Blessing White Award for Talent Management

first_img Award profileThis award recognises organisations with a proactive approach to talent management and succession planning. The winner will demonstrate an imaginative approach to organisational talent review by the HR team, working in conjunction with others in the business. Finalists were clear about how talent management was aligned with their HR strategy and organisational goals. Evidence of a systematic approach to identifying and developing talent was essential.Category sponsorBlessingWhite works with some of the world’s most demanding organisations to engage and develop the talent that makes them successful. Its tools, processes and consulting enable clients to create high-performance cultures that drive bottom-line results and reinforce values develop inspirational leaders and to align staff interests, energy and talents with organisational strategy. Learn more at judgeNow executive chairwoman, Chris Parry set up the Centre for High Performance Development (CHPD) in 1996. CHPD is a leadership development consultancy underpinned by international research into high-performance leaders and teams in complex, fast-moving environments. It has more than 200 staff and works with blue-chip organisations worldwide.Shortlisted teamsCarphone Warehouse The team – Customer managementNumber in team: 25 Number in HR function: 180 Number of employees HR is responsible for: 9,500About the organisationThe Carphone Warehouse is Europe’s leading independent retailer of mobile phones and services. It has more than 1,400 stores in 10 countries, and more than 12,000 staff in the UK.The challengeThe Carphone Warehouse aimed to open 100 stores in the UK this year and grow its contact centre business. To achieve its ambitious expansion plans, it needed to set up a career development programme to retain and enhance the best staff and create an internal pipeline of future talent.What the organisation didDeveloped the Next Steps and Grow Managers programmes for sales consultants to develop into branch managers, which includes defined learning activities, exposure to responsibility, and regular reviews.Introduced the ASM Next Steps Academy to promote branch managers into area sales managers, with workshops on coaching, delivering quality, problem solving and reporting.Adapted the Next Steps programme for managers at its call centres.Appointed a dedicated head of talent management.Benefits and achievementsIncreased internal recruitment – 98% of all new branch managers have been appointed as a result of the Next Steps programme.The company’s share price outperformed the market by 105% and quarterly profit increases have bucked high-street trends.The judge says“The Next Steps programme is a comprehensive approach to growing talent from within the organisation. It shows individuals exactly what they need to achieve to reach each level in the organisation. It is clearly motivational to employees who can see the opportunities for progression.”DeloitteThe team – Audit Human ResourcesNumber in team: 10 Number in HR function: 180 Number of employees HR is responsible for: 10,150About the organisationBusiness advisory firm Deloitte is the UK arm of professional services company Deloitte Touche Tohmatsu. It advises blue-chip clients on auditing, tax, consulting and corporate finance. The challengeHuge demand for qualified accountants means Deloitte’s trainee chartered accountants become highly marketable graduates, and competition for talent is fierce. The firm is built on the retention of the very best, so it needed to find a way to keep hold of its graduates, and achieve its goal of becoming the top firm for career and personal development.What the organisation did Previous Article Next Article Blessing White Award for Talent ManagementOn 22 Aug 2006 in Personnel Today Set up the ‘Your Successful Career at Deloitte’ programme in 2005, which includes:– coaching on internal and external opportunities– career planning tools and techniques – a career development workshop, a one-day course on becoming an effective assistant manager, and a summer ball.Benefits and achievementsRetention of newly qualified accountants has increased by 16% since 2005, saving about £640,000 in recruitment costs.Staff engagement has increased as a result of the involvement of partners and directors.Staff commitment levels have risen by 5%.Time can now be redeployed from managing attrition to managing careers.The judge says“I was impressed with the way Deloitte responded to this huge challenge. Its programme is all about being honest, open and educating staff about the opportunities available. The involvement of Deloitte alumni was particularly innovative and shows the support it has built for the programme externally as well as internally.”Malmaison & Hotel Du Vin HotelsThe team – Malmaison & Hotel Du Vin Hotels HR TeamNumber in team: 6 Number in HR function: 6 Number of employees HR is responsible for: 1,200About the organisationMalmaison & Hotel Du Vin Hotels operate in the boutique hotel market. The two brands comprise 17 hotels across the country, and the group is now the biggest lifestyle hotel company in the UK. The challengeMalmaison Hotels merged with Hotel Du Vin in 2004, with ambitious expansion plans of opening four properties a year, plus acquisitions. It needed to implement development and succession plans, motivate and retain staff and enable the crossover of talent while preserving the separate identities of the two hotels.What the organisation didDeveloped a web-enabled performance management and communication tool.Introduced accelerated learning techniques.Set up wine and bar schools for staff.Introduced an exchange programme to help individuals share best practice.Ran English lessons for overseas staff.Benefits and achievementsStaff turnover reduced to less than 40%.65% of all appointments are internal.Cut recruitment costs by more than 50%.Reduced working time by 20% to 40 to 45 hours a week.Improved employee survey ratings for communication, pay and benefits and number of hours worked.The judge says“The key thing about this programme is [HR director] Sean Wheeler’s striking leadership in terms of persuading the board to invest in people, and creating a successful talent management strategy from scratch. The organisation’s key initiatives demonstrate imagination and a deep sense of company culture, and impressive results were achieved in a short time.”National Probation DirectorateThe teams – Training and Development/Equality and Diversity UnitNumber in teams: 4/2 Number in HR function: 120 Number of employees HR is responsible for: 20,000About the organisationThe National Probation Directorate’s remit is to protect the public, operate and enforce court orders and prison licences, and rehabilitate offenders to live law-abiding lives.The challengeDisabled and black minority ethnic employees were under-represented at senior management level within the National Probation Directorate. What the organisation didIt developed the Accelerate Positive Action Leadership programme to help disabled and black minority ethnic staff to compete effectively for top jobs within the criminal justice system. The two-year training programme includes:– residential sessions– three-month work placements– coaching support– mentoring opportunities.Benefits and achievementsPromotions for more than 70% of participants on the programme.Line managers now play an active role in supporting participants’ growth through development discussions, support for placements and development plans.New networks have been created through the participants, which have been used for cross-team, cross-function and cross-region learning and knowledge sharing. The judge says“This programme is underpinned by a vision to address the imbalance of black, Asian and disabled representation at senior levels. The innovative learning methods are designed to have a life-changing effect on the participants, and 70% have been promoted, making this an unusually successful positive action programme.”Network RailThe team – Talent Management and Succession PlanningNumber in team: 3 Number in HR function: 600 Number of employees HR is responsible for: 31,000About the organisationNetwork Rail was set up in 2002, and owns and operates the UK’s rail infrastructure.The challengeTo run an effective railway and develop world-class management and leadership, senior leaders at Network Rail recognised the need to better manage the company’s talent and to develop succession planning. The organisation needed to identify leadership skills within the existing workforce as well as picking out future prospects to provide a talent pool.What the organisation didSet up the Leadership Development Group, ensuring commitment from the board and leadership from the top.Devolved responsibility for employee development to line managers.Acquired a state-of-the art leadership development centre.Benefits and achievementsCommitment and involvement of the board has improved morale.Seeing improvements with senior people looking to grow world-class technical excellence.Recently acquired leadership development centre enables interaction across the organisation.Partnered with other employers in the sector to encourage them to use the same model.The judge says“This talent development model impressed me with its systematic and holistic approach, linking individual development to organisational change. It uses a model designed to bring about cultural change and consistency across a large organisation and encompasses leaders at all levels. A wide variety of learning initiatives are used to ensure well-rounded leaders.”center_img Comments are closed. Related posts:No related photos.last_img read more

Bees Fold Isotopes

first_img Tags: Baseball/PCL/Salt Lake Bees FacebookTwitterLinkedInEmail(Albuquerque, NM)  —  Jose Briceno drilled a grand slam for the Bees as they folded the Isotopes 7-2 in Albuquerque.Chris Carter added a two-run double to highlight a six-run first inning for Salt Lake.  Adam Hofacket earned the win.The Bees can clinch the four-game sweep today.  First pitch is at 11:05 a.m. April 16, 2018 /Sports News – Local Bees Fold Isotopes Written by Robert Lovelllast_img read more

Ins Kabra Joins Indian Navy

first_imgBack to overview,Home naval-today Ins Kabra Joins Indian Navy India’s latest warship, INS Kabra was commissioned today at Naval Base Kochi by Vice Admiral KN Sushil, Flag Officer Commanding-in-Chief, Southern Naval Command.The ship is named after an island of the Andaman and Nicobar archipelago. The commissioning ceremony involved announcement of the commissioning warrant signed by the Chief of the Naval Staff, hoisting the Naval Ensign and National Flag on board to the tune of the National Anthem and breaking of the commissioning pendant atop the ship.Vice Admiral Sushil in his address to the assembled gathering underscored the importance of relatively smaller ships like Fast Attack Crafts for a blue-water Navy stating that these are essential inventory in peacetime, for Low Intensity Conflicts and anti piracy operations. Rear Admiral KC Shekhar (Retd.), Chairman and Managing Director Garden Reach Shipbuilders and Engineers, said that INS Kabra is a cost effective and fuel efficient platform. Admiral Shekhar also informed the audience that certain modifications from the original design have been carried out on the ship based on inputs from the Navy.INS Kabra, like INS Kalpeni which joined Southern Naval Command in October last year, is an indigenously designed water jet propelled Fast Attack Craft and is eighth of a series built at Garden Reach Shipbuilders and Engineers, Kolkata. With a top speed of over 35 knots, and excellent manoeuvrability offered by her water-jet propulsion, the ship is ideally suited for high-speed interdiction of fastmoving targets. Her speed, agility and quick response will also be especially useful in search and rescue operations. The low draught of the ship allows her to operate in shallow waters close to the coast as well. INS Kabra complies with the latest regulations of the International Maritime Organisation on sea pollution control. The main armament of the ship is a 30 mm CRN 91 Gun. In addition, the ship has been fitted with Machine guns of various types and shoulder launched Surface to Air Missiles. The ship has been placed under the operational and administrative control of the Flag Officer Commanding-in-Chief, Southern Naval Command at Kochi. INS Kabra has a crew of 03 officers and 39 sailors, and is commanded by Commander Bandhul Mishra, a specialist in Surface & Missile Weapons and Radar Systems.[mappress]Source: indiannavy, June 8, 2011; June 8, 2011 Industry news View post tag: INS Ins Kabra Joins Indian Navy View post tag: joins View post tag: Kabra Share this article View post tag: News by topic View post tag: Naval View post tag: Navy View post tag: Indianlast_img read more

Des Lynam: Dreamboat of the Desperate Housewife

first_imgEven for a man who’s been to seven Olympic games, numerous Wimbeldons and has travelled to World Cups and European Championships, October is going to feel like a busy month for Des Lynam. Not only does he begin a new career in the Countdown chair, he also has a new book to plug (which he was eager to do in the course of this short interview and which, incidentally, is a remarkably honest, warm and funny account of Des’ career and is available in all good bookshops for just £18.99). Most importantly, this month he will hear the fate of his beloved Brighton and Hove Albion, and whether, after eight years of waiting, they will finally have a stadium to call their own. It is one of the longest running, and most significant sagas of recent football history, but, among the hyperbole of the Premiership it is a story that has fallen out of the national spotlight. For fans of Brighton and Hove, however, it is an issue that cannot go away. Without a favourable resolution Brighton could join the likes of Accrington and Aldershot on the list of towns who have lost clubs to the commercially driven world of football. In sport generally, and particularly football, exaggerated fears of impending disaster are all too common, but in this case all too real. The club is forced to play in a shockingly inadequate stadium while the government drags its heels, and the future of the club, not to mention the livelihood of the players and the lifeblood of the fans, is left hanging by a thread. Lynam has been at the forefront of a four year campaign to persuade John Prescott to provide planning permission for a much needed 22,000 seater stadium for the city. Last week he was one of 10,000 Brighton fans who marched through the city in a last desperate attempt to influence the Deputy Prime Minister. Even now, however, with the final verdict less than a month away, he seems more hopeful than assured.“The chairman of the club is optimistic and if he’s optimistic so am I, because he knows more about the details of it than I do. I’m trying to be optimistic because if they can’t get a new proper football ground I suspect the club will gradually fade. I would ask him [Prescott] seriously to give the go-ahead. But I suspect that won’t matter because I suspect he’s decided now one way or the other and he’s just waiting to make the announcement.” Lynam attributes his success as a broadcaster to his ability to sympathise with the viewer and be “the barometer of what the average person was thinking.” It is in the same mould of passionate sports fan that Lynam now speaks, a supporter like any other, desperate to see the continued existence of his adored club. It is a passion that has taken him on numerous marches and to the front door of 10 Downing Street. Not even his famously pristine moustache was too good for the campaign as fellow Brighton fans poured bucket-loads of water over him. “The city needs a new football ground, it’s as simple as that. Prescott comes from Hull and he’s seen the benefit of the new football ground for his own city and what it has done for the club. He knows the benefits, he knows how it matters to a community when they’ve got a long standing football club with the heritage that club has got.“It’s a beautifully supported club, the fan base is terrific. Of course at the present time only 6,000 of them can see the home games because it’s a tight little ground. The home games are now played in an athletics stadium where it’s most unsatisfactory. The club has been going for a hundred-plus years and its part of a proper city nowadays and so it needs a proper football ground.”For a presenter renowned for his imperturbable style such fervour is refreshing. The position of the football club in his life is clearly central. The ease with which he talks about the club, particularly when he has his own agenda to promote, is admirable and should be a lesson to the Premiership snobs, myself included, who complain with tireless banality on phone-in shows whilst looking down on the lower leagues with disdain. Lynam’s reaction to people who couldn’t give two prawn sandwiches for the plight of a club like Brighton or Nottingham Forest sees his voice alter slightly from the demure, so familiar to Grandstand viewers and so much-loved by house-wives across the land. When I raise Peter Kenyon’s argument that lower-league clubs should go part-time in order to maintain their place in the football league Lynam’s animated response leaves me embarassed for raising the point: “A football club like Brighton has a vital position. So much of the community love it and get great satisfaction from it whether they can get to the game or not. I’m on this book tour at the moment (he couldn’t resist that plug) and everywhere I go I get Brighton football supporters coming up to me. They seem to be everywhere. They love the club. It’s so much a part of the community: what else in a community like Brighton and Hove attracts so many people and gets so many people worked up about it?”But such passion also breeds a sense of injustice at the plight of his football club and the nature in which the ordeal has been dragged out. “I do feel that if we’d been in the Premiership this would have been dealt with a lot quicker. The city council voted 11 to 1 for this new ground, and I think you’ll find that when Arsenal were going for their new ground the local council squeezed it through just about 8 to 7. But nobody felt the need to investigate any further. If we were Arsenal I suspect it would have gone through by now. It doesn’t help that they’re not in the Premiership.“They’re not so high profile, it’s as simple as that. I don’t think there’s anything personal in the decision as far as Prescott is concerned but for those of us who are connected with the club, we cannot see any real, valid reasons for that site not being allowed to be a football ground. And it’s for the community as well, not just the football club. Nothing happens on that site at the moment, its just a field. It’s part of Brighton University land which was given to Brighton University by the council in the first place.” Despite the injustice of it all he remains enthusiastic about the sport as a whole. He cannot agree, perhaps with the perspective brought by his own club’s position, with those who argue the game is in crisis.“When you get a club like Chelsea who look to be utterly dominant at the moment, and the other clubs are struggling to compete with them, suddenly everyone goes ‘ah, it’s boring.’ I don’t think the Premiership is boring. I think the Premiership is alive and well and happy. I think it has got more sophisticated, the coaches are tactically more aware, the technique of the players is much higher than it was a few years ago and so defence is paramount. You don’t see so many goals anymore. But generally speaking I think the quality of the play is very fine.”Lynam’s zeal for Brighton leaves us little time to discuss other matters, and we do not get the same enthusiastic response when we arrive belatedly at his own achievements and, for those daytime television watchers, his appointment as the successor to Richard Whitely as presenter of Countdown.He demonstrates his customary dry wit when I call him ‘the face of British sport’ but becomes slightly prickly when asked about his infamous ‘defection’ from BBC to ITV.“It created a lot of ructions at the time, some of my old colleagues were very unhappy with me and it created a lot of misery around the place for them. It was a difficult situation. If you are asking me ‘would I make the same decision again’, knowing everything that I do now, maybe I wouldn’t. I don’t know but I was certainly happy to have made it at the time and I had a very happy five years there.” Fortunately, however, he is much more accessible when I enquire of his latest career move to Channel 4. Self-derogatively he states it was Carol Vorderman who persuaded him to take the position and that his appearance on a celebrity edition proved that “not only was I not good at the Conundrum but I wasn’t much good at the show. You play along at home, that’s part of the game, and sometimes you outdo the people on the show, but very rarely.”It is to be hoped that Brighton, or more specifically John Prescott, can find a solution to their own conundrum and save a proud and historic football club. If not, you feel Carol Vorderman will not be greeted by the predictably composed Des Lynam the nation has come to know and respect so well.                 ARCHIVE: 2nd week Mt 2005last_img read more

Pro Bono Task Force report: ‘If we don’t do it, who will?’

first_imgHarvard Law School Dean Martha Minow and John Levi ’72, LL.M. ‘73, the chairman of the Legal Services Corporation, presented the report of the Corporation’s Pro Bono Task Force in in HLS’s Wasserstein Hall on Oct. 3, at an event hosted by HLS Professor David Wilkins ‘80, director of the Law School’s Program on Legal Education.Minow, who co-chaired the task force with Harry J.F. Korrell III, oversaw a body that sought new ideas to increase attorney involvement in pro bono cases. Among its results were recommendations for the LSC and its grantees, as well as requests of leaders in the legal profession, which included: Forming a professional association of pro bono coordinators at LSC-funded organizations;Asking Congress to create a new Pro Bono Innovation/Incubation Fund modeled on LSC’s successful Technology Initiatives Grant (TIG) program; andDeveloping a fellowship program for new graduates and emeritus lawyers designed to build support for civil legal services and pro bono within firms, law schools, and the legal profession as a whole.Allowing lawyers to take on limited-representation matters or unbundle services; and to take on pro bono matters in jurisdictions other than those in which they are licensed to practice.Levi addressed the room to recount the struggles of the legal system, including the tremendous gap in access to legal advice. Turning to the audience, he asked, “If we don’t do it, who will?”You can watch a video of the full event here.last_img read more

Siena Poll: Majority Of Voters Trust Cuomo Over Trump On NY Reopening

first_imgShare:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to email this to a friend (Opens in new window) Image by Andrea Hanks, White House / Gabriel López Albarrán, Office of Governor Andrew M. Cuomo.NEW YORK STATE – Governor Andrew Cuomo got a record high job performance and favorability rating in the latest Siena Poll.His favorability is now at 77 percent, up by six percent from last month’s ratings and his job performance is at 71 percent, up 8 percent since last month, according to the poll. Both ratings are a record high for the governor.“Cuomo is feeling the love from New Yorkers of all stripes in year three of his third term, and his first global pandemic. He is viewed favorably by 90 percent of Democrats, 73 percent of independents and 53 percent of Republicans, his first time favorable with Republicans in more than six years,” said Siena College pollster Steven Greenberg.Also in the poll, 78 percent of voters said they trust Cuomo over President Donald Trump when it comes to plans on reopening the state of New York. “When it comes to whom New Yorkers trust more to make decisions about reopening the state and its economy – the President or the Governor – it’s not even close. Only 16 percent of voters – and only 36 percent of Republicans – trust Trump, compared to 78 percent of all voters – and 56 percent of Republicans – who trust Cuomo. Even self-identified conservatives trust Cuomo more, 57-34 percent,” Greenberg said.Other notable figures from the poll:Half of New Yorkers know someone with coronavirus and one-third know someone who has died from it.At least 86 percent of voters from every party, region, gender race or religion are in favor of wearing face coverings in public and agree with Governor Cuomo’s decision on extending NY PAUSE.One-third of households in New York have a laid off worker and someone working from home.About 70 percent of New Yorkers who answered the poll say the state cannot reopen without having widespread coronavirus testing.About two-thirds of voters think that large gatherings will not be possible this summer.To read the full poll, click here.last_img read more

Cornell Coooperative Extension Likes Playing Chicken

first_imgShare:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to email this to a friend (Opens in new window) Aimee Rivers/CC By-SA 2.0CORNELL – Chickens, long a staple of grillers, families and picnics, have come a long way in how they grow and are readied for marker, according to Cornell Cooperative Extension’s Southwest New York Dairy, Livestock, and Field Crops Program.The program is committed to helping farmers produce safe, high quality products by providing research-based support to poultry producers across the region. Nearly 20 percent of farms in the region raise meat chickens (broilers), and these producers have harnessed modern science to preserve their farming tradition.In an effort to educate consumers on where their chicken dinners come from, the program issued a press release regarding the ways chickens are raised from incubation to broiler or grill.Baby chicks arrive at farms when they are between 24 and 72 hours old. They are placed in warm barns or under heat lamps, where they are provided with fresh water and a balanced feed to meet their nutritional needs. These birds are raised to between 5 and 8 weeks of age, at which point they will weigh between 3.5 and 6 pounds,” a program spokesperson said. “While the growth rate of these birds is remarkable, it is not done with any hormones or steroids, which have been illegal to use in chicken production since the 1950s. The history behind these chickens’ ability to grow so well is tied to their genetics and a contest called “The Chicken of Tomorrow.” Cornell Cooperative Extension Livestock and Beginning Farm Specialist, Amy Barkley, shares some of the history of modern chicken farming. The chickens pictured here are prior to and following strong genetic selection that resulted from the “Chicken of Tomorrow” contest. Photo from “Growth, efficiency, and yield of commercial broilers from 1957, 1978, and 2005”, by M.J. Zuidhof et al.Prior to this contest announcement in 1944, farms producing meat chickens were raising dual-purpose breeds, chickens that are those whose females (hens) are good egg layers and males (roosters) are suitable, but not ideal, meat birds. The meat on these birds was sometimes tough and stringy since the birds foraged on the homestead or farm and were older in age when they made it to the soup pot.Furthermore, there wasn’t a lot of meat on one bird. After World War II ended, the United States Department of Agriculture and A&P supermarkets saw the potential to develop a better meat bird and set forth the contest. Contest rules were simple: every farm would raise their own genetic line of meat-producing bird, send the eggs to a centralized location to hatch and rear the offspring, and then the birds would be processed, measured, and taste-tested. State, regional, and national contests ran from 1946 – 1948.The national contest culminated with 2,000 birds from various farms across the country that were evaluated on criteria including skin color, meat texture, overall meatiness, feathering, and the amount of feed needed to produce a pound of chicken. The winning birds of this contest went on to continue improving the genetic lines of meat chickens at a rapid pace, and still serve as the building blocks for the majority of meat bird genetic lines raised around the world to this day.Demand in recent years has shifted slightly from the traditional white-feathered fast-growing bird to a slower-growing, more traditional bird for reasons related to texture and flavor. Today, consumers can choose from a traditional or slower-growing meat bird, the latter of which takes about 25 to 50 percent longer to mature, but has a richer flavor and greater proportion of dark meat. While it’s difficult to find these slower-growing birds in the supermarket, farms across southwestern New York have them for sale, in addition to many local farms which also raise the traditional broiler.There are many small and mid-sized farms in the region which produce two main categories of broilers: barn-raised and pasture-raised. Barn-raised birds are reared in a barn with plenty of light, soft litter, good ventilation, ample feed, and clean water. These farms typically have a larger number of birds for sale.Pasture raised birds are reared in a barn for the first 1-2 weeks from hatch to ensure that they get a good start before continuing their life outdoors. After this time, they are let onto pasture where they are able to forage for bugs and grass. These birds are fed a grain diet as well to make sure that they receive proper nutrition, which they are not able to get from foraging alone. Pastured broilers take longer to mature compared to barn-raised broilers, but may have a slightly richer flavor profile since their diet is more varied. Typically, these flocks are smaller in size than barn-raised flocks. Many producers of slow-growth broilers choose to rear their flocks on pasture.While there are some differences in how chickens are raised and the breed of chicken raised for the table, behind every bird is a farmer who cares for their craft and is excited to share their chicken and farming story.Cornell Cooperative Extension’s Southwest New York Dairy, Livestock, and Field Crops Program specialists are here to help provide research-based resources and support during this challenging time. Their team of four specialists include Katelyn Walley-Stoll, Farm Business Management (716-640-0522 or [email protected]); Joshua Putman, Field Crops (716-490-5572 or [email protected]); Alycia Drwencke, Dairy Management (517-416-0386 or [email protected]); and Amy Barkley, Livestock Management (716-640-0844 or [email protected]). While specialists are working remotely at this time, they are still offering consultations via phone, text, email, videoconferencing, and mail. They are also providing weekly updates with timely resources and connections via email and hardcopy and virtual programming.The Southwest New York Dairy, Livestock, and Field Crops Program is the newest Cornell Cooperative Extension regional program and covers Allegany, Cattaraugus, Chautauqua, Erie, and Steuben Counties. The Southwest New York Dairy, Livestock, and Field Crops regional specialists work with Cornell faculty and Extension educators to address the issues that influence the agricultural industry in New York by offering educational programming and research based information to agricultural producers, growers, and agribusinesses in the Southwestern New York Region. Cornell Cooperative Extension is an employer and educator recognized for valuing AA/EEO, Protected Veterans, and Individuals with Disabilities and provides equal program and employment opportunities. For more information about this program, or to be added to their contact list, contact Katelyn Walley-Stoll, Team Leader, at 716-640-0522, [email protected], or visit their website read more

Great Garlic.

first_img Fall plantings usually mature late May or early June. If you plant late, the harvest will be later. To produce larger cloves, remove flower stalks when they come out. The onion (Allium) family includes onions, garlic and leeks. Regular garlic (Allium sativum) is the garlic most often found in home gardens, in several cultivars. Start with a complete fertilizer broadcast over the bed at planting. A slow-release fertilizer will provide continuous feed during the fall. Fertilize it again in February, mainly with nitrogen. Base all fertilizer on soil test results. Besides garlic’s culinary and medicinal uses, it will add color to your landscape with its dark green foliage. Plant garlic by dividing the cloves. Garlic bulbs have several cloves when mature. Cloves from the outside, which are larger, will produce the largest bulbs. Garlic likes well-drained soil, and adding organic matter will help even the hardest clay become more friable (easily crumbled). And, since garlic requires six to eight months to mature, plant it in an area where it won’t be disturbed. Garlic has long been planted as a companion plant to ward off pests from some vegetable and herb plants. However, very little research has been done to substantiate the effects of this practice. If your family really likes garlic, you’ll need 4 to 5 feet of row per family member. If you’re planning for roasted garlic, you may need more. Most varieties will keep for six to eight months in a well-ventilated, dry area. However, elephant garlic doesn’t keep or store as well as other varieties. Elephant garlic is a different species (Allium ampeloprasum) and has a milder flavor than regular garlic. It’s so mild it can even be eaten raw. Push cloves about 1 inch deep into well-prepared soil. Make sure you have the correct end of the clove pointing up (the top is the more pointed end). Plant Garlic in Fall Plant garlic in full sun in a well-drained bed with organic matter worked into it. (Work organic matter into your garden soil now for fall planting.) Garlic is one of those things you either love or hate. Very few people have ambivalent feelings about it. In my cooking, garlic goes with almost everything, and I’m looking for a good garlic dessert recipe. Harvest garlic when leaves begin to turn yellow and fall over. Take up the plants and lay them in a warm, shady, dry area for several days. Bulbs can be taken up each year, divided and cloves replanted. Plant each clove as a set (a small bulb or section, like an onion set), 4 to 6 inches apart. Plant elephant garlic at least 12 inches apart. It’s a good idea to practice rotation when planting garlic. Don’t plant it where onions or a member of the onion family has been grown before. How to Plant Start Preparing the Soil The best time to plant garlic in Georgia is the fall — October through November. In south Georgia, the planting season extends from October to January. When selecting garlic to plant, you can order bulbs or buy them from the grocery. Just make sure the bulbs are firm, without any sign of disease or insect damage.last_img read more

Atlanta History Center

first_imgIt can sometimes seem like there are two Georgias — the one that revolves around metro Atlanta and the one that has more pine trees or peanut fields than people.But no matter how different the state’s urban and rural areas might seem, we all share history, and we have more in common than you might think.That’s the message behind an event that draws several hundred Georgia 4-H’ers to the Atlanta History Center in Buckhead each year.“For me, this is about bringing people together from all over the state to experience things together … It’s about people and helping people meet each other and understand each other,” said Sheffield Hale, president of the Atlanta History Center.“Our communities are fragmented, and our state can feel fragmented. Anything we can do to help to stitch our state together and help us all realize that we are one state is something we want to be a part of. We have to work together to build a better Georgia.”The staff at the Atlanta History Center organized the first Georgia 4-H Open House in 2016 to help celebrate the partnership between University of Georgia Cooperative Extension and the Atlanta History Center. The center became to its own Georgia 4-H Community Club in fall 2016. Since then, 296 fourth- through 12th-graders have joined the Fulton County 4-H Club through the Atlanta History Center Extension office.The annual open house is a chance for Georgia 4-H club members from across to state to meet their Buckhead-based 4-H club members.“It’s just cool to come and see all the things that have happened in Georgia’s history, to learn about the state’s past and its roots,” said Avery Cross, a senior Georgia 4-H’er from Catoosa County. In addition to touring the Swan House, which the students recognize as President Snow’s house from “The Hunger Games” movies, they toured an early 19th-century homestead and learned about the civil rights movement, Southern foodways and Atlanta’s industrial history at the history center.Having everyone come together at the history center is a great way for Georgia 4-H’ers to learn about the state and for people in and around Atlanta to learn more about what Georgia 4-H is all about, said Laurie Murrah-Hanson, Georgia 4-H agent at the history center.“Participation in 4-H Day at the Atlanta History Center continues to increase each year,” Murrah-Hanson said. “It is exciting to see our partnership with the Atlanta History Center grow and how it, in turn, fosters relationships across 4-H programs in counties from all over the state.”In addition to 4-H, the Extension office offers lifelong learning, especially related to gardening and agriculture. Examples include the Master Gardener Volunteer Program, as well as environmental stewardship, home food production, gardening with youth, the value of landscapes and the health benefits of gardening, among other programs.For more information, email [email protected]last_img read more

Welch hires former Vermont journalist as communications director

first_imgWelch hires former Vermont journalist as communications directorWashington, D.C. (Oct 28, 2008) Today Rep. Peter Welch (D-VT) announced the hiring of former Brattleboro Reformer reporter Paul Heintz as his new communications director.Heintz covered statewide politics, the 2008 presidential primary, and local news for the Brattleboro Reformer. Previously, he was a desk assistant for the daily PBS news program “The NewsHour with Jim Lehrer” in Washington, D.C., and interned with the weekly National Public Radio show “On The Media.””I am extremely pleased to have Paul on our team. His experience as a Vermont newspaper reporter, in daily television production, and in radio will serve him well in this new position,” said Welch. “Paul is a talented addition to our hard working staff, each of whom is committed to providing outstanding service to Vermonters every day.”Since leaving the Brattleboro Reformer in March 2008, Heintz freelanced for the Boston Globe Sunday Magazine, writing a feature travel piece about his two-month paddling trip on the 740-mile Northern Forest Canoe Trail through New York, Vermont, New Hampshire, and Maine.Heintz, who graduated from Dartmouth College in 2006, was the op-ed editor for the daily newspaper, The Dartmouth, and was President of the Dartmouth College Democrats. He previously interned in the office of Rep. Michael Capuano (D-MA).Heintz will start November 5 and work out of Welch’s Washington, D.C. office. He replaces Andrew Savage who has been promoted to deputy chief of staff/legislative director.# # #last_img read more