Guide prompts more strategic approachOn 16 Sep 2003 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article Local government employers are to benefit from new workforce planningguidance to help them adopt a more strategic approach to meeting staffshortages. The Employers Organisation for local government (EO) has launched the Guideto Workforce Planning in Local Authorities, which is designed to help employersassess how many employees are, and will be needed, and to ensure sufficient andappropriate training and development is provided. It also aims to assist authorities in coping with peaks and troughs insupply and demand for different skills while retaining employees, andidentifying longer-term workplace accommodation requirements. The guide will help councils link their HR policy to business strategy toenable the delivery of improved services. Kelly Sandiford, assistant director of skills and development at EO, saidthe document would help local authority employers create a more systematic approachto filling skills gaps. She said that Comprehensive Performance Assessments of local authorities hadshown that better results were achieved when local government undertookworkforce planning. “Authorities have to recognise that they deliver their services throughtheir people, and without proper skills this cannot be done,” she said.”Workforce planning leads to workforce development, which in turn meansbetter service delivery.” Alan Warner, vice-president of the Society of Personnel Officers (Socpo) agreedthere was a need for greater workforce planning skills. He said the newguidance highlighted the need for councils to improve staff planning at a locallevel, but he warned that there was no crystal ball that could provide all theanswers. “Councils must make sure the information they gather is relevant andnot just academic, “he said. By Michael MillarWeblink www.lg-employers.gov.uk/publications
During the first quarter of 2020, the company brought two new wells online. (Credit: Pixabay) VAALCO Energy, Inc. (NYSE: EGY; LSE: EGY) (“VAALCO” or the “Company”) today provided an operational update including the successful completion of the South East Etame 2H workover and the release of the drilling rig used in its highly successful 2019/2020 drilling program.HighlightsSuccessfully completed a planned workover on the South East Etame 2H well and restored 2,400 gross barrels of oil per day (“BOPD”), 650 BOPD net revenue interest (“NRI”)(1) to VAALCO;Increased total Company production to approximately 5,400 BOPD NRI or 6,200 working interest (“WI”)(2) BOPD following the successful workover;Released the Vantage Drilling International Topaz jackup drilling rig on April 9, 2020;Produced 4,944 BOPD NRI, or 5,683 BOPD WI in the first quarter of 2020, near the high end of first quarter guidance (4,700 – 5,000 NRI);Reported sales volumes of 294,000 barrels of oil, net to VAALCO for the first quarter of 2020 as compared to 318,000 barrels for the fourth quarter of 2019;Reaffirmed full year 2020 production guidance at 4,400 to 5,000 BOPD NRI (being 5,100 to 5,750 BOPD WI), andExperienced no material disruptions in operations to date due to current worldwide COVID-19 crisis. The workover on the South East Etame 2H well successfully restored 2,400 gross BOPD All NRI production rates and volumes are VAALCO’s 31.1% WI less 13% royalty volumes.All WI production rates and volumes are VAALCO’s 31.1% WI.Cary Bounds, Chief Executive Officer, commented, “We continue to execute operationally and have restored 2,400 gross BOPD of production with the successful workover of the South East Etame 2H well. We have now released the Vantage drilling rig after completing the successful 2019/2020 drilling campaign and executing two workovers that restored production from wells that were shut in due to electronic submersible pump (“ESP”) failures. We have elected not to pursue any additional preemptive workovers at this time. We are proud of the highly successful and transformational drilling program that has added meaningful production and significantly reduced our operating costs per barrel. For the first quarter 2020, production was 4,944 BOPD NRI, which is 35% greater than our Q4 2019 average production and is our highest production since Q4 2015. This gives us confidence to reaffirm our full year 2020 production guidance of 4,400 to 5,000 BOPD NRI. In addition, our strong production has helped to lower our operational breakeven cost of approximately $31.00 per barrel and, coupled with our current hedge portfolio, positions us well to navigate through the uncertain macro environment we face today. Thus far, VAALCO’s operations have not been disrupted by the global COVID-19 pandemic, and we have managed through the logistical challenges that we have faced since the outbreak. VAALCO continues to put the safety of our workers and local stakeholders first and has contingency plans in place in the event that we are directly impacted. We remain committed to capital efficiency, controlling costs and optimizing production to ensure VAALCO generates long-term value for our shareholders.”Operational UpdateThe workover on the South East Etame 2H well successfully restored 2,400 gross BOPD, or 650 BOPD NRI to VAALCO, in line with the production level prior to when the ESP failed in early March 2020. VAALCO released the Vantage rig on April 9, 2020 and does not currently expect to perform any additional workovers in order to better preserve cash flow in the current uncertain environment.With the completion of the 2019/2020 drilling campaign and the successful South East Etame 2H workover, total Company production is approximately 20,000 gross BOPD or 5,400 BOPD NRI to VAALCO. During the first quarter of 2020, the Company brought two new wells online, experienced normal operational downtime associated with simultaneous production and drilling/completion operations and brought production back online as a result of performing two workovers. Production for the first quarter of 2020 was 18,298 gross BOPD or 4,944 BOPD NRI to VAALCO.During the first quarter of 2020, VAALCO had two liftings, one in January and one in February, but the next lifting for 85,000 barrels of oil that was scheduled for March was delayed to April 1st due to poor weather conditions. As a result, the sales volumes for the quarter were 294,000 barrels of oil, net to VAALCO as compared to 318,000 barrels for the fourth quarter of 2019, despite the higher production in the first quarter of 2020.Thus far, VAALCO’s operations have not been materially affected by the COVID-19 pandemic. The health and wellbeing of employees remains paramount, and as such, VAALCO continues to work with its regional partners to ensure the Company operates as safely as possible, applying best practice protocols as instructed by the respective governments. Source: Company Press Release
Home » News » Agencies & People » Leaked sales data from Purplebricks in Oz suggests it was 70% off target in June previous nextAgencies & PeopleLeaked sales data from Purplebricks in Oz suggests it was 70% off target in JuneThe parlous state of the Australian property market is making it difficult for Purplebricks to make headway in house sales sector.Nigel Lewis24th August 20180120,575 Views The Negotiator has been shown documents from inside Purplebricks’ Australian operation that shine a light on how far its sales teams have been behind their targets recently.Speculation within the Australian media has been rife in recent months, highlighting how the company may be having difficulties making headway as the Oz property market hits a rough patch.The listings achieved chart shown to us suggest that in June its territory managers achieved as low as 18% of their monthly listing target, and at best 46%.Property sales fared better in June, the figures reveal, but still didn’t hit target. In South Australia Purplebricks achieved 64% of its sale target and 50% in Queensland, although Western Australia, Victoria and New South Wales didn’t do so well.Trustpilot targetsThe document also reveals that Purplebricks’ teams are measured by the number of Trustpilot reviews lodged by customers, including targets to reach every month, indicating the review site is much more part of its business model than previously thought.These figures follow a story in the Australian Financial Review (AFR) newspaper yesterday detailing the largely unflattering experiences of a former Purplebricks employee.The company’s Australian CEO Ryan Dinsdale last night circulated a memo to staff in Oz highlighting his displeasure at the coverage, saying: “You may have seen that the AFR have published another article today.“Despite having a right to respond to such content we were sadly not given any opportunity by the AFR and the article was printed without any balanced, factual comment from Purplebricks.“In any event, what is clear to me is this article simply highlights that there are a small number of former agents who don’t share our values as a business.“While it might suit the agenda of some of those who have left the business to be critical of our model, as you all know, it also comes down to personal and professional accountability as a professional agent.” Ryan dinsdale purpelbricks Australia August 24, 2018Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Hong Kong remains most expensive city to rent with London in 4th place30th April 2021
Perhaps believing that an Englishman’s home is his castle, five former staff at Castles Residential Sales & Lettings have returned to the Swindon agency.Whilst they each had their own reasons for leaving, the reasons for returning are consistent; they say that ‘nothing can measure up to the tenacity of Castles MD Mark Noble and his professional, proactive approach to promoting property’.Austen left Castles after four years to broaden his horizons, but returning home to Castles after one year. Austen said, “What I love about Castles is the confidence that the sales team gives me, marketing property immediately. Quite often, we achieve first day viewings in advance of the property being displayed on the internet.”Ben Deacon left 12 years ago to be a Branch Manager and enjoyed a period of time with an online agency but returned, saying, “I decided to come back to Castles due to the passion that Mark has displayed on the service side and truly believe that my online experience will make Castles the agent of choice for those seeking a traditional agent with online experience.”Simon Legge worked in the sales with Castles and moved over to run the Lettings department. He then left to further his sales career. After 18 months, he came back to Castles because, “It is a driven company and Mark wants to be the very best in the town for his clients and all of his team”.Tracey Vasko left in April 2018 but really missed her work, she said, “I love the exceptional level of service Castles provides and the level of commitment from the team” making my return to Castles in August 2018 a no brainer and I am now delighted to have been promoted to Lettings Manager.Guy Devine left in 2011 for geographical reasons and to put his daughter’s schooling first. He is now happy to return, “I never wanted to leave Castles all those years ago and I was delighted to return for a Managing Director whose passion and drive to be the best is infectious”.Mark Noble said, “When some agents are suffering in the current market conditions, Castles are getting stronger because these amazing people have taken the decision to come back to Castles and make a real difference for all our customers.”Mark Noble Guy Devine Ben Deacon Castles Castles Residential Sales & Lettings Simon Legge Swindon agency Tracey Vasko January 15, 2019The NegotiatorWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles Letting agent fined £11,500 over unlicenced rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Home » News » Agencies & People » Castles’ boomerang staff previous nextAgencies & PeopleCastles’ boomerang staffPerhaps believing that an Englishman’s home is his castle, five former staff at Castles Residential Sales & Lettings have returned to the Swindon agency.Sheila Manchester15th January 20190510 Views
Below Are Felony Cases Filed By The Vanderburgh County Prosecutor’s Office Zachary Lee Tyler Page: Domestic battery (Level 6 Felony), Intimidation (Level 6 Felony)Terress Palmore: Unlawful possession of syringe (Level 6 Felony), Auto theft (Level 6 Felony)Lance Randall Delay: Residential entry (Level 6 Felony), Criminal mischief (Class B misdemeanor)Morris Estil Anderson: Strangulation (Level 6 Felony)Steven Wayne Sharp: Maintaining a common nuisance – controlled substances (Level 6 Felony)Ronald Joseph Kissel: Criminal confinement (Level 6 Felony), Domestic battery (Class A misdemeanor)Phillip George Damiano: Possession of methamphetamine (Level 6 Felony), Possession of paraphernalia (Class C misdemeanor)Harley Dee Wiscaver: Possession of methamphetamine (Level 6 Felony)FacebookTwitterCopy LinkEmail
WHATS ON YOUR MIND TODAY!EDITOR FOOTNOTE: “IS IT TRUE” will be posted on this coming Fridays or Monday.Todays READERS POLL question is: Do you agree with Dan McGinn, Mayor Winnecke and City Council that they should reduce the Homestead Property Tax Credit from 8 percent to 6 percent for 2017?Please take time and read our newest feature articles entitled “BIRTHDAYS, HOT JOBS” and “LOCAL SPORTS” posted in our sections.If you would like to advertise in the CCO please contact us City-County [email protected] County Observer has been serving our community for 15 years.Copyright 2015 City County Observer. All rights reserved. This material may not be published, broadcast, rewritten or redistribute.FacebookTwitterCopy LinkEmail
WhatsApp By Network Indiana – August 8, 2020 0 180 Facebook Facebook Postponement of Mid-American Conference means no Ball State football “BSU” by Daniel Hartwig, some rights reserved The Mid-American Conference has postponed all scheduled fall contests, including the MAC championships, because of the coronavirus pandemic.This means Ball State University will not have fall sports this season.Ball State University President Geoffrey Mearns, said it’s important to prioritize the health and safety of student-athletes.“Unlike campus residential and academic settings, the field of competition can limit proper physical distancing and creates conflicts with the use of masks or face coverings,” said Mearns. “I respect the advice from our medical experts who have advised that this postponement is currently the safest path forward.”Ball State will be looking to bring sports back for the 2021 Spring semester.The MAC postponement also means the Notre Dame vs Western Michigan game scheduled for Sep. 19, is also cancelled. CoronavirusIndianaLocalNews Pinterest WhatsApp Twitter Twitter Google+ Pinterest Previous articleSheriff: Alcohol factor in crash that injured Union teenagerNext articleSen. Bray: Schools without in-person classes could have funding cut Network Indiana Google+
Related To make their own jump forward, Jones, Pierce, and co-author Ken Angielczyk from the Field Museum in Chicago needed to compile their own elaborate set of puzzle pieces. They needed data gleaned from fossils from around the world.“We had to search down vertebral columns that were preserved end-to-end and were almost 100 percent complete with no breaks in them,” Pierce said. “We collected this data over a three-year period … by going to a lot of museums and looking at a lot of fossils from different points in time.”Specimens came from Germany and the United Kingdom, South Africa and South America. But no matter where the team gathered bones, they often ran into the same problem: poorly preserved fossils. It turns out early paleontological methods of displaying fossils — painting them, or plastering over them, or running wire through them to make them stand upright — aren’t ideal if you want to actually study the bones.“There’s a reason nobody has studied the vertebrae before,” Jones said with a laugh. “Often we had to use micro-CT, which is similar to a CAT scan you would get at a hospital but much more powerful, and digitally remove these vertebral columns from the rock.”But now that the scientists have the extensive data set, all sorts of lines of inquiry are emerging. Their new publication in Nature Communications is actually the second paper to come from the data — the first, published in Science, revealed the evolutionary history of the regions that make up the mammal backbone. The team is planning more research, but could spend years excavating insights from this data set alone.“It’s a career’s worth of data,” Jones said.This research was funded by the National Science Foundation. When tetrapods stepped out of the sea, limb structures simplified and musculature became complex to handle gravity Painstaking research reveals extinction of dominant species allowed others to evolve rapidly Breaking down backbones Study examines how mammal backbones changed during evolution Researcher connects the dots in fin-to-limb evolution How did simple, single-celled microorganisms become complex schools of fish and Brazilian monkeys — and us? It’s widely believed that the process of evolution always took place over eons, with random advantageous variations eventually becoming incremental shifts toward greater complexity. But that might not be the case.For Stephanie E. Pierce Thomas D. Cabot Associate Professor of Organismic and Evolutionary Biology and curator of vertebrate paleontology in the Museum of Comparative Zoology, and research associate Katrina Jones, clues can be found in the backbone, or more specifically, the evolution of the astoundingly intricate mammalian vertebral column. The researchers recently published a paper in Nature Communications that tests seven hypotheses of how that may have taken place.“This is a fundamental paper on understanding how this complex feature in mammals evolved, but it is also a great model system for understanding the evolution of complexity more generally,” Pierce said. “You go back into really old textbooks, even old vertebrate paleontology textbooks, and people will write, ‘Mammals’ vertebrae are really complex, and their ancestors’ were not.’ But there’s no in-between there. We are trying to get at the in-between.”Often people have assumed complexity developed slowly over time — creating the impression of, as Jones said, “an unstoppable evolutionary law or an inevitable thing that’s happening all the time.” But Jones and Pierce’s data set indicates complexity in mammals and synapsids (the clade to which mammals belong) made quicker jumps forward than broad-scale trends in evolution suggest.The biggest leap in vertebral complexity happened in cynodonts, the extinct forerunners of mammals that first evolved more mammal-like active lifestyles. This jump, plus a correlation between metabolism and complexity in living mammals, hints that increasing activity levels may have triggered the evolution of complexity.“An important thing to understand is that evolution doesn’t always happen at the same rate in every group and at every period of time,” Jones said. “But it is sometimes quite tricky to put all the pieces of the evolutionary puzzle together.” Fish teeth mark periods of evolution
August 2, 2002 will mark a very special anniversary for Tim and Diane Mueller, owners of Okemo Mountain Resort. An anniversary that will commemorate 20 years of ownership, vision, planning, implementation and growth – a true success story in the snowsports industry.Okemo first began operating in 1955, but the ski area’s greatest growth and success came about in 1982 under the ownership and management of Tim and Diane Mueller. Over the past 20 years, the Mueller’s have invested over $100 million dollars in the mountain to create a successful and award-winning mountain resort. Entrepreneurial spirit, paired with sensible hands-on management and a commitment to deliver the finest quality experience in an atmosphere of guest service and satisfaction, are key factors in Okemo’s incredible success story.While the Mueller’s were no strangers to resort development and operations, operating a ski area was completely new territory for them. Tim’s introduction to construction and development began in 1972, where he worked building roads, houses and other facilities for Powder Mill, a second home development in Londonderry, Vermont. From 1975 through 1982, Tim and Diane built and operated Point Pleasant, a destination resort in the U.S. Virgin Islands that Diane’s parents owned. But, in the spring of 1982, Tim and Diane were eager to return to Vermont to raise their two children, Ethan and Erica and were looking for an Inn business or lodge in the recreation/tourism industry –one that would have good growth potential. The Mueller’s knew from the beginning that Okemo had what they were looking for.On August 2, 1982, Tim and Diane took over the controlling interest of Okemo Ski Area and changed its appearance dramatically with the redesign and restructuring of the mountain facilities. Utilizing their skills and background in construction and development, Tim and Diane surrounded themselves with a management team of solid professionals and created a master plan that called for upgrading and expanding the facilities and constructing slopeside residences. Since 1982, they have added 70 new trails (complete with one of the largest snowmaking operations in the east), a modern and efficient lift system, award-winning children’s and ski school programs, first-class slopeside and mountainside residential units and an 18-hole championship golf course and facility. Skier/rider visits increased dramatically from 95,000 to 600,000. But the Mueller’s didn’t stop there. By combining the very same quality service and quality mountain product (a trend in the industry they are known for), they replicated their recipe for success at Mount Sunapee (NH) when they took over the operation of the mountain from the State of New Hampshire in 1988. With the addition of Okemo Valley Golf Club, Okemo’s vision for the future was realized. As a four-season destination, Okemo would promote economic growth and vitality in a manner that would also support sound environmental protection.Okemo’s success is not based solely on new lifts, trails, lodging and snowmaking, it takes competent management skills and employees who are dedicated to provide outstanding customer service and products for our guests, as well as willingness to work with the local community and local and state government officials. Tim and Diane have always credited their staff as their inspiration and for helping to set a standard of excellence in the operation of a first-class resort. It truly spells the difference between Okemo and other eastern ski resorts.The Mueller’s vision for the future is to create a four-season recreational facility that will promote economic growth and vitality in a manner that supports sound environmental protection — Okemo’s Jackson Gore expansion is an integral part of their overall vision. As Okemo continues to evolve, the Muellers stay focused on meeting the needs of their guests and to utilize the technology and facilities to do so. But, the expectations for perfection on the slopes comes with a high price tag as the industry has moved closer to 100% snowmaking coverage and increased services and amenities. Visitors to the region are searching for more diverse experiences and more year-round opportunities. Because people’s lives are hectic they seek more solitude, so the season is no longer just winter, it has become year-round which forces resorts to increase their summer offerings. Tim and Diane realized that Okemo’s overall success and identity, as a tourist destination was dependent upon an increase in its offerings and services and amenities.After 4 years in the permitting process, Okemo is finally launching its Jackson Gore expansion for the 2002/2003-winter season, with the addition of 6 new trails (complete with snowmaking) and a new highspeed detachable quad chairlift. Plus, the Jackson Gore residential units and new base area is expected to be complete during of fall of 2003. Upon completion, Okemo’s Jackson Gore will not only offer a tremendous amount of recreational opportunities, it will help the Okemo/Ludlow region to maintain a vibrant economy.As for Tim and Diane, they aren’t going anywhere else soon. They are looking forward to many more years of enjoyment and success in the Okemo/Ludlow region.
The Main Street Landing Company, located in Burlington, VT, is preventing pollution at a profit. And for their efforts, the company has won a national 2001 ENERGY STAR® for Small Business Award, presented by the U.S. Environmental Protection Agency (EPA). The ENERGY STAR for Small Business Awards recognize small businesses that effectively reduce their operating costs by increasing the energy efficiency of their business. EPA regional representatives are coordinating local awards ceremonies.The Main Street Landing Company is a redevelopment design and development team. Melinda Moulton and Lisa Steele, the founders of the company, enjoy the challenge of educating others about the importance of environmentally sound development that reflects the community’s image. To illustrate this concept, Main Street Landing incorporated energy-efficiency improvements in the original design of its 67,764 square foot redevelopment project for the City of Burlington’s waterfront area. Working to meet Efficiency Vermont’s 10% Challenge, Compact fluorescent lamps (CFLs), metal halide lighting, and T-8 fluorescent lights with electronic ballasts were installed. Occupancy sensors and LED (light emitting diode) exit signs were also included. Solar hot water is used throughout the facility, and an Energy Management System (EMS) allows use to be monitored. Recycled materials were used wherever possible and a radiant heated floor was installed. Additionally, the Main Street Waterfront project was landscaped with energy efficiency in mind.The upgrades save approximately $4,000 annually, and nearly 34,600 kWh of electricity. This prevents nearly 60,000 pounds of CO2 emissions per year. According to Steele and Moulton, “investing in energy efficiency is easy. Enormous amounts of information and resources were available from Burlington Electric Department and ENERGY STAR to insure that the redevelopment plan was done right the first time. Also, the investment in energy-efficient technology came back three fold: decreased energy costs, increased employee productivity, and the demonstration of our community conscious reputation.”Nominated small businesses were judged on the number of energy efficientupgrades made, cost savings per square foot, creativity and innovation. Jerry Lawson, Director of ENERGY STAR for Small Business said, “This awards program recognizes those who make the initial investment in energy efficiency and reach the goal—cost savings.”ENERGY STAR for Small Business is a free service of the U.S. EPA that helps owners and operators of small businesses and organizations cut operating costs through energy efficiency. For more information about the program, call1-888-STAR YES or visit www.epa.gov/smallbiz(link is external).