Allín Valley Town Hall / Ekain Jiménez Valencia + Patxi Lapetr…

first_img Projects Spain Houses Year:  Allín Valley Town Hall / Ekain Jiménez Valencia + Patxi Lapetra IriarteSave this projectSaveAllín Valley Town Hall / Ekain Jiménez Valencia + Patxi Lapetra IriarteSave this picture!© Berta BuzunarizHouses•Spain Save this picture!© Berta BuzunarizThe presence of the healthcenter also affects the design of the proposal, in terms of its location on theplot. The orientation of the health center is respected above all, so that thetown hall becomes part of the whole. The access to the town hall is marked bythe alignments of the health center, so that there is a frontal approach to thebuilding from the outside. Both buildings form a new place with clearly civiccharacteristics, regardless of the size of the project. And this new place, thisplot, serves not only as a basis for these buildings, but also as a new smallpublic area for the citizens. Architects: Ekain Jiménez Valencia, Patxi Lapetra Iriarte Area Area of this architecture project Similarly, the exterior is intended to be areflection of that fact, placing value on the representativeness of thebuilding, avoiding activities beyond the strictly necessary: the container isthought of as a small concrete box, whose striated texture gives the building acertain domestic character. The number of openings has been reduced to aminimum, leading to the opposition of wall/opening in each of the facades. 2010 2010 ShareFacebookTwitterPinterestWhatsappMailOr Clipboard Save this picture!PlanProject gallerySee allShow lessWood Summit Smaland ConferenceEventVideo: One World Trade Center Tops OutArticles Share + 23 Share CopyConstruction:Fco. Javier Vivar ToméClient:Ayuntamiento del Valle de AllínConstruction Company:Excavaciones Fermín Osés, SLBudget:282.119€Country:SpainMore SpecsLess SpecsSave this picture!© Berta BuzunarizRecommended ProductsWoodAccoyaAccoya® CanalsCoffee tablesBoConceptMadrid Coffee Table AD23Residential ApplicationsULMA Architectural SolutionsPolymer Concrete Facade in Diagonal TowerText description provided by the architects. The project originates from a compact anddefined volume that brings together the entire program in two levels of 150square meters each. The main objective is to organize the program optimizingits functionality without design concessions that hinder the clarity of uses.The ground floor covers the most public uses of the program (administration andpublic service area, offices, multipurpose room and restrooms). On the firstfloor are the plenary hall and archive, as well as restrooms.center_img “COPY” Save this picture!© Berta BuzunarizIt is therefore a town hall thatarises from a strong and defined volume, but whose composition graduallyreduces rigidities without reaching an excessive domesticity, whose small sizehelps its reading, and where the dislocation of symmetry gives the buildingsome ambiguity which removes us from the idea of unique power. Save this picture!© Berta BuzunarizThe elements that define the interior space are exclusivelylimited to meet the requirements of functionality and comfort, avoiding anyunfortunate idiosyncratic actions, based on the “law of least effort”. “COPY” Save this picture!© Berta BuzunarizThus, what is a simple and abstract volume atfirst, becomes an inhabited object through the combination of openings and thestriated treatment. CopyAbout this officeEkain Jiménez ValenciaOfficeFollowPatxi Lapetra IriarteOfficeFollowProductConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesSpainPublished on May 14, 2013Cite: “Allín Valley Town Hall / Ekain Jiménez Valencia + Patxi Lapetra Iriarte” [Casa Consistorial del Valle de Allín / Ekain Jiménez Valencia + Patxi Lapetra Iriarte] 14 May 2013. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogSinkshansgroheBathroom Mixers – MetrisVinyl Walls3MVinyl Finish – DI-NOC™ EffectPartitionsSkyfoldIntegrating Operable Walls in a SpaceBricksEndicottBrick Facade at the Bruce Nesbitt African American Cultural CenterBathroom FurnitureBradley Corporation USAToilet Partition CubiclesSkylightsLAMILUXGlass Skylight F100 CircularLightsLouis PoulsenOutdoor Lighting – Flindt GardenRailing / BalustradesSolarluxBalcony Glazing – SL 60eUrban ShadingPunto DesignPublic Architecture in Residential ComplexDoorsLinvisibileLinvisibile Products in Palazzo VolpiChairshorgenglarusUpholstered Chair – diva 5-154Wall / Ceiling LightsHE WilliamsLED Downlight – 4DR RoundMore products »Save想阅读文章的中文版本吗?Allín山谷市政厅 / Ekain Jiménez Valencia + Patxi Lapetra Iriarte是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Allín Valley Town Hall / Ekain Jiménez Valencia + Patxi Lapetra Iriarte On the main facade, thiscondition of “representative opening” acquires a certain entity: the publicaccess is combined with the balcony that represents local power in a singleopening, thereby focusing the idea of “public power” of this type of buildings.Also, the apparent symmetry of the balcony and the access is subtly dislocated,avoiding a centrality that would lead to excessively redundant readings. ArchDaily ShareFacebookTwitterPinterestWhatsappMailOr Clipboard Area:  300 m² Year Completion year of this architecture project Year: last_img read more

J Residence / DK-LAB

first_imgCopyHouses•Jakarta, Indonesia Projects ShareFacebookTwitterPinterestWhatsappMailOr Clipboard ShareFacebookTwitterPinterestWhatsappMailOr Clipboard “COPY” Area:  977 m² Year Completion year of this architecture project 2018 ArchDaily “COPY” Indonesia Year: center_img CopyAbout this officeDK-LABOfficeFollowProductsWoodGlassConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesJakartaYakartaIndonesiaPublished on October 23, 2018Cite: “J Residence / DK-LAB” 22 Oct 2018. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogLouvers / ShuttersTechnowoodSunshade SystemsGlassMitrexSolar GreenhouseMetal PanelsAurubisPatinated Copper: Nordic Green/Blue/Turquoise/SpecialCoffee tablesFlexformCoffee Table – GipsyCurtain WallsIsland Exterior FabricatorsPace Gallery Envelope SystemWoodSculptformTimber Battens in Double Bay HouseStonesCosentinoSilestone and Dekton in Villa OmniaBricksNelissenInner Wall Bricks – LückingPanels / Prefabricated AssembliesULMA Architectural SolutionsAir Facade PanelsWoodBlumer LehmannData Processing for Wood ProjectsEducational ApplicationsFastmount®Hidden Panel Fastener at Massey UniversitySealants / ProtectorsTOPCRETMicro-Coating – Baxab®More products »Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Houses Architects: DK-LAB Area Area of this architecture project Save this picture!© Mario Wibowo+ 21Curated by Fernanda Castro Share Photographs Manufacturers: Alno, Eagon, LuxteelSave this picture!© Mario WibowoRecommended ProductsSkylightsKalwall®Skyroofs® – Specialty Skyroof® ApplicationsWindowsAir-LuxSliding Window – CurvedDoorsSky-FrameInsulated Sliding Doors – Sky-Frame ArcWindowsSolarluxSliding Window – CeroText description provided by the architects. The residential site of central Jakarta is characterized as a series of narrow and deep rectangular shape. As the narrow side of the site is on the front road side, when the building is actually seated, only the short side of the elevation is exposed from the entrance road, which is likely to lead to a design emphasizing frontality of the residence. In fact, it is the typical scenery of the area that shows only series of narrow elevational compositions configured with fence and frontal surfaces of the house.Save this picture!© Mario WibowoWe have started from how we can reveal the stereoscopic aspects of the house. A part of the front elevation is taken out to set back and the second floor mass that are not parallel to the road are projected out and recognized as a volume. While this approach may seem new to the area, it is obvious that it made a difference to the streetscape around the site.Save this picture!© Mario WibowoIt was also one of the key interests from the beginning that the travel in the direction of the long side from the entrance can be a significant architectural experience in this kind of land. It was intended for occupants to walk around many corners and navigate multi-leveled spaces through the nature until they arrive at the final destination, the living and dining area.Save this picture!First floor planTriangular cut in the roof and an outdoor court garden inserted in the middle of the house also give variations to volumes laid out on the site, which eventually make indoor spaces animated.In order to locate the outdoor programs like pool and gardens as close as possible to the living space, they dig into the mass and create a tight relationship with spaces around them.Save this picture!© Mario Wibowo The pool is closely surrounded by the living room right next to it and the master bedroom cantilevered out directly above. They create intimacy and coziness by being connected visually and physically.Main living room integrated with dining and kitchen area is also enclosed by pool and the court garden which draws a lot of light deep into the house.  Second floor library is connected to living room by opening above.Save this picture!© Mario WibowoAs a result, a variety of complex residential programs are stacked up three-dimensionally in a narrow and deep site but still have rooms to breathe and to feel the openness. That’s the significant strategy of how to convert the unfavorable site condition to more reasonable one.  The main stair is sitting in the center and trying to make people walk as much as possible to experience space with nature everyday. On the third floor, the triangular roofs were used for high ceiling rooms such as an indoor driving range, a gym and a theater. The stunning view from the terrace and the gaze overlooking the gym from the street serve as the main role of the third floor as objects on top.Save this picture!© Mario WibowoProject gallerySee allShow lessThe Roof House / MILODAMALOSelected ProjectsUMI / CAPDSelected Projects Share J Residence / DK-LAB Photographs:  Mario Wibowo Manufacturers Brands with products used in this architecture project J Residence / DK-LABSave this projectSaveJ Residence / DK-LABlast_img read more

Castle Cove House / TERROIR

first_img 2018 Pascale Gomes-McNabb Design, Pascale Gomes Interiors: Photographs:  Brett Boardman Photography Manufacturers Brands with products used in this architecture project SDA “COPY” Lead Architects: Builder Exterior and Interior finishing: Castle Cove House / TERROIRSave this projectSaveCastle Cove House / TERROIR Products used in this ProjectWindowsVitrocsaMinimalist Window – SlidingWindowsVitrocsaMinimalist Window – PivotingDesign Team:Robert Beson, Sarah Benton, Josh Lynch, Amanda Clarke, Alex Moore, Kirrill GrigarinHydraulic Engineer Design:Warren Smith & PartnersJoinery:RintoulMetalwork & Structural Steel Contractor:Salken EngineeringCity:Castle CoveCountry:AustraliaMore SpecsLess SpecsSave this picture!© Brett Boardman PhotographyText description provided by the architects. The history of the single-family house in Sydney during the last century is one that fuses an evolving approach to our relationship with the landscape with a history of experimentation in residential house design.  These two strands have come together most memorably in the occupation of the steep and often spectacular landscapes around the inner harbour and the modes of habitation made possible in the way these houses relate to their site and Sydney’s benign climate.Save this picture!Basement planThis project is sited in one of these classic Sydney contexts, Castle Cove, where steep ravines contain tributaries that flow through angophora bushland down to the harbour. The sandstone geology is omnipresent and takes many forms, from mighty escarpments to minor ripples in the bedrock. These landscape tectonics inform the design, where a concrete shell of irregular geometry steps around outcrops and contours, creating an indeterminate form that is distinctively new but also could equally be a strange object ‘unearthed’ in excavation. Either way, the concrete element reverberates with the site geometry while forming a built escarpment that provides a plateau for habitation. Save this picture!© Brett Boardman PhotographyThe concrete escarpment is roofed in a zinc membrane that folds over to form a smaller pocket to the rear containing private rooms.  Both materials will patinate over time, moving again from a “new” to “pre-existing” form. The infrastructural nature of this primary gesture has in its counterpoint the means of occupying the house through a series of crafted timber linings that enableoccupation of this concrete landscape with a spirit and glamour reminiscent of the California’s mid-century houses by John Lautner and others.   The resulting interior spaces connect inhabitants with the monumental and wonderous nature of the landscape yet still provide intimate moments for occupation that are so necessary for everyday life.Save this picture!© Brett Boardman PhotographyThese linings are further embellished with a number of steel, brass and mirror inserts that are like devices or instruments that start in the practical requirements of occupation, given their basis in linings, benches, windows and skylights.  The common thread through each instrument is the further diffusion of the concrete container both physically (in fissures and pockets that increase its porosity) and perceptually (through mirrors, skylights passing through all levels, openings that limit acoustic privacy) that serve to mentally expand the scale of the building.  In every case, the instruments serve to intensify the relation between occupants and landscape so directly established by the primary concrete form.Save this picture!© Brett Boardman PhotographyThis strong connection to place has also led to passive house strategies embedded in and intertwined through the form of the structure. The basement acts as a cold sink that allows for cool air to be constantly drawn through the main living spaces via floor vents and operable skylights purposely tilted north to draw heat and assist in the convection process. Combined with cross ventilation, generous overhangs, thermal mass, double glazing with internal and external blinds and a hydronic under floor heating system these passive strategies have produced a thermally stable environment for the occupants that requires little active power consumption.Save this picture!© Brett Boardman PhotographyProject gallerySee allShow lessManuel Lima on How Data Visualization Can Shape Architecture and CitiesInterviewsAxonometric Projections in Brazilian Architecture: 20 Examples on How to Visualize Y…Misc Share ESD Advice & Thermal Modelling: Area:  510 m² Year Completion year of this architecture project Year:  CopyHouses•Castle Cove, Australia Projects ShareFacebookTwitterPinterestWhatsappMailOr Clipboard Architects: TERROIR Area Area of this architecture project Save this picture!© Brett Boardman Photography+ 19Curated by María Francisca González Share Photographs Australia TERROIR, Pascale Gomes-McNabb Design, Pascale Gomes TERROIR, Pascale Gomes-McNabb Design, Pascale Gomes Products translation missing: ShareFacebookTwitterPinterestWhatsappMailOr Clipboard GD Concrete Concreter: Plumbing Contractor: Manufacturers: AutoDesk, Vitrocsa, ATLITE, Apparatus Studio, CDK stone, Modular Lighting Instruments, REHAU, elZinc, Earp Brothers, Euroluce, Greene Fire, Internal, Panles, Regipol, Veneer Panels, Vistrosca Callic Constructions, Ed Callanan ArchDaily Olding Constructions Electrical Contractor: Houses Structural Engineer: Innerwest Plumbing Lighting Design: SBE, Beckham Price Interior Styling: Castle Cove House / TERROIR CandSnee Gerard Reinmuth, Chris Rogers, Scott Balmforth Builder Concrete Structure: “COPY” CopyAbout this officeTERROIROfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesCastle CoveOn FacebookAustraliaPublished on July 03, 2020Cite: “Castle Cove House / TERROIR” 03 Jul 2020. ArchDaily. Accessed 10 Jun 2021. ISSN 0719-8884Browse the CatalogAluminium CompositesTechnowoodHow to Design a Façade with AluProfile Vertical ProfilesGlassMitrexSolar GreenhouseMetal PanelsAurubisOxidized Copper: Nordic BrownDoorsEGGERWood Laminate Doors in Molecular Plant Science InstituteStonesCosentinoSurfaces – Silestone® Nebula SeriesWall / Ceiling LightsLouis PoulsenLamp – LP RiplsWood Boards / HPL PanelsBruagRoom Dividers – Partition Wall MDFStonesNeolithSintered Stone – Mar del PlataWindowspanoramah!®ah! SecurityPanels / Prefabricated AssembliesULMA Architectural SolutionsMIS Facade PanelCarpetsFabromont AGTextile Floor Covering – Orbital® 07 COLORpunkt®LightsNorka lightingLuminaire – BelfastMore products »Save想阅读文章的中文版本吗?澳大利亚城堡湾住宅 / TERROIR + Pascale Gomes McNabb是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my streamlast_img read more

Fund Raising Realities Every Board Member Must Face: A 1-Hour Crash Course on Raising Major Gifts for Nonprofit Organizations

first_img AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Fund Raising Realities Every Board Member Must Face: A 1-Hour Crash Course on Raising Major Gifts for Nonprofit Organizations About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of Researching massive growth in giving.  15 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Howard Lake | 27 October 2007 | Newslast_img read more

Igor Rudnikov’s release confirms that victories are possible in Russia

first_img Russian media boss drops the pretence and defends Belarus crackdown June 17, 2019 – Updated on June 21, 2019 Igor Rudnikov’s release confirms that victories are possible in Russia RussiaEurope – Central Asia Condemning abuses Council of EuropeCorruptionImprisonedJudicial harassment Receive email alerts May 21, 2021 Find out more RussiaEurope – Central Asia Condemning abuses Council of EuropeCorruptionImprisonedJudicial harassment Listed as a “foreign agent”, Russia’s most popular independent website risks disappearing to go further News Help by sharing this information Follow the news on Russia Credit: Olga MALTSEVA / AFP center_img Organisation RSF_en News Two Russian journalists persecuted for investigating police corruption News June 2, 2021 Find out more News Читать на русском / Read in RussianWelcoming today’s release of Igor Rudnikov, a Russian journalist held on trumped-up charges for the past 20 months, Reporters Without Borders (RSF) demands an impartial investigation into the way he was persecuted and calls for a continuing campaign for the release of the six other journalists imprisoned in Russia.In an unusual and rapid succession of positive developments, Rudnikov’s release by a court in Saint Petersburg came just six days after investigative reporter Ivan Golunov’s release in Moscow.Ruling that there were no grounds for the charge of “extortion” on which Rudnikov was arrested on 1 November 2017, the court convicted him on the lesser charge of trying to abuse his influence and gave him a community service sentence that was much less than his time in preventive detention, with the result that he was immediately freed.“We are deeply relieved by Igor Rudnikov’s release,” said Johann Bihr, the head of RSF’s Eastern Europe and Central Asia desk. “Those who inflicted this ordeal on him must now be held to account. He was the victim of a relentless quest for revenge, which included being beaten and deprived of his newspaper. His release nonetheless confirms that victories are possible in Russia. We must continue campaigning for the six other journalists who are still imprisoned.”Rudnikov edited the weekly Novye Kolesa, the leading independent newspaper in Russia’s western enclave of Kaliningrad, and was well known there for hard-hitting investigative reporting, which had already resulted in his being the target of two murder attempts and many other prosecutions.Despite a lack of any evidence, Rudnikov was arrested when one of the region’s top police officers, Gen. Viktor Ledenev, claimed that he had been the victim of a blackmail attempt by Rudnikov after the newspaper reported that Ledenev owned undeclared real estate assets. Hounded on all sides, Novye Kolesa was forced to close.Rudnikov was defended by Mass Media Defence Centre (MMDC) attorneys Tumas Misakyan and Anna Panicheva.Russia is ranked 149th out of 180 countries in RSF’s 2019 World Press Freedom Index. Related documents rsf_osvobozhdenie_igorya_rudnikova_06.2019.pdfPDF – 98.2 KB May 5, 2021 Find out morelast_img read more

These media are under constant threat

first_img Organisation Reporters Without Borders draws the international community’s attention to the constant danger to which many media throughout the world are constantly exposed and calls on governments to ensure that threatened media and journalists are protected. RSF_en Help by sharing this information They include Uthayan in Sri Lanka, Express TV in Pakistan, Radio Shabelle in Somalia, Dosh in Russia and Radio Progreso in Honduras. They and many others are repeatedly threatened and attacked by media freedom’s enemies. In addition to their constant struggle to provide their fellow citizens with coverage of local developments, corruption cases or human rights violations, the journalists employed by these news outlets must also fight for their physical safety and the freedom to work in an independent manner.The predators of press freedom who threaten them have two things in common – a refusal to accept criticism and a readiness to use violence against their media critics. Nigeria, Pakistan and Somalia – government failures and militia terror In Pakistan and Nigeria, armed groups that terrorize the entire population repeatedly target journalists in both their propaganda and their armed actions. In Turkey, the newspaper Agos continues to pay a price for its commitment to human rights.In 2014, Pakistan’s Express Media group was the target of ten physical attacks, some with heavy weapons, and six of its employees were killed. Attacks on its journalists are often claimed by the militant group Tehreek-e-Taliban Pakistan (TTP), which does not hide the fact that it is trying to prevent coverage that reflects badly on its image.Express News TV journalists Raza Rumi and Jamshed Baghwan managed to escape murder attempt targeting them in early 2014, but Yaqoob Shehzad, Khalid Khan, Ashraf Yusuf and Waqas Aziz did not. They were gunned down in broad daylight by individuals who were never identified or caught.In the reign of terror imposed by the Islamist group Boko Haram in Nigeria, the media are exposed to the threat of suicide bombings and their journalists become the targets of reprisals if Boko Haram does not like their reporting or suspects them of working for the security forces.Channels TV’s correspondent in the northern city of Kano was killed in January 2012 while trying to interview the victims of a series of Boko Haram attacks in Kano. Nigeria Television Authority reporter Zakariya Isa was gunned down in 2011. Bomb attacks on several newspapers, including ThisDay, The Moment and The Daily Sun, in Abuja and Kaduna also bore Boko Haram’s hallmarks.Agos, a Istanbul-based bilingual weekly that defends the rights of Armenians and other minorities in Turkey despite the murder of its founder and editor Hrant Dink in 2007, is the constant target of threats and smear campaigns by a range of ultra-nationalist and fundamentalist groups. Its website is also the target of cyber-attacks.A tireless advocate of democracy and national reconciliation, Dink was convicted of “insulting Turkish identity” shortly before his murder. Agos cannot count on the police, who did nothing do protect Dink although they had information that his murder was being planned. Predator states – critics hounded, constant reprisals For many media, the main threat comes from state authorities, who often use intermediaries in civilian dress to harass or attack them.This is the case with Uthayan, a daily based in Jaffna, in northern Sri Lanka, which was the only Tamil-language newspaper to keep going throughout the 1983-2009 civil war between the Tamil Tiger separatists and the regular army. It has never stopped covering controversial subjects despite being the target of acts of violence carried out with police and military complicity. What with abduction of its journalists, death threats, attacks on its offices, forced closure, destruction of equipment and smear campaigns, there is little that Uthayan has not endured and it continues to pay high price for its frequent revelations about illegal activity by the government and armed forces.In Somalia, the authorities have succeeded where the Islamist militia Al-Shabaab failed, eliminating a major source of independent and outspoken local news coverage by closing Radio Shabelle on 15 August 2014 and jailing its editor, Mohamed Bashir Hashi, one of the country’s best known journalists.Harassment of the station’s journalists is not letting up. Although recently released, Shabelle Media Network owner Abdiimalik Yusuf Mohamud and Radio Shabelle editor-in-chief Ahmed Abdi Hassan are still charged with incitement to commit crimes and break the law and could be detained again at any time and tortured by the National Intelligence and Security Agency.In Honduras, Radio Progreso pays dearly for criticizing the 2009 military coup. The station’s director, Jesuit priest Ismael Moreno, says that 15 of his employees have received death threats, forcing the station to adopt security measures. The police threatened Isaac Leonardo Guevara Amaya, Radio Progreso’s correspondent in the northern city of Tela on 18 February 2013.Despite repeated requests from the Inter-American Court of Human Rights, the government continues to refuse to take measures to protect Radio Progreso’s employees, one of whom, Carlos Mejía Orellana, was murdered at his home on 11 April 2014 after several death threats.Instead of addressing Radio Progreso’s urgent security needs, the authorities continue to gag its journalists and one of them, Albertina Manueles Pérez, has been the subject of judicial proceedings since June 2014 for an alleged act of sedition against internal security.Dosh must take risks to be only independent magazine covering political and social developments throughout the Russian Caucasus, a region prey to abuses by the security forces, an Islamist insurrection and widespread corruption. Since creating Dosh in 2003, Chechen journalists Israpil Shovkhalov and Abdulkhazhi Duduyev have been the targets of anonymous threats and constant surveillance. Members of their families have also been threatened and physically attacked.Dosh’s courageous local reporters are also under threat and one of them, Timur Kuashev, was murdered in Nalchik, the capital of the autonomous Kabardino-Balkar Republic, on 1 August 2014. When interviewed by Dosh’s reporters, many people refuse to give their name for fear of reprisals. Urgent need for security center_img News In November 2014, Reporters Without Borders urged the international community to appoint a special adviser to the UN secretary-general to ensure effective implementation of a new General Assembly resolution on the safety of journalists.Building on a resolution adopted in December 2013, the new resolution reaffirmed the concept of journalism as an activity that includes not only professional reporters but also “private individuals” and “a range of organizations.” It also reaffirmed the obligation to protect journalists in both wartime and peacetime, condemned the increase in attacks on journalists worldwide, and urged governments to do more to combat impunity for acts of violence against journalists.A total of 66 journalists were killed in 2014, bringing the overall number of journalists killed in connection with their work in the past decade to 720. January 16, 2015 – Updated on January 25, 2016 These media are under constant threatlast_img read more

Dr. Johnny Long chosen to receive ‘Healing Hands Award’

first_img Remember America’s heroes on Memorial Day Troy falls to No. 13 Clemson Published 11:00 pm Monday, June 10, 2013 Pike County Sheriff’s Office offering community child ID kits Dr. Johnny Long chosen to receive ‘Healing Hands Award’ Around the WebMd: Do This Immediately if You Have Diabetes (Watch)Blood Sugar BlasterIf You Have Ringing Ears Do This Immediately (Ends Tinnitus)Healthier LivingHave an Enlarged Prostate? Urologist Reveals: Do This Immediately (Watch)Healthier LivingWomen Only: Stretch This Muscle to Stop Bladder Leakage (Watch)Healthier LivingRemoving Moles & Skin Tags Has Never Been This EasyEssential HealthTop 4 Methods to Get Fortnite SkinsTCGThe content you see here is paid for by the advertiser or content provider whose link you click on, and is recommended to you by Revcontent. As the leading platform for native advertising and content recommendation, Revcontent uses interest based targeting to select content that we think will be of particular interest to you. We encourage you to view your opt out options in Revcontent’s Privacy PolicyWant your content to appear on sites like this?Increase Your Engagement Now!Want to report this publisher’s content as misinformation?Submit a ReportGot it, thanks!Remove Content Link?Please choose a reason below:Fake NewsMisleadingNot InterestedOffensiveRepetitiveSubmitCancel You Might Like FLOWING WATERS Although it appears a little low, the Conecuh River is still within normal variations for the season, according to officials…. read more Print Article Book Nook to reopen Penny Hoarder Issues “Urgent” Alert: 6 Companies Are… Plans underway for historic Pike County celebration “I greatly appreciate this award and this recognition but I don’t know why I was chosen. There are many who are more deserving than, I am,” he said.However, the award’s recognition of those who motivate others to great achievement is tailor made for Long. His goal as an educator is, and has been, to motivate and inspire his students to achieve their goals.As a teacher, Long said that he taught his students all he knew and then let them take it from there. Email the author Sponsored Content Latest Stories Dr. Johnny Long, director of bands emeritus at Troy University, has been chosen to receive the ASF Foundation’s Healing Hands award, which is the highest award the Foundation offers.Dr. LongThe Healing Hands Award is recognition of unique actions taken by individuals to promote the concept of healing grace, comfort and inspiration to others or of motivating others to great achievement.In true Dr. Johnny Long fashion, he quickly turned the recognition from himself to others. “If students only learn what their teachers know, then we would go back to the Stone Age,” he said. “What I have always tried to do is create a spark in my students so that they would want to excel. Students have to be motivated to set goals and be inspired to reach them.“I learned so much from my students who were brighter and more talented than I am. What could I teach them? They knew more than I did. All I could do was motivate them to do the things they were capable of doing, to do what they wanted to do and be what they wanted to be. If I did a good job of that, then that is my reward.”Long said that his greatest thrill comes from seeing his students grow in knowledge and excel in life.“Right now, two of my boys are president of state bandmaster associations and several of my students have received teacher of the year awards,” Long said. “My goal has always been to see my students excel. That’s what it’s all about. Not me.” By The Penny Hoarder Skip By Jaine Treadwell Long credits his mother as the one who motivated and inspired him to excel and his list of achievements is long and storied.He has dedicated his life to service and has been a leader in the Troy community for years. He has served as president of the Troy Chamber of Commerce, the Troy City Board of Education and the Troy Rotary Club. He is a past commander of VFW Post 96 in Montgomery.Long is an Eagle Scout, which he said is one of his most distinguished achievements. He has been a strong supporter of the local Boy Scout troops. He served as the director of the Southeast Alabama Community Band until he stepped down this year.Long has served Troy University as director of the famed “South of the South Marching Band,” as the dean of the School of Fine Arts and as the distinguished professor of music emeritus. He is a past president of the American Band Masters Association, honorary president of the National Band Association and an honorary life member of the American Band Masters Association.Long is an inductee into the National Band Association’s Hall of Fame of Distinguished Band Conductors.In 2012, the Kennedy Center for the Performing Arts in Washington D.C. presented Long with the Stephen Sondheim Inspirational Teacher Award as one of the top 10 teachers in the nation.Two buildings on the Troy University campus are named for Long.Of all his achievements, Long said his greatest is his marriage of 62 years to Mary Lynn.The presentation ceremony for The Healing Hands Award will take place at 7 p.m. June 21 at the BJCC Arena in Birmingham during the ASF Foundation Opening Ceremonies XXXI on Alabama Public Television stations statewide.last_img read more

Glaxo training saves time for managers

first_img Comments are closed. A programme to develop the leadership skills of team leaders atGlaxoSmithKline has helped save line managers’ time. The development programme, introduced in October 2000 at the firm’sMaidenhead site, has given team leaders increased responsibility for staff. Asif Khan, people development adviser at GSK, explained that team leaderscan now carry out risk assessments, appraisals, holiday and absence managementand disciplinary procedures, which were previously the responsibility offirst-line managers. The four- or five-week programme has been staggered over a 12-month periodand gives participants the chance to do work-based assignments. Khan said, “The terms are gapped so that staff can practise the skillsthey have learnt in the classroom.” So far, 30 team leaders and seven first-line managers have entered theprogramme. The programme has also helped save the company more than £500,000 by cuttingthe number of temporary workers at the site and redeploying permanent staff,depending on the demands of various production lines. Previous Article Next Article Glaxo training saves time for managersOn 11 Sep 2001 in Personnel Today Related posts:No related photos.last_img read more

Making the grade

first_imgAsthe practice of forced ranking comes under the spotlight, Keith Rodgers findsthat it needs to be used with other measurement tools to be truly effectiveIf you’re in the bottom 5 per cent of performers at Siebel Systems, theSilicon Valley-based computer software company, you’d do well to start refreshingyour resumé. Every six months, using data aggregated from an ongoingperformance appraisal process, the company culls its lowest-ranking employees.Taking its lead from a process evangelised by Jack Welch, the former head ofGE, Siebel effectively forces its managers to face up to tough questions: whichemployees really add value to the organisation, and which are a drain? This process of ‘forced ranking’, adopted by a number of US companies, hascome under the spotlight over the last year as the economic downturn forcedcompanies to pay closer attention to their bottom-line costs. Criticised insome quarters for taking a mathematical approach to a complex human issue, inmany companies ranking is evolving into a highly sophisticated measurement activity,supported by a growing array of software tools and business processes. Moreimportantly, however, it’s now being viewed not as a standalone activity thatcan make or break individual careers, but as one part of an extensive HRportfolio that incorporates techniques such as competency profiling ande-learning. Carried out as an isolated management activity, forced ranking isonly as good as the metrics and management disciplines that underpin it: usedin association with other business measurement and workforce improvement tools,however, it offers organisations the chance to really leverage their humancapital assets. At a basic level, the processes behind forced ranking are deceptivelysimple. Each employee is set objectives against a specific timeframe: at theend of the period, they’re judged on a scale of one to five (or ‘a’ to ‘e’) asto how effectively they hit their targets. That ranking is used in both formalappraisal processes and to determine performance-related compensation. Inorganisations like GE, the data is also aggregated to provide a checklist ofwhich employees are failing to make the grade. In theory, by culling the bottomperformers, the company improves the average level of performance, raising thestakes for the rest of the workforce when the next review period comes round. In practice, however, the process is far from simple. To begin with, judgingemployees collectively assumes a level playing field that rarely exists.Managers in different departments may set objectives that vary widely in termsof how difficult they are to achieve, and measurement is rarely standardised.If two employees are told to improve their sales presentation skills, forexample, one may be judged merely on how they were ranked in a training session,another on whether they delivered a predetermined number of live presentationsand how the clients responded. Those are two different goals, and moreimportantly, two very different sets of measurement – one a formalised trainingprocess, the other a live sales scenario. The playing field is further distorted by market and geographic conditions.In customer-facing functions such as sales and marketing, the relativeperformance of individuals operating within the same division can be affectedby numerous regional factors: expand that on a multinational scale and thedifferences are greater still. Those variables have to be taken into account bymanagers as they set objectives, bringing a degree of individual autonomy to aprocess that theoretically should be standardised. Finally, the scientific framework that underlies forced ranking takes littleaccount of the realities of people management, a point stressed by Mark Geary,managing director of Hong Kong-based AsiaNet Consultants and a former senior HRexecutive at companies such as ICI, Ladbroke and Inchcape. He believes that thesystem can often be undermined because of the implications of poor ranking.”Most managers are loathe to rank people lower than ‘c’ because they don’twant to demotivate them,” he says. “Also, if the manager’s doing their job, they shouldn’t have to waitfor an appraisal system to see someone’s a ‘c’. And if they end up ratingsomeone as an ‘e’, what are they doing as a manager? That’s the weakness. Soyou end up tolerating under-performance. The whole area is a real can ofworms.” Proponents of forced ranking, however, argue that if the rightinfrastructure is put in place, many of these anomalies can be ironed out.Anthony Deighton, director of Siebel’s Employee Relationship Management (ERM)division in the US, argues that successful employee performance measurementrests on a combination of business processes and software tools, driven bywell-understood business objectives driven from the top down. Siebel, whichmarkets an ERM software suite built on the back of its own internal employeerelationship management applications, has established a top-to-bottom rankingprocess internally that includes a series of management checks and balances.Company-wide consistency in terms of the metrics deployed by managers isenforced through three processes – training and support from the HR department,executive review and load-balancing analytics that spotlight variances (seebelow). The fact that an employee is ranked low doesn’t necessarily reflect onthe manager, he argues – it may simply mean that an individual is in the wrongjob. More importantly, ranking also has to be seen in a wider context. Leavingaside negative attitudes, personality clashes and other “character”issues, the most common explanations for poor performance are that individualshave either been badly trained or that their skillsets don’t match therequirements of their role. By linking the appraisal procedure to learning,competency assessment and career development processes, organisations cantackle both the causes and effects of underachievement. Learning Management Systems, for example, provide the IT infrastructure forself-paced training and Internet-based virtual classrooms, and alloworganisations to monitor which individuals have taken which courses. Used inconjunction with other management tools, they can provide the basis for moreextensive performance analysis. Managers can link improvements in individualranking, for example, to the training courses undertaken by those employees,establish patterns and use that data to determine whether to extend thetraining programmes to other members of their team. There are caveats to thiskind of cause and effect analysis, of course. While there may be a correlationbetween sales staff who’ve gone on a particular training course and an increasein closed deals, the number of variables is high – on the one hand, the salesmay have closed anyway, on the other, failure to close a deal may reflect moreon the customer’s budgetary constraints than the quality of the sales pitch.That said, early adopters of this kind of HR analytics in the US argue that thecorrelations thrown forward have value simply in the fact that they raisequestions: finding the answers may require trial and error, but in many casesthose answers wouldn’t have been sought without the software application. AsDeighton argues, real value comes when analytics are translated into action: ifa specific training course appears to be achieving results, roll it outelsewhere and validate the proposition. “You need an organisationalculture which allows people the flexibility to make changes, where they cantest different things – you can’t create a culture where people are so scaredto act that they can’t do anything.” The training data that’s gleaned from Learning Management Systems also formpart of the information set needed to build competency profiles, which againlink back to the appraisal process. Typically, organisations define at a broadlevel the skillsets or profiles required for particular generic roles – theseare then customised by local managers for the specific requirements of thepositions in their department. The skillsets of the employees that fill eachpost are then matched against the checklist of requirements, highlightingdisparities in competency levels and providing guidelines for future trainingprogrammes, recruitment needs and career development. Populating the initialprofile database can be a daunting task – one US mobile telephone operatorestimates that it would take two people six months to build the templatesrequired for a 34,000-strong workforce. But the implementation timescales canbe radically reduced if employees are encouraged to build their own skillsprofiles, monitored by their line of business manager – that typically requiresan internet-based IT infrastructure that gives controlled access to relevantparts of the central competency database. Organisations like Hewlett-Packard,the Silicon Valley-based IT systems and services company, have already rolledout this kind of competency profiling system to its most senior employees,covering some 10 per cent of its total workforce (see web feature). While profiling has clear value at an individual level, the aggregate data isalso critical for gap analysis and workforce planning, providing seniormanagement with an understanding of organisational weaknesses and an insightinto the company’s capacity to expand its business or move into new markets.Again, if the competency management process is linked to a forced rankingsystem, the data will reflects not only skillsets, but also how effectivelyemployees’ deploy those skills in their day-to-day roles. As each element ofthe HR function is integrated in this way, the combined value of the analyticaloutput increases exponentially. Ultimately, this integrated approach to employee management extends beyondthe HR function and reaches right to the heart of business performancemeasurement. “The appraisal isn’t something that takes place on an annualbasis – it should be continuous,” argues Geary. “Do it the simple way– you don’t need to do a full, big review which takes an hour or two perindividual – but you should be doing a 15 minute review of the objectives thatforms part of the quarterly business review. It’s people that deliver on thecompany goals. Business performance consists of financial and peopleperformance, and the two need to go hand-in-hand.” Case studySiebel: forcing the issuesSiebel Systems, the US-based developerof customer and employee management software, has built its forced rankingsystem on the back of corporate objectives that cascade down from the top ofthe company. On the first day of each quarter, chairman and CEO Tom Siebelpublishes his corporate objectives, generated from an off-site executivemeeting. By day three, senior managers will have reviewed the objectives andcreated their own targets for their specific divisions. By day 15, all 8,000employees of the company will have created their own sets of objectives inconjunction with their managers. According to Anthony Deighton, director ofSiebel Employee Relationship Management (ERM), these objectives are reviewed ona frequent basis through the quarter at both an individual and team level.At the end of the quarter, employees write a self-assessment,and discuss how effectively they hit target with their line manager – theirperformance is measured against each objective, culminating in a one to fiveoverall ranking. Managers have the ability to override the automated rankingcalculation to take into account specific factors that may have influencedperformance, such as extended sickness.In addition to the formal ranking, the review also covers arange of other factors, including soft measures that are not objective-based.Siebel employs three techniques to ensure the ranking processis carried out as consistently as possible across the company. The HR department supplies relevant  documentation, web-based training and an employee helpdesk in aneffort to standardise objectives and measurement techniques. Additionally, allobjectives are reviewed by the next layer of management. Finally, the company’sERM software generates a ratings and distribution report, which highlightsbands and trends.”If someone has given everybody five, you make themjustify it,” says Deighton. “If the manager sees something is skewed,they can drill down, see details and reject a review.”This ranking system forms the basis of Siebel’s six-monthly‘cull’ of the bottom 5 per cent of employees.”We do the analytics, get the names, and then go andinterview them to find out if this is the right 5 per cent, or if there is adifferent set,” says Deighton. “This is not maths, it is people’slives – that 5 per cent is a blurred boundary.”Although the process may seem ruthless, Deighton argues that itis ultimately constructive. Few people who fail to make the grade are ‘bad’employees – maybe one-quarter or half a per cent of an organisation, hebelieves. Most of them, however, are simply in the wrong job for theirskillsets – and it may be there is no suitable alternative opening within theorganisation.”There has always got to be a bottom performer. You areforcing managers to think about their people – who is more of a drain than aplus? It is certainly seen as positive by the people who remain. If you do notdo it, the star performers will get frustrated and leave.” Related posts:No related photos. Comments are closed. Making the gradeOn 2 Apr 2002 in Personnel Today Previous Article Next Articlelast_img read more

Skills shortages hinders call centre growth in UK

first_imgTheeffectiveness and future growth of the UK’s call centre workforce is beingundermined by severe skills shortages and ongoing recruitment problems.Theskills issue has become so problematic that around 32 per cent of call centre stafflack the level of competence required to meet business objectives.Datagathered from more than 800 UK centres shows competitiveness is also sufferingbecause of a lack of staff, with 35 per cent reporting unfilled vacancies.Thedifficulties could be compounded further as the sector is expected to grow,with 43 per cent of call centre operations anticipating a need for more staffand 11 per cent complaining of recruitment difficulties.Theresearch, conducted by the e-skills UK Sector Skills Council for IT, telecomsand contact centres, shows the industry now employs more than 867,000 people,which equates to 3.1 per cent of the UK workforce.AndrewPalmer, sector lead for contact centres at e-skills UK, said employers shouldincrease training and development to make call centres more attractive toemployees.”Wemust focus on ensuring the workforce has the right skills, drive and motivationto deliver exceptional levels of customer service and to be competitive,”he added.Thestudy reveals that many HR departments in the sector are already committed tofurther training with 24 per cent planning to increase spending on staffdevelopment.E-SkillsUK has developed the Contact Centre and Career and Skill Framework to enablecontact centres to manage and develop their workforce’s skills.ByRoss Wighamwww.e-skills.comHRfactfileCallcentre workforce facts–51 per cent of staff are under 34 years of age, compared to the UK average of34 per cent–72 per cent work full-time–56 per cent are female–35 per cent of staff are based in the North of EnglandSource:e-skills UK Related posts:No related photos. Previous Article Next Article Comments are closed. Skills shortages hinders call centre growth in UKOn 3 Jun 2003 in Personnel Todaylast_img read more