Tagged with: arts Awards competition About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis3 Melanie May | 15 December 2017 | News “We were absolutely delighted and honoured to have won Art Fund Museum of the Year 2017. We will always be proud of this achievement, as are the residents of Wakefield and Yorkshire. Winning this prestigious accolade was a fitting acknowledgement of the ambitious and passionate team at The Hepworth Wakefield, but also of our loyal and engaged members, patrons, supporters and local residents. The impact of winning has delivered even greater audience growth this year as the broad media exposure introduced the gallery to new people and convinced those who have long been meaning to visit to finally make the trip.” 123 total views, 1 views today Applications now open for Art Fund Museum of the Year 2018 Art Fund Museum of the Year 2018 has opened for applications, offering £100,000 for one outstanding winner and £10,000 to finalists to support future activity.Previous winners of the Art Fund Museum of the Year award have included The Hepworth Wakefield (2017), the V&A (2016) and the Whitworth (2015).The judging panel for the 2018 prize includes Ian Blatchford, Director of the Science Museum Group; BBC arts correspondent Rebecca Jones; artist Melanie Manchot; independent media consultant and Art Fund trustee Monisha Shah, and Art Fund Director Stephen Deuchar as chair. The shortlist of finalist museums will be announced in late April 2018 with the award ceremony taking place on 5 July 2018 at the V&A, London.Stephen Deuchar commented:“We believe that our museums and galleries are engines of cultural development in this country: centres of innovation, pioneering new ways of engaging with the public, and encouraging more people to understand and enjoy the diverse cultures of the UK. The search is now on for our next Art Fund Museum of the Year, and we encourage organisations nationwide to apply.”Applications will close at 12 noon on 6 February 2018.Simon Wallis, Director The Hepworth Wakefield, said: Advertisement 124 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis3
A little extraOn 1 Mar 2003 in Personnel Today Previous Article Next Article Themerger of the Halifax and Bank of Scotland brought HBOS into the financialworld, and, as John Williams, head of operational training, retail, reveals, italso gave him the greatest challenge of his career. Stephanie Sparrow reports Ask English television viewers who is the promotional ‘face’ of financialgiant Halifax and they will have little hesitation in identifying thebespectacled and cheerful Howard of the Sheldon branch who has reggaed his waythrough its TV adverts for the past couple of years. However, in Scotland it is a different story. Scottish viewers are as likelyto name a cool blonde in blue tartan check who has had only an short dalliancewith Howard (remember them flying over desert islands on the back of a giant swan?).This is a valid but rather flippant way of introducing the training andcultural challenges facing HBOS since it was formed from the £ 28bn merger in2001 of the Bank of Scotland and Halifax. Namely, how to function as oneoperation while respecting the identities and traditions of two businesses withstrong regional ties. Enter John Williams, head of operational training (retail) HBOS, tacklingwhat he admits is “the biggest challenge” of his career to date as hesought to implement a new counter system in 300 Bank of Scotland branchesthroughout Scotland. This part of the change programme, which started inDecember 2002 and is scheduled to finish in summer 2003, will involve 3,500employees from major Scottish conurbations to the Highlands. Following a 17-year long career in the Halifax, which has encompassed manyaspects of the business, Williams had a four-year spell in this training role.His retail training team (which is responsible for high street activity such asagencies and estate agencies) has grown from six to 33 members with 12 fullyfocused on the changes in Scotland. Williams places this team, many of whomhave a background in the branches, at the centre of the merged company,operating as consultants and working closely with the business on trainingneeds analysis and objectives and evaluation. He prides himself on his and theteam’s product knowledge which proved essential in understanding the trainingchallenges presented by a post-merger review. “After the merger there was a review of all the systems, process andproducts we offered, to determine the best way forward. Choices have been madeon which best systems we would use across the company and which products wouldsell in England and Scotland, using those different brandings: Bank of Scotlandor Halifax.” Shared ideas The review found the Halifax had witnessed a major investment in technologyover the past couple of years, hence the more sophisticated counter techniques,and has focused on sales. “There were a lot of ideas that could be sharedacross the Bank of Scotland, whereas the bank itself is very strong on serviceand is a well-known and trusted brand name in Scotland,” he explains. It also identified a need to integrate the companies for the sake ofcustomers and called for an accelerated change programme, as HBOS wants toquickly offer both Halifax and Bank of Scotland customers the ability to useany branch in Scotland. “We wanted to bring together a series of changes to systems, productsand services and to accelerate that change over maybe seven months to ayear. Phase one involved a bringingtogether of all elements of the counter system and processing to be followed bythe products,” said Williams. He admits it was a “massive challenge” which he could only embarkupon after spending five months actually getting to the point of knowing whatto design. “It was like having new recruits to the company. But if a newrecruit joins they come into a branch where the other colleagues areexperienced. The scenario here was that there were 3,500 new recruits who hadno-one else next to them to say ‘this is how you do it.’ ” To compress a two-year change programme into such a short time meantWilliams had to move quickly but smoothly, so opted for an evolving programme.”Early groups would learn, who would be used to teach later groups, soit’s a satellite kind of growth – an evolution. Now the last group are socomfortable because everyone has built knowledge and shared that with themexperientially.” In order to initiate the skills evolution, Williams decided to take 106people out of Scotland, train them early and develop them as ‘experts’.”They were used in the early locations, then moved across the country in asupport role but will eventually go back into the business as very highlyexperienced staff. In addition, we are putting in a series of project managerswho, in effect, are a separate driving force ensuring successful implementationand providing regular reporting on progress,” he said. “Rooms in key locations have been developed as additional trainingsites to what we call ‘training technical centres’ which simulate the newcounters. We have 18 rooms giving us 144 seats a day and need every one ofthose. Around 37 trainers are involved in delivering the training in Scotland,around 20 of those were pulled from branch work and training backgrounds in theEnglish operation and had their skills brought up to speed. The practicalities and logistics of this training programme could be mindboggling, unless tackled with a well-organised approach, partly because thebranches have to maintain business as usual while training is taking place.What Williams admits was virtually a ‘scientific formula’ was brought into playas he drafted in 10 people to man a new unit, sending invitations to workshops,ensuring trainees arrived with the right material and pre-work at the righttime. Each colleague goes through a five-day interactive workshop programme spreadover a fortnight, to cover the new counter system, backed up by pre-work in thebranch. There is also work shadowing with colleagues who have gone live alreadyand in-branch practice after the programme so staff are confident by the daythey go live. Training takes six weeks, and to keep the business running, Williams has dividedthe branches into quarters and takes out one quarter of the branch at any onetime. Relief staff are co-ordinated to ensure the branch is fully manned duringthis period. Williams put a number of strategies in place within the training workshops tocheck the level of understanding and competence. These include quizzes,competence measures which are captured as management information, and materialfor discussion with branch managers. Further back-up is provided via learningmaterials and reference guides which they take with them from the workshops.Branch managers also play key roles in identifying branch champions or trainingpartners to support colleagues and create what Williams believes is”energy and excitement” around the countdown to the relaunch of thebranch. Rapid change All this builds to the ‘live’ day when the new counter system is switchedon. But Williams’ work does not stop there as three weeks after it goes live hereviews the branch’s progress with its manager and the area manager. Such a rapid change and the pressure to learn could frighten some people butWilliams has taken this into account. “That’s why we’ve put in differentsupport programmes,” says Williams. “We’ve taken out people toconstantly go branch-to-branch to reassure others. There are helplines both fortechnical issues and understanding of a process. Also we want to share successand have made a video of early colleague feedback which will be sent to allbranches.” He is mindful that some large-scale programmes across a geographical spreaduse online learning, but although there is online back-up after the workshops,Williams is happier that he chose the interactive option with lots of peoplecontact. “We want people to enjoy their jobs and lives. We are trying to makeworkshops lively and interactive and the role playing within the workshops isabout getting you as close to live as we can, which removes the fear. We wantcolleagues to feel very comfortable, confident and supported. ” At time of writing Williams believed it could take six months before heknows if the training was successful which is not overly cautious as theestimated roll-out means training goes into 15 branches a week. “We are in the early part of the training,” he says. “We’vetrained all the experts, all the trainers and we’ve done some of the earlybranches. The early feedback from project managers, who provide weekly updates,indicates that it’s positive and colleagues are enjoying the experience. “We have delivered on what we would see as the customer serviceobjectives, sales objectives and also colleague advocacy. “It has been a key objective for the company and it should start togenerate savings and sharing and best practices,” says Williams. CV: John Williams1998 Training manager, progressing to head of operationaltraining1996 Project manager, change programme1992 Personnel Officer, London Region1988 Branch manager, SE London1984 Joined the Halifax as a cashier Comments are closed. Related posts:No related photos.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A teenager has been arrested for allegedly shooting a 21-year-old man to death in Roosevelt five months ago, Nassau County police said.Elliott Fortune, 18, of Roosevelt, was charged Friday with second-degree murder, attempted robbery and criminal possession of a weapon.Homicide Squad detectives alleged that Fortune shot and killed Sayvon Marcus Burt, of Freeport, who was found dead of multiple gunshot wounds in an alley near Park Avenue at 4:15 p.m. Saturday, Dec. 20, 2014.Officers were responding to a Shot Spotter alert followed by a 911 call when they found the victim, police said.He was ordered held without bail during his arraignment at First District Court in Hempstead
See also:Glory for Chelsea at the Nou CampBarca v Chelsea: Player ratingsFormer Chelsea defender Paul Elliott believes another club will snap up Roberto Di Matteo if the Blues do not install him as manager at the end of the season.Interim boss Di Matteo is being touted for the job on a permanent basis after guiding Chelsea to their Champions League semi-final triumph against Barcelona.And Elliott, a fans’ favourite during his time at Stamford Bridge, told Sky: “I think Di Matteo is a worthy candidate.“He’s only lost one of his 14 games, has engaged the senior players and is a Chelsea legend. He’s an outstanding manager and a very articulate and intelligent man.“Regardless of where he goes, Roberto Di Matteo will be a Premier League manager next season.”Follow West London Sport on TwitterFind us on Facebook
View comments Panama trailed 1-0 to Costa Rica at halftime and Honduras was behind 2-1 to Mexico, but both rallied against nations that already had clinched berths. Gabriel Torres scored for Panama in the 52nd minute on a shot that did not appear to cross the goal line, and Honduras went ahead on Guillermo Ochoa’s own goal in the 54th and Romell Quioto’s goal in the 60th.At that point, the 28th-ranked Americans were playoff bound, but Roman Torres scored in the 88th minute to give Panama a 2-1 win, a third-place finish with 13 points and its first World Cup berth. Honduras finished fourth on goal difference and goes to the playoff.The Americans, who would have qualified with 13 points because of a superior goal difference, instead had 12 points and finished fifth in the hexagonal.“It’s a blemish for us,” coach Bruce Arena said. “We should not be staying home for this World Cup and I take the responsibility for that.”American players were not aware of the scores of the other games until after the final whistle.ADVERTISEMENT “Our center backs were not confident enough with the ball and really often in the first half we were playing eight against 10 because they really need to carry the ball and bring a player to the ball and then move it a little quicker,” he said. “Our forwards were not able to hold the ball. They did a poor job there. We didn’t get Pulisic into the game. We played poorly. The first goal was unfortunate. Those things happen. The second goal was an incredible shot. What can you say?”Gonzalez said Jones’ cross struck his left shin as he tried to prevent it from reaching Shahdon Winchester.“One of the most unlucky goals ever,” Gonzalez said. “It is one that will haunt me forever. … I never thought that I’d see this day. This is the worst day of my career.”USSF President Sunil Gulati said the result felt unreal.“It’s a huge disappointment for everybody: for players, for the staff, for coaches, for the federation,” Gulati said. “It’s not good enough, obviously. In some sense, 2022 starts tomorrow for us.” Kammuri turning to super typhoon less likely but possible — Pagasa “We let down an entire nation today,” said defender Omar Gonzalez, whose 17th-minute own goal started the collapse.Gonzalez casually tried to clear Alvin Jones’ cross and sent it looping from 15 yards over the outstretched right arm of Tim Howard. Jones doubled the deal in the 37th minute with a 35-yard strike.FEATURED STORIESSPORTSWATCH: Drones light up sky in final leg of SEA Games torch runSPORTSSEA Games: Philippines picks up 1st win in men’s water poloSPORTSMalditas save PH from shutoutChristian Pulisic, the Americas’ rising 19-year-old star, scored in the 47th minute, giving the U.S. hope.Clint Dempsey, at 34 trying to make it to a fourth World Cup, entered at the start of the second half and was denied by goalkeeper Adrian Foncette’s leaping save in the 69th and hit a post from 22 yards in the 77th. Bobby Wood’s header in the 88th was sent wide by Foncette.Even a defeat could have earned a berth, but only if Panama and Honduras both lost. And if the U.S. and only one of those rivals were beaten, the Americans would have finished fourth and advanced to a playoff next month against Australia. Read Next United States’ Christian Pulisic, (10) is comforted after losing 2-1 against Trinidad and Tobago during a 2018 World Cup qualifying soccer match in Couva, Trinidad, Tuesday, Oct. 10, 2017. (AP Photo/Rebecca Blackwell)COUVA, Trinidad — Twenty-eight years after the United States ended a four-decade World Cup absence with a stunning victory at Trinidad, the Americans’ chances for the 2018 tournament in Russia ended on this island nation off the coast of Venezuela in even more astonishing fashion.Needing only a tie and confident of victory against the world’s 99th-ranked team, the U.S. was eliminated from World Cup contention Tuesday night with a 2-1 loss to Trinidad and Tobago that ended a run of seven straight American appearances at soccer’s showcase.ADVERTISEMENT Trending Articles PLAY LIST 00:50Trending Articles00:50Trending Articles00:50Trending Articles01:37Protesters burn down Iran consulate in Najaf01:47Panelo casts doubts on Robredo’s drug war ‘discoveries’01:29Police teams find crossbows, bows in HK university01:35Panelo suggests discounted SEA Games tickets for students02:49Robredo: True leaders perform well despite having ‘uninspiring’ boss02:42PH underwater hockey team aims to make waves in SEA Games James returns, Cavaliers debut new starting lineup LATEST STORIES Don’t miss out on the latest news and information. “When I looked over at the bench and everyone was sitting down,” Gonzalez said, “I could just see from the looks on their faces that it wasn’t good.”Back in 1989, Trinidad needed merely a tie to reach its first World Cup, but Paul Caligiuri’s long-range goal in the 30th minute put the U.S. in the tournament for the first time since 1950.That game was played before a crowd of 35,000-plus at National Stadium in the capital of Port-of-Spain. With Trinidad already eliminated, this one drew a few hundred fans at Ato Boldon Stadium, 24 miles to the south.The U.S. entered its final qualifier with a berth uncertain for the first time since 1989. Home losses to Mexico last November and Costa Rica caused the U.S. Soccer Federation to fire Jurgen Klinsmann and bring back Arena, the U.S. coach from 1998-2006. But after a loss to Costa Rica in New Jersey last month, there was little margin for error.Shocked American players slumped on the bench, and center back Matt Besler sat on the field after the final whistle as Panama’s game ended and then Costa Rica’s. Dejected U.S. players filed into their locker rooms with blank looks.“You can go around in circles a million times over again, but the reality is that it was all there for us and we have nobody to blame but ourselves,” U.S. captain Michael Bradley said.Arena, a 66-year-old member of the U.S. National Soccer Hall of Fame, agreed with his usual bluntness.“We foolishly brought Trinidad into the game with the own goal,” the coach said. “That was a big goal for Trinidad psychologically. That got them motivated.”Missing the World Cup is a devastating blow to the USSF, which has steadily built the sport in the last quarter-century with the help of sponsors and television partners. It also is a trauma for Fox, which broadcasts the next three World Cups after taking the U.S. rights from ESPN. The USSF hopes to co-host the 2026 tournament with Mexico and Canada, and Morocco is the only other bidder.“Every time you have a setback you have to look at things, re-evaluate and get better,” 38-year-oldgoalkeeper Tim Howard said. “And as a program we have to get better. This hex proved that. There’s somegood teams on the up and up and we’ve got our work cut out for us.”Arena left his lineup unchanged from Friday’s 4-0 rout of Panama in Florida, but the Americans couldn’t generate the needed energy and emotion. Nonong Araneta re-elected as PFF president Fire hits houses in Mandaluyong City MOST READ Brace for potentially devastating typhoon approaching PH – NDRRMC BSP sees higher prices in November, but expects stronger peso, low rice costs to put up fight Typhoon Kammuri accelerates, gains strength en route to PH Frontrow holds fun run to raise funds for young cancer patients LOOK: Loisa Andalio, Ronnie Alonte unwind in Amanpulo for 3rd anniversary
Former Chief Justice of India K.G. BalakrishnanThe Home Ministry has asked the Revenue Department to conduct a probe into the allegations of disproportionate assets against former Chief Justice of India K.G. Balakrishnan.In a letter to the Revenue Secretary, the Home Ministry asked him to institute an inquiry through the Central Board of Direct Taxes (CBDT), the investigative wing of the department.The Home Ministry missive came after it received a petition alleging that Balakrishnan, currently chairperson of National Human Rights Commission, had acquired assets disproportionate to his known sources of income and some of these properties were purchased in the name of his close relatives.”The petition with allegations has been sent to Secretary Revenue department for inquiry,” official sources said.When contacted, Balakrishnan refused to comment, saying that he had already cleared the air about his assets.The petition listed the income and properties of Balakrishnan and his relatives and also attached documents showing purchase of some of the properties and has demanded investigations by the CBDT.”Since the CBDT has the expertise to probe into anyone’s income and disproportionate assets, the task has been given to it,” the sources said.If the allegations against Balakrishnan are found to be true, the Home Ministry may move to President of India seeking sanction to prosecute him and also remove him from the post of NHRC.With inputs from PTIFor more News, click here.For more news on India, click here.For more news on Business, click here.For more news on Movies, click here.For more news on Sports, click here.advertisement