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CRAIGHEAD COUNTY- Ark, The Craighead County Expanded Food and Nutritional Program at the UA Cooperative Extension Services are offering free cooking classes through their "Eat Smart, Being Active" adult cooking classes.
The classes are free to low-income families with children under the age of 19.
Each class covers a lesson related to healthy eating and nutrition and food safety education.
The program teaches families in Craighead County nine lessons related to healthy eating, and nutrition and food safety education.
Including how to prepare food and how to purchase healthy foods while on a budget.
Kim Huffman EFNEP program assistant says many times families receive ingredients and meals from food pantries but don't know how to use them in their meals.
"Maybe you don't know how to cook rice, or you don't know how to cook those dried beans. We find that a lot of the time, those are the foods that go unused. Because families don't know how to cook them or how to make them into recipes, let us help you do that. We have recipes to show you how to make a meal for your family, says Huffman."
Huffman says they see a greater need for help due to the Covid-19 pandemic.
Participants also receive supplies related to each lesson.
Classes can take place virtually, over the phone, or in small socially distant groups. | https://www.kjnbtv.com/single-post/local-program-offering-free-cooking-classes-to-families |
We wanted to do to these cooking classes with the Ikamva Youth students in Nyanga and found that we had a few things to contemplate before we got started.
Our background as students from Copenhagen is in global nutrition and health. The question we posed ourselves was: How do you teach about health and nutrition when you come from different cultures and different realities?
Health, what is considered healthy and what the health needs of different people are, is certainly determined by different contexts. We knew that we could not waltz into Nyanga and tell students how to change their diets and dictate to them what ‘healthy’ is, since the term varies according toa number of determinants such as household income, which affect what people can afford to eat.
We therefore saw the cooking classes as an opportunity to explore and expose students to different cultures through food. In doing so we hoped to inspire students to broaden their awareness of food culture and ideas around health, while simultaneously encouraging them to stay open minded and try cuisines that seemed foreign to them.
In South Africa different types of foods and meals are associated with different groups of people, and certain foods are often considered the diets of some cultures and not others. By exposing students to different foods and cultural ideas we hoped to invite them to cross these cultural stereotypes and boundaries.
We had to work through many ideas at this stage, posing questions such as: Is our line of thinking relevant? Should we expose students to foods and ingredients that they can not buy in their immediate environment and ingredients that they can not afford?
Finally, we decided that it was worthwhile. Exposure to the unfamiliar can assist us in becoming critical thinkers and developing empathy towards other cultures. Most importantly it also allows us to rethink and be critical of cultural stereotypes and fixed definitions of things.
The next big question on our figurative plates was how we were going to fund this exercise. Jesper came up with the brilliant plan to do a fundraising charity event. A Yoga and Lunch charity event in Arderne Gardens, Claremont to be precise. After much planning and spreading the word, we were all set to host the event with the 16 Nyanga students.
The event took place on 17 March 2013 and we were overwhelmed by the support we received! Since we were teaching a yoga class, on the menu for the day was Indian food. We used ingredients such as asafetida (a spice) and ghee (clarified butter), which is at the heart of Indian cooking, in all the dishes me made. The food we prepared was inspired by an Indian woman, Sandhya, who has been making food for Western yoga students for many years in the south of India in Mysore, Karnataka.
The food was delicious and all the participants wanted the recipes and another homemade chapati to take home. The chapati ‘team‘ outdid themselves everyone asked for a second helping of chapati.
IMMENSE GRATITUDE
In the end we raised R6000 to put towards our cooking classes and we are overly delighted and blown away by the support that we have received.
A huge thank you to all the amazing people who supported our Yoga & Lunch fundraising event! Thank you to IkamvaYouth for the opportunity to work with the students, and thank you to the incredible students. | https://ikamvayouth.org/yoga-and-lunch-charity-event/ |
Every year the Urban Food Awards shines a spotlight on people who really make a difference to people and planet through their good food work. Here we share the story of this year’s special category.
Join our webinar on the 5 of November celebrating the UFA winners and focussing on some of them who are creating good food jobs and helping Londers improve their skills.
Every year the Urban Food Awards shines a spotlight on people who really make a difference to people and planet through their good food work. Here we share the story of this year’s special category.
The Food for Good Champions are the Londoners using food to bring communities together, promote social integration and celebrate diversity in our capital – and never has this been needed more. These social enterprises, entrepreneurs and community organisers work tirelessly to improving the lives of other Londoners and celebrate the diversity that makes our city great. Whether they are bringing school children together through food clubs, supporting refugees into employment, or feeding locals great munch, they have become a key stone to the people and communities they support.
Read on to discover the amazing work being done by these good food heroes feeding those in need, cooking up a storm and growing stronger communities.
FEEDING THOSE IN NEED
Hadas Hagos of Waste Not Want Not Battersea. Photo: Miles Willis
Waste Not Want Not Battersea
Waste Not Want Not Battersea is a charitable social enterprise founded by residents of Doddington and Rollo Estate. It diverts food waste and alleviates food poverty by redistributing food and sharing knowledge of healthy eating, bringing the community together through opportunities for social interaction, volunteering and training. The initiative is led by Hadas Hagos – an amazing community activist who despite challenges, works tirelessly to make Waste Not Want Not Battersea the success it is.
Brixton Library, Read and Feed Project
During school holidays, Brixton Library runs twice-weekly activities and provides nutritious food for families living in food poverty. Often living in hostels, the initiative offers people with no recourse to public funds, the chance to come together, meet other families living in difficult circumstances, have fun, eat and socialise in a non-judgemental setting. The staff at Brixton Library have gone above and beyond, building links with organisations such as City Harvest, Brixton Soup Kitchen (which cooks and delivers the hot food) and raising much needed funds.
FoodCycle Peckham
Run by a small group of committed volunteers, FoodCycle provides free healthy, sustainable, vegetarian meals and a social point of contact for homeless, lonely, socially isolated people in a non-judgmental and safe space. In 2019, FoodCycle Peckham fed approximately 5,000 people. The project also provides meaningful voluntary work: from collecting food surplus from local supermarkets, to leading a session and cooking the food.
Woolwich Market Traders
The traders at Beresford Square – a market that has existed since the 1600s – teamed up with Greenwich council to launch the Healthy Start voucher scheme, providing local residents with young children, with access to affordable fruit and vegetables. Since launching, traders have accepted more than 1,000 Healthy Start vouchers from local families. This project is an inspiring example of tackling one of the key barriers to achieving a healthy, balanced diet through teamwork; local business owners and the local authority working together for the benefit of local residents.
COOKING UP (AND BREWING) A STORM
Usman Khalid, HAVEN coffee. Photo: Miles Willis
HAVEN Coffee
Founded by Usman Khalid, Haven Coffee is London's first coffee pop-up run by refugees, although they are currently awaiting a permanent home which they hope will be in Walthamstow. Usman helps refugees into employment through support, work opportunities, and barista training programme. As well as creating a community space with great ethically sourced coffee.
Migrateful
Migrateful helps refugees and asylum seekers on their journey to employment and independence, promoting integration. Set up in 2017, it runs cookery classes led by migrant chefs struggling to integrate and access employment due to legal and linguistic barriers. The cookery classes provide ideal conditions, not just for learning English and building confidence, but also for encouraging contact with the general public and dispelling misconceptions about migrants.
Charles Gabriel, Head Chef, Stormont House
In changing the menu and ingredients Charlie has revolutionized lunchtime at Stormont House School, in Hackney and if you are lucky enough to visit you can tell that he is truly inspiring. The students have a range of complex educational needs, which Charlie helps tirelessly to address through his careful and thoughtful use of food. By gradually introducing new textures and flavours he helps with sensory issues, improves the food quality, and broadens the culinary horizons of his students. What an angel!
Cooking Champions
Clare Donovan, the driver of this project, has used her years as a teacher and qualified to create a catering and community interest company, offering community cooking classes for various groups and Food Hygiene training for pupils with learning disabilities. This previously included a monthly community cooking session, where volunteers cook healthy meals for The Little Things homeless outreach.
Clare says: “Winning an UFA is a lovely way to recognise the hard work of so many people that have contributed to Cooking Champions’ growth. As part of the Covid relief project we worked together with 40 local businesses and organisations. Working together we were able to achieve more and support each other. It would be great to expand this network and use this platform to work with more organisations who are passionate about healthy food provision for all.”
GROWING STRONGER COMMUNITIES
Rainbow Grow. Photo: Zoe Walde-Aldam
Rainbow Grow
This LGBTQI+ led community gardening initiative provides a friendly growing space for members of the LGBTQI+ community in Dalton. Together they grow edible plants giving their members new skills and access healthy food. With a higher than average number of people identifying as LGBTQI+ suffering social isolation and mental health difficulties, Rainbow Grow also creates a safe space where people can get the support they need. They also grow some great food!
Friends of Archbishop’s Park
For the past two decades this project has supported people with special educational needs and thoseare isolated or suffering from mental health issues. Having transformed previously neglected areas of the park into gardens to grow food, people who are otherwise not in employment or education can attend weekly classes to gain skills in growing, cooking. Social engagement and team leadership – all outdoors, something that has been more in demand than ever since Covid-19, extending from one to three sessions a week. And drop them a line to buy some of the Park’s delicious honey, jams and fresh produce
The 2020 UFA category winners have also been announced. Celebrating a range of good food heroes, from climate conscious restaurants to caring community gardens.
Find the category winners here. | https://www.sustainweb.org/jelliedeel/articles/sep20-ufa2020-food-for-good-champions/ |
It’s easy to convince yourself that preparing healthy meals for yourself is too difficult.
I don’t know how to cook. I don’t know what to cook. It’s cheaper and more convenient to get takeout.
In most cases, at least one, if not all three of these reasons are keeping you out of the kitchen, away from healthy food, and spending money on unhealthy takeout meals.
To help you understand why none of these three reasons are actually true, below is a counter-argument and practical approach to overcoming each one.
By the end of this article, you’ll hopefully have a better understanding of how to approach preparing your own healthy meals that your body, schedule, and wallet will appreciate.
Let’s get started!
Reason #1: You Don’t Know How to Cook
If your kitchen looks as new and untouched as when you first moved in, you’re not alone.
The seemingly infinite number of ingredient combinations, temperature requirements, and delicate recipe preparations are enough to keep even the bravest of souls out of the kitchen.
However, the reality is that cooking can be incredibly simple.
With the internet at your disposal, you can easily find plenty of recipes that only require you to follow 3-5 steps max.
Many recipes, such as those on www.budgetbytes.com, also explain each step in a way that even complete beginners can easily understand.
As an example, consider this simple recipe for Vegetable Barley Soup.
Whether it’s how many onions to chop up, the size of those chopped up onions, the required heat of the oven (or the stovetop), how to combine your ingredients, how long to cook your meal, or anything in between, many of these types of recipes leave no room for error.
Reason #2: You Don’t Know What to Cook
Even if you do know how to cook, it can be hard to know what to cook.
More specifically, it can be hard to distinguish healthy ingredients from unhealthy ingredients.
To simplify things, consider following Harvard University’s “Healthy Eating Plate”, which suggests prioritizing the following food groups:
- Vegetables and Fruits: As many different kinds and as many different colors as possible.
- Whole Grains: Whole and intact grains—whole wheat, barley, wheat berries, quinoa, oats, brown rice, and foods made with them, such as whole wheat pasta
- Healthy Protein: Fish, poultry, beans, nuts, and limited servings of high-quality red meat.
In addition to these general categories, Harvard also suggests how much space each category should take up on your plate.
Here’s what they suggest:
- Vegetables and Fruits – ½ of your plate
- Whole Grains – ¼ of your plate
- Protein – ¼ of your plate
Now, every time you’re unsure of the healthiness of a particular meal, all you have to do is compare the ingredients with Harvard’s Healthy Eating Plate.
If it fits, then the meal is certified healthy!
Reason #3: It’s Cheaper and/or More Convenient to Get Takeout
If you subscribe to this reason, then it’s likely a result of subscribing to at least one of the first two reasons above.
If you think it’s cheaper…
Did you know that by preparing meals at home just two times a week instead of eating out every day, you save an average of $1,000 per year?
That’s because, with the right ingredients, you can prepare healthy meals at home for as low as $4 compared to the average price of $13 per meal at a restaurant.
As a rule of thumb, stick to the outside walls of the grocery store for the most affordable and healthy ingredients (vegetables, meats, fruits, nuts, etc.). Generally speaking, as you get closer to the middle of the grocery store, you come across more refined, unhealthy foods.
As you peruse the outside walls, prioritize ingredients that are in season or on sale to be as cost-effective as possible.
To help get you started, here’s a great list of 14 affordable meals that are easy to prepare (remember to pick and choose meals that fit within Harvard’s Healthy Eating Plate guidelines).
If you think it’s more convenient…
It’s hard to argue that grabbing a slice of pizza on your way home from work isn’t convenient, but that isn’t to say that healthy, home-prepared meals can’t be equally, if not more convenient.
The key is to prepare your healthy meals in bulk as much as possible.
For example, instead of cooking your chicken breast, rice and broccoli meal for just one night, prepare enough of each individual ingredient to last you the whole week.
This way, whenever you’re hungry, you can just quickly combine all the ingredients, heat it up, and have a healthy meal ready quicker than if you were to have a pizza delivered.
And to make sure you always have access to your bulk-cooked healthy meals, bring them with you to work, class, and any other location that’s not home.
Conclusion
See? Preparing healthy meals isn’t nearly as difficult, time-consuming, or inconvenient as you thought.
If you’re still not convinced, there’s one last thing you can do: use a meal delivery service.
These services are often cheaper than restaurants, offer diverse menus catering to different dietary preferences and allergies, accompany every meal with an easy-to-follow recipe card, and deliver everything you need to prepare healthy meals right to your doorstep every week.
While the majority of these services deliver to you specific recipe cards along with all the ingredients required to make those recipes, there are other services like Freshly that go so far as to deliver your meals pre-made. With these pre-made services, all you have to do is heat up your meal.
Plus, because most of these services offer new menu items on a weekly basis, you can still enjoy the diversity you might get by going out to a new restaurant, but at a much cheaper cost and from the comfort of your own home.
Here are some more meal delivery services to check out:
- www.greenchef.com
- www.hellofresh.com
- www.homechef.com
- www.marleyspoon.com
- www.sunbasket.com
Hopefully, with the knowledge and resources above, you can now go out (or perhaps stay in) and start preparing those healthy meals your body deserves! | https://reviews.howstuffworks.com/meal-delivery/articles/why-its-actually-easy-to-prep-healthy-meal |
A safe place where people learn and grow,
that serves our needs and enriches our lives
in a supportive, fun and caring environment’
Our organisation
Ozanam House is a community resource centre run by the Society of Saint Vincent de Paul. It is located on the site of the original clothing and furniture warehouse in a building that has also been used by the Society for a variety of purposes for over 100 years. Since our opening in September 2002 we have continued to develop various programmes and projects aimed at addressing the issue of social exclusion as well as the many needs of the local community in Dublin’s north inner city. The centre now offers over 600 programme places to more than 500 people per week where our youngest member is 2 and our eldest is 96. We also engage 75 active volunteers who share their time and skills each week for the benefit of others.
Adult Education – Cookery Training Programme
One of our most popular programmes is our cookery training centre otherwise known as our “Healthy Options Centre”. Each individual course runs for 10 weeks and each class is 2hrs in duration.
The courses we run in our cookery training room aim to provide people with simple and basic skills required to provide healthy meals for themselves and their families. They are based on the understanding that healthy eating does not have to be difficult or expensive. Each class also includes some nutritional information with the aim of educating people about the foods we eat and the effect these foods can have on our general wellbeing.
These courses also involve a more practical approach on how to cook healthy food on a budget.
Thursday 10:15-11.45 am and 7.00-9.00pm
The aim of this centre is to limit the use of fast food as the main elements in the diets of the community, offering them a healthier option in this regard while at the same time teaching them some useful culinary skills that will benefit them and their families throughout their lives.
As cookery is a skill everyone would aspire to having our groups can be diverse in age, ethnicity, learning capacity and personal background. This allows for a nice balance of members in the class and can create a good sense of community in the class as groups can reflect our world around us.
Overview of the volunteer role
To reach our full potential and to achieve our goals in the classes, we are constantly seeking new volunteers to share their interest in cookery and to assist the cookery tutor these classes in an informal setting. Our classes are focused on the needs of the individuals who take them. Each class has a team of 2 teachers who work together sharing tasks and lead teaching each week.
Tasks
- To use the recipe information already in place and/or to think of recipes with your teaching partner or together with the group and to share this with the group one week in advance
- Preparation of the classes according to a given course outline
- Take class attendance on a daily basis
- Teach the class
- Supervise the group
- Act as a mentor and help the people with their learning goals
- Motivate and encourage the group to use their skills and passions
- To attend team meetings and training days if/when possible
- To follow the policies and procedures of Ozanam House which can be found in the induction pack or in the office
- Other general responsibilities in the context of the role as agreed with the co-ordinator
- To source and purchase the ingredients needed to undertake the classes, these will be funded by the centre
- Inform participants about healthy cooking, nutrition, cooking on a budget and shopping skills
- Introduce new members to the group and ensure all members are included and engaged in the activity
- To follow the policies and procedures of Ozanam House (which can be
found in the induction pack or in the office) as well as the Cookery Centre
Health & Safety Policies in place.
Time commitment
Classes in the cookery centre run on Thursday mornings from 10:15 to 11:45 am and Thursday evenings from 7:00 to 9:00pm.
The volunteer should commit to at least one of the classes mentioned above plus extra time for the preparation of the classes (the exact times and days of working will be agreed between the volunteer and the programme co-ordinator). The volunteer should commit to a minimum period of nine months. This covers 3 terms with each term lasting 10 weeks. This offers consistency to a class level and offers the volunteer the opportunity to develop that class well over time.
Other volunteers
In addition, we welcome applications from potential volunteers who have specific expertise or skills which they can contribute. For example, volunteers in the past have delivered training in baking, sugar craft, First Aid in the kitchen and taught specific applicable skills to the group. Based on the skills offered we can tailor a course for a term of 10 weeks. The time commitment for these volunteers will be agreed in advance with the coordinator.
Skills, Experience & Qualities Required
- Interest in cooking
- Ability to relate well to people and enjoy dealing with them
- Ability to work independently and as part of a team
- Self-confidence and general ease with other people
- Excellent communication and interpersonal skills – vital in a supportive role
- Good organizational skills
- Good level of English
- High motivation and engagement to be a volunteer over a longer period of time
- Commitment to the ethos of volunteering and a community based initiative
Training & Induction
- The volunteer will receive an induction/information night in the centre prior to his/her first inset and will get a general information pack to become familiar with the centre and our procedures
- The volunteer will have an initial meeting with the co-ordinator to receive a role-specific induction and to agree a timetable and schedule of duties in line with the volunteer role description
- Team meetings take place each term, as well as individual training programmes that will be provided if/where necessary
Support & Supervision
The co-ordinator will be responsible
for the supervision of the volunteer. Volunteers will meet with their
co-ordinator either in one-to-one meetings, or in larger group meetings to
discuss ongoing progress and any issues arising.
General volunteer meetings, for all volunteers, will take place twice a year, in May and November. | https://blog.ozanamhouse.ie/page/2/ |
Archway wishes to create communities of dignity and respect for families, neighbors and staff. Creating community requires a commitment to seeing the humanity and interconnectedness of all that we do. It requires a willingness to step up with courage and decency, to do the hard tasks, and the ability to celebrate each triumph joyfully.
Who Archway Serves
Archway provides an array of services to a variety of populations including: individuals, families, youth, people aging in place, refugees, people who come from experiencing homelessness, and chronically homeless and homeless veterans.
Services Philosophy
The purpose of services is to support tenants as they adjust to life in their home and promote healthy, happy, and quality lives; this is done on an individual/family basis, in the onsite community, and as a part of the larger community.
The Supportive Services team responds to the needs of the onsite community and works with the tenants to identify building needs and connecting tenants to appropriate programming, resources, and activities. This takes the form of onsite programming, such as life skills groups, therapeutic support groups, advocacy opportunities, community integration, youth enrichment programming, and wellness activities. Supportive Services collaborate internally across sites and with agencies and community groups
Monthly Service Events
Each month, Supportive Services staff work together to create a monthly calendar of events at each community focusing on meeting the unique needs of our residents.
Community Meetings
Meetings include Property Management, Supportive Services, and tenants to address resident concerns and feedback.
Community Outings
These are opportunities designed to get residents engaged in their community. These outings could be trips to the farmer’s market, fishing day, gym visit, and any other activities done away from the residential community.
Guest Speakers
Sessions designed to bring education and awareness from an expert speaker to our residents. Speakers cover various topics, from time pertinent, such as Breast Cancer Awareness Month, to resident pertinent, such as a Veteran benefit education.
Skill Building Classes
Sessions designed to teach and develop various essential skills to our residents, including healthy cooking classes, green cleaning workshops, recovery groups, and more.
Health-Focused Activities
Activities designed to provide either beneficial healthcare or education on topics of health. Some examples of these are a speaker from the Diabetes Association, local pharmacy presenters for medication education, and onsite flu shot clinics.
Foodbank
Foodbank addresses food insecurity needs for our residents. Through our partnerships with Food Bank of the Rockies and the Action Center, we provide both fresh produce and nonperishable food at a minimum of once per week.
Youth Programming
This is weekly time for after school programming that offers further education, fitness, and art opportunities for our kids. Through our partnerships with programs like 4H and the Scouts, we are able to provide ample time each week for Youth Programming.
Archway Services Metrics
The Archway supportive services team has identified the below array of services to provide across the communities as needed on an individualized basis. These services are mission aligned and through provision of these services, we are elevating lives by providing access to affordable housing, food security, and the supportive social services people need to thrive. Data will be collected and evaluated for each of the below categories to document successful supportive services interventions that lead the tenants at Archway Communities to achieve stable housing and/or enhanced quality of life.
Groups to develop skills that may not have been learned or have been lost over the course of time/life circumstances – such as cleaning skills, budgeting of resources, money management, technology building, conflict management, etc. Groups or events expose tenants to different forms of therapeutic activities through art, community service, leisurely activities, and meaningful activities all while building relationships with their neighbors.
Staff and tenants will identify locations and transit route, prepare meals as needed, and attend alongside the tenants. Through these outings the tenants will find meaningful community spaces, learn how to replicate trips independently in the future, and practice relevant social skills. This includes trips to cultural centers such as museums, plays, galleries, zoos, botanical gardens, and seasonal specific opportunities.
Promotes youth education support, community building, and intergenerational activities that combine services with the adults building family unity. Strong educational and social support can enhance the quality of life and further developmental growth and lead to skill and career opportunities to end the cycle of poverty
Addressing food insecurity is a top priority in working with the tenants. Staff identify community partnerships for food resources to bring to the communities to provide healthy food options to all tenants.
Increasing income and employment support is an identified need to increase overall stability. Services staff assist tenants with their employment goals using tools and technology onsite. Staff offer 1-1 support and Indeed Website classes to learn interview skills and increase confidence for residents who have not worked or had an English speaking job. Resume building, weekly Indeed website applications and app support so residents can continue to apply on their own daily for new opportunities as well as basic typing skills are enhanced by this service.
Provide eviction prevention counseling, advocacy and intervention to develop and implement strategies to facilitate the early identification of issues that jeopardize clients’ housing stability and the assistance needed by tenants to prevent evictions. Work with property management staff and partners as applicable to help tenants resolve issues that threaten their housing stability. Meet jointly with tenants and property management staff to address issues and develop plans for improvement.
Establishing rapport and building a relationship with tenants is imperative to creating a community at the sites. To begin fostering the relationship building, the services team will outreach and engage the tenants at minimum 1x/month to encourage participation in site events. This includes door knocking, distributing event flyers and monthly calendars, and other effective forms of communication such as email or text to encourage ongoing engagement in services
Archway provides housing and services to a variety of tenants, and a portion of the tenants served are on a pathway to citizenship. The services staff have created a curriculum to help with preparation for the US Citizenship Exam. This curriculum is inclusive of the skills tested in the interview, such as reading, writing, speaking and the 100 Civics questions. Tenants learn to write what they hear and respond to questions about their lives in the USA since they moved here. The vocabulary for the reading and writing tests are provided and a weekly curriculum with homework to educate students on the history questions they will be asked.
Case management is a broad term used to ensure that tenants basic needs are met. This can include, but is not limited to any of the following.
- Assist tenants with accessing services and community resources to address their immediate needs (e.g. access to food, clothes, and other basic necessities.
- Assist tenants with obtaining income and/or establishing benefits. This includes coordinating the completion and submission of applications for health insurance benefits (e.g., Medicaid, Medicare, etc.), disability benefits (e.g., Supplemental Security Income [SSI], Supplemental Security Disability Income [SSDI], etc.), and other sources of financial assistance, (e.g., Unemployment, etc.), finding resources to pay rental arrears, working with PHA to lower tenant portion of rent if income decreases
- Provide advocacy on behalf of tenants, as appropriate.
- Respond to crisis situations and de-escalation as appropriate
- Assist tenants with monitoring any legal issues and making appropriate referrals to overcome any barriers to maintaining permanent housing (e.g., credit history, criminal records, and pending warrants).
- Provide transportation, as needed, by means of bus fare/pass, agency vehicle(s), or private vendor. Assist tenants with increasing their capacity to meet their own transportation needs. Educate clients on the appropriate use of crisis intervention services versus 911 emergency calls, etc.
- Educate tenants on tenant rights and responsibilities including, but not limited to, how to communicate effectively with property management staff and other entities; when and how to report maintenance problems or disclosure of financial problems; importance of complying with lease agreement, program policies, and house rules; importance of paying rent, budgeting appropriately, and participating in representative payee system; responsibility for apartment/house maintenance; getting along with neighbors; and crisis services resources.
- Develop and implement an individualized services plan in collaboration with and authorized by the tenant based on the tenants comprehensive needs assessment and/or reassessment. The service plan shall address the needs identified in the comprehensive needs assessment and describe tenants goals, steps to reach goals, timeframes for completing goals, and disposition of each goal as it is met or changed.
Many tenants experienced life barriers that did not allow them to obtain a HS diploma. The services team collaborates with partnerships who provide a path to obtaining a GED, which will open the door for countless opportunities. Online and local volunteer teachers provide a personalized class to support each student wherever they may be in their educational process and encourage growth in the areas covered in the GED exam such as mathematics, history, science and reading comprehension. There are also many resources available in different counties to assist students in their GED goals offsite.
Many tenants have barriers with health and mental health needs and navigating those systems can be complex and at times frustrating. Services can support the tenants by ensuring tenants are linked to and accessing health, mental health, and substance use disorder services as needed. This includes primary care, dental, vision, preventative, and specialty services.
Tenant participation gives opportunity to share important property management and services information that will assist tenants in retaining housing, learning about upcoming programing and create space for tenant leadership development
Taking a proactive approach in addressing tenant health can be beneficial to overall quality of life improvement. Health and Wellness activities can encourage engagement and can include a variety of opportunities to improve health outcomes. This can include guest speakers who educate on health topics, yoga or fitness classes, healthy cooking activities, slip and fall prevention, grief and loss, etc. Staff provide education on healthy meal preparation to enhance critical skills, including label understanding, knowledge of serving size, dietary swaps to meet specific needs (example – low carb/sugar for diabetics, not wheat for gluten sensitivity, heart healthy options, and culturally specific dietary needs). | https://www.archwaycommunities.org/supportive-services/ |
The Community Lifestyle Center in Trenton is dedicated to helping local citizens. Lead by Chris and May Lane, husband and wife, who have backgrounds in health, it is their goal to help people be healthier, and therefore happier.
“This is a great way to help people. It is a need in every community. You can reverse almost every disease naturally,” Chris said. “I studied health at Lee University. I also attended natural health programs in Asia, and that is where I met my wife. This is what we like to share.”
The Community Lifestyle Center, located at 12138 B South Main Street, around the corner from the Allstate Insurance office, offers different types of classes in the evening for the community.
There are regularly scheduled cooking and gardening classes, in addition to seminars about reversing diabetes, quitting smoking, and mental health.
The cooking classes, with nutrition talks following afterward, are the second and fourth Monday of each month at 6:30 p.m. The Lanes lead these classes themselves.
Some of the recent meals made during the cooking classes include mushroom toast with micro-greens and chives, multigrain waffles, and barley kale stew. The recipe is given to all attendees.
“This is a way to help teach people how to transition to a healthier diet. For instance, transitioning from eating meat to plant-based meals. We also teach people where to buy the ingredients and which products are the best,” May said.
The gardening classes are the first and third Thursday of each month at 6:30 p.m. The main goal of this class is to teach people how to plant and harvest their own gardens. The attendees share their knowledge, experiences, and ideas. There are also seed swaps.
“Sometimes people come just for the fellowship because they want to make friends. They can come for free and learn something too. It is better than sitting on the couch. People love coming,” May said.
All the classes are free, and walk-ins are welcomed. Reservations are not required for the regularly scheduled classes but are requested for the seminars. Some of the seminars have a small fee to attend.
“We get a lot of different people here. Sometimes there are just a few people and other times our space is maxed out. You just never know who is going to come. We’d love to get more of the community here,” Chris said.
The Lanes are always looking for people who are willing to volunteer their time to facilitate different classes. They hope to start new classes in the future, such as a GED class, and financial classes.
“We are always looking for different things. Classes are changing all the time. We want to try to meet the needs of people,” Chris said.
If anyone is interested in attending a class, the Community Lifestyle Center is on Facebook, where the schedules are posted.
“I think something like this is good for any community. I wish every town could have something like this. We try to share this knowledge with other people, because people deserve to be happy,” Chris said. | https://www.dadecountysentinel.com/2022/04/28/lifestyle-center-wants-to-make-you-healthier/ |
The Weed Elementary School Cooking classes teach students about healthy food choices, how to prepare meals, proper portion sizes, how to read nutrition labels, grocery store shopping literacy, as well as basic cooking skills.
At the end of each quarter, the class culminates with a community/family meal prepared by the students. Each year the 60+ students receive an apron and a cookbook filled with the recipes they made in the class. | https://www.gnservices.org/programs-and-services/community-services/cooking-classes/ |
We use cooking as a tool to explore a variety of important topics relating to food. These include the social, cultural, and environmental impacts of food, as well as food systems, and healthy eating. This curriculum empowers young people to nourish themselves and their communities through mindful cooking, healthy eating habits, and an appreciation for food.
At Seattle Cucina, we focus on practical and accessible cooking. Our hope is for students to replicate at home what they learn in our programs. In all of our classes we teach fundamental techniques and skills such as knife use, baking and sautéing, basic food safety, sourcing ingredients, and planning and budgeting meals.
We believe that understanding where our food comes from is key to making conscientious decisions about what we eat. That is why we teach students about the environmental impacts of agriculture, seafood and meat production, and food waste. We encourage students to explore alternatives such as gardening, sourcing locally and seasonally, and reducing consumption of foods harmful to the environment.
All of the ingredients used in our classes adhere to these values.
In our classes, students learn to ask questions about the industries and governments that impact their food choices. We delve into topics ranging from consumer power to the role of the USDA. While we primarily focus on local and national food systems, some classes explore international food systems and the power dynamics within them.
Healthy food is central to a health society. Food plays an important role in everything from personal cultural identity to economics.
We help students explore the social impacts of food, including barriers to access, the rights and treatment of agricultural workers, and inequities in the food system.
Cooking can also be an important form of cultural expression. In our classes we encourage students to take pride in their personal identities through food. We discuss the current American food culture and the value of preparing and sharing food with others. Through this, we challenge students to expand their palates and have fun exploring new dishes.
A healthy diet requires both an understanding of basic nutritional concepts and a positive relationship with food. While preparing tasty dishes, we discuss topics such as food groups, nutrients, and the diet-disease connection. All of our classes emphasize mindful cooking and eating. Mindfulness addresses the effects of a negative relationship with food including self-esteem, body image, and the development of eating disorders.
We believe that variety and moderation are key to healthy eating. | https://www.seattlecucina.com/curriculum/ |
At Food Matters Manitoba we believe that everyone needs good food to grow strong, be healthy and feel happy.
But not all Manitobans are getting the good food they need.
Some people can’t get good food where they live;
Some can’t afford healthy food options;
Others don’t have the skills needed to make nutritious meals.
That’s why Food Matters Manitoba partners with communities to make food more available and affordable. Through local greenhouses and gardens and teaching kids and families how to prepare healthy meals at community cooking classes, we believe that together we can make Manitoba a healthier and happier place. | https://humanrightshub.ca/organizations/name/food-matters-manitoba/ |
I like to immerse myself in the area’s culture by taking a cooking class. When I find out to make a conventional meal, I can take those memories of tastes and scents house and relive the experience. I likewise in some cases have a supper celebration utilizing the menu of the class as a basis for the menu I make. It enables me to share more than simply the images I took while on trip and supplies a much better response to the concern, “How was your trip?”
In most cooking classes, whether hands-on or demonstration-style, you’ll have some food throughout the course, either a whole meal at the end or with some cooking presentations where you have a tasting menu as you go. In either case, I have actually never ever left a cooking class starving, so it’s normally best to arrange them to end around mealtime. That method, you can integrate an activity and a meal into one occasion.
Here are 5 of my preferred cooking schools throughout the United States, noted in no order.
I experienced Colorado Mountain College and the Local Epicurean as part of orientation journeys to Breckenridge, Colorado, and Grand Rapids,Michigan All viewpoints are my own.
1. New Orleans School Of Cooking
New Orleans, Louisiana
New Orleans School of Cooking, located in the French Quarter, supplies Creole and Cajun food classes. In addition, they provide cooking presentations and hands-on classes. You can take a look at their class calendar, where they describe the day’s menu and list if the course is hands-on or a demonstration.
Our class’s menu was conventional New Orleans favorites– bbq shrimp and grits, chicken and andouille gumbo, pralines, and bananas promote crepes. Here, I discovered to make the ideal dark mahogany roux for gumbo.
You leave the class with a New Orleans School of Cooking apron and a dish package so that you can reproduce the meals in your home. Once the course surfaces, spend some time to shop their shop for special kitchen area gizmos that will make preparing the dishes a bit much easier. For example, you may wish to acquire some seafood tools, like a shrimp deveiner, fish spatula, or oyster knife.
If you do not have space in your travel suitcase for the spices and sauces they have in the shop, you can constantly shop online when you return house to get the exact same tastes you had in class.
Pro Tip: If you take pleasure in jazz, lots of dining establishments in the location deal meals that include it. One of my favorites is the breakfast at Commander’s Palace.
Here are a few of my preferred traditional dining establishments in New Orleans:
2. Santa Fe School Of Cooking
Santa Fe, New Mexico
Located in downtown Santa Fe, the Santa Fe School of Cooking concentrates on food from theAmerican Southwest They provide a range of classes, consisting of demonstration classes, hands-on cooking classes, and Santa Fe’s initial chef-led restaurant walking tours.
I went to a demonstration-style class, where we might take pleasure in the local food after the presentation. We discovered to make handcrafted corn tortillas, chicken or cheese enchiladas, red and green chile sauce, pinto beans, posole, and pecan bread pudding.
This course addressed my concerns about cooking with chiles, consisting of how to utilize the dried pods to produce a luscious red sauce utilized in lots of Southwest meals. On my own, I could not rather envision how they utilized dried chiles for more than decors. It ends up you rehydrate them in boiling water.
They likewise provide an online market that concentrates on cooking tools and active ingredients needed to make meals from theAmerican Southwest Finally, if you’re remaining in a trip leasing in Santa Fe and remain in more of a consuming instead of a cooking state of mind, attempt the Santa Fe School of Cooking’s Food-To-Go, where you can get whatever ready-to-eat from tamales to chicken enchiladas.
If you take pleasure in jazz, Santa Fe School of Cooking likewise includes a high-end jazz dinner club, Dave’s Jazz Bistro, as another method to experience the very best of Santa Fe’s local active ingredients.
Pro Tip: While you remain in Santa Fe, make certain to attempt a range of meals utilizing Hatch green chiles. When buying a meal with chile sauce, the server might ask if you desire red, green, orChristmas Christmas describes consisting of both red and green chile sauce on a single meal.
Discover more about Santa Fe’s dining choices in these posts:
3. The Local Epicurean
Grand Rapids, Michigan
The Local Epicurean, situated in the Eastown community of Grand Rapids, is an Italian market offering personal cooking classes. Unfortunately, they do not provide courses on a public registration, so you need to call ahead and set up one that will work for you. Additionally, you can work together with them to pick a menu the entire group will take pleasure in.
Our group made a Caprese salad, fettuccine with red sauce, and ice cream for dessert, which we became customized sundaes. We made the pasta from scratch and the whole group got included with rolling and cutting the pasta.
We discovered to utilize a Kitchen-Aid mixer with a pasta roller accessory. Since I currently have the mixer, I discovered how to utilize the pasta roller accessory. I enjoyed this class since it integrated a demonstration-style class with hands-on activities. Our group had a great deal of enjoyable making the pasta and I suggest this as a team-building activity.
Pro Tip: When remaining in a trip leasing, buy some pre-made Italian dishes and serve a quality meal at your leasing without all of the hassle of cooking it yourself.
Discover more Grand Rapids food-and-drink enjoyable:
4. Colorado Mountain College
Breckenridge, Colorado
Located in Breckenridge, Colorado, Colorado Mountain College provides whole programs for trainees who are on the cooking profession course. They likewise provide classes for individuals who wish to prepare excellent meals in your home for their loved ones.
Each class runs out than 12 individuals. Courses from their worldwide series consist of locations such as Thailand, France, Italy, the eastern Mediterranean, andIndia Our class took a cooking journey to Brazil, where the chef customized the menu to our group. Each group of 2 individuals made 2 meals. The meals varied from easy roasted veggies and Brazilian cheese bread to more complex empanadas and feijoada. Our group put together a minimum of 8 meals and the meal at the end was excellent. While each group didn’t make all the plates, the chef described the technical parts of each meal so that the whole group might reproduce the meal in your home.
Each personal class consists of a trainer, a hands-on cooking class, and supper. Throughout the course, the trainer will stop briefly for guideline. For example, in our class, the chef revealed us how to deal with breaking down among those difficult butternut squashes. While I like to consume them, I constantly felt rather frightened when preparing one, however after class, I recognized it was a breeze.
Pro Tip: If you take pleasure in cooking, you’ll discover a lot of trip leasings in Breckenridge with premium cooking areas. If you have a group, you can employ a personal chef to prepare a meal or carry out a cooking class right in your trip leasing.
Other puts to take pleasure in the Breckenridge food scene consist of:
5. Culinary Institute Of America (CIA)
Napa, California
While the Culinary Institute Of America (CIA) has a number of places, I took a class in Napa,California Other websites consist of the initial place at Hyde Park in New York and in San Antonio,Texas While the CIA has actually trained first-rate chefs who have actually made preparing their life, they likewise provide classes for foodies who want excellent food.
The cooking classes here cover foods from all over the world. What I like about these classes is you can go extensive on a specific subject in among their 3-day or 5-day bootcamp. While they provide half-day classes, the boot camps get you into the information of a particular food or kind of cooking, and you find out all the essentials.
The half-day classes consist of 4 hours of hands-on guideline and after that 1 hour of dining. They serve red wine with the meal that you produced too. You may wish to attempt the restaurants and brasseries class, which is a half-day of guideline. You’ll find out how to make a leek and cheese tart, a beef stew, which oh-so-wonderful chocolate mousse.
Pro Tip: With more than 450 wineries in Napa Valley, you’ll likewise have the ideal chance for more information about red wine. Check out a few of these wineries that provide wine classes.
Explore Napa’s dining establishments while you remain in the location:
. | https://texaswinejournal.org/my-5-favorite-cooking-schools-i-have-actually-experienced-in-the-u-s/ |
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Boston Medical Center Increases Access to Healthy Food with Opening of Expanded Preventive Food Pantry and Teaching Kitchen
(Boston) – June 28, 2016 – Patients at Boston Medical Center (BMC) will have greater access to nutritious food, and to food preparation classes, with the opening of the hospital’s expanded Preventive Food Pantry and Teaching Kitchen. The Preventive Food Pantry, which feeds approximately 7,000 patients and family members each month, was the first hospital-based food pantry in the U.S. and has served as a national model for other hospitals. The new spaces feature added storage for perishable and non-perishable food in the Food Pantry, as well as additional cooking classes for patients and “BMC Iron Chef” competitions for staff in The Teaching Kitchen, and mark a major milestone in BMC’s clinical campus redesign.
BMC has a long-standing commitment to serving vulnerable populations and treating not only a patient’s medical needs, but also addressing social determinants of health. This is a critical part of the hospital’s mission to support our patients and families holistically while helping reduce the long-term costs to the health care system. A 2015 report conducted by Children’s HealthWatch, a nonpartisan network of pediatricians, public health researchers and policy experts, founded by BMC physician Deborah Frank, MD, found that one out of three families with young children accessing care in BMC’s Pediatric Emergency Department reported having limited or uncertain access to food.
“When a patient comes to our emergency department with stomach pain, one of the first questions we ask is ‘when is the last time you ate?’” said Thea James, MD, vice president of mission and associate chief medical officer at BMC. “The Preventive Food Pantry helps fill the gap for those who would otherwise be unable to access affordable, nutritious food, and this expansion further demonstrates BMC’s commitment to addressing the underlying social factors that affect a patient’s health.”
“Over the years, we’ve seen the demand double for healthy, affordable food in the Boston community,” said Latchman Hiralall, manager of the Food Pantry. “By streamlining our operations in one location, we are able to do our jobs more efficiently and in turn, improve the services we provide to our patients.”The new Food Pantry, which is approximately 1,500 square feet and distributes nearly 12,000 pounds of food each week, is significantly larger than the former location and will feature added storage space, allowing the Food Pantry to accept larger donations, as well as a dedicated walk-in refrigerator and freezer. Additionally, the waiting area includes new furniture and provides added privacy.
BMC’s Preventive Food Pantry was established in 2001 to address nutrition-related illnesses by providing healthy foods that are often lacking in a family’s diet due to cost and accessibility. Individuals with special nutritional needs are referred to the pantry by BMC providers who write prescriptions for supplemental foods that are both medically and culturally appropriate for all family members. In partnership with the Greater Boston Food Bank, families are provided with fresh fruits, vegetables and meat twice per month covering three to four days’ worth of food per household per visit. Originally designed to feed 500 patients per month, the Food Pantry, which is 100 percent funded by philanthropy, now serves approximately 7,000 patients and their families every month.
“Sometimes our patients are hesitant to receive food assistance because of the stigma of ‘being poor and hungry.’ By building a prescription referral system into our patient’s electronic health records, we’re able to customize the types of food a family should receive and provide the greatest level of privacy and care for anyone who comes through our doors,” Hiralall said.
The renovated Teaching Kitchen, a resource to teach healthy cooking to BMC patients and staff, is now located in the new Yawkey cafeteria to cater to a larger audience of patients, visitors and staff. Led by Tracey Burg, RD, head chef of The Teaching Kitchen, patients will have access five days a week to cooking classes that target specific diagnoses and conditions including diabetes, cardiac health, cancer care and weight management. “Super Kids and Teens” classes also have been added to teach children involved in BMC’s pediatric cardiology and weight management programs the importance of good nutrition.
In addition to patient classes, Burg has incorporated staff wellness classes that utilize both team building exercises and cooking instruction. Every other month, staff also will be encouraged to participate in “BMC Iron Chef” competitions to showcase their culinary skills and Burg is also working to partner with local chefs to teach guest classes.
Nurses participated in the first 'BMC Iron Chef' competition.
“Exposure is one of the biggest benefits of the new kitchen,” Burg said. “We’re now in a space that is inviting and extremely visible on campus. We’ve also listened to our patients’ feedback and tailored our programming to reflect their needs, as well as added some fun elements for our staff.”
The openings of these two major institutional landmarks are part of a multi-year clinical campus redesign project that will provide updated clinical workspaces and expanded facilities to solve BMC’s most pressing care delivery needs as well as make BMC facilities more environmentally efficient. This project is being funded through BMC’s largest fundraising endeavor to date, bond financing and the sale of facilities being vacated as a result of the campus consolidation. When complete, the project will save BMC approximately $25 million annually. More information about the redesign can be found on BMC’s website. | https://www.bmc.org/about-us/news/2016/06/28/boston-medical-center-increases-access-healthy-food-opening-expanded |
Listen to listen to an interview with me on the podcast Females in Fine Fettle: from wiped out to well-thy.
At the age of 21, I sliced, diced, whisked and juiced my way around the world on a Thomas J. Watson Fellowship, learning how diet can promote health and prevent disease. From a holistic healthcare center in England, to an ashram in India, to a raw foods retreat in Portugal, I discovered I was most myself in the heart of the establishment - the kitchen. It was there that I found kinship through preparing and sharing beautiful fresh food.
Since then, I graduated from the Natural Gourmet Institute for Health & Culinary Arts, assisted chef/author Didi Emmons’ with her cookbook Entertaining for a Veggie Planet, interned at the James Beard House, taught farm-to-table cooking classes, kitchen hopped again in Italy, Greece and France, cooked in restaurants, received a master's degree in social work and became enchanted with cooking unexpectedly divine fare outdoors on rock climbing trips. As healthy cooking coach at Whole Foods Market, I taught customers and co-workers how to cook from scratch and earned my nickname “Lentil Lauren”. Twice I attended Eat Retreat, a creative retreat for leaders in the food community. I participated in Dr. Joel Fuhrman's Health Immersion, where I studied food addiction and the Nutritarian lifestyle, and I was a 2017 Artist in Residence at Caldera. I continue to teach cooking to private clients and graduate students at the National University of Natural Medicine, develop recipes and content for businesses including Barre3, and am the Chef Instructor at Kwan Yin Healing Arts.
Through one-on-one and group cooking instruction, chef services, recipes and meal plans, I support individuals with all food preferences in reaching their cooking and dietary goals. Amidst the conflicting definitions of what constitutes a nutritious diet, I stay out of the food fight, emphasize seasonal whole foods, and demonstrate that you don't have to sacrifice flavor or fun to eat well. I combine my culinary training, experience and background in social work to develop just the right culinary engagement for my clients. I bridge the gap between the health care provider and the healthful plate, translating the nutritional counseling my clients receive into tasty tangible results.
Additionally, as an inaugural faculty member in the Master of Science in Nutrition program at the National University of Natural Medicine, I develop and teach culinary classes to future nutritionists and naturopathic physicians. | http://www.laurenchandlercooks.com/about-lauren |
Hello lovely people. My name is Ginnie and I want to share my knowledge and experiences teaching cooking with you, so that you can see the things that I do in the kitchen that make my life easier, the things that are harder but that get my kids cooking, and the things that aren’t worth the time!
A bit about me – I’m a 40-something mum of two with a partner, a job and a lifelong love of all things cooking. Like all working parents, feeding my family is a constant juggle of time, energy and budget. And to add to the mix, food is really really important to me! So getting my family eating healthy, tasty food is pretty high on my list of priorities, but as happens with life, it quickly slips down the list when I get busy.
I live in South Wales and I’ve worked in the food industry for 15 years. In 2008 I started my family, carried on working, and in 2017 I set up a small side business in Cardiff called Little Spoon using my experience teaching children to cook. My children were 7 and 9 at the time, and so I started by running classes for Primary School aged children. Classes were messy, loud and lots of fun, and I quickly learnt what kids like to make and what kids don’t. I learnt that some have a natural, wonderful, internal fascination with cooking and ingredients, and that for those who don’t, all kids love baking! After a year I started offering classes for older kids and this is when my real passion for cooking came to the fore.
To sum it up – we need to teach our children to cook!
In a world of ubereats, ready meals, takeaways, busy lives and cheap calories, essential life skills are being lost and our children are reaching adulthood barely able to scramble an egg, let alone make a frittata or eggs benedict (or all of the many delicious, nutritious things that you can do with an egg).
I’m often guilty of not taking the time to teach my own children basics, because its messy and time consuming and I’m hungry and want dinner on the table in the next 30 minutes. But as my son hits his tweens I’m determined to get him in the kitchen and able to cook for himself, and eventually able to cook the family a tasty, balanced meal.
And so this blog is a record of my journey. A record of the recipes and techniques that I use, the lessons I try to teach my own and other peoples children. | https://www.little-spoon.co.uk/post/about-me |
March 13, 2020
We’ve outlined five steps for starting and managing a remote team with a focus on building culture.
No longer a special arrangement for a handful of team members, remote work has become more common than ever. Today, the impact of the coronavirus (COVID-19) has imposed work from home mandates, and many companies need to start and manage remote teams, fast.
5 Steps for Starting a Remote Team
Starting a remote team requires a focus on clear communication and interpersonal connections. The good news: remote work is easier than ever to set up and implement from an operations standpoint. The downside? It’s easy to lose aspects of company culture that improve performance and team satisfaction.
1. Clearly define everyone’s virtual role
While this step may seem unnecessary if you transition a team that already has clear roles, it’s critical to starting a remote team.
Introducing the new arrangement is a good time to check in with your team to reflect on and reiterate everyone’s roles. This allows for clear expectations at the start of virtual team creation. If your remote team is a hybrid or reconfigured team, this ensures everyone has a clear idea of their input and understands other team member’s contributions and ultimately, overall team success.
2. Set clear calendar expectations
Remote work provides an enormous amount of flexibility for team members. On the flip side, team members may be at their most productive at different intervals. Outlining clear boundaries of when team members need to be online and when it’s appropriate to be offline provides a structure and routine to remote work experience. For some teams, working remotely is something new, and providing a structure, strategy, and suggestions for your team can be helpful. This ensures team members are aligned and able to add flexibility without losing productivity, or losing their minds if they’re stuck indoors.
3. Dedicate time to building relationships
As conversations around the coffee machine disappear, make sure to include some time during remote meetings to check in with your team. Depending on your team’s offline dynamics this could be more formal or just simply a casual catch-up. It might be necessary to dedicate more time to a remote meeting for team building to offset the isolation a more collaborative team might feel at home.
4. Touch base with individual team members frequently
If one-on-ones are a practice for your team offline, it’s important to continue and perhaps expand. In a remote office, you lose impromptu conversations in the hallway or over lunch where questions are answered quickly or new ideas emerge. Adding time or frequency to your “touch-bases” allows for continuous communication with your team and interactions that may have happened organically in the office environment.
5. Develop consistent communication channels
Remote teams require formal structured meetings, touch bases with individual team members, and a platform for team members to chat directly as they do their work. As communication channels expand, try to establish consistency for different team needs. Establishing consistency will ensure your whole team is continuously interacting with the same resources.
5 Steps for Managing a Remote Team
Once you’ve set up a remote team, it’s time to get to work! Ongoing management of a remote team presents a different set of challenges.
1. Focus on quality engagement over quantity
Part of the ease of incorporating remote teams in today’s climate is improved technology. From faster wifi connections to robust messaging apps like Slack, there’s a range of resources that improve remote connectivity. However, it’s possible to get bogged down in too many communication channels. As a manager, ensuring the team is consistently updated virtually could create an additional work driver. In focusing on quality engagement over quantity, emphasize communication channels that are providing meaningful engagement.
2. Deploy real-time virtual project management
One piece of technology that is essential for remote teams is real-time virtual project management and software that mimics in-office interactions, such as Asana, or Monday. Having scheduled virtual meeting check-ins for specific departments, or as a company, can be a great help in managing remote teams. Software-as-a-service like this improves efficiency as employees are able to chart team member’s progress as they plan their own workflow.
3. Reframe accountability
It’s impossible to “micromanage” team members online. Additionally, new team members or those with heavy workloads may require additional remote supervision. Setting clear expectations of deadlines and virtual check-ins leading up to deadlines will ensure projects move along smoothly.
4. Focus on managing deliverables
Make sure your team has the right tools and resources to hit deliverables successfully. If your team could improve its deliverables, think critically about how to provide the right virtual support. Set your team up for success.
5. Create an environment to celebrate wins
Once you’ve built a successful remote team, make sure to appreciate your team, and continue to build culture in a remote team.
As in-office birthdays and after-hours beers disappear, encourage your team to interact and support each other remotely. Sharing wins, especially after a successful team milestone, lifts moods and boosts energy.
Why team connection helps remote workers
Overall, building in time and opportunity for team connection helps remote workers fully enjoy the flexibility remote work offers, and allows managers to lead their teams effectively.
For teams looking to start and manage a remote team, don’t miss out on getting your employees on the right track with our virtual & remote team building activities.
Contact us today and we will discuss the best option for your team. | https://www.teambonding.com/steps-to-starting-out-your-remote-team/ |
22 Jul How To Successfully Integrate Remote Workers In Your organization
The trend of remote working has increased in the past five years with a net increase of 44%. And COVID really kicked the trend on to a new plane. The sharp increase of telecommuting culture seen soon after the COVID-19 pandemic hit the world was immense. And it is expected that 73% of all departments will have remote teammates by 2028.
The growth in telecommuting also showed that most remote workers deliver better productivity when working from home. But unlike traditional in-office employees, remote worker integration is different. Communicating must be intentional and frequent. Structures for regular interaction need to be in place. Especially voice and video calling. Facetime with remote teams is crucial when integrating remote teammates in the work process of an organization.
Let’s look at some best practices and tips for managers to make their remote teams successful.
The successful integration of remote teams in organizational culture starts with identification and addressing the challenges remote workers might be facing. It also includes the challenges of managing remote workers for organizations.
Leading a remote team is not different from an in-office team when it comes to performance management. We know what to expect and when to expect it. However, the organization and management of remote teammates require a different perspective from the manager’s side. For example, instructions must be clear and communication of expectations should be thoughtful. Clear communication is important in any context but more so in remote teams since much of the communication is in writing and therefore body language and other non verbal communication are not available to emphasize points.
Business owners, managers, and supervisors face the three most common challenges for managing remote workers:
- There is no, or very rare, face time of managers with the employees and between employees.
- Communication breakdowns and bottlenecks
- Distractions in communication
Similarly, remote employees also face some challenges when working from home:
- Maintain a work-life and home-life balance
- Communication gaps due to difference of time zones
- Accountability and management issues
Viable solutions are available for a smooth and efficient remote work environment. However a proper management approach is required to find the solutions. A manager that looks to develop a high functioning team and knows how to get people moving in the direction without too much micromanagement will get the most out of any team, and remote teams will be no different. That is not to say that other management styles will not succeed, there are certain tactics and standards that will not be available given the remote nature. At the end of the day, you will be able to get the same if not better productivity from remote staff as long as you handle them with just as much care as other employees.
Communication Is Very Critical To Remote Team’s Success
Most of the challenges in telecommuting are miscommunication or no communication. Unlike an in-office space, two people working on the same project cannot visit each other’s cubicle for a quick chat about the ongoing project. Similarly, without a set up geared for remote work, managers can find it hard to get in touch with an employee for a revision or change demanding prompt action.
As already mentioned, setting up structured and intentional communication is key. Having scheduled meetings, policies on how routine messages are sent and received, and setting up the right tech stack are key to ensuring that this part of remote team management is nicely tucked away. We will get into some of these details in later parts.
The emails, messages, or calls might get missed, increasing the frustration on both sides. Managers and employees need to come to a table and make some agreed-upon communication standards for quick turnaround time. There are so many SaaS software and platforms to manage remote teams. Peach uses a combination of email and Slack to ensure communications are rapid and fluid in the company.
Secondly, there must be a standard about how often a remote worker must check in. Peach recommends meeting at least once a week over video to interact with remote teams for fostering the inter-communication between employees. Initiating daily messages is also highly recommended to gain communication momentum at the onset of the relationship.
Develop SOPs And Policies For Remote Teams
Standard operating procedures and policies on productivity expectations, accountability, and communication between employees and management should be developed. For example, when a project team needs to notify AR to create an invoice to a remote worker a direct email may not be the best option. This creates a single point of failure and could end up getting lost. However, having a standard process with a dedicated channel of communication (be it a chat channel or a group email) will ensure everyone knows where the email requests are going to appear.
The key here is to identify channels of communication that are important to your company and standardize it as much as possible. Peach for example uses a chat program for internal communication only that way we can be certain if anything comes from that program it will be from someone within Peach. Conversely, email is mainly a tool for external communication. Having this distinction not only keeps the channels cleaner, but it also helps to know ahead of time some of the key context for the inbound messages.
Having dedicated channels of communication is essential too. Get a sales only email, same with accounting, customer support, or any other department. Have all stakeholders and key people on that channel to create visibility and so everyone is in the loop.
These may seem like obvious good communication tips. And you would be right. Any organization should be striving to tighten up communication gaps. Good communication, however necessary in local workspaces, is much more important in remote work conditions because of the fewer spontaneous interactions. Creating dedicated channels that are visible to all that need to see it will create an environment where the information flows naturally to folks that need it, and decreases the chances of things slipping between the cracks.
Provide Technology-Driven Tools
For maximum productivity, it requires managers to put all the puzzle pieces in order. The foundation of remote work is technology and the internet. A remote set up should include the following:
- Presentation templates and supplies as most of the communication and discussion are online
- Cloud storage and servers for improved online security and data safety.
- Cloud based software as much as possible. Cut down on desktop versions.
- Chat and messaging software like Slack or Discord.
- Easy to use audio and video software, preferably one that can make calls at least internally
- Ensure that every person has good internet, a good microphone and headset that provides clear sound too. At Peach we work with our members in order to ensure quality in this area as good audio quality is very important to a successful remote engagement.
Any additional items needed will depend on the type and nature of your organization
For the successful integration of remote employees in organizational culture, training is also essential. It is true in both cases if you are hiring remote workers or transitioning in-office employees into remote teams.
A Follow Up Is Important For Compliance
You can set up calls, send emails, voice messages, or other communication methods to your employees for follow-up on assigned tasks. A one-on-one video session to discuss project updates, provide suggestions and feedback can also improve the culture of inclusion. This increases compliance as the employees feel motivated when they are accountable. Self-management is one of the biggest challenges faced by most remote teammates. Follow-up is the best way to help your remote teams overcome this challenge.
Tip Sheets And Video Guides For Smooth Working
We have been emphasizing the importance of communication, standards, policies, and clear terms for remote working success. Another initiative to reduce communication breaks and bottlenecks is to create tip sheets and video guides for a smooth workflow. You can create a questionnaire to take feedback from remote teams about how to foster work productivity and communication during work.
The feedback can be employed to make short PDFs about FAQs, videos about different procedures, and workflows, etc. Some topics to cover in your tip sheets can be on work-life balance, self-management in remote working, managing tasks during different hours of days, mental wellbeing, social security, etc.
In a nutshell, remote employees, just like in-office employees, are an important part of your organization. Therefore, make sure to take all necessary steps to make telecommuting a success in your organization.
Contact us to get started on setting up your team with PeachBPO!
About Michael Howard
Prior to founding PeachBPO, Michael (or Mike) worked as a business leader in finance and analytics for 14 years. Michael started his career as an economist for the North American cement industry and has since worked as a marketing, strategy, and pricing consultant, FP&A director and most recently the CFO of an international tech start up closely partnered with Google. Michael, attended Loyola University Chicago for his Bachelor of Business Administration and Northwestern as a graduate student in Predictive Analytics. | https://peachbpo.com/how-to-successfully-integrate-remote-workers-in-your-organization/ |
In the current business world, inner communication performs a much increased role in the successful completion of any process. Internal communication is also known as intra-organizational conversation. This identifies communication within an company setting, such as between the management and personnel of an firm at the bigger echelons. It usually is described as a process by which multiple messages happen to be conveyed from one point in the business to another.
Inside communication is essential because it allows feedback to take place between varied individuals, groups, and clubs within the corporation. It allows people to find out what is happening all over the whole group so that they can have actions upon it. There are various internal communication channels that take place in an organization that bring about its efficiency. These include interdepartmental communication, intra-organizational communication, and external communication. Within the last five years, the use of internal conversation has grown drastically due to the dependence on more personalized communications inside organizations.
The expansion of interior communication has long been fueled by the development of information technology. Communication at this moment takes place in emails, instant messaging, fax machines, telephones, marketing via the Internet, and video conference meetings. The importance of internal interaction is evident in the fact that a great organization’s production is much dependent upon how well these inside communication systems are functioning. Internal interaction channels should be well established and properly well-balanced in order to successfully provide correct feedback to employees, consumers, and suppliers. These remarks mechanisms are crucial in an organization to stop inefficiencies and improve quality.
The creation of internal interaction channels can be not a on one occasion task. Somewhat, it is a continuous effort by an organization to boost internal interaction. Internal communication channels to further improve organization effectiveness by:
Collecting feedback internally. Internal communication allows opinions to be accumulated in the form of internal conversation queries and answers. The moment organizations accumulate feedback in house, it enables them to analyze it to see if there is a purpose to revise their internal communication tactics or their particular message file format. This analysis results in better internal conversation and allows organizations to generate positive changes to their principles format and strategy. It also results in remarks being distributed throughout the company and provides staff and other interested parties when using the opportunity to provide feedback.
Traffic monitoring communication with records and databases. Agencies collect information concerning their staff members, customers, suppliers, and exterior contacts through various means. Records may include attendance data, performance evaluations, training data, and internal communication concerns. Databases consist of lists of company cell phone numbers, lists of suppliers, prospect lists of inner communication programs, internal communication policies, and client relations databases. All of these options result in priceless internal connection data that could be accessed and analyzed simply by an organization’s employees, administration, and suppliers.
Managing internal communication. As companies have hundreds of interior communication programs, managing all of them can be a difficult task. Internal programs are often seen as inefficiency and are rarely supervised. Employees, vendors, suppliers, and other external contacts do not contribute with useful opinions. An organization need to therefore set up regular inside communication monitoring, which should be done on a regular basis.
External communication. Exterior communication is important for a business to achieve their strategic goals. External interaction can include conferences, seminars, and merchandise exhibitions. External communication likewise serves as the easiest way for a company to share information to employees, distributors, and partners. External conversation helps to preserve internal conversation strategies that prove good.
Internal conversation about tactical priorities. Organisations must establish clear and strategic desired goals for this company. In order for these kinds of goals to be achieved, all amount organisation need to participate and communicate about these goals to get them. The creation of your internal conversation strategy is usually therefore important for organisations that wish to increase their potential.
Monitoring inner communication tactics. primaart.vn Since organisations have to constantly monitor and evaluate their internal communication approaches, they should have a dedicated internal communication monitoring department. The department needs to be responsible for keeping, updating and conducting top quality control checks of internal communication tactics. It should likewise develop and improve inside communication equipment such as connection plans, efficiency reports, keeping track of tools, and feedback systems.
Internal conversation is an essential part of virtually any business. However , effective interior communication approaches are certainly not always simple to establish. The effectiveness of internal interaction depends on the lifestyle and priorities of the people in an enterprise. For this reason, it is important that company leaders create a clear strategy and speak it towards the staff in any way levels. This is possible once organisation leaders regularly evaluate internal communication strategies. | https://mandkcardisposal.co.uk/the-importance-of-internal-interaction-strategies/ |
Have you ever thought about the number of hours you spend communicating at work? From emails and instant team messages to phone calls and video conferences, it adds up pretty quickly. In fact, research shows that, on average, we spend between 50% and 80% of our workday communicating.
In line with this, organizational communication plays one of the key roles in their overall success.
Lateral communication, as one of the three most used communication types at the workplace, seems to be given unrightfully less emphasis in workplace communications discussions. Most often, organizations are more focused on how to facilitate better top-down and bottom-up internal communication, which often leaves little to no bandwidth to work on lateral communication.
However, with recent organizational trends aiming to flatten the hierarchical pyramid, we’re seeing more organizations acknowledging the importance of lateral communication and working towards improving it.
If you too are contemplating optimizing your organization’s lateral communication, be sure to read on. We’re breaking down lateral communication at the workplace with examples and actionable tips on how to improve this vital segment of your organizational collaboration.
What is lateral communication?
Lateral communication — in the broadest sense — is the communication flow between peers, members of a community, or coworkers belonging to the same hierarchical level. Essentially, any type of exchange (formal or informal) aiming to solve a problem, access information, achieve a common goal, or discuss common interests between same-level participants is considered lateral communication.
What is lateral communication in an organization?
In terms of organizational context, lateral communication takes on a more specific definition. Lateral communication in an organization refers to the interaction between individuals and groups on the same hierarchical level in an organization. As opposed to other, less formal communication settings, lateral communication at the workplace implies a more focused objective.
Usually, the flow of messages between groups or individuals occupying the same functional areas in an organization is carried out with a clear purpose — to obtain information, exchange ideas, coordinate tasks, achieve common goals, or resolve conflicts.
However, as lateral communication can include an exchange between members of the same team, it can also have a less formal tone and a more flexible structure. It doesn’t necessarily need to have a clear business objective, other than building better connections between coworkers in remote teams, for example.
Lateral vs. downward vs. upward communication
Before we get into a more detailed analysis of lateral communication, let’s first make a comparison between the different types of internal communication to better understand the role of lateral communication in an organization.
First, let’s start from a broader category i.e. — the difference between horizontal and vertical types of internal communication.
While vertical communication refers to the flow of information across the hierarchical ladder, horizontal communication implies the exchange between individuals or teams belonging to the same organizational level.
↔️ Lateral communication, therefore, becomes synonymous with horizontal communication type as it takes place between people on the same hierarchical level.
When compared to upward or downward communication, it often implies a quicker, more immediate exchange — in addition to often being more efficient than the other two.
Lateral communication also often involves a less formal style than vertical communication types.
⬇️ Downward or top-down communication, on the other hand, refers to the vertical process of information exchange that starts from the upper level and ends when the information reaches the lowest member of the hierarchical ladder.
⬆️ Upward or bottom-up communication follows the opposite direction. It is a vertical communication flow that begins at the lower level of the organizational hierarchy and ultimately reaches the top-level executives and decision-makers.
Examples of lateral communication
Let’s get a closer look at lateral communication using some common workplace examples.
🔶 Lateral communication across teams
Successful cross-department collaboration depends on effective communication between members of each unit. Lateral communication, in this instance, takes place each time members of different teams communicate with people from other departments that share the same place on the hierarchical ladder. Any time, for example, a sales team receives a complaint from a client and pings the development team in a business messaging app such as Pumble, we are witnessing a cross-team lateral communication taking place.
🔶 Lateral communication between members of the same team
This is one of the most common examples of lateral communication in the workplace. After all, workplace communication between members of the same team takes place almost all the time. Whether they are exchanging ideas, brainstorming, or sharing relatable industry memes, this type of exchange makes up the majority of internal communication. At the same time, communication between team members carries plenty of benefits to teamwork and team spirit, better collaboration and productivity, and overall team connectivity.
Essentially, lateral communication between members of the same team takes place, for example, every time your teammate posts about their weekly progress on the project you’re working on and the entire team jumps in to cheer them on.
Advantages of lateral communication at work
Apart from boosting productivity and collaboration across teams and departments within an organization, efficient lateral communication carries plenty of other benefits to a company. As it involves members on the same organizational level, horizontal interaction is usually much quicker, less formal, and ultimately, more efficient than upward or downward communication.
Let’s get a closer look at some of the most significant advantages of lateral communication at work.
Lateral communication is time-efficient ⏱️
As companies are looking for ways to answer the demands of fast-paced global markets, quick and time-efficient internal communication becomes the absolute imperative. Problem-solving, a quick exchange of cross-department information, and time-efficient knowledge sharing between members at the same organizational level, thus become some of the key determiners of a company’s success.
Lateral communication is more direct 📲
Unsurprisingly, most employees would opt for a more direct style when communicating with a group that occupies the same hierarchical level. For example, we all feel more comfortable cutting to the chase when asking a teammate to help us find the right resource for the project we’re working on, as opposed to crafting a message or an email to our team manager. The immediate quality of lateral communication further improves collaboration and enhances connectivity and team spirit within an organization.
Lateral communication often produces higher-quality interaction 👌
As it occurs directly between people working on the same hierarchical level in an organization, lateral communication promises a better quality of information exchange almost by default. When all participants in a conversation share similar knowledge, communication style, and industry language and terms, the exchange is bound to produce more value.
For example, a direct conversation between managers of different marketing departments who are in sync in terms of all the important communication criteria almost by definition guarantees the maximum quality of information exchange.
Lateral communication is more efficient ✅
The efficiency of lateral communication ties in perfectly with the previous points. Being quick, more immediate, and producing higher-quality exchange, lateral communication thus promises better overall efficiency.
This is especially significant for tech companies striving to achieve utmost productivity and product innovation through changes in leadership and management.
In his opinion piece for Forbes, Steve Denning states that, as opposed to the traditional economy that relied on top-down communication, the Creative Economy thrives due to a shift towards lateral conversations — where the role of the leader is to “inspire people across organizational boundaries to work together on common goals.”
Ultimately, as employees develop the skills of efficient lateral communication and learn to better express their views and opinion, it drives better employee performance.
Challenges of lateral communication at work
Apart from the considerable advantages lateral communication produces for the overall organizational success, it’s still not devoid of potential challenges, especially when not orchestrated properly within an organization.
Let’s break down some of the most common disadvantages of lateral communication to help you build a challenge-proof lateral communication culture in your organization.
Potential competitiveness between co-workers 🏃♀️🏃
In teams with highly competitive employees, constructive lateral communication will most certainly take a hit. When employees are solely focused on achieving their individual goals, they are more likely to start exhibiting toxic behavior and poor communication practices.
They may start to withhold information, avoid answering questions, skip meetings, and fail to follow the generally accepted principles of team communication. This is ultimately how the silo mentality is formed, and in this case, each team member acts as a separate unit, which then hinders entire team productivity and collaboration.
However, in some cases, these challenges in team communication may resemble teammate competitiveness, yet they may stem from an organizational flaw.
According to Lisa Brown — HR expert at HR Collaborative — lateral communication suffers when there’s a lack of consensus on the priority, timing, and roles in the communication within the organization.
“In some organizations, employees are afraid to communicate across departments without first filtering through their manager in fear that they will be viewed as being insubordinate or doing their boss’ job.”
A territoriality mindset 🗺️
Similar to the previous challenge, a territoriality mentality can severely damage lateral communication at the workplace. When teams operate in silos, it can be quite challenging to shift to more open, and collaborative lateral communication.
Lisa Brown finds this mentality to originate at the leadership level where often “managers hold tight reigns on information and are protective or territorial over their respective work areas.”
Apart from damaging cross-team communication and collaboration, the territoriality mindset further limits the employee’s overall motivation to get involved in any conversations outside their immediate areas.
How to improve lateral communication at work?
If you’ve identified one or all of these workplace communication challenges in your organization it might be time to develop a better lateral communication framework. In addition to putting a stop to some toxic communication practices, effective workplace communication enhances productivity and collaboration, and improves problem-solving, conflict resolution, and drives employee engagement. Let’s examine some of the tried and tested solutions to mastering lateral communication at the workplace.
Assess your workplace culture
Although most common, the mentioned lateral communication challenges are not universally applicable to each organization. In your company, for example, things can run pretty smoothly in terms of willingness to share information across departments, but the problem might be in the lack of opportunities for these conversations to take place.
To pinpoint major challenges and opportunities for improvement in lateral communication, consider starting from the culture analysis.
Pay special attention to how teams communicate and interact to be able to identify potential problems.
Additionally, it’s a good idea to assess the onboarding process as well, as it is the first point of reference for employees. And in most cases, onboarding is where new employees will draw from when it comes to internal communication practices in the organization. Emma Lindgren, a communications strategist at Whippy — a company that specializes in digital onboarding — shares a similar opinion:
“We’ve identified that onboarding new employees is a “window” usually missed out on when creating a cross-function collaboration culture at work. During the first three months, employers can train new employees and foster a behavior towards reaching out to colleagues across functions and markets to tackle challenges and innovate.”
Finally, make sure to check the behavior of leaders and decision-makers as they act as role models for other team members. Lindgren stresses the pivotal role leaders play in the way lateral communication and collaboration are formed within an organization:
“Management teams and senior leaders need to role model behavior linked to collaboration with other teams and departments rather than building isolated teams.”
Performing regular culture surveys will help you analyze potential challenges and use the information to improve lateral communication by encouraging teamwork through awarding team success as opposed to individual performance, for example.
Perform a lateral communication survey
Once you’ve identified potential causes for poor lateral communication, it’s time to assess the actual quality of communication between departments and team members and find opportunities for improvement.
However, this time, consider opting for a feedback-based approach. Perform an anonymous survey to gain employee insight and opinion on the matter. This approach allows you to directly tap into the main metrics and get an objective assessment of your lateral communication quality directly from the main participants and interest groups — employees.
When crafting a survey, be sure to form clear questions that evaluate quality, transparency, style, and the volume of horizontal communication.
In addition, consider assessing the efficiency of communication channels and tools, as well as the opinion on the willingness of teammates to collaborate. Lindgren shares the same perspective on the importance of collecting data:
“[…]you need to measure to be able to improve. Keep track, and let data help you understand the collaboration climate internally.”
Create a clear lateral communication system
Once you’ve got all the data, use it to craft a more informed user-centric communication plan that will better serve the overall organizational collaboration and goals.
Brown sums up the most important points to consider when crafting a solid lateral communication system:
“To improve upon the challenges identified, I would encourage an organization to determine what information needs to be shared, by whom, the timing of the communication, and the platform as well as empowering employees to take ownership of the communication and leverage the tools available to do so.”
Let’s go over some of the key points and techniques you can use to craft a productive lateral communication system in your organization.
Define quantity and quality guidelines
Ever had to fight the urge to respond to a message shared by a coworker in a #random channel in the company business chat app?
On one hand, you know it’s important to stay connected to your teammates and engage in conversations.
Yet, you know this little piece of irrelevant information may mess up your entire workflow.
When working to encourage internal communication, companies fail to clearly communicate quality and quantity guidelines. This can mislead employees into thinking that more communication is always better, which is actually just one of the long-held communication myths that continue to harm internal communications.
The lack of proper strategy defining the quality, relevance, and timing of information sharing across same level individuals and groups in an organization can potentially cause harmful scenarios such as information overload.
To avoid these communication problems, consider crafting a detailed guide that defines all the key metrics of healthy lateral communication, encourages productive collaboration and overcommunication, and improves communication efficacy.
Suggest uniform communication styles
The success of workplace communication is largely determined by the communication styles of the people participating in the conversations. Just because your team speaks the same language, doesn’t necessarily mean that the optimal level of understanding and clarity is reached. With the aforementioned competitiveness adding to the problem, people can resort to some less ideal communication styles to reach their personal goals. Let’s not forget that a staggering 86% of employees, executives, and educators blame most workplace failures on poor internal communication.
To prevent manipulative or aggressive communication from damaging relationships and productivity, consider adopting uniform communication styles as a general rule in workplace communication in your organization.
One of the best options here is assertive communication as it promotes clarity, reduces misunderstanding, and promotes a healthier workplace culture.
Additionally, to avoid misunderstandings and promote cross-team sharing and collaboration, instruct employees to simplify their vocabulary — i.e. use less technical terms when communicating with people from different departments who might not be familiar with the specific terminology.
Use a centralized communication channel
Teams experiencing challenges in lateral communication can usually determine multiple factors that damage productive and effective communication at the workplace. And, in most cases, using multiple communication channels isn’t really doing any service to any of these organizations. Quite the opposite — this practice only amplifies problems in miscommunication, team silos, and territoriality.
The solution might lie in using a centralized communication channel. More specifically — a single business messaging app that supports multiple channels and conversation levels, as well as diverse functionalities for remote and in-office communication.
Let’s get a closer look at how a centralized communication app can improve lateral communication at the workplace — using the business messaging app Pumble to illustrate our points.
Streamline all communication — Pumble allows easier access to all teams across all company conversations. Furthermore, it allows more efficient conversations with features like mentions for urgent conversations.
Organize conversations by categories for teammates, managers, or cross-department projects, for example, using Pumble channels, DMs, or groups.
Boost collaboration by 28% with seamless search and easy file sharing.
Encourage employees to communicate more. Motivate employees to engage in lateral communication with a user-friendly interface and flexibility, which is especially valuable in remote work arrangements. Remote workers prefer to communicate via business communication platforms. According to a Pew Research Center study, 57% of remote workers like using business messaging apps.
Better support asynchronous communication for teams working across time zones with availability status options meant to help teams communicate off-time. You can also use mentions to expedite urgent conversations.
Wrapping up: Lateral communication requires a company culture adaptation
As opposed to vertical models, lateral communication presents a unique set of challenges for the existing, potentially limited structures to properly implement it. As such, it requires all hands on deck to carry out the changes needed to shift towards a more flexible company culture that better supports lateral communication and collaboration. Use the steps provided in this article to analyze and improve the state of lateral communication in your organization. | https://pumble.com/blog/lateral-communication/ |
What is internal and external exam? what is external exam in college.
Contents
The difference between the two forms of communications is the environment in which they happen. Internal communication is an exchange of ideas and information within the organization. External communication is the exchange of information that happens outside the organization.
Internal Correspondence – The flow of information between employees, departments, branches, and units of the same company is termed as internal correspondence. They can be formal or informal.
Internal communication is information and ideas exchange within the organization itself, while external communication means exchange of information both within the organization itself and outside the organization.
External Correspondence It refers to the correspondence between two individuals. These are not of the same organization. Any correspondence outside the organization is external correspondence. Customer and suppliers, banks, educational institutions, government departments come under this category.
1. Internal Correspondence: Internal correspondence refers to correspondence between the individuals, departments, sections and branches of the same organization. 2. Personalized Correspondence: Emotional factors are responsible for personalized correspondence. …
An example of correspondence is when a person acts in the same way she appears to think. Correspondence is defined as communication, generally through letters or emails. An example of correspondence is the interchange of letters between pen-pals. … (uncountable) Postal or other written communications.
While memos are used for internal communication and emails for both internal and external communication, formal letters are mainly used as an external means of communication.
Definition: A Correspondence is a written form of communication between two parties. In other words, it is way to pass on ideas in writing.
External communication typically includes email, brochures, newsletters, posters, advertisements and other forms of multimedia marketing designed to attract customers, partners and suppliers to conduct profitable business transactions.
1) Outward: Outward communication includes all messages that go out of an organisation. … Vertical communication consists of Upward and Downward communication. In Downward communication, the information flows from superiors to subordinates and in Upward communication the information flows from subordinates to superiors.
Some examples of internal communication that make the most of leadership include video clips and audio messaging. While it is important to provide written documentation on any changes of direction and procedure, people need to see a familiar face and hear a familiar voice to gain that extra reassurance.
When leaders and managers share information with lower-level employees, it is called downward, or top-down, communication. … Examples of downward communication include explaining an organization’s mission and strategy or explaining the organizational vision.
Communications/correspondence that document agreements or significant discussion regarding trial administration, protocol deviations, trial conduct and adverse event reporting.
- Identify and Profile Your Stakeholders.
- Establish the Goal For Your Communication.
- Choose Your Communication Medium.
- Communicate Your Message Concisely and Clearly.
- Monitor Feedback and Follow Up.
Correspondence/Mail Inwards Book: It is used for recording the details of all official correspondence, received by the organization. Some of the vital information contained in the mail inwards book are: The date the correspondence was received. The sender’s name.
Full Definition of correspondence 1a : communication by letters or email also : the letters or emails exchanged I have a pile of correspondence on my desk.
A correspondence address is the address of a family member or someone you know where correspondence from official bodies can be sent. … The person at that address must ensure that the correspondence is passed on to you personally.
Correspondence means any written or digital communication exchanged between the Client and HSP. Correspondences may come in the form of personal delivery, post, courier or electronic mail.
Correspondence is the most means of written communication. It is the process of exchanging official information between individuals and organizations of different places.
- The first sentence should get right to the point. …
- Use short and concise sentences to express your ideas.
- This is a method of official communication so practice standard format and avoid slang.
- Tone is very important. …
- Be aware of the audience.
- Edit, edit, edit.
Verbal correspondence communicating something specific through a talked dialect that is comprehended by both side. Verbal correspondence Examples: eye to eye talking, tuning in to an address or course, and tuning in to a TV program.
Internal (Downward) Communication: In downward communication, the information flows from the top management to the employees in an organization. This information is related to passing on instructions to subordinates or employees to do their tasks.
The definition of external refers to something or someone that is outside or the outside walls of a space or something that is applied outside. An example of external is a tornado or some other force that can destroy your house from the outside.
- Intranet. …
- Mobile Intranet App. …
- Internal Newsletters. …
- Employee Surveys. …
- Collaboration Tools. …
- Social Employee Advocacy Tool. …
- Instant Messaging Tools.
The magic mantra is “Directional Communication” in simple terms it means that we should be mindful of the expectation and depth of the message when communicating in different directions. … Lateral communication is all about keeping the medium and content of the message that will make your message attractive to yourself.
The main goal of external comms is to inform the outside world an important message about the work and quality of the organization. Informal external communication is a form of communication which organizations can’t regulate directly.
External Communication is the transfer or exchange of information with external audiences such as customers, prospects, investors, suppliers, shareholders, target niche, leaders, banks, public, government offices, insurance companies, etc.
Internal communication (also known as IC) refers to a group of processes or tools that are responsible for effective information flow and collaboration among participants within an organization. Internal communication involves communication between top management, management and employees.
The definition of internal is something having to do with the inside, inner parts or inner nature. An example of internal is an internal medicine doctor specializing in Cardiology. Inside of something. We saw the internal compartments.
- Face-to-Face Communication. Be sure that the message is being presented clearly and positively. …
- Corporate Intranet Platform. …
- E-mail Correspondence. …
- Videos. …
- Company Notice Board. …
- Business Memos. …
- Business Report. …
- Texting.
The meaning of grapevine communication is communication held without following a recommended structure in an organization is informal communication. So, grapevine communication can be described as a casual and unofficial communication system within the organization.
Basically, it means gleaning information from places other than the official source. Rumors, “he said/she said” situations, gossip, and “games of telephone” are other terms used to describe grapevine communication.
Diagonal communication is the sharing of information among different structural levels within a business. This kind of communication flow is increasingly the norm in organizations (in the same way that cross-functional teams are becoming more common), since it can maximize the efficiency of information exchange.
Correspondence of accounts is an approach to continuous and interrelated registration of business transactions in corresponding general ledger accounts. It’s based on the double-entry bookkeeping system. … When the accounting transactions are posted, the corresponding relationship is automatically defined. | https://interesting-information.com/what-is-internal-and-external-correspondence/ |
Changes to organizational culture topped the list of priorities, with 43% of employers indicating they will revamp their values and behaviors in the coming year. In addition, 40% expect to implement a new way of working, followed by 37% that plan to leverage new information and collaboration tools.
2020 brought the importance of employee experience (EX) to the forefront. To set organizations up for success, Gallagher’s communication experts identified the best practices employers leaned into as a result, with themes such as an increased focus on employee mental health and wellbeing (70%) and D&I initiatives (55%). Additionally, as it relates to EX, 60% of employers reported having a clear strategy for purpose, culture and vision in 2021 as a result of the pandemic. The data further shows that while two-thirds of organizations say EX is discussed at the C-suite level, only half of employers have formalized what EX means to them and how to approach it. A key area of today’s EX is the digital experience, which was significantly impacted as a direct result of the global pandemic. Furthermore, the 2021 State of the Sector Survey found 1 in 4 of organizations don’t have a strategy for workplace experience (including working from home) or digital and technology experience (23% and 27% respectively) either in place or in development.
Rise of the Digital Divide
Due to COVID-19 precautions, many employers continue to limit or prohibit in-person workplace interactions among non-essential workers. For these organizations, digital channels have become the primary, if not the only, means of communication. This has created a digital divide. Even though three-quarters of organizations (77%) believe digital channels make it possible to create engagement with messages, about half (55%) believe they support collaboration well. Furthermore, few organizations appear to be leveraging the full potential of digital communications as only a quarter have implemented functionalities that allow employees to select what communication they want to receive, a key consideration with 37% of organizations perceiving the volume of communication being too high.
The rise of digital communications has enabled organizations to track what their employees receive, read, watch or click, but few turn these touchpoints into actionable insights. In fact, 80% measure reach and 75% measure employee understanding of key topics, but just 2 in 5 organizations assess overall satisfaction with communications, behavior change and business outcomes. As for their rationale for not analyzing the data for actionable insights, nearly three-quarters of organizations (73%) cite the lack of time, and half (51%) don’t have adequate technology or metrics available.
“Through conversations with internal communicators, it became clear that their workload increased in 2020 and many have taken on the work of more than one person,” said Ben Reynolds, Global Managing Director, Employee Communication Practice, Gallagher. “When we launched the survey at the start of the pandemic, 1 in 3 respondents said their HR/internal communication was lacking, 2 in 5 felt under pressure to deliver, and 1 in 5 felt considerably overworked. The data makes it clear that employers can do a better job assessing and adjusting their employee experience strategies. When done right, this can reduce operating expenses and, at the same time, improve their employees’ wellbeing.”
Crowded Channel Landscape
The survey also reveals specific tactics, including communication channels that organizations were relying on most. When asked about increased channel usage, Gallaher found limited changes in channel popularity year over year, with Microsoft products continuing to reign as most popular. However, the survey uncovered that many organizations reacted to the pandemic by rolling out new technology quickly. As a result, multiple digital channels (web calls, mobile apps, messaging apps, and collaboration platforms such as Teams, Yammer and Zoom) flooded the employee communication space. The increase of such messaging became overwhelming, and overall engagement took a hit. According to Gallagher’s experts, 35% of employers say that increasingly tailored, hyper-personalized messages will become the norm in the next few years, meaning the importance of smart digital solutions has never been clearer when it comes to maintaining and driving engagement.
“However you may feel about it, remote working is here to stay,” said Reynolds. “Before the pandemic, employers were able to rely on a robust holistic rewards strategy to win the war for talent. Now, they need new strategies to maintain productivity and connectiveness. The data shows employers are closely monitoring new strategies and adapting enhanced digital capabilities, because the return on investment is still clear: a more engaged and connected employee experience is better for the bottom line.”
Most internal communication teams have seen their budgets cut drastically and have, as a result, had to think very carefully and strategically about their spend and projected return on investment in 2021. Gallagher’s State of the Sector Survey is designed to be a tool for employers to evaluate their current employee experience by assessing the tactics their peers are utilizing to maintain connectivity, protect employee wellbeing and balance budgets.
Gallagher’s 2021 State of the Sector Survey is based on data collected in October 2020 from more than 800 employers representing 34 industries across 45 countries. The report can be found at www.ajg.com/stateofthesector. | https://gallagherexecben.com/library/articles/2021/02/covid-19s-impact-on-employers-internal-communication-strategies/ |
Communicating with coworkers and other audiences outside the IT department puts many sysadmins in uncharted waters. With different terminology and limited technical knowledge, employees from other departments may struggle to grasp key concepts. This can lead to difficult conversations, poor customer service, and strained relationships.
According to CIO, nearly 60% of IT leaders surveyed say they spend 8 hours or less per month on IT communication. Yet clear communication can help the IT team build trust, educate users, and increase collaboration. It can also help attract talent and prove the department’s value to the company. In short, IT communication is one of the best things many IT departments aren’t doing.
These 9 IT communication tips can help you turn the tide and improve your communication skills.
1. Consider working with an IT communications manager
An IT communication manager prepares strategies and crafts messaging for communicating with internal and external audiences. If your organization is large or has significant IT communication needs, it may be worth hiring an IT communications manager.
If your budget doesn’t allow for a dedicated IT communications manager, you might also assign related tasks to someone already on your team who is an effective communicator with high emotional intelligence. They should have skills in verbal communication (including public speaking), written communication, and nonverbal communication (such as body language and nonverbal cues).
If the person responsible for your IT department’s communication does not have previous experience in the role, you might encourage them to take a communication skills class.
2. Solicit feedback
Strong communication skills are not one sided. In addition to being able to clarify your points verbally and in writing, you also should be prepared to listen to others. One way to do this is by soliciting feedback from internal or external stakeholders.
The easiest way to collect feedback at scale is through a survey. Carefully craft questions to help you analyze your existing approach, timeliness, clarity, tone, channel usage, and other critical factors. You might also seek insights on user communication preferences. For a more personal touch, consider scheduling one-on-ones with stakeholders. Be attentive and engage in active listening to gather as much information as possible. Not only can this help you gain valuable insight, but it may also help you forge stronger personal bonds with people outside of the IT department.
Some questions to consider:
What does the IT department communicate well?
How would you prefer to receive messages?
What else would they like to hear from the IT team?
3. Use terminology wisely
Choose your vocabulary carefully, avoiding unnecessary jargon. A word that seems simple and straightforward to you may confuse someone with less technical knowledge. At the same time, try not to talk down to people. It can make them tune out or, worse still, jeopardize your working relationship. Striking the right balance requires knowing your audience and developing a clear understanding of their technical know-how.
Also, don't overlook the importance of inclusive language. Avoiding terms with biased or discriminatory overtones can help cultivate a friendlier atmosphere that's ripe for teamwork.
Sometimes, jargon is unavoidable. In those instances, consider sharing our sysadmin glossary so that users can look up unfamiliar terms.
4. Assess communication channels
How you communicate with your audience can be just as important as your message. After all, the message is meaningless if no one pays attention to it. Ideally, you should use the communication channel most comfortable for your audience. Whether it’s Slack, email, a newsletter, an internal podcast, a video call, or Morse code tapped on the office wall, consider the best medium for each occasion.
5. Involve other departments
Collaboration is beneficial for some IT projects. Beyond that, it can also improve interdepartmental communication and trust for years to come. If your project is likely to impact other teams within the organization, think of ways that you can incorporate them into the process.
Any opportunity to work together can enhance communication. Whether that means discussing how they use technology, working together towards company-wide objectives, or collaborating on user training, look for ways to collaborate.
6. Be transparent
Information silos often cause interpersonal conflicts, redundancies, conflicting priorities, and other problems. Transparency may make it easier for other internal stakeholders to trust the IT department. It can also boost morale and improve performance.
7. Aim for focused messaging
Any unnecessary details could take the focus away from your main point, so keep it simple. Focusing on “why” can help you share the relevant information without bogging down your audience with potentially confusing technical information.
8. Hold training sessions
Whether you’re rolling out new technology or sharing tips to get the most out of an existing solution, hosting training sessions can help your IT team connect with users and share valuable information.
Bonus: Answering questions during a group session saves you the hassle of each individual coming to you separately with the same handful of questions.
9. Define a strategy
IT teams often focus on reactive communication, only sharing messages when something goes wrong. Developing a communication strategy can help you provide a clear roadmap for reactive communication while enhancing your proactive communication. In addition to laying out overarching strategies, incorporate communication plans in your project plans.
An internal communication plan should include the following:
What to communicate
A lot happens in the IT department. Sharing everything would just overwhelm users, diluting important messages. Decide what information is worth communicating. For instance, you might establish that you’ll communicate about technology rollouts, policy changes, and outages.
Potential audiences
Understanding your audience is the secret sauce to effective communication. Your IT department may have multiple audiences with different levels of technical knowledge. Provide an overview of these audiences in your communication plans so that you can cater your methods and message accordingly.
Tools
Get to know the tools at your disposal. These often include communication channels, policies, and software. Determine which tools you may utilize.
Who is responsible
All too often, IT communication falls to the wayside for one simple reason: Everyone assumes someone else is doing it. Assigning responsibility for communication tasks helps ensure nothing is inadvertently overlooked.
Timeline
For ongoing communication efforts, sync with other departments in your organization to set a schedule that avoids overlap. If users receive messages from multiple departments at the same time, it may reduce the impact. For ongoing projects, also establish a calendar that sets deadlines for communication tasks.
While effective communication skills are critical to the success of your IT department, they won’t necessarily come naturally. Following these tips can help you develop your abilities and cultivate strong interdepartmental relationships.
If you need to free up more time to fine-tune those people skills, check out PDQ Deploy and Inventory. These powerful solutions streamline software deployment and systems management so your team can focus more on workplace communication. The PDQ blog and YouTube channel are also here to help you explore the depths of IT.
Part writer, part sysadmin fangirl, Meredith gets her kicks diving into the depths of IT lore. When she's not spending quality time behind a computer screen, she's probably curled up under a blanket, silently contemplating the efficacy of napping. | https://www.pdq.com/blog/it-communication-tips/ |
Salary:
Job Type: Full Time
Job Number: 2015-1603754
Location: CA 94556, CA
Department: College Communications
Closing:
Continuous
Background
Background: Founded in 1863, Saint Mary's is a residential campus nestled 20 miles east of San Francisco in the picturesque Moraga Valley. Based in the Catholic, Lasallian and Liberal Arts traditions, Saint Mary's currently enrolls more than 4,000 students from diverse backgrounds in undergraduate and graduate programs. The De La Salle Christian Brothers, the largest teaching order of the Roman Catholic Church, guide the spiritual and academic character of the College. As a comprehensive and independent institution, Saint Mary's offers undergraduate and graduate programs integrating liberal and professional education. Saint Mary's reputation for excellence, innovation, and responsiveness in education stems from its vibrant heritage as a Catholic, Lasallian and Liberal Arts institution. An outstanding, committed faculty and staff that value shared inquiry, integrative learning, and student interaction bring these traditions to life in the 21st century. The College is committed to the educational benefits of diversity.
Responsibilities
The Director of Graduate Enrollment Marketing reports to the Executive Director of Marketing with a dotted line to the Schools of Liberal Arts and Science Deans, and/or designees. The incumbent will work collaboratively withOMC's team, the School of Liberal Arts and School of Sciences Graduate Professional Studies staff team and faculty program directors, and other key campus stakeholders. The incumbent will play an important role in the development and implementation of high quality and data-driven graduate programs' marketing campaigns including creation and implementation of integrated marketing plans and enrollment marketing campaigns that raise the profile of SaintMary's College of California (SMC) School of Liberal Arts and School of Science and meet their enrollment goals by establishing Key Performance Indicators (KPIs) and metrics via dashboard and reporting. The incumbent will build, plan and implement the overall marketing strategy, develop and implement advertising plans, manage digital marketing channels, drive brand awareness/brand equity, develop/implement lead generation campaigns, and partner with enrollment management to bring leads through the sales funnel to targeted prospects. The incumbent will also manage the Customer Relationship Management (CRM) system/Slate platform to monitor communication flow forProspect/Inquiry funnel and Applicant funnel.Under the supervision of the Executive Director of Marketing, the incumbent will ensure that SMC's digital marketing channels (e.g. website, social media, video, audio) are leveraged to market/communicate with prospective/current students, campus stakeholders, and community partners as well as to new audiences. The incumbent is responsible for producing integrated marketing/communications media that support recruitment, retention, enrollment, graduation and commencement, and career and professional development. The incumbent will stay up to date with the latest marketing technology and implement best practices.This job is eligible for a flexible hybrid arrangement with a combination of in-office and remote work.
Digital Marketing and Communications
-Develop various marketing campaigns driven by College-wide and School specific initiatives to create and maintain high levels of targeted audience(s)engagement/interaction and calls to action such as but not limited to prospective graduate students, professionals who want to advance their careers, and alumni.
-Manage all School-specific digital marketing channels (e.g. websites, blogs, e newsletters, emails, and social media) to ensure brand consistency.
-Coordinate with Senior Director of Marketing and collaborate with other Office of MarComm team members to leverage resources and build out digital marketing channels specific to videos and audio/podcasts for SMC.
-Coordinate with Senior Director of Marketing to partner with Executive Director of Strategic Communication and Content on content and distribution strategy related to applicable communication channels to distribute and promote (e.g.homepage, newsroom, email messaging, social media messaging, College magazine)
-Establish and measure ROI and KPIs for Schools of Liberal Arts and Science including Graduate Professional Studies staff, Program Directors and AssistantDean. Drive brand and lead generation campaigns to meet defined marketing KPIs, identify new opportunities, and support revenue-generating (e.g.enrollment, memberships, giving) and brand development efforts.
-Leverage analytics tools to evaluate effectiveness of digital marketing campaigns across all channels. Develop, manage, improve and measure online content.
-Execute and improve current SEO tactics, including keyword research, on-page optimization, and link building; Track SEO and Google Analytics data to make strategic recommendations.
-Research and implement (as appropriate) how additional use of predictive analytics, automation, and artificial intelligence can keep marketing strategies efficient and cutting edge.
-Write compelling content that converts prospective targeted audiences.? Recommend and leverage MarTech platforms to implement enrollment marketing plans: Social media management (e.g. Hoot suite Enterprise),marketing automation tool (e.g. Marketo), and website (e.g. Drupal).? Design and implement A/B testing program for email and e-marketing optimizations.
-Build out SMC's social media accounts; Develop weekly metrics report for analyses and strategy development. Implement and manage social media platforms (e.g. Hootsuite Enterprise) for campus-wide use and integration.
-Build inbound and outbound marketing plans based on Schools' initiatives and projects.
-Use and implement marketing automation tool (e.g. Marketo) for inbound and outbound marketing campaigns including increasing engagement and affinity of on and off campus targeted audiences.
-Assist with research and monitor competition, investigate benchmarks and provide suggestions for strategic improvement and planning.
-Execute and improve on all paid search tactics through hands-on, daily optimizations across paid channels.
-Strategically create, implement, and manage paid search marketing campaigns(e.g. Google Adwords); Partner with Office of MarComm leadership on building out owned and earned content as well as paid content.
-Utilize relevant digital marketing channels (e.g. podcasts, webinars, social media, paid media) to increase brand awareness and share SMC's stories to target audiences.
-Update and maintain all relevant School-specific webpages; Assist with developing video and photography needs in alignment with brand objectives.
-Protect, grow and enhance SMC brand in partnership with Senior Director ofMarketing; Build authentic and long-lasting relationships with current customers and engage a broader audience.
Enrollment Marketing Planning and Implementation
-Serve as the primary administrator of Enrollment Marketing for the Schools ofLiberal Arts and Science). Manage and implement concurrent, interdependent short-, medium-, and long-term marketing/communications plans that support and achieve Enrollment Marketing and Enrollment Management goals and priorities.
-Produce and implement traditional and digital marketing/communications initiatives that support Enrollment Marketing and Management activities/programs and engage identified target audiences.
-Develop and deliver video productions, event promotions, and engagement campaigns.
-Develop and implement enrollment marketing content across traditional and digital channels; edit/track for consistency, accuracy, and timeliness. Assure the integrity, high-quality, and consistency of the College's image, tone, style, narrative, visual identity, and brand.
-Collaborate with the School of Liberal Arts and School of Science Deans and/or designees as well as other College leaders to develop and improve recruitment and retention.
-Coordinate and collaborate with College stakeholders/partners to incorporate enrollment marketing and management objectives into broader marketing/communications activities, talking points, presentations, reports, social media efforts, and other channels.
-Create and implement marketing content strategy in partnership with theExecutive Director of Marketing and Executive Director of StrategicCommunications and Content to drive a clear and consistent message through web content, email marketing, collateral and paid channels.
-Translate complex admission processes, state and federal requirements and academic jargon into language prospective graduate students can digest.
-Work closely with Senior Director of Marketing and campus partners to create, add, update, archive, and provide quality control of information, images, and video on SMC's key website pages.
-Create relevant content for compliance, scholarships, reminders, admission letters, events and ad-hoc requests.
-Ensure accuracy of content across multiple channels and websites.
-Assist in coordinating design, production and distribution of collateral and other promotional materials, such as advertisements, catalogs, brochures, flyers, signage, A/V presentations, displays, exhibits, etc.
-Using data from existing drip campaigns, reimagine all email and SMS marketing strategies with an emphasis on personalization and leveraging new communication channels to better connect prospects with recruiters.
-Manage SEO strategy to ensure SMC programs rank on Search EngineMarketing (SEM).
-Optimize conversions on all lead generation forms and landing pages.
-Iterate new layouts and gather ideas from stakeholders to improve user experience on recruitment pages on SMC's website.
-Leverage Google Analytics to understand how pages are performing and make recommendations accordingly.
-Collaborate with frontline recruiters to ensure they have the content and consistent messaging they need to connect with prospects.
-Coordinate/collaborate with internal and external marketing professionals and vendors such as designers, photographers, mailing houses, postal service, list brokers, advertising representatives, etc.
-Assist in creating and managing the marketing calendar and deadlines requiring collaboration with multiple team members and offices.
-Assist in monitoring schedules, production, and distribution arrangements and other details to ensure timely completion and quality control of marketing activities and publications.
-Develop and optimize lead nurture streams personalized per graduate student persona.
-Ensure adherence to SMC Brand Style Guideline.
-Assist with researching and preparing budget proposals for marketing purposes, as assigned.
Other duties as assigned.
Experience and Qualifications
Education (e.g., High school diploma, Associate's, Bachelor's, Master's)
Required: Bachelor's Degree in Marketing, Communications, or Journalism
Preferred: Project Management certification; SCRUM certified
Required:
-Minimum 3 years marketing/communications experience within higher education industry or related industry.
-Evidence of successful marketing/communication positions of increasing responsibility required.
-Experience working in marketing/communications role(s) that support recruitment, enrollment management, and/or admissions activities required.
-Experience with Customer Relationship Management (CRM) system/Slate platform to monitor communication flow for Prospect/Inquiry funnel and Applicant funnel.
-Demonstrated ability to work effectively in a shared resources environment, where professionals are assigned, dedicated, and reporting to a centralized organization with standards, strategies, and workflows.
-Ability to work with internal and external constituencies and with professionals of varied disciplines to accomplish tasks and projects.
-Demonstrated experience developing and executing across multiple marketing and communication channels and media; highly developed skills in marketing/communications writing and editing.
-Highly collaborative style with experience developing and implementing marketing/communications strategies successfully; a background that demonstrates relationship-building, consensus-building, flexibility, and managing through influencing.
-Multi-tasker and ability to manage multiple deadlines/projects; track record in successfully implementing both strategic and tactical marketing/communications plans.
-Self-starter, able to work in an entrepreneurial environment; experience creating, developing and implementing new initiatives.
-Demonstrated MarTech stack competency with common production software suites, such as photo editing software, email marketing tools, marketing automation platform, project management, and analytics reporting software.
-Experience utilizing various communication/marketing tools and platforms to perform responsibilities (e.g.project management tool such as Asana, Monday.com; content management system such as WordPress,Drupal and OmniUpdate/ModernCampus; marketing automation tool such as Marketo, etc.)
-Ability to produce high quality deliverables with meticulous attention to detail. Must be metrics-driven and results-oriented with demonstrated analytical skills.
-Ability to provide quick turnaround and updates for multiple requests while maintaining a strong reputation of high quality work.
-Self-starter with the ability to collaborate within a cross-functional team.
-Must be able to perform successfully in a fast-paced, intellectually intense, and service-oriented environment.
-Willing and able to adjust to changing demands and shifting priorities.
-Willingness to work evenings and weekends to support programming, events, and major project deadlines.Preferred:? Higher education marketing/communications preferred.
Skills/Abilities (e.g., computer skills, written & verbal skills, trades, laws, procedures, technical):
-Strong knowledge of marketing and business management. Knowledge of the principles, practices, concepts and methodology of marketing.
-Demonstrated strong verbal and written communication skills.
-Ability to work in a fast-paced work environment. Ability to learn quickly, thoroughly, and in detail. Must recognize and adjust to change.
-Proven ability to manage multiple tasks simultaneously; strong project management skills; follow through and meet deadlines.
-Strong interpersonal communication skills, the ability to maintain effective working relationships with clients, co-workers, and vendors, and excellent decision-making, time-management, and planning skills.
-In depth knowledge of different digital marketing channels.
-Strong knowledge and experience with online marketing tools and best practices.
-Hands-on experience with SEO, Google Analytics and CRM software.
-Basic knowledge of web design procedures; Familiarity with web design and various content management systems (e.g. Wordpress, Drupal).
-Demonstrable experience in designing and implementing successful digital marketing campaigns.
-Strong understanding of how all current digital marketing channels function.
-Proven experience delivering creative and successful marketing campaigns to targeted audiences.
-Ability to tell a story with data, and articulate what's working and what's not, and set a vision for how we'll further evolve our campaign approach.
-Experience with marketing automation software tool (e.g. Marketo).? Understanding of the enrollment to admissions pipeline from lead to application.
-Demonstrated experience developing and executing branding, messaging, advertising, marketing, and design strategy.
-Expertise with a wide range of communications practices and tactics including writing, editing, integrated digital communications, social media, and public relations.
-Proven ability to interpret analytical information and clearly communicate data based outcomes.? Entrepreneurial minded with a strong sense for growing businesses.
Licenses & Certification (e.g., CPA, RN, etc):
Required:
Preferred: Project Management certification; SCRUM certified.
Other Requirements: (e.g., travel, weekend/evening work): Some travel, weekend and evening work will be required as needed.
Supplemental Information
Supplemental InformationApplication Instructions: Please apply online at http://jobs.stmarys-ca.edu/
Include a cover letter that specifically addresses how you meet the qualifications and are prepared to support the mission of the College
• A resume
• The name and contact information for three (3) professional references.
• In applying for a position, candidates sign a consent authorizing a broader inquiry which may include reference checks, a motor vehicle check, and a third party background check.
Saint Mary's is an equal employment opportunity employer. We support inclusive excellence and are committed to creating a safe and welcoming community for all.
College policy prohibits discrimination based on race, color, religion, national origin, ancestry, age, gender, sexual orientation, marital status, medical condition, physical or mental disability, gender stereotyping, and gender identity, taking a protected leave (e.g. family medical or pregnancy leave), or on any other basis protected by applicable laws.
Saint Mary's College annually collects information about campus crimes and other reportable incidents in accordance with the federal Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act. To view the Saint Mary's College Report, please go to the Public Safety website at http://www.stmarys-ca.edu/public-safety/annual-security-and-fire-safety-report-0. To request a paper copy please call Public Safety at (925) 631-4284. The report includes the type of crime, venue, and number of occurrences.
Please apply online at https://apptrkr.com/3552610
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Nov 26, 2020 7:23:00 AM
This year, 74% of companies let their customer service agents work remotely, and 70% of them want to keep this option in the future. While this department is traditionally in physical offices, companies had to adapt their operations to remain available for customers.
This move to remote work means that customer service departments had to find new ways to work. One of the major challenges is to maintain agents’ productivity: this aspect has a central role in the customer service department. It ensures that the customer response time promise is reached, which is a crucial factor impacting their satisfaction.
We are exploring 5 ways to keep remote agents engaged and productive, thanks to a combination of flexible processes, new technologies and automation.
Today’s digital landscape requires to be present on a number of digital channels: email, live-chat, social media, messaging apps… To manage all of them efficiently and offer fast replies, it is not possible to rely on separate tools. Another common practice in contact centres is possessing different teams for each channel: one team managing emails, another one managing social media… This approach is not adapted to the new customer service challenges either.
A better strategy is to centralise the management of all channels within a single platform and organise teams by skills. This need has been accelerated with the move to remote work. A cloud-based tool allows an instant deployment of remote work: agents just need a computer and internet access to handle customer interactions. This removes the constraints of on-premise tools that rely on hardware. Relying on a single tool also means that companies are reducing their costs and the need for training.
Cloud tools bring flexibility: thanks to open platforms, a complete ecosystem of tools can be developed to boost productivity, because agents don’t have to switch across multiple tools. Integrating the CRM with the customer engagement solution allows agents to access customer information (last purchase, status in the loyalty program…) instantly during the interaction, without switching to another tab. It also supports businesses to adapt to changes quickly, as new users and new channels can be added easily.
Read on: 6 reasons why customer service agents are everyday heroes
A few years ago, when the chatbot technology was just starting, there were fears that it may take jobs from agents. However, the experience showed that AI is not here to replace agents, but empower them. The future of customer service lies in a collaboration between AI and agents, where each of them has separate roles.
Chatbots can be used to answer basic enquiries, such as order tracking, document requests, redirecting to the right website resources… They can also start the interaction with customers to welcome them and qualify their requests. By identifying the purpose of their enquiry and information such as their name or order number, they can redirect to the right agents, allowing faster resolution.
On their side, agents do not have to answer the same repetitive questions and free up time for more added-value tasks. They can focus on more complex interactions that require a human touch. For example, this is essential when you need to show customers empathy in challenging situations.
This collaboration is made possible by a handover between chatbots and agents. The goal here is to improve the customer experience without complexifying it. That is why companies should pay special attention to ensuring a smooth transition between both parties, that is transparent for the customer and on the same channel. A customer engagement platform centralising all digital channels and integrating chatbots helps achieve this goal. As agents and chatbots are using the same platform, the company can set a seamless handover.
Empowerment is one of the best ways to boost employee engagement. Research by Temkin Group shows that employee engagement is one of four customer experience core competencies. Agents are on the customer service frontline: when they are engaged, they deliver a better service to customers. They can even go the extra mile and do more to satisfy customers.
Employee empowerment is defined as the process of “giving employees the power, authority, responsibility, resources, freedom to make decisions and solve work-related problems”. This is an important goal for every contact centre, becoming even more critical when working remotely. As agents are not in the office, they need to be able to solve issues without constantly asking approvals.
This strategy can be done by letting agents take initiatives within a defined perimeter. For example, they can have the possibility to offer a discount to customers who experienced an issue. When agents can take this initiative instantly, it results in more satisfied customers.
Employee empowerment is also about providing them the tools to support their daily work. 69% of employees are wasting up to one hour a day switching between apps, which represents a huge loss of productivity and frustration. The multiplication of apps is a major issue in customer service: agents usually need to use different tools depending on the channel, in addition to software such as the CRM. In a remote work environment, accessing multiple tools can be even more complex or even impossible if some of them are on-premise.
A cloud-based customer engagement platform solves this issue by centralising all digital channels. After logging into the platform, agents can start handling interactions on all channels, without switching. When they have the right tools, agents are empowered to focus on what matters most: satisfying customers.
In recent years, digital interactions for customer service grew fast, and they are still expected to increase by 40% in 2021, according to Forrester. While customers are getting used to contacting companies via channels like messaging apps, many of them are still relying on phone calls, when they are not aware of other options.
Call deflection is a strategy allowing companies to offer an alternative digital channel when customers call customer service. This approach reduces waiting time for the customer and eases the interaction management for companies.
Calls are essential in certain situations, but can be restrictive because of their synchronous nature. For agents working from home, managing calls can be a challenge. They need to access the call centre software remotely and to be in a quiet environment, which can be hard if they are home with family. Another factor to consider is that more and more agents are more at ease with text-based communication, as it is closer to their personal habits.
Asynchronous channels such as messaging apps are growing quickly and can be used for call deflection. They are easier to manage, as agents can handle more than one interaction at the same time. They can also be answered remotely from a computer without any additional hardware, and having background noise around the agent is not an issue like on the phone.
Call deflection can even be combined with chatbots to complete specific tasks: for example, answering a common request, processing a payment or authenticating users. For this type of request, call deflection is optimal for both parties: customers don’t have to wait, they can get instant answers to their requests, and companies lower the volume of interactions managed by agents.
Like other aspects of customer service, monitoring activity of distributed agents can look like a challenge. As all of them are in different locations, supervisors cannot interact with them as easily and help them when needed.
Monitoring the activity remotely is another significant benefit of cloud-based solutions. With a customer engagement platform, managers can access a global view of essential KPIs across all channels. This includes metrics such as customer satisfaction, average handling time, first-contact resolution and more. Observing these indicators is a good way to ensure that the customer service objectives are still achieved remotely.
These analytics can be used to pilot the activity in real-time in order to meet customers’ expectations. For example, if there is a peak of enquiries on a specific channel, supervisors can assign more agents to handle them.
The activity can also be followed at an individual level: in that way, supervisors can see the team’s activity and identify areas where support is needed. If agents have difficulties answering on a new channel for example, the company can organise training to improve their skills. This type of issue can then be solved, even when agents are working remotely, helping them to be more productive.
The massive transition to remote work accelerated the digital transformation of companies and showed that agents can stay productive outside the office. By developing a culture of trust, relying on cloud-based tools and leveraging automation, companies can empower teams to provide outstanding customer service from anywhere.
Remote work has several benefits: with more flexibility in their schedule and a better work-life balance, employees tend to be more engaged and stay longer in the company. This change shaped new employee expectations that will drive the adoption of remote work in the long term.
RingCentral Engage Digital facilitates the digital transformation of companies by helping them expand and steer their omni-digital customer relations. This online platform assembles all the customer interactions in one place (via messaging, social media, live-chat, mobile, email).
AUTHOR
Adrien is Content & PR Manager at RingCentral. Through various formats, he develops content and stories helping companies provide the omni-digital experience expected by their customers. When he's not busy writing, you will find him reading the latest customer care news or collaborating with digital experts. | https://in.solvemate.com/blog/5-ways-to-boost-remote-service-agents-productivity |
Remote and hybrid work is becoming more common in the wake of the COVID-19 pandemic. It offers more flexibility for workers but complicates the management side of things.
Here are some key points for business professionals to keep in mind as they begin to provide permanent work-from-home (WFH) arrangements.
Companies that do all they can to support home-based workers will reap the benefits of increased productivity and retain their best employees.
Use Centralized Platforms
Traditional offices allow for easy collaboration among departments, but remote work separates employees and makes teamwork more difficult. That’s why businesses should use centralized online platforms like Microsoft OneDrive and Google Drive. They enable workers to collaborate as if they were back in the office.
Here are some other project management software examples that businesses are using to optimize their remote workforce:
- ClickUp
- Slack
- Zoom
- Hubstaff
- Trello
- Asana
- Firstbase
These platforms vary greatly in design, but the functions are the same. They have chat rooms and videoconference features for instant communication. Employees can create and share different folders and spaces. They can work on the same projects simultaneously, even if they’re thousands of miles apart.
Each employee must also use the same time-tracking tools to make scheduling and payments easier. Establishing consistency across departments is the only way to replicate the in-person office setting. Using the same resources and platforms is practical and helps workers feel like they’re part of an organized team.
Establish Clear Communication Guidelines
Centralization will make communication much easier, but managers must establish clear guidelines. People working alone are more prone to developing their own personal communication methods. Company policies for emails, video calls and instant messaging need to be specific.
For example, managers must set strict time limits and agendas for video meetings. They need to list the speakers and discussion topics to ensure each one gets its due attention and the session ends on time.
It’s also important to give everyone a chance to speak. Many remote workers have reported feelings of loneliness and isolation due to the lack of communication with peers and superiors. Companies with WFH arrangements can develop unofficial and confusing hierarchies if communication doesn’t stay open.
Managers should make each employee feel heard and appreciated to maintain the hierarchy. They should keep their emails open, provide their cellphone numbers, and hold routine check-ins to catch up and discuss ideas.
Encourage Work-Life Balance
One of the main pitfalls of remote work is a reduced work-life balance. Since the home and office are now the same, employees feel more enveloped in their jobs and have a harder time putting aside their work responsibilities. This problem contributes to the world’s growing mental health crisis.
The first thing managers should do is uphold the 40-hour work week. Don’t pressure employees to work overtime if they don’t need to. Encourage them to take exercise breaks throughout the day so they stay physically healthy. Getting this kind of reassurance from superiors will ease their anxiety and help them disconnect from their jobs at the end of the day.
Managers must also aid their staff members in making their remote workspaces as comfortable as possible. Help them construct an office layout, giving thought to important elements like:
- Location
- Layout
- Items
- Extras
Rethink Onboarding and Training
Introducing and training new remote employees can be a major challenge. It’s difficult to get someone to buy into their new jobs from behind a computer screen. One simple strategy many companies have utilized is the mentor/student relationship. Partner every new hire with an experienced supervisor to guide them through the job’s various growing pains:
- Walk new hires through chapters, checkpoints and measurable goals.
- Encourage them to share their progress with the rest of the team.
- Expose them to new projects as they gain experience.
- Provide frequent constructive feedback.
- Remind them how their job contributes to the company’s efforts.
A mentor establishes much-needed consistency in an unfamiliar WFH setting and helps maintain the office hierarchy. Instead of wondering which superior to report to, new workers can always turn to their advisers. The mentor can also help them set new goals and advance in the company. One close working relationship is all it takes to bring out the best in someone.
Uphold the Company Culture
Although everyone is working in different locations, company culture remains important in a WFH arrangement. Since remote employees can’t participate to the same degree as office employees, managers must find new ways to interact with them:
- Give remote workers shoutouts in emails and video meetings.
- Share success stories of employees in different departments.
- Host virtual happy hours, trivia nights and other fun activities.
- Send birthday cards, holiday greetings and the occasional pick-me-up to make sure they feel appreciated.
- Provide them with new office supplies such as computer monitors and webcams.
It’s also important to invite remote workers to events outside of office hours, such as fundraisers and company picnics. They’re just as crucial to the business’s success as any in-person worker, so they need to get the appropriate recognition.
Track Remote Employee Success
Tracking a remote employee’s success is all about analytics. Physical presence is removed from the equation, so a structured analysis is required to evaluate their productivity. Each department should have several key performance indicators (KPIs) to determine its success. The quality of their work is more important than spending eight hours in front of their screens.
KPIs don’t have to be secrets reserved for upper management. Employees should be aware of their KPIs so they have something to aim for. Establishing a clear sense of purpose is vital for keeping remote workers engaged. People who find genuine meaning in their jobs are more likely to stay with their companies long term, and retaining valuable employees is every team manager’s ultimate goal.
Get Used to the New WFH Structure
Some companies are still hoping the remote work “fad” will fizzle out, but it’s not going anywhere. Business owners and managers need to get used to the new WFH structure. Many people prefer working remotely, and the business world can’t afford to lose them with ongoing labor shortages.
Organizations should do what they can to prepare for the new era and fully embrace this new form of company culture. | https://thebossmagazine.com/work-from-home-arrangements/ |
Successful project management relies on team collaboration. Collaboration refers to two or more people working together to achieve a goal and typically ends in a deliverable or product.
As technology changes the way we work, collaboration within and between teams is becoming increasingly prevalent.
Unfortunately, the more teams collaborate, the more obstacles they face. Many teams don’t know what collaboration entails, how to collaborate, and what value collaboration can add to a project or an organization.
Combine this confusion with numerous collaboration tools and competing deadlines – it’s little surprise that poor collaboration can quickly derail a project.
In this guide, I’ll help you to improve project team collaboration. I’ll explain why collaboration is vital to your project and how to get your team planning, acting, and tracking progress together. I’ll also outline why SharePoint is an ideal tool for project teams.
The guide ends with a list of useful resources to make collaboration easier for your team.
Let’s get started.
Table of Contents
Click on any chapter to jump directly to it.
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Chapter 1.
What is Collaboration?
As explained above, collaboration refers to two or more people working together to solve a problem.
This may sound like teamwork, but there are notable differences between a team and collaboration.
Typically, a team is a group of people with similar skills who regularly work together with one person making key decisions. Teams take several forms including cross-functional teams, virtual teams, and self-managed teams.
Collaboration brings together people with different skills and experiences to solve a problem or work on a project.
Everyone involved is united behind a common goal and authority is shared.
Collaboration takes place in teams; however, simply putting a team together does not mean everyone will collaborate effectively. It’s a distinct way of working.
Collaboration is becoming more embedded in how we work. According to the 2017 WorkPlace Productivity and Communications Technology Report, over two-thirds of employees’ time, or 6 hours out of nine hours worked, was spent communicating with other people.
Similarly, a study conducted by Planview found that:
- 38% of respondents worked on cross-functional teams.
- 70% worked with people both inside and outside of their organization.
- 28% worked with team members located in different countries.
Why is collaboration becoming so popular?
The fast-paced global economy means organizations must do more with less and respond quickly to customer demands. Organizations need cross-functional teams to innovate and improve processes to remain agile.
Remote working also continues to grow, with around 3.7 million employees (2.8% of the workforce) working from home at least half the time. As project manager, you may be managing team members who work remotely. You may also work remotely and have to manage the project from a different location to the rest of your team. Either way, remote teams require different management and collaboration tools.
These needs are met by – and indeed, accelerated by – the sheer volume of collaboration apps and tools available in the market. Teams can now chat, share and co-edit documents, assign work, create reports, automate tasks using workflows and more at any time, from any location.
Collaboration is part of the digital revolution; these new tools make collaboration easier.
As we’ll see below, collaboration delivers numerous benefits to organizations, including increased productivity and higher levels of employee engagement.
Now we’ve discussed collaboration, you may be wondering what it means for your projects
Chapter 2.
Collaboration and Project Management
When applied to project management, collaboration means bringing together a team from different departments, offices, companies, and countries to complete a project.
Projects create the innovations needed by organizations to grow. Successful projects are delivered by collaborative, engaged teams.
As explained by Daniel Goleman in his 1998 work, Working with Emotional Intelligence, each of us only has part of the information and skills we need to do our jobs. We rely on the collective experiences, skills, and knowledge within the team to fill in the gaps.
Completing a project requires diverse skills and experiences, delivered by a cross-functional team who don’t typically work together day-to-day.
Collaboration is also important for new project managers, inexperienced team members, and “accidental project managers’” – individuals who manage projects but are not formally trained in the discipline.
These individuals lean on the skills and experiences of the wider team to contribute successfully. It also helps if tools, processes, and project templates are in place to support common ways of working.
Emphasis on project team collaboration reflects the changing structure of many companies, which are becoming less hierarchical with more interaction between departments.
In Collaborative Project Management: A Handbook, Éamonn McGuiness (BrightWork CEO) notes that:
‘Collaborative project management is transformed from the old command and control structure – ‘’You’ll do what I tell you’’ – into “Let’s work together to get this done’’.
If collaboration is the essence of modern project management, ineffective collaboration or the lack of collaboration can undermine your project.
In fact, the Chaos Manifesto 2014 found that 33% of projects failed due to a lack of involvement from the whole team. Similarly, a study from Salesforce reports that 86% of respondents noted a lack of collaboration as the root of failures in the workplace.
Poor collaboration impacts every stage of the project – from gathering requirements to visibility, communication, reporting, feedback, and stakeholder engagement.
We’ll take a closer look at some obstacles to collaboration in the next section.
Free SharePoint Project Management Template
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Chapter 3.
Team Collaboration – Advantages and Challenges
Collaboration is key to organizational growth.
In a 2017 survey published by the Harvard Business Review:
- 81% of respondents felt both internal and external collaboration was key to their current success.
- 68% of those who were prioritizing collaboration were ahead of their competitors.
- Organizations reporting 10% growth in the previous two years were also focused on collaboration.
Effective collaboration delivers several positive outcomes, including:
- An improved customer experience
- Engaged employees
- Higher productivity
- Faster decision-making
- Continual learning
- Better communication with remote teams
- Streamlined project planning
- Clear accountability for tasks and deliverables
- Greater alignment within and between teams
- Reduced administration on projects
- Balanced skillsets within project teams.
Facilitating collaboration in a project team requires strong leadership and clear guidance from the project manager.
The team needs to understand the goals of the project; have defined roles and responsibilities, and agree on ways of working, for example, meetings and decision-making.
Collaboration calls for an extensive skill set. Team members with the following skills are likely to work easily with others:
- Communication skills, especially active listening
- Consistency
- A willingness to compromise
- Openness to new ideas
- Time-management
- The ability to learn from mistakes.
In addition to these skills, a project manager also needs to:
- Create a positive team environment.
- Know the strengths and weaknesses of their team.
- Delegate tasks appropriately.
- Set team goals.
- Deal quickly with conflict.
- Understand when to coach or mentor team members who need extra support.
- Build consensus for ideas.
- Celebrate successes.
Why does collaboration fail?
By now, it’s clear that collaboration can enhance team performance and improve projects, helping organizations to reach their strategic goals.
Unfortunately, we also know that collaboration can and does fail, or is not always practiced successfully within a team.
Collaboration is suited to flat organizations, with little hierarchy or bureaucracy to slow-down decisions. In traditional, hierarchal organizations, senior management can resist the move to collaboration, fearing a loss of control over daily operations.
Obstacles to team collaboration include:
- No support or vision from senior management.
- Silos within an organization.
- Previous negative experiences with collaboration.
- Personality clashes.
- Competition for promotions or performance-related compensation.
- Forcing collaboration from the top-down.
- Too many tools and processes within teams and departments.
Collaboration can also fail if there is no clear route for decision-making. A collaborative team will have many opinions and ideas. When faced with too many choices, reaching a decision collectively can be a slow process.
Commununication tools also play a role in collaboration.
Choosing the right tools for collaboration is critical. For many teams, email, spreadsheets, and phone-calls remain their primary communication tools.
In their study, Planview found that:
- Respondents were using 4.5 different tools to collaborate on projects.
- 33% reported that everyone was using different tools.
- 40% failed to find information at the right time.
- 39% struggled with poor visibility into tasks and workloads.
The result of poor collaboration and miscommunication? Teams reported losing up to 9 weeks per year due to collaboration issues.
From wasted time to duplication of tasks, late projects, and low-quality deliverables, poor collaboration leads to huge costs for teams and organizations.
Projects such as the Airbus 380 and the Mars Climate Orbiter failed due to poor collaboration. In both cases, the various teams working on the projects did not communicate with each other, leading to one-sided views of progress and data.
Now that you know why collaboration is important to your project, how can you overcome the outlined obstacles and get everyone working together? You need an easy way to get the team planning, acting, and tracking progress with one tool.
Let’s take a look at each step in more detail below.
Chapter 4.
How to Improve Project Team Collaboration
Project team collaboration requires engaged team members who understand the goals of the project and their role in reaching this objective.
Below is a three-step process to help your project team collaborate effectively. You’ll also learn why SharePoint is a powerful collaborative tool.
Note – the following section assumes the project team is already in place. For tips and suggestions on picking the right project team, please see the Resources section at the end of this guide.
1. Plan Together
Involving the project team in planning will create a high-quality, robust plan with more buy-in from everyone.
There are three ways to plan a project collaboratively:
- Run a planning session with the team.
- Develop a draft plan and review with the team in a workshop.
- Use a combination of these approaches; begin the plan and work with the team to finish the planning.
The first option can take longer, but will often yield better results. By drawing on the various views and skills of the project team early on, it’s easier to spot risks and solve problems before work begins.
Agreeing on key elements such as the project methodology, the project statement, requirements, and responsibilities from the outset will avoid confusion during project execution!
As we’ll see, this information should be maintained and updated in your collaborative project site for clear communication and transparency.
2. Act Together
Collaboration is impossible if everyone is working in their own way in a silo. Team members are often working on multiple projects at once, which have to be balanced against non-project work. The bigger picture gets lost among competing deadline and different project management tools.
It may take some time, but you need the team to act together as a cohesive unit.
Firstly, your team needs to navigate the five-stages of team formation in a short period of time.
The five stages of team formation are:
- Forming: The team are getting to know each other and are looking forward to the upcoming project.
- Storming: Conflicts and disagreements arise as the team becomes more comfortable with each other and the project plan. Many teams get stuck in this phase!
- Norming: Increasingly focused on the goal, the team starts to work together, building on each other’s strengths and skills.
- Performing: The team is fully engaged and highly motivated. At this stage, the real work of the project takes place.
- Adjourning: The team disbands as the project ends.
The objective is to move to the norming and performing phases, where collaboration and high-quality work takes place, quickly and smoothly.
Start by establishing agreed ways of working such as meetings, decision-making, and dealing with external vendors.
Next, you’ll need a clear communication plan, a blueprint for communication during your project. The communication plan should help provide the right information to the right person at the right time in a format that works for them.
The plan should also detail your stakeholder engagement plan and how to communicate with remote team members.
Although you shouldn’t overly rely on meetings for communication, meetings can play a positive role in driving collaboration. You just need to take a considered approach to running team meetings.
Try this sample agenda for your next session:
- Review and agree on the agenda.
- Review, discuss and resolve open issues.
- Look at upcoming tasks in your project site.
- Discuss tasks and milestones completed in the previous work.
- Any other business.
Be sure to conclude meetings with clear actions and task owners.
Bringing these elements together – successful team formation, ways of working, and communication – to facilitate team collaboration requires a positive working environment and leadership.
Let’s start with the team environment.
At BrightWork, we describe our ideal team dynamics using the 4 Cs:
- Companions (friendly and enjoyable)
- Collaborative (working together towards the same goals)
- Challenging (be comfortable asking and answering uncomfortable questions)
- Can-do attitude.
Feel free to use the 4Cs as a starting point for your team. You may like to add other habits that are in keeping with the project.
Here are a few ideas to get you started:
- Take responsibility for your own deliverables.
- Be open and expect new tasks outside of your deliverables.
- Learn from mistakes.
- Deal with issues quickly.
As you’ve probably guessed by now, team collaboration needs leadership. As the project manager, it’s important that you set goals and demonstrate the qualities you wish to see in your team – clear communication, commitment, a willingness to learn from mistakes and so on.
A research team at Google identified psychological safety, ‘’a shared belief held by members of a team that the team is safe for interpersonal risk-taking’’ as a defining habit of high-performance teams.
Psychological safety makes it easier for individuals to be themselves at work, and engage with others with empathy, honesty, and understanding.
Consider elements such as:
- Regular progress check-ins, for example, a daily huddle.
- Providing constructive feedback when needed.
- Ensuring everyone has an opportunity to speak at meetings and workshops.
- Processes for dealing with conflict quickly and fairly.
Remember to store all files and documents in your project site so everyone can easily find the information You can also use collaborative features like forums, chat, and surveys to get feedback on your proposed ways of working.
3. Track Together
Once the project is planned and the team is collaborating effectively, it’s time to track progress.
This ensures everyone involved in the project – the project manager, team members, and senior executives – can easily find out how working is progressing and contribute to the project outcome.
Depending on your project tool, you’ll want to track items such as:
- Tasks (In progress, late, upcoming, and unassigned)
- Project health (time and cost)
- Documents
- Issues and risks
- Resource allocation.
For at-a-glance visual updates, use metric tiles, scorecards, charts, and Kanban boards.
Where possible, use automated email reminders to keep the team on track, for example, schedule a weekly tasks update every Monday morning.
Some collaboration tools also include instant messaging or chat, video conferencing, and tagging.
One Tool: SharePoint
Collaboration cannot be achieved by software alone but the right software can help. Collaboration tools should help teams to access information and update tasks in one place
A collaboration tool helps teams to plan, act, and track together by centralizing all project information in one secure location. The tool should include:
- Pre-defined templates
- Easy project planning.
- Real-time updates.
- Task management
- Document management with co-editing and versioning.
- Workflows
- Notifications and alerts.
- Strong security and permissions.
There is no shortage of collaboration and project management tools on the market today. However, it’s important not to introduce too many tools for proejct management. Otherwise, teams will work in silos and struggle to keep on top of competing demands across multiple projects.
At BrightWork, we recommend teams use Microsoft SharePoint. Launched in 2001 as a web-based collaborative tool, Microsoft SharePoint is used by over 400,000 customers in 250,000 organizations worldwide.
In addition to the items listed above, capabilities such as forums, wikis, integration with Microsoft products, and knowledge management make SharePoint an ideal and secure collaborative tool for in-house and remote team members.
Using SharePoint for project management aids collaboration in numerous ways.
- A SharePoint site helps to centralize all project information and documents in one place, increasing visibility and tracking.
- SharePoint includes four security levels – public or private sharing, protection for sensitive documents, and data encryption – and other security capabilities.
- SharePoint lists simplify project planning and task tracking. Lists are available to everyone using the site, increasing transparency and accountability
- With permissions, the project manager can control who has access to project information.
- The document library is a powerful feature, with co-editing, metadata, versioning, and search.
- Workflows save time and boost productivity by moving work forward without increased administration.
- ‘My Work’ reports help team members to find, do, and update tasks in one place.
Using Microsoft Teams for collaboration? With Microsoft Teams, you can create different groups with sub-channels to organize conversations and discussions around projects. Within a channel in Teams, you can add tabs with various apps and tools, such as a group OneNote, PowerBI, file libraries, and more.
You can also easily add a link to your SharePoint site to the relevant Team to bring chat, @mentions, video calls, and project information into one place.
If you want to try some of these tips, our free SharePoint project management template is a fast starting point!
Quiz: Do you need to improve team collaboration?
Q1. Are projects delivering as expected?
Q3. Is your team trained or experienced in project management?
Q2. Do you have real-time visibility into your projects?
Q4. Are any project templates or processes available in your organization?
If you answer no to these questions, you should consider working on collaborative work habits with your team. Try the advice outlined above and in the additional links below.
Start with one or two new ideas, and gradually add more over time.
Free SharePoint Project Management Template
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Resources
Plan, Act, and Track Together Using SharePoint
Forming a Project Team
- 6 Tips for Choosing Effective Project Team Members
- Build the Right Team for Project Success using Belbin
- 4 Ways to Boost Project Team Performance
- 10 Tips for Successful Teamwork
Team Collaboration
- Collaborative Project Management: A Handbook
- Successful Team Collaboration in 2019: Everything you need to know (Zepel)
- Effective Team Collaboration in 2019 – Benefits, Strategies & Tools (Chanty)
- What Collaboration Really Means (ThoughtFarmer)
- 10 Must-Haves for Successful Team Collaboration (Zenkit)
- Everyone is a project manager: A study and guide to successful project collaboration (Planview)
- How Collaboration Wins (Harvard Business Review)
- 12 Crucial Strategies for Promoting Team Collaboration (HubSpot)
- 5 Ways to Improve Cross Team Collaboration
Plan Together
- How to Plan Your Project with Your Team
- Do You Use These Steps for Succesful Project Planning?
- 10 Ways to Gather Project Requirements [Infographic]
- Choosing a Project Management Methodology
Act Together
Ways of Working
- 11 Ways to Improve Collaboration Between Departments (Workzone)
- 9 Strategies for More Productive Meetings
- How to use Consensus Decision Making for Project Management
- Sharpen Your Decision-Making in 5 Steps [Infographic]
- How to Reach Your Professional and Personal Goals
Project Communication
- How to Tackle Poor Project Communication
- How to Create a Project Communication Plan
- Top 5 Tips for Managing a Cross-Functional Team Project Team
- How to Work Effectively with Your Project Sponsor
- How to Manage Difficult Conversations with Team Members
- How to Deal with Conflict in Project Teams
Team Dynamics
- How to Motivate Your Project Team
- Can Emotional Intelligence Improve Your Projects?
- How to Use Emotional Intelligence for Enhanced Team Collaboration
- How to Boost Project Team Engagement in 3 Steps
- A Quick Guide to Project Teams: Types and Benefits
- Do You Know How to Build a Stellar Project Team? | https://www.brightwork.com/guide-project-team-collaboration |
Remote, in-office, or hybrid? Over six months in 2020, researchers have analyzed the impact of the Covid-related remote work policy on the collaboration and communication of over 61,000 US-based Microsoft employees. Here is what they have found.
Remote work and collaboration
Change in collaboration
During the study, researchers measured the number of hours Microsoft employees spent collaborating with each other. They identified six statistically significant changes related to remote work:
- Employees spend equal time collaborating with colleagues
- Employees spend less time collaborating with colleagues from other departments
- Employees established fewer connections with colleagues from other departments
- Employees spend less time collaborating with newly established connections
- Employees spend less time with weak connections in their network
- Employees spend more time with strong connections in their network
Implications of the changes in collaboration
The above observations made were generally applicable, regardless of the employees managerial status, tenure or role. This means the following for remote companies:
- Less information and knowledge is flowing between employees who only recently got to know each other or do not know each other very well
- More fragmented and static networks across the organization
- More siloed behaviour across the organization can be expected
Remote work and communication
Change in communication
The patterns of communications were also examined by the researchers. Similar to collaboration, statistically significant changes were found. The seven insights were:
- Employees use less scheduled meeting hours
- Employees use more unscheduled calls
- Employees use less synchronous video/audio communication
- Employees use more asynchronous communication
- Employees use more email and instant messaging to communicate
- Employees spend more time working
- Managers use more instant messaging, emails, and unscheduled video/audio
- Engineers use more instant messages and unscheduled call hours
Implications of the changes in communication
Previous research has shown that complex information is transferred most effectively through synchronous and rich communication. Given the increase in asynchronous channels and less rich communication (email and instant messaging), remote companies will struggle with the transfer of complex information. This might aggravate or even cause the negative impact on collaboration, in particular siloed behavior, as mentioned previously.
Conclusion
Science’s take on the implications of remote work is clear: unmanaged, a company-wide remote-work policy will lead to more siloed behavior and worse flow of complex information, jeopardizing productivity in the long term.
For companies that choose remote as their default option, it will be important to create the right formal company structure and leverage existing technology that can counteract these effects. An example of the latter is the Donut app that we have previously written about here. It randomly assigns employees to connect online via video, essentially replacing the informal connections that one would make in the office, during lunch, etc. with virtual ones.
For companies pursuing hybrid solutions, the findings invalidate the commonly suggested “team days” solution. As most new information that employees receive stems from new or weak ties, assigning teams to dedicated office days does not increase the interaction between weak/new ties. Employers need to balance the time spent by team members and non-team members at the office. One potential solution that comes to mind is to rotate the teams that are simultaneously at the office, for example on a weekly basis.
Lastly, for companies that decide that their operating model is in-office, the transition must be managed carefully. As the “Great Resignation” has shown, employees are willing to leave their current employers for jobs that are either fully remote or provide more flexibility. Improving the workplace experience is one, or potentially the key factor, that can be used to entice employees to come back to the office.
If you would like to know more about how our indoor positioning can help with your in-office work experience, follow us on LinkedIn or contact us for a demo. | https://forkbeardtech.com/2022/08/02/sciences-take-on-remote-work/ |
Optimizing patient engagement is one of the biggest opportunities in healthcare today.
The best health outcomes occur when patients are engaged in their care throughout the entire healthcare journey. This means providing continuity in the patient’s relationship with their clinician and healthcare team, and the effective management of information sharing and care planning.
It is increasingly recognized that patient engagement isn’t as effective when it is confined to isolated activities. A focus on arrivals can create a great first impression, but a patient’s commitment and enthusiasm can easily be lost once they are in the system, especially if the rest of the care visit doesn’t match up.
Fragmented engagement strategies create gaps in the care journey, which can be discouraging or bewildering to patients and lead to confusion or a lack of compliance. In some cases, when engagement strategies fall off a cliff edge, patients can even drop out of care altogether. Poor engagement is both detrimental to provider revenue and bad for patients’ health.
So how can providers ensure engagement continuity throughout the patient journey to deliver the best possible outcomes for all?
Here are 5 important steps.
1. Understand the segments of your patient population
Not all engagement strategies will work for an entire patient population. The first step to improving outcomes is to understand the unique care needs of different patient segments.
In healthcare, patients are often segmented according to healthcare needs and risks. There’s little doubt that this helps to identify patients for targeted action. But research shows that products or services are often customized, and marketing strategies are designed, to reach the most profitable customers.
A discussion paper on patient segmentation presents an alternative approach, in which patient needs are matched with the medical knowledge required to manage the health problem, and the patient’s willingness and ability to self-manage. In short, this model describes effective care plan management and optimal patient engagement.
The patient segments identified in the discussion paper are:
- healthy persons
- persons with incidental needs
- persons with chronic conditions
- persons with multiple health problems and illnesses (often elderly)
- persons needing precise elective interventions
- persons needing qualified accident and emergency services
- tertiary care patients
It was found that resources are used more efficiently by differentiating health problems and choosing services to meet patients’ needs as derived from medical knowledge, and, in addition, utilizing patients’ abilities to self-manage. This approach has shown more favorable medical outcomes, higher service quality, fewer complications, and improved patient safety.
2. Personalize communications
Once the different segments of a patient population are identified and fully understood, the next step is to develop a deep understanding of how each of these segment populations prefers to interact with their healthcare provider.
Communication preferences may also differ for various touchpoints during the patient journey and may vary for different sets of patients. For example, for oncology patients, communicating diagnostic results may involve bad news. This is best-delivered face to face. But for other less serious health diagnostics, such as routine blood tests, it may be acceptable to deliver these results via text.
A personalized experience is now more important than ever to healthcare consumers. It is critical to know how each of the different groups of consumers prefers to communicate. How do they best receive information? There will be different situations that warrant communication via text, email, face-to-face chat, video call or by phone. The easiest way to stay ahead of the curve on communication preferences is by regularly surveying patients.
Easy ways to personalize the patient journey include text messaging (appointment reminders, medication reminders, information sharing), enabling patients to schedule their own appointments online, and making timely recommendations to meet health goals via preferred channels – this can be face-to-face at appointments or by bite-sized snippets delivered via email or text. Such personalized communications help patients to follow treatment protocols and keep them engaged in their care plans.
Above all, personalizing communications with patients helps to educate, empower, and build trust.
3. Optimize and automate communications
Communication in healthcare isn’t just about the how – it also matters about when. A provider’s medical communication strategy is paramount. Information overload and fragmented messaging are all too common. The good news is that these are the most easily solvable causes of poor communication.
The current staffing shortage is also posing a further challenge, but digital tools can help. With the right tools, messaging can be automated and optimized to ensure the right information is delivered to the right people, at the right time. This includes automated appointment reminders, medication reminders and surveys. By automating some of the everyday communications with patients, it will also free up staff time.
4. Improve patient awareness of services
In a global survey of 12,000 patients across six countries, (Brazil, France, Germany, Japan, the UK, USA), eighty per cent rated the services they used as valuable or extremely valuable. However, the research also showed that very few are aware of all the services available. The report concluded that:
- The signal is getting lost
- Surround sound is needed to amplify the message
- Patients are ready to receive information and care via new channels
Key recommendations included the following:
- Create surround sound with clear and consistent messaging across relevant channels
- Use modern modes of communication (i.e. telehealth and text broadcasting) to capitalize on the digital shift
- Take advantage of the increased openness and interest in the use of digital technology in healthcare to deliver digitally-enabled patient services
This applies to engagement throughout the patient journey. For example, if a client is unaware that they can view wait times on your website, an opportunity to improve their arrivals experience is lost. If surveys are sent via email days after a visit, instead of via text soon after a patient leaves the facility, the response rate can wildly differ.
Another example is digital intake forms, which create a less stressful arrivals experience for patients and reduce the workload for arrivals staff. Messaging offering information and guidance on digital intake forms will help to improve uptake and implementation success.
5. Supercharge digital healthcare
The digital revolution is transforming healthcare. Telemedicine, predictive diagnostics, wearable sensors, and a whole gamut of new apps are changing how people manage their health.
A research paper on patient engagement and the design of digital health reports:
“Digital health may … help patients self-monitor; encourage behavior change; improve comprehension of diagnoses and discharge plans; and permit dynamic interchanges between patients, their healthcare data, and clinicians. Digital health tools have been hailed as easily disseminated, low-resource solutions to help patients take ownership of their healthcare journey.”
However, the research also confirms that patients aren’t using the tools available as much as they could, which brings us back to the previous point about improving awareness of patient services.
Patient engagement and patient flow platforms are an important part of the digital revolution and can help to automate and optimize patient communications for optimal engagement. Such digital tools enable healthcare providers to communicate medical information, track and manage flow, promote health and well-being, and give patients more control over how and when they access care.
PatientTrak: helping today’s healthcare providers deliver the healthcare goals of tomorrow
We are experts in patient engagement, and we fully understand the problems you are trying to solve. For more than 15 years now we’ve encountered every patient engagement problem under the sun and developed our software to help resolve them.
We know where the roadblocks are and what holds healthcare organizations back. Speak to one of our experts now, and we’ll support you every step of the way to get your patient engagement on track. | https://www.patienttrak.net/news/how-to-ensure-engagement-continuity-throughout-the-patient-journey/ |
Each student is a unique seedling and the stages of their growth is crucial to our school. Effective communication between the school and their family keeps abreast the needs of students. At the same time, resource sharing amongst parents can also provide increased diversity for student participation. VMA is committed to work in partnership with parents in order to achieve the very best education possible.
The current PTO has played a positive model in school to home communication and has helped students gain access to opportunities and support in personal development. This PTO model will continue to improve and strive to provide more effective protection for student’s overall development.
Parent-School Communication
Weekly Newsletter to Parents:
VMA sends weekly letters to parent groups on instant messaging platforms every Friday night. Through this letter, parents can be well informed of important notices issued by the respective departments of VMA (such as competitions, university scout visits, mid-term & final exams notices and holiday notice arrangements) to learn about the important events at school during the week.
Monthly PTO Meeting:
PTO meetings are usually held on the first Friday of each month. During these meetings, parents discuss important issues or concerns with VMA educators from different departments on issues related to students’ wellbeing.
Family Engagement Activities:
VMA also conducts family engagement activities for every big event of the school year (such as Fall Festival and the New Year Gala). We strongly encourage all parents to be involved and to support their child’s social, educational and fund-raising activities.
Daily Communication:
VMA expect parents to contact the school through direct online channels should they have any concerns about their children’s education or life at VMA. | https://en.vankemeisha.com/community/pta |
MCIP establishes a process that identifies and documents interoperability between Communication Systems (CS) of the MPAT nations in the Asia Pacfic Area. The process provides a mechanism for CS planners to effectively and rapidly establish interoperable CS arrangements to support MPAT during Multinational Humanitarian Assistance and Disaster Relief Operations (MNHADRO).
Pacific Endeavor has had several previous editions. Last year Eric Rasmussen assisted representing InSTEDD; and last August I had the opportunity to assist to this year’s event, in order to communicate our experiences with the usage of text messaging during disaster response.
Pacific Endeavor is a large event, in which military representatives from multiple nations gather to assess the interoperability of their communication systems. The results of these experiments are fed into the MCIG, Multinational Communications Interoperability Guide, a database maintained by the MCIP that can be queried anytime to know whether communications between field teams of different countries on a disaster scenario will be possible, so that each team knows which equipment will be needed to communicate with others.
Pacific Endeavor is also composed by other workshops, such as Phoenix Endeavor and Cyber Endeavor. The goal of the former is to determine how to share the radio frequency spectrum during a disaster response situation, in which multiple teams arrive at the site, each with their own need for their share of spectrum in order to communicate. In order to address this situation, a web application was developed, that allows foreign countries and organizations to make requests to the host nation for radio spectrum, and allows the host nation to keep track of all these requests in a centralized location.
Cyber Endeavor is a new program under Pacific Endeavor 2011 which involves non-government organizations, national militaries across the Pacific Region, academic and industrial representatives. Focusing on ?protecting information in a collaborative environment,? the intent was an information sharing workshop to develop core competencies amongst the Multinational Communications Interoperability Program countries and entities.
The event involves different NGOs and Industry Leaders, leading to very interesting discussions on the interaction between the different parties on a disaster situation, and which should be the role of the military.
Multiple issues were under discussion by the time we arrived at the event. How to coordinate the local government, the military and the NGOs was, as usual, one of these trending topics. The discussions made clear the importance that the local government makes clear requests about what is needed, that information is shared across the different organization, and that the work is coordinated so that efforts are not duplicated.
Providing a reliable network infrastructure is another subject of critical importance. By assuring the different organizations deployed on the field that they will have the network access needed to perform their operations, the network can be better controlled and the disorganization generated by every team bringing their own equipment to attempt to set up their own network is eliminated. The role of providing network access for all teams deployed is then to be fulfilled by the military, and not by different private companies or each team individually.
Good bandwidth is also important, and it is vital during the first hours during which it is most scarce to determine the correct use for it. The NZ Red Cross estimates that only 0.1% of the transmitted information is actually operational, all the rest can be reduced by cutting down on videoconferences, sending formatted files instead of plain text, moving large unnecessary images, etc.
Deployed organizations have need for bandwidth to conduct their operations, although this access is very scarce, specially during the first hours of the response. The solution is to develop a protocol and SOP so that the military can provide this much needed bandwidth with their infraestructure. It is worth noting that there is already a DOD initiative being implemented to address this very issue.
The organizations have requirements for usage of the radio spectrum during HA/DR; the military can lease certain frequencies during the response for these organizations to use. The aforementioned Mercury web application is a first step towards achieving this goal.
Several organizations usually require access to highly detailed imagery data for decision-making; therefore, a protocol and SOP is to be developed for sharing this data between the military and the different organizations. It is critical that this point is implemented in such a way that the flow of detailed imagery does not consume the much needed bandwidth.
The first priority of the military during DR is to attend to the local government, whose communications are usually compromised during a disaster. As such, a SOP is to be developed to assemble a task force with the capabilities and know-how to help the local government restore their own communications as fast as possible.
On the last part of the event, the conclusions on the different scenarios were passed onto the Senior Communicators of each country. It was during this part that InSTEDD and other third party organizations entered the game.
It is worth noting that, even though representatives from different NGOs were present, such as Telecom Sans Frontiers or the New Zealand Red Cross, InSTEDD’s role during the event was of Solution Provider. The task as Solution Providers was to present the different tools and experience we have that can provide help for the military during HA/DR situations.
In our particular case, InSTEDD is in position to provide the technological backbone for articulating SMS communications with the people and different groups, aggregate this information, and share it with the relevant organizations during a disaster.
Most of the other solution providers were from the industry, and displayed very interesting tools. Several were related to satellite communications, to be used during the first hours when other means of communications are down; others focused on restoring damaged networks. Companies such as Inmar-sat, ST Electronics, Delorme, Cisco or Hewlett Packard were present.
Cisco offered a team specialized in restoring networks at the disposal of any nation requesting them during a disaster, the Disaster Incident Response Team. Delorme presented a new satellite phone equipped with GPS that can send pre-canned SMS messages anywhere or augment an Android phone via Bluetooth with satellite capabilities. The Naval Postgraduate School, from Monterey, CA, was also in place, presenting multiple tools as well as their expertise on managing networks. A representative of the Global VSAT Forum, a worldwide association of satellite communications companies, presented the aid that can be provided by these organizations acting together during a disaster.
Dr Martin Griss, from Silicon Valley Carnegie Mellon, made an excellent presentation introducing the usage of text messaging, smartphones and social media for obtaining information from the crowds during a disaster; presenting the work done within the Disaster Management Initiative. This opened the discussion for the usage of alternative ways of communication, both for communicating field workers, and for harnessing information from the different channels used by the people.
The exchange of ideas, experiences and requirements regarding these subjects was most fruitful. The experience of the earthquake in Haiti, now over a year ago, is still a key case study on HA/DR, so our findings during our participation on the response to the disaster were most valuable. The role that text messaging had for both receiving reports from the people and sending localized pieces of key information back to them was of extreme importance; and the tools we used for channeling and analyzing the incoming flow of messages, as well as managing responses, were of interest for several parties.
We also presented other tools under development: an unreleased project, Pollit, formerly known as Geochat Polls, was also the focus of much attention from many Senior Communicators, seeing in this SMS-based survey tool an easy way to perform damage assessment during a disaster.
Many other inquiries by the communicators were discussed. The problem of analyzing the large incoming flow of messages during an emergency, in order to be able to perform appropriate decision-making, was a trending topic. Crowdsourcing was the key concept when solving this matter on a disaster response situation, and TaskMeUp, a tool born from RHOK 2010 and inspired on the information needs during Haiti’s Earthquake, provided a simple way to implement it.
How to extract structured data from SMS was also an issue, one that we have been facing for a long time and has led us to many different solutions (some of them even without relying on software), which we presented during the event.
Some misconceptions were also clarified, stressing the fact that text messaging is not a replacement for all current communications. Radio and satellite communications are still the best choice for multiple scenarios, specially those related to keeping in touch the deployed S&R teams during a disaster. But for other cases, such as obtaining information from the people, communicating back to them with localized key information for survival, or establishing a large network of local workers, SMS has proven to be a formidable tool: low cost communications, most people own a mobile and know how to text, SMS channels are more reliable than voice, text is easier to mine for information, etc.
Upon a disaster, receiving reports and requests for help from the people is vital on the response stage, as we found out on Haiti. During therecovery process SMS also fullfil an important role by empowering people with vital information for survival and development. The key for these to work is preparedness, and that is our call to action to the Senior Communicators.
Connecting with people at a massive level requires an agreement with the local telephone companies in order to achieve the necessary combination of high throughtput at low cost. These agreements can be set up beforehand, as well as the connections themselves to reduce the time for set up to a minimum.
Keeping a SMS-based network of local workers in key points is vital for damage assessment and coordination. A previously set up network of health workers for disease surveillance, for instance, can be quickly turned into a powerful damage assessment tool upon a disaster, and can be used to easily coordinate efforts between the network.
To sum up, it is critical to regard SMS as an important channel for communication during HA/DR scenarios, and to be prepared before the disaster happens in order to be able to deploy multiple solutions during the first vital hours.
Pacific Endeavor is an event of critical importance for enabling communications between teams from different nations during an HA/DR mission, not only military, but also from NGOs and the industry sector. Coordination and communication between different parties is vital for an appropriate response. | https://instedd.org/blog/instedd-at-pacific-endeavor-2011/ |
Chief information officers (CIOs) need to focus on three short-term actions to increase their organisations’ resilience against disruptions and prepare for rebound and growth due to the outbreak of Coronavirus (COVID-19) which has disrupted business continuity, mode of working and growth patterns, an industry expert said.
When traditional channels and operations are impacted by the outbreak, Sandy Shen, senior research director at Gartner, said the value of digital channels, products and operations becomes immediately obvious.
“This is a wake-up call to organisations that focus on daily operational needs at the expense of investing in digital business and long-term resilience,” she said.
The three short-term actions are sourcing digital collaboration tools with security controls and network support, engaging customers and partners through digital channels while maintaining sales activities, and establishing a single source of truth for employees.
In organisations where remote working capabilities have not yet been established, Shen said that CIOs need to work out interim solutions in the short term, including identifying use case requirements such as instant messaging for general communication, file sharing/meeting solutions, and access to enterprise applications such as enterprise resource planning and customer relationship management, while reviewing all security arrangements to ensure secure access to applications and data.
Many tech companies and telecom operators globally are offering their communication tools to enterprises, educational institutions and NGOs for working and learning remotely as various quarantine measures and travel restrictions undertaken by organisations, cities and countries have caused uncertainties and disruptions as business operations are either suspended or run in a limited capacity.
However, Shen said that organisations also need to deal with staffing shortages to maintain basic operations. CIOs can work with business leaders to conduct workforce planning to assess risks and address staffing gaps, such as identifying mission-critical service areas.
Leverage data to support better decision making
“CIOs can see how digital technologies such as AI can be used to automate tasks, for example, candidate screening and customer service. Workplace collaboration, video conferencing and live streaming solutions can serve various customer engagement and selling scenarios. Organizations should also enable customers to use self-service via online, mobile, social, kiosk and interactive voice response (IVR) channels,” Shen said.
Even though many organisations still engage customers over digital platforms, she said that offline face-to-face engagement still plays a big role but the value of digital channels becomes obvious as market demand shrinks and as people rely more on online platforms for daily supplies.
“Organisations can leverage digital channels, such as online marketplaces and social platforms, to compensate for some of the demand loss. They can set up official pages/accounts and integrate commerce capabilities to enable online selling. They should also quickly adapt products to make them suited for selling through digital channels,” she said.
However, she said that confusing data from unverified sources — or the sheer lack of data — can lead to ill-informed decisions being made, escalating employee anxiety and making organisations underprepared for returning to normal operations.
“Such anxiety can be somewhat relieved if organisations can leverage data to support better decision making and communicate progress more efficiently to employees. Organisations can offer curated content, drawn from internal and external sources such as the World Health Organisation, HR and corporate communications leaders, to provide actionable guidance to employees,” Shen said. | https://cupcake2048.com/cios-need-to-have-proper-preparations-in-place-to-handle-coronavirus-disruptions/ |
This insurer was completing an IT implementation which had far-reaching consequences on the organisation; however, a communication plan had not been considered as part of the project. Following a mid-term project review, it was apparent to the client that the internal 'rumour mill' was fostering expectations that were unrealistic and not achievable.
Value Received by the Client
Consistent and clear communication can be the difference between successful change and change failure. We commenced a communications strategy review which outlined that communication within the firm was not frequent enough, and was not being properly understood and disseminated throughout the organisation. In addition to establishing a communications plan for the IT implementation project, a more effective communications strategy was agreed using a number of mediums (including email, website, electronic memos) which outlined the expected project deliverables, together with building constructive a "business as usual" message. Two-way communication channels were established which enabled those at the coal face to present business improvements to senior management and thus improve the overall running of the organisation.
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Click here to view our idea: What if communications within the firm were clearly and consistently promoting the same corporate messages? | https://www.watertrace.com/index.php/consultancy/results/44-effective-communication-key-to-successful-change.html |
Children's Services at Northamptonshire are in an exciting period of significant transformation as we move into a Children's Trust which will deliver services for two new unitary authorities across the county.
The Children in Care Team is a team of highly motivated staff who are committed to achieving the best outcomes for children and young people.
Our children in care service provides oversight for all the children in care in Northamptonshire. This includes children subject to legal proceedings as well as children with a plan to remain long term in our care. We focus on building meaningful relationships with young people, their families and their carers to ensure that we plan effectively for the future of every child.
The service has 11 teams that work across the county and focus on particular cohorts of
About the Role
We are seeking a Team Manager, with current Social Work England registration, and previous leadership experience in a similar role is desirable. You will provide leadership to your team, who will consist of each team consists of a Team Manager, Advanced Practitioner, who holds complex cases and supports 5 or 6 Social Workers / Senior Social Workers and a Newly Qualified Social Worker within their team. You will be responsible for allocating and prioritising workloads effectively to ensure the care of the child is paramount, whilst also ensuring you develop your team to provide an effective and efficient service. The right candidate will have responsibility for the team plan to meet objectives and ensure performance targets are achieved.
About You
The right candidate will be a qualified Social Worker, with current Social Work England registration, and ideally with a Level 5 NVQ Management qualification, or equivalent relevant experience. You will have the ability to manage a team and ensure development and performance issues are addressed though support and coaching. You will have previous budgetary control experience, ICT skills and the ability to represent the service at a more senior level if required. | https://opuspeoplesolutions.co.uk/job/team-manager-children-in-care-court-team-nct |
Related Testimonials for Projects and Infrastructure
ByrneWallace’s practice delivered excellent and efficient assistance in complex contract matters. It provided not only excellent and reliable advice on all the legal aspects relevant to the deal but also excellent insights into its commercial context. The practice was well prepared for online collaboration with the client.
The team are knowledgeable, and have a great reputation in construction law as well as projects and PPP. The team’s collaborative approach makes all negotiations more straightforward. They constantly seek to problem solve and are diligent, ensuring a comprehensive and timely turnaround on legal transactions.
ByrneWallace provide a comprehensive, professional legal service for our organisation. They respond promptly to requests for advice and offer clear communication re pricing and response times.
Michael Walsh, Fergal Ruane and Sheena Beale all showed attention to detail and excellent knowledge of their respective fields. They have demonstrated that they are capable of providing an in-depth analysis of the subject combined with appropriate solutions and complemented by a thorough explanation to the client who might not be familiar with the Irish legal context. | https://byrnewallace.com/about-us/what-our-clients-say.html?service=1528 |
Is Mediation an Ideal Career Path?
The court systems are indispensable for delivering justice and resolving disputes. However, not all civil cases must be resolved through a trial. For that matter, not all disputes must be submitted as official complaints to the court.
Many disputes are resolvable through less confrontational means—mediation. If you are an excellent communicator who is able to see both sides of an issue, then a career as a professional mediator may be right for you.
What do mediators do?
Mediators act as neutral third parties in a dispute. They facilitate discussions between the opposing parties. They may ask questions for the parties to consider and provide direction for the discussion. Mediators help guide the opposing parties toward a mutually agreeable solution for the dispute.
What don’t mediators do?
Although mediators can play a central role in resolving disputes, they do not hold decision-making authority. Both sides in the dispute must mutually agree on a solution. The mediator cannot force either side to accept a particular resolution.
If a resolution is not forthcoming, the dispute may need to be resolved in court. In addition, mediators are not responsible for ensuring that the terms of the resolution are carried out. However, the mediation agreement is a legally binding contract. If either party violates its terms, the other party may sue for breach of contract. The case may then be taken to court.
What types of cases do mediators work on?
Nearly any type of case that could be taken to a civil court system may be addressed through mediation instead. Mediators can work on a variety of non-criminal cases, including disputes pertaining to child custody and visitation, divorce, employment, businesses and labor unions.
Mediators may also work on disputes between neighbors, landlords and tenants, family members and business partners. In some jurisdictions, certain types of disputes are required to be heard in mediation before going to court, such as neighbor disputes and child custody cases.
Do I have what it takes to be an effective mediator?
You may be better prepared to pursue this career by earning an advanced degree in legal studies. You will gain a thorough understanding of crucial concepts like legal research and legal consulting. In addition to your formal education, it is helpful to have the following characteristics and skills:
- Communication: Mediators must be excellent communicators who are capable of interacting effectively with people from a diverse range of cultural, educational and socioeconomic backgrounds
- Objectivity: Mediators must avoid the appearance of favoring one particular side in a dispute, and instead must remain objective at all times
- Empathy: Some disputes can be quite complicated, and it’s helpful for mediators to develop a keen understanding of the positions and feelings of each party
- Problem solving: Effective mediators are creative problem solvers who can propose compromises that solve the dispute
Students who are passionate about criminal justice and legal studies can find a supportive and friendly learning community at Grand Canyon University. If you dream of pursuing a career as a professional mediator, consider applying to our Master of Science in Criminal Justice with an Emphasis in Legal Studies degree program. It provides a comprehensive survey of legal research, legal communication, best practices in consulting and ethical decision-making in the field. To learn more, click the Request More Information Button on this page of visit the College of Humanities and Social Sciences.
The views and opinions expressed in this article are those of the author’s and do not necessarily reflect the official policy or position of Grand Canyon University. | https://www.gcu.edu/blog/criminal-justice-government-and-public-administration/mediation-ideal-career-path |
Debt recovery contributes to the financial health of the company.
Furtuna & Associates has developed its own technique ensuring an optimal recovery of debts at a convenient for client cost. We emphasize amiable recovery in these types of disputes. Moreover, Furtuna & Associates works in close collaboration with the client and all the actors of the debt recovery proceedings, including bailiffs.
A thorough knowledge of proceedings, such as seizure for security, allows the preservation of the interests of the clients against the fraudulent representations of refractory debtors. It also contributes to avoiding the debtor’s insolvency as much as possible.
We pay close attention to the financial return of our interventions. In case of judicial proceedings, we ensure that all the legal means accelerating the process are explored.
Various methods of invoicing are possible depending on the amount of the claim, the volume of the debt and the importance of the dispute.
We provide legal assistance and representation in matters of:
• civil and commercial debt collections;
• notifications and requests for debt collections;
• mandatory (simplified) procedure for recovery of money or property from the debtor;
• litigation for debt collection;
• other necessary actions. | http://www.furtunalawyers.pro/debts-recovery/ |
Cassie Rubinstein is the Rubinstein Law Group’s Client Liaison, Research Assistant, and Assistant in Marketing and Business Development.
She recently received her MS in Public Health from Indiana University, Bloomington where she performed research in completion of her thesis. She additionally received her BA in Psychology from California State University, San Marcos.
Cassie has a passion for serving others, which is why she has been placed in a dynamic role of ensuring that each case accepted by the Rubinstein Law Group is handled with the care and attention that they merit. Whether this is done through extending patience and compassion for the client while navigating through the legal process or performing thorough research in support of your legal proceedings, Cassie will be there to help you.
She has fluency in English, Spanish, and Portuguese. | https://www.sandiegoinjurylawgroup.com/cassie-rubinstein.html |
Cahill is again the recipient of the Pro Bono Publico Award, presented by The Legal Aid Society of New York. The 2008 award recognizes the firm's outstanding pro bono service in major projects in Civil, Juvenile Rights and Criminal practice areas.
The firm has been a stalwart of the Kathryn A. McDonald Education Advocacy Project of the Juvenile Rights Practice and has for the last four years provided legal assistance to meet the special educational needs of neglected and abused children who are now in foster care. Under the leadership of David G. Januszewski, the firm is honored for its exceptional appellate representation of 25 clients of the Criminal Appeals Project.
Melissa Osipoff and Julie Kurdes are recognized for their diligent representation of a family with four children with severe disabilities, successfully securing specialized children's services and ensuring these services remained in place when the children transitioned out of foster care to rejoin their birth parents. Former associate Elizabeth Tuculescu is recognized for her legal work on behalf of many young clients of the Society, helping them to obtain services for their academic development and stabilize their foster care placements.
Wendy T. Wylegala has continued her diligent representation of abused, abandoned, and neglected immigrant youth to secure Special Immigrant Juvenile Status for youth at risk of deportation.
Laura Padin and Gabriel Posner are honored for their vigorous advocacy in contested cases to obtain safe and decent apartments for tenants in the Queens Civil Practice's Housing Court Habitable Homes Project.
Through its partnership with the Legal Aid Society, Cahill provides representation to young children who are the subjects of abuse and neglect proceedings in New York Family Courts, disabled individuals in need of social security benefits, immigrant youth who are the subjects of abuse, tenants who are denied the most basic of services, and handles criminal appeals on behalf of indigent defendants. | https://www.cahill.com/news/rankings/00023 |
The COVID-19 pandemic has caused various changes to the way we live. In the past year, there have been several adjustments to how we live and interact with others. This has caused drastic changes to security measures, how we conduct business, and ultimately how we communicate with each other. To ensure business continuity, many organizations have resorted to using digital networks to consolidate data and information and manage most of their daily operations.
But it’s not just businesses that have been using technology to their advantage. Many industries are currently switching towards a more “remote” approach to ensure that progress remains unabated by the public health crisis. Government departments, legal agencies, and academic institutes are just some community sectors that will need to emphasize their communication infrastructure.
However, the issue here is that many of these organizations are not quite sure how they can start effectively communicating internally and externally. This can lead to a variety of organizational problems that are influenced by miscommunication.
Fortunately, various tried-and-tested strategies maximize your organization’s communication, even when individuals have to work from home or in a long-distance environment.
Migrating Towards Digital Platforms
One of the most important ways of maintaining a solid line of communication between all levels of the organization is by migrating towards a digital platform. Even before the pandemic, maintaining a steady online presence helps cut down on the time needed for communicating. For instance, co-workers and colleagues that live hundreds of miles away from each other won’t have to travel. This can significantly streamline the planning and operating process of many organizations.
This is especially true for legal institutes that need to cover court trials and other significant events that might be happening across long distances. Fortunately, many video conference court reporters won’t have to drive hundreds of miles away when state-of-the-art conferencing platforms can ensure that information regarding the legal proceedings is accurate.
Knowing Your Audience
Another essential part of external and internal communications is knowing who you will deliver the data and information to. When you provide a message to a particular group, you need to consider the message’s intent and what it aims to do.
If you are communicating with healthcare professionals, who are the experts in the matter? Are you giving your lawyers and attorneys accurate information that can be used to your advantage during legal proceedings? These are just some of what you will need to consider, depending on the situation you find yourself in.
Even in marketing, knowing the right audience and target market is one of the best ways to yield the best results. Certain age groups and demographics react well to particular messages, while certain groups won’t take well to certain types of information.
Applying Transparency and Responsible Communication
Another effective way to ensure that the delivered information is correct is by remembering that responsible communication is everyone’s duty. Whether you’re a private organization working for a company or a public entity, you need to be mindful of the information you give to different departments.
Making sure that information is being sent is a responsibility that everyone should be aware of. This will include the executives, supervisors, managers, and even lawyers. Delivering wrong information can lead to misunderstanding and effectively delay certain daily operations and projects. That said, everyone should be meticulous when it comes to processing details.
Although there might be some instances where the delivered information might not seem offensive, how it was given or if it was rephrased can potentially lead to serious legal complications. Organizations shouldn’t just consider the information they are about to release to the public; they will also need to ensure that internal communications are seamless. This is especially true for scientific research groups, investors, and communication among lawyers.
You can use various ways of communicating, even during these tumultuous times. Even though this might seem a bit daunting, having to migrate towards digital platforms and ensuring that everything that is being reported is as accurate as possible, it’s still a necessity nonetheless. Eventually, you can get used to these strategies, which can help cut down on time and energy that can delay much of the process.
Still, it’s essential to consider the information regarding the pandemic is constantly changing. With the recent rollout of vaccines, the prospect of traditionally covering various events and activities through face-to-face communication is being considered by many organizations and states. But as of the present moment, safety and ensuring that you remain in good health should be your top priority. | https://www.prbizonline.com/communication-delivering-the-right-information-during-the-pandemic/ |
What Every Hiring Manager Must Know
Hiring managers play an essential role within a company, ensuring that the office is filled with motivated and talented individuals who bring their best to the office each day. If you’re working as a hiring manager, there are several points to bear in mind as you do your job. They include:
- You must know what questions you can and can’t ask during an interview: Yes, there are interview questions that are illegal to ask, even if they may seem inocuous. For example, asking about someone’s marital status? Illegal. Asking about someone’s age? Also illegal. You may think you’re just making small talk, but addressing these subjects can actually put your business in legal danger. Know what is and is not acceptable during an interview.
- Feedback is essential: In order to help employees do their jobs most effectively, regular feedback is necessary. If there are areas in which a team member is lacking, make them aware of this. Don’t forget to give positive reinforcement every so often too. Assuming that someone will improve on their own is unfair, and can cause tension within the office.
- Don’t slack on the paperwork: As a hiring manager, it’s your responsibility to make sure that your employees are properly documented. Whether you’re dealing with hiring, firing, or giving out raises, everything you do within the business should be supported by the proper paperwork. Taking a relaxed approach to running a business can result in major problems, so make sure that you’re thorough and diligent at all times.
- Realize that you represent your organization: A company’s HR department is highly representative of the business as a whole. Therefore, it’s important that you act accordingly. Though you may have had an unpleasant day at work, ranting on social media isn’t the way to go. Always assume that other employees, competitors, and potential new hires are reading your words. Would they be shocked by what you said? If so, it’s best to keep it to yourself.
Lastly, realize that the HR department is a highly important function of a business. Employees come to you during their most vulnerable moments. Make them feel comfortable as they discuss concerns. Knowing that they can be honest and open with you is a big part of employee satisfaction. | http://hr.sparkhire.com/tips-for-hr-pros/what-every-hiring-manager-must-know/ |
We are looking for motivated and qualified professionals to fill the position of Associate Advocate.
Overall Purpose of the Job
- Manage the stock of files allocated and ensure that the targets set are achieved
- Attending court and taking hearing dates in litigation matters.
- Drafting legal documents, filing of court documents & other legal documents when necessary.
Key Roles and Responsibilities
1) Cost Management
a) Assist the Head of Firm in effectively managing the budget allocated to the Law Firm and to ensure that the claim expenses are within the Client’s guidelines.
b) Manage the allocated legal files stock and ensure that the targets set by the Law Firm on settlement of claims and closure of files is achieved within the set timelines.
c) Complete Settlement negotiations with third parties and their advocates within the law and the parameters set/approved not later than Thirty (30) days of such approval.
d) Pursue costs for dismissed matters by applying for decree/certificate of costs and filing the relevant application for executions within Thirty (30) days of delivery of such ruling or judgement.
2) Claim Investigations and Verification
e) Conduct a thorough and detailed analysis of claim documents to enable early fraud detection, and effectively address the fraudulent claims to meet the client’s guidelines..
f) Issue investigation and verification instructions to the client’s investigators within Seven (7) days of receipt of documents or any information that requires investigation or verification.
g) Analyze the investigations reports to ensure that all relevant information is captured and to reject incomplete reports or reissue the instructions
h) Obtain adequate evidence on liability and fraud from the client’s investigators to ensure that fraudulent/liability claims are dismissed in court. The evidence should be obtained prior to the filing the defence in court and in any event Thirty (30) days before the hearing date.
i) Liaise with the client’s Investigation and Medical Departments to ensure claim investigation/verification reports and medical re-examinations are promptly completed.
3) Court Attendance and Preparation
j) Conduct proper and factual legal research required for achievement of the defence or settlement strategy on the legal files.
k) Conduct pre-trial briefings with the witnesses at least Fourteen (14) days before the hearing/court attendance.
l) Preparation of all court attendances through preparation of Settlement/Defence strategies, contacting and following up on witness attendances in court, collecting all the necessary evidence, and seeking approval of the case/defence strategy at least Thirty (30) days before such hearing/court attendance.
m) Timely attendance in court or tribunals to effectively represent the interests of the client within the approved defence/settlement strategy and while so doing maintain the highest level of integrity and professionalism.
n) Perusal of Court proceedings, Rulings and Judgments and/or co-coordinating the perusal and obtaining of copies of such Rulings, Proceedings, Rulings and judgments
o) Preparation and submission of Court Attendance Reports accompanied by copies of court proceedings not later than Twenty Four (24) hours of such court attendance and for critical files within such shorter time that the circumstances may permit.
4) Pleadings and File Management
p) Proper management the legal files in line with the guidelines established by the client and ensuring that instructions are executed in a timely and efficient manner to protect the interests of the client.
q) Ensure proper documentation of the legal file and data accuracy through timely completion of periodical file reviews. The data must be accurately and efficiently updated in the system resulting in the system and be an accurate reflection of the physical file within 48 hours of after receiving new information or documents that necessitates the change.
r) Preparation of all requisite pleadings and follow up to ensure timely filing in court and service upon third parties.
s) Maintain proper and accurate reserves on the assigned files as per client’s guidelines and instructions.
t) Prepare sound and accurate pleadings for approval and filing in court within the timelines set by the law. All pleadings and correspondences marked as restricted shall not be prepared or filed without the knowledge and approval of the Head of Firm.
u) Address and/or respond to correspondence from third party advocates within Seven (7) days from the date of receipt of such correspondence.
v) Prepare periodical reports on the allocated portfolio of legal files as may be required or directed by the Head of Firm.
5) General Duties
w) Monitor changes in relevant legislation and the regulatory environment, and advise the client on the impact of such changes.
x) Maintain a good rapport with the third party advocates, courts and other service providers dealing with the Law Firm.
y) Participate and offer valuable advice to the Law firm within any Committee of the Law Firm which you may be nominated or elected to
z) Any other duties that maybe assigned from time to time in the discharge of the Law Firms obligations under this
agreement
Person Specifications
Academic Qualifications
- Bachelor of Laws (LLB) degree from an institution recognized by Commission for Higher Education
Professional Qualifications
- Diploma in Law (KSL) and Admission as an Advocate with a current practicing Certificate;
- Proficiency in use of computer applications;
Experience
- At least 2 Years Post Admission experience in Litigation
- Experience in handling recovery matters will be an added advantage.
Skills and Attributes
- Organizational, conceptual and analytical, managerial and decision making skills;
- Ability to get well with diverse workforce;
- Honesty and integrity;
- Positive working attitude;
- Excellent litigation and negotiation skills
- Ability to give and take instructions;
Application Instructions
If you qualify for the above advertised role, kindly send us a detailed CV and Application Letter clearly demonstrating your fit as per the roles & responsibilities and the person specifications (academic/professional qualifications, experience, skills & attributes) listed above.
Applications that do not conform to the Application Instructions will not be considered.
Kindly send your application documents to [email protected] to reach us on or before 5.00pm 19th September, 2018.
|Job Summary:|
|Job Title||
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Associate Advocate
|Job Category||
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Legal
|Job Type||
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FULL_TIME
|Company / Organization||
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Recruitment Services Firm
|Approx. Salary||
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KShs
|Job Opening Date||
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20180914
|Job Expiry Date||
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20180920
|Job Details||
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We are looking for motivated and qualified professionals to fill the position of Associate Advocate.
Overall Purpose of the Job
Key Roles and Responsibilities
1) Cost Managementwww.jobsinkenya.co.ke for more job details and application process. | https://www.jobsinkenya.co.ke/2018/09/associate-advocate-job-in-kenya/ |
Constitutional implications for Parliament and courts of COVID-19 – evidence session
The House of Lords Constitution Committee will hear from two leading Peers and a legal expert tomorrow (Wednesday 10 June) as it continues to explore the constitutional implications of the COVID-19 pandemic.
The committee will hear from:
At 10.30am:
- Lord Judge, Convenor of Crossbench Peers
- Baroness Walmsley, Co-Deputy Leader of the Liberal Democrats in the House of Lords
Possible questions and topics of discussion include:
- What are the benefits, drawbacks and challenges of virtual proceedings for the House of Lords?
- How effectively has the Government engaged with Parliament during the pandemic?
- Has Parliament been able to scrutinise adequately the Government's use of emergency powers during the pandemic?
- What aspects of virtual or hybrid proceedings should be retained after the end of social distancing and for what purposes?
At 11.15am:
- Natalie Byrom, Director of Research, Legal Education Foundation
Possible questions and topics of discussion include:
- How has the justice system coped in recent months?
- What has been the impact of the pandemic on the number of proceedings taking place and the number adjourned?
- What is the likely impact on the backlog of cases and how should that be addressed?
- What is the impact of remote proceedings for legal professionals?
The session will be broadcast live on Parliament TV. | https://www.parliament.uk/business/lords/media-centre/house-of-lords-media-notices/2020/jun-20/constitutional-implications-for-parliament-and-courts-of-covid19-evidence-session-/ |
Katalyst.ph's parent office is urgently looking for a results-driven Project Manager to handle legal coordination across several verticals. The successful candidate will be handling legal and contracts project management working closely with the offices’ legal team in doing due diligence, overseeing client portfolios and managing client relationships.
- Monitors the progress of negotiations and legal dealings by ensuring that projects, contracts, and legal matters are resolved and concluded. All results are delivered efficiently in accordance with client needs, budget, and agreed schedule.
- Works directly with internal partners and external parties to draft, review, and/or consult on a range of legal contracts and agreements.
- Tracks the progress of contract negotiations and legal proceedings while promptly alerting the relevant stakeholders to discrepancies and issues. Develops and recommends contingency plans when necessary.
- Assists the office’s legal team in preparing documentary requirements, doing due diligence research, and submitting administrative requirements.
- Represents the office’s administration, together with the company’s legal team, in business negotiations and meetings of legal nature
- Understands and manages the contract negotiations and legal proceedings for assigned clients and projects, ensuring deadlines are strictly adhered to.
- Arranges meetings and communications to ensure the offices and administration are properly briefed about the project details and expectations, and arrange for appropriate communication channels and resources.
Minimum Qualifications
- Must be a graduate from any reputed universities and colleges, preferably with Business Management, Accountancy, Office Administration, and Finance degrees.
- Must have a solid legal background as a lawyer or legal education with a specialization in corporate law.
- Proven track record in project management, contract negotiation, management, and administration.
- Tech-savvy and proficient in using the following platforms: G Suite, Google Spreadsheet, Asana, Slack, Microsoft Office 365, Windows 10 Pro, and Chrome OS
- Must be a dynamic multi-tasker and strong analytical and planning skills to be able to perform various tasks in ever-changing needs and priorities.
- Excellent leadership, time management, analytical and interpersonal communication skills.
- Ability to organize work efficiently and independently with out-of-the-box problem-solving approach.
- Ability to work effectively with external stakeholders with limited support.
- Ability to independently identify issues, assess the impact and urgency of agreement issues, and deeply understand the business and its objectives.
- Willing to challenge or question the status-quo to get to the root cause of an issue. Ability to propose alternative solutions by justifying recommendations and rationally handling objections and counter-proposals.
- Demonstrated ability to manage productive relationships with development team members, public officials, funders and lenders, other staff, and the community.
- Preferably based in Makati City or willing to relocate. | https://www.kalibrr.com/c/katalyst-ph/jobs/97377/project-manager-legal |
An experienced attorney, Doug Atkinson recognizes the harsh penalties and devastating effects associated with DWI. He fights aggressively to protect his clients and their legal rights. Since 1998, he has successfully defended hundreds of clients charged with DWI, including those with high breath or blood alcohol test results, and he may be able to do the same for you. He uses his experience in this particular field to defend his clients throughout every step of the legal process. He will do
Representing clients from all walks of life in every imaginable situation is the most gratifying experience any attorney can hope for. To achieve that reward requires not only a diligent, professional approach to the practice of law, but prompt personal attention to the precise needs of each client, and to the specific details of his or her case at a reasonable cost.
Being charged with a criminal offense can be one of the most stressful and frightening experiences someone will ever face. Hiring an experienced criminal defense attorney can greatly reduce the emotional, financial, and legal difficulties that can follow a criminal accusation for years to come. Horak Law has devoted his career to representing individuals charged with misdemeanor and felony criminal offenses throughout the greater Houston area. | https://www.duiattorney.com/dwi/tx/liberty-county/cleveland/ |
The law courts will be shut from next week as efforts increase to limit the spread of the coronavirus.
All law court proceedings willl be suspended from Monday, except for any urgent cases or where the court decides otherwise.
A legal notice will be issued to shut the courts down. The legal notice remain in effect until it is revoked by the Superintendent for Public Health.
Justice Minister Edward Zammit Lewis told MaltaToday that the decision to temporarily suspend court sittings, and all other work at the law courts, was taken in agreement with the Chief Justice and the Chamber of Advocates.
“The decision is consistent with all other measures adopted by government, and specifically to protect and safeguard the health and safety of all stakeholders involved, namely the judiciary, advocates, staff and all citizens and individuals that attend the law courts for any reason,” Zammit Lewis said.
In comments to this newspaper, Chamber of Advocates president Louis de Gabriele said he was satisfied that after a day of discussions an agreement had been reached to close the courts completely in the interest of not spreading the coronavirus.
“The decision to close the courts is to our satisfaction,” he said.
Asked how the matter would play out in terms of the ongoing jury trial for the murder of Roderick Grech, de Gabriele said that the judge presiding over the case could decide to suspend proceedings if he felt it was in interest of the jurors’ health.
She could also decide that the trial should continue, but might opt to put in place safety measures, for example not allowing the public to attend sittings and ensuring that jurors are seated a certain distance from each other.
de Gabriele said that such a decision would be the judge’s prerogative, and highlighted that the judiciary is well-placed to decide on such matters. | https://www.maltatoday.com.mt/news/national/101009/coronavirus_law_courts_to_shut_down_from_next_week |
Definition: A bronchus (plural bronchi, adjective bronchial) is a passage of airway in the respiratory tract that conducts air into the lungs. The bronchus branches into smaller tubes, which in turn become bronchioles. No gas exchange takes place in this part of the lungs.
Main bronchi or pulmonar bronchi
The human trachea (windpipe) divides into two main bronchi (also mainstem bronchi), the left and the right, at the level of the sternal angle and of the fifth thoracic vertebra or up to two vertebrae higher or lower, depending on breathing, at the anatomical point known as the carina. The right main bronchus is wider, shorter, and more vertical than the left main bronchus.
While the left mainstem bronchus departs from the trachea at an angle, the right mainstem bronchus is almost a vertical continuation of the trachea. This anatomy predisposes the right lung to several problems: If food, liquids, or foreign bodies are aspirated, they often will lodge in the right mainstem bronchus. Aspiration pneumonia may result. If the endotracheal tube used for intubation is inserted too far, it usually lodges in the right mainstem bronchus. This allows ventilation of the right lung, but leaves the left lung useless.
Lobar bronchi
The right main bronchus subdivides into three lobar bronchi, while the left main bronchus divides into two.
Segmental bronchi
The lobar bronchi divide into tertiary bronchi, also known as segmental bronchi, each of which supplies a bronchopulmonary segment. A bronchopulmonary segment is a division of a lung separated from the rest of the lung by a connective tissue septum. This property allows a bronchopulmonary segment to be surgically removed without affecting other segments.
There are ten segments per lung, but due to anatomic development, several segmental bronchi in the left lung fuse, giving rise to eight.
superior segmental bronchus of right lower lobe (Nelson bronchus)
Bronchioles
The segmental bronchi divide into many primary bronchioles which divide into terminal bronchioles, each of which then gives rise to several respiratory bronchioles, which go on to divide into two to 11 alveolar ducts. There are five or six alveolar sacs associated with each alveolar duct. The alveolus is the basic anatomical unit of gas exchange in the lung.
Pathology
Bronchitis is defined as inflammation of the bronchi. There are two main types: acute and chronic.
- Acute bronchitis is usually caused by viral or bacterial infections.
- Chronic bronchitis is a form of COPD, usually associated with smoking or long-term exposure to irritants.
Asthma is hyperreactivity of the bronchi with an inflammatory component, often in response to allergens. | http://humpath.com/spip.php?article18906 |
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Chapter 19 – Respiratory System Trachea, Bronchial Tree, Lungs
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Trachea Extends from larynx into the thoracic cavity where it splits into the left and right bronchial tree
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Trachea Structure – Lined with ciliated mucous membrane Membrane filters out particles and moves them up to the pharynx where they can be swallowed
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Trachea Structure – Tracheal wall contains about twenty C-shaped pieces of hyaline cartilage with smooth muscle and connective tissues between them The cartilage prevents the trachea from collapsing and preventing air flow while the soft tissues between allow the esophagus to expand when food passes through it
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Bronchial Tree Branched airways that lead from the trachea to microscopic air sacs in the lungs
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Bronchial Tree Branches 1.Right and left primary bronchi arise from the trachea These are separated by a ridge of cartilage called the carina 2.Secondary (or lobar) bronchi branch from the primary bronchi Three branch on the right and two branch on the left 3.Tertiary (or segmental) bronchi split from the secondary bronchi These supply a portion of the lung called the bronchopulmonary segment Typically ten segments are in right lung and eight segments are in the left lung
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Bronchial Tree Branches 4.Intralobular bronchioles branch from the tertiary bronchi These enter the basic units of the lung (called lobules) 5.Terminal bronchioles branch from the intralobular bronchioles There are fifty to eighty terminal bronchioles in a lobule of the lung 6.Respiratory bronchioles branch from each terminal bronchiole These have air sacs that bud from their sides and allow them to participate in gas exchange There are typically two or more that branch from each terminal bronchiole
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Bronchial Tree Branches 7.Alveolar ducts branch from each respiratory bronchial 8.Alveolar sacs come off of the alveolar ducts 9.Alveoli (which are thin-walled microscopic air sacs) open to the alveolar sacs
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Bronchial Tree Structure of respiratory tubes – Bronchus Structured similar to the trachea C-shaped rings of cartilage are replaced by plates of cartilage that completely surround the bronchus (unlike the c-shaped rings which open posteriorly) when the bronchus enters the lung
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Bronchial Tree Structure of respiratory tubes – Smaller branches As the branches of the respiratory tree become smaller: – The amount of cartilage decreases and the amount of smooth muscle becomes more prominent » Cartilage disappears completely in the bronchioles » The muscular layer remains prominent until the alveolar ducts which only have a few muscle fibers – The number of goblet cells and the amount of cilia decrease – The type of tissue in the walls also changes
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Bronchial Tree Structure of respiratory tree – Elastic fibers are scattered throughout the smooth muscle and connective tissue that surround the respiratory tubes
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Bronchial Tree Functions of the respiratory tubes and alveoli – Branches serve as passageways for air, filter incoming air, and distribute air evenly to alveoli in all parts of the lungs – Alveoli provide a large surface area for gas exchange During gas exchange: – Oxygen diffuses through the alveolar walls and enters blood in nearby capillaries – Carbon dioxide diffuses from the blood through alveolar walls and enters the alveoli
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Lungs Suspended in the thoracic cavity by a bronchus and various large blood vessels – These tubular structures enter each lung on the medial surface through a region called the hilum Covered by the visceral pleura which fold back to become the parietal pleura at the hilum – The visceral pleura and parietal pleura essentially touch each other and are separated only by a thin film of serous fluid (located in the pleural cavity) that serves as lubrication to reduce friction during breathing and helps to hold the pleural membranes together
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Lungs Right lung is larger than the left lung – The right lung is divided by fissures into the superior, middle, and inferior lobes – The left lung is divided by fissures into the superior and inferior lobes
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Lungs Lobes – Each lobe is supplied by a lobar bronchus, has connections to blood and lymphatic vessels, and is enclosed by connective tissues – Each lobe is further divided by connective tissues into lobules – Each lobule contains terminal bronchioles (along with their respective alveolar ducts, alveolar sacs, alveoli, nerves, blood vessels, and lymphatic vessels)
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Front view of cartilages of larynx, trachea, and bronchi.
A bronchus (plural bronchi, adjective bronchial) is an airway in the respiratory tract of air-breathing vertebrates that branches from the trachea (windpipe) and conducts air to and from the lungs.
The bronchus is part of a coordinated system designed to place air in the position where there can be rapid diffusion of oxygen and carbon dioxide with the circulatory system. No gas exchange takes place in this part of the respiratory system; however, the bronchi connect with progressively smaller passages until exchange can take place.
There are various medical conditions that can occur in the area of the bronchi, including bronchitis, asthma, and foreign body aspiration.
The lungs of air-breathing vertebrates have a primary function for the exchange of gases, moving oxygen from the atmosphere into the bloodstream and excreting carbon dioxide from the bloodstream into the atmosphere. The bronchi are part of the airway designed to bring air to and from the lungs. On one side, it connects with the trachea or windpipe, which is a tube that transports air from the larynx (at the vertebral level of C6 in humans) to the bronchi. The bronchus is that caliber of airway in the respiratory tract that then conducts air into the lungs (Maton et al. 1993). It bifurcates into two main branches in mammals, that is, two main bronchi (also mainstem bronchi), the left and the right, at the level of the sternal angle.
The two main bronchi in mammals (produced by the bifurcation of the trachea) enter the roots of the lungs. The bronchi continue to divide within the lung, and after multiple divisions, give rise to bronchioles. The bronchial tree continues branching until it reaches the level of terminal bronchioles, which lead to alveolar sacs. The latter are made up of clusters of alveoli, which resemble individual grapes within a bunch. Each alveolus is tightly wrapped in blood vessels, and it is here that gas exchange occurs. Deoxygenated blood from the heart is pumped through the pulmonary artery to the lungs, where oxygen diffuses into blood and is exchanged for carbon dioxide in the hemoglobin of the erythrocytes.
The right main bronchus (or right primary bronchus or right principal bronchus) of humans is wider, shorter, and more vertical than the left main bronchus. It is about 2.5 centimeters long, and enters the right lung nearly opposite the fifth thoracic vertebra. The left main bronchus (or left primary bronchus, or left principal bronchus), while smaller in caliber, is longer than the right, being nearly 5 centimeters long. It enters the root of the left lung opposite the sixth thoracic vertebra. The bronchi branch into smaller and smaller passageways until they terminate in tiny air sacs called alveoli. The alveolus is the basic anatomical unit of gas exchange in the lung.
The azygos vein arches over the right main bronchus from behind; and the right pulmonary artery lies at first below and then in front of it. About 2 centimeters from its commencement, the right main bronchus gives off a branch to the upper lobe of the right lung. This is termed the eparterial branch of the bronchus, because it arises above the right pulmonary artery. The right bronchus now passes below the artery, and is known as the hyparterial branch; it divides into two branches for the middle and lower lobes.
The left main bronchus passes beneath the aortic arch, crosses in front of the esophagus, the thoracic duct, and the descending aorta, and has the left pulmonary artery lying at first above, and then in front of it. The left bronchus has no eparterial branch, and therefore, it has been supposed by some that there is no upper lobe to the left lung, but that the so-called upper lobe corresponds to the middle lobe of the right lung.
The right main bronchus subdivides into three segmental bronchi while the left main bronchus divides into two. The lobar bronchi divide into tertiary bronchi. Each of the segmental bronchi supplies a bronchopulmonary segment. A bronchopulmonary segment is a division of a lung that is separated from the rest of the lung by a connective tissue septum. This property allows a bronchopulmonary segment to be surgically removed without affecting other segments. There are ten segments per lung, but due to anatomic development, several segmental bronchi in the left lung fuse, giving rise to eight. The segmental bronchi divide into many primary bronchioles, which divide into terminal bronchioles, each of which then gives rise to several respiratory bronchioles, which go on to divide into 2 to 11 alveolar ducts. There are 5 or 6 alveolar sacs associated with each alveolar duct.
There is hyaline cartilage present in the bronchi, present as irregular rings in the larger bronchi (and not as regular as in the trachea), and as small plates and islands in the smaller bronchi. Smooth muscle is present continuously around the bronchi.
The cartilage and mucous membrane of the primary bronchi are similar to that in the trachea. As the branching continues through the bronchial tree, the amount of hyaline cartilage in the walls decreases until it is absent in the smallest bronchioles. As the cartilage decreases, the amount of smooth muscle increases. The mucous membrane also undergoes a transition from ciliated pseudostratified columnar epithelium to simple cuboidal epithelium to simple squamous epithelium.
The alveolar ducts and alveoli consist primarily of simple squamous epithelium, which permits rapid diffusion of oxygen and carbon dioxide. Exchange of gases between the air in the lungs and the blood in the capillaries occurs across the walls of the alveolar ducts and alveoli.
Bronchitis is defined as inflammation of the bronchi. There are two main types: Acute and chronic. Acute bronchitis is usually caused by viral or bacterial infections. Chronic bronchitis is a form of chronic obstructive pulmonary disease (COPD), usually associated with smoking or long-term exposure to irritants.
Asthma is hyperreactivity of the bronchi with an inflammatory component, often in response to allergens.
If food, liquids, or foreign bodies are aspirated, they often will lodge in the right mainstem bronchus. Aspiration pneumonia may result.
If the endotracheal tube used for intubation is inserted too far, it usually lodges in the right mainstem bronchus. This allows ventilation of the right lung, but leaves the left lung useless.
Patients with inadequate cough reflexes may develop chronic right middle lobe lung infections such as the Lady Windermere Syndrome.
In the United States, approximately 3,000 deaths occur annually from foreign body aspiration, and of aspirated foreign bodies, about eighty to ninety percent are lodged in the bronchi (Murray 2007). In adults, it is usually the right main bronchus where foreign bodies are lodged, because of its lesser angle of convergence than the left and because of the location of the carina to the left of the midline (Murray 2007). (The carina is a cartilaginous ridge within the trachea that runs anteroposteriorly between the two primary bronchi at the site of the tracheal bifurcation at the lower end of the trachea. According to Chu and Chen (2002), an injury to the airways occurs within 2.5 centimeters of the carina 40–80 percent of the time.) However, there are studies indicating that the lodging of foreign bodies in children occurs with about equal frequencies in the right and left bronchus (Murray 2007). Children under the age of 15 are the most common victims of airway foreign body aspirations, and particularly children one to three years old, with peanuts the most common obstruction (Murray 2007).
The lodging of foreign bodies in the bronchus can appear similar to other respiratory conditions, such as asthema, but differs in the presence of unilateral wheezing and decreased breath sounds (Murray 2007). Foreign body removal was performed by bronchotomy until the late 1800s, with the first endoscopic removal occurring in 1897 (Murray 2007).
Chu, C.P., and P.P. Chen. 2002. Tracheobronchial injury secondary to blunt chest trauma: Diagnosis and management. Anaesth Intensive Care 30(2): 145–52. Retrieved July 15, 2008.
Maton, A., J. Hopkins, C.W. McLaughlin, S. Johnson, M. Quon Warner, D. LaHart, and J.D. Wright. 1993. Human Biology and Health. Englewood Cliffs, NJ: Prentice Hall. ISBN 0139811761.
Moore, K.L., and A.F. Dalley. 1999. Clinically Oriented Anatomy, 4th edition. Philadelphia: Lippincott Williams & Wilkins. ISBN 0781759366.
Murray, A.D. 2007. Foreign bodies of the airway. eMedicine from WebMD. Retrieved July 15, 2008.
This page was last modified on 22 July 2008, at 17:16. | http://www.newworldencyclopedia.org/entry/Bronchus |
Respiratory system in human being consists of two components: – Respiratory tract & Respiratory organs.
The respiratory tract acts as a passage way for fresh air to flow from outside to the lungs and produced air from lungs to the exterior. Respiratory tract includes external nostrils nasal cavities, pharynx larynx & trachea. Respiratory tract is not concerned with the gaseous exchange. Trachea has rings of cartilage that prevent collapse of trachea.
Respiratory organs are lungs which provide surface for exchange of gases. Lungs are pair in number, and lies in thoracic cavity. Lungs remain enclosed by pleura. In lungs major bronchi further divide into secondary bronchi which in tertiary bronchi and finally into bronchioles. Each bronchioles divides into smaller alveolar ducts that enter in air sac
Respiratory system is closely surrounded by the network of blood capillaries.
Voice box
It is also called larynx. It is an enlarged upper part of trachea, before puberty, it is similar in both series. In males it protrudes out and often called Adam’s apple, Vibration in vocal cord result in production of sound which is converted into speech by help of tongue. | https://www.thescienceworld.in/respiration-in-human-being/ |
Parts of the Lower Respiratory Tract :
- Trachea: Also known as the windpipe this is the tube which carries air from the throat into the lungs. It ranges from 20-25mm in diameter and 10-16cm in length. The inner membrane of the trachea is covered in tiny hairs called cilia, which catch particles of dust which we can then remove through coughing. The trachea is surrounded by 15-20 C-shaped rings of cartilage at the front and side which help protect the trachea and keep it open. They are not complete circles due to the position of the oesophagus immediately behind the trachea and the need for the trachea to partially collapse to allow the expansion of the oesophagus when swallowing large pieces of food.
- Bronchioles: Tertiary bronchi continue to divide and become bronchioles, very narrow tubes, less than 1 millimeter in diameter. There is no cartilage within the bronchioles and they lead to alveolar sacs.
- Alveoli: Individual hollow cavities contained within alveolar sacs (or ducts). Alveoli have very thin walls which permit the exchange of gases Oxygen and Carbon Dioxide. They are surrounded by a network of capillaries, into which the inspired gases pass. There are approximately 3 million alveoli within an average adult lung.
- Diaphragm: The diaphragm is a broad band of muscle which sits underneath the lungs, attaching to the lower ribs, sternum and lumbar spine and forming the base of the thoracic cavity.
- Bronchi: The trachea divides into two tubes called bronchi, one entering the left and one entering the right lung. The left bronchi is narrower, longer and more horizontal than the right. Irregular rings of cartilage surround the bronchi, whose walls also consist of smooth muscle. Once inside the lung the bronchi split several ways, forming tertiary bronchi. | http://www.bestarewa.com/2017/05/respiratory-system_23.html |
# Respiratory tract
The respiratory tract is the subdivision of the respiratory system involved with the process of respiration in mammals. The respiratory tract is lined with respiratory epithelium as respiratory mucosa.
Air is breathed in through the nose to the nasal cavity, where a layer of nasal mucosa acts as a filter and traps pollutants and other harmful substances found in the air. Next, air moves into the pharynx, a passage that contains the intersection between the oesophagus and the larynx. The opening of the larynx has a special flap of cartilage, the epiglottis, that opens to allow air to pass through but closes to prevent food from moving into the airway.
From the larynx, air moves into the trachea and down to the intersection known as the carina that branches to form the right and left primary (main) bronchi. Each of these bronchi branches into a secondary (lobar) bronchus that branches into tertiary (segmental) bronchi, that branch into smaller airways called bronchioles that eventually connect with tiny specialized structures called alveoli that function in gas exchange.
The lungs which are located in the thoracic cavity, are protected from physical damage by the rib cage. At the base of the lungs is a sheet of skeletal muscle called the diaphragm. The diaphragm separates the lungs from the stomach and intestines. The diaphragm is also the main muscle of respiration involved in breathing, and is controlled by the sympathetic nervous system.
The lungs are encased in a serous membrane that folds in on itself to form the pleurae – a two-layered protective barrier. The inner visceral pleura covers the surface of the lungs, and the outer parietal pleura is attached to the inner surface of the thoracic cavity. The pleurae enclose a cavity called the pleural cavity that contains pleural fluid. This fluid is used to decrease the amount of friction that lungs experience during breathing.
## Structure
The respiratory tract is divided into the upper airways and lower airways. The upper airways or upper respiratory tract includes the nose and nasal passages, paranasal sinuses, the pharynx, and the portion of the larynx above the vocal folds (cords). The lower airways or lower respiratory tract includes the portion of the larynx below the vocal folds, trachea, bronchi and bronchioles. The lungs can be included in the lower respiratory tract or as separate entity and include the respiratory bronchioles, alveolar ducts, alveolar sacs, and alveoli.
The respiratory tract can also be divided into a conducting zone and a respiratory zone, based on the distinction of transporting gases or exchanging them.
The conducting zone includes structures outside of the lungs – the nose, pharynx, larynx, and trachea, and structures inside the lungs – the bronchi, bronchioles, and terminal bronchioles. The conduction zone conducts air breathed in that is filtered, warmed, and moistened, into the lungs. It represents the 1st through the 16th division of the respiratory tract. The conducting zone is most of the respiratory tract that conducts gases into and out of the lungs but excludes the respiratory zone that exchanges gases. The conducting zone also functions to offer a low resistance pathway for airflow. It provides a major defense role in its filtering abilities.
The respiratory zone includes the respiratory bronchioles, alveolar ducts, and alveoli, and is the site of oxygen and carbon dioxide exchange with the blood. The respiratory bronchioles and the alveolar ducts are responsible for 10% of the gas exchange. The alveoli are responsible for the other 90%. The respiratory zone represents the 16th through the 23rd division of the respiratory tract.
From the bronchi, the dividing tubes become progressively smaller with an estimated 20 to 23 divisions before ending at an alveolus.
### Upper respiratory tract
The upper respiratory tract can refer to the parts of the respiratory system lying above the sternal angle (outside of the thorax), above the vocal folds, or above the cricoid cartilage. The larynx is sometimes included in both the upper and lower airways. The larynx is also called the voice box and has the associated cartilage that produces sound. The tract consists of the nasal cavity and paranasal sinuses, the pharynx (nasopharynx, oropharynx and laryngopharynx) and sometimes includes the larynx.
### Lower respiratory tract
The lower respiratory tract or lower airway is derived from the developing foregut and consists of the trachea, bronchi (primary, secondary and tertiary), bronchioles (including terminal and respiratory), and lungs (including alveoli). It also sometimes includes the larynx.
The lower respiratory tract is also called the respiratory tree or tracheobronchial tree, to describe the branching structure of airways supplying air to the lungs, and includes the trachea, bronchi and bronchioles.
trachea main bronchus (diameter approximately 1 – 1.4 cm in adults) lobar bronchus (diameter approximately 1 cm) segmental bronchus (diameter 4.5 to 13 mm) subsegmental bronchus (diameter 1 to 6 mm) conducting bronchiole terminal bronchiole respiratory bronchiole alveolar duct alveolar sac alveolus
At each division point or generation, one airway branches into two or smaller airways. The human respiratory tree may consist on average of 23 generations, while the respiratory tree of the mouse has up to 13 generations. Proximal divisions (those closest to the top of the tree, such as the bronchi) mainly function to transmit air to the lower airways. Later divisions including the respiratory bronchiole, alveolar ducts, and alveoli, are specialized for gas exchange.
The trachea is the largest tube in the respiratory tract and consists of tracheal rings of hyaline cartilage. It branches off into two bronchial tubes, a left and a right main bronchus. The bronchi branch off into smaller sections inside the lungs, called bronchioles. These bronchioles give rise to the air sacs in the lungs called the alveoli.
The lungs are the largest organs in the lower respiratory tract. The lungs are suspended within the pleural cavity of the thorax. The pleurae are two thin membranes, one cell layer thick, which surround the lungs. The inner (visceral pleura) covers the lungs and the outer (parietal pleura) lines the inner surface of the chest wall. This membrane secretes a small amount of fluid, allowing the lungs to move freely within the pleural cavity while expanding and contracting during breathing. The lungs are divided into different lobes. The right lung is larger in size than the left, because of the heart's being situated to the left of the midline. The right lung has three lobes – upper, middle, and lower (or superior, middle, and inferior), and the left lung has two – upper and lower (or superior and inferior), plus a small tongue-shaped portion of the upper lobe known as the lingula. Each lobe is further divided up into segments called bronchopulmonary segments. Each lung has a costal surface, which is adjacent to the ribcage; a diaphragmatic surface, which faces downward toward the diaphragm; and a mediastinal surface, which faces toward the center of the chest, and lies against the heart, great vessels, and the carina where the two mainstem bronchi branch off from the base of the trachea.
The alveoli are tiny air sacs in the lungs where gas exchange takes place. The mean number of alveoli in a human lung is 480 million. When the diaphragm contracts, a negative pressure is generated in the thorax and air rushes in to fill the cavity. When that happens, these sacs fill with air, making the lung expand. The alveoli are rich with capillaries, called alveolar capillaries. Here the red blood cells absorb oxygen from the air and then carry it back in the form of oxyhaemaglobin, to nourish the cells. The red blood cells also carry carbon dioxide (CO2) away from the cells in the form of carbaminohemoglobin and release it into the alveoli through the alveolar capillaries. When the diaphragm relaxes, a positive pressure is generated in the thorax and air rushes out of the alveoli expelling the carbon dioxide.
### Microanatomy
The respiratory tract is covered in epithelium, which varies down the tract. There are glands and mucus produced by goblet cells in parts, as well as smooth muscle, elastin or cartilage. The epithelium from the nose to the bronchioles is covered in ciliated pseudostratified columnar epithelium, commonly called respiratory epithelium. The cilia beat in one direction, moving mucus towards the throat where it is swallowed. Moving down the bronchioles, the cells get more cuboidal in shape but are still ciliated.
Glands are abundant in the upper respiratory tract, but there are fewer lower down and they are absent starting at the bronchioles. The same goes for goblet cells, although there are scattered ones in the first bronchioles.
Cartilage is present until the small bronchi. In the trachea, they are C-shaped rings of hyaline cartilage, whereas in the bronchi the cartilage takes the form of interspersed plates. Smooth muscle starts in the trachea, where it joins the C-shaped rings of cartilage. It continues down the bronchi and bronchioles, which it completely encircles. Instead of hard cartilage, the bronchi and bronchioles are composed of elastic tissue.
The lungs are made up of thirteen different kinds of cells, eleven types of epithelial cell and two types of mesenchymal cell. The epithelial cells form the lining of the tracheal, and bronchial tubes, while the mesenchymal cells line the lungs.
Differences in cells along the respiratory tract. Transverse section of tracheal tissue. Note that image is incorrectly labeled "ciliated stratified epithelium" at upper right.
## Function
Most of the respiratory tract exists merely as a piping system for air to travel in the lungs, and alveoli are the only part of the lung that exchanges oxygen and carbon dioxide with the blood.
### Respiration
Respiration is the rhythmical process of breathing, in which air is drawn into the alveoli of the lungs via inhalation and subsequently expelled via exhalation. When a human being inhales, air travels down the trachea, through the bronchial tubes, and into the lungs. The entire tract is protected by the rib cage, spine, and sternum. In the lungs, oxygen from the inhaled air is transferred into the blood and circulated throughout the body. Carbon dioxide (CO2) is transferred from returning blood back into gaseous form in the lungs and exhaled through the lower respiratory tract and then the upper, to complete the process of breathing.
Unlike the trachea and bronchi, the upper airway is a collapsible, compliant tube. As such, it has to be able to withstand suction pressures generated by the rhythmic contraction of the diaphragm that sucks air into the lungs. This is accomplished by the rhythmic contraction of upper airway muscles, such as the genioglossus (tongue) and the hyoid muscles. In addition to rhythmic innervation from the respiratory center in the medulla oblongata, the motor neurons controlling the muscles also receive tonic innervation that sets a baseline level of stiffness and size.
The diaphragm is the primary muscle that allows for lung expansion and contraction. Smaller muscles between the ribs, the external intercostals, assist with this process.
### Defences against infection
The epithelial lining of the upper respiratory tract is interspersed with goblet cells that secrete a protective mucus. This helps to filter waste, which is eventually either swallowed into the highly acidic stomach environment or expelled via spitting. The epithelium lining the respiratory tract is covered in small hairs called cilia. These beat rhythmically out from the lungs, moving secreted mucus foreign particles toward the laryngopharynx upwards and outwards, in a process called mucociliary clearance, they prevent mucus accumulation in the lungs. Macrophages in the alveoli are part of the immune system which engulf and digest any inhaled harmful agents.
Hair in the nostrils plays a protective role, trapping particulate matter such as dust. The cough reflex expels all irritants within the mucous membrane to the outside. The airways of the lungs contain rings of muscle. When the passageways are irritated by some allergen, these muscles can constrict.
## Clinical significance
The respiratory tract is a common site for infections.
### Infection
#### Upper respiratory infection
Upper respiratory tract infections are probably the most common infections in the world.
The respiratory system is very prone to developing infections in the lungs. Infants and older adults are more likely to develop infections in their lungs because their lungs are not as strong in fighting off these infections. Most of these infections used to be fatal, but with new research and medicine, they are now treatable. With bacterial infections, antibiotics are prescribed, while viral infections are harder to treat but still curable.
The common cold, and flu are the most common causes of an upper respiratory tract infection, which can cause more serious illness that can develop in the lower respiratory tract.
#### Lower respiratory tract infections
Pneumonia is the most common, and frequent lower respiratory tract infection. This can be either viral, bacterial, or fungal. This infection is very common because pneumonia can be airborne, and when you inhale this infection in the air, the particles enter the lungs and move into the air sacs. This infection quickly develops in the lower part of the lung and fills the lung with fluid, and excess mucus. This causes difficulty in breathing and coughing as the lower respiratory tract tries to get rid of the fluid in the lungs. You can be more prone to developing this infection if you have asthma, flu, heart disease, or cancer
Bronchitis is another common infection that takes place in the lower respiratory tract. It is an inflammation of the bronchial tubes. There are two forms of this infection: acute bronchitis, which is treatable and can go away without treatment, or chronic bronchitis, which comes and goes, but will always affect one's lungs. Bronchitis increases the amount of mucus that is natural in your respiratory tract. Chronic bronchitis is common in smokers, because the tar from smoking accumulates over time, causing the lungs to work harder to repair themselves.
Tuberculosis is one of many other infections that occurs in the lower respiratory tract. You can contract this infection from airborne droplets, and if inhaled you are at risk of this disease. This is a bacterial infection that deteriorates the lung tissue resulting in coughing up blood. This infection is deadly if not treated.
### Cancer
Some of these cancers have environmental causes such as smoking. When a tobacco product is inhaled, the smoke paralyzes the cilia, causing mucus to enter the lungs. Frequent smoking, over time, causes the cilia hairs to die and can no longer filter mucus. Tar from the smoke inhaled enters the lungs, turning the pink-coloured lungs black. The accumulation of this tar could eventually lead to lung cancer, or chronic obstructive pulmonary disease.
### COPD
Chronic obstructive pulmonary disease (COPD) is a common lower respiratory disease that can be caused by exposure to harmful chemicals, or prolonged use of tobacco. This disease is chronic and progressive, the damage to the lungs is irreversible and eventually fatal. COPD destroys the alveoli, and lung tissue which makes breathing very difficult, causing shortness of breath, hyperventilation, and raised chest. The decreased number of alveoli causes loss of oxygen supply to the lungs and an increased accumulation of carbon dioxide. There are two types of COPD: primary and secondary. Primary COPD can be found in younger adults. This type of COPD deteriorates the air sacs, and lung mass. Secondary COPD can be found in older adults who smoke or have smoked and have a history of bronchitis. COPD includes symptoms of emphysema and chronic bronchitis.
### Asthma
The bronchi are the main passages to the right and left lungs. These airways carry oxygen to the bronchioles inside the lungs. Inflammation of the bronchii and bronchioles can cause them to swell up, which could lead to an asthma attack. This results in wheezing, tightness of the chest, and severe difficulty in breathing. There are different types of asthma that affect the functions of the bronchial tubes. Allergies can also set off an allergic reaction, causing swelling of the bronchial tubes; as a result, the air passage will swell up, or close up completely.
### Mouth breathing
In general, air is inhaled through the nose. It can be inhaled through the mouth if it is not possible to breathe through the nose. However, chronic mouth breathing can cause a dry mouth and lead to infections. | https://en.wikipedia.org/wiki/Upper_respiratory_tract |
Chapter 34. The Lung: I. Structure & Function; Infections. In: Chandrasoma P, Taylor CR. Chandrasoma P, Taylor C.R. Eds. Parakrama Chandrasoma, and Clive R. Taylor.eds. Concise Pathology, 3e New York, NY: McGraw-Hill; 1998. http://accessphysiotherapy.mhmedical.com/content.aspx?bookid=333§ionid=40013219. Accessed April 23, 2019.
. "Chapter 34. The Lung: I. Structure & Function; Infections." Concise Pathology, 3e Chandrasoma P, Taylor CR. Chandrasoma P, Taylor C.R. Eds. Parakrama Chandrasoma, and Clive R. Taylor. New York, NY: McGraw-Hill, 1998, http://accessphysiotherapy.mhmedical.com/content.aspx?bookid=333§ionid=40013219.
The air passages—nasal cavity, pharynx, larynx, trachea, bronchi, and bronchioles—transmit air from the atmosphere to the alveoli (ventilation).
The bronchi divide dichotomously, becoming gradually smaller and more thin-walled as they progress away from the hilum toward the periphery. When the walls lose their cartilage, they are called bronchioles. Bronchioles are less than 2 mm in diameter, have smooth muscle walls, and terminate in the alveoli. The lining epithelium is ciliated columnar in the larger air passages and ciliated cuboidal in the distal bronchioles. Mucus-producing goblet cells are present, mainly in the larger bronchi. Scattered “small granule cells” are present in the bronchi on the basement membrane between epithelial cells; these are neuroendocrine cells that contain serotonin, bombesin, and other polypeptides. Small dome-shaped Clara cells in the terminal bronchioles secrete a protein that lines the small air passages.
Two units of lung parenchyma are recognized. The pulmonary lobule is represented by the structures derived from a small bronchiole, composed of 5–7 terminal bronchioles and the structures distal to them. The lobule is separated from other lobules by connective tissue.
The pulmonary acinus is represented by the structures arising from a single terminal bronchiole and consists of respiratory bronchioles and alveoli. Respiratory bronchioles are lined by simple cuboidal epithelium and participate in gas exchange. They lead into alveolar ducts. Alveolar sacs arise as saccular outpouchings from the alveolar ducts and respiratory bronchioles. The alveolar wall is 5–10 μm thick and covered by flat type I pneumocytes over 90% of the surface and by type II pneumocytes over the remainder. Type II pneumocytes are cuboidal cells with abundant cytoplasm that contains distinctive granules on electron microscopy. They produce surfactant and proliferate rapidly when there is alveolar injury.
The lung is encased by a layer of mesothelial cells, the visceral pleura, which becomes continuous with the internal lining of the chest wall (parietal pleura) at the lung hilum. The pleural cavity is lubricated by a small film of pleural fluid that permits movement of the lung in relation to the chest wall.
The lung has a dual blood supply. The bronchial arteriolar branches follow the bronchial tree and have a nutritive function. The pulmonary artery divides to produce a network of capillaries, the primary function of which is gas exchange. | https://accessphysiotherapy.mhmedical.com/content.aspx?bookid=333§ionid=40013219 |
Secrete a fluid containing surfactant, cuboidal epithelial cells, interspersed among the type 1 cells.
Type 1 cells
The respiratory membrane is composed of fused basal laminas of the capillary walls and _________. Thin, squamous epithelial cells.
terminal bronchioles
No exchange of gas occurs here.
Alveolar duct
terminates in alveoli. airway that branches from smallest bronchioles
Respiratory bronchioles
Where the respiratory zone of the lungs begins.
Respiratory bronchioles
Composed of simple squamous epithelium.
Type 2 cells
Composed of cuboidal cells, interspersed among the type 1 cells. Secrete pulmonary surfactante
Terminal bronchioles
Composed of cuboidal cells, what are the smallest bronchioles called
internal
_______ respiration - process of oxygen and carbon dioxide exchange at the cellular level when oxygen leaves the bloodstream and is delivered to the tissues
T
t or f: There is glandular tissue in nose.
paranasal sinus
any of the paired sinuses in the bones of the face adjacent to the nasal cavity that are lined with mucous membrane that is continuous with lining of the nasal cavities
4
Intrapleurlal pressure is normally about _____ mm Hg less than pressure in alveoli
carbonic anhydrase
Converts CO2 into bicarbonate, enzyme that catalyzes reaction between carbon dioxide and water to form carbonic acid
hilus
thread, groove along the medial surface of the lung, that provides entrance to pulmonary vessels, nerves and lymphatics.
epiglottis
a flap of cartilage that covers the windpipe while swallowing
pharynx
Air and food are routed into the proper channels by the ___________. tubelike passageway for food, liquid, and air.
Boyle's
______ Law explains the relationship between the pressure and volume of gases... pressure increase, volume decrease (temp. constant)
Bohr
the _______ effect -- more oxygen is released because a decrease in pH (acidosis) weakens the hemoglobin-oxygen bond.
weakens
the Bohr effect -- more oxygen is released because a decrease in pH (acidosis) _______ the hemoglobin-oxygen bond.
Hering-Breuer
Another name for the inflation reflex is the ___________.
compliance
factors that decrease the surface tension of the fluid film in alveoli does not diminish ___________.
compliance
the _____ of lungs is an indication of their expandability, or how easily they expand and contract.
placenta
In fetus, respiratory exchanges are made through the ________.
RBCs
More CO2 is carried in _______ than is dissolved in blood plasma.
lung
Oblique fissure, horizontal fissure, middle lobe, are found on right _____.
gas emboli
A _______ ________ may occure because a diver holds his breath upon ascent., injection of air, from chest wounds, injection of air, from chest wounds
30
The respiratory rate of a newborn is approximately ____ respirations per minute., the cardinal number that is the product of ten and three
larynx
voice box; passageway for air moving from pharynx to trachea; contains vocal cords
CO2
its accumulation in blood is associated with a decrease in pH
CO2
Its concentration in blood is decreased by hyperventilation.
primary bronchi
The first branches of the trachea. There are two primary bronchi, one for each lung.
visceral pleura
Membrane that covers the lungs
larynx
a cartilaginous structure at the top of the trachea
secondary bronchi
Arising from the primary bronchi, these serve as an airway for each lobe in the lungs; three in the right lung and two in the left lung (smaller)
trachea
membranous tube with cartilaginous rings that conveys inhaled air from the larynx to the bronchi. Windpipe. | https://quizlet.com/1915893/respiratory-flash-cards/ |
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- Introduction
- The design of the respiratory system
- Control of breathing
- The mechanics of breathing
- Gas exchange
- Interplay of respiration, circulation, and metabolism
- Adaptations
The trachea and the stem bronchi
Below the larynx lies the trachea, a tube about 10 to 12 cm (3.9 to 4.7 inches) long and 2 cm (0.8 inch) wide. Its wall is stiffened by 16 to 20 characteristic horseshoe-shaped, incomplete cartilage rings that open toward the back and are embedded in a dense connective tissue. The dorsal wall contains a strong layer of transverse smooth muscle fibres that spans the gap of the cartilage. The interior of the trachea is lined by the typical respiratory epithelium. The mucosal layer contains mucous glands.
At its lower end, the trachea divides in an inverted Y into the two stem (or main) bronchi, one each for the left and right lung. The right main bronchus has a larger diameter, is oriented more vertically, and is shorter than the left main bronchus. The practical consequence of this arrangement is that foreign bodies passing beyond the larynx will usually slip into the right lung. The structure of the stem bronchi closely matches that of the trachea.
Structural design of the airway tree
The hierarchy of the dividing airways, and partly also of the blood vessels penetrating the lung, largely determines the internal lung structure. Functionally the intrapulmonary airway system can be subdivided into three zones, a proximal, purely conducting zone, a peripheral, purely gas-exchanging zone, and a transitional zone in between, where both functions grade into one another. From a morphological point of view, however, it makes sense to distinguish the relatively thick-walled, purely air-conducting tubes from those branches of the airway tree structurally designed to permit gas exchange.
The structural design of the airway tree is functionally important because the branching pattern plays a role in determining air flow and particle deposition. In modeling the human airway tree, it is generally agreed that the airways branch according to the rules of irregular dichotomy. Regular dichotomy means that each branch of a treelike structure gives rise to two daughter branches of identical dimensions. In irregular dichotomy, however, the daughter branches may differ greatly in length and diameter. The models calculate the average path from the trachea to the lung periphery as consisting of about 24–25 generations of branches. Individual paths, however, may range from 11 to 30 generations. The transition between the conductive and the respiratory portions of an airway lies on average at the end of the 16th generation, if the trachea is counted as generation 0. The conducting airways comprise the trachea, the two stem bronchi, the bronchi, and the bronchioles. Their function is to further warm, moisten, and clean the inspired air and distribute it to the gas-exchanging zone of the lung. They are lined by the typical respiratory epithelium with ciliated cells and numerous interspersed mucus-secreting goblet cells. Ciliated cells are present far down in the airway tree, their height decreasing with the narrowing of the tubes, as does the frequency of goblet cells. In bronchioles the goblet cells are completely replaced by another type of secretory cells named Clara cells. The epithelium is covered by a layer of low-viscosity fluid, within which the cilia exert a synchronized, rhythmic beat directed outward. In larger airways, this fluid layer is topped by a blanket of mucus of high viscosity. The mucus layer is dragged along by the ciliary action and carries the intercepted particles toward the pharynx, where they are swallowed. This design can be compared to a conveyor belt for particles, and indeed the mechanism is referred to as the mucociliary escalator.
Whereas cartilage rings or plates provide support for the walls of the trachea and bronchi, the walls of the bronchioles, devoid of cartilage, gain their stability from their structural integration into the gas-exchanging tissues. The last purely conductive airway generations in the lung are the terminal bronchioles. Distally, the airway structure is greatly altered by the appearance of cuplike outpouchings from the walls. These form minute air chambers and represent the first gas-exchanging alveoli on the airway path. In the alveoli, the respiratory epithelium gives way to a very flat lining layer that permits the formation of a thin air–blood barrier. After several generations (Z) of such respiratory bronchioles, the alveoli are so densely packed along the airway that an airway wall proper is missing; the airway consists of alveolar ducts. The final generations of the airway tree end blindly in the alveolar sacs. | https://www.britannica.com/science/human-respiratory-system/The-trachea-and-the-stem-bronchi |
The windpipe, trachea, branches off and leads to both sides of lungs. These two branches/airways of lungs are known as Bronchi. Bronchi further lead to smaller airways inside the lungs, known as bronchioles.
When the airways of lungs are infected, it causes irritation and inflammation. As a response, bronchi produces mucus to trap any foreign particles such as dust to prevent further irritation. The excess mucus is pushed out of lungs by coughing.
This condition where bronchi is infected and inflammated and excess mucus is produced, is know as Bronchitis.
If you smoke, quit smoking immediately if you are diagnosed with bronchitis. Smoking worsens bronchitis and increases risk of developing emphysema, another lung disease where air sacs in lungs get damaged, and one experience acute shortness of breath.
Infection may spread from bronchi to bronchioles, causing the tiny air sacs to fill up with fluid. This is known as Pneumonia and is the most common complication of bronchitis. Around 1 in every 20 cases of bronchitis end up having pneumonia.
An infected person could spread the disease when he/she coughs or sneezes. The survival period of bronchitis virus is 24 hours till it enters another host.
Breathing in irritant substances such as tobacco smoke and chemicals, smog, and chemicals in household products may trigger Bronchitis. However, smoking and passive smoking are the two major risk factors of bronchitis.
Occupational bronchitis usually eases on its own once you avoid the respective exposure.
There are several medications to relieve symptoms.
Your doctor will only prescribe antibiotics if you have an increased risk of developing complications, such as pneumonia. | http://www.shanghaiskyclinic.com/en/hospital/news-tips/bronchitis |
Understanding the Respiratory System
Asthma affects the functioning of the lungs and the entire respiratory system. As discussed in category 1, the nose is the portal to our body’s airway, allowing us to breathe clean, filtered, and humidified air. Once air is processed by the sinuses, it moves toward the lungs through the trachea (3, page 32). The trachea divides into two branches, or bronchi, each feeding into one of the lungs. Within each lung, the bronchi further divide into thousands of smaller branches, forming the bronchial tree. Each branch is surrounded by rings of muscles that constrict and relax in response to various stimuli as we breathe, allowing air to flow freely.
The air we inhale then travels to the tips of the bronchial tree and eventually reaches the alveolus, where the exchange of oxygen and carbon dioxide takes place among the network of blood vessels that surround it. The bronchi and alveoli are lined with their own mucous membranes, which perform the same filtering and humidifying functions as the ones in our nose and mouth. | http://sucre7.com/asthma/201-understanding-the-respiratory-system.html |
The lower respiratory tract consists of the lungs, which contain the bronchial and alveolar structures needed for gas exchange.
The lungs are paired elastic structures enclosed in the thoracic cage, which is an airtight chamber with distensible walls (Fig. 21-3). Ventilation requires movement of the walls of the thoracic cage and of its floor, the diaphragm. The effect of these movements is alter-nately to increase and decrease the capacity of the chest. When the capacity of the chest is increased, air enters through the trachea (in-spiration) because of the lowered pressure within and inflates the lungs. When the chest wall and diaphragm return to their previous positions (expiration), the lungs recoil and force the air out through the bronchi and trachea. The inspiratory phase of respiration nor-mally requires energy; the expiratory phase is normally passive. In-spiration occurs during the first third of the respiratory cycle, expiration during the latter two thirds.
The lungs and wall of the thorax are lined with a serous mem-brane called the pleura. The visceral pleura covers the lungs; the parietal pleura lines the thorax. The visceral and parietal pleura and the small amount of pleural fluid between these two mem-branes serve to lubricate the thorax and lungs and permit smooth motion of the lungs within the thoracic cavity with each breath.
The mediastinum is in the middle of the thorax, between the pleural sacs that contain the two lungs. It extends from the ster-num to the vertebral column and contains all the thoracic tissue outside the lungs.
Each lung is divided into lobes. The left lung consists of an upper and lower lobe, whereas the right lung has an upper, middle, and lower lobe (Fig. 21-4). Each lobe is further subdivided into two to five segments separated by fissures, which are extensions of the pleura.
There are several divisions of the bronchi within each lobe of the lung. First are the lobar bronchi (three in the right lung and two in the left lung). Lobar bronchi divide into segmental bronchi (10 on the right and 8 on the left), which are the structures iden-tified when choosing the most effective postural drainage posi-tion for a given patient. Segmental bronchi then divide into subsegmental bronchi. These bronchi are surrounded by con-nective tissue that contains arteries, lymphatics, and nerves.
The subsegmental bronchi then branch into bronchioles, which have no cartilage in their walls. Their patency depends en-tirely on the elastic recoil of the surrounding smooth muscle and on the alveolar pressure. The bronchioles contain submucosal glands, which produce mucus that covers the inside lining of the airways. The bronchi and bronchioles are lined also with cells that have surfaces covered with cilia. These cilia create a constant whipping motion that propels mucus and foreign substances away from the lung toward the larynx.
The bronchioles then branch into terminal bronchioles, which do not have mucous glands or cilia. Terminal bronchioles then become respiratory bronchioles, which are considered to be the transitional passageways between the conducting airways and the gas exchange airways. Up to this point, the conducting airways contain about 150 mL of air in the tracheobronchial tree that does not participate in gas exchange. This is known as physio-logic dead space. The respiratory bronchioles then lead into alve-olar ducts and alveolar sacs and then alveoli. Oxygen and carbon dioxide exchange takes place in the alveoli.
The lung is made up of about 300 million alveoli, which are arranged in clusters of 15 to 20. These alveoli are so numerous that if their surfaces were united to form one sheet, it would cover 70 square meters—the size of a tennis court.
There are three types of alveolar cells. Type I alveolar cells are epithelial cells that form the alveolar walls. Type II alveolar cells are metabolically active. These cells secrete surfactant, a phos-pholipid that lines the inner surface and prevents alveolar col-lapse. Type III alveolar cell macrophages are large phagocytic cells that ingest foreign matter (eg, mucus, bacteria) and act as an im-portant defense mechanism.
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Below the larynx lies the trachea, a tube about 10 to 12 cm (3.9 to 4.7 inches) lengthy and also 2 cm (0.8 inch) wide. Its wall is stiffened by 16 to 20 characteristic horseshoe-shaped, incomplete cartilage rings that open toward the earlier and also are embedded in a dense connective tissue. The dorsal wall consists of a solid layer of transverse smooth muscle fibres that spans the gap of the cartilage. The inner of the trachea is lined by the typical respiratory epithelium. The mucosal layer has mucous glands.
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At its reduced finish, the trachea divides in an inverted Y right into the 2 stem (or main) bronchi, one each for the left and also best lung. The appropriate primary bronchus has a larger diameter, is oriented even more vertically, and is shorter than the left primary bronchus. The helpful consequence of this arrangement is that foreign bodies passing beyond the larynx will usually slip right into the ideal lung. The framework of the stem bronchi carefully matches that of the trachea.
You may know that the human brain is composed of 2 halves, yet what fractivity of the humale body is consisted of of blood? Test both halves of your mind in this humale anatomy quiz.
Structural architecture of the airmethod tree
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trachea, bronchi, and also bronchioles of the human airway tree
An X-ray of the human lungs reflecting the branching of the airway tree.
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Whereas cartilage rings or plates provide assistance for the walls of the trachea and also bronchi, the wall surfaces of the bronchioles, devoid of cartilage, obtain their stcapability from their structural integration into the gas-exaltering tworries. The last pucount conductive airmethod generations in the lung are the terminal bronchioles. Distally, the airmethod structure is substantially altered by the appearance of cupfavor outpouchings from the walls. These form minute air chambers and also reexisting the first gas-exaltering alveoli on the airway route. In the alveoli, the respiratory epithelium provides method to an extremely level lining layer that permits the formation of a thin air–blood obstacle. After a number of generations (Z) of such respiratory bronchioles, the alveoli are so densely packed along the airway that an airmethod wall appropriate is missing; the airmeans is composed of alveolar ducts. The final generations of the airmeans tree end blindly in the alveolar sacs. | https://soimg.org/why-is-the-human-trachea-reinforced-with-cartilage-rings/ |
Skip to 0 minutes and 5 secondsNow we'll talk about the function of the circulatory system. The function of the circulatory system is to transport the blood cells and the substances dissolved within the blood around the body. This includes the transport of oxygen to the tissues and the transport of carbon dioxide from the tissues back to the lungs to be exhaled. Each cell in our body needs oxygen in order to function. We need the oxygen to generate energy. And in that process, we also generate carbon dioxide as a waste product, and this needs to be transported back to the lungs to be removed. When we breathe in, air enters in through the nose and mouth where it becomes filtered and warmed.
Skip to 0 minutes and 51 secondsIt then travels down the trachea, or windpipe, and divides into the two bronchi, one to the left lung and one to the right lung. The bronchi are like branches of a tree. As the branches divide, they get smaller and smaller, eventually becoming the bronchioles. At the end of the bronchioles, you have the small tiny sacs known as alveoli, and this is where we have the transport of oxygen and carbon dioxide from the air within the alveoli into the tiny blood supply surrounding them. Like most substances, oxygen moves from areas of higher concentration to areas of lower concentration by a process called diffusion. You can imagine it being like all the passengers on a bus.
Skip to 1 minute and 36 secondsImagine they're all sat all on the lower deck. Given the opportunity, half the passengers will move upstairs to the quieter area. This is like the process of diffusion. Oxygen moves from the crowded air in the alveoli into the less crowded area in the blood. It then travels through the blood system to the tissues. And again, it moves from the blood into the even less crowded area in the tissues. In the tissues, the oxygen is used, and carbon dioxide is produced, and carbon dioxide also follows its diffusion gradient, moving from areas of high concentration to areas of low concentration. The carbon dioxide moves from the higher concentration in the active tissues into the lower area of concentration in the blood.
Skip to 2 minutes and 25 secondsIt then travels back to the lungs, and again, it moves from the slightly higher concentration in the blood to the even lower concentration in the air in the alveoli and is breathed out through the lungs. Thus, the function of the circulatory system is to provide a transport network for the blood from the lungs to the tissues and back again.
Function of the circulatory system
Watch Dr Natasha Barrett explain the function of the circulatory system, which pumps the blood around the body transporting oxygen and carbon dioxide.
You can download the Week 1 supplement, which contains additional images and descriptions to help you understand the topics covered in this video.
Why do you think the deoxygenated blood goes back to the heart and not straight to the lungs? | https://www.futurelearn.com/courses/heart-health/0/steps/2233 |
Take a breath in and hold it. Wait several seconds and then let it out. Humans, when they are not exerting themselves, breathe approximately 15 times per minute on average. This equates to about 900 breaths an hour or 21,600 breaths per day. With every inhalation, air fills the lungs, and with every exhalation, it rushes back out. That air is doing more than just inflating and deflating the lungs in the chest cavity. The air contains oxygen that crosses the lung tissue, enters the bloodstream, and travels to organs and tissues. There, oxygen is exchanged for carbon dioxide, which is a cellular waste material. Carbon dioxide exits the cells, enters the bloodstream, travels back to the lungs, and is expired out of the body during exhalation.
Breathing is both a voluntary and an involuntary event. How often a breath is taken and how much air is inhaled or exhaled is regulated by the respiratory center in the brain in response to signals it receives about the carbon dioxide content of the blood. However, it is possible to override this automatic regulation for activities such as speaking, singing and swimming under water.
During inhalation the diaphragm descends creating a negative pressure around the lungs and they begin to inflate, drawing in air from outside the body. The air enters the body through the nasalcavity located just inside the nose (Figure 16.9). As the air passes through the nasal cavity, the air is warmed to body temperature and humidified by moisture from mucous membranes. These processes help equilibrate the air to the body conditions, reducing any damage that cold, dry air can cause. Particulate matter that is floating in the air is removed in the nasal passages by hairs, mucus, and cilia. Air is also chemically sampled by the sense of smell.
From the nasal cavity, air passes through the pharynx (throat) and the larynx (voice box) as it makes its way to the trachea (Figure 16.9). The main function of the trachea is to funnel the inhaled air to the lungs and the exhaled air back out of the body. The human trachea is a cylinder, about 25 to 30 cm (9.8–11.8 in) long, which sits in front of the esophagus and extends from the pharynx into the chest cavity to the lungs. It is made of incomplete rings of cartilage and smooth muscle. The cartilage provides strength and support to the trachea to keep the passage open. The trachea is lined with cells that have cilia and secrete mucus. The mucus catches particles that have been inhaled, and the cilia move the particles toward the pharynx.
The end of the trachea divides into two bronchi that enter the right and left lung. Air enters the lungs through the primary bronchi. The primary bronchus divides, creating smaller and smaller diameter bronch iuntil the passages are under 1 mm (.03 in) in diameter when they are called bronchioles as they split and spread through the lung. Like the trachea, the bronchus and bronchioles are made of cartilage and smooth muscle. Bronchi are innervated by nerves of both the parasympathetic and sympathetic nervous systems that control muscle contraction (parasympathetic) or relaxation (sympathetic) in the bronchi and bronchioles, depending on the nervous system’s cues. The final bronchioles are the respiratory bronchioles. Alveolar ducts are attached to the end of each respiratory bronchiole. At the end of each duct are alveolar sacs, each containing 20 to 30 alveoli. Gas exchange occurs only in the alveoli. The alveoli are thin-walled and look like tiny bubbles within the sacs. The alveoli are in direct contact with capillaries of the circulatory system. Such intimate contact ensures that oxygen will diffuse from the alveoli into the blood. In addition, carbon dioxide will diffuse from the blood into the alveoli to be exhaled. The anatomical arrangement of capillaries and alveoli emphasizes the structural and functional relationship of the respiratory and circulatory systems. Estimates for the surface area of alveoli in the lungs vary around 100 m2. This large area is about the area of half a tennis court. This large surface area, combined with the thin-walled nature of the alveolar cells, allows gases to easily diffuse across the cells.
Art CONNECTION
Which of the following statements about the human respiratory system is false?
- When we breathe in, air travels from the pharynx to the trachea.
- The bronchioles branch into bronchi.
- Alveolar ducts connect to alveolar sacs.
- Gas exchange between the lungs and blood takes place in the alveolus.
Watch this video (http://openstaxcollege.org/l/lungs_pulmonar2) for a review of the respiratory system. | https://www.opentextbooks.org.hk/ditatopic/35186 |
respiration is a process of exchange of-of gases.In which oxygen is taken in and carbon dioxide is liberated and release of energy . the former is extentrenal and later is internal or conducts air to and from the lungs. All mammals have ribs cae that are lifted up and out abdominal muscular diaphragm that is the thoracic cavity .Where they are protected from drying out . Cells lining the nose filter moisten and worm incoming air. These lining epithelium cells are long and fringed with cilia . this surface covered by mucous membrane containing may blood supplies along with filtering out impurities ,the nose also protects the lungs . By the time the reach the lungs, it is at body temperature and humidity of the incoming air.They maintain the temperature and is saturated with water in the trachea and the bronchi, cilia beat upward carrying mucus dust and occasional bit food that went down the wrong way into the throat ,where the accumulation may be swallowed or expectorated . the back of nose leads into pharynx air passes from the pharynx through the glottis an opening into the larynx, the larynx, and the trachea are permanently held open to receive air , the larynx s held open by the complex of cartilages the from the Adam's apple.
the trachea is held open by a series of the horseshoe.
– shaped , cartilaginous rings that do not completely meet in the rear ,when food is swallowed the larynx rises and the glottis is closed by the flap of tissue called epiglottis . the trachea divides into two bronchi, which enter the right and left – lungs each the branches into a great number of smaller passages called "bronchioles".The two bronchi resemble the trachea in structure but as the bronchial tubes divide and subdivide their walls become thinner and the ring of cartilages are no longer present .Each bronchiole terminates in an elongated space enclosed by a multiple of air pockets called alveoli which make up the lungs the bronchial tree and the alveoli are housed within the paired lungs.Each lung weight about 454 gms and is spontaneously in consistency due to numerous alveoli. The lung tissue of newborn are characteristically pink but tissue darkens with age as the person breathing environment effect due to their environments , smoking habits.
the right lungs have 3 lobes and left have 2 lobes.
Air moves between the atmosphere and the lungs in response to pressure graidients. Air moves in when the air pressure in the lungs is lower than the pressure in the lungs are greater that the atmosphere pressure.The anatomy of the thoracic cavity explains the generation of the pressure changes responsible for the pulmonary ventilation. An abroad sheet of muscle the diaphragm separates it from the abdominal cavity membrane coat all the surface in the thoracic cavity ,which the lung essentially fill changing the size of thoracic cavity creates pressure change,that moves air in and out of the lungs .When the muscles of ribs cage and diaphragm contact the size of the thoracic cavity incearas and air draws into the lungs this process is called "inspiration or inhalation" .when the muscled of the rib cage and diaphragm relax, the thoracic cavity decreases in size causing expiration or exhalation . Not all of respiratory tract actively participates in gas exchange . the part not used in gas exchanges the pharynx trachea and the upper third of lung called dead space . the air in the bottom third of lungs is not exchanged in every breath because most of this air remains in the lungs it is called residual air .
it includes respiratory tract from the pair of nasal opening up to the pair of the lung including thoracic cavity.
1 respiratory tract
it is the path for fresh and foul air and is comprised of following parts:-
a Nostrils or external nares
b nasal chambers
1 vestibular part
2 respiratory part
3 olfactory part
nasal chamber helps in worming filtration of air conditensation , moistening, and sterilize by lysozyme of-of the inspiratory air it also help in swelling.
c internal nares
d laryngopharynx
e larynx
1 thyroid cartilage
2 Arytenoids
3 Cricoid cartilage
4 Vocal cords
check the entrance of food particles and produces various sound frequencies by vibration.
Reference:
Agrawal, sarita. principle of biology. 2nd edition . kathmandu: Asmita book Publication, 2068 ,2069
Mehta, Krishna Ram. Principle of biology. 2nd edition. kathmandu: Asmita, 2068,2069.
Jorden, S.L. principle of biology. 2nd edition . Kathmandu: Asmita book Publication, 2068.2069. | https://www.kullabs.com/classes/subjects/units/lessons/notes/note-detail/6289 |
As the parliamentary elections near, an increasing number of anonymous social media accounts with political agenda are misinforming and disturbing the masses.
This is one of the many concerns members of the Parliament raised during the two-day fact-checking workshop in Paro. They also called for a mechanism to debunk fake news which digital technology has allowed to prosper.
“If a mechanism is not initiated to control or fight anonymous account users who are spreading misinformation and disinformation, there is a risk that every one of us will fall victim to fake news,” Paro’s National Council member, Ugyen Tshering said.
He said that people tend to believe fake news when authorities concerned fail to clarify and debunk it.
NA member of Khamed-Lunana constituency, Yeshey Dem, said that fake news is misleading people. “Social media and fake news create disharmony among the people,” she said.
National Council MP from Samtse, Tirtha Man Rai, agreed that the media as a fourth estate plays a vital role in promoting and deepening democracy in the country. “We should educate the mass and promote media and information literacy (MIL) so that people can determine whether the information is credible or not,” he said.
About 18 parliamentarians along with media officers from various agencies discussed the recent fake news shared and circulated on different social media platforms and how to verify the information and debunk such misinformation.
The recent fake news was about the PDP president stepping down and handing over the responsibility to another member.
“People in positions of power often inadvertently cause fake news due to the information vacuum,” a young tech entrepreneur, Phub Dorji, said. “When information is not corrected, people come with wild theories and rumours,” he said.
One MP said that social media is the biggest threat to free and fair elections. “The best solution to control fake news, I see, is enhancing and creating awareness among the people,” she said.
For free and fair elections
During the 2018 parliamentary elections, people through many Facebook groups posted and shared content which defamed the political parties they did not support. If people are not media and information literate, it can harm both the readers’ perspective and the reputation of the political parties, according to the Journalists Association of Bhutan (JAB).
The Election Commission of Bhutan (ECB) has the Social Media Rules and Regulations to moderate and regulate the use of social media during the election period. It requires that every user of social media carries out oversight duty and reports to the election authorities any violation.
The rules also require every candidate to submit the addresses/links of the social media being used for election campaigns to the Election Commission of Bhutan and bar any person from communicating/transmitting/posting hate messages or any content with the intent to defame or reduce the electoral chances of an opposing contestant.
“However, these rules on social media do not have enough teeth to deal with the social media menace in the election,” lawyer Sonam Tshering said.
He stated that studies from many countries confirmed that with easy access to political discussion, social media changes voters’ perceptions of one another, as well as candidates. “That is why many candidates use social media as a primary platform for the campaign,” Lawyer Sonam Tshering said.
Forms of disinformation
Fake news encompasses news which misleads and is factually incorrect. Fake news, misinformation, and disinformation, according to UNESCO, form a part of the information disorder and have endangered trust in media and journalism.
Increased digital access and the reach of social media platforms coupled with inadequate digital literacy have compounded the problem in networked societies worldwide. Such information disorder, according to UNICEF, has been propagated internationally by state, media, and private channels. These include uncredited claims of election fraud, libel against citizens, and state propaganda, which have all contributed to social and political discord.
With the increasing online population, Bhutan has witnessed expanding proportions of mal-information and Covid-19 has amplified this trend. According to Bhutan Media Foundation’s Social Media Landscape in Bhutan 2021, about 90 per cent of the people are active members of at least one social media site, using it as their primary source of information.
A survey done by the Journalists’ Association Bhutan found that 64 percent of Bhutanese have encountered disinformation, which is false information created with the intention of profiting from it or causing harm, 35 percent have fallen victim to disinformation, and over 10 percent have spread disinformation knowingly or unknowingly, while 25 percent are not sure.
Facebook is the primary site for encountering disinformation on social media, with word of mouth coming to close second, according to the survey. Over 50 percent of the respondents also experienced disinformation on social media networks like WeChat, WhatsApp, Tik Tok, Instagram, and social media influencers. Traditional media such as newspapers, television and radio scored better on the trust quotient.
The survey also found that over 50 percent of the Bhutanese find it difficult to source credible information, and a large number (70 percent) believe that disinformation has become more apparent since Covid-19.
About 18 MPs along with researchers and media officers from various agencies attended the fact-checking and tracing source of fake news workshop that concluded yesterday. This is the third workshop organized by JAB in collaboration with the Asia Foundation. | https://kuenselonline.com/parliamentarians-call-for-strong-measures-to-combat-fake-news/ |
“Every public has its own universe of discourse and…humanly speaking, a fact is only a fact in some universe of discourse.”
Writing those words three quarters of a century before the Oxford Dictionaries named “post-truth” the 2016 word of the year, Robert Park — a former newspaper journalist and one of the founders of the Chicago School of sociology — understood fake news to be an intrinsic element of any information ecology. Long before Mark Zuckerberg started to be treated as a rapacious business man, noted real and fictitious publishers such as William Randolph Hearst and Charles Foster Kane aimed to exploit the commercial potential of fake news, as did others who predated and succeeded them. On top of intentional attempts to distort or misinform, many unintentional mistakes caught by the public — and a suspicion that there might exist more unidentified ones — have further reinforced a certain stance of skepticism among media audiences over the inherent veracity of the news report.
Yet it is not an overstatement to say that the main story about journalism in the first month after the election of Donald Trump as the 45th president of the United States has been a sense of collective shock, outrage, and despair over the prevalence of fake news. Why has this been the case? And what does this mean for the short-term future of journalism?
Most post-election reports on fake news have focused on production side issues, such as the location and potential motivations of the various purveyors of fake news; the changing geopolitical landscape of information warfare; the economic benefits for social media and search engine platforms; and the need and desirability to implement technical and/or financial restrictions that could minimize the spread of misinformation, among others. A production side focus is important and these are all valid instantiations of it. However, this piece examines the other side of the coin by concentrating on some reception dynamics that might undergird the greater prevalence of fake news in the contemporary setting than in the past.
Setting aside discussions about echo chamber and filter bubble effects, which have been analyzed profusely, I want to address three concurrent trends in our media reception practices related to the rising presence of fake news. First, there is ambivalence toward an information infrastructure in which the barriers of access to having one’s voice heard are lower than in the past, and where the reach is potentially much broader. Second, there is a growing perception of limitations in the ability to detect bias in a media environment in which editorial selection increasingly relies on algorithms. Third, there is a crisis in the cultural authority of knowledge that affects not only journalism but other key institutions of modern life, including science, medicine, and education.
Fake news stories have been around for as long as truthful ones. One element that distinguishes the contemporary moment is the existence of a fairly novel information infrastructure with a scale, scope, and horizontality of information flows unlike anything we had seen before. Facebook, for instance, reaches more than 1 billion users daily. This infrastructure enables people to create content alongside established media institutions, and not merely consume it. This, in turn, has allowed previously silent voices to be heard, not just in their localities but all over the world. We have credited these changes with contributing to the breakdown of authoritarian regimes such as in the case of the Arab spring. But these are the same changes that have made it possible for a fake news story about Pope Francis endorsing Donald Trump to be shared hundreds of thousands of times.
We celebrate the new infrastructure when it helps undermine information practices of oppressive governments, and denounce it when it contributes to misinforming the citizens of liberal democratic states. But unfortunately, it seems unrealistic to have one without the other, since they are the two sides of the same coin. This does not mean that truthful accounts of oppressive governments are equivalent to untruthful accounts about democratic candidates, but that the information infrastructure that contributes to the spread of both types of accounts is one and the same. Ambivalence about this infrastructure might tempt us to call for policing its destabilizing capabilities in some cases, but this might have the unintended consequence of curtailing its emancipatory potential in others.
This ambivalence is related to a second trend, namely a growing perception in the limitations of detecting bias in algorithmic editing in comparison to human editing. Traditional journalistic outfits have been around for a long time. Over the years, the public has collectively developed ways of identifying bias, and also for distinguishing truthful accounts from parodic or satirical ones. The Watergate investigation was taken to be truthful, the Swift Boat story was initially lent some credibility but discredited later, and the ingenious headlines of publications such as The Onion are not normally interpreted literally.
On the contrary, platforms like Google and Facebook are much more recent additions to the media ecosystem, and their selection procedures are far less known by the public. In addition, their reliance on algorithmic curation has endowed these procedures with a certain opacity that makes it even more difficult for the public to come up with strategies that successfully identify bias. Algorithms do not come from out of the blue: They are written by people who often work for complex organizations. These people and organizations go about their business with conscious and unconscious biases that result in, as Larry Lessig and others have argued, politics in code. However, we feel less capable of deciphering the politics embedded in code than those embodied primarily by people and organizations.
The issues of ambivalence and limitations in bias detection converge with a deep crisis in the cultural authority of knowledge. Trust in the media as an institution has been fairly low for a long time. In an ongoing research project on the consumption of news, my collaborators and I have found, for instance, that the same news item is attributed a higher level of credibility if it is shared by a contact on a social media platform than if it is read directly on the news site that originates it. When asked about this difference, interviewees say it is because they often distrust the media since they are inherently biased, and, on the contrary, their default stance towards their contacts is one based on trust.
This crisis in the cultural authority of knowledge is not an exclusive property of the news. It also applies to other key institutions of modern life, such as medicine, science, and education. We find expressions of this crisis in the debates over the role of vaccines in the rise of autism, which has been echoed in the media and has led to many concerned parents, despite the repeated statements to the contrary by leading medical experts. We also see traces of this crisis in science. For instance, the controversy of evolution versus creationism is still alive and affects the teaching of biology in many schools, in spite of the lack of support for creationism from reputable scientific sources. Social institutions like the media, medicine, science, and education had the capacity to effectively moderate the notion advanced by Robert Park that “a fact is only a fact in some universe of discourse,” and thus create a stronger common ground among disparate constituencies. But this capacity seems to be less effective these days than in the past.
What does this mean for the future of journalism, at least in the short term? Despite the widespread cry for technical solutions and commercial sanctions, it is unlikely that things will change drastically until there are concurrent transformations in reception practices. It may be possible to develop algorithms that identify sources that have repeatedly propagate false information and automatically impose restrictions on their ability to get advertisement revenues. That might bring a temporary fix to centralized attempts to maliciously misinform. But I suspect that those perpetrators could easily dismantle a given operation and quickly launch another one. In addition, this would not necessarily stop decentralized sources of fake news that either intentionally or unintentionally create and/or spread false accounts on social media. These policing procedures could also have an unintended negative effect on parody and satire, which have long had a healthy role in the quality of democratic discourse, and raise the specter of censorship more generally.
If my short-term prediction about the limitations of production-side remedies is right, what we might see alongside with these attempts to algorithmically curtail the spread of fake news is that mainstream journalistic organizations would increasingly have to demonstrate to the public the veracity of the news — and denounce the falsity of alternative accounts — rather than take for granted that aspect of the reception experience. This might possibly not reduce the reliance on fake news stories among those predisposed to believe what these stories state, but it could raise awareness among the less committed segment of the public.
Beneath the surface of many post-election discussions about fake news lies a certain collective unease about the mismatch between the 20th-century routines associated with print and broadcast media, and the 21st-century information practices of our increasingly digital lives. Maybe it is no longer feasible to assume that the delegation of editorial processes to mainstream media suffices to yield accounts about current events that form the basis of common decision making among the citizenry. This is not a normative claim about whether this is desirable or not, but an empirical observation based on the information practices of large segments of the population. We can feel nostalgic about a media world slowly but steadily waning, or instead imagine that perhaps a more decentralized and effective everyday culture of critique and argumentation might emerge over time. As Leonard Cohen wrote in “Anthem”: “Ring the bells that still can ring / Forget your perfect offering / There is crack in everything / That’s how the light gets in.”
Pablo Boczkowski is a professor in the School of Communication at Northwestern University.
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Millie Tran International expansion without colonial overtones
Claire Wardle Verification takes center stage
Sam Ford The year we talk about our awful metrics
Rasmus Kleis Nielsen News after advertising may look like news before advertising
Lee Glendinning A call for great editing
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Laura Walker Authentic voices, not fake news
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Sara M. Watson There is no neutral interface
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Matt Waite The people running the media are the problem
M. Scott Havens Quality advertising to pair with quality content
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Kathleen Kingsbury Print as a premium offering
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Katie Zhu The year of minority media
Errin Haines Chaos or community? | https://www.niemanlab.org/2016/12/fake-news-and-the-future-of-journalism/ |
Journalism and news are so much a part of our lives that most societies take them for granted. To access the news, people have traditionally had to pay for newspapers or acquire television and radio receivers with accompanying licenses or cable subscriptions. To a large extent, accessing the news has been connected to specific physical domains, especially the home. The widespread diffusion of computers, the Web, and news sites that started in the mid-1990s has made news increasingly accessible, and over the past decade, mobile news has fueled this even more. Digital technologies have become an accepted part of our lives. Access to news and information is easier than ever, with an abundance of free news via connected and ubiquitous digital platforms. News is expensive to produce, however, creating concerns about future business models to support journalism. It means we cannot take journalism for granted. News media must produce content that is valuable to society. Mobile devices and different forms of mobile media and communication have become integral parts of contemporary societies. The nexus of mobile media and reporting has become one of the most important developments for journalism. Research into mobile news production falls into two main strands. On the one hand, we find research taking an organizational approach, with studies of intra-organizational collaborations in developments of mobile services, what mobile platforms to use, business model considerations, and so forth. On the other hand, we encounter research focusing more specifically on news production among mobile journalists (so-called MoJos). For the working journalist, the mobile device has become the key tool for gathering information, images, and video, and for communicating with colleagues and sources.
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Oscar Westlund and Stephen Quinn
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Hans Meyer and Burton Speakman
It is all too common to think of community journalism as being like all other types of journalism, just on a smaller scale. With the growth of the Internet and virtual community, this form of journalism cannot be distinguished solely by circulation size or geographic delineations. Within the larger journalism research sphere, community journalism remains underrepresented, even though the majority of publications in the United States can be classified as community journals, and throughout the world, small publications, both in print and online are commanding respect. If community media outlets are defined as having a circulation of lower than 50,000, then there are 7,184 community daily or weekly newspapers in the U.S. compared to only 4 publications with circulations of more than 500,000. Worldwide, data cannot be as easily condensed into percentages, but it is reasonable to think the figures are similar. Yet, media research typically focuses on the work and attitudes of the elites, i.e. the larger and best-known publications. Existing research on community journalism has identified key distinctions between community journalism and other types. First, community media focus on information connected to everyday life, and second, its media members tend to develop a closer, more intimate connection to the community they serve. The idea of closeness began with early research into the idea of community itself. Community as a concept revolves around emotional connection and membership. The two necessary elements for community formation are for a group of people to have something in common, and something that differentiates them from other groups. Community media build upon these concepts to give communities a voice. The audience for community news is often connected by an interest in, and emotional attachment to, a geographic area, which represents one form of community or a specific viewpoint, interest, or way of thinking which often represents virtual community. Both groups need journalists, who provide factual information on the community and enable and support strong community ties. Community journalists can also help build place attachment and create third places for community members to congregate and interact socially in.
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Tim Klein, Elisabeth Fondren, and Leonard M. Apcar
Throughout the ages, the editor’s primary role has been to connect writers with readers by deciding what to publish. In modern scholarship, this is known as gatekeeping. The stories an editor allows through the metaphorical “gate” can influence what readers find important—what scholars call agenda setting. But editors not only influence which stories are told; they also shape how stories are told, through word choice, story arrangement, selection of examples, photos, and the all-important headline; this is known as framing. Historians and biographers have written a good deal about individual editors—their publications, their editorial instincts, their altercations with powerful politicians, and their pursuit of truth, entertainment, profit, and influence. But there has been less focus on the broader changes that have impacted the work of editors as the media ecosystem has shifted. Cultural and social changes have created new demands on editors, who have had to adjust to stay in sync with audiences’ tastes and expectations. Technological invention—and the disruption of old economic models—have forced editors to adapt to new mediums of mass communication that serve new audiences and new financial realities. In short, broader economic, political, technological, and social changes have all influenced what type of editing has flourished and what practices drifted into the past. The Internet has posed an existential threat to editors as gatekeepers. Countless new gates that connect readers and writers have been thrown open, some with little to no editorial oversight. This is far from the first time editors have been forced to adapt to change—the history of editing has been a story of innovation in a continuing quest to find new ways to connect readers and writers. Today, despite the decline in gatekeeping power, professional editing still has an essential role—to curate quality out of the multitude of online voices and uphold a rigor for accuracy and truthfulness that can be easily overlooked on social media and non-professional news sites. Whether it is approving (or rejecting) a topic of investigation, copy-editing prose, fact-checking a story, arranging the home page of a website, managing a newsroom, or deciding which journalist to hire, editors play an integral role in shaping the information that is shared with audiences.
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Caroline Fisher
The relationship between journalists and their sources is central to journalism practice. It is a relationship based on a power struggle over the presentation of information to the public. The nature of that relationship continues to change in response to cultural, social, political, and technological circumstances. Historically, the relationship between journalists and sources has been predominantly characterized as interdependent, oscillating between cooperation and conflict over the control of information. However, the arrival of digital publishing platforms has significantly disrupted this mutually dependent exchange. It has blurred the boundaries between the two roles and released sources from their traditional reliance on journalists to disseminate their messages to citizens. Using digital platforms, sources have the option to bypass the traditional media and communicate directly with the public if it meets their strategic communication goals. Depending on whether the source is trying to reach a specific audience via social media or a wider audience via mass media, he or she can “opt-in” or “opt-out” of a traditional journalist-source relationship. The shift in power between reporters and sources poses a challenge to the authority and control of journalists who have lost their stranglehold over the means of publication. This change points to issues of accountability and scrutiny and raises questions about the ongoing relevance of journalism’s “fourth estate” role in democracy.
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Tanja Bosch
The relationship between the practice and field of journalism and the interdisciplinary field of memory studies is complex and multifaceted. There is a strong link between collective memory production and journalistic practice, based on the proposition that journalists produce first drafts of history by using the past in their reportage. Moreover, the practice of journalism is a key agent of memory work because it serves as one of society’s main mechanisms for recording and remembering, and in doing so helps shape collective memory. Journalism can be seen as a memory text, with journalists constructing news within cultural-interpretive frames according to the cultural environment. Journalism also plays a key role in the production of visual memory and new media, including social media. Journalism is thus a key agent of memory work, providing a space for commentary on institutional and cultural sites of memory construction.
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Colin Porlezza
Accuracy is a central norm in journalism and at the heart of the journalistic practice. As a norm, accuracy developed out of objectivity, and has therefore an Anglo-American origin. Nevertheless, the commitment to the rule of getting it right is shared among journalists across different journalistic cultures. The history of accuracy is closely related to other central concepts in journalism like truthfulness, factuality and credibility, because it raises epistemological questions of whether and how journalism is capable of depicting reality accurately, truthfully and based on fact. Accuracy plays a particularly important role with regard to the factuality of the journalistic discourse, as it forces journalists not only to ground their reporting on facts, but to check whether presented facts are true or not—which is reflected both in the description of the journalistic profession as the discipline of verification as well as the central relevance of accuracy for instruments of media self-regulation like press councils and codes of ethics. Accuracy is an important standard to determine the quality of the news reporting. In fact, many studies, most of them carried out Western democracies, have investigated the accuracy of journalistic reporting based on the number of errors that sources mentioned in the articles perceived. As journalism moved online and the immediacy of the news cycle requested a faster pace of publication, news outlets often adopted the strategy to publish first and to verify second, although research has shown that the accuracy of journalistic reporting and trustfulness are related. Especially in the current debate on disinformation, many online fact-checking and verification services have thus seen a global rise of attention and importance.
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Serena Miller
The emergence of citizen journalism has prompted the journalism field and scholars to readdress what constitutes journalism and who is a journalist. Citizen journalists have disrupted news-media ecosystems by challenging the veracity and representativeness of information flowing from mainstream news-media newsrooms. However, the controversy related to the desired level of citizen involvement in the news process is a historical debate that began before the citizen-journalism phenomenon. As early as the 1920s, journalist and political commentator Walter Lippman and American philosopher John Dewey debated the role of journalism in democracy, including the extent that the public should participate in the news-gathering and production processes. This questioning of citizen involvement in news reemerged as an issue with the citizen journalism phenomenon around the late 1990s. People with no news-media organizational ties have taken advantage of the convenience and low cost of social computing technologies by publishing their own stories and content. These people are referred to as citizen journalists. Scholars have assessed the quality and credibility of citizen-journalism content, finding that citizen journalists have performed well on several standards of traditional news-content quality. Levels of quality differ dependent upon citizen journalists’ goals and motivations, such as serving the public interest, increasing self-status, or expressing their creative selves. As it is an emerging area of study, unarticulated theoretical boundaries of citizen journalism exist. Citizen-journalism publications emphasize community over conflict, advocacy over objectivity, and interpretation over fact-based reporting. In general, citizen journalists have historically acted when existing news-media journalists were not fully meeting their community’s informational needs. Scholars, however, vary in how they label citizen journalists and how they conceptually and empirically define citizen journalism. For example, researchers have shifted their definitional focus on citizen journalists from one of active agents of democratic change to people who create a piece of news content. The mapping of the citizen-journalism literature revealed four types of citizen journalists based on their levels of editorial control and contribution type: (1) participatory, (2) para, (3) news-media watchdog, and (4) community. Taken together, these concepts describe the breadth of citizen-journalist types. For those of us interested in journalism studies, a more targeted approach in the field of citizen journalism can help us build community around scholarship, understand citizen journalists’ contributions to society and practice, and create a more a stable foundation of knowledge concerning people who create and comment on news content.
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Mark Coddington
News aggregation—or the process of taking news from published sources, reshaping it, and republishing it in an abbreviated form within a single place—has become one of the most prominent journalistic practices in the current digital news environment. It has long been an important part of journalism, predating reporting as a form of newsgathering and distribution. But it has often been a poorly, or at best incompletely, understood practice. Aggregation was widespread in the 18th and 19th centuries through copying and republishing of newspaper articles in ways that sometimes showed little regard for copyright or individual authorship. But in recent decades, more sophisticated forms of aggregation have proliferated, both automated and manual, and on virtually every digital platform on which news is disseminated. Aggregation draws from the norms and values of both modern professional journalism and Internet culture and writing. That amalgam of standards and practices shapes aggregation as a hybrid practice that is built on professional journalism yet marginal within it. News aggregators’ economic effect on the online news marketplace has been intensely debated, but research has shown them to be generally helpful to the news sites they aggregate from, expanding the news ecosystem and sending readers through hyperlinks. Their legal legitimacy has also come under scrutiny, though they have encountered significantly more restrictions in Europe than in the United States or elsewhere. Professionally, aggregation is built on the practices of reporting and relies on reporting as both the predominant source of its information and the blueprint for its methods of verification. But its defining characteristic is its secondary status relative to reporting, which shapes its methods of gathering evidence as well as its professional identity and values. Overall, news aggregation plays a growing role in the contemporary news environment, though its influence is complex, multifaceted, and ambiguous.
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Anya Schiffrin
Questions of media trust and credibility are widely discussed; numerous studies over the past 30 years show a decline in trust in media as well as institutions and experts. The subject has been discussed—and researched—since the period between World Wars I and II and is often returned to as new forms of technology and news consumption are developed. However, trust levels, and what people trust, differ in different countries. Part of the reason that trust in the media has received such extensive attention is the widespread view shared by communications scholars and media development practitioners that a well-functioning media is essential to democracy. But the solutions discussion is further complicated because the academic research on media trust—before and since the advent of online media—is fragmented, contradictory, and inconclusive. Further, it is not clear to what extent digital technology –and the loss of traditional signals of credibility—has confused audiences and damaged trust in media and to what extent trust in media is related to worries about globalization, job losses, and economic inequality. Nor is it clear whether trust in one journalist or outlet can be generalized. This makes it difficult to know how to rebuild trust in the media, and although there are many efforts to do so, it is not clear which will work—or whether any will.
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Susanne Fengler
In the past decade, academic and professional debates about media accountability have spread around the globe – but have done so in a fundamentally different framework. In many Western democracies, trust in media – along with trust in politics and trust in institutions – as eroded dramatically. Fundamental shifts regarding the patterns of media use and the structure of media and revenue markets have made media and journalism more exposed to criticism from various stakeholders, and more vulnerable to the strategic influence of national and international actors. While many “Western” media professionals have reacted to these challenges to its credibility by new initiatives to demonstrate accountability and transparency, policy makers in other countries even in the “Global North” have tightened their grip on independent media and gradually weakened the concept of self-control. At the same time, an ongoing democratization in many parts of the world, along with a de-regulation of media markets, has created a growing demand for self-regulation and media accountability in countries formerly characterized by rigid press control. Claude-Jean Bertrand defined the development and current structures of accountability in journalism as “any non-State means of making media responsible towards the public.” Key aims of media accountability are “to improve the services of the media to the public; restore the prestige of media in the eyes of the population; diversely protect freedom of speech and press; obtain, for the profession, the autonomy that it needs to play its part in the expansion of democracy and the betterment of the fate of mankind.” Journalists and news outlets have a wide array of responses to professional, public, and political criticisms via press councils, ombudsmen, media criticism, and digital forms of media accountability, while online and offline media accountability instruments have distinct traditions in different media systems and journalism cultures.
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Bartosz Wojdynski
Native advertising has become an increasingly important revenue component for many online journalism publications. Because Web consumers engage in advertising avoidance strategies when using the Web, advertisers have gradually come to rely increasingly on paid advertising that resembles in format, appearance, and content non-advertising content on websites. On news websites, native advertising forms include sponsored content, sponsored homepage links, and sponsored article-referral links. The spread of native advertising news content has led to concern that news consumers fail to recognize it as advertising, and questions about whether it is unethical or deceptive. Contemporary native advertising is not the first content delivered alongside news that blurs the boundaries between editorial and paid promotional content. Print advertorials, which took root in newspapers and magazines in the mid-20th century, are a direct analogue, but host-read ads on radio and television programs, text-based search engine result advertising, and newspaper special advertising sections can all be seen as advertising content designed to feel like non-paid content. However, because contemporary native advertising takes so many different forms, and because practices of disclosure to the user are so varied, there has been a rise in public concern and academic inquiry into the prevalence and effects of native advertising. Native advertising on online news sites has generated a number of ethical concerns from practitioners, media critics, and consumers. On the production side, scholars and practitioners worry that the creation of content on behalf of, or in partnership with, advertisers may erode norms of editorial independence that have governed media organizations’ practices for over half a century. Others are concerned that as consumers become accustomed to seeing articles produced with advertiser input, the credibility of news organizations and trust in their non-advertising content will decrease. Perhaps most prominent have been concerns that native advertising deliberately disables consumers’ ability to recognize advertising elements on a website, rendering advertiser and publisher liable for deceiving consumers. Research on native advertising has focused primarily on understanding how consumers detect and perceive native advertising, with additional streams focused on descriptive analyses of native advertising content and practitioner perspectives. Empirical studies show that many consumers do not recognize native advertising, and that there are substantial differences in how the content is received and trusted between those who recognize it and those who do not. Scholars have also identified characteristics of content, disclosure practices, and individual characteristics that influence the likelihood of advertising recognition.
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Richard T. Craig
Who filters through information and determines what information is shared with media audiences? Who filters through information and determines what information will not be shared with media audiences? Ultimately, who controls the flow of information in the media? At times commentary pertaining to media content references media as an omnipotent individual entity selecting the content transmitted to the public, reminiscent of a Wizard of Oz manner of the all-powerful being behind the curtain. Overlooked in this perception is the reality that in mass media, there are various individuals in positions of power making decisions about the information accessed by audiences of various forms of media. These individuals are considered gatekeepers: wherein the media functions as a gate permitting some matters to be publicized and included into the public discourse while restricting other matters from making it to the public conscience. Media gatekeepers (i.e., journalists, editors) possess the power to control the gate by determining the content delivered to audiences, opening and closing the gate of information. Gatekeepers wield power over those on the other side of the gate, those seeking to be informed (audiences), as well as those seeking to inform (politics, activists, academics, etc.). The earliest intellectual explanation of gatekeeping is traced to Kurt Lewin, describing gatekeeping as a means to analyze real-world problems and observing the effects of cultural values and subjective attitudes on those problems like the distribution of food in Lewins’s seminal study, and later modified by David Manning White to examine the dissemination of information via media. In an ideal situation, the gatekeepers would be taking on the challenge of weighing the evidence of importance in social problems when selecting among the options of content and information to exhibit. Yet, decisions concerning content selection are not void of subjective viewpoints and encompass values, beliefs, and ideals of gatekeepers. The subjective attitudes of gatekeepers influence their perspective of what qualifies as newsworthy information. Hence, those in the position to determine the content transmitted through media exercise the power to shape social reality for media audiences. In the evolution of media gatekeeping theory three models have resulted from the scholarship: (1) examination of the one-way flow of information passing through a series of gates before reaching audiences, (2) the process of newsroom personnel interacting with people outside of the newsroom, and (3) the direct communication of private citizens and public officials. In traditional media and newer forms of social media, gatekeeping examination revolves around analysis of these media organizations’ news routines and narratives. Gatekeeping analysis observes human behavior and motives in order to make conceptualizations about the social world.
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Jannie Møller Hartley
The focus of news-audience research has shifted from investigating news audiences of single platforms—such as newspapers, television, or radio news—to audiences in an inherently cross-media context; and from examining the audience as passive, choosing between content made available for them; to investigating what audiences do with the news more actively, often coined by the term “news engagement.” News-audience studies can be divided into five approaches: (1) media-effect studies of news consumption; (2) studies of news-media use and motives; (3) cultural audience studies of news practices; (4) news audiences’ comprehension and recall of news; and (5) news engagement in the digital age. Due to changes in the media landscape, both technological and commercial, traditional analytical models in news-audience research have been challenged. The final discussion addresses how a tendency to focus on either reducing audiences to quantifiable aggregates in big-data research or labeling news audiences as a thing of the past can be observed—in both cases removing news-audience research from actual empirical audiences.
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Julie Firmstone
Editorial journalism and newspapers’ editorial opinions represent an area of research that can make an important contribution to our understanding of the relationship between the press and politics. Editorials are a distinctive format and are the only place in a newspaper where the opinions of a paper as an organization are explicitly represented. Newspapers and the journalists who write editorials play a powerful role in constructing political debate in the public sphere. They use their editorial voice to attempt to influence politics either indirectly, through reaching public opinion, or directly, by targeting politicians. Editorial journalism is at its most persuasive during elections, when newspapers traditionally declare support for candidates and political parties. Despite the potential of editorial opinions to influence democratic debate, and controversy over the way newspapers and their proprietors use editorials to intervene in politics, editorial journalism is under-researched. Our understanding of the significance of this distinctive form of journalism can be better understood by exploring four key themes. First, asking “What is editorial journalism?” establishes the context of editorial journalism as a unique practice with opinion-leading intentions. Several characteristics of editorial journalism distinguish it from other formats and genres. Editorials (also known as leading articles) require a distinctive style and form of expression, occupy a special place in the physical geography of a newspaper, represent the collective institutional voice of a newspaper rather than that of an individual, have no bylines in the majority of countries, and are written with differing aims and motivations to news reports. The historical development of journalism explains the status of editorials as a distinctive form of journalism. Professional ideals and practices evolved to demand objectivity in news reporting and the separation of fact from opinion. Historically, editorial and advocacy journalism share an ethos for journalism that endeavors to effect social or political change, yet editorial journalism is distinctive from other advocacy journalism practices in significant ways. Editorials are also an integral part of the campaign journalism practiced by some newspapers. Second, research and approaches in the field of political communication have attributed a particularly powerful role to editorial journalism. Rooted in the effects tradition, researchers have attributed an important role to editorials in informing and shaping debate in the public sphere in four ways: (1) as an influence on readers, voters, and/or public opinion; (2) as an influence on the internal news agendas and coverage of newspapers; (3) as an influence on the agendas and coverage in other news media; and (4) as an influence on political or policy agendas. Theorizing newspapers as active and independent political actors in the political process further underpins the need to research editorial journalism. Third, editorial journalism has been overlooked by sociological studies of journalism practices. Research provides a limited understanding of the routines and practices of editorial journalists and the organization of editorial opinion at newspapers. Although rare, studies focusing on editorial journalism show that editorial opinion does not simply reflect the influence of proprietors, as has often been assumed. Rather, editorial opinions are shaped by a complex range of factors. Finally, existing research trajectories and current developments point to new challenges and opportunities for editorial journalism. These challenges relate to how professional norms respond to age-old questions about objectivity, bias, and partisanship in the digital age.
Article
Discourse of “Asian values” in journalism is commonly contrasted with non-Asian or Western/Occidental libertarian values. This dualistic treatment of Asian versus Western journalism implies a professional and cultural dichotomy when in actuality the forms and methods of journalism are two sides of the same coin. Regardless of cultural contexts, journalists essentially address the who, what, where, when, why, and how questions in their reporting. Journalists react to events and issues. They source for credible reactions, fact check, and construct their news narratives in the interests of the general public. Reporting fairly, accurately, and truthfully are universal journalism principles. The issues that journalists in Asia confront daily are not radically different from journalists in the West. There are, nonetheless, variations of emphases in the goals, motivations, methods, and content in journalism as practiced in the West and parts of Asia. These variations are manifested in the practice of development-oriented journalism, which media scholars in parts of Asia deem to be more in line with the nation-building priorities of developing economies. It is worth revisiting the debates for a New World Information and Communication Order in the 1970s when responses to the normative theories of the press by media institutions and agencies in developing countries led to the conceptualization of “development journalism,” which, as an alternative to the adversarial journalism practice of media agencies in the West, was theoretically more reflective of the “Asian values” for social harmony, collective well-being, and deference to authority. Even as the binary perception of journalism practices by media scholars in the West and parts of Asia remains contentious, it is less about Asian cultural values per se that influence the methods, form, and substance of journalism but the political system, stringent media laws, public expectations of the media, role perception of the journalists, and power relation structure that ultimately shape journalism practices in Asia.
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Rebekah H. Nagler and Susan M. LoRusso
Clinicians, medical and public health researchers, and communication scholars alike have long been concerned about the effects of conflicting health messages in the broader public information environment. Not only have these messages been referred to in many ways (e.g., “competing,” “contradictory,” “inconsistent,” “mixed,” “divergent”), but they have been conceptualized in distinct ways as well—perhaps because they have been the subject of study across health, science, and political communication domains. Regardless of specific terminology and definitions, the concerns have been consistent throughout: conflicting health messages exist in the broader environment, they are noticed by the public, and they impact public understanding and health behavior. Yet until recently, the scientific evidence base to substantiate these concerns has been remarkably thin. In the past few years, there has been a growing body of rigorous empirical research documenting the prevalence of conflicting health messages in the media environment. There is also increasing evidence that people perceive conflict and controversy about several health topics, including nutrition and cancer screening. Although historically most studies have stopped short of systematically capturing exposure to conflicting health messages—which is the all-important first step in demonstrating effects—there have been some recent efforts here. Taken together, a set of qualitative (focus group) and quantitative (observational survey and experimental) studies, guided by diverse theoretical frameworks, now provides compelling evidence that there are adverse outcomes of exposure to conflicting health information. The origins of such information vary, but understanding epidemiology and the nature of scientific discovery—as well as how science and health news is produced and understood by the public—helps to shed light on how conflicting health messages arise. As evidence of the effects of conflicting messages accumulates, it is important to consider not just the implications of such messages for health and risk communication, but also whether and how we can intervene to address the effects of exposure to message conflict.
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Mart Ots and Robert G. Picard
Due to its function as a watchdog or fourth estate in democratic societies and a variety of commercial challenges, policy-makers have undertaken initiatives to support the production and distribution of news. Press subsidies are one such policy initiative that particularly aims to provide support to private news producers. Paid as direct cash handouts or indirect reduced taxes and fees, they exist in some form in almost every country in the world. Subsidies are not uncontroversial, their effectiveness is unclear, and their magnitude, designs, and areas of application, differ across nations and their unique economic, cultural, and political contexts. After periods of declining political and public interest in media subsidies, the recent economic crisis of journalism, and the rising influence of various forms of click-bait, fake, native, or biased news on social media platforms, has brought state support of original journalism back on the agenda.
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Helle Sjøvaag and Jonas Ohlsson
Media ownership is of interest to research on journalism due to the assumption that ownership can have an impact of the contents and practices of journalism. Ownership of news media take many forms: state ownership, family ownership, party ownership, trust ownership, public or corporate ownership. The main concern with ownership in journalism scholarship is market concentration and monopolization, and the undue effects this may have on media diversity, public opinion formation, democracy and journalistic autonomy. Throughout the research, ownership motivations are assumed to lie with the potential financial and political benefits of owning journalistic media. Benevolence is seldom assumed, as the problematic aspects of ownership are treated both from the management side of the research, and from the critical political economy perspective. News and journalism are largely understood as public goods, the quality of which is often seen as threatened by commercialism and market realities, under the economic aims of owners. However, the many forms and shapes that ownership of news media assume have different impacts on the competition between media outlets, the organization of editorial production, journalistic and professional cultures, and the intensity of corporate and profit maximizing philosophies that journalists work under. Ownership, however, assumes different forms in different media systems.
Article
Chris Peters
For millennia, the idea that rituals create a shared and conventional world of human sociality has been commonplace. From common rites of passage that exist around the world in various forms (weddings, funerals, coming-of-age ceremonies) to patterned actions that seem familiar only to members of the in-group (secret initiations, organizational routines), the voluntary performance of ritual encourages people to participate and engage meaningfully in different spheres of society. While attention to the concept was originally the purview of anthropology, sociology, and history, many other academic disciplines have since turned to ritual as a “window” on the cultural dynamics by which people make and remake their worlds. In terms of journalism studies in particular, the concept of ritual has been harnessed by scholars looking to understand the symbolic power of media to direct public attention, define issues and groups, and cause social cohesion or dissolution. Media rituals performed in and through news coverage indicate social norms, common and conflicting values, and different ways of being “in the world.” The idea of ritual in journalism is accordingly related to discussions around the societal power of journalism as an institution, the ceremonial aspects of news coverage (especially around elite persons and extraordinary “media events”), and the different techniques journalists use to “make the news” and “construct reality.” Journalism does more than merely cover events or chronicle history—it provides a mediated space for audiences and publics that both allows and extends rituals that can unite, challenge, and affect society.
Article
Eiri Elvestad
Studies of how children and young people relate to news have made important contributions to the field of journalism. As early as the early 1900s, children’s and young people’s news exposure was considered with interest. News exposure plays an important role for citizenship in democracies, and for news media organizations, recruiting new generations of audiences is important for survival in the future. From the early days, scholars have mainly focused on four areas in studies of news children and young people. First, the role of mass media as an agent of political socialization and how news exposure can inspire children and young people to civic engagement. Second, the introduction of television and television news increased the numbers of studies of children’s and adolescent’s emotional reactions to news coverage, and the emotional reactions to violence in the news coverage in particular. Third, an increasing focus on children’s rights and children as a minority group has further inspired studies of representation of children and young people in the news. Finally, inspired by methodological approaches focusing on people’s motivation for the use of different media and how they were used (“uses and gratification” studies), a main area for researchers has been to grasp how children and young people engage with news and how they do so in changed media environments. In the last decade, journalism studies have increasingly focused on how children and young people receive, evaluate, produce, and share news in social media. | https://oxfordre.com/communication/search?f_0=keyword&pageSize=20&q_0=journalism&sort=relevance&subSite=communication&t=ORE_COM%3AREFCOM012 |
The Perfect Storm for Transformative Learning?
[A]t the very moment when we have more varied ideas, thoughts and opinions on our campuses, we also have students who are less equipped and perhaps less eager to have challenging discussions. — José Antonio Bowen, President, Goucher College (2016, Dec. 7)
And, one might ask, what ideas or opinions are worth discussing? What is their source?
Most important: How do we help students separate fact from fiction in order to have an informed discussion in the first place?
The Editorial Board of the New York Times, in a December 10, 2016, editorial, proposed the idea that reliably factual shared stories used to unite Americans, but with the fracturing of the monolith that was represented by Walter Cronkite and John Chancellor and Frank Reynolds, America drifted away from a commonality that was a key source of dependable, vetted information about our lives, politics, and society (Editorial Board, NYT, 2016).
One only has to observe the divisive rhetoric and the bizarre, sometimes dangerous, consequences of fake news taken for reality to realize that Americans are now, more than ever, divided in what we believe is real regarding our society and politics.
We no longer share to the same degree a dependable story. At the same time, we have come to realize that even the “good ol’ days” of network news often didn’t reflect reality for major segments of our society because those views and voices were sometimes discounted.
The “good ol’ days” had their share of challenges, to be sure, but Americans — in general — could trust a common source of information that — in general — tried its hardest to stick to verifiable facts and label everything else opinion or editorial.
Now, we have to help our students find and depend on the sources of information that fit this category.
Due to the “filter bubble” effect (Pariser, 2012), it’s incredibly easy for our students to find and stick to sources of information that confirm their existing views and opinions. On their own, students may never venture from the safety of that cocoon to encounter other ideas that might be more rooted in reality than their existing views.
Living in your own bubble that constantly confirms your own biases stunts your growth.
If our students’ bubbles are populated by fake news sites and politicized rhetoric, they may be the next Americans to arm themselves and drive somewhere to counter what they have accepted as a factual threat.
The trouble is, such sites have proliferated, and it’s easy to find the sites that confirm your bias. Google and Facebook and other media serve up such recommendations as part of their algorithms to interest our students (and us), thereby driving more click-through traffic to generate revenue.
Walter Quattrociocchi, the head of the Laboratory of Computational Social Science at IMT Lucca in Italy, has spent several years studying how conspiracy theories and misinformation spread online, and he confirmed some of my fears: Essentially, he explained, institutional distrust is so high right now, and cognitive bias so strong always, that the people who fall for hoax news stories are frequently only interested in consuming information that conforms with their views — even when it’s demonstrably fake. (Dewey, 2015)
So we Transformative Learning educators are now positioned within the perfect storm. We have a focused opportunity to prompt a key transformation in our students’ lives: We can help them develop a willingness to consider others’ opinions and views as supported by the ability — and motivation — to discern dependable information from unsupported conjecture.
The kinds of duties that used to be the responsibility of editors, of librarians now fall on the shoulders of anyone who uses a screen to become informed about the world. And so the response is not to take away these rights from ordinary citizens but to teach them how to thoughtfully engage in information seeking and evaluating in a cacophonous democracy. (Wineburg, as quoted by McEvers, 2016).
Communications professor Melissa Zimdars at Merrimack College started compiling a list of sites disseminating unreliable and satirical information for her students, but she also provided them the following tips to help them discern fake from real news:
- Watch out if known/reputable news sites are not also reporting on the story. Sometimes lack of coverage is the result of corporate media bias and other factors, but there should typically be more than one source reporting on a topic or event.
- If the story makes you REALLY ANGRY it’s probably a good idea to keep reading about the topic via other sources to make sure the story you read wasn’t purposefully trying to make you angry (with potentially misleading or false information) in order to generate shares and ad revenue. (Zimdars, as quoted by Itkowitz, 2016)
The TL opportunity available to us, however, is not simply helping students determine which websites convey accurate, truthful information. We have the chance to stoke students’ desire to be factually informed.
Here’s one suggestion: Identify an issue for which you know reputable and disreputable sources of online information exist. Sit at the classroom computer and let students watch you surf to several sites with information on the topic, first going only to reputable sites, then only to disreputable sites. (Climate change is a great one — see the Itkowitz article for an example of a whopper of a lie about climate change that many Facebook viewers shared as fact.)
You get the idea. What’s most important, though, is the discussion about why you know the reputable source information is good and the disreputable source information is bad.
As the UMass-Amherst, Purdue, and University of Illinois-Urbana-Champaign students make clear (Itkowitz, 2016), students want our help in having good information upon which to base decisions.
Intensifying that desire is a big opportunity to have a transformative impact on students’ critical and reflective thinking skills.
References
Bowen, J. A. (2016, December 7). Helping students embrace discomfort. Inside Higher Ed. Available: https://www.insidehighered.com/views/2016/12/07/educating-students-ambiguity-and-discomfort-essay
Dewey, C. (2015, December 18). What was fake on the Internet this week? Why this is the final column. The Washington Post. Available: https://www.washingtonpost.com/news/the-intersect/wp/2015/12/18/what-was-fake-on-the-internet-this-week-why-this-is-the-final-column/?utm_term=.53112e378f67
Editorial Board. (2016, December 10). Truth and lies in the age of Trump. New York Times. Available: http://www.nytimes.com/2016/12/10/opinion/truth-and-lies-in-the-age-of-trump.html?smprod=nytcore-ipad&smid=nytcore-ipad-share&_r=0
Itkowitz, C. (2016, November 18). Fake news on Facebook is a real problem. These college students came up with a fix in 36 hours. The Washington Post. Available: https://www.washingtonpost.com/news/inspired-life/wp/2016/11/18/fake-news-on-facebook-is-a-real-problem-these-college-students-came-up-with-a-fix/?utm_term=.dc4a45c0a079
McEvers, K. (2016, November 22). Stanford study finds most students vulnerable to fake news. National Public Radio, All Things Considered. Available: http://www.npr.org/2016/11/22/503052574/stanford-study-finds-most-students-vulnerable-to-fake-news
Pariser, E. (2012). The filter bubble: How the new personalized web is changing what we read and how we think. New York, NY: Penguin. | https://blogs.uco.edu/tts/the-perfect-storm-for-transformative-learning/ |
I wish it hadn’t taken a crisis of propaganda and misinformation to demonstrate the worth of our vocation to society at large, but here we are nonetheless.
If your social media feeds or news readers are anything like mine, you can’t get away from the deluge of articles, op-eds, thinkpieces, lamentations, and jeremiads about “fake news.” (In a simpler time, it was called “fiction,” but I digress.) For those of us in the History business, the recent release of the Stanford History Education Group’s study of how college students evaluate information they encounter online has given substance to our worst fears about information literacy (you can read the executive summary here). According to Sam Wineburg, the prominent scholar of History Education and the study’s lead author, “[m]any people assume that because young people are fluent in social media they are equally perceptive about what they find there. Our work shows the opposite to be true.”
That’s…not good.
When one considers the decisive impact of “fake news” has on our civic discourse, seen quite clearly in the recent presidential election, it’s evident that we have a real problem on our hands. An uninformed citizenry is the death of democracy. But we, as historians and teachers of history, have a unique opportunity to do something that goes beyond lamentation and works toward solutions. And the general public recognizes that fact, which I see as a real opportunity for us to advocate for ourselves and the role that History plays in a meaningful education. As Kevin Levin argues, “The history classroom is an ideal place in which to teach students how to search and evaluate online information given the emphasis that is already placed on the careful reading and analysis of historical documents. History classrooms that emphasize the critical evaluation of bias and perspective in primary sources…will also provide students of all ages with the necessary skills to evaluate the links that regularly appear in their Twitter and Facebook feeds.”
But Levin’s admonition, with its reference to Facebook and Twitter feeds, points to one of the most significant hurdles we face in working with our students to become discerning and informed consumers of information. Social media is a particularly problematic and difficult field upon which to fight for information literacy. For example, a recent survey conducted by BuzzFeed and Ipsos Public Affairs found “that people who cite Facebook as a major source of news are more likely to view fake news headlines as accurate than those who rely less on the platform for news.” The study also found that “a majority of American adults can be fooled by fake news headlines ‘about 75% of the time,’ in part because evaluating headlines is difficult ‘without context on social media platforms.’” And it gets worse: the prevalence of fake news on Facebook (the main culprit here, Mark Zuckerberg’s feeble protests to the contrary notwithstanding) has had a significant effect on Google search results, the go-to method for most Americans looking for information on any subject. And when the information being sought is something like, for example, “did the Holocaust happen?” the effects of propaganda, fiction, and pernicious “fake news” are disastrous indeed.
A big part of the problem, which Wineburg and his colleagues also identify in their study’s report, is that the ways in which teachers of history frame and address information literacy are struggling to keep up with the rapidly-evolving digital landscape–particularly social media. We do a great job getting our students to talk about what makes a journal article “scholarly,” or a primary source document “reliable.” We even have them look at criteria to do at least a ground-level analysis of a website’s reliability. Is it a .edu domain? Can you tell the site’s author and purpose? Can you cross-check its information and verify with other sources? But, often, that’s where our work with information literacy in a digital environment ends. And here’s the problem: Students consuming information–news and otherwise–on social media feeds (and here, they merely reflect the behavior of society at large), largely believe that those sites are reliable. Fake news on a Facebook feed, or at the top of a Google search results list, looks trustworthy by the usual standards students are taught to apply to digital sources.
Moreover, what we know about cognition, memory, and learning points out additional dilemmas. We know now, for example, that what psychologists call “the continued-influence effect” allows for even demonstrably false information to shape one’s viewpoint if it accords with their ideological predilections. Encountering false material and propaganda on a social media feed, especially if it’s liked or shared by friends or family, helps to reinforce things like confirmation bias. Mike Caulfield (whose blog is essential reading for those concerned with digital information and networked learning) sums up how familiarity and confirmation bias work together to produce long-term cognitive effects:
Facebook, with its quick stream of headlines, is divorced from any information about their provenance which would allow you to ignore them. My guess is each one of those headlines, if not immediately discarded as a known falsehood, goes into our sloppy Bayesian generator of familiarity, part of an algorithm that is even less transparent to us than Facebook’s.
Again, that’s…not good.
So what do we do? How do we, as (often overworked and under-resourced) History educators keep up in this rapidly-escalating information literacy arms race? I’d argue that we should be doing the same thing we do when it comes to our pedagogy writ large: do the research, network with colleagues (like right here on this blog!), reflect and adjust, and be critical practitioners of pedagogy. For my part, that means revising my survey course’s first module. In the spring, my survey course will begin with a unit on digital (particularly social media) information literacy. Guided by resources like Howard Rheingold’s Net Smart: How to Thrive Online, and online work by such essential voices as Bryan Alexander and Audrey Watters, I am crafting a module that will engage my students in, for lack of a better way to put it, not being like the subjects of the Stanford study. There are faculty across other disciplines engaged in this work, too, and there are some excellent examples out there of how “digital literacy” is practiced at the college level, as well as some good tools with which we can begin this conversation in our classrooms.
I briefly struggled with the particulars of this decision, to be honest. Survey courses are already hard enough to manage content-wise without taking a week to focus on this sort of “meta-content.” In the end, though, my commitment to what I think are the essential outcomes of studying History far outweighed my concerns over “coverage.” If my students don’t have the tools to proficiently navigate this fraught and contested digital terrain, then their familiarity with US history will pay limited dividends at best. So this spring, my students and I will commence our exploration of US history by first exploring the environments in which we find, and interact with, the information we use to not just study history, but function as informed citizens in a society that aspires to democracy.
How has the “fake news crisis” affected your approach to information literacy and analytical skills? What can we do in our classes to work with students on information literacy in general, and digital information literacy in particular? | http://www.teachingushistory.co/2016/12/real-information-literacy-in-a-time-of-fake-news.html |
Findings set out in an AI Barometer published Centre for Data Ethics & Innovation.
The CDEI has published its AI Barometer, which analyses opportunities, risks, and governance challenges associated with AI and data use in the UK, across the criminal justice, financial services, health & social care, digital & social media and energy & utilities sectors.
What are the key findings?
The AI Barometer highlights the potential for AI and data-driven technology to address society’s greatest challenges. However, the CDEI analysis suggests we have only begun to tap into the potential of this technology, for example in improving content moderation on social media, supporting clinical diagnosis in healthcare, and detecting fraud in financial services. Even those sectors that are mature in their adoption of digital technology (such as the finance and insurance industry) have yet to maximise the benefits of AI and data use.
Some opportunities are easier to realise than others. These involve the use of AI and data to free up time for professional judgement, improve back-office efficiency and enhance customer service. ‘Harder to achieve’ innovations, in contrast, involve the use of AI and data in high stakes domains that often require difficult trade-offs (for example police forces seeking to use facial recognition must carefully balance the public’s desire for greater security with the need to protect people’s privacy).
The report also considers well-known risks, for example technologically-driven misinformation in healthcare. However, the report also highlights risks that are less prominent in media and policy discussions, for instance the differences between how data is collected and used in healthcare and social care, and how that limits technological benefits in the latter setting.
A number of concerns were raised across most contexts. These include the risks of algorithmic bias, a lack of explainability in algorithmic decision-making, and the failure of those operating technology to seek meaningful consent from people to collect, use and share their data.
Several barriers stand in the way of addressing these risks and maximising the benefits of AI and data. These range from market disincentives (such as social media firms fearing a loss of profits if they take action to mitigate disinformation) to regulatory confusion (perhaps oversight of new technologies like facial recognition can fall between the gaps of regulators).
These barriers can be addressed by incentives, rules and cultural change. There are examples of promising interventions from regulators, researchers and industry, which could pave the way for more responsible innovation.
Three types of barrier merit close attention:
Each contributes to a more fundamental brake on innovation – public distrust. In the absence of trust, consumers are unlikely to use new technologies or share the data needed to build them, while industry will be unwilling to engage in new innovation programmes for fear of meeting opposition and experiencing reputational damage.
What happens next?
Over the coming months, the CDEI will promote the findings of the AI Barometer to policymakers and other decision-makers across industry, regulation and research. The AI Barometer itself will also be expanded over the next year, looking at new sectors and gathering more cross-sectoral insights. Additionally, the CDEI is embarking on a new programme of work that will aim to address many of the barriers identified in the AI Barometer as they arise in different settings, from policing to social media platforms. | https://www.scl.org/news/11949-public-distrust-is-the-most-fundamental-brake-on-ai |
Social media’s wide reach and influence accentuate the negative effects of inaccurate sentiments circulated online. Building resilience is essential in maintaining Singapore’s social cohesion.
By Stephanie Neubronner*
The controversy following the uploading of a video clip depicting an imam’s religious supplication about other faiths has underscored the importance of preserving religious harmony in Singapore. Ministers and religious leaders have since re-emphasised the central need for all, including netizens, to be mindful of maintaining social cohesion in Singapore as a plural society.
The misrepresentation or misinterpretation of information, deliberate or unintended, can be amplified on social media, resulting in social divisiveness. The risk of netizens obtaining only superficial understandings of issues, the possibility of echo chambers occurring, and the threat posed by fake news underscores significant challenges for Singapore.
The Changing Definition of “News”
According to the Pew Research Centre, the number of individuals in America who consider Facebook and Twitter as credible news sources has since 2013 been on a constant incline. The shift towards utilising social media as a news and information source has also been observed in Singapore.
Studies have argued that young people are not uninformed, but are instead, “differently informed”. Challenging the perception that the younger generation is uninterested in news, scholars have contended that the younger generation favours an “a la carte” model of news gathering. Young people tend to monitor multiple media sites simultaneously, “snacking” on bite-sized pieces of news. And, rather than postponing their news requirements until a specific timing during the day, as is the case for the older generation, young people prefer instantaneous access to news sources.
The ease with which everyday gripes and grievances can be aired online has added to the volume of alternative content accessible via social media. Resulting in the rise of personal publishing and citizen journalism, the changes in the way news information is utilised has implications for the ways Singaporeans, particularly the younger generation, understand their communities and surroundings.
The Virality of Content
Unlike content published by reputable news outlets, the content individuals post and share on social media is not subject to any formal fact-checking procedures or editorial judgment. Subjective individual judgment and personal accountability are the only measures restricting the kind of content individuals share online. Yet, because interest and appeal are critical in gaining viewership and attention, the desire to share content that is up-to-date and “trending” is heightened.
Content online goes viral and gets circulated rapidly and widely when it is relatable and is of particular interest to the reader, especially over topics that affect users personally. Examples of notable viral incidents that have occurred in Singapore’s online sphere include the 2012 Amy Cheong incident and more recently, the 2016 Prima Deli issue.
In both incidents, the expression of prejudiced and disparaging remarks caused intense public outrage online. Amy Cheong posted offensive remarks about Malays on her Facebook page, which went viral and in less than 24 hours of her publishing the comments, had cost her job. The reactions to her post online also made her leave Singapore. This was despite Cheong having made repeated apologies via various media channels.
In the Prima Deli incident, a Facebook user claimed that the head of the department she was applying for a job with had made discriminatory remarks toward her and was dismissive of her abilities. The post quickly went viral and many netizens called for the company to be boycotted. Although these viral incidents did not result in social unrest, they accentuate the strains that biased narratives fueled by unsubstantiated speculations can have on Singapore’s social fabric.
Echo Chambers and “Fake News”
Social media have made it easier for people to both cause and take offence. Echo chambers occur when a network of like-minded people share information and content that is accepted as fact and is repeated back to them without hesitation. Aggregating in communities of interest, such interest groups can be used as tools to reinforce ideas, promote confirmation bias, segregation, and possibly even social polarisation.
Traditionally, “fake news” refers to the deliberate fabrication of information, with the intention to deceive. However, the Trump administration has labeled content that the mainstream media produces as “fake news”, regardless of factual integrity, simply because the news that was being reported portrayed the president in an unfavourable light.
Trump’s variety of “fake news” is quickly becoming a catchall phrase. Coupled with the increasingly widespread use of this version of the term, the resultant confusion and destabilising impact of ideas underscores the rising concerns over the influence fake news have in shaping and altering perspectives.
Credible Information and Ensuring Social Cohesion
The Singapore government has stepped up efforts to educate Singaporeans of the potential threats in cyberspace. The Better Internet Campaign, the proposed update to Singapore’s broadcasting laws, and the introduction of the Cybersecurity Professional Scheme will better prepare Singapore for the challenges that lie ahead.
However, preventing the spread of misinformation will also require understanding the effects of disseminating news or information that is not properly validated. Knowing how to discern and negotiate issues viewed online and actively engaging in fact-checking will help prevent the misalignment of perspectives, assist in impeding the spread of malicious content and also the spread of misinformation that could strain inter-racial and religious ties.
Ensuring the general public continues to accept the mainstream media as an unbiased and reliable source of information is also vital. Journalistic institutions need to continue building on their foundations as credible information platforms and uphold probity standards in a rapidly changing news landscape.
Based on the events occurring elsewhere in the world, fake news and the spread of misinformation online will continue to pose even greater challenges for Singapore. To safeguard the social cohesion Singapore currently enjoys new dialogues and the generation of more ideas addressing these issues are needed.
*Stephanie Neubronner is an Associate Research Fellow with the National Security Studies Programme in the Office of the Executive Deputy Chairman, S. Rajaratnam School of International Studies (RSIS), Nanyang Technological University, Singapore. | https://www.eurasiareview.com/15032017-social-media-and-fake-news-impact-on-social-cohesion-in-singapore-analysis/ |
The news narrative that has been traditionally dominated by mainstream media organisations has been increasingly disrupted by the new social media platforms. This was particularly noticeable during the coverage of the shooting and killing of journalists at the Charlie Hebdo’s offices in Paris and the attacks in Brussels recently.
Introduction
In the past, editors have been the ultimate decision makers in terms of how the stories are covered, but now social media is altering that reality. Media platforms such as Facebook and Twitter are helping the power gradually shift towards the citizenry. The news content on Facebook and Twitter is reminiscent of the “good old” town hall community reporting. Town hall reporting is regarded as an early form of journalism. Emissaries of various communities attended town hall meetings, recorded everything verbatim then returned to their respective communities to give an uncensored report. This form of reporting − which some still regard as the heyday of journalism − was later corrupted by political and commercial opportunism. In the quest for increased readership, newspaper editors began to publish sensational headlines and lurid stories(1). Journalism now seems to have come full circle with more people reverting to personal accounts as their main source of news, albeit through the new social media platforms. Individual reporting that relies on personal accounts of events − often by non–journalists − is gradually becoming the main source of news. Half of journalists now say they are reliant on social media to do their work, up from a quarter in 2012(2). Through this new interactive platform, news consumers have the ability to question the editorial independence and accuracy of the reporting, and potentially spot biases. This has culminated into changes of attitudes in many newsrooms towards social media which was, until recently, seen as fringe.
Much of the criticism about how the international television news covered the recent events in Brussels was posted on social media. The comments ranged from accusing these media organisations of bias to portraying non-Europeans in a debasing light. This follows what was seen as uneven coverage of other similar events involving terrorism outside Europe. These are legitimate questions and they deserve attention and proper answers. Failure to address these concerns might compromise the integrity of the traditional media, particularly television. Furthermore it is important to answer these questions in order to promote and maintain the global consensus on the role of the media, which is to inform and educate audiences.
Why are attacks in Europe covered in this manner?
The establishment of national sponsored global news organisations such as Russia Today, CCTV, France 24 and many others have introduced new considerations when it comes to news prioritization and headlining. For example, these organisations predictably prioritize and highlight news featuring their sponsor nations. While CCTV pursues stories covering China's broader strategy, the BBC plays by somewhat different rules: under the terms of its operating licence, the World Service is not supposed to represent the British national interest, and yet it clearly is an agent of some kind of soft power.(3) Their editorial lines also unapologetically reflect certain national and political positions. Understandably Euro news continued to prioritize the Brussels attacks for the past six days, and has had it headlining all its hourly news bulletins.
The television coverage of the Brussels and Paris attacks has led to heightened media cynicism in the Middle East. The skewed and uneven reporting on important stories is resulting in growing apathy towards the traditional media. For example, the debate regarding the disproportionate airtime given to the Beirut Twin Blasts on 12 November 2015 in Lebanon over that of the 13 November 2015 Paris attacks raised serious questions. The debate seemed geographically polarized between the Global South and the North. Unfortunately two very important questions in this debate are being ignored. The debate should not focus so much on how these two stories were covered but why they were covered in this manner, and what factors were at play in the coverage of both stories. There are several factors which affect and influence television news coverage.
Accessibility
Most traditional media institutions have heavily invested in logistics in Europe. This allows them to cover stories rapidly and more easily than in other parts of the world. Technology has also enabled many media institutions, particularly in television, to beam live for longer periods of time in Europe than in other countries where satellite capabilities are sometimes still the only reliable means of broadcast. The general attitude towards journalists by governments and civil society in Europe means that there are fewer restrictions in covering breaking news. There are fewer permissions and legalities required for filming and other kinds of journalism. Developing countries tend to have very stringent media laws, and failure to adhere to them often leads to arrests. Some governments require individuals to get a licence before working in the media, using the justification that this will ensure their integrity. In most cases such licensing is used as a political tool for governments to suppress alternative, critical or diverse voices.(4) Consequently most journalists are discouraged from travelling to developing countries because of these media laws. This has resulted in a continued lack of investment of resources in the developing countries, leading to poor coverage. Furthermore most broadcast technicians are based in Europe. A lack of broadcast technicians on the ground in less developed countries results in delays before the real coverage of events can commence.
Global identity
The other important factor that must be considered is that international news organisations tend to cover news events which have a large global identity. Paris is a former colonial capital which ruled and controlled many countries and it is now regarded as the fashion capital of the world and the “city of love”. French is one of the most commonly-spoken languages in the world. French is a young, vibrant, international language. It is the only language other than English to be spoken on all five continents. In fact, among its 220 million speakers, more than 96 million live in Africa, yet it also represents the second most widely spoken native language and foreign language in Europe.(5) France and Belgium, the seat of the European parliament, are important countries with a significant global identity − it is therefore not unreasonable to assume that if something happens in France or in Belgium many in the world will be affected due to an association or attachment with those countries. This is an important factor that needs to be considered by media organisations when making decisions regarding headlining and news prioritization.
Frequency of events
Mass killings and incidences of terror in Europe are relatively infrequent, especially in comparison to other parts of the world where such events have become commonplace. This means that when they do occur, the coverage of the events is likely to be extensive. Story fatigue and audience desensitization have become common debates in many newsrooms when decisions about headlining and news prioritization are made. After all, it is a daily occurrence for newsrooms to make decisions not to show images of some of the world's realities, in part because they know that many members of their audiences do not want to see photos of violence.(6) If events happen more regularly they tend to lose their newsworthiness because they shock their audience less. The newsworthiness of an incident will decrease with every occurrence.
Empathy towards the story
Good journalism, education, socialization and politicization are key influences in the editorial decision-making processes. There was an overwhelming sense of nationalism and solidary after the Paris attacks. Most storylines included “a threat to the way of our life” statement indicating empathy towards the story, and therefore bias. The truth is, the new breed of terrorists of the Islamic State, the Lashkar-e-Taiba, the Al-Shabaab, and other Islamist groups have changed the nature of journalism with their attacks across the world. In the past the media was seen as an observer, but it is now a possible victim, with the risk of journalists or their loved ones being killed being equal to that of any other citizen.(7) However it is not only the empathy of the journalists and editors that influences decisions on the coverage, but that of the viewership too. Viewership empathy towards certain stories plays a very important role in swaying the decision of the journalists and editors because news media organisations must be in sync with their target audience if they are to remain in business. It could be argued however that socialization and politicization play greater roles than that of empathy.
Conclusion
Social media is certainly changing how we view television news coverage and indeed how news organisations prioritize and cover stories. Importantly, the recent debates have raised serious questions about the “business as usual” attitudes displayed by the international television news organisations. The criticisms leveled at them with regards to their coverage of the Paris and recent Belgium attacks are legitimate. However these criticisms must not be politicized. Instead, explanations should be provided with regards to the reasons behind certain decisions. In addition, media organisations − particularly television news − need to take into consideration the changing realities of their viewership. In the United States, viewers are watching 12 minutes less TV than they were a year ago. 2014 has seen a significantly more precipitous decline in TV viewing than any previous year, Nielsen reports.(8) Most people from the Global South are watching television, particularly in the Middle East and Africa, thanks to the advent of satellite television in those regions. Televisions are becoming more prevalent which would suggest a growth in pro-American attitudes. Yet, at the same time, privately owned and foreign media are attracting larger audiences in Africa. The growth of private broadcasters may spell the decline of flattering US images that Africans currently see on their television sets.(9) Television should then reflect this growing reality in their news coverage. This means that television news organisations should review all factors that have traditionally influenced their decisions when it comes to news coverage. Failure to conduct such a review could compromise global consensus on the impartiality of journalism. The days where the television news editors ignored viewers’ feedbacks are gone. The viewership is interactive and demands immediate response and continual education. | https://studies.aljazeera.net/en/reports/2016/04/media-coverage-paris-brussels-attacks-160403101940528.html |
This Module has two (2) units
The content researched from digital news and newspaper archives is being used by a large cross-section of researchers. These include academics, students, scholars, historians, journalists, content writers, professionals like lawyers, investigators, banks, financial institutions, insurance companies, actuaries, economists and analysts. It is important for the students to learn about various types of news reports and its source.
A biased news media effects the perception of truth. It sways public opinion that influences research results. Therefore, the outcome of a biased media is manipulation. It encourages ignorance and emotion over understanding and considered action. Because a biased media could be the factor that influences any number of outcomes it is important that a researcher understands types of bias, and learn to filter out biased news from a non-biased.
Topics Covered
- Types of News Sources (News Reports, On-the-record, off-the-record, Attribution vs Non-Attribution, Anonymous Source, Expert Opinion, Leaks, Media Scandals Etc.)
- Types of News Contents (Breaking News, Developing Story, News Stories, News Articles, News Videos etc.)
- Types of Journalism behind News Stories (Freelance Journalism, Citizens Journalism, Online Journalism, Mainstream Journalism).
- Type of News based on Reporting Characteristics (E.g. Soft News and Hard News)
- News Dissipaters and News Aggregators (Broadcast Media, Social Media News, Search Engines, News Agencies and Syndicates).
- Biased News Motivators (Govt Agencies, Politicians, Lobbyists and Activists)
- Types of Bias in News Stories.
- Identifying Researchers Bias in News Story.
Fake news has been one of the most debilitating problems of our time that has infiltrated the Internet and plagued the integrity of digitized information pages. Those websites which deliberately published hoaxes and misleading information are often shared on social media to increase their reach. As a result, people became skeptical of the information that they read online, with over a quarter reader in the USA (according to the survey conducted by Statistical) stating that they rarely trusted the news that they read on social media. The trouble is, most people don't check the source of the material that they view online before they share it, which can lead to fake news spreading quickly or even "going viral." At the same time, it's become harder to identify the source of news stories, particularly on the internet, which can make it difficult to assess their accuracy for research. In this unit, we will discuss methods of verifying and authenticating news source.
Topics in Unit 19
- News Verification and News Reliability Checklist
- Fact Checking Websites and Online Tools for News Verifications
- Social Media News Sources (News Communities, Citizen Journalists, Bloggers)
- Methods of Verifying “Social Media Profile”.
- Methods of Distinguishing “Fake News” from Other Types of News Stories
- News Search based on:
- Geo-locations: News Search (Local, Regional, Country Specific)
- News Search based on Language Selection
- Verifications of News Date & Time Stamps
- List of Useful Links for Fact Checking and News Verification Websites and Online Tools
Inclusive Online Training Resources
Online resources provide a variety of tools you can use to supplement the Official Courseware. This course contains the following online resources:
Exam Guide
A guide that is all about suggesting approach and tips for passing your exams. The topics in this guide are based on feedback and most common questions asked by other candidates. It identifies topics that most students find difficult to comprehend and suggest the best approach to overcome difficulty barrier.
Online Mock Exams
Registered students can practice real mock exams that simulate the exact same final exam pattern and similar questions. Questions are rotated at random in each section of the exams as you will find in real exams with exam re-takes.
Online Exam Preparation Support
Students are given an online chat support by appointment to orient them and guide them for study programs and to answer their concerns and questions about the CIRS examination. [This is not a tutoring support, but a live guide from our Course Development and Examination Board volunteer members]
Unlimited Access to Research Paper & Videos
Access to AIRS online available research papers and subject related video clips - These are a collection of links from external sources. Students will find these useful as references that assist in clarifying and learning concepts and topics that are part of the CIRS exam curriculum.
Supplemental Notes
These are the learning material that is included as information and notes that either compliment the main topics in the syllabus or assist with difficult and complex topics that require elaboration or further explanations for students. | https://www.airsassociation.org/categories/product/news-content-verification-methods-tools-techniques |
News media has always carried with it some types of bias, from widespread cultural assumptions about foreign groups to the political polarization of a two-party system. Still, despite this legacy, we are currently living through a period of intense division in which trust in the media is at an all time low – and this has forced an important reckoning. Rather than encouraging suspicion, we need to foster greater digital literacy among all communities and ages so that people feel equipped to interpret information on their own, rather than accept content at face value.
Information Literacy Versus Digital Literacy
Information literacy has long been a topic in classrooms, as students learn to tell the difference between fact and opinion or what makes an appropriate source for a research paper, but the Internet has created dramatically different conditions and allowed anyone to become a media maker. That can make it much harder to determine what’s a credible source and what isn’t, given that YouTube is both the most popular social media source for news and home to dangerous frauds known as “deepfakes,” or that blogs might break a news story before a traditional paper. However, while this complexity may make it harder to identify media bias, it doesn’t make it impossible.
Start With The Basics
Instead of expecting the entire population’s relationship to the media to change overnight, one of the best things we can do when talking about media bias is provide people with basic guidelines for interpreting sources, some of which may seem overly simplistic to digital natives. This simplification is important, though, because everyone comes to sources with different experiences and knowledge of what digital media is and how it works. This is especially those who are not digital natives, but everyone can do with a trip back to the classroom occasionally.
Among the most important things students are typically taught as they develop a digital literacy framework include the following:
- Digital citizenship is a responsibility. Though the internet opens up new worlds, it does not guarantee anything. Each individual must use common sense, evaluate perspectives, and differentiate primary and secondary sources, among other factors, especially before sharing a piece of information.
- Stick to sources you know. Until you develop greater capacity to discern between sources, it can be helpful to identify a few trustworthy sources and focus on getting your information from known quantities and expand your circle of sources from there.
Grow Your Skills
Once you’ve learned the basics of digital literacy, it’s time to develop a more critical eye. That means actively seeking to identify the misinformation that exists online and differentiating between bias and misinformation.
- Misinformation is everywhere. If you want to be skilled at evaluating media bias, it’s important to start with this awareness. Misinformation is not always malicious – though it can be – but many online sources aren’t fact checked. Cross-reference sources to look for contradictions and determine where consensus lies.
- Assume bias, but be attentive. Every news source has some kind of bias, and bias and truth are not mutually exclusive. In fact, the Ad Fontes Media Bias chart, a commonly used resource for evaluating news sources, actually ranks sources based on multiple factors, including political partisanship, reliability, and how much they provide facts as opposed to analysis or propaganda. So, while you may hear a lot about liberal bias in media, it’s important to understand that a source can skew in a political direction without sacrificing the facts.
The online media network means that we are all simultaneously consumers and creators, and that alone is reason enough to read news sources with a critical eye. While we are citizens of the world, the web is a major source of connection, and greater digital literacy can only strengthen those connections in a time of division.
Cover image: | https://newsini.com/news/evaluating-media-bias-demands-enhanced-digital-literacy?uid=106482 |
As the issue on media credibility and censorship remains one of the most controversial topics not only in Singapore, but all over the world, the proposed anti-fake news bill currently being deliberated by the government has drawn major concerns and questions among press rights advocates, not only in the local scene, but also in the international spectrum.
ALSO READ: 5 New Laws Set to Take Effect in Singapore by 2019
And while the curtailment of speech or expression (especially of hate) is the main concern of the proposed law, the concerns arise from the possibility of the legislation to overstep the citizens’ freedom of speech against the government, or other relevant social issues, as well.
PM Lee Addresses Concerns Over Proposed New Bill Against Fake News
However, in his speech at a two-day leaders’ retreat in Malaysia, Singapore’s Prime Minister Lee Hsien Loong, shed light on the concerns raised against the proposed law, noting that the legislation “works for Singapore,” as shared in a report by The Independent.
PM Lee was asked several questions about the new legislation at a press conference he was a part of in Malaysia last April 9 (Tuesday).
Criticisms were aired by the Reporters Without Borders, citing that the Protection from Online Falsehoods and Manipulation Bill (POFMB) was “Orwellian” as it can also be considered a major obstacle to the freedom to inform in the Republic.
However, PM Lee was no longer shocked by this criticism as according to him, they [Reporters Without Borders] criticize many things about Singapore’s media management.
PM Lee further explained that what the government has done was for the benefit and greater good of Singapore, in which the POFMB will be a big contributor to. The state head also pointed out that the issue on fake news is not only a problem for which Singapore has created legislation to, but it is also an emerging issue faced by many countries all over the world.
Owing to the fact that many citizens are not responsible enough in using social media, a law that would keep this fact in check should help address the spread of fake news in the country, PM Lee explained.
In recent years, the free use of the internet has been a big source of debates and discussions, especially with the involvement of governing bodies as to what and how much information can be spread in a certain country or region to ensure national security and peace and order. | https://singaporeofw.com/anti-fake-news-bill/ |
Stance:
Informed citizens are a crucial part of a democracy. As both producers and consumers of news, student journalists must understand the principles of news literacy.
Social Media Post/Topic:
Your students produce news, but are they news literate? Here are some resources to teach them the basics.
Reasoning/suggestions:
Given the current controversy around fake news and concerning results from the 2016 Stanford research studyabout students’ inability to differentiate fake from real news, news literacy is a crucial skill for our students.
According to the Radio Television Digital News Foundation, “News literacy is the acquisition of 21st-century, critical-thinking skills for analyzing and judging the reliability of news and information, differentiating among facts, opinions and assertions in the media we consume, create and distribute. It can be taught most effectively in cross-curricular, inquiry-based formats at all grade levels. It is a necessary component for literacy in contemporary society.”
The foundation identifies six principlesbehind news literacy to help students evaluate their personal news consumption and their publication content.
Resources:
News Media Literacy PowerPoint, JEA Scholastic Press Rights Commission
Six principles behind news literacy, Principal’s Guide to Scholastic Journalism
“Evaluation Information: The Cornerstone of Civic Online Reasoning” (executive summary of Stanford Education study)
Students Have ‘Dismaying’ Inability To Tell Fake News From Real, Study Finds, NPR
News, Information and Media Literacy, SchoolJournalism.org
News and Media Literacy, Common Sense Media
Introducing news literacy, American Press Institute
Read More
Time for informed civic engagement
2018 is the season of the which
by John Bowen, MJE
Student journalists must learn to face key questions this fall, not only in terms of scholastic media but also in terms of informed civic engagement:
For example, which information inundating them deserves their belief and active support and which deserves their active skepticism:
• Which version of the truth about collusion in the issues surrounding election meddling?
• Which vision of what America stands for will prevail in the 2018 midterm elections?
• Which political, social, scientific, medical, cultural and educational positions most accurately present reality?
• Which skills will students develop so they cannot only tell the difference between information, misinformation and disinformation but act successfully on those differences?
Responding and acting on these questions – and others below – are among the SPRC’s mission this year.
In other words, when students question authority, as citizens or journalists, they must also question what authority said, authorities’ credibility and reliability and what authority has to gain.
Some call this skeptical knowing or learning. Not cynicism. Not the attack dog theory of media.
The watchdog.Read More
JEA statement on student free expression
in a vibrant and flourishing democracy
The Journalism Education Association, at its board meeting in Seattle Washington April 6, unanimously passed the following statement:
To address current negativity toward news media in general and misunderstanding of its roles in a democracy, the Journalism Education Association reiterates its principles and practices that nourish a lifelong commitment for a vibrant and flourishing democracy.
We strongly believe free student expression as taught and practiced in journalism classes anchors successful scholastic media. So empowered, our programs showcase the importance of news and media literacy, civic engagement, critical thinking and decision-making as the core of lifelong involvement in a democracy.
To protect our democracy and its principles:
- JEA reaffirms its position that the practice of journalism is an important form of public service to prepare students as engaged, civic-minded citizens who are also discerning information creators and users.
- JEA will recognize, promote and support strong editorial policies with each media outlet as a designated public forum for student expression where students make all final content decisions without prior review or restraint.
- JEA will encourage all journalism teachers and advisers to strongly encourage diversity, accuracy and thoroughness in content so student media reflect and make sense to communities they serve.
- JEA will produce sample editorial policies and accompany them with model ethical guidelines and staff manual procedures that enhance and implement journalistically responsible decisions across media platforms.
- JEA will encourage journalism teachers and media advisers, even if they must teach and advise under prior review or restraint, to recognize how educationally unsound and democratically unstable these policies and rules are.
- JEA will insist student free expression not be limited by claims related to program funding or equipment use. Instead, journalism programs should showcase student civic engagement and practice democratic principles no matter what media platform is used.
- JEA will demonstrate, to communities in and out of school, through its actions, policies, programs and budgeting, its commitment to an informed, vibrant nation where free expression is expected and practiced as part of our diverse American heritage.
Additionally, we believe groups we partner with and endorse should faithfully support principles of free student expression for student media.Read More
Addressing issues involved in fake news
According to a study in a Pew Research Center report released recently, 88 percent of U.S. adults say they believe fake news is causing either a “great deal of confusion” or at least “some confusion” when it comes to people’s understanding of current events.
Categorically false lies-posing-as-breaking-news-stories often start as reportorial problems. Scholastic journalists can begin to address this issue by addressing the following problems:
- Lack of credibility (sources, information and author)
- Insufficient crap detection skills/no training in truth seeking
- Absence of identified sources
- Incomplete information
- Unclear or unknown author intent (as in satire/low harm fake news)
- Lack of context and explanation (of information and meaning of terms/concepts)
- Confirmation bias/filter bubbles/discrediting of mainstream media
- Inability to recognize native advertising
The Pew report also showed:
• 23 percent of Americans say they shared fake news at some point
• 14 percent reported they shared a story knowing it was false
• 45 percent said they were somewhat confident they could identify (39 percent said very confident) completely made up articles
Based on exercises I did with journalism students, and on a a recent national study, we think they might be overconfident.
Each year I would present journalism students with fake story assignments to see if they would think critically through story information. Students did not catch the questionable information, even though they had obvious opportunities to ask questions that would show the assignment’s flaws – and had been told at the beginning of the year we would do an assignment like this.
For example, the students interviewed the principal and assistant principal about the introduction of drug-sniffing ferrets that would go through student lockers at night because of recent evidence of increased drug use in school.
Ferrets, of course, could work through lockers more easily than dogs.
Administrators gave students detailed information about the need for such searches and how the ferrets would operate. They also shared information about a training center for ferrets in a nearby community and studies that showed why ferrets were better than dogs. They included a phone number so students could follow up with trainers. They shared the name of the police department contact.
The story, of course, was completely fake.
The phone number did not work. No such study existed and the local police contact had no knowledge of such a switch from drug-sniffing dogs to ferrets.
Fake news is not new. What is new is its ability to subvert the critical thinking abilities of even more people, especially students, because of the internet and social media, as a recent study showed.
“Overall, young people’s ability to reason about the information on the Internet can be summed up in one word: ‘bleak,'” the study reported.
From middle school to college students, the study’s authors reported, “we were taken aback by students’ lack of preparation.”
And these findings might not reflect the real problem in schools where censored media produce fake news.
The Pew report also asked who its study respondents think should be responsible for stopping fake news. Briefly, respondents listed the public, the government and elected officials, search engines and social media bear responsibility.
Solutions should start in journalism classrooms.
Call it news literacy, crap detection or just critical thinking skills, solutions lie with those students who either produce, evaluate or consume information. They then, as adults, might not make mistakes similar to those see in the Pew study.
We have no magic promise of internet filters to quickly tell us what is true and what is to be avoided. Those filters have not worked and may have contributed to the problems.
What we do have is a journalism foundation of news values and ethical guidelines.
And that is the subject of the next look at fake news.
Resources:
• Ten questions for fake news
• Skills and strategies: Fake news v real news: determining the reliability of sources
• Truth, truthiness, triangulation: A news literacy toolkit for a “post truth” world
• To fix fake news, look yellow journalism
• Fake news? Bias? How colleges teach students not to be duped
• Flawed news is not fake news
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News literacy resource: Using NewsWhip in the classroom
Teaching news and media literacy requires a seemingly endless set of contemporary resources. As media changes, examples become outdated, and students move on to the next technology.
A primary goal of news literacy education is to help students see how media operates and its effects on society—in other words, what does the “system” of media look like today?
With this outcome in mind, I’m constantly on the lookout for tools that can shed light on the dynamics of news, social media, technology, and human behavior.
One of my favorite (although admittedly also one of my newest) resources for exploring these topics in the most up-to-date way is via NewsWhip, a website that tracks social media content, how it’s shared, and the human influence of that content.
Here’s how NewsWhip describes its work:
Through indicators like tweets, shares and comments, people signal what stories are engaging them every minute. NewsWhip’s technology tracks all of this activity for millions of stories to identify those getting the most discussion online.
While NewsWhip is designed as a sort of real-time consulting tool for media companies, its blog provides fresh content and analysis to help students discover more about media and news content today.
For example, an early September post looked at which Republican Candidate was most prominent on Facebook. Using their own data and analysis, including the tracking of shares and comments, NewsWhip provides facts and figures about how candidate information is circulating on Facebook. | https://jeasprc.org/tag/news-literacy/ |
How do we help communities become active participants in the news, and establish a way to vet them so that any good work is legitimate in the eyes of editors/publishers/executives?
Session Hosts: Keegan Clements-Housser & Amber Rivera
Participants
Karen Alvarado
Alex Powers
Cameron Whitten
Emily Olson
Bill Densmore
Matt Gatie
Khari Johnson
Shawn Poynter
Linda Jue
Lauren Pabst
“Citizen journalism is here to stay; we can’t put that genie back in the bottle.”
Note: Throughout the session we used, interchangeably, the terms citizen journalism /community journalism/participatory journalism.
Why are you here?
• Collect wisdom on how we get the “pros” to recognize citizen journalists
• How to hand the reins to community
• The credentialing of citizen journalists
• Some countries have a panel for credentialing citizen journalists. Why not in the U.S., when there’s evidence of the value of every citizen being a reporter in our founding documents?
• Emergence of technology has changed the game…how might community journalists represent their biases in ways that are different than traditional journalists?
• Ethical decisions are personal…so what kind of training do citizen journalists need in it?
• “Participatory civic media” – a branch of focus for the MacArthur Foundation right now
What are the strengths and weaknesses of professional journalism, and of community journalism? (* indicates an item that was listed as both a strength and a weakness)
Professional journalism – Strengths
• Consistency of approach
• Set of ethical norms
• An entity for a consumer to appeal to if he or she is aggrieved
• Audience
• Dogma of objectivity*
• Compensation structures
• Legal protection & an institution to back you as a journalist
• Legitimacy & access in official spaces (asking for an interview with the Mayor, e.g.)
• Resources
• Network of colleagues
Professional journalism – Weaknesses
• Inflexible
• Pressure from the ownership/financial ties/system/donors
• Focused on the audience, and driven by that focus (direct or indirect)
• Dogma of objectivity*
• False equivalency/balance in the reporting
Community journalism – Strengths
• Direct feedback from consumers – no institutional buffer
• Mission-driven. Specifically, social missions.
• Not yet jaded. Or jaded so much that the individual has been moved to action.
• Concerned about individual reputation in a community; personally accountable.
• No potential for editorial divergence from reporters’ coverage
• Lower barrier to entry*
• Biases are more apparent
• No deadlines, and no pressure to publish
• Can access some people that professional journalists cannot
• Editorial freedom (or, more flexible editorial structure)
Community journalism – Weaknesses
• Lower barrier to entry*
• Coverage gets picked up without attribution
• Exposure to risk
• Lack of an editor
• Invariable quality
• Uphill battle to be taken seriously
• Lack codified ethical framework
• Reliance on corporate social media platforms and their algorithms
How do we bridge these two areas of journalism? Ideas:
• There’s potential for collaborating around a shared agenda
• Always give attribution to citizen journalists if you use their work in your story
• Professional journalists could act as curators of citizen journalists’ content…maybe.
• Or, professional journalists could serve in the role of fact checker for the community journalist—only a fact checker/verification.
• We need a code of collaboration. Note: The Media Consortium is working on this!
• Poynter has been working on a code of conduct for citizen journalists
• Share the facts (Duke University Reporters’ Lab) is working to automate an index for accuracy…could that concept also be applied to individuals for legitimacy? (“BBB for citizen journalists, those who consume their content, and those who publish their content)
• Could establish community editors within news orgs whose only role is to build relationships with citizen journalists
• How can journalists hand off stories once they themselves must move on, for community journalists to continue the story?
Aside: Some emerging j-school trained journalists are unclear and anxious about how open they can be about their personal beliefs, in the current media/hiring ecosystem. | https://journalismthatmatters.org/elevateengagementsessionnotes/2017/05/21/how-do-we-help-communities-become-active-participants-in-the-news-and-establish-a-way-to-vet-them-in-order-to-the-attention-of-outlets-with-established-audiences-broadcast-print-o/ |
The European Court of Auditors has raised concerns about the oversight of millions of euros that the European Commission has spent on the broadcaster Euronews.
About a third of Euronews' annual turnover comes from EU funding, the auditors wrote in a new case review, pointing out that between 2014 and 2018, the Commission spent €122 million on the channel. Euronews' geographic and linguistic coverage "could not be maintained without this EU support," the auditors wrote.
The auditors looked into the EU's relationship with Euronews following a request from the European Parliament “to examine if the funding to Euronews is carried out in an efficient and transparent way and solely used to fulfil the mandate given to Euronews.”
In its review, the Court of Auditors noted EU citizens' lack of access to Euronews, despite the fact that taxpayer money goes into the channel.
"No EU Member State has accorded Euronews a public service mandate or considered it as a public service broadcaster, meaning they do not provide it with any direct funding," the auditors wrote, adding that "Euronews is therefore not accessible to most or all citizens in the European Union."
The Commission said that it adheres to strict standards of accountability in its dealings with Euronews.
The auditors also raised concerns about accountability.
“The EU provides a major source of revenues to a TV channel that is mostly privately owned,” said Mihails Kozlovs, the member of the European Court of Auditors responsible for the review. “The European Commission should verify annually if Euronews complies with the commitments on preserving its editorial impartiality and a European perspective. But we found no formal link between these commitments and the Commission’s criteria for annually awarding the funds.”
Euronews, however, maintains that it reaches many European households and has a strong editorial board.
"The fact that Euronews is privately owned does not impact its historical mission of European general interest in the field of information, notably thanks to a specific governance that has been implemented since 2015, giving strong and unique powers to an Editorial Board controlled by the Public shareholders," Euronews Chief Financial Officer David Cipel wrote in response to questions from POLITICO.
"The EU currently funds several linguistic editions such as Greek, Hungarian, Arabic and Farsi, which indeed contribute to the geographic and linguistic coverage of the media," Cipel wrote, adding that "the distribution of Euronews in the EU countries is already very significant. Its TV distribution reaches 171m households in Europe, of which 140m households (full time and part time) in the 28 countries of the EU [sic]. These 140m households covers 67% of all households in the EU 28 countries."
Responding to the auditors' concerns about transparency and accountability, Cipel said that "in its annual Work Program submitted to the European Commission, Euronews presents all the objectives set by the FPA [Framework Partnership Agreements] and how it intends to meet them during the upcoming year."
"All contracts with the European Commission are under the direct coordination of DG Connect," he added.
The Commission said that it adheres to strict standards of accountability in its dealings with Euronews.
"Euronews is subject to a rigorous monitoring through regular external and independent evaluations and audits," a Commission spokesperson said in response to a request for comment from POLITICO.
"In 2016, the Commission asked for an independent audit on the performance of Euronews funding. The conclusions of this audit helped to set the current framework agreement signed with Euronews," the spokesperson said.
"The report concludes that the Commission’s support has allowed Euronews to attract new partners, develop a unique business model and make better use of digital technologies. These were our objectives under the Juncker Commission and it is the first conclusion of the report — so we welcome this," the spokesperson said, adding that "the Commission is also taking note of the other conclusions of the report with a view to further improving its partnership with Euronews in the future. In this regard, the report seems to point to particular monitoring needs, but does not question the monitoring itself."
This article is from POLITICO Pro: POLITICO’s premium policy service. To discover why thousands of professionals rely on Pro every day, email [email protected] for a complimentary trial. | https://www.politico.eu/article/eu-auditors-raise-concerns-about-euronews-funding/ |
This year, Nepal leapfrogged to 76 among 180 countries, up from last year’s 106, in the Press Freedom Index. Reporters without Borders ranked India 150, down from 142 last year. Pakistan slipped to 157.
Nepal has one of the freest media in a region where the mediascape is increasingly constricted by state and corporate control. But this does not mean it will stay that way. Nepal has seen periods of direct press censorship in the past when successive governments tried to regulate the public sphere.
The state has left the mainstream press alone, but there are ongoing attempts to restrict freedom of expression through draft bills and laws, often in the guise of controlling hate speech, fake news, or mis-and dis-information on the internet.
Read also: Digital discrimination, JB Biswokarma
To be sure, Nepal’s cybersphere is rife with harmful and often manipulative interaction, misogyny, misinformation, incitement to violence, conspiracy theories, and content with toxic overtones. These have real-world implications for democracy, as we have seen recently in neighbouring countries.
But the internet is double-edged. Social media provides a platform for the traditionally neglected and discriminated to be heard. It has leveled the field so everyone has a voice. The downtrodden do not have to fight for access to the national press anymore.
However, those voices are often lost in the long tail of digital information overload. Search engine algorithms still give priority to mainstream sites and blue ticks.
Read also: Internet in everything, Editorial
Social media is now the primary source of raw information, serving as both a producer and a disseminator of content. This reliance on social media has also meant that, for better or worse, it has affected how journalists and their media outlets perform their job.
For news publishers and readers, social media has decreased market entry costs and expanded reach. But at the same time, there is no distinction between the role of content creators and news curators.
Whereas journalism draws a clear line between news and views, the same is not true for internet content. Still, most Nepalis do not draw a distinction between comments on Facebook and links to news pieces on the Facebook wall of mainstream outlets.
Read also: Himal Media Mela 2022
On the other hand, print-centric attitudes pervade newsrooms. Many editors and reporter regard digital content as being of inferior quality, not as credible and not ‘serious journalism’.
Surveys may show that the Nepali audience has high trust in print and broadcast outlets, but most get their news and information through the social web.
Journalists often bemoan the rise of YouTubers and TikTokers and other influencers, but rarely analyse why that is happening. On online social spaces, people now have the power and platform to discuss issues that are ignored by the mainstream press, and set their own agenda.
Nepal’s legacy media still has one foot in print or tv, and a toetip on the internet. Most have not yet figured out whether their digital identity is a continuation of their traditional role, or a transformation.
For legacy media to gain trust and traction in the digital space, it needs to shift focus from attention grabbing sensational headlines to credible insight, explainers, and a focus on what users want and need to make sense of what is happening around them. Call it public service media in the digital age.
To maintain public trust and keep its numbers up, we need to engage with users, make news production more inclusive, participatory, transparent and human.
Sahina Shrestha is Editor Online of Nepali Times. | https://www.nepalitimes.com/banner/press-for-people/ |
Breaking News—Is it Fake or Real?
These tips will help you avoid ‘myside bias,’ recognize types of fake news.
Posted Jun 06, 2017
By guest contributor David Rapp and Joe Magliano
Nowadays, just about anyone can produce and post news on the Internet and social media. So it’s not a surprise that fake news, accusations of fake news, and attempts to help people avoid becoming victims of fake news are hot topics of discussion.
Fake news stories can be hard to detect because they intend to deceive and influence—and they often prey on particular belief sets. Psychologists, especially those in the cognitive and social areas, are trying to understand the implications of fake news and figure out ways to empower people to detect and reject it.
For example, David Rapp and his colleagues have actively pursued research to help people detect false information and avoid using it later (Rapp, 2016; Rapp & Braasch, 2014; Rapp, Hinze, Kohlhepp, & Ryskin, 2014).
An important step in the ongoing research involves documenting the different types of fake news, so we can become aware of how they exert influence, and where and when they occur. This knowledge can also be useful for developing instructional approaches and simple suggestions for news consumers.
Below we discuss different types of fake news, each of which may require different strategies to combat their allure and the problematic consequences of exposure to them.
One type of fake news appears when articles intentionally contain false information. For example, the fake Pizzagate story surfaced during the last election cycle on social media and pseudo news sites.
We can protect ourselves against this type of fake news by taking the time and effort to critically think through the information and realize that it is false. However, we often do not have the time and effort to spend on this. If we rely on a surface-level reading of these kinds of fake news articles, we are at risk of being deceived.
This is especially true when the points in a news story are consistent with our own views. This is called “myside bias,” and it’s one of the biggest challenges we face in detecting and rejecting fake news (Stanovich, West, & Toplak, 2013). Myside bias can lead us to believe something that is untrue or dismiss news that actually has merit. So simply rejecting news as fake because it doesn't align with what we believe is also part of the fake news problem.
A second type of fake news is click-bait headlines. Ever read a headline that claimed something outrageous, only to learn that the evidence for that claim was weak at best? Headlines can be more memorable than the content of an article. And media sites make money every time you click on an article. So the goal is to get you to read the article, often with less concern about the truth contained within.
A third type of fake news is even more subtle, involving overly dramatic headlines. Sometimes particular news topics are highlighted as important or of public concern, but actually are not truly newsworthy. Do we really care about how many scoops of ice cream the president gets with his dessert, and does that really tell us anything about his presidency? Not really. Focusing on these news topics draws attention away from other more pertinent and important issues. So while the information presented might be true, it’s not really newsworthy.
Fake news is nothing new. However, combatting it necessitates both a willingness to be skeptical and literacy skills that help individuals know when something is wrong and what to do about it.
Here are some recommendations to help you detect and reject fake news:
- Be aware of the power of “myside bias.” Some news outlets could be trying to make money by catering to your beliefs.
- Pay attention to the author and source. If an article doesn’t list an author, that’s a big clue that the article might be fake. Reputable news outlets are much less likely to produce entirely fake articles, but you should carefully evaluate those articles, too.
- Evaluate the potential reasons for posting a news story. News outlets have agendas, and one common goal is to get you to read and share articles.
- When people make claims in articles, look closely at the evidence they present to support those claims. If the evidence is obviously an opinion, that particular claim may not be as useful as one that includes evidence to back up the statement.
- Pay attention to how an author obtained his or her information. Verifiable sources can be trusted more than those that are unidentified or ambiguous. However, there will be times when news outlets must keep their sources anonymous.
- Make sure headlines match the content of an article.
- When you read an article, think about whether its content really matters in the grand scheme of things.
- Most importantly, be a critical thinker. Question what you read, even it lines up with what you believe.
So arm yourself to avoid being fooled by fake news.
David Rapp, Ph.D., is a professor of psychology and learning sciences at Northwestern University, and a Charles Deering McCormick Professor of Teaching Excellence. His research examines language and memory, focusing on the cognitive mechanisms responsible for successful learning and knowledge failures. His co-edited volume, “Processing Inaccurate Information: Theoretical and Applied Perspectives from Cognitive Science and the Educational Sciences,” was recently published by MIT press.
Joe Magliano, Ph.D., is a professor of psychology at Northern Illinois University. He teaches courses about cognitive psychology and the psychology of language. His research focuses on how we understand narratives across different media (text, film, graphic narratives) and how we can help struggling readers.
References
Rapp, D.N. (2016). The consequences of reading inaccurate information. Current Directions in Psychological Science, 25, 281-285.
Rapp, D.N., & Braasch, J.L.G., eds. (2014). Processing Inaccurate Information: Theoretical and Applied Perspectives from Cognitive Science and the Educational Sciences. Cambridge, MA: MIT Press.
Rapp, D.N., Hinze, S.R., Kohlhepp, K., & Ryskin, R.A. (2014). Reducing reliance on inaccurate information. Memory & Cognition, 42, 11-26.
Sparks, J.R., & Rapp, D.N. (2011). Readers’ reliance on source credibility in the service of inference generation. Journal of Experimental Psychology: Learning, Memory, and Cognition, 37, 230-247.
Stanovich, K.E., West, R.F., & Toplak, M.E. (2013). Myside bias, rational thinking, and intelligence. Current Directions in Psychological Science, 22, 259-264. | https://www.psychologytoday.com/us/blog/the-wide-wide-world-psychology/201706/breaking-news-is-it-fake-or-real |
Facebook has investigated Facebook and judged that Facebook is not guilty.
The findings have been released in a letter to Senator John Thune, who earlier this month called the social network to account for allegations that it artificially suppresses conservative topics on its “Trending News” feed, and artificially promoted progressives ones.
In the letter, which can be read in full here, Facebook reiterated their long-standing claim that there is no bias in the way they select Trending Topics.
Our investigation has revealed no evidence of systematic political bias in the selection or prominence of stories included in the Trending Topics feature. In fact, our analysis indicated that the rates of approval of conservative and liberal topics are virtually identical in Trending Topics. Moreover, we were unable to substantiate any of the specific allegations of politically-motivated suppression of subjects or sources, as reported in the media.
However, the letter did acknowledge that their curation process may have been affected by “unintentional bias.” To resolve the issue, the company has promised to alter its curation process in a number of ways.
At the same time, as you would expect with an inquiry of this nature, our investigation could not exclude the possibility of isolated improper actions or unintentional bias in the implementation of our guidelines or policies. As part of our commitment to continually improve our products and to minimize risks where human judgment is involved, we are making a number of changes:
- We have already updated terminology in our Guidelines and conducted refresher training for all reviewers that emphasized that content decisions may not be made on the basis of politics or ideology. We will institute additional controls and oversight around the review team, including robust escalation procedures.
- We will expand our Help Center content related to the Trending Topics feature to provide additional information about this feature.
- We will eliminate our reliance on external websites and news outlets to identify, validate, or assess the importance of trending topics. This means that we will discontinue use of the top-10 list of news outlets, the Media 1K list, and the RSS feed.
These improvements and safeguards are designed not only to ensure that Facebook remains a platform that is open and welcoming to all groups and individuals, but also to restore any loss of trust in the Trending Topics feature.
To prove their innocence, Facebook pointed to a number of occasions in which conservative news topics and sources have trended on the site. For example, Facebook claims that their news curators accepted trending topics regarding IRS official Lois Lerner on “at least 15 occasions,” links from The Drudge Report on “at least 11 occasions,” and “twenty-seven topics” related to the late Navy SEAL sniper Chris Kyle.
Facebook says that news about Republican political candidates also trended on the site, although, interestingly, they did not provide a specific figure for the number of times Donald Trump had trended on the platform.
Ted Cruz was accepted as a trending topic more than 160 times; Rand Paul was accepted on 50 occasions; Mitt Romney was accepted more than 40 times; and Scott Walker was accepted as a trending topic nearly three dozen times. In fact, the two most frequently accepted topics since early 2015 are presumptive Republican presidential nominee Donald Trump and #GOPDebate.
Despite Facebook’s assurances, concern about bias on the platform seems unlikely to dissipate. Attention has now shifted beyond bias in the “Trending News” feature and towards bias on the platform as a whole. There is now considerable focus on the unfair suspensions of users over anti-immigration or right-wing posts, with one recent incident attracting coverage in multiple outlets.
Elsewhere, Breitbart London editor Raheem Kassam has reported that a link to a story about a Muslim activist’s anti-semitic social media posts was suppressed on the platform due to alleged “abusiveness.”
I am getting notifications from FB fans they can't share my #ZakiaBelkhiri expose as FB says its "abusive" pic.twitter.com/b50Ky75vKD
— Raheem Kassam (@RaheemKassam) May 21, 2016
With rising public and media awareness of political bias – unconscious or otherwise – at Facebook, there is likely to be a renewed focus on similar incidents in the future. Facebook’s investigation of itself may be over, but its problems with conservatives may only be beginning.
You can follow Allum Bokhari on Twitter, add him on Facebook, and download Milo Alert! for Android to be kept up to date on his latest articles. | https://www.breitbart.com/tech/2016/05/24/facebook-concludes-internal-investigation-declares-not-guilty/ |
Facebook has long been accused of bias against conservative viewpoints to appear on its platform
"Although these concerns appear across the political and ideological spectrum, members of the conservative community in particular are concerned that the Silicon Valley-based company's admittedly liberal culture negatively influences the reach of conservative ideas and news."
"Political conservatives, religious traditionalists, and others are increasingly feeling marginalised by cultural 'gatekeepers' such as social media, entertainment media, and academia," the report said.
According to Nick Clegg, Vice President of Global Affairs and Communications at Facebook, the report also highlights the changes Facebook has made to address some of those concerns.
"These include making our decisions more transparent by providing more information on why people are seeing specific posts on News Feed; ensuring Page managers can see when enforcement action takes place; launching an appeals process; and creating a new Oversight Board for content," Clegg said in a statement late Tuesday.
This is the first stage of an ongoing process and Senator Kyl and his team will report again in a few months' time.
"Facebook's policies and their application have the potential to restrict free expression. Given the platform's popularity and ubiquity, this is a danger that must be taken very seriously. Facebook insists that it is committed to safety, equal treatment and building community," read the report.
"Facebook has recognized the importance of our assessment and has taken some steps to address the concerns we uncovered. But there is still significant work to be done to satisfy the concerns we heard from conservatives," it added.
Clegg said that "while we err on the side of free speech, there are critical exceptions".
"We don't allow content that might encourage offline harm or is intended to intimidate, exclude or silence people," he added. | https://www.newkerala.com/news/read/196605/facebook-requires-significant-work-to-stop-political-bias.html |
Your challenge!
Reporting to the corporate OHS manager, the Multi-Plant Health and Safety Coordinator’s mission is to coordinate the implementation of their group's (Cascades Recovery - Lachine and Ottawa) health, safety and environmental strategic plan in the plants and transportation departments concerned in accordance with the standards, laws, and regulations in force. You stay abreast of best practices and promote the OHS culture to management, and act as a resource person for the authorities and partners concerned in the event of problems. You also support management teams in the implementation of standardized and highly valued OHS processes, practices, and tools. This way, you actively contribute to the achievement of your region's business objectives while having a direct influence on the creation of a healthy and safe work environment throughout the company.
Individual responsibilities
Accountable
Promote an OHS culture among management personnel
Responsible
- Help to implement your region’s strategic plan as OHS expert
- Assist in developing of plans for implementation of OHS practices, processes, and tools within the plants and transportation departments.
- Support management in implementing the OHS strategy
- Support management in implementing the OHS management system
- Advise management about best practices in OHS
- Support the plants and transportation departments by acting as a resource person with the authorities and partners concerned
- Audit performance indicators and analyze their results
- Define and promote OHS culture with management
- Ensure compliance with OHS standards, laws, and regulations
- Monitor and share best practices in OHS throughout the company
- Assess the location first aid programs and advise management that the required first aiders are available each shift
- Assess location emergency response plan, ensuring a emergency response team is in place and meeting regularly, and assisting in implementing the ERP with the employees.
- Assess location environmental program , conducting audits and assessment to help ensure compliance with the company expectation and legal authorities, and audit implementation of the program.
Experiences and strengths
- 3-7 years of relevant Health and Safety experience
- Knowledge of OHS laws and standards
- Leadership and expertise in promoting buy-in to proposed solutions
- Ability to translate challenges into concrete solutions
- Keen sense of collaboration to communicate effectively with stakeholders
- Ability to support and advise business partners in analyzing their needs and finding solutions
- Ability to deal with change and to propose favourable adaptation conditions
- Ability to support and advise business partners on occupational health and safety issues
- Good analytical and problem-solving skills
- Proficiency in both French and English
- Agility needed to work with various technological tools
Informations additionnelles
This role can be based out of Montreal ( Lachine) or Ottawa with regular travel to both locations
#revealyourpotential #LifeAtCascades
Cascades believes in the success of an inclusive organization that values diversity within its team. All qualified candidates will be considered for this position in a fair manner. Use of the masculine in our communications refers equally to both women and men.
About Cascades
To be part of Cascades is to reveal the full potential of materials, people and ideas. We are source of possibilities.
Since 1964, we have been providing sustainable, innovative and value-creating solutions in packaging, hygiene and recovery.
Join 12,000 women and men working in a network of more than 90 operating units located in North America and Europe. | https://jobs.cascades.com/job/Lachine-Multi-plant-Health-&-Safety-Coordinator-QC/807013700/ |
Occupational Groups:
- Project and Programme Management
- Managerial positions
- Refugee rights and well-being
- Human Settlements (Shelter, Housing, Land, Property)
- Closing Date: 2020-11-30
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Danish Refugee Council, one of the world’s leading humanitarian NGOs, is currently looking for a highly qualified Area Manager in Iraq.
About the job
The Area Manager (AM) is responsible for the coordination, management, development and representation of DRC programming in the Governorates of Diyala and Anbar. S/he will oversee program implementation according to DRC strategies in Iraq and ensure that operations are implemented within DRC’s regulations, procedures, guidelines and strategy; enable a productive and accountable relationship with beneficiaries, communities’ leaders/representatives, relevant governmental authorities, donors, national and International NGOs and UN Agencies. The AM is the DRC’s primary representative with relevant actors in the area of responsibility; s/he is the line manager for all staff with area responsibilities and s/he is responsible for ensuring a result-oriented team. The incumbent will also ensure a safe environment for DRC staff, beneficiaries and assets through a proactive-acceptance approach using DRC’s security framework.
Your main duties and responsibilities will be:
Representation and Coordination
- Participate in SMT representing AOR
- Represents all aspects of programs and operations and has overall accountability for their AOR
- Act as the primary DRC representative in the Governorates of Diyala and Anbar and attend all relevant fora/meetings
- Foster relationships with Government authorities and other relevant stakeholders in the area of operation
- Develop, implement and regularly revise a DRC engagement strategy aligned to the National Strategy
- In coordination with the CD, Head of Program, and Advocacy advisor, ensure that the DRC program in the area contributes to DRC’s advocacy efforts, nationally, regionally and internationally.
- Maintain close working relationships with donors, national and international organizations and local counterparts.
Management
- Line manage area support and program staff (Programs and support services) ensuring inter-department co-ordination
- Enable an effective team through result-oriented management systems, providing leadership, on-job capacity building and designing staff development strategies; Ensure detailed capacity building plan for staff is in place
- Closely coordinate with the senior management team and sector coordinators ensuring regular information flows, adherence to sector strategies, proposal development processes and safety regulations
- Encourage a positive, innovative and mutually supportive team spirit amongst the area team.
Programme development
- Lead the process of adapting DRC national strategy to the local context and circumstances in coordination
- Work with the program development team in developing DRC’s program in area of operation and provide technical and context-specific input for fundraising efforts
- Provide regular analysis on the context and humanitarian situation in the area for the development of project proposals and safety assessments.
Safety and Security
- Ensure a safe and secure environment for DRC staff, beneficiaries and assets by ensuring the local security procedures are up to date and SOPs are being followed in line with the SMP and DRC policy, promoting regular staff training, providing safety and security analysis, recommendations and follows-ups.
Accountability
- Ensure overall provision of and adherence to DRC policies, procedures, guidelines, donor regulations, systems and standard practices.
Operational
- Provide leadership in overseeing of all supply chain, Finance, HR/administration and office services activities and ensure their timely/efficient delivering.
- Lead on recruitment of senior staff in coordination with SMT, as appropriate.
- Ensure quality implementation of Core Competency programs ensuring optimal use of financial resources, regular project follow up, reporting, among other tasks.
Reporting
- Comply with internal reporting requirements, contribute to, and provide quality assurance and timeliness of external reports from area of operation;
- Participate in DRC internal coordination mechanisms (e.g. SMT, GRMs etc.) as required.
- Strengthen efforts to document the impact of DRC activities in the area.
About you
To be successful in this role we expect the following is required:
Experience and technical competencies: (include years of experience)
- Minimum 2 years of generalist management in Humanitarian/Development operations managing program and support teams
- Minimum 5 years of experience in humanitarian/development project implementation
- Experience with working in fragile and insecure environments
- Motivated to work in isolated area with limited facilities and limited social interaction with internationals
- Experience in developing and implementing organizational strategies
Education: (include certificates, licenses etc.)
- Post graduate degree in relevant subject area
Languages: (indicate fluency level)
- English fluent (to high standard)
- Arabic an advantage
Key stakeholders: (internal and external)
- Iraq country Office (Erbil)
- Regional Office
- Government
- Donors
- Community
In this position, you are expected to demonstrate DRC’ five core competencies:
Striving for excellence: You focus on reaching results while ensuring an efficient process.
Collaborating: You involve relevant parties and encourage feedback.
Taking the lead: You take ownership and initiative while aiming for innovation.
Communicating: You listen and speak effectively and honestly.
Demonstrating integrity: Upholding and promoting the highest standards of ethical and professional conduct in relation to DRC’s values and Code of Conduct, including safeguarding against sexual exploitation, abuse and harassment.
We offer
Contract length: 12 Months (with the possibility for extension depending on performance and funding)
Level: E
Designation of Duty Station: Non-Family Duty station
Start date: 15 January 2021
Salary and conditions will be in accordance with Danish Refugee Council’s Terms of Employment for Expatriates; please refer to drc.ngo under Vacancies.
Application process
All applicants must upload a cover letter and an updated CV (no longer than four pages) in English. Applications sent by email will not be considered.
Closing date for applications: 23 November 2021
For further information about the Danish Refugee Council, please consult our website drc.ngo. | https://www.impactpool.org/jobs/651339 |
How To Ensure Safe Medicines in Asia
The pharma industry is expanding rapidly across Asia, but there are concerns about whether drug safety measures are keeping pace. The strength of pharmacovigilance (PV) systems in a country is an indication of the advancement of its pharmaceutical regulations.
PV is crucial for public health protection, and all regulated markets have strong PV systems. At a global level, the World Health Organization plays a key role in promoting and supporting PV systems in developing countries and encourages them to develop strong PV systems and become members of the WHO Programme for International Drug Monitoring (IDM). WHO defines PV as “the science and activities relating to the detection, assessment, understanding and prevention of adverse effects or any other drug-related problem.” In simple words, PV is the process of monitoring the safety of blood products as well as pharmaceutical products, including medicines, devices, vaccines, and biologicals.
In ASEAN, the PV systems are diverse, and the lack of harmonization is a key challenge for companies and other stakeholders in the pharma industry, which is growing rapidly.
A $2 Trillion Market
Today, pharma companies are focusing on ASEAN countries to plan their next stage of growth, mainly because of its largely untapped economic potential and ongoing economic growth. The Asian pharmaceutical market is expected to grow at an annual growth rate of 9.1 percent from 2016-2021, and markets in Southeast Asia are among those that will drive this trend.
Moreover, the establishment of the ASEAN Economic Community (AEC) in 2015 was a major milestone toward regional economic integration and is likely to boost the pharma industry, among others. The AEC offers opportunities in the form of a market worth $2.6 trillion and 639 million people, making it the world’s third largest market in terms of consumer base and the fifth largest economy in terms of GDP.
However, with AEC, there were expectations of a single registration process for new pharmaceutical products to get approvals in all 10 countries. It was also expected that there would be uniform regulations, including uniform PV regulations.
Unfortunately, this is not the case, and there are significant differences in PV regulations among ASEAN countries.
The PV Landscape in Asia
Of the 10 ASEAN countries, nine have a national policy or legal framework for implementing PV systems and are members of the WHO Programme for IDM. PV has yet to start in Myanmar, which is not a member of IDM. As per regulatory authority websites, seven countries (excluding Brunei Darussalam, Laos and Myanmar) seem to have clear PV regulations. In eight countries (barring Laos and Myanmar) it is mandatory that companies holding licenses for pharmaceutical products regularly report about their side effects to authorities. However, these reporting requirements differ across economies, too.
Exhibit: Summary of Key Activities
Challenges for PV in ASEAN
There’s a lack of clear communication from regulatory authorities, and gaps exist in written regulations and actual enforcement. Moreover, ASEAN countries are at different levels of economic growth, and all the regulatory authorities may not be equipped sufficiently to provide technical inputs for PV. They are also faced with challenges such as the scarcity or quality of labor and technical resources.
Furthermore, most ASEAN countries have their own systems of traditional medicine, which are not covered under PV and which make it difficult to evaluate drug-drug interactions. There is also a lack of awareness among health care professionals regarding the reporting of side effects, and the importance of complete and good quality safety monitoring remains a major challenge.
Pharma is expanding rapidly in ASEAN, but drug safety systems are still in the early development phase.
While MNCs that are expanding in ASEAN countries may already have the technical know-how for PV, domestic companies that are aspiring for growth must develop adequate PV systems. MNCs that are expanding in the region with the help of local marketing partners and distributors may face an additional challenge of training them in order to create awareness among them for developing capabilities to receive reports of side effects and promptly transmit them to MNC partners.
A Single Regulatory Body
To overcome these challenges, collective efforts are required from all stakeholders of PV. Preferably, AEC should consider developing a single regulatory body, such as the European Medicines Agency, by including the regulators of respective countries to have uniform pharmaceutical regulations across ASEAN. Clear guidelines and regulations regarding PV requirements will help in assuring compliance and safety monitoring. This can be achieved by collaborating with WHO along with agencies from regulated markets such as the U.S., Japan and the EU.
The problem of underreporting side effects by health care professionals and the poor quality of these reports can be addressed by increasing sensitization among health care professionals regarding the importance of PV. This is an area where the pharma sector and regulatory authorities can also collaborate, as pharma companies have the resources to interact with health care professionals.
The Need for Harmonization
PV systems in ASEAN countries are in the early development phase. While basic elements of the PV system seem to be in place for most of the member states, they need to be more clear, unambiguous and stringent. There’s a lack of harmonization of PV regulations among ASEAN countries. The implementation of PV regulations and poor allocation of resources for PV remain a challenge in most countries.
Despite the barriers in ASEAN PV systems, the national PV centers are putting efforts into training and information exchange. Collaborative efforts by all stakeholders to implement regulations and to create awareness among health care professionals regarding the importance of PV should help in the further evolution of the system. | https://www.brinknews.com/how-to-ensure-safe-medicines-in-asia/ |
The position is responsible for the preparation and submission of expedited and periodic safety reports to Regulatory Authorities, Ethics Committees and Investigators, adhering to all data privacy guidelines, Good Clinical Practices (GCPs), Good Pharmacovigilance Practice (GVP), regulatory guidelines, company and project/program-specific procedures for clinical trials and/or post-marketing safety programs.
JOB RESPONSIBILITIES
- Collaborate with the Sponsor and internal project management associates on the design, preparation and assembly of the expedited and periodic safety report documents
- Assists in study set-up for safety reporting only projects/programs
- Assists in the preparation of the Safety Reporting Plan for safety submissions only projects
- Maintains tracking of safety submissions
- Assists in the preparation of expedited and periodic safety report submission status updates, as required, for Sponsor/Customer
- Applies safety reporting regulatory intelligence maintained by Syneos Health to all safety reporting activities
- Files documents according to project specific requirements (electronically or in hard copy as applicable).
- Forwards completed safety submission documents to clients and other relevant parties
- Fosters constructive and professional working relationships with all project team members, internal and external
- Assists in the preparation of data for internal project review meetings and participates as required
- Participates in audits as required/appropriate
- Ensures all relevant documents are submitted to the Trial Master File (TMF) as per company SOP/Sponsor requirements for clinical trials and the Pharmacovigilance System Master File for post-marketing programs as appropriate
- Maintains an understanding and compliance with Standard Operating Procedures (SOPs), Work Instructions (WIs), global drug/biologic/device regulations, GCPs, ICH guidelines, and the drug development process
QUALIFICATION REQUIREMENTS
- Bachelor’s Degree in life science, registered nurse, pharmacist or an equivalent combination of education and experience that gives the individual the necessary knowledge, skills and abilities to perform the job.
- Experience in a clinical research organization preferred with a minimum of three (3) years' Safety and Pharmacovigilance experience required including safety submissions
- Safety Database systems and knowledge of medical terminology required
- Good understanding of clinical trial process across Phases II-IV and/or post-marketing safety requirements, ICH GCP, GVP and regulations related to Safety and Pharmacovigilance
- Proficiency in Microsoft Office Suite (Word, Excel and PowerPoint), Visio, email (Outlook), TeamShare (or other management/shared content/workspace) and internet.
- Ability to work independently and in a team environment
- Good communication and interpersonal skills, both written and spoken
- Good organizational skills with proven ability to prioritize and work on multiple tasks and projects
- Detail oriented with a high degree of accuracy and ability to meet deadlines
- Minimal travel may be required (up to 5%)
Disclaimer: Tasks, duties, and responsibilities as listed in this job description are not exhaustive. The Company, at its sole discretion and with no prior notice, may assign other tasks, duties, and job responsibilities. Equivalent experience, skills, and/or education will also be considered so qualifications of incumbents may differ from those listed in the Job Description. The Company, at its sole discretion, will determine what constitutes as equivalent to the qualifications described above. Further, nothing contained herein should be construed to create an employment contract. Occasionally, required skills/experiences for jobs are expressed in brief terms. Any language contained herein is intended to fully comply with all obligations imposed by the legislation of each country in which it operates, including the implementation of the EU Equality Directive, in relation to the recruitment and employment of its employees. The Company is committed to compliance with the Americans with Disabilities Act, including the provision of reasonable accommodations, when appropriate, to assist employees or applicants to perform the essential functions of the job. | https://www.pharmiweb.jobs/job/1115849/safety-and-pv-submission-spec-ii-turkey/ |
The CSRD has approved a new strategic plan for 2019-2022.
It is designed to create a shared vision for the region and a series of actions that will guide the CSRD’s work in the coming years.
“Taken together, the themes reflect the Board’s sense of future challenges and opportunities, and speak to a shared vision for the Columbia Shuswap as region that is innovative, prosperous, and resilient in the face of change,” said board chair Rhona Martin, in a news release.
Seven themes were identified:
- natual disaster mitigation
- environment and climate change action
- responsible governance
- healthy communities
- transportation advocacy
- cutulre of engagement
- partnerships and economy
The CSRD identified their mission as twofold: it is the local government for the electoral areas of the Columbia Shuswap, responsible for providing cost-effective services to meet local service needs and it is the regional federation that brings together electoral areas and member municipalities to identify shared needs and opportunities, and to collaborate in the development of regional service initiatives.
The report also outlines several actions that will be taken for each theme.
Natural disaster mitigation
The CSRD will review and amend Development Permit Areas and guidelines, floodplain mapping and related documents based on current hazard assessments.
An approach to wildfire hazard reduction in interface areas will be developed.
CSRD staff will press the provincial government to address flooding concerns and the need for flood mitigation efforts.
Action on environment and climate
A review will be conducted of the Salmon Arm and Golden Landfill Design and Operations Plan.
The CSRD will promote and set out actions to achieve zero waste.
Identifying and assessing opportunties for implementation of the CSRD Water Acquisition snd Sewer Acquisition Strategies, was another identified action, as well as developing initiatives for the reduction of corporate greenhouse gas emissions in order to achieve carbon neutrality.
Responsible governance
A new electronic corporate records management system, complete with proper document retention schedules, will be implemented.
The CSRD will develop an asset management strategy, based on a complete inventory and assessment of existing infrastructure and equipment.
In order to streamline the development application process, a review will be conducted of the Developement Services Procedures Bylaw.
Healthy communities
The CSRD will update the Parks and Trails Master Plans and enhance park infrastructure and initiate feasibility studies for new recreation facilities, in response to community need.
A parkland aquisition and development strategy will be created, and opportunities explored.
Another action to be taken is identifying and exploring opportunties to collaborate with community agencies and member municipalities to provide recreational and cultural programming.
Transportation advocacy
The CSRD will advocate for safety enhancements and other improvements to Highway 1 as well as for rural roads and standards.
Improvements to winter maintenance of rural roads is also an action identified in the strategic plan as well as looking into collaboration with local agencies to create inter-community transportation services.
Culture of engagement
The CSRD plans to create policies aimed at achieving greater communication and engagment with residents and stakeholders as well as implementing various methods for gathering community input and informing residents about board decisions on a regular basis.
Partnerships and economy
The CSRD will work with communities and organisations to identify and pursue joint economic development initiatives.
Continuing the planning and development of the Sicamous to Armstrong rail trail is also an action noted in the strategic plan as well as partnering with other agencies to expand broadband internet access across the region.
@JDoll_Revy
[email protected]
Like us on Facebook and follow us on Twitter. | https://www.revelstokereview.com/news/csrd-announces-new-strategic-plan-to-take-them-into-2022/ |
Tokyo Electron(TEL) has set various CSR-related policies, based on which CSR programs are implemented at each department.
- CSR Policy
- Human Rights Policy
- Code of Ethics
- Personnel Policy
- Safety Policy
- Quality Policy
- Environment Policy
- Procurement Policy
- Tax Policy
CSR Policy
TEL considers CSR to be the embodiment of its Corporate Philosophy, which has been firmly upheld since its founding. We pursue sustainable operations from the viewpoints of corporate governance, legal and regulatory compliance and business ethics while creating new value through our products and services. Based on these efforts, we implement CSR activities to help address social issues. We will continue to pursue CSR activities to build stakeholder trust, improve corporate value and, by doing so, promote the growth of a sustainable and dream-inspiring society.
Human Rights Policy
TEL recognizes corporate social responsibility and believes that it is important for us to conduct ourselves with a strong sense of integrity. We recognize the importance of human rights and the responsibility of businesses to respect human rights. We have firmly upheld human rights since our founding as reflected in the spirit of “the Corporate Philosophy” and “the Management Policies” of the TEL group. We incorporate the concept of respect into every aspect of our business activities, and strive for the creation of a corporate culture that enables each person to realize his or her full potential and freely enjoy their livelihoods. We also give the highest consideration to the health and safety of every person and respect his or her dignity. For us, respecting human rights means a significant undertaking not only to fulfill our responsibility for eliminating adverse impacts on people caused through our business activities, but also those who support our business activities, and contribute to the realization of a sustainable dream-inspiring society.
The Principles & Scope of Our Human Rights Policy
We have committed to respect human rights in line with the United Nations Guiding Principles on Business and Human Rights, in addition to the International Bill of Human Rights and the International Labor Organization’s Declaration on Fundamental Principles and Rights at Work that are referred to in the Guiding Principles. We also refer to the Ten Principles of the United Nations Global Compact*1 as well as the RBA®*2 Code of Conduct in order to grasp the demands of the times and human rights issues in our industry.
We respect human rights of all directly hired individuals including contract workers, part-timers and agency workers (“employees”) of TEL Limited and its consolidated subsidiaries (“TEL group”); as well as employees of business partners of TEL group, especially those within our supply chain. Furthermore, we respect human rights of the customers who may be affected by safety of products and services manufactured and/or provided by TEL group.
Human Rights of Most Importance
TEL believes our most significant focuses are in the following areas:
・Freedom, Equality & Non-Discrimination
We value the diversity of employees. We will not engage in or allow discrimination based on race, color, age, gender, sexual orientation, gender identity and expression, ethnicity or national origin, disability, pregnancy, religion and on similar grounds*3, in hiring and employment practices such as posting, access to training, wages, rewards and promotions. We have zero tolerance for any type of harassment in any work-related circumstance.
・Freely Chosen Employment
We have zero tolerance for child*4 labor, forced labor*5, bonded labor*6 and human trafficking.
・Product Safety & Workplace Health and Safety
We address health and safety through taking steps to ensure that our products and services do not threaten the life and health of the people who manufacture, provide or use them.
・Freedom of Association
We create opportunities for open-minded dialogue with employees. We respect the right of employees to freely associate (form and join groups) and to voluntarily discuss and negotiate their relations with their employers as well as respect the right of the employees to refrain from such activities.
・Appropriate Working Hours & Breaks/Holidays/Vacations
We respect the right of employees to live a healthy life. We conduct our business in compliance with all applicable laws and regulations relating to working hours, breaks, holidays and vacation days.
Human Rights Impact Assessment & Remediation Process
We will build and operate a human rights impact assessment and remediation process*7 framework. Through this framework, we will strive for the prevention, mitigation and remediation of, and avoidance of contributing to, adverse human rights impacts if they exist either directly or indirectly through our own activities and those activities associated with our business relationships.
We will also comply with all applicable laws and legislations of countries and regions where we operate. When faced with conflicting requirements with internationally recognized human rights principles, we will respect those principles to the greatest extent possible in the circumstances and will be able to present our efforts in this regard.
We will establish a human rights risk assessment process that will identify and assess our actual and potential adverse human rights risks and impacts, and respond to identified risks and impacts. The policy will be appropriately updated as needed based on the results of the process. We will also conduct periodical reviews of the effectiveness of these responses, and report on our human rights performance. We will also establish an effective operational-level grievance mechanism.
Communication & Training
We will communicate this policy to all employees, business partners and other relevant stakeholders including our customers and will provide training for all the executives and employees of TEL group. In addition, we believe it is essential for our business partners to conduct their business activities with respect for human rights. For that reason, we require our business partners to comply with not only laws and regulations in the countries and regions they operate but also with the RBA Code of Conduct to which we refer.
We will continuously report on progress of the implementation of this policy to the public.
*1: United Nations Global Compact; We expressed our support of the Ten Principles of the United Nations (UN) Global Compact.
*2: Responsible Business Association; We are a member of RBA, a CSR alliance in the industry that establishes a code of conduct on labor, health & safety, environmental and ethical issues.
*3: This includes political affiliation, union membership, covered veteran status, protected genetic information or marital status.
*4: Any person under the age of 15, or under the age for completing compulsory education, or under the minimum age for employment in the country, whichever is greatest.
*5: All work or service that is exacted from any person under the menace of any penalty or undue disadvantage and for which the said person has not offered himself / herself voluntarily.
*6: Slavery-like status or condition of a worker arising from his or her pledge to repay his/her or his/her relatives' debt.
*7: A process to identify human rights risks, to prevent them from becoming actual adverse impacts on human rights and to address them in case human rights risks have become actual adverse impacts on human rights.
Code of Ethics
1 Business Practices
|1-1 Safety and Quality||We pursue safety in our business activities – development, manufacturing, transportation, installation and maintenance of our products – and provide the highest quality products and services that meet customer expectations.|
|1-2 Suppliers||We select suppliers based on objective criteria and review their qualifications by ensuring that they comply with laws and regulations as well as our business ethics.|
|1-3 Export & Import||We are committed to upholding all applicable laws and regulations, and our Company’s internal rules regarding the export and import of goods and technology.|
|1-4 Fair and Open Competition||We strive to operate in a fair, open and competitive marketplace.|
|1-5 Bribery and Corruption||We do not bribe anyone, anywhere, for any reason under any circumstances.|
|1-6 Conflicts of Interest||We make fair and objective decisions in the best interest of the Company, and avoid any action that puts our personal interests ahead of these of the Company’s.|
|1-7 Political Activities and Contributions||We do not, directly or indirectly, support or make contributions to political parties or candidates using Company finances or assets.|
|1-8 Money Laundering||TEL Group does not receive the proceeds of criminal activities, as this can amount to the criminal offence of money laundering. Nor do we engage in any relationships with “antisocial organizations.”|
2 Our Assets & Property
|2-1 Accounting/Tax/Financial Reporting||We prepare financial documents in a timely, accurate and appropriate manner, disclosing all accounting and financial reports in accordance with relevant laws and regulations, and generally accepted accounting principles.|
|2-2 Insider Trading||We do not use material non-public or non-disclosed inside information about TEL Group or any other company, including suppliers and customers, to buy, sell, or otherwise transact in securities of TEL Group or any other publicly traded company.|
|2-3 Intellectual Property||We respect intellectual property and protect, manage, and utilize it appropriately.|
|2-4 Information Security||We protect TEL Group confidential business information as well as any confidential business information that is entrusted to the Company by our customers and business partners, and prevent information leakage by maintaining a reasonable and appropriate information management framework and complying with rules concerning the handling and protection of the confidential business information including personal information.|
|2-5 Personal Data||We respect the privacy of all individuals and confidentiality of personal data and handle Personal Data with utmost care and take measures to promote the appropriate handling of personal data.|
|2-6 Company Assets||We do not improperly use company assets for our own personal benefit.|
3 Our Workplace
|3-1 Human Rights & Fair Employment Practices||We are committed to fostering a workplace that is respectful, inclusive and safe by promoting human rights and diversity and complying with all laws and regulations pertaining to labor practices, freedom of association, collective bargaining, and immigration. We also do not engage in discrimination or support forced labor, debt labor, child labor or any other form of modern slavery.|
|3-2 Workplace Free of Harassment||We do not allow any form of harassment and are committed to creating and safeguarding an environment where every person feels respected and valued, and where everyone is treated equally and fairly.|
4 Responsibilities to the Publi
|4-1 Environmental Preservation||We are committed to upholding laws and regulations related to environmental protection and conservation, and conduct business activities while maintaining harmony with the global environment.|
|4-2 Corporate Social Contribution||We strive to build solid, trustworthy relationships with community members to help develop local communities and resolve social issues at the global level through various activities.|
Personnel Policy
Business growth requires that each employee, as the core of the company, have creativity, a positive attitude, flexibility, enthusiasm, and a sense of responsibility. TEL group seeks to be a corporation where a diverse range of employees can work to their full potential.
|Respect for Human Rights||We respect the character and individuality of each person and strive to create work environments without any infringement of human rights.|
|Diverse Workforce||We strive to respect and understand differences in values arising from gender, nationality, age, race, creed, religion, and other attributes and to be a corporation where a diverse range of employees can work to their full potential.|
|Human Resource Development||We believe that each employee is the source of value creation and support the development of skills by employees.|
|Employee Assessment and Treatment||We provide opportunities to those employees with the enthusiasm for personal growth and engage in fair evaluation of skills and employee treatment so that employees with significant results can be rewarded.|
|Occupational Safety and Health||We place the highest priority on ensuring the safety and health of employees and maintain environments such that employees can work safely at our workplaces and local residents feel a sense of reassurance.|
|Work-Life Balance||We implement measures to enable employees to achieve a good work-life balance.|
Safety Policy
TEL group performs a range of business activities including development, manufacturing, transportation, installation, and maintenance with the highest priority on the safety and health of all personnel from top management to frontline staff and makes proactive and continuous improvements to enhance safety and promote good health.
|Safety First||Based on the principle of "safety first," we strive to create safer products and work to maintain and improve the safety of all people involved with our products and healthy workplace environments.|
|Pursuit of Safe Technologies||With an awareness of the factors that impair safety and health in our various business activities, we continuously strive to create safer and more secure workplaces by making improvements concerning those factors and through intrinsically-safe equipment designs and superior service capabilities.|
|Management and Employees Responsibility||All employees maintain an awareness of potential problems and of the need for improvement concerning the maintenance and enhancement of safety and health at all workplaces, and management and employees act in accordance with their respective responsibilities.|
|Legal Compliance||We comply with safety and health laws and regulations and international rules, take into consideration industry guidelines, and strive to promote safety and health.|
|Collaboration and Cooperation with Society||Based on common understanding with a broad range of stakeholders, we cooperate and collaborate with society and work to appropriately meet their expectations.|
Quality Policy
TEL seeks to provide the highest quality products and services. This pursuit of quality begins at development and continues through all manufacturing, installation, maintenance, sales, and support processes. Every TEL employee must work to deliver quality products, quality services, and innovative solutions that enable customer success.
|Quality Focus||Focusing on quality to satisfy customers, meet production schedules, and reduce required maintenance even with temporary cost increases.|
|Quality Design and Assurance||Building quality into products and assure in-process quality control, from the design and development phase throughout every process.|
|Quality and Trust||When a quality-related problem occurs, working as a team to perform thorough root cause analysis and resolve problems as quickly as possible.|
|Continual Improvement||Ensuring customer satisfaction and trust by establishing quality goals and performance indicators and by implementing continual improvement using the PDCA cycle.|
|Stakeholder Communication||Listening to stakeholder expectations, providing timely product quality information, and making adjustments as needed.|
Environment Policy
TEL group aims to solve environmental issues through our leading-edge technology and services under slogan of "Technology for Eco Life." We strive to contribute to the establishment of a sustainable society by reducing the Group's impact on the consumption of resources, on biodiversity and on climate change by taking actions that both directly and indirectly contribute to the protection and conservation of the environment.
|Environmental Goals and Continuous Improvement||We establish environmental goals and continual improvement of the environmental management system to enhance environmental performance throughout our product lifecycle.|
|Compliance with Applicable Laws||We continually enhance our knowledge of environmental issues to not only comply with applicable laws, but also set additional voluntary standards.|
|Environmental Contribution with Product||We develop environmentally complimentary products through our leading-edge technology. TEL group cooperates with our customers and suppliers to strive for the prevention and improvement of environmental impacts to contribute to a sustainable society.|
|Operational Environmental Impact Reduction and Preservation||We quantitatively analyze and reduce the environmental impact of TEL global operations, with activity from all levels of employees and operations to prevent pollution and protect the environment.|
|Collaboration and Cooperation with Stakeholders and Society||We actively promote collaboration and cooperation with all our stakeholders to achieve mutual understanding and conformance to expectations.|
Revision:July 1, 2016
Procurement Policy
TEL group aims to solve environmental issues through our leading-edge technology and services under slogan of "Technology for Eco Life." We strive to contribute to the establishment of a sustainable society by reducing the Group's impact on the consumption of resources, on biodiversity and on climate change by taking actions that both directly and indirectly contribute to the protection and conservation of the environment.
|1. Compliance with Applicable Laws, Social Norms, and the RBA Code of Conduct*||We engage in procurement activities based on business ethics and with integrity, in compliance with the laws, regulations, and social norms of each country as well as the RBA Code of Conduct.
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* The RBA Code of Conduct: Responsible Business Alliance Code of Conduct
|2. Priority on the Environment||We conduct procurement with full consideration for reduction of environmental impact and protection of the global environment.|
|3. Fair Business Practices||We continuously seek high-value technologies and create broad opportunities for their business transactions based on the precondition of open competition.|
|4. Partnership||We prioritize relationships of trust based on mutual understanding with suppliers and conduct activities in the pursuit of mutual continuous growth.|
|5. Information Management||We properly manage the confidential information of suppliers that we obtain in the course of business|
Procurement Policy - Supplement: Requests to Our Suppliers
The TEL group aims for sound and sustainable growth together with suppliers to contribute to the development of society. We will strive to achieve this, with the cooperation of our suppliers. We therefore request your active efforts in the following matters.
1. Compliance with Applicable Laws, Social Norms, and the RBA Code of Conduct
In addition to complying with the following matters, we ask our suppliers to observe the applicable laws and social norms in the countries and regions where they engage in business, as well as the RBA Code of Conduct.
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Compliance with prohibition of child labor, and forced labor, and with other labor-related laws and regulations
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Respect for fundamental human rights, beginning with the prohibition of discrimination
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Protection of intellectual property rights
- Compliance with export/import-related laws and regulations
- Prohibition of involvement with antisocial forces
[Conflict minerals] We see our efforts with regard to conflict minerals as part of our corporate social responsibility, and promote all efforts to eliminate any use of raw materials that utilize conflict minerals which have been mined or extracted with illicit funds or by illegal methods, as well as components or parts that contain such conflict minerals. To this end, we are conducting due diligence surveys of our supply chain, using the Conflict Minerals Reporting Template (CMRT) and referring to the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas. We request that all suppliers work with us in dealing with conflict minerals.
2. Working Conditions
We request that suppliers respect fundamental human rights, also prepare independent standards, and provide safe and healthy work environments.
3. Environmental Activities
In accordance with "TEL Green Procurement Guidelines", we request that, together with the acquisition of ISO 14001 and the development of a structure for environmental conservation, suppliers also actively engage in environmental conservation activities and strive to use parts and materials, and methods of production, that have a reduced environmental impact and that consider resources conservation.
4. Management System
We request that management systems are developed and continuously improved, including systems related to safety, health, the environment, product quality and labor, in accordance with the corporate procurement agreement or any specific agreements or arrangements with the TEL group.
5. Technical Skills
We request that, in order to provide products and services that conform to customers' needs, suppliers always strive for improved technical skills and technological innovations.
6. Quality
We request that suppliers provide high quality products and services which meet the specifications required by the TEL group, by means of building quality during the design phase, and strengthening change control.
7. Supply, and Provide Systems
We request that suppliers provide a stable and flexible supply of products and services to deal with huge volatility in demand. Also, we request that suppliers prepare precautionary steps and continuity plans to reduce risks in the event of unforeseen situation such as disaster.
8. Price
We request that products and services are offered at competitive prices, and that continuous effort is made to reduce costs.
9. Business Management
For the continuation of our business transactions, we ask that sound and stable business management be implemented. We also request that the financial and company information needed to confirm those matters is disclosed.
10. Information Security
We request that a system be provided which prevents the leaking of confidential information and that any information acquired in dealings with the TEL group is strictly controlled.
Tax Policy
Global Tax Policy
Tokyo Electron Group, a global corporation, has published this global tax strategy as a guideline for tax practice, especially with regards to global tax compliance. In disclosing this approach to the groups’ tax governance, the company aims to maintain and improve its compliance structure, and manage its global tax risk. In addition the company seeks to ensure transparency in its tax affairs.
|1. Compliance and Tax Governance||Tokyo Electron Group operates its business in compliance with all local tax legislation, the OECD transfer pricing guidelines and the BEPS (Base Erosion and Profit Shifting) Action Plan.
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Under the responsibility of the Chief Executive Officer (CEO), the tax governance of Tokyo Electron Group is supervised and controlled by TEL headquarters’ Accounting Department. This is done with the cooperation of regional management who have responsibility for tax affairs in the Group’s overseas companies. The objective is to establish a framework under which the global tax risk is managed.
Tokyo Electron Group appropriately responds and adapts to the changing global taxation environment, including the latest tax legislation changes, in the countries and regions where its group companies and business relations operate.
|2. Tax Planning and Transfer Pricing||Tokyo Electron Group’s tax planning is built on sound business activity and it does not enter into contrived or artificial arrangements for the purposes of avoiding tax. The Groups policy is to pay tax as appropriate in each jurisdiction in which it has operations and creates value.
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The Group conducts cross-border intercompany transactions on an arms-length basis by determining the function and risk contribution of each of the parties involved, determining an appropriate distribution of profit consistent with the facts of each transaction.
|3. Relationship with tax authorities||Tokyo Electron Group seeks to build a strong relationship of trust with the tax authorities by demonstrating open mindedness and transparency. The Group will work to apply best practices through communications with the tax authorities on all significant business transactions that have an impact on its global tax affairs.
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The Group also makes every effort to avoid the risk of double taxation by utilizing the available APA programs for pre-agreement with the tax authorities as appropriate. | https://www.tel.com/sustainability/related-policy.html |
CNA PREFERRED!
Purpose of Your Job Position
The primary purpose of your job position is assisting in the planning, developing, organizing, implementing, evaluating, and directing of Transportation Programs in accordance with current federal, state, local and DOT standards, guidelines and regulations, as well as Solaris HealthCare's established policies and procedures to ensure the medical, emotional, recreational, and social needs of the resident are met/maintained on an individual basis.
Job Functions
General Responsibilities
Residents Rights
Transportation Driver Responsibilities
Assists in planning, developing, organizing, implementing and evaluating the transportation programs of this community.
Assists in maintaining a good working rapport with other departments within the community, and outside community health, welfare and social agencies, to ensure that programs can be properly maintained to meet the needs of the residents.
Keeps abreast of current federal, state and DOT regulations, as well as professional standards, and make recommendation on changes in policies and procedures to the Social Director.
Coordinates with the Administrator or Resident Services to assist residents with transportation in compliance with medical and/or leisure needs.
Communicates with Administrator or Resident Services for medical appointments to set up times residents should be ready to leave for their medical appointments.
Maintains an excellent working relationship with the medical profession and other health related facilities and organizations.
Meets with Administrator, on a regular basis, to assist in identifying and correcting problem areas, and/or the improvement of services.
Alert for any change in resident's condition. Reports to Administrator or Resident Services immediately.
Maintains CONFIDENTIALITY of all pertinent resident care information to ensure resident rights are protected.
Transports residents for medical/dental appointments as scheduled by Medical/Transportation Receptionist.
Transports residents for men's haircuts, shopping, banking and social outings as scheduled. Load and unload groceries for residents after grocery shopping. Must have awareness of Social calendar and events scheduled at community.
Assists and advises residents of safety measures loading on and off vehicles. Driver to wear safety belt while loading residents on and off vehicles.
Uses caution while transporting residents to avoid motions that could be detrimental.
In the event of an emergency (i.e. heart attack) does not remove resident, calls 911 for medical assistance. Upon return to community notifies the nurse on duty and Administrator immediately.
Reports all incidents and accidents immediately.
Ensures that all established safety regulations are followed at all times.
Recommendations to the Administrator the equipment and supply needed.
Checks gas, oil, antifreeze, brake fluids, platform and tire pressure on a timely basis to maintain the vehicle in good running order.
Vehicles are kept clean and orderly at all times. Keeps vehicles free of loose objects which could fall or roll.
Keeps chart on all incidents, mileage, gas used and number of residents transported daily. Weekly report is submitted to the Administrator in addition to a month-end full report.
Emergency numbers are kept in all vehicles at all times.
Safety check lists are completed before transporting residents. Vehicle safety equipment check lists done weekly. Turns both checklists in to Administrator.
Turns in vehicle maintenance request form and receives approval from Administrator prior to performing maintenance on vehicles. Submits all invoices to the Administrator.
Advises receptionist prior to leaving and upon returning with residents. Completes log of residents who board the bus, and leaves a copy with the receptionist. The original log stay on the bus, assuring all residents who left are returned.
Reviews department policies and procedures, as directed, and participates in making recommended changes.
Serves on various committees of the facility as may be directed.
Participates in community planning related to the interests of the facility and the services and needs of the resident and family.
Performs administrative requirements, such as completing necessary forms, change slips, reports, etc., and submitting to the Administrator as required.
Staff Development
Safety and Sanitation
Administrative Responsibilities
Special Activities/Attributes
Education
High School Diploma or equivalent is required.
Experience
(1) Year CDL driving license preferred.
Must possess violation free MVR report.
Prefer training in first aid and CPT.
Any combination of experience and training which provides the required skills, knowledge and abilities. | https://jobs.livecareer.com/l/transportation-driver-solaris-healthcare-5d7d4d7fd9aebed7a48569f60690fb80?sid=b660d639-d5fc-416f-8b66-8a91553d343a&q=School+Secretary&l=Navarre%2C+Florida&fid=&score=&resumenm=&isresumesearch=false&resumeguid=&bgclr=3 |
The Napa Chamber of Commerce announced today that the organization has formed a Countywide Business Advisory Group that will work with health and government officials, Chambers and key business owners/operators and community stakeholders to develop guidance and rules of engagement for business sector reopening and economic recovery.
The advisory group will consist of representatives from key economic sectors to develop respective draft guidance for each sector. Each sector group will provide a link to state, regional and local factors and protocols that lead to reopening. This information will identify where we align with state and regional guidelines, and where our particular set of circumstances warrant local customization.
“The Napa Chamber understands that our business community is feeling uneasy in these unprecedented times”, said Mike Murray, NCC Board Chair and Chief Financial Officer of Napa Recycling and Waste. “We realize there are many questions surrounding the timeline and processes for reopening sectors of our economy, especially when new information emerges almost daily.”
With a focus on public safety and trust our business community can thoughtfully and methodically begin to reopen in a way that will reduce the risk of the spread of COVID 19.
“Our executive team has shared our plans with Napa County Public Health Officer Dr. Karen Relucio, and received her support to proceed.” said Murray. “As we move forward, collaboration and recommendations will be in conjunction with Dr. Relucio, and include public health guidance at every stage.”
NCC will also work with all local Chambers, and industry groups like Visit Napa Valley and the Napa Valley Vintners to coalesce and convey the needs of businesses and their workforce to local government and the community.
“We recognize that resuming normal operations swiftly is tempting,” said Christi Coors-Ficeli, NCC Executive Committee Board member and CEO at Goosecross Cellars. “However, it is imperative that we each take individual responsibility for the broader effort, and that we are unified and cohesive in our actions. The unfortunate consequences could mean extended or renewed closures and set us back rather than helping us move forward.”
Local government is rightfully focused on COVID-19 public health and related governmental impacts and issues. Therefore, it is imperative that a cohesive and comprehensive plan is developed to address how local businesses and sectors begin to reopen and recover.
“Government is a partner in the solution, but not the sole solution,” said Ken Frank, Board Advocacy Chair and Owner/Executive Chef at LaToque. “The business community can play a role in shaping what comes next. The ultimate goal is to insure and maintain our health and safety – and to get our workforce back to work as quickly as feasible and as safely as possible.”
The critical and practical guidance provided by the business community and stakeholder groups will be key in developing and implementing a plan for the reopening of businesses and Napa County’s eventual recovery and the Chamber looks forward to the collaboration.
Introducing the Napa Chamber of Commerce Community Assist Campaign. This ongoing video series is being created to serve as a very simple assist to spark positive, productive conversations among leadership, business owners/operators, stakeholders and community members during a very challenging time.
We hope the messages of support and hope will serve as a reminder to all that we will get through TOGETHER. We will also be reaching out to Chamber members and Community stakeholders throughout the campaign to assist us in providing a path for your voices and messages to also be heard throughout the Napa Valley — the precious place we’re all so fortunate to call home.
Thank you to my Board of Directors, and collaborative media partners Caleb Sutter (1700 Film and Media), KVON/KVYN and the Napa Register.
Our sincere appreciation to all NCC members for your continued and unwavering support. It’s our privilege to engage, connect and collaborate with you during these challenging times. | https://napachamber.com/community-assist/ |
The student will study the transportation industry’s process of moving people and cargo around the world. Topics will include governmental regulation and the associated security concerns/procedures.
The student will study current trends in aviation/ transportation fiscal management from the perspective of project development and monitoring, including accounting, budgeting and purchasing. Studies in innovative and strategic financial decision-making will be introduced which include issues such as purchasing vs. leasing, outsourcing, and fractional ownership.
Governmental bodies, domestic trade organizations and international advisory groups issue regulations, guidelines and procedural standards which directly impact transportation. This course highlights the degree to which regulation shapes the industry.
A Safety Management System (SMS) is a dynamic management system based on Quality Management System (QMS) principles in a structure scaled appropriately to the operational risk, and applied in a safety culture environment in aviation and transportation. Safety management must be a cardinal priority for every transportation organization, including private enterprise and regulatory agencies. This course will cover not only concepts of SMS, but also the history of quality management, and present critical QMS concepts such as quality tools, strategic planning, deployment, statistical performance measurement, leadership/management, and documentation.
This course will examine issues associated with implementing a safety management systems program in aviation and transportation. Topics will include a review of SMS, review of human factors, and examine best practices for implementing SMS.
A study of the role of human resource management including hiring practices, initial employee training, professional development, and establishing employee benefit packages. Ethical concerns underlying labor relations, employee dissatisfaction, collective bargaining, labor/management conflicts, and other human resource management issues and trends will be discussed.
A select study of issues in aviation and other transportation industries. Topics will vary.
This course introduces students to both quantitative and qualitative research methods useful for academic and professional inquiry in aviation and transportation studies. The course also focuses on identifying the types of methodologies best suited for investigating different types of problems and questions. The course will provide students with the knowledge of: how to develop research questions; an introduction to statistics used in research; an understanding of the responsible and ethical conduct of research; and use of APA style in research writing.
This course is designed for the student completing the Masters Degree in Aviation and Transportation. The student will employ acquired knowledge through one of the following options: Thesis (students selecting this option must meet at scheduled times with an advisor); Practicum/Internship (requires a journal, culminating paper, and comprehensive exam); or Development and Presentation of Case Study/Action Plan. | https://lewisu.smartcatalogiq.com/en/Graduate-2021-2022/Graduate-Catalog/Course-Descriptions/47-Aviation |
Earlier this week, the Federal Railroad Administration (FRA) issued Safety Advisory 2016-02, setting forth new occupational health and safety guidelines for railway workers and railroad contractors in the United States. The advisory is specifically directed at roadway workers (railway employees and contractors performing work on or near tracks) whose activities often fall outside the scope of FRA safety regulations, and are therefore subject to OSHA jurisdiction. The advisory follows a June 10, 2016 Final Rule in which FRA established a number of new safety procedures and training requirements for railway employees and contractors as part of its ongoing effort to prepare railroad employees for compliance with OSHA safety standards and prevent work-related injuries and fatalities.
With the release of Safety Advisory 2016-02, FRA seeks to address and eliminate some of the most common hazards and safety risks encountered by roadway workers. These include slips, trips and falls, falling objects, electrocution, unexpected releases of hazardous energy, workers struck by off-track equipment or other vehicles, collisions between off-track equipment and trains, and general hazardous working conditions. FRA data showed that between 2000 and 2015, more than 60 fatalities occurred while roadway workers were performing work that was outside of the scope of the Administration’s safety regulations, prompting the FRA to bring its policies into greater alignment with that of OSHA.
The advisory lays out three important guidelines intended to not only help roadway workers comply with OSHA standards while performing work outside of FRA jurisdiction, but also to establish best practices for work activities performed within the Administration’s oversight. These guidelines include:
- Developing hazard-recognition strategies to identify and address existing conditions that pose actual or potential safety hazards, emphasizing the contributing factors or actions involved in roadway worker-related fatalities.
- Providing annual training to roadway workers on the use of hazard recognition strategies developed by the railroad or the railroad contractor.
- Implementing procedures for mandatory job safety briefings compliant with OSHA’s regulations prior to initiating any roadway worker activity. Consistent with OSHA’s regulations, roadway workers should use hazard-recognition procedures to identify potential hazards in their job briefings and then determine the appropriate measures to mitigate the identified hazards.
The first of these guidelines highlights the need to establish an effective hazard identification system that gives roadway workers the ability to report worksite hazards as they are encountered. This system should also provide an efficient mechanism for those hazards to be corrected, and to document those actions in order to demonstrate compliance. However, developing and implementing such a system may present several challenges for employers in the rail transportation industry. Timely communication of hazard information between workers and supervisors may be the greatest of these difficulties, as work typically occurs in remote locations without phone or internet connectivity.
Secondly, expanding safety training requirements to include more comprehensive hazard recognition and awareness is intended to support and strengthen the implementation of more effective hazard identification systems. Training should be made available to all roadway workers regardless of whether they are employees of the railroad, or one of its contractors. OSHA continues to reaffirm its commitment to protecting temporary workers and contractors in joint employer scenarios, enforcing workplace safety training requirements on both temporary and host employers. OSHA training standards also require accurate recordkeeping of training completion for each of your employees, and the ability to produce that documentation upon request by an OSHA inspector. However, since railroad workers and contractors are frequently distributed across large geographic areas, and sometimes travel to various locations throughout, providing those employees with sufficient training creates another substantial challenge for employers.
Lastly, the FRA advisory establishes the need to conduct workplace safety briefings or meetings prior to each job in order to communicate hazards to roadway workers, and to address job- or site-specific safety issues. These briefings must cover topics including hazards associated with the job, work procedures involved, special precautions, energy-source controls, and personal protective equipment requirements. OSHA requires safety briefings to be held at least once before each day or work shift in scenarios where hazardous work is being performed. OSHA also requires that additional job safety briefings be held if any significant changes that have the potential to affect the safety of the employees occur during the course of the work. Employers must document that they have conducted these safety briefings, and verify that employees have attended in order to comply with OSHA requirements.
Let VelocityEHS Help
VelocityEHS can help bring you up to speed with the new FRA guidelines, and simplify compliance with OSHA regulations to help you keep your crews safe. Our Incident Management solution includes an easy-to-use hazard identification system that allows you and your employees to document hazards and instantly assign corrective actions, and our new VelocityEHS Mobile App lets you perform hazard IDs right from your smartphone — anywhere, anytime, even when you’re offline! Our Training Management solution gives you the ability to quickly schedule, coordinate, evaluate and document workplace safety training for each of your employees across your entire enterprise with one seamless, centralized system, and our On-Demand Training solution gives your employees access to nearly 100 expert-reviewed training courses across a wide variety of EHS topics to provide them with the knowledge and skills they need to work safely, no matter where they are. In addition, our Safety Meetings solution lets you easily schedule and document pre-job safety meetings, invite attendees, record meeting topics and agendas, and document meeting information using your tablet or smartphone to demonstrate compliance with FRA and OSHA standards. | https://www.ehs.com/2016/12/federal-railroad-administration-aims-to-close-the-gap-on-roadway-worker-safety/ |
Building trust and promoting adaptive change in individuals, groups, organizations, and communities by mobilizing individuals and groups to identify and achieve relevant goals.
|2.||Critical Thinking
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Comprehensively exploring issues, ideas, artifacts, and events before accepting or formulating an opinion or conclusion.
|3.||Intercultural and Interpersonal Competence
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Demonstrating value for and understanding of individuals and cultures to ensure effective and appropriate interaction so that others feel respected.
|4.||Oral Communication
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Preparing and delivering a performance designed to increase knowledge, foster mutual understanding, or promote change in the listener’s mindset or behaviors.
|5.||Written Communication
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Developing and expressing ideas clearly through writing designed to increase knowledge, foster mutual understanding, or promote change in the listener’s mindset or behaviors.
|6.||Problem Solving
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Identifying and defining the problem; collecting background information and resources; analyzing, designing, evaluating and prioritizing potential strategies, then selecting and implementing one or more of them in order to achieve a desired goal.
|7.||Professionalism
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Engaging in readiness behaviors (showing up, being prepared and presentable, speaking and behaving respectfully); Assuming responsibility for caring (seeking the greater good, serving others, being patient-centered, and exceeding expectations); and Seeking growth (giving and receiving feedback and developing expertise).
|8.||Community and Civic Engagement
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Collaborating with community members and leaders to identify meaningful outcomes that align with their needs and our expertise, and working towards achieving a significant impact on those outcomes.
|9.||Moral Agency and Emotional Intelligence
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Managing oneself under challenging conditions, respecting others, making principled decisions in the face of external pressures to do otherwise, acting on those decisions and exhibiting a sense of life purpose.
|10.||Creative and Entrepreneurial Thinking
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Seeing problems as opportunities, embracing contradictions, working with an innovative mindset, connecting, synthesizing, and transforming existing knowledge, taking calculated risks, gaining support and being persistent in working through a project development cycle, and delivering a remarkable outcome.
|11.||Interprofessional Collaboration
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Working effectively with patients, families, communities and health workers from different professional backgrounds to deliver the highest quality of care through effective communication, ethical practice, understanding and coordinating roles and teamwork.
|12.||Clinical Competency
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Demonstrating the knowledge, skills, abilities, and attitudes necessary to perform effectively within the professional scope of patient-centered practice.
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CHSU COP Program Learning Outcomes (CAPE Outcomes)
|Students attending the CHSU College of Pharmacy undergo intensive education and training to give them the knowledge and skills needed to achieve the PLOs. The outcomes listed below follow the educational outcomes outlined by the Center for the Advancement of Pharmacy Education (CAPE) 2013.|
|1.||Learner (Learner)
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Develop, integrate, and apply knowledge from the foundational sciences (i.e., pharmaceutical, social/behavioral/administrative, and clinical sciences) to evaluate the scientific literature, explain drug action, solve therapeutic problems, and advance population health and patient centered care.
|2.||Patient-centered care (Caregiver)
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Provide patient-centered care as the medication expert (collect and interpret evidence, prioritize, formulate assessments and recommendations, implement, monitor and adjust plans, and document activities).
|3.||Medication use systems management (Manager)
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Manage patient healthcare needs using human, financial, technological, and physical resources to optimize the safety and efficacy of medication use systems.
|4.||Health and wellness (Promoter)
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Design prevention, intervention, and educational strategies for individuals and communities to manage chronic disease and improve health and wellness.
|5.||Population-based care (Provider)
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Describe how population-based care influences patient centered care and influences the development of practice guidelines and evidence-based best practices.
|6.||Problem Solving (Problem Solver)
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Identify problems; explore and prioritize potential strategies; and design, implement, and evaluate a viable solution.
|7.||Educator (Educator)
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Educate all audiences by determining the most effective and enduring ways to impart information and assess understanding.
|8.||Patient Advocacy (Advocate)
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Assure that patients’ best interests are represented.
|9.||Interprofessional collaboration (Collaborator)
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Actively participate and engage as a healthcare team member by demonstrating mutual respect, understanding, and values to meet patient care needs.
|10.||Cultural sensitivity (Includer)
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Recognize social determinants of health to diminish disparities and inequities in access to quality care.
|11.||Communication (Communicator)
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Effectively communicate verbally and nonverbally when interacting with an individual, group, or organization.
|12.||Self-awareness (Self-aware)
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Examine and reflect on personal knowledge, skills, abilities, beliefs, biases, motivation, and emotions that could enhance or limit personal and professional growth.
|13.||Leadership (Leader)
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Demonstrate responsibility for creating and achieving shared goals, regardless of position.
|14.||Innovation and Entrepreneurship (Innovator)
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Engage in innovative activities by using creative thinking to envision better ways of accomplishing professional goals.
|15.||Professionalism (Professional)
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Exhibit behaviors and values that are consistent with the trust given to the profession by patients, other healthcare providers, and society. | https://chsu.edu/prospective-students/learning-outcomes/ |
A judge on Tuesday gave the city’s Department of Transportation the go ahead to launch a “busway” on 14th St.
Manhattan Supreme Court Justice Eileen Rakower denied a petition by downtown community groups to put the brakes on the DOT’s plan, which will prohibit private car traffic on the street between Third and Ninth Aves.
The groups’ lawyer Arthur Schwartz in late June convinced Rakower to issue a temporary restraining order that stopped the plan from being implemented. The car ban was scheduled to go into effect on July 1.
But on Tuesday, the judge said the city had provided enough justification to move forward with the plan.
“If we’re going to entrust these agencies to do these classifications... then it’s very important there be something for judicial review," said Rakower. "Some document, some showing. While I did not have that on June 28, I believe I do have that now.”
“I looked to see that they (city officials) did their job,” Rakower added. “It wasn’t arbitrary and capricious.”
DOT spokeswoman Alana Morales said the new rules will go into effect next Monday, Aug. 12.
The decision is a major win for transit advocates and city officials alike — the DOT estimates that the new rules will increase bus speeds by 30% for some 27,000 daily riders. The M14 bus route, which runs across 14th St., is currently among the slowest in the city.
“This shows the city has the mandate to prioritize the safety of New Yorkers,” said Marco Conner, deputy director of street safety advocacy group Transportation Alternatives.
Riders Alliance spokesman Danny Pearlstein commended city officials for “standing up to rich and powerful people in court.”
Breaking News
“The judge’s ruling also sets the stage for future victories and better bus service citywide,” Pearlstein said.
Schwartz said he was “disappointed” with the ruling, and that he will speak with his clients about an appeal.
The community groups argued that the plan would lead to cars spilling onto residential streets, and said that they need to do more environmental review.
Rakower disagreed with that argument, noting that the redesign on 14th St. are at the discretion of agency leaders who are appointed by elected officials.
Starting next week, only trucks, buses and cars accessing parking garages or making pickups and drop offs will be permitted on the street. The regulations will be in place from 6 a.m. to 10 p.m. daily.
The city plans to use the NYPD’s recently expanded fleet of tow trucks to help enforce the car ban. They’ll also use cameras to crack down on rule breakers, including brand new video cameras that are in place on the front of some Metropolitan Transportation Authority buses.
The car restrictions aren’t necessarily permanent — city officials in April said the program will run as an 18-month pilot. | https://www.nydailynews.com/new-york/ny-14th-st-busway-city-lawsuit-dot-20190806-s5g57hjeqfaczhvxrqrtfdkvum-story.html |
William J. Rudnik, Esq. is certified by the NJ Supreme Court as a Matrimonial Attorney. He is also qualified as a Mediator in the field of Family Law under the New Jersey Court rules, and he is trained in Collaborative Divorce. Contact Mr. Rudnik at 908-735-5161 or via email.
Ten Things I Have Learned About Divorce From Being a Family Lawyer
May 6, 2016 | Written by: Share|
Over the course of my 22 years as an attorney and 17 years focusing on family law, I have acquired a great deal of knowledge and insight pertaining to the divorce process. Below are ten of the most important things I have learned about divorce.
1. Divorce is an Emotional Process and the Client’s Emotions Cannot be Ignored.
Family law attorneys are typically removed from the emotional aspects of a divorce case. However, attorneys must always be aware of the emotions of both parties and understand that divorce is a difficult process from an emotional standpoint. The parties’ emotions can impact how they proceed through the process and whether or not they are reasonable in terms of settlement. It is important for attorneys to not simply ignore the emotions involved, but to try to get their client to address the emotions they are feeling, either through therapy or other outlets, so that they can make decisions that are not solely based on emotion.
2. It is Natural for There to be a Lack of Trust in Divorcing Couples.
Most people trust their spouse during a marriage. However, when one or both parties decide to divorce, it breaks that trust. It should not be surprising to anyone involved in the divorce process that there will be skepticism and distrust. Each side should not assume the other side will simply take them at their word. Documentation should be used to support any claims and there should be a free flow of documents during the discovery process. Withholding or refusing to provide documents can only increase the level of distrust.
3. Think Twice Before Firing off a Nasty Letter.
Many times the initial reaction to a divorce request is for the receiving party to send a nasty email to his/her spouse, or to have his/her attorney send a nasty letter to the spouse. Rather than immediately responding, a party and/or the attorney should let some time pass while they think it through. They should consider two things: a) will this help to bring a resolution to the case; and b) how will this correspondence or email make me look? After pausing and contemplating those two concerns, on most occasions letters and emails will be toned down before being sent, or may not be sent at all. You do not want to look back and think “I wish I had not sent that email (or letter).”
4. The Children’s Best Interests Should Be the Ultimate Concern of Both Parents and Their Attorneys.
The children are innocent bystanders in the divorce process. They did not ask for the divorce and they almost always want their parents to stay together. The parties and their attorneys should always keep the children’s best interest in mind, but experience has shown that many times they do not. If the focus remains on the children, the parties are more likely to communicate, cooperate, and resolve their case.
5. The Best Parenting Schedules are Those Where Both Parents are Involved in a Child’s Life.
Research has shown that children want both parents in their lives. Parents must understand the role the other parent plays in the child’s life and the benefit to the child of having both parents involved. It can be damaging for a child to see competition between parents. The focus should not be about who can have the most parenting time, or to determine who is the better parent. The focus should be about raising the child to be well adjusted and cared for so they are not emotionally damaged and are able to form their own relationships as they get older.
6. Being a Family Court Judge is an Extremely Difficult Job.
Being a Family Court judge is often a thankless job. Family Court judges are often overwhelmed and without sufficient help due to the lack of judicial appointments. They often receive criticism from the litigants and attorneys despite the fact that they have an extremely difficult job. They have to make decisions that will impact families not just from a financial standpoint, but more importantly in regard to custody and parenting time. It is a very stressful job. While no one would expect an attorney or a client to agree with all of a judge’s decisions, everyone should be aware that judges are making their decisions based on what they believe is best for all involved. Before criticizing a Family Court judge, put yourself in his/her shoes and consider how difficult it truly is to make these types of decisions.
7. The System May be Flawed, But It is What We Have.
We hear all the time from clients, attorneys, judges and court staff that there are problems in many areas of the divorce process and system. We have too few judges, and those judges are under pressure to move cases along. We have too few court personnel, and at times there are conflicting purposes in regard to moving the process along as compared to what may be best for the parties going through the divorce (such as alternate dispute resolution). There are processes and procedures that are inefficient, time-consuming and costly in terms of attorneys’ fees. We must accept that the system we have, however flawed, is what we must use to get parties divorced. As a result, attorneys must guide their clients accordingly, and properly explain the flaws in the system, rather than simply complaining about them. Attorneys, judges and Court personnel must work together to make the court process as efficient as possible. This ties into numbers 8 and 9 below.
8. No One “Wins” in a Divorce Case.
The divorce process can be expensive, time-consuming and extremely frustrating. Judges often state that “a fair resolution or an equitable decision by the court is one where both parties are equally dissatisfied.” The goal of the parties and their attorneys should not be to “win,” but to get through the process in a fair and equitable manner without incurring substantial attorneys’ fees. Alternate dispute resolution, including mediation, collaborative divorce and arbitration, can help to resolve cases.
9. Resolving Issues Amicably is the Best Solution.
Settling cases in an amicable manner has been shown to result in less post-judgment issues returned to court. In addition, the cases that are resolved amicably are less expensive from an attorney fee standpoint and take up less of the parties’ time. An amicable resolution leads to less stress on the parties, which, if there are children involved, is important for them as well. Routinely, parties who litigate their cases reach the conclusion that the dispute was not worth litigating. Typically, parties who use alternative dispute resolution are more satisfied with the reduced cost, reduced stress and resulting settlement than those who litigate.
10. Do Not Judge Others.
All human beings have flaws. As divorce is an emotional and difficult process, we must understand that individuals going through the process are not always at their best. Many individuals have made mistakes during their marriage and many make mistakes during the divorce process. In general, people tend to judge others and place judgment based on how someone looks, how someone acts, or what someone says. It is important that we try to have some compassion and understanding for others, not just our own clients, or our own friends and family, but for everyone, especially when going through a difficult process such as divorce. | https://www.gklegal.com/blog/ten-things-i-have-learned-about-divorce-from-being-a-family-lawyer/ |
Contributed by Frank Grese
The scope and application of the common interest privilege can become an issue in chapter 11 cases given the various constituencies with their various interests and shifting alliances. The common interest privilege is an extension of the attorney-client privilege that allows two or more parties facing a common opponent to share privileged information without waiving their right to assert the attorney-client privilege.
In a recent ruling In re Cherokee Simeon Venture I, LLC, Judge Kevin Gross of the United States Bankruptcy Court for the District of Delaware provided further guidance on the application of the common interest privilege. At issue in Cherokee was whether the debtor and the debtor’s manager have a common interest in the defense against a secured creditor’s motion to dismiss the bankruptcy case for bad faith such that the communications between the parties are privileged.
Background
Cherokee involved a debtor whose sole asset was an 89 acre parcel of contaminated property that was subject to complex environmental remediation. The property was deeded to the debtor by Zeneca Inc. in 2002 when it was believed that all remediation issues were resolved; however, in 2006, regulatory authorities reopened the remediation. Zeneca remained liable for a significant portion of the additional remediation expenses. Indeed, Zeneca continued to be actively involved with the debtor. Pursuant to an operating agreement with the debtor, Zeneca was the manager of the debtor and appointed the debtor’s authorized representative. The debtor filed for bankruptcy protection in October, 2012, and beginning in January 2013, Zeneca became the debtor’s sole financing source, having provided the debtor with a $75,000 loan after EFG-Campus Bay, LLC, the debtor’s primary secured creditor, refused to allow the debtor to use cash collateral.
The Motions to Dismiss and the Fight About Common Interest
In April 2013, Zeneca decided to stop funding the debtor’s chapter 11 case leading the debtor to file a motion to dismiss its case. Separately, EFG also sought to dismiss the chapter 11 case as a bad faith filing. At the time Judge Gross issued his opinion, the only remaining issue in dispute was whether the case should be dismissed for bad faith. In its motion to dismiss, EFG alleged that the bankruptcy case was commenced solely for Zeneca’s benefit so Zeneca could retain control over the property to manage and potentially reduce its remediation expenses. On cross-examination of the debtor’s representative, counsel for EFG asked questions with respect to how Zeneca and the debtor developed plans for litigation strategy and cross-examination at the hearing of EFG’s witness. Counsel for the debtor and Zeneca objected to these questions on the grounds that such communications were protected by the common-interest privilege. Specifically, Zeneca and the debtor claimed that, in preparation for the hearing on EFG’s motion to dismiss, they developed a common defense strategy based on communications between the debtor’s representative, debtor’s counsel, and Zeneca’s counsel.
EFG argued that the common interest privilege does not apply to communications involving the debtor’s representative because the privilege only protects communications between counsel for different clients (i.e., it does not apply to communications of one client representative to attorneys of another party in matters of common interest). The court quickly dismissed this argument by quoting precedent in the Third Circuit stating that the common interest privilege protects “communications between a client and its attorneys and attorneys of another client.”
EFG also argued that even if the privilege applies to communications between one client and counsel for the other, it was effectively destroyed given that the debtor’s authorized agent was appointed by Zeneca (i.e., Zeneca’s agent was present while the debtor’s agent communicated with Zeneca’s counsel). Citing no case law in support of its argument, EFG asserted that if the parties wanted the protection of the common interest privilege, then an independent authorized representative should have been chosen for the debtor. The court rejected this argument and, in fact, found that the authorized representative’s connection to the debtor and Zeneca was in itself evidence of a close relationship associated with the common interest privilege. The court also cited precedent stating that the common interest privilege protects “communications between individuals and entities and counsel for another person or company when the communications are part of an on-going and joint effort to set up a common defense strategy.”
Finally, EFG argued that because Zeneca is also a large creditor of the debtor, it cannot share a common interest with the debtor because it must be presumed to have legal interests that are in conflict with the interests of the debtor and its estate. The court dismissed this argument finding that it runs contrary to established precedent holding that the common interest privilege still applies even where parties’ interests are adverse in substantial respects, but aligned with respect to others (we’ve blogged in the past about bankruptcy court decisions reaching a similar conclusion on this point – see here and here).
After rejecting each of EFG’s arguments, the court found that the common interest applied to the communications in question between the debtor and Zeneca and their respective counsel, as they were in furtherance of their common effort to prosecute the bankruptcy case and defend against EFG’s bad faith filing claim and for the purpose of developing privileged legal strategies related to EFG’s motion to dismiss and to prepare for the hearing on the motion.
The Cherokee court is not the first court to find the common interest privilege applicable to parties whose interests could be adverse in some respects but not others. Indeed, prior to Cherokee, the common interest privilege has been applied between a debtor and (i) an ad hoc committee, (ii) a prepetition future asbestos claims representative, (iii) a creditors committee, and (iv) an affiliate company. In addition to reaffirming that the privilege applies to communications between a client and its attorneys and attorneys of another client, Cherokee serves as yet another example where courts have found that parties whose interests are substantially adverse in many respects can still have a common interest for a specific purpose. | https://restructuring.weil.com/litigation-issues/is-the-common-interest-privilege-becoming-more-common/ |
On March 27th, 2018, the Court of Appeal of Paris issued a decision on withdrawal of the seizure order on the grounds that the principle of impartiality had been violated since the patent attorneys (“CPIs”) assisting the bailiff wrote a report on the probability of the infringement annexed at the seizure request.
It will thus be advisable to rely on a patent attorney which did not know the case at all in order to practice a seizure without taking the risk of a withdrawal of the order.
The French Supreme Court ruled on the debate regarding the patent attorneys’ independence when they assisted the bailiff during the seizure. They finally considered that the profession of an IP attorney, as an independent profession, provided sufficient guarantees which allows an IP attorney, even the usual IP attorney of the seizing party, to assist the bailiff during the seizure. In the present case, the question that arises is the impartiality of the patent attorney regarding the seizing party.
By summons dated June 23, 2017, MANITOU BF (so-called “MANITOU”) requested the withdrawal of the seizure order of June 2, 2017 rendered at the request of JC BAMFORD EXCAVATORS Limited (so-called “JC BAMFORD”). MANITOU claimed that the request was presented unfairly since the patent attorneys designated to assist the bailiff were not impartial on the basis of article 6-1 of the Convention for the Protection of Human Rights and Fundamental Freedoms (ECHR) and Article 9 of the Code of Civil Procedure. According to MANITOU, the drafting of a private expert report – describing the characteristics of the allegedly infringing material – filed as supporting evidence for obtaining the seizure, by two patent attorneys designated for the seizure, suggested that the seizure will not be executed with impartiality. More specifically, in the case at stake, the expert report of patent attorneys has been drafted one month before the seizure, in the presence of the employees of the seizing party, on their site and with the means and assistance of the seizing party.
By an interim order of withdrawal of 5 October 2017, the Judge rejected the request of withdrawal of MANITOU since “the industrial property attorneys, because of their ethics code of conduct, even if they are the usual counsel of the seizing party, are authorized to attend the seizure operations”. The Judge found that the unfair nature of the request for the seizure had not been demonstrated.
However, the Paris Court of Appeal overturned the above-mentioned order for interim relief on the grounds that “irrespective of their status, which imposes on them ethics obligations, patent attorneys cannot, without necessarily being violating the principle of impartiality required by Article 6 of the [ECHR], to be appointed as experts by the judicial authority whereas they had previously acted as experts on behalf of one of the parties in the same case“. The Paris Court of Appeal has thus withdrawn the entire interim order of June 2nd, 2017.
The decision of the Court was appealed. We will see if the French Supreme Court will follow the reasoning initiated by the Court of Appeal regarding the lack of impartiality of the patent attorneys who previously acted as experts in the context of the seizure.
The scope of this decision could be moderated since, in this case, several factual arguments on the drafting conditions of the expert report with the assistance of the seizing party were raised as reported above. In this context, if the patent attorney who prepared a preliminary report for the seizing party had access to some information about the alleged infringing material may not be considered impartial, we may ask ourselves what the measure of impartiality should be. The decision of the Court of Appeal does not set a clear limit on this point; it does of course reiterate that patent attorneys are independent and from that point of view are allowed to assist during seizures.
Therefore, in order to avoid withdrawal of a seizure order, the seizing party will not refer in its request to a patent attorney who intervened previously as an expert in the same case, e.g. as an expert having participated in a private expert report filed as supporting evidence for obtaining the seizure as in the present case. The risk would be the characterization of the impartiality of the designated patent attorney and, correspondingly, the possible withdrawal of the seizure order. Whether this position would extend to any type of private expertise is unknown; hopefully the Supreme Court will provide guidance.
We would recommend to use a patent attorney who had no relationship with the seizing party beforehand for assisting during seizures.
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French Supreme Court, Commercial chamber, 8 March 2005, appeal No. 03-15871
Court of first instance of Paris, 3rd chamber, 4th section, interim order of withdrawal of 5 October 2017, Manitou vs. Bramford, docket No. 17/08818, page 8
Court of appeal of Paris, Pole 5, Chamber 1, 27 March 2018, Manitou vs. Bramford, docket No. 17/18710, page 9
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To make sure you do not miss out on regular updates from the Kluwer Patent Blog, please subscribe here. | http://patentblog.kluweriplaw.com/2018/08/15/france-upset-practice-seizure-withdrawal-seizure-order-due-lack-impartiality-patent-attorneys/ |
Wrongful Death Legal Glossary D
Damages: Damages are awarded in various categories. Compensatory damages compensate the plaintiff for actual dollar-value losses (e.g., medical expenses, both past and future), lost income, loss of future earning capacity, etc. General damages, which are also a form of compensatory damages, cover more intangible losses, such as pain, suffering, humiliation, the loss of enjoyment of life as well as grief suffered from the loss of a loved one. Punitive damages (which are rare) serve to punish a defendant for extreme behavior and which serve to deter others from similar conduct.
Decision: The judgment rendered by a court after a consideration of the facts and legal issues before it.
Defective Product: A "defective product" is one that causes injury to a person because of some defect in the product (e.g., manufacturing defect, design defect, or inadequate warning). Product liability litigation and claims are usually more complicated than ordinary cases because of the necessity of securing experts in the field from which the product was manufactured. These experts can show alternative designs, and can demonstrate that the manufacturer could have prevented the injury, or death, by making modifications, installing safety guards, or having designed a completely different product.
Deposition: A deposition is a form of discovery in which a plaintiff, a defendant, a witness, or an expert witness with relevant information about a lawsuit is formally questioned under oath by the attorneys representing all parties in the lawsuit. The deposition is similar to the giving of oral testimony in a trial, but takes place under less formal circumstances and in advance of a trial. The deposition is typically before a court reporter and the witness is subjected to examination by attorneys for all parties.
Defendant: A person who is sued or accused in a court of law.
Design Defect: In these cases, a poor design causes injury to the person. In North Carolina, the injured person must prove that the manufacturer acted unreasonably in designing the product, that this conduct proximately caused the injury, and one of the following: the design of the product was so unreasonable that a reasonable person, aware of the facts, would not use or consume a product of this design; or the manufacturer unreasonably failed to adopt a safer, practical, feasible and otherwise reasonable design and that the better design would have prevented or substantially reduced the risk of harm without substantially impairing the usefulness, practicality or desirability of the product.
Direct Evidence: Evidence that stands on its own to prove an alleged fact.
Direct Examination: The initial questioning of a witness by the party that called the witness.
Directed Verdict: A judge's order to a jury to return a specified verdict, usually because one of the parties failed to prove its case.
Disbursements: Expenditures of money. When lawyers charge clients for disbursements, they seek to recover costs for expenses such as photocopying, long-distance phone charges, etc.
Discovery: The use of depositions, interrogatories, requests for production of documents, requests for admissions, and demands for independent medical examinations, and other procedures to discover relevant evidence possessed by the other parties or by independent witnesses.
Dismissal with Prejudice: An order to dismiss a case in which the court bars the plaintiff from suing again on the same cause of action.
Dismissal without Prejudice: An order to dismiss a case in which the court preserves the plaintiff's right to sue again on the same cause of action.
Dismissal: The judge may dismiss your case at motion hearing if there is evidence that your rights were violated during the stop of the vehicle, or a host of other reasons, if the evidence against you is weak. The judge can dismiss a case with prejudice, which means the DA can't re-file the case against you, or without prejudice, which means the DA can chose to re-file and try again to convict you.
Drunk Driving: A general reference to those criminal cases that are called DUI, DWI, OUI, OWI, DUII, DWAI, or other acronyms. They generally describe two types of cases: first, where the driver is sufficiently impaired by alcohol, drugs, or a combination of the two that the driver cannot drive safely. Second, "drunk driving" relates to those cases where someone is above that state's legal limit, usually .08, no matter how safely the person is driving.
DUI: Driving under the influence. Will either refer to driving under the influence of alcohol, driving under the influence of drugs, or driving under the influence of a combination of liquor and drugs. This is the most widely used acronym for drunken driving cases. The standard for what it means to be under the influence will vary from state to state. It is important to contact a lawyer in your area that knows DUI law if you have been accused of DUI or a related drunk driving offense.
DUII: Driving under the influence of an intoxicant. The intoxicant in DUII cases can be either alcohol or other drugs. There is no difference between a charge of DUII and DUI. A DUII charge is no more or less serious than that of DUI. However, Oregon, the state that refers to drunk driving as DUII, does have a pre-trial diversion program that many other states do not offer. Before you get involved in any diversion program, please talk to a DUI defense lawyer, as there are pros and cons to these types of programs.
Duty to Warn: The legal obligation to warn people of a danger. Typically, manufacturers of hazardous products have a duty to warn customers of a product's potential dangers and to advise users of any precautions they should take.
DWI: Driving while intoxicated, or driving while impaired. Like DUI, DWI can refer to driving while intoxicated or impaired as the result of either drinking alcohol or taking drugs, or both. This is the second most widely used acronym for drunken driving cases. Like DUI, the question of how to define being intoxicated or impaired is at the heart of a drunken driving case in jurisdictions that use DWI. It is critical to consult with a DWI lawyer in your area that understands these sophisticated issues. | https://www.fortheinjured.com/west-palm-beach/wrongful-death-lawyers/glossary/d/ |
In “My Cousin Vinny,” arguably one of the best movies of all time, the character Mona Lisa Vito, played by Marisa Tomei, testifies as an automotive expert in a criminal case and provides an opinion about an automotive issue (positraction) that wins the case and results in the acquittal of two young men charged with murder. Experts are often necessary in litigation to provide professional opinions on complex issues in a wide range of cases. In any family law case, one of the strategic decisions a client must make with their attorney at the outset is whether to hire an expert. The following are some of the experts that parties to a family law case should consider hiring depending upon the issues in your family law case:
- Forensic accountant: Investigates whether a party has hidden assets and income, traces parties’ assets to nonmarital sources such as premarital assets, inheritance or gifts, or rebuts claims by the opposing party that certain property is nonmarital or marital.
- Business evaluation expert: Determines the economic value of a business owned by one of the parties in a divorce case so that the Court can consider the value of the business in the distribution of marital property.
- Real estate appraiser: Determines the value of the marital home, vacation homes, commercial properties owned by the parties, and any other real property that may be subject to distribution.
- Custody evaluator: Makes recommendations as to legal and physical custody of children after interviewing the parties, third parties, and the children, observing the parties and children, reviewing relevant documents, and in some cases performing psychological testing.
- Vocational expert: In cases involving claims for alimony, testifies as to the ability of a party to obtain and maintain employment and the amount of income the party is capable of earning.
- Attorneys’ fees expert: A lawyer who has substantial experience practicing family law and opines as to the reasonableness of attorneys’ fees incurred by the parties for the purpose of obtaining an award of attorneys’ fees or opposing a claim for attorneys’ fees.
Courts often impose deadlines for the designation of experts early in the case. Failure to designate an expert by the court-ordered deadline can result in a party not being permitted to have an expert testify. An expert will explain complex issues to the Court in the presentation of your case and can rebut the opinions of experts hired by the opposing party. An expert can also provide valuable advice during the discovery process, preparation for trial, and settlement negotiations. That is why it is so important to retain an expert in accordance with the court’s deadline and have the expert begin working on the case. It also helps to have an attorney who knows the expert, has worked with the expert in the past and is confident that the expert will provide compelling testimony and opinions that will be accepted by the court at trial.
ABOUT MARSHALL YAAP
[email protected] | 240.507.1754
Marshall Yaap represents clients in domestic and international family law matters. His practice focuses on child custody, child support, divorce, property division, alimony, domestic violence cases, and marital and premarital contracts. Before entering private practice, Marshall served as a judicial law clerk at the Superior Court of the District of Columbia for retired Judge Odessa F. Vincent, Magistrate Judge Errol R. Arthur, and retired Magistrate Judge S. Pamela Gray. Prior to law school, Marshall worked for daily newspapers as a reporter and editor.
ABOUT OFFIT KURMAN
Offit Kurman, one of the fastest-growing, full-service law firms in the United States, serves dynamic businesses, individuals and families. With 17 offices and nearly 250 lawyers who counsel clients across more than 30 areas of practice, Offit Kurman helps maximize and protect business value and personal wealth by providing innovative and entrepreneurial counsel that focuses on clients’ business objectives, interests and goals. The firm is distinguished by the quality, breadth and global reach of its legal services and a unique operational structure that encourages a culture of collaboration. For more information, visit www.offitkurman.com. | https://offitkurman.com/blog/2022/05/06/consider-whether-an-expert-is-necessary-for-your-family-law-case/ |
Although it initially may seem peculiar to think of federal agencies as "clients" seeking legal advice, it is certainly true that these entities -- no less so than individuals and corporations -- require confidential legal advice from their attorneys in order to function effectively. Taking note of this fundamental need, the courts have uniformly held that federal agencies may enter into privileged attorney-client relationships with their lawyers. See, e.g., Coastal States Gas Corp. v. Department of Energy, 617 F.2d 854, 863 (D.C. Cir. 1980) (it is "clear that an agency can be a 'client' and agency lawyers can function as 'attorneys' within the . . . privilege"). See generally Note, The Applicability and Scope of the Attorney-Client Privilege in the Executive Branch of the Federal Government, 62 Boston U.L. Rev. 1003 (1982).
Exemption 5 of the Freedom of Information Act, 5 U.S.C. § 552(b)(5), incorporates the attorney-client privilege among other civil discovery privileges. See, e.g., NLRB v. Sears, Roebuck & Co., 421 U.S. 132, 154 (1975). Particularly now that the Supreme Court has held that the scope of Exemption 5 is coextensive with the scope of each of the civil discovery privileges it incorporates -- see United States v. Weber Aircraft Corp., 104 S. Ct. 1488, 1492-94 (1984); FTC v. Grolier Inc., 462 U.S. 19, 26-28 (1983); see also FOIA Update, Fall 1984, at 6 -- agency FOIA personnel need to possess a precise understanding of the scope and contours of the attorney-client privilege as it has been applied in the civil discovery context.SCOPE OF THE PRIVILEGE
The scope of the attorney-client privilege is in part broader and in part narrower than other major civil discovery privileges traditionally recognized as incorporated into Exemption 5. For instance, in contrast to the deliberative process privilege, the attorney-client privilege can protect factual information, when those facts are divulged by a client to his attorney. See, e.g., Brinton v. Department of State, 636 F.2d 600, 605-06 (D.C. Cir. 1980), cert. denied, 452 U.S. 905 (1981). Although there is often a significant overlap between the attorney-client and deliberative process privileges, the distinction between the two is that "the attorney-client privilege permits nondisclosure of an attorney's opinion or advice in order to protect the secrecy of the underlying facts, while the deliberative process privilege directly protects advice and opinions and does not permit the nondisclosure of underlying facts unless they would indirectly reveal the advice, opinions, and evaluations circulated . . . as part of [the] decisionmaking process." Mead Data Central, Inc. v. Department of the Air Force, 566 F.2d 242, 254 n.28 (D.C. Cir. 1977). Similarly, the attorney-client privilege is even broader than the attorney work-product privilege in one respect, in that it protects all confidential communications between client and attorney, not merely those made in anticipation of litigation. See FOIA Update, Fall 1984, at 6; FOIA Update, Summer 1983, at 6.
The purpose of the attorney-client privilege is to protect from discovery in civil litigation those "confidential communications between an attorney and his client relating to a legal matter for which the client has sought professional advice." Mead Data, 566 F.2d at 252. Therefore, the privilege "normally extends both to the substance of the client's communication as well as the attorney's advice in response thereto." Matter of Fischel, 557 F.2d 209, 211 (9th Cir. 1977) (citation omitted). Such confidential communications are shielded from disclosure in order to encourage full and frank discussion between the client and his legal advisor. Mead Data, 566 F.2d at 252. Indeed, as the Supreme Court has phrased it, "[t]he privilege recognizes that sound legal advice or advocacy serves public ends and that such advice or advocacy depends upon the lawyer's being fully informed by the client." Upjohn Co. v. United States, 449 U.S. 383, 389 (1981). Limitations on the attorney-client privilege have therefore necessarily been construed narrowly. See, e.g., Martin v. Lauer, 686 F.2d 24, 32 (D.C. Cir. 1982).CONFIDENTIALITY OF UNDERLYING INFORMATION
An ill-conceived line of FOIA cases emanating from the U.S. Court of Appeals for the District of Columbia Circuit has caused considerable confusion as to whether the attorney-client privilege protects an attorney-client communication where the specifics of the communication are confidential but the underlying subject matter is known to an outside third party. In Mead Data, the first of these cases, the D.C. Circuit held that communications between the Air Force and its legal counsel concerning negotiation offers made by and received from a litigation opponent were not protected by the attorney-client privilege because the substance of the offers was of course also known by the opponent. See 566 F.2d at 255.
In a forceful dissent to that decision, Circuit Court Judge Carl McGowan observed that in a great many cases attorney-client discussions concern the client's dealings or relationship with one or more third parties and that the "mere fact that those third parties are aware of the factual details of their interaction with the client cannot automatically defeat a claim of confidentiality asserted in connection with the client's recounting of that interaction to his attorney." Id. at 264. Taking issue with the Mead Data majority's reliance on the fact that the third party in that case had knowledge of some of the facts communicated by the agency to its lawyers, Judge McGowan reasoned that the key point was not whether the third party "is familiar with the course of negotiations between the parties, but whether the Air Force's communicator with its legal counsel was confidential, i.e., whether the Air Force legitimately expected that its summary of past events to its counsel would remain undisclosed." Id.
The majority opinion in Mead Data dismissed Judge McGowan's dissent merely by stating that he "structures his concern relative to the attorney-client privilege in sound generalities which unfortunately disregard the basic fact that this case arises under the Freedom of Information Act." Id. at 255 n.28. This restrictive view of the scope of the attorney-client privilege has been followed within the D.C. Circuit in two subsequent FOIA cases. See Schlefer v. United States, 702 F.2d 233, 245 (D.C. Cir. 1983), Brinton v. Department of State, 636 F.2d at 604. However, subsequent decisions by the Supreme Court compel the conclusion that the analysis applied in this line of cases is no longer valid, if it ever was, either as an analytical approach to the privileges encompassed within Exemption 5 of the FOIA or as a matter of substantive law interpreting the attorney-client privilege.
As a threshold matter, the Supreme Court has recently emphasized in both Weber Aircraft, 104 S. Ct. at 1492-94, and Grolier, 462 U.S. at 26-28, that the scope of a privilege encompassed within the FOIA's Exemption 5 is coextensive with the scope of that privilege in the civil discovery context. Thus, contrary to the position of the Mead Data majority, the "fact that [a] case arises under the Freedom of Information Act," 566 F.2d at 255 n.28, is simply of no significance in determining the substantive contours of a civil discovery privilege.
With respect to the substantive breadth of the attorney-client privilege, the Supreme Court not long ago emphasized that "'[T]he protection of the privilege extends only to communications and not to facts. A fact is one thing and a communication concerning that fact is an entirely different thing. The client cannot be compelled to answer the question, 'What did you say or write to the attorney?' but may not refuse to disclose any relevant fact within his knowledge merely because he incorporated a statement of such fact into his communication to his attorney.'" Upjohn, 449 U.S. at 395-96 (quoting Philadelphia v. Westinghouse Electric Corp., 205 F. Supp. 830, 831 (E.D. Pa. 1962)) (emphasis in the quoted opinion); see also United States v. Cunningham, 672 F.2d 1064, 1073 n.8 (2d Cir. 1982) ("[W]e do not suggest that an attorney-client privilege is lost by the mere fact that the information communicated is otherwise available to the public. The privilege attaches not to the information but to the communication of the information."), cert. denied, 104 S. Cl. 2154 (1984); In re Ampicillin Antitrust Litigation, 81 F.R.D. 377, 388 (D.D.C. 1978) ("[T]he communication need not be of confidential information for the privilege to apply."). In addition to recognizing the need for complete protection of all communications between a client and his attorney, this more expansive view of the privilege has been praised as not "impos[ing] the near impossible burden of proving that other parties are ignorant of the facts underlying the communication." Note, 62 Boston U.L. Rev. at 1021.
Accordingly, agencies should disregard the restrictive, pre-Upjohn limitation on the attorney-client privilege applied by the D.C. Circuit in Mead Data and Brinton. (Although Schlefer, the third in this line of cases, was decided after Upjohn, the D.C. Circuit's rather perfunctory treatment of the issue, see 702 F.2d at 245, completely ignored the Supreme Court's guidance on this point.)WAIVER OF THE PRIVILEGE
Another important aspect of the attorney-client privilege is its particular confidentiality requirement; that is, the privilege will be found to be waived when the communication is disseminated outside of the traditional attorney-client relationship, even when such dissemination is entirely within the agency. In fact, it has generally been recognized that "[t]he burden is on the agency to demonstrate that confidentiality was expected in the handling of these communications, and that it was reasonably careful to keep this confidential information protected from general disclosure." Coastal States, 617 F.2d at 863. Of course, free disclosure has always been permitted to those individuals within an agency holding decisionmaking authority. See, e.g., id. ("[T]he privilege should not be defeated by some limited circulation beyond the attorney and the person within the group who requested the advice."); Mead Data, 566 F.2d at 253 n.24 ("Where the client is an organization, the privilege extends to those communications between attorneys and all agents or employees of the organization who are authorized to act or speak for the organization in relation to the subject matter of the communication."); Sterling Drug, Inc. v. Harris, 488 F. Supp. 1019, 1025 (S.D.N.Y. 1980) (communications between FDA legal staff and agency officials with apparent decisionmaking responsibilities fall within privilege). Moreover, it is important to note that the Supreme Court in Upjohn expanded the range of personnel who may provide or share privileged information by holding that the privilege encompasses confidential communications made to attorneys not only by decisionmaking "control group" personnel, but also by those lower-echelon employees who possess information needed by counsel to advise their clients. 449 U.S. at 391-92.
Indeed, several FOIA cases decided subsequently to Upjohn have held that the limited dissemination of documents or information to those individuals within an agency involved in a specific matter, regardless of their echelon, does not constitute a breach of confidentiality waiving the privilege. See, e.g., Murphy v. TVA, 571 F. Supp. 502, 506 (D.D.C. 1983) (limited dissemination of copies to TVA employees involved in negotiations does not amount to breach of confidentiality) (citing Upjohn); LSB Industries, Inc. v. Commissioner of Internal Revenue, 556 F. Supp. 40, 44 (W.D. Okla. 1982) (no waiver of privilege by sending copies to various IRS personnel involved in IRS investigation). These decisions appropriately apply the principle that whether confidentiality has been waived by the intra-agency dissemination of documents and information should turn upon an analysis of all of the circumstances surrounding the matter rather than simply upon the level or rank of the recipient employee.CONCLUSION
In sum, it is important to remember that the attorney-client privilege as applied under Exemption 5 of the FOIA is identical in its coverage to the privilege as applied in civil discovery. Thus, as defined by the Supreme Court, the privilege protects all confidential communications -- even those containing purely factual information or information generally known to third parties -- from an agency client to its attorney for the purpose of obtaining legal advice. It likewise protects the advice of the attorney to the client to the extent that disclosure would reveal any information originally provided by the client. Finally, to protect against waiver of this privilege, agencies should exercise particular care, even more than that required for other privileged materials, to limit the dissemination of such attorney-client information to those who truly have a "need to know." | https://www.justice.gov/oip/blog/foia-update-oip-guidance-attorney-client-privilege |
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|Date Filed||Document Text|
|March 17, 2017||Filing 31 MINUTE ORDER granting in part and denying in part parties' 21 Stipulated Motion to Strike Complaint and Exhibit A; granting parties' 27 Stipulated Motion to Seal (Doc. 29 shall remain under seal); granting parties' 30 Stipulated Motion to Stay Deadlines. Deadlines CONTINUED as follows: FRCP 26f Conference Deadline is 6/15/2017, Initial Disclosure Deadline is 6/29/2017, Joint Status Report due by 6/29/2017. Authorized by Judge Thomas S. Zilly.(swt)|
|January 12, 2017||Filing 13 ORDER by Judge Thomas S. Zilly granting 11 Stipulated Motion to extend certain deadlines. Answer or response to Complaint extended to 3/13/2017; FRCP 26f Conference Deadline is 3/30/2017, Initial Disclosure Deadline is 4/13/2017, Combined Joint Status Report and Discovery Plan due by 4/13/2017. (PM)|
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Johnney Melancon vs. Harrah's Entertainment, Inc., et al.,
Plaintiff: Morteza Shamsnia
Defendant: Sunrise Medical Technology, Inc. and ICS Imaging Systems, Inc.
Case Number: 2:2008cv00212
Filed: February 20, 2008
Court: Nevada District Court
Office: Las Vegas Office
County: Clark
0 Judge:
Referring Judge: Robert J. Johnston
Presiding Judge: Robert C. Jones
Nature of Suit: Contract Product Liability
Cause of Action: No cause code entered
Jury Demanded By: Plaintiff
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|Date Filed||Document Text|
|October 18, 2010||Filing 32 ORDER that the reference to the Magistrate Judge is withdrawn as to Defendants' Motion to Dismiss (Doc. 19), and denying 19 the Motion to Dismiss. Signed by Judge G Murray Snow on 10/18/10.(DMT)|
|March 31, 2010||Filing 7 ORDER granting 3 Motion for Leave to File; granting 4 Motion for Leave to File Excess Pages; granting 5 Motion for Leave to Proceed in forma pauperis. Defendants Arpaio, Jane Does 1-4, and John Does 1-3, are dismissed without prejudice. The Cle rk of Court must send Plaintiff a service packet for Defendants Stapley, Brock, Wilson, Kunasek, Garrido-Wilcox, and Adams. This matter is referred to Magistrate Judge Jay R. Irwin pursuant to Rules 72.1and 72.2 of the Local Rules of Civil Procedure for all pretrial proceedings as authorized under 28 U.S.C. § 636(b)(1). (See document for full details). Signed by Judge G Murray Snow on 3/31/10.(LAD)|
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