Heart of Bucks – Community Foundation for Buckinghamshire are opening a Flood Recovery & Awareness Fund designed to support charities and community groups affected by the floods.Other community foundations are responding to floods but not currently launching appeals.Steve Duncan, Chief Executive of Community Foundation for Calderdale, said: “Unfortunately this is our third serious flood in eight years and Community Foundation for Calderdale is well versed on managing an appeal and distributing grants to those affected.“We are initially giving out £200 emergency grants to householders and we are working with the Council to support businesses, offering £1,000 top up grants to £2,500 grants with funding they have received from the Leeds City Region Enterprise Partnership.”Fabian French is Chief Executive of UK Community Foundations, the national network of 46 accredited community foundations across the UK. Each year its members give around £100 million to charities, community groups and individuals.He said: “Whether assisting with emergency repairs, clothing, childcare equipment or furniture and white goods, flood recovery grants are crucial when it comes to supporting people to rebuild their lives following crisis and upheaval.“Community foundations are well-placed to provide emergency relief because they understand the needs of their locality and are able to convene with relevant partners and mobilise quickly. Being well-established in their communities, community foundations hold a position of trust and draw on existing relationships with local donors.” The Welsh Government has pledged up to £10m to helps affected towns such as Pontypridd and Monmouth.The National Flood Forum is a national charity that supporters flood risk communities. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis3 Community foundations launch emergency flood recovery appeals Nottinghamshire Community FoundationSouth Yorkshire’s Community Foundation Herefordshire Community Foundation Community Foundation for Lancashire Tagged with: community foundations Emergency Fundraising floods Community foundations across England are responding to the devastating and compounded impact of Storms Ciara and Dennis.Community foundations are providing emergency grants to assist individuals and families who have been displaced from their homes and/or had their properties damaged by flood waters. In some instances, the foundations are also raising funds for community rebuilding projects. Foundation Derbyshire Emergency flood recovery appealsCurrently, the following community foundations have launched emergency flood recovery appeals in response to the latest floods and/or are still fundraising following recent flooding.Community Foundation for Calderdale Other fundraising in the wake of floodingFlooding has affected Shropshire, with Coalbrookdale by Ironbridge suffering. In addition there is flooding in South Wales, with one campaign raising £30,000 for those affected.Film star Michael Sheen and Pontypridd MP Alex Davies-Jones have between them raised more than £80,000 in online campaigns. The money raised from Michael Sheen’s campaign will go to the Wales Council for Voluntary Action, of which he has been president since 2017. 441 total views, 3 views today Howard Lake | 18 February 2020 | News 442 total views, 4 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis3 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 GoodJobs.org.uk. Researching massive growth in giving.
UzbekistanEurope – Central Asia Organisation UzbekistanEurope – Central Asia New press freedom predators elected to UN Human Rights Council March 30, 2015 – Updated on January 20, 2016 Predator of press freedom holds on to power Follow the news on Uzbekistan “The day will come when our citizens will enjoy complete freedom, all civil liberties and above all press freedom,” Karimov said at an election rally on 25 March. But the promised day is not about to arrive.Uzbekistan’s leader since 1989, Karimov stops at nothing to enforce his implacable authority and reduce critics to silence. This includes arbitrary imprisonment, detention in psychiatric hospitals and widespread use of torture. Journalists pay a high price if they are tempted to take his professions of democratic faith literally. At least nine are currently detained. And they are not allowed to hope. Just as Mohammed Bekzhanov was about to complete a 13-year spell in jail in 2012, he was given an additional five-year sentence.Karimov is everywhere in the media, boasting of his government’s “achievements” and warning the public against “destructive forces” that threaten “national values.” Anyone daring to underline the prevailing optimism by challenging the bullish official statistics or by seriously investigating social problems takes a big risk.Independent journalist Solidzhon Abdurakhmanov was sentenced to ten years in prison in 2008 on a trumped-up charge of drug trafficking for covering the Aral Sea environmental disaster. Like most of the other detained journalists, he is in poor health and his condition is worsening.Independent and opposition websites have long been inaccessible in Uzbekistan and the regime continues to plug the holes – creating a new entity for monitoring communications, bringing mobile phone operators to heel, blocking tools for circumventing online censorship and launching repeated cyber-attacks on outspoken sites.Is this just cynicism or is it a worrying case of senility? The old dictator says he supports Internet freedom. But not all of his statements are so disconnected from reality. In an address to journalists in June 2012, he said, “choosing this profession (…) requires courage and self-sacrifice.” Nothing could be closer to the truth. Uzbek blogger facing possible 10-year jail term February 11, 2021 Find out more RSF_en Help by sharing this information Receive email alerts October 15, 2020 Find out more News More than six years in prison for Uzbek blogger who covered corruption May 11, 2021 Find out more President Islam Karimov did not even bother to amend the constitution, which limits him to two terms. After yesterday’s sham election, he is preparing to begin his fourth term without batting an eye. Uzbekistan faces many uncertainties but one thing is sure – this 77-year-old “predator of press freedom” will continue censoring and ruling with an iron hand until he breathes his last. (Photo: Alexander Nemenov / AFP) News News to go further News
Pinterest Previous articleThree County Council vacancies to be filled todayNext articleHarp’s Manager frustrated with weekend draw News Highland Google+ Guidelines for reopening of hospitality sector published Twitter Facebook Calls for maternity restrictions to be lifted at LUH Google+ Seanad candidates have until midday to decide if they’ll contest the election.Locally, Councillor Jimmy Harte will run for Labour on the Industrial and Commercial Panel.While, Seantor Brian O Domnhaill will run again for Fianna Fail.Highland Radio news understands that there will be no Fine Gael candidates from Donegal contesting.Labour nomination Jimmy Harte, says he’s hopeful of gaining a seat:[podcast]http://www.highlandradio.com/wp-content/uploads/2011/03/jimmyh1.mp3[/podcast] Need for issues with Mica redress scheme to be addressed raised in Seanad also Facebook Pinterest RELATED ARTICLESMORE FROM AUTHOR Two nominations from Donegal for Seanad elections News LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton WhatsApp Almost 10,000 appointments cancelled in Saolta Hospital Group this week Twitter By News Highland – March 21, 2011 WhatsApp Business Matters Ep 45 – Boyd Robinson, Annette Houston & Michael Margey
News UpdatesYouth Congress Leaders Move Kerala High Court Against “Exorbitantly High” COVID Test Rates In Private Labs Across Kerala Lydia Suzanne Thomas29 April 2021 9:22 AMShare This – xKerala Youth Congress Leaders and sitting Members of the Kerala Legislative Assembly Shafi Parambil and KS Sabarinathan have moved the Kerala High Court against the high rates charged for COVID-19 testing in the state. The plea, filed through M/s George Poonthottam and Associates asserts that after adding the constituents of the tests, the total cost for a test is below Rs 300, as against the prevailing rate of Rs 1700 per test in private laboratories. Antigen tests would cost up to Rs 125, it is argued, as opposed to the present rate of Rs 400- Rs 500. Referring Government Order dated October 21, 2020, the petitioners contend that the rates prescribed in the said order are exorbitantly high. Contending that the rates were fixed without any justification, the petitioners take the view that lack of regulation is what is encouraging collusion of the State Government with private laboratories and hospitals. “When all these datas were available with the Government, as part of a criminal conspiracy, Government had fixed the rate at Rs. 1,700/- which is exorbitantly high, which has resulted in exploiting the common man by private players,” the petition states. The plea points to the powers of the Chief Secretary of the State under the Disaster Management Act as well as the government’s authority under the Kerala Essential Articles Control (Temporary Powers) Act, 1961 and the Kerala Epidemic Diseases Ordinance, 2021 and avers that the government is empowered to regulate the functioning of private institutions in public interest. Citing rates of testing in Delhi, Orissa and Punjab, the petitioners seek a uniform rate of testing in labs across the state. “It is well within the powers of the State to declare that the laboratories undertaking RT-PCR Test and Antigen Test as part of Government laboratories and to fix the rate to be charged,” it is highlighted. Therefore, the petitioners seek, A quash on the order allowing private labs to charge Rs 1700 for testsA declaration that the pricing an RT-PCR Test at Rs. 1,700/- is exorbitantly high in light of the constituents, charges and rates prevailing in other states,A direction to the State Government to regulate charges in tune with those charged by the State’s institutions as these services are “in no way different from the services provided through such contracts” In the meanwhile, the petitioners seek a stay on the operation of the government order fixing rates that are chargeable by private players, and calls for a direction to the state to regulate prices.Indian Youth Congress Leaders Move Kerala High Court Against “Exorbitantly High” Rates of Testing In Private Laboratories Across Kerala.TagsRapid Antigen Test RTPCR COVID -19 Kerala High Court Next Story
RELATED ARTICLESMORE FROM AUTHOR WhatsApp DL Debate – 24/05/21 Homepage BannerNews Twitter Google+ An Post refuses appeal to save Culdaff Post Office Harps come back to win in Waterford News, Sport and Obituaries on Monday May 24th Facebook Arranmore progress and potential flagged as population grows Facebook By News Highland – October 15, 2018 Pinterest Previous articleOther options to be explored for traffic calming at local estateNext articleLetterkenny is “clean to European norms” – IBAL News Highland Important message for people attending LUH’s INR clinic Twitter WhatsApp Loganair’s new Derry – Liverpool air service takes off from CODA An appeal submitted to An Post for a review of the closure of Culdaff Post Office has been refused.A total of 33 appeals against the closure of Post Offices have been lodged nationwide.In Donegal, two appeals have been submitted to date.An independent review process is underway to assess applications submitted in a bid to retain some of the 159 post offices set to close across the country.According to the Irish Times, 11 villages have been told by An Post that their appeals have been unsuccessful – they include Culdaff in Co Donegal and Ballinful in Co Sligo.Meanwhile, a review has yet to be completed for Dunkineely Post Office.The appeals are being assessed by Paddy McGuinness, former chief executive of the Western Development Commission, and Tom Hobson, an adviser and consultant and villages have until the end of this month to formally seek a review of a closure. Pinterest Google+
Previous Article Next Article Winningtop table influence for training activities need not be a distant dream, as ourTD2000 campaign has shown. We look at how to make your mark on corporategovernance. By Lucie CarringtonWeall know that if our ambitions for training are to succeed we need the supportof our leaders on the board – it’s not rocket science. Theproblem is how to turn training into a boardroom issue. To some trainingmanagers a trip to the moon seems a lot more likely. However,Shari Casey, programme manager with Raytheon Training, responsible for theVauxhall College, maintains it can be done. Infact she has done it herself, twice – first when she headed up training at thecorporate banking division of NatWest, before the Royal Bank of Scotlandtakeover, and then in her current role providing management training toVauxhall Motors.Hersecret to gaining that vital support from an organisation’s leaders is toinfiltrate the corporate governance system. So at both NatWest, and nowVauxhall, training councils have been set up as boardroom sub-committees. Theyset the strategy for training – with some input from the training team who thenhave to make sure it happens.It’san idea she recommends to others for several reasons. It gives training andtraining managers tremendous clout within the organisation. Training – orlearning, as Casey prefers to think of it – becomes a business imperative ifthe board puts its weight behind it. LearningcouncilsItalso integrates learning into business strategy – that Holy Grail for thetraining team. It stands to reason, given that business leaders are focused onbusiness performance, they are going to insist that any time they spend on thefirm’s learning strategy is similarly focused. Thefirst step in setting up a boardroom learning council, says Casey, is finding adirector to champion training. “Training,like any programme, needs champions to lead from the top to push measuresthrough and ensure alignment to the business strategy,” she says.Thisdoesn’t seem to have been a problem at Vauxhall which is awash with champions,so enthusiastic are its directors, that the chief executive, personnel directorand manufacturing director all have a role. Caseygained the most senior ear at NatWest too. The divisional managing director puthis shoulder behind a training steering committee and ensured it became asubject for the board’s regular attention. “Heunderstood what we were talking about,” Casey says. He also made sure therewere enough senior people on the committee – including the finance andoperational directors. Mosttraining managers are going to have to work a bit harder than that. Identifyinga champion is one thing – selling him the idea is quite another. Itinvolves a great deal of lobbying, Casey warns, so be prepared to sound like abroken record. TheInvestors in People scheme could be a big advantage – it certainly was atNatWest, which was looking to achieve IIP. “Thismade it much easier,” Casey says. “Achieving a lot of the IIP indicators meantdirectors had to take this sort of interest.” Languageof businessButIIP alone is not enough. Trainers have to talk the language of business withtheir leaders. They have to talk about cost savings and business performance. AtNatWest, Casey was able to suggest a massive rationalisation programme thatwould leave service levels intact. Thesteering committee approved and training delivery was outsourced, leaving atraining department of two people – Casey and a colleague who between themworked out what training was needed and how to deliver it.It’snot just the board that needs convincing. There are often tremendous vestedinterests and local allegiances further down the line that need to be tackled. Thiswas certainly the case in NatWest, where some people had developed their ownlittle training empires and had a lot to lose, Casey says. There was alsotremendous duplication of effort – such as the 27 different coaching courses onoffer around the organisation. Itwas inevitable that a more centralised system would narrow this down, butmanagers had to be convinced that the new world order was in their interests.Therewere similar problems at Vauxhall, although Roger Woolnaugh is less eager tosuggest that what people were doing locally was necessarily bad – it simplyneeded sharing around a bit more.Vauxhall’straining council and the old NatWest approach will be the envy of many trainingmanagers, but it isn’t the only model for training to use in its pursuit ofbusiness leaders’ support, says learning and development director at theIndustrial Society Andrew Forrest.Forrestpoints to the example of Kent County Council, where each department head picksan annual theme for the business and pledges to support events – includingtraining – that further that theme.Onan even more basic level, it could simply be about persuading board directorsto open a course or participate in an action session. “You don’t need a lot ofsophistication, but you need to think about the connection between individualsand the business,” he says.RolemodelsForrestinsists that the real value directors add to the training function – perhapsmore important than sitting on a training sub-committee – is becoming rolemodels. “In organisations where directors are seen to continue their ownlearning, they set the tone for the whole place,” he says. Ifdirectors are to do this, then they have to be convinced that training pays andthat it is more than just a leap of faith. It’s one thing to link trainingprovision to business strategy, but it also has to be linked to businessperformance. Sadly,although training experts have been banging on about evaluation for years,little progress has been made.EvenCasey admits that at best it is possible to make some link between training andimproved productivity. But, for the most part, selling training to the board isabout risk aversion – the “what will happen if we don’t take trainingseriously” scenario.Thegood news is that the Chartered Institute for Personnel and Development isabout to launch a major study looking at if and how training pays. It followsrecent research into the bottom line benefits of HR policies, which has shownthat they have a bigger impact on profits than research and development. Itwill be a tremendous boost if CIPD can produce some similar evidence fortraining.Let’shope this research does come up trumps because without these hard facts andfigures, retaining board level support in times of financial crisis could provenigh on impossible. CasestudyCEO a driving force in staff developmentWhenit comes to a senior commitment to training, you can’t get much more seniorthan the chairman and managing director. But this is car manufacturer VauxhallMotors’ boasts.Giventhat he has been charged with encouraging business interest in the Government’sLearning and Skills Council, it is not surprising that CEO at Vauxhall NickReilly shows more than a passing interest in the training and development ofhis own workers. But it is significant.Itis Reilly’s interest in training that has breathed new life into the firm’straining council – a senior committee charged with setting training anddevelopment strategy for Vauxhall. Thetraining managers – about six people in all – are then charged withimplementing that strategy. “It has been tried before but without much successbecause it has not had sufficiently senior people on board to give it thatimpetus,” says education and training manager Roger Woolnaugh.ChampionsWithReilly’s support it has become a board level group. He has asked the personneldirector and one of the firm’s two manufacturing directors to become training“champions” in the firm. Theynow co-chair the training council which also counts among its members thefinance director and sales and marketing director, as well as Woolnaugh. Thecouncil has had one meeting so far with the second due this month, so it isearly days yet.WithWoolnaugh sitting on the training council, he and his colleagues are expectingto do more than tug their forelocks at the board. Woolnaughis working on some major ideas which he intends to put to them towards the endof the year. “Iwill be looking for their support, especially in their areas of influence,” hesays.Thereare big advantages to having this board-level interest. To start with, it givestraining more clout. It also makes it easier to link training strategy withbusiness strategy because this is what board members focus on. GlobalprioritiesAspart of General Motors, Vauxhall has signed up to GM’s “global priorities”. Oneof these is the idea that GM is one company and so good practice should beshared.Thetraining council can deliver this, not only in the direction it sets but in theway it works. Acentralised, top down training message stops people building up their owntraining empires. “If what they are doing is good, then why not share it withothers?” Woolnaugh says. Soone of the council’s aims will be to pull together all the good stuff that isgoing on in training in Vauxhall.Havingattracted the support and interest of the board, the challenge for Woolnaughand his colleagues will be in maintaining it. Herecognises the problem of competing priorities for board directors in a majormanufacturer, but is fairly confident that he can keep the council on course –afterall that’s what he’s being paid to do. “IfI have been given a job to do, then I have to challenge the organisation tosupport that job,” he says.Fornow he is happy with the interest the council is attracting. Withhalf a dozen directors on board and the CEO requesting face-to-face updates onthe council’s progress it would be churlish to complain. Take training straight to the topOn 1 Sep 2000 in Personnel Today Comments are closed. Related posts:No related photos.
Previous Article Next Article Companiesare focusing too much on the deal during a merger or acquisition to thedetriment of vital HR issues, a legal firm claims.Evershedssays the long-term success of these deals is threatened unless HR issues, suchas changing terms and conditions, Tupe, redundancy, relocation, unions andcommunications, are all dealt with adequately. There were 3,500 mergers andacquisitions in the UK last year.DavidBeswick, partner at Eversheds, which is holding its employers’ convention inBrighton this week, said, “There has been an avalanche of employmentlegislation over the past few years and, against a background of increasedemployee litigation, employers need to invest considerable time covering allthe bases.” Related posts:No related photos. Deals push HR issues asideOn 20 Mar 2001 in Personnel Today Comments are closed.