text:
335th Transportation Company (DS) Dong Ba Thin, Chu Lai
335th Transportation Company (AM&S) (DS)
Dong Ba Thin, Chu Lai
The 335th Transportation Company (AM&S) (DS)
Lineage and Honors
Constituted 14 December 1943 in the Army of the United States as
the 335th Harbor Craft Company, Transportation Corps
Activated 20 December 1943 at Camp Gordon Johnston, Florida
Redesignated 21 April 1945 as the 335th Transportation Corps Harbor
Craft Company
Inactivated 3 December 1945 at Camp Kilmer, New Jersey
Redesignated 18 August 1947 as the 501st Transportation Harbor
Craft Detachment
Activated 9 September 1947 at Fort Worden, Washington
Reorganized and redesignated 15 April 1949 as the
501st Transportation Harbor Craft Platoon and allotted
to the Regular Army
Reorganized and redesignated 7 January 1951 as the
501st Transportation Harbor Craft Company
Redesignated 20 March 1953 as the 501st Transportation
Harbor Craft and Marine Maintenance Company
Inactivated 20 May 1955 in Korea
Redesignated 8 December 1961 as the 335th Transportation Company
Activated 23 March 1962 at Fort Benning, Georgia
Inactivated 11 February 1963 at Fort Benning, Georgia
Activated 20 September 1963 at Fort Bragg, North Carolina
Inactivated 25 November 1971 in Vietnam
335th Transportation Honors
Campaign Participation Credit
World War II - EAME:
Normandy, Northern France
UN Defensive, UN Offensive, CCF Intervention, First UN Counteroffensive, CCF Spring Offensive,
UN Summer-Fall Offensive, Second Korean Winter, Korea, Summer-Fall 1952,
Third Korean Winter, Korea, Summer 1953
Defense, Counteroffensive, Counteroffensive,
Phase II, Counteroffensive, Phase III, Tet Counteroffensive,
Counteroffensive, Phase IV, Counteroffensive, Phase V, Counteroffensive, Phase
VI, Tet 69/Counteroffensive, Summer-Fall 1969, Winter-Spring 1970, Sanctuary
Counteroffensive, Counteroffensive, Phase VII, Consolidation I
Meritorious Unit Commendation (Army) for KOREA
Meritorious Unit Commendation (Army) for VIETNAM
Republic of Korea Presidential Unit Citation for KOREA
Republic of Vietnam Cross of Gallantry with Palm for VIETNAM
APR-JUN 1971
MEMORIES FROM THOSE WHO SERVED
The 335th Transportation Company, Aircraft Direct Support Call Sign "Naughty".
Walt Ratcliffe was the Co who brought the 335th to Dong Ba Thin, Vietnam in 1965. Dick Stephenson was initially the XO. He later went to command the 605th and James Hughs to the XO position.
Jim Wilkie took over from Walt Ratcliffe in 1966. I arrived in September of 1966 and became the XO.
We moved the Company to Chu Lai in April 1967 with eight days notice. The advance party consisting of CPT Gordon Walsh. 1SG John Henry Butcher, Sp5 David Helriegel, Sp5 Walter Alex Chatos were killed when their UH1 blew up ten minutes after departing Dong Ba Thin.
Cpt Ernie Brothers and his platoon Sergeant went to Chu Lai on one of the six C-130's and lead the advance party.
Thanks to our fellow Transportats at Cam Ranh Bay, we got great support with trucks, aircraft and ships. We had three LSTs moving our equipment and the DSU. The oversize equipment was moved on the John U.D. Page.
We learned from Bill Jackson, who commanded the 610th and brought it to Vietnam after three or four false starts, that documentation of the DSU was critical. So we were able to find parts while they were on the LSTs at anchor and began providing maintenance support as soon as the ships arrived.
Bob Bean took over command of the 335th when Jim Wilkie rotated.
James D Rockey
COL, USA, Retired
President, Board of Directors
Maintaining the Transportaion Corps Culture
335th Company formation 1967 Chu Lai. Part of Task Force Oregon
The 335th was part of Task Force Oregon. It left Dong Ba Thin and moved to Chu Lai in April 1967
Roster of the 335th as of August 1967
Major James D. Rockey, XO receives the ARCOM from LTC Harry Jones, 14th Bn Co, Fall 1966
Major James B. Wilkie III, CO receives his Sr. Aviator Wings from LTC Harry Jones, 14th Bn CO, Fall 1966
LTC Harry Jones, 14th Bn CO, with SGM Orr presenting an Air Medal, Fall 1966
I arrived in Vietnam in March of 1968. I was assigned to HQ 58th Trans Bn. from March until August of 1968. In late August of 1968, I was assigned to the 335th as the Production Control (PC)/ XO. I kept that position until I returned to the States in Feb 1969. During all of 1968 until some time in 1970, the 335th was at Ky Ha a part of the Americal Base at Chu Lai.
There were three COs of the 335th while I was on my first tour in 1968-69. The first CO of the 335TH from around Jan 1968 to July 1968 was Major Ken Kellogg. He was replaced in July 1968 by Major Joe LaGrassa. In Jan of 1969 he
was replaced by Major Hank Northridge. In the Fall of 1968, a major event occurred as the 335th was reassigned from the 58th Trans Bn. and placed under the Operational control (OPCON) of the 16th Combat Avn Group. In essence, we
became members of the Americal Div. As the 335th PC, I welcomed the change because my reporting requirements decreased by about 75%. The 335th remained a part of the 16th CAG until it and the Division stood down in November of 1971.
Another interesting event occurred in the Fall of 1968. The 335th recovery team was sent to recover the 001 that crashed while carrying the Division Cdr, MG Getty, and his aide. The CG suffered a broken arm. Also aboard was a Major
Colin Powell, who later became the Chair of the Joint Chiefs of Staff and the Secy of State.
I left the 335th in Feb of 1969. On my last day, the VC arranged a special rocket attack. During my time at Chu Lai, Ky Ha had never been hit. That changed on my last day which happened to be a Sunday morning. Around 0700 we came under a heavy rocket attack. The flight line took several hits and our motor pool and Tech Supply building took direct hits. Luckily the attack took place on Sunday morning when most of the Company was off. Our only casualties were three guys who were in the motor pool when the attack began. A rocket hit about 15 feet from them. The blast knocked them down and gave them mild concussions, but miraculously they were otherwise unhurt. Everything around
them was full of holes from the shrapnel. They were in the process of getting ready to board a truck to take them to the airfield for a return to the States as this was the last day of their tour. I left the next day.
I returned to Vietnam to begin my second tour in July of 1971 and was again assigned to the 335th. This time as the CO. During my absence, the Company moved from Ky Ha to a new area on Chu Lai that had once been the home of a Navy Sea Bee unit. For Vietnam, these were great facilities. We had our own gated compound with two story barracks with flush toilets and hot showers. We also had our own Mess Hall and our own Em Club with two free USO shows a month. The 335th aircraft maintenance operations also moved from Ky Ha to the main Airfield where we had our own big hangar. These facilities were originally built to support Navy and Marine jet fighter ops and were a big improvement from our old facilities.
Two major events occurred to the 335th during my nearly 2 and 1/2 year absence. The first was a terrible tragedy that occurred in Feb of 1970 when the company 001 piloted by the 335th CO suffered tail rotor failure and crashed near
Freedom Hill in Da Nang with the loss of all aboard. This was the most casualties ever suffered by the 335th. What made it even worse was that several of the passengers were being flown to Freedom Hill to out-process for their end of tour return to the States. This was to be their last in country ride. Another major event occurred in Feb of 1971 when the 335th was deployed north to the Quang Tri area to support helicopter Ops for Lam San 719, one of the largest helicopter operations of the war. The 335th successfully accomplished its mission and returned to Chu Lai in the Spring of 1971.
I assumed command in Aug, 1971 and was the final commander. The unit stood down in November of 1971. In early Sept, 1971, it was announced that the Americal Div was going to be deactivated. The 335th would be tasked with packing and shipping all aviation maintenance tools back to the States and was also tasked with
assisting the combat aviation units that were being stood down with preparing their helicopters for transfer to the Vietnamese. The Division was to be gone by Dec 1 1971. While we were busily standing down, Typhoon Hester, a major typhoon with winds in excess of 120 mph passed directly over Chu Lai. Luckily, most of the Division had already left and only the 335th and a few other logistics units remained. The base was nearly totally destroyed. Most of the hangers at the airfield were destroyed. Our hangar had much of the roof peeled off and parts of the back blown in. It was the least damaged of the hangers. The roof of our mess hall was blown off and the rear wall caved in. Out motor pool was largely wrecked and we had no electricity because our generator was damaged. Luckily we had no serious injuries. On the morning of the storm, I told everyone to stay in the barracks and I took a small team of maintenance types to go to the flight line to secure our aircraft. The storm lasted into the early evening.
One interesting thing happened on the day of the storm. That morning, prior to the Typhoons arrival, our mess people put a number of prime rib roasts in the ovens in preparation for the evenings meal. Then came the storm which pretty much wrecked the mess hall. Well, not to let a little thing like a major typhoon interfere with their plans, early that evening, as the winds subsided, the intrepid cooks crawled through the mess hall's wreckage and retrieved the prime
rib roasts which,miraculously, were perfectly done. They converted the officer's lounge into a temporary mess facility and served the best prime rib I have ever tasted. Because of their actions while everyone else on base was eating cold C
rations, we were feasting on prime rib. That evening Col Leslie, the 16th CAG Cdr, came by and asked if my troops had anything to eat I said yes and he asked "Are you all eating C rations?" I told him no, we were eating prime rib, and
asked if he would like some. Needless to say, he gladly ate with us.
The morning after the storm, we used our vehicles and got all of the debris out of our area. That afternoon, our maintenance platoon went over to the MEDIVAC unit and got them flyable. Also that afternoon, a soldier who had been a contractor prior to being drafted came up with a plan to repair the mess hall. He was given the equipment and crew that he requested and by that evening he and his crew rebuilt the mess hall Another soldier who had experience repairing big
generators came forward with a plan to reconnect our generator. Again with a small crew that he picked, we had full power that evening. The result was that on the evening after the storm, the 335th was the only unit in Chu Lai with
power and a working mess hall. In addition we were operational and continued our mission which included rigging over 40 destroyed and damaged aircraft for extraction. By late November, in spite of Typhoon Hester, we successfully
accounted for and prepared the Division's Aviation assets for shipment back to the States.
As we were now the only operational company in the 16th CAG, we represented the 16th CAG during its deactivation ceremony. For the ceremony, the company was split in two. One half being the 335th and the other half
representing the HQ company of the 16th CAG. I stood in front of the 335th and my 1st Sgt and the 16th CAG Hq Company Cdr stood in front of the other half of the company. The HQ Co Cdr told my 1st Sgt that all troops representing the HQ Co would have to remove their 335th metal pocket patches because they were representing HQ Company. The first SGT, who in my opinion, was really one of the best in the Army not only refused to comply but told the young Captain that this was probably the best group of soldiers that he ever would stand in front of and
that he had better stand tall and look proud or he would "kick his ass." The soldiers kept their pocket patches on. We were reviewed by General Abrahms,(he replaced Gen Westmoreland) the USARV Commander. After the review, he told Col Leslie, that "These were the best looking troops I've seen since I arrived in Vietnam. And so in late November of 1971, the 335th completed its service in Vietnam and passed into history.
All those who honorably served should feel proud of what they accomplished.
Pete Dabrowski
Photos courtesy of Michael Boone, 335th in Chu Lai 1967
335th TRANSPORTATION CO (ADS) 1969 CHU LAI VIETNAM PHOTOS OF COMPANY PERSONNEL COURTESY OF JAMES KELLY AND M SCOTT GARRETT
cover0001.pdf
section_20001.pdf
335TH TRANSPORTATION COMPANY HISTORY 1970 AND PHOTOS OF COMPANY PERSONNEL COURTESY OF LES HINES, AMERICAL DIVISION VETERANS ASSOCIATION.
pg_163_335thtc.jpg
pg_164.jpg
PHOTOS AND PERSONNEL ROSTER OF 335TH CO. 1971 COURTESY OF M SCOTT GARRETT.
history_of_335th_1971.jpg
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page_three_personnel_roster_1971.jpg


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Here is some of our work, that we have either published ourselves, or is published by our partners.
The DEEP guides have all been co-produced with people with dementia in DEEP groups.
In Summer 2018 the All Party Parliamentary Group on Dementia consulted on Dementia and Disability.
Click the 'Show more' button to view a link to our response.
Innovations in Dementia Response – Click here to view the pdf.
The more we talk about and use the rights of people with dementia, the more our services, culture and attitudes will change for the better.
This guide has been authored by Philly Hare on behalf of the Dementia Policy Think Tank. This group – which is a member of the UK wide DEEP network – was set up in 2016 by a number of people with a diagnosis of dementia who have a particular interest in promoting rights and influencing policy issues.
Living with dementia is a challenge, and you may well need support. But getting the services and help you need is not always easy. This booklet explains why it can be helpful to know–and talk about–your rights.
Rights can help us to uphold shared values in challenging circumstances. The language of rights can help you feel more confident and empowered. Although rights and laws are about everyday life, they can feel complicated. However, there are services, helplines and advocates who can help you to ask for what you need, and to challenge decisions when they seem to ignore your rights.
This report from the Mental Health Foundation argues that viewing dementia as a disability rather than an illness would unlock the potential for policy to be developed and services designed, delivered, and monitored by people living with dementia.
As a result, people living with dementia will have a strengthened ability to advocate for appropriate levels of investment in social care so they can live as active citizens in the community.
The report was commissioned by JRF and Innovations in Dementia supported people with dementia to be involved in writing it.
As the DEEP network grows, people with dementia are gaining more and more skills and expertise about how to make an impact through collective activism.
They are starting to write blogs, make films, write books and book-lets, speak at and co-chair events, and challenge the status quo. We want to support them in sharing and developing this knowledge.
In 2016, a number of DEEP member groups worked with Philly Hare to co-produce a booklet called 'Making an Impact Together'. This draws on their experience of setting up and running influencing groups to have an impact – and aims to share their learning with others in the DEEP network. The booklet has since been translated into Japanese and is being used by the emerging dementia movement in Japan.
United Nations Committee for the Convention of the Rights of Persons with Disabilities.
This ground-breaking report includes many examples, quotes and stories that highlight the abuses of rights of people with dementia. We also supported Keith Oliver, a member of the group, to present the report in person in Geneva.
In 2010, the Department of Health asked us to find out from people with dementia what kind of barriers they faced in getting out and about in their communities.
The report we produced "Dementia Capable Communities" was the first to articulate the aspirations of people with dementia and their carers in terms of staying connected to their communities in England. It identified the barriers that people faced, as well as some of the features that made communities easier to live in.
This guidance grew out of our early work for the Local Government Association, working in Sheffield and Hampshire.
The first version of the guidelines contained a toolkit of resources which were widely adopted across the UK and overseas, including in the US and Australia.
One of the tools from the original guidance for local councils was an audit tool for public spaces.
We worked on this guide with Foundation for Assistive Technology and Trent DSDC.
This guide is for the family and friends of people experiencing memory problems and confusion. It is particularly to help people with the early stages of dementia.
This guidance note is based on discussions by 15 people with dementia and 8 carers at a DEEP networking event in 2015.
DEEP is a national network of involvement/influencing groups of people with dementia across the UK.
More and more people with dementia are turning to the internet for information.
Appropriate meeting spaces are important.
People with dementia are increasingly getting together to work on dementia issues. They are also invited to meetings and conferences.
This resulted in a guide to using video.
DEEP published "Over the Rainbow" a report on an LGBT people and dementia support and advocacy project.
Published by the Joseph Rowntree Foundation this report was written by Rachael and was a summary of the learning from DEEP so far.
This was a project we ran for Age UK Gloucestershire with our partner Imogen Blood Associates.
It spoke to 88 older people living in care homes about their experience and makes recommendations for good practice in working with older people in care homes.
DEEP published these guidelines to accompany the Call to Action with the Dementia Action Alliance.
This guidance is for journalists, organisations and communications departments.
Sound recording can be used to record memories, tell stories, collect views and opinions, share information and tell people what you think.
Modern technology means this is easier to do than ever before.
Community radio stations across the UK and internet sites offer ways to get your message heard.
It is important that people with dementia can have direct influence.
This kind of role does not suit many people with dementia.
There are many adjustments that can be made to support people to be part of steering or advisory groups.
The DEEP network is made up of many different types of group.
Certain features are common to many of the groups.
Addressing practical considerations will help a group to run smoothly – other DEEP guides might be useful.
Linking with other groups in the DEEP network will help.
Many organisations produce documents that may affect the lives of people with dementia.
Organisations can improve their documents if people with dementia share their views.
Many people with dementia can take part in consultations on written documents but they may need support to do so.
Organisations and services increasingly want to engage with people with dementia to find out their views.
People with dementia across the UK are committed to improving services by giving their views. However, this must be organised in a supportive and respectful way.
Organisations and services should be clear about the ways in which they involve people with dementia in their work.
People with dementia are often invited to take part in conferences and events. These opportunities provide positive ways for people to raise awareness about dementia.
Good pre-event information and an identified supporter can help people with dementia feel more confident.
Make sure you have a clear plan in place for how you are going to support the person with dementia.
People with dementia are increasingly taking part in conferences and events – as presenters and as audience members.
This guide shares some good practice ideas about how to best ensure people with dementia feel welcomed and included. The guide is based on recommendations from people with dementia.
Film is a powerful medium that when used positively can make a huge contribution to increasing understanding about dementia.
Involving people with dementia at every stage in the film-making process will ensure that the film reflects the messages that people with dementia want others to hear.
Many organisations recruit staff or external organisations to work with people with dementia.
There are many ways of involving people with dementia in recruitment processes.
People with dementia have the right to a say in decisions that affect their lives.
This is the report about our project with Shared Lives South West – looking at how adult placement could be used to support people with dementia.
People with dementia might not want to be part of a DEEP influencing group for ever – here are some thoughts on this and what to do to help accommodate changing needs.
Groups work well if they make adjustments to accommodate people's changing needs.
This is a brief summary of a paper produced with the British Psychological Society.


The group "Crystals and Quantum State Dynamics" (www.cqsd.fr) at IRCP-Chimie ParisTech-PSL University is internationally recognized for developing bulk and nanoscale rare earth doped crystals for applications in quantum technologies.
Applications are invited for a one-year post-doctoral researcher position in the area of high resolution and coherent spectroscopy of rare earth doped materials. The main aim of the project is to develop a low-temperature microscopy setup for measuring the optical linewidth of rare earth ions down to single nanoparticles and sub-wavelength thin films. It will build up on our recent results on europium doped particles measured as ensembles (D. Serrano et al., arXiv:1711.03934, J. G. Bartholomew et al., Nano Letters 2017). The successful applicant will be expected to work as part of a team of other post-doctoral researchers and students as well as permanent staff.
This position is part of a European Union FET OPEN project, NanOQTech (Nanoscale Systems for Optical Quantum Technologies, www.nanoqtech.eu), which includes 9 academic and industrial partners across Europe. The network is devoted to establishing the potential of rare earth doped nanomaterials in quantum information technologies.
The candidates should hold a PhD in optics or solid-state physics and have a strong interest in interdisciplinary research. Candidates should have experience of optical spectroscopy and/or rare earth doped materials, coupled with a proven ability to write and publish high quality papers. Very good skills in English are also required.
Please send applications including a brief statement of interest, a Curriculum Vitae with a list of publications and conference contributions, and the names and contact details of two referees to Dr. Philippe Goldner (philippe.goldner@chimie-paristech.fr) and Dr. Diana Serrano (diana.serrano@chimie-paristech.fr).


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Julius Christian Foss (21. april 1879 – 26. juni 1953) var en dansk organist og musikhistoriker. Hans søn var jazzguitaristen, bassisten og orkesterlederen Niels Foss.

Julius Foss tog organisteksamen i 1897 som elev af bl.a. Gottfred Matthison-Hansen, Otto Malling og Louis Glass. Han kom snart efter på konservatoriet (1900-1901) og studerede en kort tid i Frankfurt. Fra 1901-1949 var han organist ved Sundby Kirke, og samtidig var han medarbejder på Musikhistorisk Museum fra 1910-1943. Derudover virkede han som teorilærer, bl.a. gennem brevkurser.

Hans forskning på Musikhistorisk Museum drejede sig bl.a. om den danske musik i renæssancen. Musikforskeren Angul Hammerich henledte i 1910 hans opmærksomhed på syv gamle nodesamlinger fra 1541 med 165 kompositioner fra Christian 3.s tid i Det Kongelige Biblioteks håndskriftafdeling. Foss' indsats bestod bl.a. i at oversætte de gamle nodetegn til moderne noder. Dette arbejdet var afsluttet i 1916. Derefter skulle materialet sættes i sammenhæng med anden viden om tidens musik og i 1923 kunne Foss fremlægge sine resultater i Aarbog for Musik. For at udnytte sine arbejder i praksis oprettede Julius Foss i 1918 koret Dansk Mensural-Cantori, der specialiserede sig i a cappella musik fra renæssancens Danmark og Tyskland.

Fra 1905 til 1934 var Foss medlem af bestyrelsen i Dansk Organist- og Kantorsamfund, heraf fra 1922 til 1934 som formand. Han var konsulent på en række orgelsager og skrev artikler om orgler og andre muikemner. Han var anmelder ved Kristeligt Dagblad fra 1919 og medarbejder ved Illustreret Musikleksikon i 1925-26. Derudover har han skrevet Kortfattet Vejledning i Musikteori (1908-09) og en legatbog for musikere (1927). Han var redaktør af de 3 første udgaver af Organistbogen som giver et overblik over en lang række kirkerorgler og om fungerende og tidligere organister og kantorer. Endelig bidrog Foss med et par egne sange til nodetidsskriftet Nordens Musik.

Kilder
 Dansk biografisk Leksikon 3. udgave
 KB fokusside med billede af Foss

Komponister fra Danmark
Organister fra Danmark
Danskere i 1900-tallet
Musikforskere fra Danmark

redpajama_set_name: RedPajamaWikipedia


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Africa > West Africa > Nigeria > North Central Nigeria > Kwara State > Ilorin
1.1 Districts
2.2 By train
2.3 By bus
3.2 By car
3.3 By taxi
3.4 By motorbike
6 Buy
8 Drink
9 Sleep
11 Connect
11.1 Radio
Ahmadu Bello Way
Ilorin is the capital city of Kwara state in North Central Nigeria. In 2020, it was home to an estimated 950,000 people.
The city is a confluence of cultures, populated by the Fulani, Yoruba, Hausa, Nupe, Bariba and Kanuri tribes from across Nigeria, as well as foreign nationals. The city retains a strong Islamic influence, although Christianity is now widely practised in the cosmopolitan part of the city due to the significant immigration of people from other parts of Kwara State and the rest of Nigeria.
English is commonly spoken and understood among the populace. However, Yoruba is the mother tongue of much of the people, and Hausa speakers may be found in some areas, particularly among roadside sellers of food and vegetables.
Modern Ilorin is specially inhabited with the aid of using Muslim Yoruba people, even though its conventional ruler is a Yoruba-speakme Fulani emir. Surrounding the anciently significant district with its conventional single-tale red-dust homes with thatched straw roofs and severa mosques, all blanketed with the aid of using a dust wall, the present day town is an business, commercial, and academic centre. It is a prime marketplace for domestically raised crops (yams, cassava, maize, sorghum, millet, rice, peppers, peanuts, shea nuts, kola nuts, cotton) and for cattle, hides, and poultry. Local handicrafts consist of pottery making, timber carving, leather-based working, fabric weaving, and mat and basket weaving. The developing business quarter now consists of sugar refining, meals processing, soft-drink bottling, in shape and cleaning soap manufacturing, and ironworking. There are numerous banks and coverage agencies that serve the town and state.
The city is home to the University of Ilorin and the Kwara State Institute of Technology. Near the city is the Federal Institute of Agricultural and Rural Business Administration, which operates a research company. Colleges of education and vocational schools also serve Ilorin. Medical services include many government, private and religious hospitals, as well as nursing homes for the elderly.
Ilorin operates by rail and highway from Lagos (260 miles south-southwest) via Ibadan, which intersects the city, and has an international airport.
Districts[edit]
8.48554.59041 Tanke
The city of Ilorin serves as a gateway between the northern and southern part of Nigeria.
You can fly in from other Nigerian cities (Lagos, Abuja, Kano, Kaduna).
The Ilorin international airport is also used for domestic flights to other cities within the country and international flights to Saudi Arabia for Hajj and Umrah.
8.4405564.4944441 Ilorin International Airport (ILR IATA) (10 km from the centre of Ilorin). (updated Jan 2022)
By train[edit]
Rail services in Nigeria are still very slow and unreliable but several routes have reappeared. Nigerian Railway Corporation have daily services from Ilorin via Ibadan, and an overnight service from Kano via Kaduna a few times per week. A new higher speed railway is under construction and is expected to be completed in the 2020s, resulting in increased speeds and frequency.
By bus[edit]
Several bus companies like Young Legacy, Mufsuf Motors, Kasmag line, Okin Express offers daily services from almost all major cities (Lagos, Ibadan, Abuja, Kaduna, Kabba, Lokoja, Sokoto, Kano, Makurdi, etc.) around the country. While buses usually are quite comfortable, journey times are very long.
There are also independent transporters under the aegis of the national union of road transport workers (NURTW) and road transport employees association of Nigeria (RTEAN) in various parks, such as Post Office, Offa garage, and Maraba who travel to various towns within and outside the state.
Map of Ilorin
There are three modes of transiting within the State, which also extends to the region – the most popular being the conventional taxis. There are the commercial motor bicycles commonly called "Express", and the more recent arrival on Ilorin's roads, "Keke NAPEP", imported commercial tricycles.
If travelling around Ilorin, be sure to be accompanied by a tourist guide who is familiar with the routes. For the most part, it's safe to move about during the day. If you are going out at night, be sure to go in groups, and stick to known routes.
Ilorin now has decent mass transit buses, courtesy of the Maigida Soludero Mass Transit (MST) schemes. The MST buses have their major terminal at Post Office area of Ilorin, and offer travel services to the University of Ilorin, Offa garage, Kwara State Polytechnic, Tanke, Oyun, and Sango. The tickets for the MST can be purchased at the bus stops before boarding. Tickets range from ₦50-150, as of 2021.
By car[edit]
The road network of Ilorin city for most part is good, but there is sometimes traffic congestion and parking spaces can be scarce, especially during working hours. Be sure to be on the lookout for road signs, in order to avoid entering one-way roads or streets. KWARTMA (Kwara State Road Traffic Management Authority) is the body responsible for managing traffic in most of the traffic congestion areas. Make sure to follow traffic rules. There are car parks around in hotels and shopping malls, most of which provide free and safe parking.
By taxi[edit]
One of the easiest ways to get around Ilorin city is by taxi. Taxis are relatively cheap and cost about ₦50-100 per drop. Ilorin city taxis are painted green and yellow and most of them are Mazda cabs.
By motorbike[edit]
For traveling short distances, you can use motorbike taxis called Okada. These motorbikes are quick, cheap, and save a lot of walking. Okada accidents are common but safety equipment is now provided because the state government and the Federal Road Safety Commission have mandated it. Before you try and negotiate any transportation fare, always confirm the fare from a local. If you have a Nigerian friend, let them negotiate for you as the quoted fare differs greatly for locals and foreigners.
Safety helmets are a must at all times for both the rider and passenger. Majority of the times these are ill-fitting.
The city also has a range of tourist attractions such as the Sobi Hill which is said to have offered protection to natives during intertribal wars in ancient times. The Okuta Ilorin is located in Asaju's compound, Idi-Ape Quarters. It is the stone on which Ojo Isekuse, one of the founders of the city, used to sharpen his metal tools. It was actually called "Okuta ilo irin" (meaning stone for sharpening metals). It is from this tool, the town Ilorin derived its name. The stone was a deified object of worship, and sacrificial offerings were made to it in the past.
Pottery is a big business in Ilorin. The city has the biggest traditional pottery workshops in Nigeria. They are located in the Dada area of Okelele, Eletu in Oju-Ekun, Okekura, Oloje, Abe Emi and Ita Merin.
The traditional textile industry also thrives in Ilorin. In various parts of the city, aso-oke, textiles hand-woven on simple looms, are made in large quantities. Aso-oke is purchased by traders and fashion designers from Kwara State, other parts of Nigeria and abroad.
The cultural centre houses the Kwara State Council for Arts and Culture, its performing troupe, and a gallery with artworks and antiquities. Souvenirs of cultural and historical values are also available.
The National Commission for Museum and Monuments has one of its centers in Ilorin, with interesting cultural and ethnographic objects from Nigeria's many cultures.
8.1963284.8882081 Esiẹ Museum. has a major collection of soapstone figures, and is of major note. (updated Jan 2023)
8.4814374.6744922 University of Ilorin (Unilorin), PMB 1515. University of Ilorin campus. (updated Jun 2021)
Metropolitan Park, a recreational park, is located on Unity Road. The Kwara State Stadium Complex has an Olympic-sized swimming pool with facilities for diving. A purpose-built baseball park is located in the Adewole area of the city.
8.4984514.5865371 Viva Cinema (Viva Cinema ilorin), The Palms Shopping Mall, beside NTA Ilorin, Fate Rd, Ilorin, ☏ +234 808 606 2078. 9AM-10PM. Viva Cinema ilorin located in Kwara palms mall. A very exquisite place to watch different types of movie with popcorn, hotdog sold there too. ₦500-₦2500. (updated Jan 2022)
Buy[edit]
Unless you are in a supermarket or restaurant/bar with fixed prices, you will be expected to negotiate the price you pay for an item down to the lowest the vendor would sell. When you are stuck in traffic, expect to see hawkers selling drinks and other forms of light refreshments.
If you hold a Visa, MasterCard or Maestro credit/debit card you can withdraw cash in naira from various ATMs in Ilorin.
Foreign currency, U.S. dollars, pounds sterling, or euros can be exchanged in various places, usually near large hotels, e.g., Kwara hotel and the airport. These are not formal bureaux de change and you will need to negotiate the exchange rate. Count your money in front of the exchanger, and don't be afraid to walk away if you are not happy with the deal.
There are formal Bureaux de Change in the various banks, and you can be rest assured about transacting with them, although their rates may be slightly higher or lower than the rates outside. Some of the good places for shopping are:
Edinwo Supermarket, Tanke road. (updated Apr 2021)
8.499294.586651 Palms Shopping Mall, Plot 1, Fate Road, G.R.A, Ilorin South Local Government Area. 9AM-10PM. (updated Jan 2023)
Ace Supermarket: Unity road.
Martrite Supermarket:Bola Saadu House, 10 Ahmadu Bello Way.
Tanke Region. Ilorin is one of the best places you can't go around with an empty stomach because there are a lot of places to eat. Here are the few places to eat at Tanke.
8.485294.6009461 T&K, 60 University Rd, Tanke , Ilorin, ☏ +234 807 451 5980. 7:30AM-10PM. Traditional foods are sold here. (updated Jan 2023)
8.4857174.5979292 Yakoyo, Tanke Rd, Ilorin. 9AM-10PM, (Monday-Saturday). a restaurant where diverse foods are sold both traditional food and continental food. (updated Jan 2023)
8.48174.61683 Clay Plot, No.6, Beatrice Anike Street, off University Road, beside Bovas Filling Station. 10AM-3AM (Every day). diverse foods are sold; traditional food and continental food. (updated Jan 2023)
Item 7. only Continental food is sold here. (updated Jan 2023)
Liyagold. This is a restaurant and a mall combined in a building, the down section for a restaurant where guest order for foods mostly Continental Cuisine while the upper section is the mall open for shopping. (updated Jan 2023)
Chop & Grills. A night restaurant where snack and junks are sold. (updated Jan 2023)
Iya Yusuf Restaurant (Tuwo spot), University Road Tanke, ☏ +234 817 444 4408. 8AM-11PM. A casual restaurant where you can get your Nigerian traditional foods. They offer delivery, take away, dine-in, fast service, a wheelchair accessible entrance, all you can eat, health options, a kid's menu, late-night food and organic dishes. (updated Jun 2021)
There are other regions where you can eat asides Tanke, these include:
The Place, 14B Umaru Audi Road, GRA, ☏ +234 818 286 2824. 8AM-10PM. The Place is a proudly Nigerian company, operating in the hospitality sectors of the Nigerian economy. The brand is one of the business units operated by Smackers Ltd and has operational presence via multiple outlets, across different states in Nigeria. (updated Dec 2021)
The Commodores cafe and grill, Yoruba road, Phase 2, 240212, ☏ +234 813 237 6936, commodoresgrillandcafe@gmail.com. 2-8PM. Curbside pickup, no-contact delivery, delivery, take away, dine-in. Staff wear masks, staff gets temperature checks, staff required to disinfect surfaces between visits, great cocktails, coffee, breakfast, lunch, dinner, seating, dessert, good for kids, toilets, casual, cosy, accept reservations. ₦1,000-4,000. (updated Apr 2022)
Royal Eatery, Sultan road junction, off, Ibrahim Taiwo road, ☏ +234 803 573 4200. 8AM-11PM. Delivery, take away, dine-in, great cocktails, All you can eat, healthy options, kid's menu, organic dishes, vegetarian options, good for kids, casual. (updated Apr 2022)
Divine foods restaurant, Opposite colony 2 junction balogun tanke Oko Odo ilorin, ☏ + 234 810 52084 211. 8AM-10PM. Fast food and dining fast food drinks and they also offer take away. (updated Jun 2022)
Alhaja Iya sikiru, 93 Sobi Road, ☏ + 234 803 828 5804. 7:30AM-8:39PM daily. They offer meals at affordable rate. Also they have dine in and take away. (updated Jun 2022)
Bukatee Restaurant, Opposite Martrite Supermarket, 24 Ahmadu Bello way GRA, ☏ + 234 816 937 3363. 8AM-9PM daily. Rice porridge chicken stew with all kinds of Nigerian soup and swallow coleslaw and any various drinks. They also do dining, takeaway and delivery. (updated Jun 2022)
Be happy. (updated Jan 2023)
Drinks are available all over Ilorin. The major hotels have bars and restaurants where drinks can be purchased.
Frootify - a shop outlet where smoothie and other fruit juices are made and sold to shoppers. Located at Tanke axis of Ilorin South.
Locale Nutri C - a shop outlet Where juices are made with side snacks which are sold to people.
Located along university road Tanke
Y bar, Office road, 240101, ☏ +234 803 337 8347. 11AM-11:30PM. Delivery, take away, alcohol, beer, wine, casual. (updated Apr 2022)
Sleep[edit]
Ilorin has some great hotels and guesthouses, meanwhile many more are being built. The cost of booking a hotel in Ilorin is cheaper when compared to other Nigerian cities like Lagos, Kaduna, and Abuja.
WhiteField Hotel: Plot 37 Gerewu Rd, off Western Reservoir. Free Wifi, room service, restaurant and bar.
Crystal House International Hotel: No 28 Sulu Gambari Rd, GRA. Free parking, free wifi, restaurant and room service, fitness center, massage, relaxation area, golf course.
White field Hotel. A reserved place to sleep. The hotel's facilities include free parking, free wifi, a restaurant and room service. (updated Jun 2021)
Kwara Hotel, 9A, Ahmadu Bello way, GRA, toll-free: +234 814 711 8621. Kwara hotel is located in a serene environment with wifi, outdoor pool,fully airconditioned rooms,restaurants and bars,halls for different events. ₦16,200-46,000. (updated Jun 2021)
E-Phoenix Hotel, 45 Aderemi Adeleye Street Off Basin Rd. Adjacent Federal Secretariat G.R.A Ilorin. (updated Mar 2022)
Princess Luxury Hotels, Plot 31, Pipeline Road. (updated Mar 2022)
Noktel Resort Hotel, 14/16 Noktel Drive, Off Catchment Road, G.R.A., Ilorin. (updated Mar 2022)
Royal Shekinah Suites, Ajase-Ipo Road, Opposite NNPC Mega Station. (updated Mar 2022)
Bovinaview Hotel, New Yedi Road, Opposite Tuyil Pharmaceutical. (updated Mar 2022)
Purple Hills Hotels Limited, 1 Sodik Sulyman Street, Off Fate Tanke Road. (updated Mar 2022)
In general, Ilorin has become a much safer place to visit than before, except for occasional clashes and violence, the state of security in the city has relatively improved with the state spending huge budgets on security with police patrol cars, CCTV cameras (though this isn't always the case). But beware of deals or businesses that sound too good to be true (especially e-mails soliciting your help), and do not openly flaunt your possessions, especially in public places.
While it is rare for a tourist to be a victim of a violent crime, it is still wise to stay safe and be alert, especially during late night outings. Stick to crowded streets and make sure to go out in groups as against going out alone.
The people of Ilorin are generally nice and friendly people, most of whom will readily offer directions to you if you are lost.
Connect[edit]
Royal FM Ilorin 95.1MHZ
101.9 Sobi FM
Diamond 88.7 FM Ilorin
Midland FM 99.1
Unilorin FM 89.3
Ogbmosho
Omu-aran
Esie
This city travel guide to Ilorin is a usable article. It has information on how to get there and on restaurants and hotels. An adventurous person could use this article, but please feel free to improve it by editing the page.
Retrieved from "https://en.wikivoyage.org/w/index.php?title=Ilorin&oldid=4600477"
Banner missing from Wikidata
Airport code pages missing
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redpajama_set_name: RedPajamaCommonCrawl


AIF Clinton Fellowship creates a community of socially engaged individuals who represent the leaders of tomorrow. Alumni of the fellowship program are leaders in various domains like international development, academia, business, journalism, entrepreneurship, public health and many other fields.
The AIF Clinton Fellowship provides a platform to develop the skills, resources and the network needed to become an efficient and socially-minded leader.
The application for the fellowship programme has already started on 24 October 2016 there will be a midpoint retreat in January 2017 and endpoint conference at the end of June 2017.
Nationality: Applicant should be a U.S or Indian Citizen /U.S. Permanent Resident.
Age: Should be between 21 years and 34 years of age on September 1, 2017.
Academic Qualification: Should be a Graduate or an undergraduate.
Interests: The candidate should demonstrate a deep interest, passion, and commitment to social and economic development in India.
Should possess strong professional skills and excellent academic records.
Sensitivity & ability to work with vulnerable communities.
Living Expenses: A monthly stipend.
Each Fellow receives up to two weeks of vacation time during the ten-month Fellowship, pending approval from the host organisation.
Fellows placed at host organisations with a Saturday workday receive 20 days vacation time.
Support AIF Partner Organisation: Fellows will support AIF partner organisations in meeting their human resource and project needs through training, skills-sharing and capacity-building.
Responsibilities of the fellows vary and are based on their skills, experience and interests.
Typical projects support (but are not limited to) program design and implementation, monitoring & evaluation, creating business strategies, action research and communications.
Applications for AIF Clinton Fellowship opens annually in the Fall for the program cycle the following year (September – June). The application form of AIF Clinton Fellowship is a little bit lengthy, there are eleven steps in the form. Candidates are suggested that they should keep sufficient time before filling the application. It can be filled partially but the applicants must "save draft" of their application after filling each step (page) of the form.
AIF Clinton Fellowship is open, and the interested candidates have to apply online for the fellowship program. Before applying for the fellowship, the student must create an account with AIF by providing their e-mail address & creating a password.
In your answer, address the following: What brought you here? How does this experience fit into your larger professional and individual development? Why do you specifically want to apply to the AIF Clinton Fellowship?
In your answer, address the following: What does service mean to you? Why do you want to serve? What specific experiences have shaped your philosophy of service? What motivates you when serving people and communities?
Please give concrete examples of how you learned each of these skills. What or who motivated you to learn these skills?
In your answer, address the following: What challenges did you face? What did you do to cope? What were some of the lessons you learned? What remain areas that you continue to struggle with?
Address the following: Is progress intrinsic to development? Some development initiatives are successful and some aren't. Even when a problem has been identified, why is there sometimes no tangible change or effect? In your experience and observation, does everyone get an equal voice in deciding what development means for their community and/or country?
Recommendation letters are part of the online application.
At the time of filling application, the system will ask for contact details of the people writing the applicant's recommendations.
The system will generate an automatic email request to the referrers with instructions and a link to answer some questions, which they will then submit online through AIF's system.
Recommendations are not accepted via mail or e-mail.
The Candidates would be judged on the basis of the application submitted by them, their references and the interview. Applications are reviewed by AIF staff, stakeholders, and other development experts in both the United States and India.
Applications are graded through a standardised numeric scale; those who meet the criteria move to the interview process.
Interview on Skype: Selected candidates will be invited for an initial screening interview held via Skype with AIF staff.
In Person Interview: Shortlisted candidates will be invited for the second round of interviews which will be conducted in person, and the successful candidates will be notified of their acceptance after that.
Their interest, passion, and commitment to social and economic development in India.
Professional skills & academic credentials.
Sensitivity and ability to work with the vulnerable communities.
Ability to build cross-cultural relationships: Ability to demonstrate appreciation for other cultures and circumstances and a willingness to adjust to these differences.
Flexibility to adapt to the challenging living and working conditions.
Indian language skills are not required but considered a highly valuable asset.
A lot of people apply for the fellowship and only a few get selected for the fellowship. In the year of 2016, "31 candidates" and in 2015, "36 candidates" received the prestigious William Clinton Fellowship of American Indian Foundation.


text:
Dark Bay or Brown Filly / April 18th, 2015 in PA / by Colonel John out of Di's Delight
11 Starts 18
Little Red Feather Racing purchased Mirth privately after she won three straight races, capped by a 3 ½-length win in June 2018 at Laurel Park.
She made her first start for trainer Phil D'Amato in January 2019 at Santa Anita Park and was unplaced. She bounced back with a victory in a 1 1/8-mile allowance race in February at Santa Anita. The Colonel John filly finished in the top three in two of her next three races, giving D'Amato the confidence to test her against stakes competition and Mirth finished second in the Possibly Perfect Stakes June 16 at Santa Anita. Three starts later she earned a breakthrough win when she led from start to finish Sept. 28 at Santa Anita Park to win the Grade 1 Rodeo Drive Stakes, a Breeders' Cup Challenge Series "Win and You're In" race for the Maker's Mark Breeders' Cup Filly and Mare Turf.
Mirth raced out to a long lead in the Filly and Mare Turf on Nov. 2 at Santa Anita, and still led by length into the stretch, but faded late to finish sixth. She returned in the Grade 3 Robert J. Frankel Stakes on Dec. 28 at Santa Anita, and showed incredible determination to outfinish Tiny Tina in a thrilling stretch duel.
Philip D'Amato
Mike E. Smith
Little Red Feather Racing
Making Money Betting Omaha Beach in the Malibu Stakes
Bayakoa S.
Maker's Mark Breeders' Cup Filly and Mare Turf


text:
Funding opportunity: Investigate changes in working lives and power in the workplace
Award range:
Apply for funding to explore power dynamics in the workplace and changes in working lives.
The opportunity is for UK-based individuals or research teams. You must be based at an approved university or independent research organisation.
We encourage co-investigators from business, third sector or government organisations.
You must address at least one of these themes:
managing working transitions
power and voice in a changing world of work.
The full economic cost of your project can be between £535,000 and £720,000. We'll fund 80% of this.
Your project must start in April 2022 and last three years.
Principal investigators must be based at a UK institution eligible for ESRC funding. That organisation will be responsible for submitting the grant application to UKRI.
Collaborations beyond academia are encouraged. UK co-investigators can be from across different sectors and be any of the following:
third sector and non-profit organisations
government organisations
public sector research establishments (PSREs).
Standard ESRC eligibility rules apply. Read more about individual and institutional eligibility in the ESRC research funding guide.
International collaborations are permitted, but:
projects must focus predominantly on issues relevant to the UK
any findings or recommendations must have a direct bearing on the UK context.
Projects should be primarily social science.
Successful projects must aim to start in April 2022.
As part of its Transforming Working Lives (TWL) priority, ESRC is looking to fund a programme series of innovative and novel research projects across two overarching themes:
Proposals should seek to make a significant scientific contribution with a view to addressing challenges with key policies, practices or both. Findings should help to build the evidence base for effective future interventions in the areas under study.
In particular, ESRC would like projects to:
understand the empirical realities of contemporary transformations in work and working lives, the causal factors involved and the implications for individuals, businesses, practitioners and policymakers
engender relevant, meaningful, and accessible change in policy and business practices to transform our working lives for the better.
All proposals must set out how the research relates to the existing evidence base and must clearly identify the project's original contribution.
The successful projects will be expected to work collaboratively and coordinate with one another to ensure the collective impact of this programme of investments. ESRC will make available a small fund to support collaboration and coordination, but projects should also budget-appropriate resources.
Proposals should include practical suggestions for specific activities, and we welcome inventive and inclusive ideas. The ESRC office will work with the successful projects to confirm the shape and governance of inter-project coordination.
We welcome proposals that explore any of the following themes and sub-themes.
Managing transitions
Projects funded will explore how people navigate and manage transitions into, within and out of work over the course of their working lives, taking into consideration any of the following sub-themes.
Into, within and out of work
This can include:
early career or life event-driven transitions
midlife (and other) career transitions: experiences, shaping factors and implications
working after the age of official retirement
supporting sustainable work pathways (including barriers to accessing and retaining work, both generally and with regards to specific groups, as well as systemic and place-based approaches to provision of decent and fulfilling work).
Attitudes, motivations and decisions that shape working lives
changing attitudes or motivations towards work and working lives
decisions about jobs, work and career pathways
the impact of household finances on transition decisions
the impact of changes to labour markets, job security, working patterns and environments on working lives.
High-level cross-cutting themes that are also within scope
barriers, enablers, actors and agents of change
role of organisations, structures and institutions
individual decision-making processes, including drivers, motivations and decision pathways
experiences of specific groups (including people with disabilities, people from Black, Asian and minority ethnic communities, older workers, young workers, middle-aged workers, women, people from the LGTBQ communities and so on)
transitions at individual and household level:
balancing roles
managing transitions and competing demands
differences across various demographic groups in relation to age, gender, family status and caring responsibilities
the impact and effectiveness of different workplaces (including location, modes of work, different locations or modes for different roles, tasks or jobs, and 'non-organisational' work structures) and working practices to manage transitions.
Power and voice
Projects funded will explore:
workplace relationships
employee and employer experiences
labour voice.
Understanding contemporary dynamics of power and their implications
agency-power dynamics, including issues of workplace autonomy and control
structural power inequalities, including the role of regulation and the legislative framework
links between contractual relationships and power relationships
exploring sectoral and geographical experiences
intersectional dimensions of power (inequalities)
notions of bi-directional trust
value creation and distribution
the role of different (and changing) workplaces, work practices and job types.
Labour rights, labour organisation and labour voice
understanding contemporary dimensions of labour voice
employee or worker engagement, participation and voice
the contemporary role of trade unions and employee or worker bodies
alternative models of labour organisation, including different types of employer and different working practices
exploring sectoral and geographical experiences.
experiences of particular groups of workers or employees, including:
socio-economic dimensions
geographic dimensions
specific age groups
gender dimensions
people from Black Asian and minority ethnic communities
people from the LGBTQIA+ communities
role and implications (psychological, sociological, political) of:
professional and trade bodies
organisations and institutions
the relationships between productivity, power and voice in the workplace, and their implications
technology, trust and power dynamics in the workplace.
Overall requirements
All proposals should set out clearly defined, targeted and measurable outcomes to demonstrate evidence of planned impact, whether:
Outcomes should be as specific as possible.
ESRC welcomes any methodological approach whether quantitative, qualitative or mixed methods in nature.
We also encourage the use of approaches that are interdisciplinary, multidisciplinary or both.
Linked administrative data
Where relevant, applicants are encouraged to make use of linked administrative data held by Administrative Data Research UK (ADR UK).
Projects that use ADR UK data must support research that delivers a public good.
Further details about existing linked administrative data can be found in the ADR UK data catalogues, and new data-sets are being made available all the time.
Explore the ADR UK data catalogues.
Ineligible costs and activity
The following will not be supported:
projects that do not focus predominantly on issues relevant to the UK context
research that duplicates or overlaps with other planned or ongoing research
proposals that are deemed to be less than 50% social science
PhD studentships.
Applications must be made through the Joint Electronic Submission system (Je-S).
To be able to do this your host organisation must be registered for Je-S, and you must hold a Je-S account. If you are unsure about this, you should contact your research organisation's research office for further guidance.
Proposals will need to show 100% of the full economic cost of the proposed research, with ESRC covering 80% of the costs.
When applying select 'New document', then:
council: ESRC
scheme: research grants
call/type/mode: Transforming Working Lives 2021.
Mandatory attachments with the application include:
justification of resources
data management plan (for grants planning to generate data)
CV or CVs.
Read the Je-S guidance attachment for in-depth information about the application process.
Proposals are reviewed by a pool of experts covering a range of relevant disciplinary areas.
You can nominate up to two academic and two non-academic reviewers. We invite only one to assess your research proposal and may decide not to approach any of your nominated reviewers.
Reviewers are invited to assess each proposal based on their individual merit.
If a proposal meets the standard ESRC minimum quality threshold, the principal investigator is given the opportunity to respond to the reviewers' comments.
Proposals are then assessed by a specially convened expert commissioning panel, taking into consideration the scores and comments of the reviewers. The panel includes non-academic experts.
The panel evaluates the proposals on their individual merits, in addition to providing a comparative assessment of all the proposals. They make a final funding recommendation to the ESRC.
The ESRC makes a strategic decision on the proposals to support, within proposals rated highly against the assessment criteria outlined below. Funded grants are considered as part of a portfolio of awards.
All proposals are assessed using the standard ESRC peer reviewer scoring system against the following assessment criteria.
Research excellence and scientific impact
compelling plans for new research that has the potential to generate new knowledge and lead to new insights on under-researched themes
clearly described and justified research methods and research design
clearly described and justified data management and access plans that identify the risks to, and mitigations for, accessing, managing and sharing data, if data management is part of your proposal.
Fit to the scope of the opportunity
This includes whether:
the proposal addresses one or more of the themes outlined
the proposal is situated within the wider research context
the proposal adds value to the existing research landscape
the project takes place within the timeframe required.
Outcomes, impact and engagement
the proposal sets out clear, measurable and achievable outcomes that demonstrate evidence of the research's planned impact, and which go beyond a list of outputs
the project has practical outcomes, a policy impact or both
there is evidence of well thought-through and realistic plans for engagement and knowledge exchange, that maximise opportunities for academic, societal, economic and user impact
there is a clear commitment to work constructively and proactively with other grants holders from this funding opportunity in order to maximise the impact of the programme as a whole.
the funds requested are essential for the work
the importance and scientific potential justify funding on the scale requested
there's a clear allocation of duties and responsibilities, if your proposal has more than one person
the proposal represents good value for money.
Ask a question about the funding opportunity
Email: twl@esrc.ukri.org.
Ask a question about applying through Je-S
Any queries regarding the submission of proposals through Je-S should be directed to the Je-S helpdesk:
telephone: 01793 444164.
The helpdesk is staffed Monday to Thursday 08:30 to 17:00 and Fridays 08:30 to 16:30 (excluding bank holidays and other holidays).
Ask whether administrative data might be relevant to your project
Email: srs.customer.support@ons.gov.uk.
In 2018/19, ESRC undertook a series of scoping workshops across the UK on the future of work in order to explore the shape of a new research agenda in this space.
Around 200 senior stakeholders with research, policy and practice expertise took part in the workshops. Participants came both from academia and from across the public, private and third sectors. The workshops focused on five meta-themes:
emerging technologies, skills, and training
new work practices, workplaces, and business models
inequalities, insecure employment, and in-work poverty
job quality, health, and wellbeing
lifelong resilience and sustainability.
The key aims of the scoping activity were to identify critical gaps in research, data and methods within these thematic areas. Also, critically, to identify areas where ESRC could add significant value to the space, above and beyond existing and planned activities by ourselves and other stakeholders.
As a result of our engagement with the community, ESRC identified two under-researched and highly relevant areas where our funding has the potential to make a significant contribution to scientific knowledge and to practice.
The challenge of successfully navigating and managing transitions over the course of a working life was a consistent theme across all workshops.
Participants emphasised that 'life-course' and 'whole life' approaches to transitions are needed. Whilst also stressing that it is important to understand the specific factors at play at different times in people's working lives. For example first transitions into work or transitions out of work into retirement.
Transitions do not happen in isolation, and supporting long-term sustainable work pathways requires a holistic perspective.
Power and voice in a changing world of work
As with 'managing transitions', issues around labour rights, labour organisation, labour voice and, critically, dynamics of power were raised continuously across all of the five meta-themes.
Participants noted that many stakeholders talk about industrial relations and 'Industrial Relations 4.0' but do these terms, and their implications, accurately reflect contemporary realities and experiences.
Particularly when fewer and fewer people work in what might be termed 'traditional' industrial settings. This theme is particularly apposite with regards to the widespread 'digitisation' of the work agenda.
The past few years, and not least the substantial impact of the ongoing COVID pandemic, have only served to highlight the critical importance of these two overarching themes.
About the subthemes
It is important to underscore that all of the sub-themes listed above are closely intertwined, and in many cases are not easily separated from one another.
The categorisation made here should not be taken as a conceptual statement. It has simply been done to help highlight and begin to unpack the multi-faceted nature of working life.
Moreover, while one or other of these sub-themes might at first glance speak more clearly to certain stakeholders, both have implications for:
groups of individuals
the broader social and economic ecosystem.
Je-S guidance (PDF, 246KB)
Equality impact assessment (PDF, 139KB)
https://beta.ukri.org/opportunity/investigate-changes-in-working-lives-and-power-in-the-workplace


text:
Q: how to enable scrolling when zoom in and zoom out on a content page in xamarin forms i am trying to zoom in and zoom out on a content page using xamarin.forms.
I am able zoom in and zoom out but the problem is scrolling is not working.
i want zoom an image. with this code zooming is working perfectly. But while zooming i am not able to see full image. i must scroll to view the rest of the image. for that i need to scroll. but scrolling is not working.
XAML
xmlns:helper="clr-namespace:KPGTC.Deals.Mobile.Helpers"
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Code:
public class PinchToZoomContainer : ContentView
{
    double MIN_SCALE = 1;
    double MAX_SCALE = 4;
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    }

    private void On_Tapped(object sender, EventArgs e)
    {
        if (Scale > MIN_SCALE)
        {
            _isActive = false;
            this.ScaleTo(MIN_SCALE, 250, Easing.CubicInOut);
            this.TranslateTo(0, 0, 250, Easing.CubicInOut);
        }
        else
        {
            _isActive = true;
            AnchorX = AnchorY = 0.5;
            this.ScaleTo(MAX_SCALE, 250, Easing.CubicInOut);
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            double deltaX = renderedX / Width;
            double deltaWidth = Width / (Content.Width * startScale);
            double originX = (e.ScaleOrigin.X - deltaX) * deltaWidth;

            double renderedY = Content.Y + yOffset;
            double deltaY = renderedY / Height;
            double deltaHeight = Height / (Content.Height * startScale);
            double originY = (e.ScaleOrigin.Y - deltaY) * deltaHeight;

            double targetX = xOffset - (originX * Content.Width) * (currentScale - startScale);
            double targetY = yOffset - (originY * Content.Height) * (currentScale - startScale);

            Content.TranslationX = targetX.Clamp(-Content.Width * (currentScale - 1), 0);
            Content.TranslationY = targetY.Clamp(-Content.Height * (currentScale - 1), 0);

            Content.Scale = currentScale;
        }
        if (e.Status == GestureStatus.Completed)
        {
            xOffset = Content.TranslationX;
            yOffset = Content.TranslationY;
        }
    }
}

A: Alright, this was quite a tough one and admittedly I don't understand fully how I made it, but I made it.
Some thoughts:

*

*You mixed the translation of the container and the content, which is quite tricky to handle - if this is possible at all

*When panning, you added 15 every time the pan event was raised, but there is a better way: Just store the initial offset of the content and then add the TotalX and TotalY respectively to the TranslationX and the TranslationY of the content (this was the easy part)

*Panning while zooming was quite hard to get right and I had to find it out by trial and error

*

*Basically you have to store the origin of the pinch gesture when the gesture starts and calculate the diff between the original origin and the current origin

*Then you have to add the diff (multiplied by the with and height respectively of the control) to the target translation

Here is the code for the panning:
private void OnPanUpdated(object sender, PanUpdatedEventArgs e)
{
    if (e.StatusType == GestureStatus.Started)
    {
        this.xOffset = this.Content.TranslationX;
        this.yOffset = this.Content.TranslationY;
    }

    if (e.StatusType != GestureStatus.Completed
        && e.StatusType != GestureStatus.Canceled)
    {
        this.Content.TranslationX = this.xOffset + e.TotalX;
        this.Content.TranslationY = this.yOffset + e.TotalY;
    }

    if (e.StatusType == GestureStatus.Completed)
    {
        this.xOffset = this.Content.TranslationX;
        this.yOffset = this.Content.TranslationY;
    }
}

And here for the pinching
void OnPinchUpdated(object sender, PinchGestureUpdatedEventArgs e)
{
    if (e.Status == GestureStatus.Started)
    {
        this.startScale = this.Content.Scale;
        this.Content.AnchorX = 0;
        this.Content.AnchorY = 0;

        this.startScaleOrigin = e.ScaleOrigin;
    }

    if (e.Status == GestureStatus.Running)
    {
        var originDiff = PinchToZoomContainer.CalculateDiff(e.ScaleOrigin, this.startScaleOrigin);

        this.currentScale += (e.Scale - 1) * this.startScale;
        this.currentScale = Math.Max(1, this.currentScale);

        double renderedX = this.Content.X + this.xOffset;
        double deltaX = renderedX / this.Width;
        double deltaWidth = this.Width / (this.Content.Width * this.startScale);
        double originX = (this.startScaleOrigin.X - deltaX) * deltaWidth;

        double renderedY = this.Content.Y + this.yOffset;
        double deltaY = renderedY / this.Height;
        double deltaHeight = this.Height / (this.Content.Height * this.startScale);
        double originY = (startScaleOrigin.Y - deltaY) * deltaHeight;

        double targetX = this.xOffset - ((originX) * this.Content.Width) * (this.currentScale - this.startScale) - originDiff.X * this.Content.Width;
        double targetY = this.yOffset - ((originY) * this.Content.Height) * (this.currentScale - this.startScale) - originDiff.Y * this.Content.Height;

        this.Content.TranslationX = targetX.Clamp(-this.Content.Width * (this.currentScale - 1), 0);
        this.Content.TranslationY = targetY.Clamp(-this.Content.Height * (this.currentScale - 1), 0);

        this.Content.Scale = this.currentScale;
    }

    if (e.Status == GestureStatus.Completed)
    {
        this.xOffset = this.Content.TranslationX;
        this.yOffset = this.Content.TranslationY;
    }
}

(Of course you have to add Point startScaleOrigin to your class).
Finally you need the method to calculate the distance between two points
private static Point CalculateDiff(Point first, Point second)
{
    return second.Offset(-first.X, -first.Y);
}

Unfortunately I did not manage to get the tapping right, but I think you should be able to figure it out from here.

redpajama_set_name: RedPajamaStackExchange


In many Malawian communities, family planning, sexually transmitted diseases and other reproductive health topics are shrouded in taboo. They are not taught in school or discussed at home.
And yet, reproductive health is so important for healthy, prosperous communities.
While helping mothers and newborns survive and thrive after childbirth, PWS&D's maternal, newborn and child health project is also improving knowledge about and access to services for reproductive health.
Increasing knowledge about reproductive health empowers women and girls and contributes to gender equality.
Harmful practices like early marriage and unplanned pregnancy are avoided, and girls can stay in school. Through family planning, women can better access economic opportunities and make choices about when and if they have more children based on their family's circumstances.
Women and men are also better able to avoid sexually transmitted diseases and improve their well-being.
In Mulanje, a group of teens are bringing these topics out into the open and leading the way for positive change.
Thokozani and Mafuno at the Mulanje Mission Hospital in Malawi.
Thokozani, Peter and Mafuno are peer educators. With support from PWS&D, they travel to different villages in Malawi to teach youth about family planning, preventing teenage pregnancy, HIV testing and counselling, accessing contraceptives and healthy living habits.
"I like talking to the young people and sharing information. It encourages them. They are also changing—their behaviour is changing," Thokozani shares.
But progress was slow to start.
Thokozani, Peter and Mafuno share that many participants were nervous at first to attend a session where these topics would be discussed openly.
Those in attendance are between the ages of 10 and 29. It was challenging to get people in that age group—especially young men—engaged in the material.
But Peter, Mafuno and Thokozani work hard to get the supplies they need to educate their peers in ways that are interesting and exciting. They have orchestrated dramas, musical performances and variety shows. They even incorporate soccer games—a popular sport among many attendees.
It didn't take long for the educators to see a transformation.
The dedicated educators are proud to report that the participants look forward to each session. But it's more than football motivating the young men and women. "We are role models to these people," Mafuno shares proudly.
Knowledge is a powerful tool for creating healthier communities. Support PWS&D's maternal, newborn and child health project today!
Banner photo: Thokozani, Mafuno and Peter are part of a group of peer educators, helping youth learn about their sexual and reproductive health rights.


text:
A villafrancai csatára 1744. április 20-án került sor az osztrák örökösödési háború idején a jelenleg Franciaországhoz területén lévő Villefranche-sur-Mer közelében. Ennek során a  Szárd–Piemonti Királyság területére benyomuló francia és spanyol csapatok sikertelenül támadták a villafrancai magaslatoknál a szárd-angol egységek elsáncolt védelmi állásait. A súlyos veszteségek a védőket Villafranca kikötőjének elhagyására kényszerítette két nappal a csata után (1744. április 22-én).

Előzmények

1744 kedvezőtlenül kezdődött a spanyolok számára Itáliában. Délen az osztrákok folyamatosan visszaszorították José Carrillo de Albornoz tábornok seregét és már Nápolyt veszélyeztették. A britek az osztrákok oldalán kapcsolódtak be a konfliktusba és a haditengerészetük mindenütt zaklatta Spanyolországot és szövetségeseit. Genovát blokád alá vette egy brit hajóraj és Svájc zárva tartotta hágóit az idegen csapatok előtt. A szövetséges Franciaországon keresztülvonulva Fülöp herceg könnyen elfoglalta Savoyát, de utánpótlás hiányában nem volt képes az Alpokon átkelni és megtámadni a szárdokat.

Február 22-én, a francia–spanyol flotta Toulonnál vereséget mért a britekre. Thomas Mathews tengernagy flottájának visszavonulását követően a franciák és spanyolok ideiglenesen visszaszerezték a tengeri útvonalak feletti ellenőrzést és Fülöp herceg seregéhez így már nagy mennyiségben érkezhetett az ellátmány.  francia katona csatlakozott Lajos Ferenc herceg vezetésével Fülöp  spanyol katonájához. Céljuk a Lombardiába való kijutás volt, hogy aztán egyesülhessenek a délen harcoló spanyol hadsereggel.
A szövetséges haderő április 1-én átkelt a Varo folyón és bevonult a magát harc nélkül megadó Nizzába.

A csata

A Viktor Ferenc susai márki (III. Károly Emánuel király féltestvére) vezetése alatti szárd csapatok a villafrancai magaslatokon sáncolták el magukat. A támadó spanyol–francia egységeknek sziklafalakon és szakadékokon kellett keresztülküzdeniük magukat, miközben a szárd tüzérség lőtávolságán belülre kerültek. Ez a tüzérség a megerődített táborban 11 üteget összesen 80 különféle méretű ágyút számlált és a kikötőben állomásozó brit hajók szállítottak ide. A szárd erők gyalogsága 14 zászlóaljból állt.

Thomas Mathews tengernagy időközben visszatért a körzetbe a flottájával és egy brit tengerészgyalogosokból, reguláris egységekből és tüzérségi szakértőkből álló katonai kontingenst tett partra a szárd védelem megerősítésére. Ez a haderő csatlakozott a szárdokhoz a magaslatokon és az ágyúik tüzet nyitottak a franciákra, akiknek csak nemrég üzentek hadat (a britek a spanyolok ellen már 1739 óta hadban álltak). Voltaire később csípősen megjegyezte, hogy "még az Alpokban is lehetett találni angolokat, akik ellenünk harcoltak".

Conti hercege, Lajos Ferenc herceg április 14-én indította az első támadást, de ezt meg kellett szakítani a kitörő vihar miatt. Végül a herceg április 19–20-a éjjelén adta ki a parancsot a Villafranca melletti erődített tábor elleni támadásra. A csata elején a spanyolok és a franciák öt szárd zászlóaljat vertek szét, számos foglyot ejtve. Még a főparancsnok, Susa márkija is fogságba esett és Cinzano lovagnak kellett átvennie a helyét. A francia–spanyol erők a Mont Gros, Mont Rouge és Mont Leuze magaslatok állásainak elfoglalására indultak, melyek kulcsfontossággal bírtak Villafranca védelmében, de a védők új vezetője meg tudta állítani a támadást. Különösen a szárd szolgálatban álló svájci Kalbermatten ezred tűnt ki, mely egység a Mont Leuze-t védte. Délután négy órára visszaszerezték az elveszített területeket. Conti herceg az összes rendelkezésére álló erőt kimerítette a támadás során. Cinzano lovagnak lehetősége nyílt rohamot indítani Villafranca körzetének visszafoglalására. Ennek a Nizza felé vezető út ellenőrizhetősége miatt volt nagy szerepe. A főleg gránátos századokkal végrehajtott támadás teljes sikert hozott. Estére a szárdok ismét azokat az állásokat birtokolták, melyekben még reggel voltak.

Következmények

A védők súlyos veszteségeket szenvedtek, több mint 1000 emberük elesett vagy megsebesült és 1500 fogságba esett. A spanyol–francia erők nem egészen 3000 embert veszítettek, melyek közül 433 fogságba esett. Mivel már csak 5000 harcra fogható embere maradt, Cinzano a brit hajók segítségével elhagyta a csapataival megerődített tábort. Április 21-én a villafrancai rakparton a helyőrséget behajózták 33 szállítóhajó fedélzetére és négy brit hadihajó kíséretében április 22-én elhagyták a kikötőt. Montalbano erődjét elhagyták, de Cinzano hátrahagyott 340 katonát Villafranca citadellájában. Ők április 27-én adták meg magukat. Lajos Ferenc úgy számolt, hogy a ligur partvidék meghódítása még hónapokig tartó harcok árán lehetséges. Ezért inkább júliusban az Alpokon keresztül indított támadást. Ennek eredményeképpen sikerült áttörniük a francia–spanyol erőknek az itáliai fronton és ostrom alá venni Cuneo városát.

Fordítás

Az osztrák örökösödési háború csatái
1744


Once production has begun on a made-to-order item, the order cannot be cancelled even if the item hasn't yet shipped. Returns and exchanges are also not accepted unless the product arrived defective. All custom specs including key number and custom stamps or marks must be requested before the order is put into production and processed.
We want to provide you with the finest possible service and product.
Provide the full name, address, and postal code of the school or other ultimate user. We require this information to register serial numbers and key systems to each specific installation. This enables us, on future orders, to continue with or avoid the key system of record, and ensures non-duiplication of serial numbers already in use. Failure to provide end user information will delay processing the order.
Indicate which key system we are to extend. Many installations use the same lock model but serveral different key systems. The key system stamped on control keys and master keys currently in use. If a new key system is required, one different from any now in use at the installation, state your order "furnish new key system."
Each type of Master Lock built-in combination lock has two model numbers; one for locker door hinged on the right as you face the doors, and one for the left hinged doors. For example, the Master No. 1630 mounts only on right hinged doors, while Master No. 1631 can be used only on doors hinged on the left. Be certain to check your application and specify the correct lock model for the lockers involved. This will avoid costly and time-consuming replacements. Since lockers vary in styles and design, your PadlockOutlet representative is available to assist in determining the correct lock to be used on your particular application.
Replacement Control Charts: Replacement control charts are available at a $100.00 net price per individual chart request.


Drew Jones was trained as a cultural anthropologist, receiving his Ph.D. in 1997 from the University of Wisconsin-Madison. For the past ten years he has been a university lecturer and organizational consultant to businesses in the US and the UK. He taught anthropology, management, and organizational behaviour at the University of Alabama, Birmingham for many years, and more recently he has been Lecturer of Leadership in the Department of Management Learning and Leadership at Lancaster University Management School in the UK. He is currently Lecturer in the Management of Organizations at Texas State University.
He has consulted with companies in the food and drinks industry, construction and building, executive education, software, for-profit education, and sports-management. He has worked with the innovation agency, Aquifer Design, which develops tools and technologies for innovation, and with the innovation practice at Mettle Group. Mettle Group, which has offices in Sydney, Melbourne, and London, is an organizational consultancy that helps companies to align strategy with culture and leadership.
He has published articles in magazines including Leadership, Culture & Organization, Organizational Dynamics, Human Organization, Consulting Times, and Professional Manager. This is his first book.


Since the end of January is not yet spoiling us with the lovely springish weather, why don't we match the nature and take all it's best? The Earth gives us glittering white snow and soft, tender snowflakes. In a fashion industry, the white glitter sometimes is change with a little bit darker shade, i.e. metallic color.
This season oversized bags found their way back into the runway, and from there – straight to the showcases of boutiques and in our minds. Big? Yes. Comfortable? Without a doubt. Choose an oversized bag if you want to look stylish yet be comfortable with the things you need to carry in it.
Rihanna's Debut in Fashion World – Success?
Two weeks ago Rosea Lake, living in Vancouver, has published a picture called "Judgements", symbolizing our perceptions and judgements based on a length of a woman's skirt.


text:
Stosunki dwustronne Szwajcaria – Unia Europejska. Szwajcaria jest jednym z najważniejszych partnerów handlowych Wspólnoty Europejskiej, współpracuje z nią w wielu kwestiach, ale konsekwentnie, zgodnie z polityką neutralności, a nawet izolacjonizmu, odrzuca możliwość członkostwa w Unii Europejskiej czy nawet w Europejskim Obszarze Gospodarczym. Rozwój wzajemnych stosunków stanowi przykład postępów w dziedzinie europeizacji życia społecznego. Zgodnie z umowami z 1999 roku Szwajcaria zobowiązała się do minimalnego wprowadzania postanowień acquis communautaire. Od 1960 roku jest również członkiem Europejskiego Stowarzyszenia Wolnego Handlu, a od 1963 członkiem Rady Europy.

Wniosek o członkostwo w EOG

W maju 1992 roku rząd Szwajcarii i Unia Europejska osiągnęły porozumienie w sprawie członkostwa Szwajcarii w Europejskim Obszarze Gospodarczym. Jednak w grudniu 1992 roku społeczeństwo szwajcarskie w referendum odrzuciło porozumienie. W związku z tym zaprzestano dalszych rozważań na temat potencjalnego członkostwa w Unii Europejskiej.

Porozumienia dwustronne 1999
21 czerwca 1999 podpisano siedem umów sektorowych, które weszły w życie 1 czerwca 2002 roku i dotyczyły:
 swobody przemieszczania się – z chwilą podpisania umowy obywatele otrzymali prawo przemieszczania się i podejmowania pracy w regionach przygranicznych do 20 km; okres przejściowy – 12 lat do 2011;
 transportu lotniczego;
 transportu lądowego;
 współpracy naukowo-technicznej;
 zamówień publicznych;
 handlu produktami rolnymi;
 wzajemnego uznawania standardów i ocen zgodności.

W wyniku tych porozumień Szwajcaria zobowiązała się do adaptacji zarówno części prawa wspólnotowego, jak i opłaty zwanej składką solidarnościową (ang. solidarity contribution).

Referendum 2001
Inicjatywa "Yes to Europe!" postulowała natychmiastowe rozpoczęcie negocjacji akcesyjnych z Unią Europejską, jednak 4 marca 2001 Szwajcarzy w referendum ponownie odrzucili wizję członkostwa w UE.

Porozumienia dwustronne 2004

Negocjacje drugiego etapu dwustronnych umów Komisja Europejska – Rada Związkowa trwały od lipca 2001 do 25 czerwca 2004 roku, tego dnia parafowano dziewięć umów. Siedem tematów zamknięto stosunkowo szybko, jednak rozwiązania dla dwóch – przestępstwa finansowe oraz Schengen/Dublin – znaleziono dopiero w ostatniej chwili, po długich debatach poświęconych określeniu zakresu szwajcarskiej tajemnicy bankowej. Negocjacje w przedmiocie liberalizacji obrotu usługami zostały – w związku ze znaczną liczbą wciąż nieuzgodnionych kwestii – wyłączone z II serii umów dwustronnych w marcu 2003 roku i będą kontynuowane oddzielnie w okresie późniejszym.

Dzięki temu porozumieniu Szwajcaria jest również sygnatariuszem Układu z Schengen. 5 czerwca 2005 roku Szwajcarzy w referendum opowiedzieli się za wejściem w życie wynegocjowanego porozumienia. Kraj stał się członkiem układu 12 grudnia 2008 roku. Otwarcie granic lądowych miało miejsce 12 grudnia 2008 r. Otwarcie granic na lotniskach nastąpiło 29 marca 2009.

Szwajcarię łączy z UE ponad 120 sektorowych traktatów dwustronnych, zawierających praktycznie te same przepisy, co w przypadku prawodawstwa przyjętego przez państwa EOG w zakresie swobody przepływu osób, towarów, usług i kapitału.

Udział w pozostałych projektach, programach i inicjatywach UE
Szwajcaria uczestniczy we wspólnotowych programach kulturalnych i edukacyjnych:
 Socrates II, Leonardo da Vinci II, Youth, Erasmus;
 MEDIA.

Opinia publiczna
Najnowsze badania z maja 2012 roku wykazały, że 82 procent badanych jest przeciwko przystąpieniu Szwajcarii do UE.

Zobacz też
 Trybunał Europejskiego Stowarzyszenia Wolnego Handlu
 wspólna polityka handlowa Unii Europejskiej

Przypisy

Bibliografia

Linki zewnętrzne
 Ambasada Szwajcarii w Warszawie

 Strona Komisji Europejskiej

Unia
Stosunki krajów trzecich z Unią Europejską
Stosunki międzynarodowe Szwajcarii


Representing eight cities, three states, 10 locations, and over 1000 hours of service, 191 employees took part in the Unico's first ever company-wide all-hands day of community service.
(October 9, 2018) — They sorted, packed, cleaned, pulled, pried, dug, cut, crafted, repaired, moved, and lifted all across the western United States. Representing eight cities, three states, and over 1000 hours of service, 191 employees took part in Unico's first ever company-wide all-hands day of community service. Coordinated by members of the employee-led Community Giving, the inaugural event took place last Friday, Oct. 5, across three states—Colorado, Oregon, and Washington—and 10 locations in six cities such as Seattle, Woodinville, Tacoma, Spokane, Denver, and Portland. Participants supported an assortment of organizations: in Washington, Unico employees supported Mary's Place and Compass Housing in Seattle, the Children's Museum of Tacoma, Farmer Frog in Woodinville, and Volunteers of America in Spokane; in Colorado, participants helped assemble critical medical supplies at a Project C.U.R.E. location in Denver; and in Oregon, employees salvaged building materials for reuse through The ReBuilding Center in Portland.
Unico employees in Denver were joined by leadership as they sorted, packed, and ship medical supplies with Project C.U.R.E. In the photograph, Unico CEO Quentin Kuhrau helps sort through supplies along with Denver market leader, VP and Regional Director Austin Kane.
"['All Hands Day'] will be a fantastic day for us all to showcase Unico's long-held commitment to serving our communities," said Unico Chief Executive Officer and Chairman of the Board Quentin Kuhrau in an email to employees days prior to the event. Unico leadership were working alongside employees in different markets. Kuhrau, along with Senior Vice President of Real Estate Brian Pearce and Senior Vice President of Development Jackie Costigan, joined the team in Denver. President Jonas Sylvester joined the team in Portland, Ore., Chief Investment Officer Ned Carner helped the team in Seattle, and Chief Financial Officer Simon Misselbrook worked alongside employees in Woodinville.
Members of the Community Giving worked hard to coordinate events in multiple markets and with dozens of property management offices. The steering committee is led by Rachel Bain, Courtney Jolicoeur, and Stacie Chapman and supported by Nick Cousino, Audrey Lyon, and Maria Clark. Bain organized the Woodinville event, while in Seattle, Jolicoeur and Lyon organized events at Compass Housing and Mary's Place respectively. Chapman organized the Tacoma efforts, alongside Clark for the Denver event, while Cousino organized the team in Portland, Ore. In Spokane, Ron White was essential in organizing Unico's efforts in that city.
Employees from Unico subsidiaries—Costigan Integrated, Unico Solar Investors, and Unico Sustainability—also took part in the day of service. Unico's Salt Lake City and Honolulu teams will also participate in their communities in upcoming weeks, bringing total participation close to the 200-person mark.
The winning t-shirt design created by Unico Helpdesk Analyst Levi Miller for the company's "All Hands Day" event.
To commemorate the company-wide effort, Unico employees donned custom designed pacific blue t-shirts to the locations. The t-shirt design was selected by employees via an anonymous poll after an internal company-wide competition. The winning design was by Levi Miller, Unico Helpdesk Analyst, and depicts the Unico logo re-interpreted as human figures hugged by arms or planetary rings. For his winning contribution, he was awarded a $100 Unico donation to go towards his non-profit of choice. On the back of the t-shirts is the hashtag #UnicoGives, designed originally by Mack Benevides, which participants were using to tag social media posts regarding the multi-state effort.
Established in 2017, Unico's employee-led Community Giving was created in part to reflect Unico's commitment to the communities they serve and to engage employees in a thoughtful dialog about causes that are near and dear to them. The steering committee identified five impact areas where Unico had focused on giving in the past: housing and hunger, health, youth, arts and culture, and sustainability. After soliciting input from Unico employees, the steering committee in 2018 announced a new focus called "Impact 2018" which prioritized causes on housing, hunger, and youth. "All Hands Day" was one of the events announced in support of the "Impact 2018" program along with the continuation of Unico's long-existing charitable giving matching and paid volunteer hours programs.
The largest "All Hands Day" contingent was in Seattle, with 73 participants divided between 2 organizations and five locations: Mary's Place and Compass Housing. Unico CIO Ned Carner joined the Seattle team supporting Mary's Place. Courtney Jolicoeur from the Community Giving Committee helped organize the efforts for Compass Housing, while Audrey Lyon organized the groups divided between four Mary's Place locations.
Unico employees take part in the company's first company-wide day of community service. Named "All Hands Day," the effort took place Oct. 5, 2018, across three states, six cities, and represented employees from 8 cities.
Woodinville had the second largest contingent outside of Seattle with 44 people supporting Farmer Frog, a non-profit dedicated to developing school gardens across Washington and providing on-hands learning opportunities for schoolchildren. In Tacoma, 16 helpers put together kits for children activities at the Children's Museum of Tacoma. In Spokane, 10 Unico employees supported Volunteers of America helping out in a veterans' shelter. Unico CFO Simon Misselbrook joined the Woodinville team. Rachel Bain and Stacie Chapman of the Community Giving Committee organized the efforts in Woodinville and Tacoma respectively, while Ron White organized the Spokane events.
Unico employees take part in the company's first company-wide day of community service. Named "All Hands Day," the effort took place Oct. 5, 2018, across three states, six cities, and represented employees from 8 cities. In the above photograph, Unico employees are assembling kits for children activities.
Unico employees take part in the company's first company-wide day of community service. Named "All Hands Day," the effort took place Oct. 5, 2018, across three states, six cities, and represented employees from 8 cities. In the above photograph, the Spokane team poses for a photograph after supporting Volunteers of America.
Unico employees take part in the company's first company-wide day of community service. Named "All Hands Day," the effort took place Oct. 5, 2018, across three states, six cities, and represented employees from 8 cities. In the above photograph, rain-drenched Unico employees at the Farmer Frog location in Woodinville.
Unico in Colorado team sorted and assembled medical kits for shipment across the world with Project C.U.R.E.
Employees from three Colorado offices are represented in the Denver effort: Denver, Boulder, and Colorado Springs. Outside of Washington, the Denver effort was the largest group organized with 31 participants sorting through, packing, and warehousing medical supplies. Unico helped Project C.U.R.E. put together medical supplies for shipment to hospitals and clinics in need. Unico CEO Quentin Kuhrau, SVP Jackie Costigan, and SVP Brian Pearce joined the team in Denver. Stacie Chapman of the Community Giving Committee alongside with Maria Clark from the Denver office organized the event.
Unico employees in Denver were joined by leadership as they sorted, packed, and ship medical supplies with Project C.U.R.E.
Unico employees in Denver were joined by leadership as they sorted, packed, and ship medical supplies with Project C.U.R.E. In the photograph, the team poses for a group photo in front of the Project C.U.R.E. banner.
Unico employees in Denver were joined by leadership as they sorted, packed, and ship medical supplies with Project C.U.R.E. In the photograph, Unico senior vice presidents Jackie Costigan and Brian Pearce.
Unico President Jonas Sylvester was among the 17 participants in Unico's efforts in Portland. The Portland team sorted, cut, hammered through building debris and wood to reclaim the materials for creative reuse with the non-profit The ReBuilding Center. Nick Cousino helped organized the efforts in Portland.
The Unico team in Portland helped salvaged building materials for creative reuse for The ReBuilding Center.
The Unico team in Portland helped salvaged building materials for creative reuse for The ReBuilding Center. In the photograph, Unico President Jonas Sylvester salvaging wood.