Previous Article Next Article Related posts:No related photos. High-performance cultureOn 1 May 2003 in Personnel Today Comments are closed. We asked HR operations manager Warwick Hall how BMW developed a new breed ofsupervisor to meet the skills demands of its latest engine plant in the WestMidlandsOne statistic sums up the training problem confronting BMW since it beganmanufacturing petrol engines at Hams Hall in Warwickshire three years ago. Only20 per cent of shop floor workers had received relevant training before beingrecruited, compared with 80 per cent at its sister plant in Steyr, Austria. Warwick Hall, HR operations manager at the UK plant, says the reason isobvious. “Walk into the average technical college in this country and youwill probably find the engineering department in mothballs.” Much of this dates back to cutbacks in engineering’s training infrastructureduring the late 1980s and early 1990s, which means fewer apprentices went on tobecome the experienced engineers of today. Even if people did arrive with therelevant background skills, additional training was necessary because of themuch deeper level of knowledge expected of them to perform the plant’s complexmachining and assembly operations. Without a suitable college network to fall back on, BMW has had to relyheavily on its own bespoke programmes to plug the skills gap. Huge resources have had to be allocated to foster a learning environmentamong the 650-strong workforce at Hams Hall. By 2005, around £20m is due tohave been invested in its training and development programme with 45 per centcoming from government grants. Hall says: “In the past, we had done a lot of work teaching peopleabout problem analysis and resolution but had not talked to them about thematerials, tools and manufacturing processes they were working on. What wasmissing was fundamental basic engineering knowledge.” At Hams Hall, semi-skilled workers are expected to look after and maintainequipment in their particular section of the plant to both increase a sense ofownership, and reduce dependence on maintenance staff. Jobs within each section are regularly rotated, making it much easier tocope with holidays and absenteeism because everyone ends up being able to doeach other’s job. FlexibilityThe key to managing such a flexible workforce has been the creation of technicalleaders, who are each responsible for between five and 20 people, depending onwhich area of the plant they are working. Their role includes guiding, coaching and deploying people within their areaas well as checking the quality of the processes they are responsible for.Disciplinary issues and formal appraisal of staff remain the responsibility ofmanagers. Hall says: “A technical leader understands and knows his area betterthan anyone else. He ‘owns’ the plant and equipment and makes any necessaryimprovements and changes. All our equipment here is very complicated, technicaland inter-related. A traditional maintenance person would come, perform themaintenance function and then leave. He does not have ownership in the sameway.” The mixture of technical and inter-personal skills needed for the job meansthere are few obviously qualified people to take on the role. Hall says: “They must have a technical engineering or maintenancebackground and a good knowledge of the production processes, the product andthe quality requirements. They must be good at planning with and working withpeople. We are looking for someone who has the empathy to understand andappreciate what their team members are going through, and be able to operate ontheir behalf.” He says the main dilemma when identifying potential technical leaders iswhether to go for someone who already has the softer, people-related skills andbuild on the technical knowledge, or to build on the softer skills in someonewho already has the technical background. Selection How then, has BMW selected and trained people for the role? Hall says mosthave a background as engineering apprentices and the initial intake was mainlydrawn from people who had already maintained and serviced the machinery. One option for candidates lacking the necessary technical background hasbeen to join the plant’s two-year mature apprentice scheme, which includes oneyear of full-time college. This has been developed because of the dearth ofrelevant engineering skills in the local labour market. The 31 people currently on the scheme are aged between 23 and 35. “Theystay on the same pay and we are giving them the ability to have a fresh start.It will bring them to the base requirement for consideration as a technicalleader,” says Hall. Assessment for this role includes aptitude tests and questionnaires.”We will observe them working with others in a team exercise and give thema personal interview as well as a technical one,” says Hall. “As andwhen we have a vacancy, we will put them into the role, under development,before they have any training.” At this stage, a mentor is assigned to give advice and, where necessary,help. “The mentor works in a different area of the plant, otherwise theywill know all the answers and simply tell you what to do,” says Hall.”If they work in a different area, they will have to question you to findout the problem. This gets you to find the answer yourself.” Technical leaders are given time to find their feet in their new role beforeattending formal training at Woodland Grange. Hall says: “Training is about doing the right thing at the right time,and there are a lot of things we can’t do in advance. We develop them intotheir role so they have an understanding of what they need. “Someone with some experience under their belt has an opportunity totalk with his tutors about those experiences, so they will come out with a muchgreater level of learning.” There is no formal validation of the technical leader training programme,although Hall says this is being worked on with the Engineering and MarineTraining Authority and could be introduced within two years. “The nextstep up is into a process or quality engineer type role, from where managementis the next progression. The best recognition they can get is when their workteam say they are doing a great job.” He denies the role creates resentment among shopfloor employees.”Technical leaders develop a good level of respect, upwards and downwardsbased on their knowledge, capability and competence. We have a differentenvironment here. There’s a culture of training.” Everyone is expected to achieve NVQ Level 2 in performing manufacturingoperations within a year to 18 months of joining. “We will put themthrough the necessary training for that, irrespective of whether they have theappropriate qualification, because we want them to understand the way weoperate,” says Hall. The plant’s training philosophy is simple – give employees the necessaryskills to perform at their best in their appropriate role. “I firmlybelieve people will do anything, provided you give them the right toolkit,” says Hall. Once a funding package for training had been agreed with the Government,partnerships were set up with Sutton Coldfield College and City CollegeCoventry to provide bespoke off-site training for the company in technical,engineering and business skills. Lecturers were brought in to complete thenecessary training. These colleges also run related BTEC and City & Guildscourses on site. Although the Hams Hall HR department is responsible for the foundation andinduction courses, all other training is run by outsiders. The plant has three training managers but no dedicated trainers of its own.The annual budget for training is £1.1m a year, or £1,500 per employee. Hall insists that neither the plant’s German-based parent group norgovernment training agencies such as the Learning and Skills Council havemodified the training programme to meet their own objectives. “The factthere was external support available was irrelevant. We have done nothing toimplement a skills, training or competence strategy because of externalinfluences.” He says the spin-off for the Government has been to enhance the regionalskills base. Applying a BMW blueprint to meet the plant’s training needs wouldnot have worked, because the skills base varies so much from country tocountry. “BMW wants us to build a high-quality product which is verycost-effective and attains the necessary business performance objectives,”says Hall. “It is up to us to encourage people to deliver that for them.What we do here is not the same as what we do in Germany, South Africa or theUS. It is observed by other plants, but it does not necessarily mean they will follow.”If someone does, then Hall’s advice is not to be too prescriptive. “Theprimary lesson for me is to go into these things with an open mind and be braveenough to allow your organisation to float and find its own level.” With technical leaders, this has meant allowing individuals to work out theboundaries of the role themselves, depending on the technical demands of theirwork area as well as the personal demands of the people they work alongside. CVWarwick hall2000 HR operations manager for Hams Hall1995 BMW manager responsible for the Hams Hall training projectFrom 1977 Various roles in industrial relationsand personnel management with Land Rover, Austin Rover and the Rover Group1974 Sales support engineer in UK, Europe and the Middle East 1968 Mechanical engineering apprentice Management training for technicalleadersAll technical leaders undergo asix-day training course to develop their management and interpersonal skills.The course is specifically tailored for the needs of Hams Halland is run by Woodland Grange, the Leamington Spa-based management trainingcentre. The main subjects covered are:– Managing Hams Hall’s processes and systems– Working with people and facilitating effective relationships– Playing a leading role in the development of fellow employeesLinda O’Shaughnessy, the centre’s head of management training,says: “It’s a very different type of training to that in technical areas.I think this area is often ignored in business; people are promoted because oftheir technical ability to manage others, without being given this type oftraining beforehand.”The BMW programme is highly interactive, using case studies andexisting situations for team and individual exercises. It is based around a‘buddy’ system, where trainees from different areas of the plant team up beforeand after the course. The idea is that any advice they give to each other will bemore dispassionate than any given by someone they work alongside. The course is split into two three-day segments. After thesecond one, trainees examine a problem specific to their work area which isusually concerned with managing people. They then give a PowerPoint presentation to managers and fellowtrainees about how they have dealt with, or intend to deal with, the problem.So far, nearly 50 people have participated in the course, which costs around£600 per person.
Property portal OneDome has signed up the UK’s largest house builder Barratt Developments to list on its growing platform as it claims to be the fourth largest portal for traffic and lead generation.The platform, which is one of half a dozen offering an alternative to Rightmove, Zoopla and OTM, says three of the developer’s brands will now list their properties.These are Barratt Homes, David Wilson Homes and Barratt London.OneDome has also recently begun listings agent and developer properties on Facebook’s Markeplace platform and that 1.7 million people visited its two main sites – OneDome.com and NetHousePrices.com, which it bought in July 2019 – generating a combined 170,000 buyer and tenants leads a month.“We’re really pleased to be listed with OneDome, helping to promote our homes and drive more enquiries,” says James Wallace, Group Head of Digital and Marketing of Barratt Developments.“As the country’s leading housebuilder we want to work with a wide choice of leading portals, making property search as convenient as possible for potential customers.”Babek Ismayil, OneDome Group’s CEO (pictured) says: “This is an important milestone for us, and one which provides us with an opportunity to further grow our property portal, and work with a reputable and high-profile brand.”The Barratt deal follows property portal sign-ups by several leading estate agency names last year, including the Andrews Property Group, Arun Estates, Coopers Residential, Hunters, Martyn Gerrard, Michael Jones, Robinson Michael & Jackson and Winkworth.one dom James Wallace Barratt Developments Babek Ismayil CEO January 22, 2021Nigel 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 Home » News » Marketing » Portals wars: OneDome says it is now No.4 after you-know-who previous nextMarketingPortals wars: OneDome says it is now No.4 after you-know-whoPlatform makes claim as it reveals that Barratt has signed up its three key brands to the portal.Nigel Lewis22nd January 202101,187 Views
By Maddy VitaleAnthony and Elena Kazoun definitely wrapped all of what Ocean City has to do for the holidays, into one day.And they loved every minute of it.“We went shopping. We got pictures with Santa. We did more shopping, and now we are going on a horse and carriage ride,” Anthony Kazoun said Saturday.Elena Kazoun just got done checking out some dresses at Making Waves, 836 and Asbury Ave., where some apparel was discounted by 50 percent, one of the many stores along the avenue that featured holiday discounts. The Kazoun kids, Anthony, 8, and Milana, 7, were all smiles as they got ready to head up Asbury Avenue for their next adventure. “Merry Christmas,” they said in unison, before heading to take a carriage ride. As days to Christmas tick away, shopkeepers are ramping it up with steep discounts. Festive music plays as the city’s landscape of wreathes, bright red ribbons adorning old-fashioned lampposts, and a white horse clip-clopping down Asbury Avenue taking people on fairy-tale like rides add to the holiday spirit.Free horse and carriage rides are one of the downtown holiday attractions.Dawn Mottola, an employee at Bella U, 838 Asbury Ave., a boutique that features jewelry, furniture and clothing, said business has been great. “This time of year is always busy,” Mottola said, while helping customers who strolled in. “There is a lot to do on Asbury Avenue. It is a busy season. It is just nice. It is a like a winter wonderland.”Larry Friedel, owner of 7th Street Surf Shop, 720 Asbury Avenue, said business has been very good.“Shopping locally is good. People don’t have to drive out of town. Ocean City is a great place and there are a good group of stores here,” Friedel said.Some hot gifts at the surf shop continue the trend of Yeti coolers and beverage container popularity. Another season pleaser – ukuleles and the young kids love the Onewheel, similar to a motorized skateboard, that gives a feeling of surfing but on land. Colin Devine, manager at 7th Street Surf Shop, said Ocean City’s events really help keep traffic to the downtown.“Ocean City does a great job making it a really cool little destination to come to,” Devine said. “It definitely helps business.” Meryl and Blue Vangelov. owners of Shriver’s say gift baskets are popular.Despite cool temperatures, shoppers strolled along the Boardwalk and perused the shops. Meryl and Blue Vangelov, owners of Shriver’s Salt Water Taffy and Fudge, 9th Street and the Boardwalk, had a few minutes to spare in between the hustle and bustle of managing the employees and navigating the floor. A steady stream of customers flowed in and out to pick out that favorite goodie to give as a gift. Boxes of homemade chocolates and their famous salt water taffy were as always, big hits.“It’s a great time to come in the store for some last-minute gifts,” Meryl, third generation owner of the landmark business. “We have great baskets and trays too.”There are all sorts of gift baskets. One was filled with macaroons, chocolate covered pretzels and chocolate kisses. For people who can’t make it into the shop they can always visit www.shrivers.com.Eleanor Sapienza, of Mays Landing, and her daughter Liz Sapienza, of Rhode Island, always make it a point to stop by Shriver’s a few times a year – the holidays are no different.“We always come for the taffy,” Eleanor said. “We love it.”Liz was busy looking at the different boxes of chocolates and settled on double dip mints for her mother-in-law and neighbors – and of course a box of taffy.Shriver’s, the iconic candy store on the Boardwalk, offers an array of holiday delights. Asbury Avenue businesses boast deals for First Day shopping.
Small firms have been turning to business grants as a secondary source of “free” money while bank funding remains hard to find. Specialist grants database GRANTfinder says enquiries from small businesses about how to secure grant funding have risen by a third in the past year.The first challenge is working out what is on offer and where the firms are most likely to be successful. The European Union offers an array of grants, as do the government, local and regional agencies and authorities. There are also many specialist grant providers, particularly for green projects. Government-funded Business Link provides advice, while many local papers publicise details of funds available.Firms should focus on the desired outcome when applying for example creating or retaining jobs, or improving local amenities. Some funders will want to visit your organisation and speak to staff.Another option is to use a specialist grants consultancy service. According to Chris Smith, joint managing director of Fuel technology company G-Volution, based in Bath, Somerset, the company used PNO Consultants of Wilmslow, Cheshire to help it find relevant grants. The £1m turnover firm, which employs 10 people and won a £40,000 Shell Springboard Award in 2008, last year secured £70,000-worth of funding through the Carbon Trust.The past couple of years have been difficult for businesses, so if there is money available and people are willing to help, then it makes sense to make use of it. But there is a real skill to applying. Some of the language can be hard to interpret.And small firms often fail to recognise that grants rarely provide 100% of the funding.Firms that don’t stick to the reporting requirements laid down by the grants body risk losing out on claiming the full grant available.
Lord Mayor, Excellencies, Ladies and Gentlemen.It gives me great pleasure to welcome our visitors to London, for the Commonwealth Heads of Government Meeting 2018.The biggest meeting of Heads of Government, of any kind, that the UK has ever hosted.From the Pacific Islands, to the British Isles, from the Caribbean to Central Africa, the Commonwealth is a community which spans the reach of global geography.And the entire breadth of the economic spectrum.A community united in its vast diversity, by a common heritage, and shared values of democracy and human rights.Tomorrow, I will chair a roundtable of heads of government and senior business leaders to reflect on key themes of this year’s summit.From boosting intra-Commonwealth trade, spreading inclusive growth, and how we can build upon our ‘Commonwealth Advantage’.That is, using our common language, institutions, trade ties, legal systems and values, for the common good of all our citizens.Because the fact is that together we have the capacity to do enormous good, and spread significant prosperity.We, the Commonwealth, represent a third of the global population.Half of the world’s top 20 emerging cities.And 60% of our population is under the age of 30.And the common-wealth is just that.Our commonalities mean as members we trade 20% more.Generate 10% more foreign direct investment.And enjoy costs of trade around 19% lower by comparison with non-Commonwealth relationships.And over seven decades we have used these deep ties to help newly independent countries develop their national institutions, make economic progress, and share common experiences with one another.But we cannot simply sit back and admire our achievements and past successes.We must look forward, and the Commonwealth must reform and change in an ever-changing world.We must continue to make the case for free trade as the best way to promote higher living standards amongst all of our citizens.And particularly we must look for opportunities to liberalise trade in services.We must ensure that our growth is inclusive.And at this Summit we have committed to increase opportunities for women to trade internationally.And to look at ways that we can tackle youth unemployment.And that it is sustainable.And we must prepare to embrace the changes of the technological revolution which is gathering pace around us.And ensure our economies, and our citizens, are ready to seize the opportunities that that revolution will bring.For example from FinTech – which has the potential to change the way in which our people and our businesses access financial services.Whether its cashless transactions between friends.Or sending remittances to family in other countries.I recently signed a FinTech Bridge between the UK and Australia.And we are exploring similar opportunities between the UK and India.And I hope we can encourage more of these agreements between Commonwealth countries in the years ahead.Because by working together in the Commonwealth we can be a force for good and for progress around the world.We can work together on the challenges that we face.Across the Commonwealth.Recognising our common values and needs.To grow our trade links.Unleash the talents of our populations.And strive to improve the lives of our 2.4 billion citizens, wherever in the world they live.We live in a time of extraordinary global change.The future offers incredible new opportunities, as well as immense new challenges to overcome.Our countries have dealt with the challenges of the past together.Now, as a Commonwealth of Nations, we shall win the future together.Thank you all for being here – and I wish you a productive and inspiring week.Thank you.
Free-from bakery brand Genius Gluten Free is launching “the largest ever above-the-line investment in free-from bakery”. The digital-exclusive campaign aims to educate people on the physical benefits of a gluten-free diet. Genius, currently the number one brand and growing at twice the rate of the category at 53.1% (IRI Grocery Free-From Bakery, MAT Value to 28 February 2015), aims to increase penetration and drive further category growth.The campaign will be live from Monday 18 May and will run for three months, incorporating a mixture of Video On Demand (VOD) spots across 4OD and ITV Player, YouTube and Facebook impressions, as well as targeted display advertising support aimed at reaching an audience of consumers considering a move to a gluten-free diet.The advert features three uncomfortable-looking, animated characters – a duck, a hedgehog and a robin, with the tagline ‘Bread shouldn’t feel like this’, designed to highlight the side-effects, such as bloating, often experienced by those with a gluten intolerance.The end-frame heroes Genius as a solution to help prevent the problems caused by coeliac disease or gluten sensitivity, allowing consumers to continue to enjoy delicious-tasting bread.Physical benefitsSteve Clarke, marketing director, said: “It’s our mission to ensure no one misses out on the joy of eating bread, which some people struggle with, due to the side effects of eating gluten, especially those with coeliac disease or gluten sensitivity.“Our latest advertising campaign is designed to raise awareness of this in a humorous and light-hearted way, educating consumers on the physical benefits gluten-free bread offers.“We’re already growing at double the rate of the category and, through building brand awareness with our new campaign, we’re confident we will continue to drive this growth forward.”
Do you feel it? Because you should. I’m talking about the rapid change happening all around us. As Michael Dell has said, “we are on the cusp of some world-changing breakthroughs.” But we’re not there yet. Today, businesses are grappling with this pace of change. New technologies are disrupting businesses in every corner of the world, and companies are facing existential questions about how they will survive in the modern, 21st century economy.Buoyed by ubiquitous technology and lower bars to entry, upstart disruptors are seizing market share from large, historical enterprises across every vertical. The ease of access to technology grants disruptors the operational speed lacked by large, legacy institutions – think of it like a speed boat against a cargo ship. To survive, companies will have to embrace digital disruption’s challenges, and that means they need to transform.In this new era of digitization, Dell EMC has classified four pillars of transformation: Digital, IT, Workforce, and Security. Supported by cloud-based everything, modernized data centers, smarter and more agile workforces, and predictive, proactive security, what we’re really talking about is, effectively, business transformation. That is why today’s IT organization is no longer just a business function, but it is the business — and the largest differentiator for future success.As a result, more and more industry leaders are not only earmarking transformation as a priority, but they are backing it up with resources and commitments.According to a recent, mutual study between Forbes and Dell EMC, 85 percent of global executives plan to spend up to 25 percent of their 2018 enterprise budgets on IT transformation. That is a sea change in the perception of IT and an enormous market opportunity. However, budgets are just budgets. Transformation requires a business commitment and the strategic resources to put ideas into action.Yet, too often, initial momentum hits speed bumps as CIOs and business leaders struggle to define and assign the scope of transformational projects. And the pain is real – 89 percent of senior executives acknowledge barriers prevent CFOs and CIOs from collaborating more closely on transformation. Most often, the debate comes down to one simple question we hear time and time again – “what’s next?”I am proud to say that Dell EMC Consulting answers that all-too-common customer question, having successfully delivered thousands of transformations over the years. We are privileged to serve as strategic advisors, embedding with customers to lend our knowledge and technical expertise along every step of the transformation lifecycle, and help them overcome digital disruption.Transformation is unique to every company, but at its heart is about three simple ingredients: people, process, and technology. Dell EMC Consulting bridges all three, partnering with customers to simultaneously focus on and deliver optimal business outcomes.By embracing the willingness to change, and committing to a transformational project, businesses will achieve a net win and position themselves for future industry leadership. Companies see significantly faster returns on their transformation investments, with a quarter registering paybacks within 12 months, according to the Forbes/Dell EMC survey.Digital disruption is changing the landscape of how businesses operate. Legacy enterprises are facing threats, but the good news is, they have a significant opportunity. Transformation is the strategic lever with which businesses can not only survive in the modern economy, but thrive as leaders and visionaries in their fields. With the right commitment, transformation and defeating disruption are possible.
California’s PG&E seeks approval for 423MW/1.7GWh of new battery storage projects FacebookTwitterLinkedInEmailPrint分享Greentech Media:Pacific Gas & Electric has asked California regulators to approve seven battery projects totaling 423 megawatts, or nearly 1.7 gigawatt-hours of energy storage capacity, to meet its share of a statewide procurement that must be brought online by late next year to assure statewide grid stability.PG&E’s 2020 System Reliability Request for Offers, filed Monday with the California Public Utilities Commission, represents a huge new addition to the utility’s battery fleet to meet the state’s resource adequacy needs starting in 2021. It’s the second major procurement from a California utility designed to comply with the CPUC’s order for 3.3 gigawatts of carbon-free resources to help meet grid reliability needs that will arise when four natural-gas-fired power plants retire next year to reduce their environmental harm to coastal waters.PG&E’s portfolio of new battery projects isn’t the biggest one meant to make up for those power plants, whose retirement has already been delayed by a year to allow clean energy replacement resources to be brought online. Earlier this month, utility Southern California Edison announced 770 megawatts, or nearly 3 gigawatt-hours, of storage from seven winning bids, most of them connected to existing solar farms. SCE has the largest share of procurement since it faces the more severe potential grid disruptions from closing the power plants.But PG&E’s new proposal does represent a major boost to a battery fleet that’s already set to be the largest in the world. PG&E’s major projects include a 300-megawatt/1,200-megawatt-hour project by Vistra Energy and a 182.5-megawatt/730-megawatt-hour project from Tesla being built near a natural-gas plant in the Monterey County community of Moss Landing.PG&E is now adding another 100 megawatts/400 megawatt-hours of battery plant from Vistra to be part of its new resource adequacy portfolio in the transmission-constrained South Bay/Moss Landing sub-area. It’s also adding three 50-megawatt/200-megawatt-hour systems to the existing 50-megawatt Diablo Energy Storage project being built by LS Power in Contra Costa County.PG&E’s new round of contracts, which must still be approved by the CPUC, is the third major storage deal to be announced just this month, including SCE’s projects and another nearly 3-gigawatt-hour procurement announced by Hawaiian Electric last week.[Jeff St. John]More: Vistra, LS Power top winners in PG&E’s 420MW storage procurement
Board to make appointments in April Board to make appointments in April The Board of Governors is seeking applicants for the following vacancies to be filled during its April 2 meeting: Supreme Court’s Bar Admissions Committee: One lawyer to serve a two-year staggered term commencing July 1. This Supreme Court committee, which is authorized under Rule 1-26.2 of the Rules Relating to Admissions to the Bar, coordinates the work of the bench, bar, law schools, and bar examiners. It consists of 13 members, two of which are designated by the Board of Governors.Persons interested in applying for these vacancies may download the application from the Bar’s Web site, www.flabar.org, or should call Bar headquarters at (850)561-5600, ext. 5757, to obtain an application form. Completed applications must be submitted to the Executive Director, The Florida Bar, 651 East Jefferson Streeet, Tallahassee 32399-2300 no later than close of business, Monday, March 8. Resumes will not be accepted in lieu of an application. Legislative Action Under Rule 2-9.3 (b) – (e), Rules Regulating The Florida Bar, active members of the Bar may file a specific objection to any legislative position adopted by the Board of Governors.Objections properly filed within 45 days of this News issue will be considered for a refund of that portion of mandatory membership fees applicable to the contested legislative position, within an additional 45 days. The Bar’s governing board has the option to grant the appropriate refund to an objector or to refer the matter to arbitration.The arbitration process will determine solely whether the legislative position is within those acceptable activities for which compulsory membership fees may be used under applicable constitutional law. The objecting member’s fees allocable to the contested legislative position will be escrowed promptly upon receipt of the objection, and any refund will bear legal interest.Any active member may provide written notice to the executive director of The Florida Bar, setting forth an objection to a particular legislative position. Failure to object within 45 days of this News issue will constitute a waiver of any right to object to a particular legislative position within this notice.The policy requires the Bar to notice such legislative positions in the next available News issue following their adoption.Pursuant to Standing Board Policy 9.21, on January 16, 2004 the Executive Committee of the Board of Governors approved the following position of The Florida Bar:11. Supports the creation of a specialty Florida license plate whose sales would benefit children’s legal services programs administered by The Florida Bar Foundation. February 1, 2004 Regular News
The credit union difference has always been about relationships.As part of the community, credit unions forge real bonds with their members. It’s so much more than a business arrangement. Credit unions get to know their members, and become personally invested in their families, their future, and their financial goals. Often times, true friendships are formed beyond the desk to community events and charity drives, all the way to birthday parties and weddings.Unfortunately, happy endings are usually only a sure thing in movies and love songs.How am I supposed to live without you? Sometimes, even in the best relationships, things don’t work out as hoped. Unfortunate events and unexpected circumstances can happen to anyone at any time, and they can make it difficult for any member to keep up with their financial obligations. As a credit union, having loans and credit card accounts that are slow to pay or not paying at all can put you in an uneasy position. Your credit union depends on those payments to stay in business and continue serving the community. However, the last thing you want to do is turn a member you’ve come to know and care about over to some cold collections service or law firm.My mama told me “you better shop around!” It’s important to look for a collections option that understands the unique nature of the relationship between credit unions and their members. Find an agency that is sensitive to the fact that good members do experience hard times. As a credit union dedicated to the people helping people philosophy, you want a collections staff that will treat your members with the dignity they deserve. Hire a team that won’t threaten or belittle members who already feel pretty bad, but rather will work with them, one-on-one, to figure out a way to pay off their delinquent accounts. Sometimes a member in tough financial times just needs an outside perspective to help them discover a solution they were too close to see.My heart will go on.Such collections alternatives do exist for credit unions. Companies like Creditors Resource Service (CRS), a part of LSC®. CRS has been working directly with credit unions for decades to recoup delinquent accounts and help members get back on their financial feet. As part of the Illinois Credit Union System, intimidating members is not how they operate. Most of their professional, certified collectors belong to credit unions as well. They will work with your members to get your funds and help right the ship, while you move forward with your business.Nothing from nothing leaves nothing.It’s true, having already charged off funds, hiring a collections agency can add additional heartache, and put a dent in your bottom line. Companies like CRS don’t assess any collections fees until member payments are made. That way, you can rest assured they are dedicated to recouping your funds as quickly as possible. We can work it out.Whether for delinquent credit cards, loans, or negative shares, it’s key to find a collections option that understands the unique nature of credit unions, and your relationship to all your members. It’s true there are those “members” who have no intention of paying you back. They probably weren’t true members, as most likely you didn’t have much of a relationship.Still, a once-good member struggling to make payments today, could be back on their feet down the road. You’d hate to lose them to a competitor when times are good because they felt abandoned when things were bad. Find a team that will treat them with respect and empathy, help them find a way to make their payments, and minimize your losses so that one day you might even repair that relationship and do business together again.After all, Tony Bennett said it best. Love is lovelier, the second time around. 31SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Bart Scott Bart is the Marketing Communication Coordinator for LSC in Naperville, IL. He has worked for the Illinois Credit Union System in various roles for nearly five years. Prior to his … Web: www.lsc.net Details