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Category: Fishes | Resource
Striped spiny eel: Mastacembelus pancalus
Salma Sultana
Macrognathus pancalus: Hamilton, 1822.
Mastacembelus pancalus: Day, 1878; Day, 1889; Ahmad, N. 1943; Bhuiyan, 1964; Shaw and Shebbeare, 1937.
Common name: Striped spiny eel (English name).
Bangla name: Guchi, Turi, Chirka, Pankal.
Taxonomic position:
Class: Osteichthyes
Family: Mastacembelidae
Genus: Mastacembelus
Species: M. pancalus
Morphological description:
Eel like Body is slightly compressed and eyes are minute. Dorsal spines are short and commence over middle of pectoral fin. Pelvics are absent. Lateral line is complete. Scales are cycloid. Soft dorsal and anal usually separated from caudal which is rounded. In some cases anal or dorsal or both are conspicuously confluent. Soft part of anal is similar to soft part of dorsal, colour greenish, olive along back and yellowish beneath. Grayish white spots present on sides. Fins are yellowish with numerous black spots Rahman (2005) and Bhuiyan (1964).
Fin formula:
D. XXIV-XXVI/35-40, P1. 17-20, A. III/37-40.
D. 324-26/30-49, P1. 19, A. 3/31-46 (Bhuiyan, 1964).
D. 32-39/74-90, P1. 23, A. 3/75-88 (Shafi and Quddus, 1982).
D. XXIV-XXVI /35-37, P1. 19-20, A. III/37-40 (Rahman, 2005).
D. XXIV-XXVI 30-42, P1. 17-19, A. III 31-46 (Talwar and Jhingran, 2001).
Minimum and maximum value of scales number on the lateral line is 85 and 87 respectively. Minimum and maximum value of scales number above the lateral line is respectively 18 and 19. Minimum and maximum value of scales number below the lateral line is respectively 20 and 22. Scales number mentioned by Rahman (2005) is 18 scales above the lateral line.
Habit and habitat:
Freshwater and muddy parts of the small rivers, streams and canals are the main habitat of this fish. It usually feeds o Entomostracans and insect larvae. It is also herbivorous in habit (Bhuiyan, 1964). The food of M. pancalus is stated by Mookerjee, Sengupta et. al. (1964) to include 50% algae, 13% scales of smaller cuor fishes, 37% mud and sands.
Breeding time:
It breeds in rainy season. The egg is non-floating, non-filamentous but adhesive in character. The egg is 2-2.5 mm. in diameter, round and light brown. This fish lays egg in masses, which lie among algal meshes, and the eggs are demersal (Bhuiyan, 1964; Talwar and Jhingran, 2001).
Economic importance:
This species is highly esteemed as food. Huda (1959) reported that the fleshy edible portion of its body contains 5.3% fat and 74.2% water.
Ecological role:
Bottom dwellers and it takes algae, scales of smaller fish, mud and sands. In winter season, the fish hibernates for longer or shorter periods (Karim, et al. 1972).
Marketing status:
Serve as food fish, and marketed fresh or dried. Retail price of fresh fish is usually between 90-160 Tk/kg.
Ahmad, N. 1943. "Fauna of Lahore. 5 Fishes of Lahore". Bull. Dep. Zool Punjub Univ. Lahore. p. 357.
Bhuiyan, A.L. 1964. Fishes of Dacca. Asiatic Soc. Pakistan, Publ. No. 13, Dacca. pp. 115-116.
Day, F. 1878. Fishes of India. William Dowson and sons., London. p. 340.
Day, F. 1889. Fishes. Fauna. Brit. India. William Dowson and sons., London. 1-2: p. 249.
Hamilton, F. 1822. Fishes of the Ganges. Archibald constable and company, Edinburgh. p. 3.
Huda, A.K.M. 1959."Further observation on the fat content of East Pakistan fishes." Proc. conf. Fish. Officers, Govt. of East Pakistan. pp. 57-58.
Karim, M.A. and Hossain, A. 1972. "Studies on the Biology of Mastacembelus pancalus (Spiny eel, Hamilton) in artificial ponds, part-II. Sexual maturity and Fecundity." Bangladesh Journ. Biol. Agri. Sci. 1(2): pp. 15-18.
Mookerjee, H.K., Sengupta, S.N. and Roy Chowdhury, D.N., 1946. "Food and its percentage composition of the common adult food fishes of Bengal." Sci. and Cult. Calcutta. 12(7): p. 247 .
Rahman, A.K.A. 2005. Freshwater Fishes of Bangladesh. The Zoological Society of Bangladesh, Dhaka. pp. 263-264.
Shafi, M. and Quddus, M.M.A. 1982. Bangladesher Matshya Sampad (in Bengali). Bangla academy, Dhaka. pp. 314-319.
Shaw, G.E. and Shebbeare, E.O. 1937. Fishes of Northern Bengal. J. Royal Asiat. Soc. Bengal Science. p. 126.
Talwar, P.K. and Jhingran, A.G. 2001. Inland Fishes of India and Adjacent countries. Oxford and IBH Publishing Co. Pvt. Ltd. New Delhi. 2: pp. 1027-1028.
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Author Salma Sultana
Ex-student, Department of Fisheries, University of Rajshahi, Rajshahi-6205, Bangladesh. More...
S/He published 14 features. View All.
Published on 8 February 2010
« Boga labeo: Labeo boga
Bata labeo: Labeo bata »
Pabdah catfish, Ompok pabda (Hamilton, 1822)
Culture of Mud Crab, Scylla serrata


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Federal regulators hit Fiat Chrysler Automobiles (NYSE:FCAU) with a record $105 million fine for recall lapses covering millions of vehicles, adding to mounting scrutiny of the auto maker's safety practices.
The National Highway Traffic Safety Administration slapped the Italian-U.S. company with the financial penalty and assigned an independent monitor to audit the company's recall processes for up to four years as part of a sweeping settlement unveiled Sunday evening. In some cases, the auto maker agreed to repurchase recalled automobiles as part of the deal, including more than half a million with defective suspension parts that can cause the vehicle to lose control.
Fiat Chrysler signed a consent order agreeing to the penalties, which were previously reported by The Wall Street Journal on Saturday. Fiat Chrysler will have to pay $70 million up front and steer an additional $20 million to industry outreach efforts such as educating manufacturers on meeting legal safety obligations and encouraging suppliers to alert the company to possible defects. The remaining $15 million is deferred but could become payable if Fiat Chrysler violates the consent order or federal law.
Regulators said Fiat Chrysler violated federal law governing motor-vehicle safety on a variety of fronts. "This civil penalty puts manufacturers on notice that the Department will act when they do not take their obligations to repair safety defects seriously," U.S. Transportation Secretary Anthony Foxx said.
Fiat Chrysler in a statement acknowledged the lapses outlined in the consent order. "We also accept the resulting consequences with renewed resolve to improve our handling of recalls and re-establish the trust our customers place in us," the company said, adding it wants to identify best recall practices and research obstacles that discourage owners from getting repairs.
The penalties, the largest ever levied by regulators against an auto maker, target lapses spanning nearly two dozen recalls affecting more than 11 million vehicles, including older Jeeps with rear gasoline tanks linked to numerous fatal fires.
The fines are tied to legal violations in three areas: misleading and obstructing regulators; inadequate and lagging repairs; and failing to alert car owners to recalls in a timely manner.
With repairs, regulators said Fiat Chrysler failed to fix vehicles in a timely manner in three recalls involving defects that could cause axles to lock and left tie-rod assemblies to fail, all of which could cause a driver to lose steering power and crash.
With 1.56 million recalled Jeeps linked to fires, the agency has accused Fiat Chrysler of lagging in installing trailer hitches on the backs of vehicles for added protection in lower-speed collisions. Fiat Chrysler has said vehicle owners are often unwilling to get repairs despite much outreach.
Under terms of the settlement with regulators, Fiat Chrysler will start offering cash to Jeep owners to encourage them to go to dealerships for repairs, or additional money on top of the value of their vehicles if they trade them in. The Jeep Grand Cherokee and Liberty SUVs covered in the recall have model years from 1993 to 2007.
Chief Executive Sergio Marchionne earlier this month said Fiat Chrysler hadn't adapted as well as it could have to increasingly activist regulators and he expected consequences. Shortcomings managing recalls weren't intentional, he said, adding that the company will work with the government to improve.
At a hearing before regulators in early July, the executive in charge of vehicle safety and regulatory compliance outlined measures the company has taken to improve its handling of safety problems and said NHTSA raised legitimate concerns. Fiat Chrysler had unsuccessfully sought to have the hearing canceled.
The penalties come days after regulators separately started probing Fiat Chrysler's handling of recalled vehicles with possible cybersecurity flaws, after hackers commandeered controls of a moving Jeep. Those vehicles aren't part of the settlement.
The fines top the $70 million the government assessed against Honda Motor Co. a few months ago for lapses in reporting possible safety problems, as well as a $35 million fine paid by General Motors Co. in 2014 for not alerting regulators in a timely way to a faulty ignition switch now linked to over 120 deaths.
Car makers and auto-safety regulators have faced persistent criticism on Capitol Hill and elsewhere for problems handling safety defects. GM and Takata Corp. of Japan face Justice Department probes for deadly flaws with ignition switches and rupturing air bags, respectively. The companies have said they are cooperating with the probes.
Regulators have become more aggressive after facing criticism for failing to spot safety problems. NHTSA Administrator Mark Rosekind, who took over in December, has decried what he views as an auto industry that reacts to defects instead of taking a proactive approach.
"Fiat Chrysler's pattern of poor performance put millions of its customers, and the driving public, at risk," he said Sunday.
Mr. Rosekind has faced resistance on requests for an increased budget from lawmakers who want auto-safety regulators to first undergo reforms, after a Transportation Department inspector general's report found problems with how the agency polices car companies.


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June 11, 2020 Colleen HardingLeave a comment
Work? This does not feel like the right word as most staff are still working during the COVID-19 lock-down, albeit remotely, even though some are furloughed.
Campus? This does not feel like the right word as we are likely to have a phased return to campus and it does not seem appropriate to make a distinction between the value of what is going to be achieved on campus and what will continue to be achieved remotely.
Normal? This does not feel like the right word as not many people think that we will be returning to 'normal' as we knew it. There are many others who would prefer not to return to 'normal' and see this period as the interruption to our ways of working, doing and being that the world needs. There are just as many others who think that there may be a 'new normal', but we are not sure when we will arrive there. Even the 'new normal' that we speak of at this moment is likely to be a transitional phase.
So, we need a new word to go with 'returning to..' and it will be interesting to discover what emerges when we press the 're-set' button.
In the meantime, we are already planning 'the return' and some are remarking on how this time has helped us to really appreciate the value of human connection, of relationships and togetherness. The irony of us really noticing the value of human connection when we have physically and geographically been apart is not lost on us.
Much is being discussed about how the 'restart' may happen; how it may be phased and how we reintegrate with those who may, in fact, have been working or living on campus through this period. How we will manage the transition back. How we will learn to be together again – avoiding any friction, as some have remarked on how fractious relationships have been eased whilst working remotely. And how we will be able to paradoxically mark our 're-connection' within the boundaries of any social distancing.
The Higher Education sector, individual institutions and teams are discussing whether to host certain units, the first semester, or even parts of whole programmes online. If we choose this route, what will be the impact on campus premium and how will we gain the most value from our campus spaces, many of which have been refurbished and regenerated in recent years? Indeed, how could we use the campus differently for staff, students and community, all year-round?
Some are speaking of 'recovery plans' – but what will we be recovering, and from what may we be recovering? Those who are resisting a return to the 'old normal' are hoping for a renewed culture, improved behaviours, and an opportunity to reconfigure working patterns. We do not know when we may have such an opportunity to 'recreate' our organisations again. How do we want to use this opportunity?
And how will people be feeling when they return? Will they be suffering from 'burnout'? How anxious may they be? Will the reality of what they have just experienced hit them? Will there be a turnover of staff who have re-evaluated their life? Speaking of the 'human' element that we mention above, we will certainly need to create time and space to process the emotional elements of our experiences; to acknowledge our losses and to deal with anxieties. And to reflect on our learning and what we may want to keep, lose, gain. How will we balance recognition of this as a time of innovation and change at the same time as being a time of grief and loss?
One thing is certain, the economic climate, financial challenges and other decisions that we make along this journey will mean that we will not be the same size, shape or makeup going out of the lock-down period as we were when we came in. So, let us not just think about 'keeping the show on the road' but let us be curious about what we can do differently.
Some questions for us to ponder:
What are the first three things we will do when this period is over?
How will people be feeling when they return?
How will we avoid the rush back to normal afterwards?
There are lots of versions of the truth – success for one group may have come at a cost for another group – how will we create space for everyone to tell their story?
When is the right time to harvest the learning from this period?
What has this time given us?
What have we lost? What have we lost that we value?
How will we balance recognition of this as a time of innovation and change at the same time as being a time of grief and loss?
How can we use this time to break through the routines of the past?
If we could carry one thing that has been beneficial from this period forward, what would it be?
How might we use our campus spaces differently?
We do not know when we may have such an opportunity to 'recreate' our organisations again. How do we want to use this opportunity?
If this time has been the planet asking us to wake up, what will we do differently now?
Dr Colleen Harding, Bournemouth University, together with colleagues from the Learning from Disruption sessions that took place in April 2020 during the early stages of the COVID-19 pandemic and lock-down:
Caroline Bryant, Regent's University London; Lisa Stevenson, Sheffield Hallam University; Bethany Hyman, Brunel University; David Wallace, Queen Mary University of London; Rosemary Benson, London Metropolitan University; Laura Brown, University of London; Simon Inger, University of Bath; Sophie Lovejoy, Organisational Development in Higher Education Network (ODHE); Daniela Bultoc, University College, London; Sam McVaigh, Manchester Metropolitan University; Lisa Anderson, University of Dundee; Sophie Sowerby, Durham University; Sara Corcoran, University of Sufffolk; Annette Robinson, Lancaster University; Susan Kane, University of York; Saire Jones, University of Westminster; Trudie Donnelly, University of Warwick; Ailbhe Lynch, City, University of London; Sarah Akhtar, Sheffield Hallam University; Colleen Harding, Bournemouth University
Previous blogs in this series:
What is Ours to Do? 1 June 2020
https://odhenetwork.co.uk/2020/06/01/what-is-ours-to-do/
Agility and other '…ities' 5 June 2020
https://odhenetwork.co.uk/2020/06/05/agility-and-other-ities/
Communication and Compassion 9 June 2020
https://odhenetwork.co.uk/2020/06/09/communication-and-compassion/
The Well-Being Challenge 11 June 2020
https://odhenetwork.co.uk/2020/06/11/the-well-being-challenge/
"Stay safe", a now familiar sign off at the end of a telephone call or email, appeared early in the evolution of the COVID-19 pandemic and along with it came a new dimension for health, safety and well-being in organisations. Around the time that this sign off was entering our vocabulary, a group of Organisational Development practitioners working in Higher Education came together to reflect on what we were learning from this disruptive period. In this blog we share with you our experiences of the well-being challenge and pose some questions to consider.
Early in the lock-down period when people first began to work remotely, there were early signs of promise that this would herald a quieter time, time to stand back, take stock, catch up, take a breather. Not perhaps for HR and IT departments who were busy supporting the transition to remote working, but many others saw this as an opportunity to work from home, saving time on a commute, with less meetings and interruptions, time to concentrate, to change pace and to achieve a more effective work-life balance. Possibly the first week was like this for some.
What actually happened was that there was intensification around our ways of working. We hurried to put things in place to work remotely, clearing offices and filling homes with work-related paraphernalia. We quickly learned new technologies to support remote working. School closures and home-schooling made work-life balance challenging for some. Back-to-back virtual meetings introduced a different kind of 'presenteeism'; virtual meeting overload led to headaches, backache, fatigue, and a dearth of meal or comfort breaks. We had moved into survival mode.
We experienced a time of loss. Some were grieving the loss of family, friends, and colleagues without their usual support structures around them. Several organisations put new support in place for bereavement. And some experienced a sense of loss of identity as they began furlough. Debates about who should furlough now, who later, what that said about the value of their role, the impact on culture and the unknown legacy added another layer of anxiety. And the impact of this time on sector finance, personal finance and the economy more broadly brought with it cuts to budgets and the threat of redundancies.
In many ways the pandemic was declared at a helpful time; anxiety levels were high, and a long Easter weekend followed by a string of customary holidays in the UK served to provide a little respite. Several institutions gave staff an additional day off attached to one of the long weekends and one institution gave every member of staff an additional five days holiday.
We swiftly moved to identify and bring together resources for staff to manage their well-being. One university aptly labelled their resource portal 'Remote Not Distant'. In another university personal trainers from the sports department worked virtually with individuals to develop a support plan for the lock-down period. Despite these efforts, there was concern that resources were superficial and that this was just putting a sticking plaster over a wound. There was a sense that the longer-term mental health implications of this time could be far greater than we were providing for, and that no real assessment was taking place to check how the resources were perceived/used/valued. Rather than accept these competing views, we crafted a question to bring these two dimensions together: How can we monitor engagement with, and the impact of, well-being resources to inform the support we will need to put in place for the longer term?
There have been encouraging stories of how leaders and managers have really valued and supported their people during this time and treated them as a 'whole person' rather than just an employee. Experiences though have varied. Some staff have spoken of being trusted to work from home; some have felt forgotten by their line manager and waited six weeks into lock-down before a catch up; others have spoken of being micro-managed with daily check-ins. One of our party asked: How can we sensitively have conversations with line managers about their blind spots when they are struggling themselves?
Leaders and managers have been stretched as they wrestle with both remote working and remote leadership. They have struggled with the best way to manage performance at this time; their levels of confidence in asking staff how much it is possible for them to achieve at home have varied according to their level of maturity as a line manager. And they have concerns about the legacy of giving people a bit of grace to work or not work depending on what their circumstances allow; and how to motivate those who are slowing down. Some have expressed concern that resistance to any form of flexible working may be futile in future now that people are demonstrating how it can work. Several institutions put in place explicit well-being support for managers to assist them in managing staff in this new environment; to reassure that it was 'OK to not be OK' during a period of adjustment. One institution provided 65 individual coaching sessions to managers in one single week early in the lock-down.
For some working at home has been a challenge. Lack of space or technical equipment and home-schooling have stymied productivity. Others who have been accustomed to some homeworking and used it as a time of focus and quiet concentration, or to flex the timing of their working day to suit their natural rhythms (or for practical reasons) have found this space interrupted by relentless meetings, sometimes called spontaneously on the day rather than with the traditional lead time. We asked: How can we best balance the benefits of homeworking with the expectations of a traditional workday to maximise work and personal performance?
Some have been surprised and delighted by the benefits of: a lack of commute; more time for work or leisure; no travel costs; advantages for the environment; and the sheer joy of being at home more. Such benefits have encouraged them to rethink their way of life. Similarly, many of those on furlough have been pleased to spend time doing things that they have longed to find time to do. In fact, some have reported that they do not wish to return to the relentless way of life that they were living before the lockdown. Others are concerned that we may lose talent as people decide that they no longer want to live and work as they did before. In many organisations more female workers work part-time than males; we wondered what may happen to the gender pay gap if males decide that they prefer to change the pace of life and opt for part-time work?
We noticed that some people were really 'stepping up' at this time, demonstrating skills and strengths that may have previously gone un-noticed. At first, we thought that this might be a good time to spot talent that has gone under the radar. However, we quickly realised that not everyone is able to 'step up' even if they want to, due to the challenges already outlined above. This brings issues of fairness, equality, and equity into sharp focus. We tussled with ideas about how to recognise contributions during this period. Should we recognise those who have struggled as well as those who have shone, or would this be patronising and unwelcome? How can we recognise the contributions and diversity of staff experiences working remotely in a way that is fair? Should we even hold staff award ceremonies this year?
We started this blog with 'stay safe', a now familiar sign off at the end of a meeting or message. An already familiar greeting when we meet someone has long been 'how are you?' This time has taught us that we may never really have meant it in the way that we mean it today; when we say 'how are you?' today, what we really mean is 'how are you – really?' And nowadays we seem find it easier to share how we really are. So maybe something that this time has taught us is how to open-up, to be honest, to share and discuss feelings and emotions, and to tap into the fantastic well-being resources and services that universities have developed over recent years.
At last, the door has been opened to 'really' address the well-being challenge in our organisations, in a deeper and more meaningful way.
Some questions to ponder:
How are you – really?
How can we monitor engagement with, and the impact of, well-being resources to inform the support we will need to put in place for the longer term?
How can we sensitively have conversations with line managers about their blind spots when they are struggling themselves?
How can we best balance the benefits of homeworking with the expectations of a traditional workday to maximise work and personal performance?
In many organisations more female workers work part-time than males; what may happen to the gender pay gap if males decide they prefer to change the pace of life and opt for part-time work?
How can we recognise the contributions and diversity of staff experiences working remotely in ways that are fair?
Previous blogs:
Communication and Compassion
June 9, 2020 June 9, 2020 Colleen HardingLeave a comment
Early in the COVID-19 lock-down a group of Organisational Development practitioners working in Higher Education came together to collectively notice and reflect on what we were learning from this disruptive period. At a time when the sector had moved swiftly to remote working and online learning environments, we identified several 'shifts' in our communications. These examples are, perhaps, helpful nudges towards things that we may choose to alter or sustain in the future.
Informal and enjoyable
Suddenly, communicating at work has become informal. Seeing people in their home environment, wearing a tee-shirt instead of a suit, the kind of books that they have on their bookshelves, their taste in wallpaper or art, all conspire to create a more informal environment in which to 'do business'. In some cases, children slip into the room and, whilst parents seem embarrassed and move to discourage the 'meeting bomber', others appear to enjoy the interruption. All these examples remind us that we are real people, with real families, with lives outside the organisation – a real connection of human to human, instead of role to role.
We have found ways to enjoy communicating online. Virtual coffee breaks have replaced spontaneous office banter; and starting a virtual team meeting with a quiz has helped people to feel more comfortable adapting to online environments. Time and again those inclined to introversion have shared how much they prefer being able to turn off the video and to contribute to a meeting via 'chat' rather than having to speak up – and how much they have welcomed not having to engage in 'small talk' in the corridor, or at the start of a meeting.
Belonging and bumping
Many universities moved swiftly to engender a sense of belonging for staff joining during the lock-down, moving to a revised model for induction with onboarding taking place online. And we grappled with ways to celebrate and recognise with dignity the contribution of those who had belonged to the organisation for some time and who were leaving and retiring during the lock-down.
Less positively, people who joined just before the lockdown have described how the 'rug was pulled from underneath them' as they did not have an established network in the organisation and were now working in isolation. Yes, buddies and line managers have been supportive, but they do not replace building relationships with the wider organisation. We recognised the value of 'just bumping into people' on campus, informally or in a more formal setting, making connections, discovering common ground, discussing experiences, seeking inspiration, and constructing networks. As time goes on it will be interesting to discover how we create something akin to 'bumping into someone', but in a virtual space.
Timely and imperfect
Several commented on the necessary speed of communications, for example to keep pace with daily advice from government. Interestingly those institutions described their communication as 'more effective than usual'. When we examined what this meant we noticed how the need for speed in communication eclipsed the need for perfection. The usual mode for business communication has been several drafts, approvals and sign off, with each stage losing just a little of the purpose and the passion along the way. This new way of communicating has been timely, relevant, just a little 'rough around the edges', but more authentic because of that – and 'nothing bad has happened' because of 'less than perfect comm's'.
Corporate yet compassionate
Sydney J. Harris, an American journalist, once said "The two words 'information' and 'communication' are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.'
Often corporate communications are sent with the best of intent; however, they can be characteristically 'one-way'. It is not always clear if corporate communications reach their anticipated audience, and it seems that the 'checks and balances' that go into sending the communication are not followed through to check how it has been received and interpreted.
We explored the evidence that communication in several universities had 'landed well'; we knew because, even though their staff were working remotely, they were bothering to give feedback on how they appreciated the corporate communications. This stopped us in our tracks – what was it that meant that the communications were 'getting through'?
When we looked further, we noticed that senior leaders were communicating with compassion. By this we mean that the business messages were still there, but they included a more human touch, empathy even, acknowledging what was like to be working at home with the rest of the family, how the writer was also wrestling with home-schooling, and in one example how they were finishing work a little earlier to play football with their son.
Along with the corporate message and the empathy, we detected a desire to 'alleviate the pain' of these challenging times. For example, at least three institutions had included in their corporate communications explicit encouragement for staff to balance their home and work life; to flex their time; to focus on their family; to take regular breaks. This permission to 'take the foot off the pedal' now and again, the indication that people were entrusted to do their best, to both work and to balance their lives, were received well and welcomed at such a difficult time.
The author Shannon L. Alder said, 'One of the most important things you can on this earth is to let people know they are not alone.' This was the success of these communications – a measure of compassion, a sense of community and being in it together, and real desire to minimise discomfort. In one university, students posted on social media some heart-warming memes based on the person who was sending the communications. The memes demonstrated how they felt protected and uplifted by the person sending the corporate messages. That is a sentence I did not expect to write in a blog about business communication!
Not every example was completely uplifting though. We found instances where staff had been encouraged to take care, to balance their work and home life, but the rhetoric and the reality were disconnected. The messaging was well intended, however forthcoming deadlines were not changed to accommodate the work-life balance that was being encouraged.
This example led to further insight about the complexity of communication. A decision may be well-intended, wise even. However, communicated in isolation it is only information and the likelihood of 'getting through' is limited. To increase its power, we observed the need to situate the information as part of a broader organisational story – not just this is what we are doing about 'x', but how it fits within the wider picture, how it impacts on 'y'. Add to this a dose of compassion – the tone of the message, acknowledgement of how it will affect the person, with a desire to alleviate or accommodate anything unsettling. And think of pressing 'send' on the message as 'the beginning' and not 'the end', building in some checks and balances on how the message is received and interpreted. Then we achieve the credential for communication with compassion, and a very real prospect of the message 'getting through'.
We end this blog with only one question:
How can we more effectively incorporate and demonstrate compassion throughout our business communications to ensure that we are 'getting through'?
Look out for the next Blog in the series…
Agility and other '…ities'
Agility – a term that we use mostly to describe the power that we feel and the impact that we have when we move quickly and with ease. Those of us who work in universities may aspire to agility, however it is not a word that we typically use to describe the ways that universities operate.
All of this changed in the spring of 2020 though. In the early days of the COVID-19 pandemic and lock-down, the sector surprised itself as it moved swiftly to remote working. Suddenly activities that could only be undertaken on campus (such as payroll) could just as efficiently be managed at someone's dining room table – all we needed to add to a secure IT infrastructure was a laptop. Those who had been reluctant, no even resistant, to move to online learning environments, suddenly found themselves hosting lectures, seminars and tutorials on any one of a number of different virtual platforms, from a standing start in less than ten days.
Lengthy committee meetings, usually reserved for round-table face-to-face discussions on the top floor of a campus building found themselves operating more efficiently as they also moved to virtual platforms, with shorter meetings, quicker decision making and less paperwork. Attendance at development sessions increased as they moved online. One institution marvelled at how 100% of invited academics attended a development session on hosting online learning environments – and that meant 90 people; they would have struggled to engage them before – relevance, timeliness and ease of access of course contributed to this. Very quickly, instead of cancelling conferences and events, decisions were made to host them online, even for large numbers and traditionally tricky audiences. Where did that quiet confidence emerge from?
A couple of months on and the examples above do not seem as incredible to us as they did a few weeks ago when we first shared these examples – already many are becoming more comfortable with the idea of remote working; relishing the lack of a long commute to work and celebrating the benefits to the environment as we travel only from the breakfast table to the back bedroom to commence our working day.
During April 2020, a small group of Organisational Development practitioners, working in HE, paused to reflect on this new-found agility to consider what we could learn from it. We were amazed at the number of examples of agility that that we shared; how we and our organisations have implemented with speed the actions above that we have struggled to implement in the past, despite strategies, objectives, committees etc conscientiously attending to their likelihood. This led us to consider not just our agility, but the possibility that it brings us – and a whole range of other '…ities' too.
Sustainability. Our new-found agility is welcome, long over-due and our natural inclination has been to think about how we can sustain it.
Fragility. We appreciate that our response up to this point has been 'fight or flight', a rush of adrenaline triggered by a crisis. We acknowledge that whilst for some this has been a highly motivating time; this has been an incredibly stressful time for many. The fragility of our agility is noted and needs to be recognised – we look at well-being in another blog in this series.
Flexibility. Just because many (not all) are finding that working remotely suits them and we have, in many cases, been able to mobilise the technology to support it, it does not mean that we have found the answer to agile working. We have just found more flexibility for the ways that we work.
Quality. Just because we have moved our development programmes and teaching programmes online quickly, does not mean that the content is quality; that the learning experience is quality; or that the output will be quality. A more sophisticated approach to pedagogy and andragogy is required.
Stability. Aghina, De Smet and Weerda (2015) wrote a great article: 'Agility: It rhymes with stability'. They challenge us to recognise that agility and stability are necessary partners, as anything agile needs to be underpinned by strong foundations to be sustainable.
We came to notice then, as Pearl Zhu says, that in this context "Agile is more a 'direction', than an 'end', a philosophy and mindset". So, let us consider then our final set of '…ities'.
Positivity. Responsibility. Transfer-ability. We considered how we can harness the positivity and momentum gained during this period. To consider our responsibility to ourselves and to others to create an environment where we can pause, notice, acknowledge what we have achieved, what we have started, what we have stopped, where we have increased momentum and to identify evidence of the features and enablers. And thus, to harness some transfer-ability from this new-found agility, we pose some questions for us to ponder.
What have we learned that really matters? What have we stripped away? Do we really need it?
What have we done that is innovative for staff and/or students? Where are we creating space to reflect on this learning and the enablers so that we can build value for the future?
How can we harness the positivity and momentum from the early part of the lock-down and use it to take other work forward?
How do we use this as an opportunity to work with blind spots…? Remember when we said that X could not be done, and yet how we moved to it with flexibility and agility and speed at this tricky time rather than trying to accommodate all the wrinkles…how do we recreate the momentum that we have had in this crisis when things start to return to 'normal'?
How can we re-create the 'burning platform' that COVID-19 has given us in quieter times to ensure that we keep the momentum and agility that we have demonstrated here?
What are we unlearning?
What stories will we tell about this time? What we learned, kept, shared, prioritised, how ready we were (or not)…?
Previous blog: What is Ours to Do? 1 June 2020
Aghina, W., De Smet, A. & Weerda, K. (2015) Agility: It rhymes with stability, McKinsey Quarterly,
https://www.mckinsey.com/business-functions/organization/our-insights/agility-it-rhymes-with-stability [Accessed 31/05/20]
Pearl Zhu is the author of 'Digitizing Boardroom' and many other books https://pearlzhu.com/
What is Ours to Do?
Before we look at what is ours to do, we first need to think about what is Organisational Development (OD) in this context? I think of it as connecting organisational strategy, policy, process, people, and their development in order that organisations thrive through their people and culture. When we think of it like this then OD is everyone's responsibility. However, structurally it is often situated in HR&OD departments, maybe because of the focus on people and because roles in these departments have the benefit of working holistically across the organisation with a clear line of sight across the connects and disconnects. However, other roles and responsibilities can also have the advantage of this line of sight: leadership roles, those working on strategy or projects, coaches and business analysts for example.
In our community of OD practitioners across the UK, OD is conceived of differently in different organisations and our responsibilities and intended outcomes can vary. However, some of what connects us is our ability to see what is disconnected, the skills that we have developed, and our passion for people and culture.
In our recent conversations on learning from the first few weeks of the disruptive period of the COVID-19 pandemic we paused to think of ourselves as 'an instrument' in the organisation, noting that where we added value before the pandemic may not be where we need to be adding value now. This does not negate what went before, or what may come afterwards. However, as with OD generally it is about seizing opportunities – not in a responsive way, but with a recognition of something that would add value to the organisation is now at its most appropriate point. I often think of this as an idea, action, or initiative whose 'moment has arrived'. We also noted how we are missing the opportunistic conversations that we have as we move across campus, that help us to connect and smooth and even disrupt, all key to the ways in which we undertake our roles.
Some are leading teams who are feeling 'unhinged' because the things that they had been working on before the pandemic do not have the same imperative during this crisis. We recognise that it does not mean that just because something that was important before is not important now, it just means that 'its moment has shifted' and in many cases is likely to return later. This helps us to recognise our role as supporting and encouraging our teams not to 'create unnecessary noise', inviting them to 'let go' and to support them in their transition to reflecting on how and where they can best add value at this time.
In our discussions this prompted us to ask: What are people seeing when they look at OD practitioners at this time? And who do we want people to see when they look at us? It also begged the question who do others want or need us to be?
In turn this encouraged us think about 'what is ours to do' and how we can use our skills, abilities, opportunities, and insights to add the best value. Whilst some of our colleagues are 'head down' in the urgent, immediate, operational challenges of moving to remote working, furlough etc, some of us have the advantage of being able to take a 'helicopter' view of what is going on, what we can learn from it, what we can contribute and how we can add value – and that is what prompted many of us to join this discussion.
Rumi, the Persian poet once said: "Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself". We discussed the role of OD as 'awareness agents' and not as 'change agents', here to build great organisations
We saw then our role as making time for learning, for sense-making, carving out time to be reflective in the midst of a huge operational brief, the need to pause and take a helicopter view of what is going on and to move into 'big thinking' space. We saw also that we need to be interrupting the thinking of others who are also caught up in the urgent, immediate and operational, who should perhaps now be extracting themselves to think more into the medium and long term – after all if we and they are not doing this, then who is? It made us think what are the questions we should be asking of others?
We were prompted to challenge and stretch our minds to think about who we could be in this space and who others may need us to be. And that who they need us to be is not necessarily the same as who they want us to be. Yes, that feels a little scary. May Sarton, the Belgian-American poet said: "We have to dare to be ourselves, however frightening or strange that self may prove to be."
So, we developed a series of questions. Let us find just ten minutes a day to think about how we respond to one or more of these questions, or maybe discuss it with others. Then capture it, commit to it, and make some use of it this week.
What am I noticing at this time? What can I learn from it?
What are people seeing when they look at OD practitioners during this time?
What do I want them to see?
Who do I need to be? Who do people need me to be?
How does this shift my purpose? My contribution?
How do I use myself as an instrument?
What new personal and work practices can help me?
How do I increase my powers of 'noticing'? How shall I use this to look for new ways of doing and adapting?
When and where am I creating space for others to think past the urgent, immediate, operational?
What story would I like to tell about this time?
Look out for the next blog in this series.
Caroline Bryant, Regent's University London; Lisa Stevenson, Sheffield Hallam University; Bethany Hyman, Brunel University; David Wallace, Queen Mary University of London; Rosemary Benson, London Metropolitan University; Laura Brown, University of London; Simon Inger, University of Bath; Sophie Lovejoy, Organisational Development in Higher Education Network (ODHE); Daniela Bultoc, University College, London; Sam McVaigh, Manchester Metropolitan University; Lisa Anderson, University of Dundee; Sophie Sowerby, Durham University; Sara Corcoran, University of Suffolk; Annette Robinson, Lancaster University; Susan Kane, University of York; Saire Jones, University of Westminster; Trudie Donnelly, University of Warwick; Ailbhe Lynch, City, University of London; Sarah Akhtar, Sheffield Hallam University; Colleen Harding, Bournemouth University.
What is OD?
December 11, 2018 odheadminLeave a comment
Organisational development (OD) is a deliberately planned effort to increase an organization's relevance and viability. Vasudevan has referred to OD as, future readiness to meet change, thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. OD is the framework for a change process designed to lead to desirable positive impact to all stakeholders and the environment. OD can design interventions with application of several multidisciplinary methods and research besides traditional OD approaches. Wikipedia
OD is work that focuses on how an organisation functions. In essence, organisational development in higher education is about helping the HEI to harness more of its collective talents in order to succeed in its various joint endeavours: enhancing the quality of the student experience; supporting and directing the expansion and extension of the field of human knowledge and understanding; or establishing thriving enterprise ventures. The benefits from OD actions can be described in terms of an organisation's capacity to learn and change.
December 11, 2018 December 17, 2018 odheadminLeave a comment
The website is currently undergoing significant maintenance. Check back soon for new blog posts and other information about the ODHE Network.
September 1, 2014 Colleen HardingLeave a comment
In the July 2014 issue of the Leadership Foundation's publication Engage, Linda Amor and I have published part one of an article on the ways in which we are approaching the challenges of talent development at Bournemouth University. We have set out to find answers to the following questions:
How do/should we
define 'talent'?
identify 'talent'?
support existing 'talent'?
support future 'talent'?
retain 'talent'?
In this article we highlight just some of the literature that has informed our thinking and explain the steps that we are taking in order to identify the organisation's response to the questions raised above. We intend to provide a second article in 2015 which will include a report and evaluation of the activities, how the organisation has responded to the five questions raised, and how those responses are influencing our practice. Please see the article at the link below and read on to find out how you can become involved.
http://www.lfhe.ac.uk/en/research-resources/publications/engage-35–summer-2014/in-practice/index.cfm
A full evaluation of the BU activities will commence at the start of 2014/15 and we will summarise our findings in a second article for Engage. We encourage those who have read this article, who are also working on developing talent within their organisation, to contact Linda and I to share your stories in order that we can also feature some of your approaches in the next article. Or please feel free to share some of your experiences below and we will contact you!
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Chhattisgarh: Two Naxals killed in Kanker encounter
31 October, 2022 | Pravina Srivastava
According to authorities on Monday, two Naxals were killed in a clash with the District Reserve Guard (DRG) close to Kadme Village.
The altercation started early in the morning in the Kanker neighbourhood, within the boundaries of the Siksod police station. LOS Commander for Badgaon, Darshan Padda was recognised as one of the slain Naxals, while the identity of the other is being ascertained.
"The bodies of two male naxals were found. A sizable quantity of weapons, ammo, and evidence relating to the Naxal movement were found there. Search efforts were ongoing while the area was cordoned off by BSF personnel and DRG teams, "said Bastar IG, P Sundarraj,.
Action was taken based on information indicating the presence of Maoist cadres from the Partapur Area Committee close to Kadme Forest. However, BSF and local police participated in the operation as well.
Earlier on October 23, police and security forces raided at least eight CPI (Maoist) modules that had been providing drugs, explosives, and supplies to naxals in the Bastar area during the previous two years.
These modules were in operation in the districts of Sukhma, Bijapur, Kanker, Dantewada, and Bastar.


Publication information: Book title: California: A History. Edition: Revised. Contributors: Andrew Rolle - Author. Publisher: Harlan Davidson. Place of publication: Wheeling, IL. Publication year: 2003. Page number: 368.


Jessica Carter is a Registered/ Licensed Dietitian, Certified Diabetes Educator, Lifestyle coach and 200 hour Registered Yoga Teacher. She is the founder and president of Core Health Nutrition & Yoga, formerly known as Core Health & Nutrition LLC.
Jessica earned a Master of Science Degree in Nutrition and Dietetics from Eastern Michigan State University and a Bachelor of Science degree in Biology from Bemidji State University.
Jessica has been working in the health care field for more more than 16 years, specifically in nutrition and wellness for the last 6 years. She has experience in bariatric nutrition, LEAP food intolerance testing, sports nutrition, weight loss management, medical nutrition therapy, chronic disease management, nutrition education and counseling, and yoga instruction. She also teaches a nutrition class at Bemidji State University and is the program coordinator for the Lakewood Health System Bariatric Surgery Program in Staples MN.
As a wife, mother, and dedicated professional, Jessica is passionate about living life to the fullest while still maintaining balance. Many individuals believe that a healthy, balanced lifestyle is an impossible goal. Core Health Nutrition & Yoga is here to show you that it is attainable.
Jessica founded her company on the fundamental belief that with the right information and a little bit of motivation, anyone can have good health. She added yoga and molded her business into Core Health Nutrition & Yoga because she also believes that yoga is for everyone and that physical activity and stress management are equally important to achieve optimal health and wellness.
Jessica sees clients on a one-to-one basis, as a family unit, or in a group setting. Core Health Nutrition & Yoga is extensive enough for the corporation, yet personal enough for the individual. She believes that no two clients are the same and that there is no one size fits all method. Each session, whether it be yoga or nutrition education, is catered to the individual's unique needs. Send Jessica an email or give her a call and find out how Core Health Nutrition & Yoga can get you started on the path to wellness.


You too, call me friend.
that transcends all human understanding.
You are my Lover and my Friend.
Cradle my head in your bosom.
Wipe my tears with a whisper of love.
Come to my room of silence and talk to me.
until we are One in a Holy Union.
Whisper to me in the stillness of our joining.
You are my true soul mate.
Walk hand in hand with me where'er I go.
and how I may serve You in life.
Thank You for Your everlasting mercies and goodness.


has both open-carrier and enclosed transit methods.
The firm's drivers are courteous and offer periodic updates to the client while on transit.
Xpress Inc for cars being delivered earlier than scheduled and with no dent or scratch on it.
The company strives to offer competitive prices for services rendered.
Arthur Xpress Inc. impressed me by the manner in which they were able to custom-make their services to suit my needs in the best way possible. They were very keen to attend to all details as per my requirements and delivered my car swiftly and in good condition.
Arthur Xpress Inc. may be a small company but they are very efficient and offer remarkable auto transport services. The driver was very professional and gave me constant updates on the progress of the delivery. He was also familiar with the shortest routes that had minimal congestion.


When you invest in multiple graphics, the result is a cost-effective way to display different messages at different events. This graphic cartridge is designed for use with our M2 banner stand. It features a full-color graphic, and it changes out of the base quickly and easily.
Note: Price includes hardware and printed graphic. Artwork design services are optional and not included in the price. See Displayit's graphic design services page for pricing information.


Hotel Seehof is located near Bressanone in a beautiful natural setting dominated by a private lake and surrounded by charming Alpine greenery.
Partly a renovation project and partly a new construction by the Noa (Network of Architecture) studio based in Bolzano, the complex comprises the main hotel with 16 suites and a wellbeing centre in an outbuilding by the water.
The various relaxation areas with their various saunas are indeed housed in large volumes closed off by large panorama windows, with green roofs sloping down to the garden at the back. They blend beautifully into their surroundings and the Alpine landscape.
The philosophy of connecting with the local area continues inside, where the design scheme is respectful of the geographical context and the genius loci. Local types of timber and stone are used, and even a technique used here in apple growing was the inspiration for the decorative motif with copper piping seen in the lighting and some of the furniture and other accessories.The authenticity of the natural materials, with their explicit reference to matt finishes and floor surfaces that are also pleasant to walk over barefoot, is repeated in the coverings in the relaxation areas and Spa, with products supplied by Marazzi. The design of the floor combines a fine porcelain stoneware product (Monolith) with a non-slip, stone-effect finish for the pool area, and a floor featuring large rectangular paving slabs that combine terracotta and cement (Clays Cotton) for the wellbeing centre (sauna and massage room) and the restaurant.


PHILIPPINEN — Das staatliche Wetteramt PAGASA hat um 10:20 Uhr eine Wetterwarnung herausgegeben für die Provinzen Leyte und Southern Leyte.
Hier ist mit extremen Niederschlag zu rechnen.
SERIOUS FLOODING is expected in low-lying areas and LANDSLIDES in mountainous areas.
This information is based on current radar trends and all available meteorological data.
The public and the disaster risk reduction and management council concerned are advised to take appropriate actions, MONITOR the weather condition and watch for the next advisory to be issued 1:30 P.M.
For more information and queries, please call telephone numbers 340-1868 and 340-4143.


text:
Audacity beta 1.3.8: Open-source audio at its best
The just-released beta of the free audio editor and recorder for Windows, Mac OS X, or Linux may well be music to your ears.
Matt Asay
There may not be a free lunch in this world but, thanks to the open-source development community, there's an exceptional, free audio editor and recorder for Windows, Mac OS X, or Linux. It's called Audacity, and if you've never tried it, you're in for a treat, especially now that Audacity's newest beta release (1.3.8) has hit the Web, as noted by OStatic's Lisa Hoover.
I've used Audacity to create ringtones for my (former) Blackberry (but also possible with the iPhone). Dave Rosenberg also use it for recording and editing our podcasts. (Remember those?)
You can also use it to convert analog (tapes, records, 8-tracks, whatever) into digital recordings, or speed up a recording of your voice to Alvin and the Chipmunk-esque speeds.
Whatever you fancy. It's free. It's open source. It works really, really well.
As of the 1.3.8 beta, it works even better. I've been dabbling with it since the release and can report that, as advertised, Audacity has fixed a series of bugs, making it more resilient, but has also added a slew of nice features, including:
Faster equalization and noise removal; improved truncate silence and click Track.
Plot spectrum now analyzes up to 237.8 seconds of audio, with separate windows for each project and improved display; new preferences for spectrograms.
New "mixer board" view with per-track VU meters.
More compact preferences window with easier-to-use keyboard tab and new toolbars shortcuts.
Ability to record more than 16 channels (hardware/drivers permitting).
And more. This version is the easiest yet. At times in past versions Audacity was unnecessarily complex, in my opinion. But Beta 1.3.8 removes some of the gadgetry to focus on an powerful but easier experience.
While Audacity is free (as in $0.00 and as in freedom), you can donate to the development team, or you can wear your Audacity heart on your sleeve, with all purchases at the Audacity Store subsidizing the cost of development.
Or use it for free and just tell your friends about it. Give it a try and let me know what you think.
Follow me on Twitter @mjasay.
Discuss: Audacity beta 1.3.8: Open-source audio at its best


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Philadelphia Advertising Agency's Website and Marketing Platform for Automotive Industry Announces Latest Update
Stream Companies Announces Latest Update For Website And Marketing Platform- FullThrottle
This new platform update will help automotive dealerships elevate the online dealership experience, making it better than ever before.
Malvern, PA – Stream Companies, a fully integrated adverting agency, today announced their newest release for their website and marketing platform FullThrottle, which they have been working on updating for over a year.
FullThrottle solves all of the issues both consumers and dealerships have when it comes to the online shopping experience, creating a more elegant experience for shoppers and a one-stop-shop platform that makes it easy for dealerships to merchandise their website immediately and work cohesively with all of their marketing campaigns.
"We know the industry isn't moving fast enough and hasn't been able to keep up with today's buyers. The sites are too complicated, too ineffective, and too outdated," said Amol Waishampayan, FullThrottle's VP. "It was time to change the game, so we built FullThrottle."
FullThrottle has the most standard features of any platform out there, which includes a fast form builder that you can place on your website in less than 60 seconds, a drag-and-drop specials builder, a free companion mobile app, and a free license to the best SEO platform, BridgEdge.
FullThrottle offers features such as SmartEvolution technology, which uses the latest in website science so the platform is self-learning, and NurtureUp Automation to help you stay top of mind with your prospects until they're ready to close the deal. This platform is already changing the conversation about automotive marketing and with this latest update it's sure to continue to do so.
The platform's add-ons alone surpass its competitors, with offerings such as a dedicated web concierge, conversion rate optimization, reputation management, custom automation, paid search, and native and display advertising.
FullThrottle is powered by Stream Companies who has been immersed in the automotive industry for over 20 years and has firsthand experience with the challenges that dealerships face with maintaining an online presence and shifting gears when buyer behavior changes. So it's no surprise that Stream has once again led the charge with changing the automotive website and marketing platform.
"FullThrottle is the most innovative automotive dealership website and marketing platform ever created," said David Regn, Co-Owner of Stream Companies. "Our clients are already benefiting from FullThrottle and we're so excited to share this latest update."
To schedule your test drive with this new update call 866-506-2296.
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Stream Companies is a fully integrated advertising agency based outside Philadelphia, PA. With more than 20 years of experience, Stream is one of the leading ad agencies in the region, offering a full-service approach and customized ad solutions.
Do the Ordinary Extraordinarily Well
Stream Companies © 2020


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4102.0 - Australian Social Trends, 1997
Australian social trends 1997 (Media Release)
Contents >> Education >> Definitions and references
Definitions and references
Apprentice - an employed person aged 15-34 who has entered into a legal contract (called an 'indenture' or 'contract of training') with an employer to serve a period of training for the purpose of attaining tradesperson's status in a recognised trade.
Reference: Transition from Education to Work, Australia (cat. no. 6227.0).
Associate diploma - course lasting from one to two years full time (or equivalent) for those wanting to work in advanced trades, technical, or associate professional occupations.
Basic vocational qualification - course lasting from one semester to one year full time (or equivalent) providing practical skills and knowledge for those wanting to work at the operative level in various fields. Prior to 1993, basic vocational qualifications were included with undergraduate or associate diplomas.
Degree or higher - a bachelor degree (including honours), a graduate or post-graduate diploma, master's degree or a doctorate.
Did not complete highest level of secondary school - a person without post-school qualifications who did not complete the highest level of secondary schooling available at the time they left school.
Full-time equivalent (FTE) - a measure of the total level of staff resources used. The FTE of a full-time staff member is equal to 1.0. The calculation of FTE for part-time staff is based on the proportion of time worked compared to that worked by full-time staff performing similar duties.
Reference: Schools, Australia (cat. no. 4221.0).
GDP (gross domestic product) - the current price measure which is the sum of all final expenditure, changes in stocks and imports less exports.
Reference: Expenditure on Education, Australia (cat. no. 5510.0).
Government expenditure on education - government final expenditure, personal benefit payments, advances to persons for the Higher Education Contribution Scheme (HECS) and other government expenditure.
Government school - one administered by the Department of Education in each State/Territory.
Higher education student - a person for whom there is a full-time, part-time or external enrolment in a course at a higher education institution at the reference date.
Reference: Transition from Education to Work, Australia (cat. no. 6227.0); Department of Employment, Education and Training, Selected Higher Education Statistics.
Non-government school - one not administered by a Department of Education but including special schools administered by government authorities other than the State/Territory education departments.
Post-school qualification - a qualification gained by a person after leaving school, including higher degrees, postgraduate diplomas, bachelor degrees, undergraduate and associate diplomas, and skilled and basic qualifications.
School - an educational institution which provides primary or secondary education on a full-time daily basis, or by radio or correspondence.
School student - a person who is enrolled in a school and active in a course of study, other than pre-school or technical and further education (TAFE) courses.
School student/teacher ratio - number of school students divided by full-time equivalent teachers.
Skilled vocational qualification - course lasting two to four years, and typically involving some on-the-job training, for those wanting to work in a specific vocation, recognised trade or craft that requires a high degree of skill in a range of related activities. Prior to 1993, skilled vocational qualifications referred to trade qualifications only.
Reference: Transition from Education to Work, Australia (cat. no. 6227.0.40.001).
Tertiary education - education provided by any institution offering post-school courses. Includes TAFE, higher education and other post-school systems.
Total expenditure on education - government expenditure on education plus private final expenditure on education.
Undergraduate diploma - course lasting three years full-time (or equivalent) for those wanting to work as professionals or associate professionals.
Unemployment rate - the number of unemployed persons in any group expressed as a percentage of the labour force in the same group.
VET student - a person for whom there is a full-time or part-time vocational stream enrolment in a TAFE college or a course provided by some private or adult and community education providers in the reference year.
Reference: National Centre for Vocational Education Research, Selected VET Statistics.
Year 12 apparent retention rate - the percentage of full-time students of a given cohort group who continue from the first year of secondary schooling to Year 12.
This page last updated 22 March 2006


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Helping businesses determine their readiness to resume operations safely
To support the reopening of economies and society, governments in many countries gradually are lifting restrictions imposed during the first phase of the pandemic crisis. As business owners prepare to restart or launch operations, they must navigate a new "business as usual"—one where creating a safe working environment that prevents the further spread of COVID-19 is top priority.
With the lockdown easing in the Czech Republic, Bureau Veritas, a global leader in testing, inspection and certification services (TIC), wanted to help local business owners resume operations and safeguard livelihoods. The starting point is to ensure businesses meet all the government-mandated health, safety and hygiene requirements to reopen their doors.
Bureau Veritas turned to CGI to help find a solution that enables businesses to assess their readiness to resume operations safely.
A relationship built on trust and an agile approach drives innovation and speed
CGI has been a trusted partner to Bureau Veritas for several years. In addition to developing a digital strategy for the holding group, CGI experts in the Czech Republic created an application to help Bureau Veritas' customers evaluate their GDPR readiness and ability to manage potential cyber risks. The app was rolled out to five European countries and translated into as many languages.
The teams from Bureau Veritas and CGI set to work to reengineer this privacy and cybersecurity app to one that could help businesses assess their operational readiness to resume operations. Yet time was of the essence. The government announced the reopening of key sectors, including restaurants and hospitality businesses, in 10 days. This gave the team less than a week (which included a public holiday and a weekend) to "go live" with the new application.
Supported by CGI's understanding of the client's business, trusted in-person relationships and buy-in from Bureau Veritas' leadership, CGI experts took an agile approach to accelerate the development and release to just six days. The entire project was executed remotely.
We faced many challenges during the project delivery. The most challenging factor was time. The rules to loosen the regulations evolve quickly, in leaps, and every single day can come a new decision. On top of that, we started with the project during public holidays and extended weekends. Despite the complications, and especially because of the commitment of CGI's experts and their agile approach, we launched the application in time.
Simon Palupčík, Chief Executive Officer of Bureau Veritas, Czech Republic
Simple and quick way to assess operational readiness
The mobile app, iCheck, currently provides readiness assessments for some of the most impacted industries, such as food and beverage, hospitality, retail, and industrial and commercial real estate, and reflects all the government guidelines and regulations intended to minimize exposure to COVID-19.
Once users download the application and complete the industry-specific questionnaire, they receive a readiness score along with feedback and recommendations on how to proceed. The app also offers the option to contact Bureau Veritas to request related insights and inspection, certification and training services. To date, the app has been downloaded by 739 business users to assess their operational readiness.
It is available free-of-charge on Google Play Store and the App Store and can be used on any smart mobile device. CGI manages the application and is working on an English version for the UK and, in the near future, will help develop country-specific versions in local languages.
This project is part of Bureau Veritas' global initiative, "Restart Your Business with BV," intended to help organizations around the world resume operations after the COVID-19 pandemic.
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Ali Yahia Abdennour (en kabyle : Σli Yaḥya Σabdennur), né le  à Aït Yahia, en Algérie et mort le  à Alger, est un homme politique, avocat et militant des droits de l'Homme algérien.

Enfance et éducation
Ali Yahia Abdennour naît le  dans le village Lemkhardha, ancien hameau de Taqa dans la commune d'Aït Yahia, dans l'actuelle wilaya de Tizi Ouzou, en Algérie alors départements français. Il fait son primaire à Tizi Ouzou et finit ses études secondaires à Médéa.

Début de carrière et guerre d'Algérie
Abdennour devient instituteur, affecté durant quatre années à Affreville, aujourd'hui Khemis-Miliana, ville natale du futur commandant de Wilaya IV M'Hamed Bougara qu'il rencontre plus tard dans la clandestinité. En 1943, il est mobilisé par les Alliés qui ont repris l'Algérie au régime de Vichy ; il est envoyé au Maroc pour suivre une formation sur les blindés et participe ensuite à la bataille des Ardennes où il est blessé. Il est alors décoré de la croix de guerre.

En 1945, il adhère au Parti du peuple algérien (PPA) puis au Mouvement pour le triomphe des libertés démocratiques (MTLD) et il quitte le MTLD lors de la crise berbériste en 1949.

Ali Yahia Abdennour rejoint le FLN en 1955. En 1956, il est emprisonné dans la prison de Berrouaghia, ensuite à camp Paul Gazelles, puis à camp Bossuet. Libéré en 1960, Ali Yahia Abdennour devient secrétaire général de l'UGTA. Après l'indépendance, il est député FLN de la Wilaya de Tizi Ouzou à l'assemblée nationale constituante. Il rejoint la rébellion de Hocine Aït Ahmed en 1963 et il se rallie après à la position de Ahmed Ben Bella .

Ministre, avocat, militant des droits humains
Il est ministre des Travaux publics et des Transports puis ministre de l'Agriculture et de la Réforme agraire durant une année dans le gouvernement de Houari Boumediène, entre 1965 et 1968. En 1967, il démissionne  après de violents accrochages avec  Kaïd Ahmed, au sujet du projet de la révolution agraire.

Après des études en droit, il devient avocat, en 1972. Il défend bénévolement plusieurs détenus d'opinion. Le , il est enlevé, à son cabinet, par la sécurité militaire. Détenu plus de trois semaines dans un endroit inconnu, il est déféré devant le parquet de la cour de Médéa et incarcéré à la prison de Berrouaghia. Il est accusé d'avoir introduit des armes et des munitions dans le territoire national, en vue de perpétrer des actes criminels (El Moudjahid, 29-10-1983). La veille de sa visite officielle en France, le président Chadli déclare au quotidien Le Monde du 05-11-1983, au sujet de cette arrestation, que le problème n'est pas politique, mais plutôt une affaire de trafic de drogue et de devises. Il est libéré en 1984.

En 1985, deux groupes, celui d'Alger porté par Omar Ménouar, et le groupe de Tizi Ouzou représenté par Ali Yahia, s'affrontent pour le contrôle de la Ligue algérienne pour la défense des droits de l'homme, qui n'était pas encore officiellement créée. Ali Yahia Abdennour ne sera pas élu président, car il était perçu proche du mouvement berbériste. Ali Yahia crée une autre ligue aussitôt, mais il sera arrêté. Selon les autorités algériennes, il n'avait pas d'agrément.

Après la création de la LADH (Ligue algérienne des droits de l'homme) par le pouvoir algérien en 1987 et présidée par l'avocat Miloud Brahimi, Ali Yahia est président d'honneur de la Ligue algérienne pour la défense des droits de l'homme (LADDH), .

Ali Yahia Abdennour s'est opposé à l'interruption du processus électoral de 1991 et a défendu certains des dirigeants du FIS. Il participe en 1994 à la conférence de Sant'Egidio à Rome.
En 2011, il prend part à l'appel de la Coordination nationale pour le changement et la démocratie (CNCD).

Le , il appelle, conjointement avec Ahmed Taleb Ibrahimi et Rachid Benyelles, à déclarer l'état d'incapacité du président Bouteflika, victime d'un AVC.

Le , il perd son fils aîné, le chirurgien Amokrane.

Hirak
Le , dans le contexte des manifestations de 2019 en Algérie, il appelle, conjointement avec Ahmed Taleb Ibrahimi et Rachid Benyelles, à reporter l'élection présidentielle algérienne de 2019, et à lancer un dialogue entre l'armée et les représentants des manifestants pour mettre en place une transition politique.

Le , Abdennour et plusieurs autres personnalités, dont l'ancien chef du gouvernement Ahmed Benbitour, l'ancien ministre des Affaires étrangères Ahmed Taleb Ibrahimi, l'ancien ministre de la Culture Abdelaziz Rahabi et l'ancien ministre de l'Éducation Ali Benmohamed, de même que l'avocat Abdelghani Badi, et les universitaires Nacer Djabi et Louisa Ait Hamadouche, appellent à , avec des mesures d'apaisement, d'ouverture démocratique, au départ des dignitaires du régime, ainsi qu'à la tenue de la présidentielle après un dialogue.

Le , avec 18 autres personnalités, dont Ahmed Taleb Ibrahimi, l'opposant Mostefa Bouchachi, Ali Benmohamed, Abdelaziz Rahabi, Ahmed Benbitour, Abdelghani Badi, ainsi que Nacer Djabi et Louisa Ait Hamadouche, il appelle à ne pas empêcher ceux qui veulent voter de le faire.

Mandats
 Membre de l'Assemblée constituante (1962-1964)
 Député (1964-1965)
 Ministre des Travaux publics et des Transports (1965-1966)
 Ministre de l'Agriculture et de la Réforme agraire (1966-1967)

Ouvrages
 Algérie: Raisons et déraison d'une guerre, Éditions L'Harmattan, 2000
 La dignité humaine, Éditions  Inas, 2007
 La crise berbère de 1949: portrait de deux militants, Ouali Bennaï et Amar Ould-Hamouda, Éditions Barzakh, 2013
 Lettre ouverte au système politique: et au dernier pouvoir qu'il a engendré, Éditions Koukou, 2016
 Mon testament pour les libertés, Éditions Koukou, 2017

Notes et références

Annexes

Articles connexes
 Mustapha Bouchachi
 Hocine Zehouane

Liens externes

 Biographie d'Ali Yahia Abdennour par Algeria interface

Naissance en janvier 1921
Naissance à Aït Yahia
Naissance en Algérie française
Personnalité kabyle
Personnalité liée à la défense des droits de l'homme en Algérie
Membre du Front de libération nationale (Algérie)
Avocat algérien
Député algérien de l'Assemblée constituante de 1962
Député algérien de la législature de 1964
Ministre algérien de l'Agriculture
Ministre algérien des Transports
Ministre algérien des Travaux publics
Centenaire algérien
Titulaire de la croix de guerre 1939-1945
Décès à 100 ans
Décès à Alger
Décès en avril 2021

redpajama_set_name: RedPajamaWikipedia


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What Is an LED?
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You can't go anywhere these days without hearing about LEDs, whether in TV sets, light bulbs, smartphones, or otherwise. But what are they, and how are they different from other light sources? We'll explain.
A Diode That Emits Light
LED stands for "Light-Emitting Diode." The word "diode" is a key component here, because a diode is a semiconductor that only allows electricity to flow in one direction.
To make an LED, manufacturers take two materials and place them in close proximity. The first material is typically a metal, such as aluminum or gold. The second is usually a compound such as gallium arsenide (GaAs). When you apply electricity to these two materials, one material absorbs electrons from the other. This results in a flow of electricity through them, which produces light.
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Believe it or not, LEDs were first invented in 1927 by Oleg Losev in Russia, but a practical commercial LED wasn't developed until the 1960s. That's when James R. Biard and Gary Pittman created a GaAs-based LED while working at Texas Instruments. Since then, LEDs have been used in consumer electronics devices such as calculators, optical communications equipment, and in almost every manufacturing industry.
Today, we often encounter LEDs in consumer light bulbs, certain types of TV sets and computer displays, LED strip lights, and indicator lamps on consumer electronics devices.
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Why Do LEDs Use Less Energy?
LEDs are more efficient than traditional light sources because they don't use heat to produce light. Traditional light sources, such as light bulbs, produce light by heating a resistive tungsten wire until it glows white-hot.
RELATEDWhat Are Lumens in Lighting?
In contrast, the semiconductor materials in an LED use electricity more efficiently, creating more photons and less waste heat than incandescent bulbs per watt, which means they don't require as much electricity to produce light.
What Are the Advantages of Using LEDs?
LEDs have many advantages over traditional light sources. For example, they last much longer. A traditional incandescent light bulb lasts about 1,000 hours, while an LED can last for 50,000 hours. This means that you would have to replace an LED only once every 10 years.
LEDs are also more durable than traditional light sources. Traditional light sources contain fragile glass bulbs. If you drop them or tap them too hard, they will break. An LED, on the other hand, is much more resistant to physical damage. Also, an LED bulb doesn't contain mercury like a compact fluorescent bulb, so they are safer if you break them by accident.
DKai/Shutterstock.com
Also, as mentioned in the section above, LEDs are far more efficient at producing light than incandescent, fluorescent, or halogen bulbs, so they use less power.
While LEDs have many advantages over traditional light sources, they also have some disadvantages, including varying color temperature, and the potential for flicker if the bulbs are poorly made. The biggest disadvantage is their initial cost. An LED is more expensive than a traditional light bulb up front. However, the initial cost of an LED is often offset by its longer lifespan and lower electricity consumption. You will end up saving money with LED bulbs in the long run.
OLED vs. LED
An OLED is a type of light-emitting diode (LED). OLEDs are made of organic materials that emit light when an electric current is passed through them.
RELATEDWhat Is OLED?
OLED displays are different from traditional LCD flat panel display because they do not require a backlight. Instead, each colored pixel emits light itself. This means that OLED displays can potentially be thinner and more flexible than LCDs. Also, OLED displays offer much higher contrast than LCDs because blacks can be truly black instead of just blocking an always-lit backlight, which is the case with an LCD.
Bright Times Ahead
LEDs have a bright future. In addition to becoming more energy-efficient and longer-lasting with new research, LED-based lighting technologies are becoming more affordable. As their price continues to drop, LEDs will likely continue to become more popular as standard lighting in homes and as the basis of ever-higher-resolution digital displays in the future with OLEDs.
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Home > Environment > News Articles
Australian Bush Fires - The Worst Could Be Still Ahead
By News Staff | October 19th 2013 09:18 AM | Print | E-mail
A dry spring has meant a rampant wildfire season already for Australia.
Hold those fires back? Arguably the largest volunteer fire department in the world. New South Wales uses volunteer fire services, even newly-elected Prime Minister Tony Abbott is a member.
"The tragedy is that many of them have lost their own homes while they've been out saving those of others," says Kingston University academic Dr. Neil Thomas, an expert in environmental hazards.
October 17th, 2013 was particularly bad. By 6:30 p.m. local time, 90 wildfires burned, 36 of them out of control and threatening communities near Sydney. Dry vegetation, 93° Fahrenheit temperatures and erratic winds gusting to almost 60 miles per hour combined to create extremely dangerous fire conditions. The Moderate Resolution Imaging Spectroradiometer (MODIS) on NASA's Aqua satellite acquired this image at 2:50 p.m. (3:50 Universal Time) on October 17th. Fires are outlined in red; to the east, smoke pollution was a problem in populated coastal communities. The densest plume hangs directly over Sydney, though the brighter white streak is probably a cloud.
Fires outside Sydney. Credit: Jeff Schmaltz, LANCE/EOSDIS MODIS Rapid Response Team at NASA GSFC. Caption by Holli Riebeek.
The largest fire shown is the State Mine fire, burning in the Blue Mountains near the Lithgow area, which has burned more than 20,000 hectares and damaged an unknown number of properties. To the southeast is the Linksview Road fire, burning near the community of Springwood. The third large fire is the Hall Road fire, which is larger but has caused little damage and is nearly under control.
Those New South Wales firefighters have probably done all they could have done to tackle the bushfires - but nature is what it is at this point, argues Thomas, who has worked extensively with emergency response crews in the Australian region. No one can predict breakouts of extreme heat, other than saying 'we could have extreme heat' every year. "The weather in the past three weeks has been particularly bad - it's been very dry and windy and unseasonably hot. I've never seen the likes of it at this time of year in Sydney."
California has similar problems, though for different reasons - Australia has too much wild land to manage while laws in California prevent responsible clearing - and exchanges of expertise and technology between the United States and Australia had allowed firefighters to manage the blazes as best they could.
"The Blue Mountains are a tough enough place anyway, because they're so rugged and inaccessible, and once it becomes a crown fire - in the trees, off the ground - that's the most destructive type there is," he said. "It creates its own weather system and the heat and dynamic of the fire make it almost uncontrollable. The authorities almost have to just let it burn itself out and hope for rain."
Events of such a magnitude at this time of year are rare, said. "We're not used to this at this time of year, it's usually nearer January or February. The winds usually come from the north west, but occasionally there's a southerly change which appears to have happened and cooled things down a bit. However, it's not lasted long - there's been a little rain, but not much. Looking at the Bureau of Meteorology forecast, it's going to get hot again. The firefighters will be hoping for the best but preparing for the worst."
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Every year, millions of Americans resolve to get their financial house in order. Then, as the year slips away, so do their good intentions.
Does this approach sound familiar? If so, don't give up. Maybe you just need a different approach. This month-by-month financial checklist focuses on specific financial tasks. If you manage to accomplish just a few of them, you should be in better shape financially and be in better control a year from now.
January: Reviewing and updating your budget at the beginning of the New Year can get you off to a good start. Evaluate last year's income and expenses, and adjust your plan accordingly. Try to revisit your budget throughout the year to see how much progress you're making or to identify areas for improvement.
April deadline can mean an earlier refund.
March: This might be a good time to check your retirement and other investment portfolios, and compare their performance with a benchmark index. And if your asset allocation has changed, rebalancing can bring it back to its original mix.
April: Federal income tax returns are due on (or around) April 15. If you are expecting a tax refund, consider directing the extra money toward your retirement. Every little bit can add up. Remember, you have until the tax filing deadline to contribute to an individual retirement account (IRA) for the prior year.
May: Consider designating May as "check your credit report" month. You're entitled to one free credit report annually from each of the three major credit reporting agencies: TransUnion, Experian and Equifax. Check all three reports at the same time or at different times throughout the year. Log on to AnnualCreditReport.com to stay on top of changes or suspicious activity.
June: In June, review your estate plan, beneficiary designations, and the individuals you've named as executor and as guardian for your minor children. Changes in your family situation might require adjustments to your plan.
July: July is a good time to schedule an appointment with your financial professional to check that you're on track with pursuing your goals. Summer is also a good time to start teaching your children valuable lessons about money. Help them establish a savings account at your local bank and encourage them to set aside money each month for wish-list purchases.
August: Make sure your summer fun didn't upend your budget with a review of your credit card accounts and personal loans. If you're not making progress with reducing your debt, come up with a plan to pay down your balances faster.
September: September is Life Insurance Awareness Month, so review your coverage to make sure it's adequate for your family's needs. Check your disability coverage as well, and consider the need to supplement any employer-provided coverage you may have.
October: October is generally the time for reviewing employee benefits and making choices for the coming year. Contributing to a health savings account (HSA) or flexible spending account for health and/or dependent care can potentially lower your tax bill.
November: Begin year-end tax planning by November to take advantage of strategies that may help minimize your income tax obligation. Waiting too long can deprive you of opportunities. As part of your assessment, consider your investments. Holding on to investments in a taxable account for more than one year will typically qualify you for a lower tax rate when assets are sold.
December: Consider donating to charitable organizations before year-end. Contributions charged to a credit card or paid by check by Dec. 31 may be deductible on this year's tax return.
John E. Day is a financial consultant with LPL Services, in Columbia. He can be reached at 410-290-1000, john.day@lpl.com or www.daywm.com.


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A MODERN APPROACH TO REAL ESTATE SERVICES
Why Jewish Film Festivals Are Important
Thirty-four years ago, in two American cities on opposite coasts, a group of visionaries developed what would one day become one of the most powerful vehicles for connecting Diaspora Jews to their culture: the Jewish film festival.
With numerous scholarly works and studies devoted to dissecting the state of modern Jewry in America, the increasing popularity of Jewish film festivals has made one fact abundantly clear: Jews crave a meaningful connection to their roots. With over 100 Jewish Film Festivals in existence today, Jews all over the world flock to theaters anticipating an authentic connection to their heritage. For some Jews, participation in their local Jewish Film Festival is the only way in which they feel Jewish.
Does such a statement justify the prevailing attitude among Jewish leaders and professionals that the fabric of our once vibrant and engaged Jewish community is in danger of unraveling? While widely debated studies like the 2013 Pew survey of American Jewry points to a steady decline in religious identification and a significant rise in interfaith marriage, what do these statistics actually say about today's Jewish community except that it is continually changing, evolving, and presenting new challenges?
As a Jewish professional working in the Jewish world, I have observed many of my colleagues grow disheartened by the possibility that the progress we have made in preserving Jewish culture is in danger of being compromised. My trepidation is that too much credence is being given to the results of quantitative surveys and not enough consideration is being paid to programs that are already working to establish a vibrant Jewish community.
As director of the Philadelphia Jewish Film Festival for over six years, I have been told again and again how important the Festival has been to people's lives. Phrases like "It makes me feel proud to be Jewish" or "It makes me feel like I am really part of a community" are common.
In the past decade, Jewish film festivals around the world have not only proven successful in serving diverse populations of the Jewish community, but they have begun to expand their reach to other groups. Through their extensive outreach efforts and opportunities for cross-cultural programming and marketing, Jewish film festivals have proved the potential to grow and attract new and engaged audiences. Since the exclusivity once coveted by American Jewish communities to satisfy their need for safety and acceptance is no longer necessary, it really is the scope, breadth, and quality of Jewish film programming that makes the model of the Jewish film festival so inviting and engaging.
Through the power of compelling stories, Jewish film festivals have penetrated to the heart of what moves us and accomplished the difficult feat of unifying Jews of varying religious affiliations and denominations, as well as bringing together Jews of competing ideologies and political leanings. This is because Jewish film festivals work hard to cultivate a neutral platform for the exchange of ideas and the sharing of experiences.
Read the full article at Philadelphia Jewish Film Festival.org.
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Why November is the Best Month to Sell Your Home
Proposed Redevelopment of Long-vacant Site at 27th Street and Girard Avenue
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