developed to:
- Alleviate issues around housing affordability in the district by contributing to the overall delivery of housing
- Enable our communities to realise their potential and take forward their own small scale housing schemes
- Recognise the self-build and custom build community and put in place mechanisms to support the housing aspirations highlighted in the district's Custom and Self-build register
- Raise awareness of CLH and encourage it's delivery through putting a range of support structures in place to enable schemes to progress from the earliest opportunity.
4. Principles – The definitions of Community Led Housing
For the purpose of this policy, the Council recognises the following models of
Community-led Housing:
a) Self-build and custom-build housing
Self-builders usually build their own homes or enlist somebody else to customise a build to meet their needs.
b) Self-help Housing
Bringing empty properties back into use. It usually involves people working together with a shared goal of solving a local housing issue. It may also involve a renovation project where a redundant building is transformed into homes by an involved group of local people.
c) Community Land Trusts (CLTs)
CLTs are set up by local people in areas with a shortage of affordable housing. The local community take a lead role developing homes and other community assets. The CLT will work to ensure that the homes are genuinely affordable, based on average local earnings in the area.
d) Co-housing
These are intentional communities designed live partially independently but with an element of shared resources/accommodation. By creating a more neighbourly community, the social benefits are thought to have a positive impact on quality of life.
e) Housing Co-operatives
A Housing Co-op is a housing organisation where members (tenants) democratically control and manage their homes. Co-ops often have an impact on the sense of a community in the area and this can lead to reduced anti-social behaviour and higher levels of satisfaction.
5. Identifying and implementing solutions to increase Community Led Housing
- The Council's main objective for CLH is to encourage learning about CLH and increase provision of small scale affordable housing in the district by:
- Designated officer to lead on CLH delivery, working in partnership with Registered Providers, Parish and Town Councils to offer advice and support and encourage small scale CLH schemes within the district
- Development of a Wyre Forest District Resource that will support and enable groups to make contact with the niche social investment banks, building societies, solicitors and architects who have expertise in the field of CLH.
- Provision of the WFDC 'First Steps' grant to enable early stage financial support to check site viability and fund any surveys that may be required
- Develop an effective communication strategy by;
- ensuring the Council's website content is updated to inform interested parties about the different models of community-led housing and current / forthcoming funding opportunities
- create an information leaflet as a brief reference guide for CLH and how to register interest
- utilise social media to promote CLH
- Ongoing development of the custom and self-build register
- Working closely with the Strategic Housing team to identify long term Empty
- Properties and consider their viability as CLH sites.
6. Related Policy Documents
- The Worcestershire Housing Partnership Plan 2017
- Wyre Forest District Council Empty Properties Strategy 2017 – 2022
This Policy is available to the public on request and is also available on the council's website www.wyreforestdc.gov.uk. Any comments about the Community-led Housing Policy can be made to the Head of Strategic Growth via the CLH Co-ordinator.


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My Tumblr Page
Tumblr updated –
I'm impressed, I have to admit. Rarely do I come across a blog that's both equally educative and entertaining, and without a doubt, you have hit the nail on the head.
The problem is something not enough people are speaking intelligently about.
I am very happy I stumbled across this during my search for something regarding this.


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6073 Golf Vista Way, Boca Raton, FL - $600,000
- 4 Beds
- 3 Baths
A Rare Find! Two Story-home With 4 Bedrooms And 3 Full Baths, With Lots Of Features And Upgrades. Brand New Roof A Couple Weeks Old. Marble Floors Throughout, Remodeled Chef's Kitchen, Hurricane Windows And Doors, Les Than A Year Old. Two A/cs 201...


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As a member of you qualify for:Edit Credit Union
SPECIAL OFFER through your credit union:
What is term life insurance?
Term life insurance is one of two major types of life insurance you can buy. (The other is called "whole life.") Like nearly every kind of life insurance, the purpose of term life is to help you protect your family financially when you aren't around. It pays them money (called a "death benefit") they need to cover funeral expenses, mortgage payments, car payments, and other monthly bills. Or to help with big, long-term expenses, like your kids' education.
So, how is term life different from other types of life insurance? The short answer is, it ends. Unlike whole life, which covers you for the rest of your life, term life lasts a certain number of years—usually 10, 20 or 30—or until you reach a certain age—say 80 years old. If you pass away during that time, your loved ones get the money. However, once the term you selected comes to an end, so does your coverage.
Many people who go with term life insurance choose a term that covers the years when they know their families will need money most—for example, the years when their kids are still in school and college.
Three reasons to choose term life
- Your life has changed. Getting married, having a child, buying a house or condominium, sending a child off to college—these are big changes that can mean more or bigger bills. Term life can help prevent your family from struggling with those bills if you aren't around.
- Savings. For many people, the decision to choose term life insurance comes down to one main concern: money. Since term insurance covers you for a limited period of time, it generally costs less than whole life. That can make it an affordable choice for people who want to protect their families but already have their hands full with monthly expenses.
- Flexibility. If your needs change or you want life insurance that covers you for your entire lifetime, you can usually convert your term insurance policy to "whole life." In many cases you can do that quickly and simply, without a complicated approval process.
When should I get term life?
The amount you pay for life insurance is tied to your age. Meaning, you'll pay less if you get life insurance when you're younger. By the time you reach 65, you might find it difficult to buy a term policy that lasts more than ten years. And the policies available could be very expensive.
- Your life has changed. Getting married, having a child, buying a house or condominium, sending a child off to college—these are big changes that can mean more or bigger bills. Term life can help prevent your family from struggling with those bills if you aren't around.
- As you get older, there's a higher chance you'll develop a serious health problem. If you wait, you might not be able to get life insurance at all.
Key features of term life insurance
- You can decide on the term—term life insurance typically covers you from between 1 and 30 years, but some terms can be even longer
- If you pass away during the term your policy covers, your loved ones receive a cash payout in the amount of the policy
- Your beneficiary (the person you select to receive the money from your policy) gets that cash tax-free—in most cases there are no income taxes on a life insurance payout
- If your term ends, you can choose to renew it or purchase a different policy—although you will probably pay more, depending on your health and age
- Many term life insurance policies can be converted to whole life if that's something that appeals to you
How to learn more about life insurance
Life insurance may seem complicated, but it's not that hard once you know the basics. Of course, we are happy to help. You can also use the TruStage Life Insurance Calculator to compare different types of insurance and learn more about your options.
Keep reading:
What are the different types of life insurance?
It may seem simple but understanding insurance types can also be confusing. We've broken down a few of the most common types of life insurance policies to simplify things.
What should I look for in a reputable insurance company?
Cost isn't everything in choosing the best life insurance policy. There's also a lot to be said about choosing an insurance company you can really trust.
How much life insurance do you need?
This article walks you through several popular methods for estimating how much life insurance you need to ensure your family's future.
Life insurance when you're young
It's tempting to put off buying life insurance when you're young, especially if you're just starting out and money is tight. But there are two good reasons to buy life insurance now instead of waiting.
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20 - Archbishop Joseph Walsh
Archbishop of Tuam 1940 - 1969
Gerry Costello
Archbishop Joseph Walsh (1888–1972) was an Irish clergyman of the Roman Catholic Church. He served as Archbishop of Tuam from 1940 to 1969. Born on 24th. December 1888 in Newport, Co. Mayo, Ireland, he was ordained to the priesthood on 21st. June 1914. He was appointed an Auxiliary Bishop of the Archdiocese of Tuam and Titular Bishop of Coela on 16th. December 1937. His episcopal consecration took place on 2nd. January 1938. Two years later, he was appointed Archbishop of Tuam on 16th. January 1940. He participated in all the four sessions of the Second Vatican Council, held between in 1962 and 1965.
After twenty-nine years, he resigned on 31st. January 1969 and was appointed Titular Archbishop of Tubernuca. He resigned the titular position in 1971, and died on 20th June 1972, aged 83.


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Jennie Jieun Lee
The Pit
Among the torso-like, vertically oriented ceramics placed at deliberate intervals throughout "Seizure Crevasse," Jennie Jieun Lee's first solo exhibition in Los Angeles, a pair of small sculptures situated in and near the gallery's eponymous pit were the most ominous and compelling. At the bottom of a five-foot-deep, roughly eight-by-four-foot rectangular recess in the gallery's cement ground (an architectural leftover from the space's former days as a car repair shop), a modest abstract ceramic piece with a glossy, multihued glaze rested like a decapitated head in a grave. Hovering over the edge of the pit, another formthis one clearly figurative and bust-like, crowned with an amorphous crimson headpiece that turned to green as it bled down over a misshapen forehead and into slit eyespresided over the makeshift crypt like a headstone. The works, titled The Witch,
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Contrast extravasation
Attended for contrast enhanced study, but possible extravasation into arm.
Patient Data
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Diffuse opacification of the anterior soft tissues of the arm and forearm consistent with contrast extravasation.
No focal collection.
Case Discussion
This radiograph demonstrated contrast filling the soft tissues of the arm, from an extravasated cannula in the antecubital fossa. Clincially, there was marked swelling of the forearm, with blistering in the antecubital fossa.
This was sugically explored and washed out, with no long-term sequelae.
Unsurprisingly, the patient was not keen on any further investigations for the original complaint.


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'….I'm a little bit weak …. because some things're like in my head yeah but I can't like express it out like, write…like I know that it's right yeah but I can't like write it in sentences…. like spread it out basically.'
These are the words of a then-year 10 pupil at my school when we interviewed her a year ago about language and what she thought she needed to get better at to improve her grades. She also expressed the classic belief that she needed to use 'more bigger words'. Now in year 11, last week's January exam marks suggest this pupil has achieved (what we expect to be – you never know after last year!) a grade C in English. This is a huge achievement for her given her starting point on entry to the school (level 3/4 borderline), but the central belief and purpose of our work to address our pupils' language development needs is that there is absolutely no reason why the same pupil should not be leaving us in the summer with a clutch of A and A* grades. That she and too many others aren't is a call to action.
In 2012 we achieved 76% 5 A*-C with English and Maths, with an intake whose attainment on entry was well below national average. (We also, remarkably, saw our FSM pupils outperform their non-FSM peers by 8%.) But this is not good enough. Firstly, we are in constant pursuit of a self-imposed target of 80%. Secondly, Andrew Adonis in his recent book on education policy past, present and future lays down 90% as the expected marker. Thirdly, not enough of our pupils achieve large numbers of A* or A grades, which are key to gaining entry to competitive local colleges and top universities beyond.
So, to achieve more A* and A grades we need to improve teaching and learning. And to improve teaching and learning we have to explicitly develop our pupils' access to and control over the academic registers of English, in every subject.
The challenge of doing this is huge, given our intake. As I described in my post yesterday the greater proportion of our pupils are both EAL and working class, and generally lack literacy in their first language – a triple-whammy in terms of their present alignment with the academic registers of English needed to be highly successful at school. In fact, they are furthest from these registers, when we consider the following groups in order of their 'natural' alignment:
- Pupils who speak English as a first language and who have parents or carers who have acquired academic literacy.
- Pupils who speak English as an additional language, have literacy skills in their first language and who have parents or carers who have acquired academic literacy.
- Pupils who speak English as a first language but whose parents or carers have not acquired academic literacy. (White working class pupils)
- Pupils who speak English as an additional language but have no literacy skills in their first language and whose parents or carers have not acquired academic literacy. (Our pupils)
The generally established timescales for the acquisition of academic language skills for EAL pupils are around 5 to 7 years for those with first language literacy (Cummins, 1994) and 7 to 10 years for those without (Thomas and Collier, 1997). This means our two main groups of pupils – British-born Mirpuris who started learning English age 4 and immigrant Somalis who did so age 7 or 8 – will 'catch up' to the average non-EAL pupil at about the same age: 14 (or year 9).** This is not generally quick enough to enable them to accelerate during KS4 to achieving A* and A grades. Hence our need for a language-based pedagogy, which will accelerate these timelines (and hence why we have recently taken academy sponsorship of our main feeder primary, which supplies 70-80% of our intake).
To return to our pupil at the start of my blog and her apparent need to use 'more bigger words' – the vocabulary equivalent of needing to 'add more detail' to your work – she is, of course, misguided in this belief. What she needs is to recognise she has to use the correct language for the correct context. Where she does not currently have knowledge and understanding of more academic registers – abstract, technical/specialised, written-like – she needs to have the requisite knowledge and understanding scaffolded for her in all subject disciplines until she has control over it for herself.
A great example of this journey from everyday to abstract, novice to specialised and spoken-like to written-like is given in 'Scaffolding Language, Scaffolding Learning (http://www.amazon.co.uk/Scaffolding-Language-Learning-Mainstream-Classroom/dp/0325003661/ref=sr_1_1?s=books&ie=UTF8&qid=1363558055&sr=1-1) by Pauline Gibbons, which I am reading at present. She uses the example of pupils learning about magnets in science and outlines the journey through four examples of language:
1. Look, it's making them move. Those don't stick.
2. We found out the pins stuck on the magnet.
3. Our experiment showed that magnets attract some metals.
4. Magnetic attraction occurs between ferrous metals.
The first text is taken from an exchange between pupils discussing what is happening while they are experimenting with magnets, the second is the same child relating her observations to the teacher. The third is from the pupil's written report on the experiment and the fourth is an entry from a child's encyclopedia. The phenomenon observed by the pupils – pieces of metal being moved by other pieces of metal – is summed up in the nominalisation 'magnetic attraction' – abstract, specialised and written.
How do we get pupils to the point where they can produce written texts with the abstraction and specialisation of texts 3 and 4? To do so we draw on three main ideas: firstly Vygotsky's contention that learning takes place in the zone of proximal development, which leads to the twin conclusions that learning is a social activity, dependent upon interaction and collaboration, and that the 'apprentice' pupil needs the direct input and guidance of the 'master' teacher ('What the child is able to do in collaboration today he will be able to do independently tomorrow.' Vygotsky.); secondly Bruner's concept of 'scaffolding', where the teacher provides temporary and future orientated support until the pupil achieves independence ('A learner [even of a very young age] is capable of learning any material so long as the instruction is appropriately organised.' Bruner.); finally a teaching and learning cycle that combines these concepts and integrates language development with an explicit focus on pupils being taught to read and write the key curriculum genres of each subject discipline.
This teaching and learning cycle will be the subject of my next post.
** These Somali pupils will only catch up to the average by year 9 if they have arrived in Britain with age appropriate literacy in their first or another language they use on a daily basis. If they have few or no literacy skills already, then their timeline will be 7 to 10 years, meaning they won't catch up to the average until after their compulsory education has ended.


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Welcome to Ipsen Cattle Company - Breeding for Genetics That Matter
About Us
Latest News at ICC
Our Philosophy
Herd Sires
Angus Herdsires
Hereford Herdsires
Black Hereford
Angus Cows
Hereford Cows
For Sale
Sales and Events
Embryos and Semen
Curt Pate Stockmanship
American Hereford Assn
American Angus Assn
Galloping Goose Ent
Contact Us
Our History
Enjoy some images from the history of Ipsen Herefords!
The Ipsen family was founded around survivability in agriculture. The homesteaded acreage is very rugged and, to think, that our ancestors not only settled there on the rocky and steep hillside of the third tallest mountain in Bear Lake County, but raised a strong, vibrant family that became leaders in the Bear Lake Valley. Don, Mark's father, liked to boast that his dad was extremely proud to be the owners of the first vehicle in Bear Lake County. Today, with six generations planted and the seventh one growing, the Ipsen family makes no plans to abort our lifestyle in agriculture. As you can see from the video and slideshow, we honor our roots by saying our past is one to reflect with admiration while our future will be one to experience, and we do so with great anticipation.
Thank you for taking the time to find out more about our becomings of cattle breeders. We love your comments and love sharing ideas. Please feel free to
contact us
about anything you would like to talk about.
To learn more about the latest news at ICC and in the Ipsen family,
click here
Ipsen Cattle Company
Mark and Becky Ipsen
PO Box 68
Dingle, ID 83233
Convenience for Cattlemen Since 1973


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107.8 Radio Jackie - Bulletins aired each hour
Wednesday, 19 July 2017
Richmond Park is flying its Green Flag with pride
The park has cause to celebrate this Love Parks Week as it wins praise from the Prince of Wales and receives a Green Flag Award.
This week, a record number of nearly 2,000 awards– are being raised in parks and green spaces across the UK
The award is managed by environmental charity Keep Britain Tidy.
The Green Flag is a quality mark for best-managed, cleanest and safest parks and green spaces in the country.
posted by Radio Jackie News Team @ 9:09 am
Top of Radio Jackie News page here.
of many reasons why we are so useful to South West London...
our very own news team bringing you stories that are relevant to you
and your area.
If you have a press release
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text: We caught up with our head colourist, Giacomo, to ask some of your burning questions about colour right now. What advise have you got for a client worried about root regrowth? Balayage can be a very good option and an opportunity to move away from more traditional colour technique such hi-lighting and tints. You can also minimise your root regrowth by choosing a shade very close to your base colour. What colours are you seeing on trend in the salon right now? Ash blondes are in at the moment and our colour house, Schwarzkopf Professional have some beautiful shades. What should a client think about for their consultation? Consultations are very important for us to spend time looking at the colour options to achieve the look you are after and includes a skin patch test to avoid any issues. We are highly trained to also consider your skin and eye colour to help suggest colours that would compliment you, but if you can bring a picture of hair styles, colours and colour techniques you like, as they always help to get a better idea of what you want to achieve. What tips have you got for colour care at home? We always recommend Philip Kingsley Elasticizer and we will prescribe you a colour friendly shampoo and conditioner to help lock the colour in. What advise have you got for those with damaged hair to help restore the health of their hair? We offer a Schwarzkopf FibrePlex treatment which restore health to your hair and then allows us to colour the hair. Occassionally, we may need to do a course of treatments to rectify issues and prevent breakage before completing any further colouring service. It's important to have your hair look it's best. What is your most favourite colour job? Subtle Balayage it's simply classy. Want to know more about all the different key colour techniques and what they really mean? Read this great guide from Layered and book in for your colour consultation.