Story Links DES MOINES, Iowa – Drake University director of athletics Sandy Hatfield Clubb has announced the hiring of Blake Boldon as the 12th Franklin P. Johnson Director of the Drake Relays presented by Hy-Vee. Boldon will be introduced during a press conference held in the Courtside Club of the Shivers Basketball Practice Facility on Wednesday, Oct. 12, at 11 a.m.Boldon, a native of Osceola, Iowa, currently serves as the executive director of the Indianapolis Monumental Marathon and has an extensive background and record of success as a competitive athlete, collegiate coach and event director.”I am excited to become a part of the Drake Relays presented by Hy-Vee, Drake University and the Des Moines community,” Boldon said. “As an Iowan and former Relays competitor, I know firsthand the tremendous history and tradition the Drake Relays presented by Hy-Vee has in Iowa, the U.S. and in the international track and field community. With Hy-Vee’s partnership, the Drake Relays has become one of the premier athletic events in the world. Through my experience growing up as a spectator, competing as an athlete and coaching, the Drake Relays presented by Hy-Vee has played a significant role in making me who I am today. The opportunity to build upon the incredible foundation of success while we work to continue to elevate the profile of the Drake Relays presented by Hy-Vee is truly an honor.”In addition to Boldon’s familiarity with the Drake Relays presented by Hy-Vee, his experience at Beyond Monumental and the Indianapolis Monumental Marathon presented the unique qualifications Hatfield Clubb was looking for in selecting the 12th Franklin ‘Pitch’ Johnson Director of the Relays.”Blake is the perfect candidate at the right time who has a personal and passionate history with the Drake Relays presented by Hy-Vee,” Hatfield Clubb said. “His extensive knowledge of and passion for track and field, coupled with his experience leading major events make him uniquely qualified for the position. However, it is his demonstrated integrity and his undeniable commitment to excellence that stand out. I have had the opportunity to see and have been incredibly impressed by Blake’s deep dedication to his work as well his admiration for the people he works with at Beyond Monumental. I very much look forward to working with Blake as we enter a new era with the Drake Relays presented by Hy-Vee.”In his previous role, Boldon has transformed the Indianapolis Monumental Marathon (IMM) and its associated races within the Beyond Monumental organization into one of the premier road racing events in the nation over the last four years. Overseeing a budget of nearly $2 million, Boldon has propelled the event from the 60th largest marathon in the country to the 20th. That growth rate was the third largest nationally for a marathon and the largest for a half marathon. His leadership has resulted in the IMM setting annual revenue records and a 100 percent growth in sponsorships while also making the IMM an agent of change in the Indianapolis community. In addition to strengthening the existing lineup of events, Boldon created the Monumental Mile in 2014 that was ranked by Shape Magazine as one of the top 10 1-mile road races in the nation alongside with Des Moines’ Grand Blue Mile.”The Drake Relays serves not only as one of the nation’s most celebrated high school, intercollegiate, and elite track and field event, but also as a university-wide celebration for the Drake community and an important cultural event and economic driver for Des Moines and the Midwest,” said Drake University President Marty Martin. “This legacy as America’s Athletic Classic has been carefully cultivated over more than a century, most recently under the exceptional leadership of Brian Brown and with the robust support of Hy-Vee. I am confident that Blake Boldon has the leadership experience, logistical expertise, and creative vision to carry this legacy forward.”Before taking the reins of the Indianapolis Monumental Marathon, Boldon spent two years at the University of Pennsylvania as the Quakers’ head cross country coach and track and field distance coach. While managing every aspect of a successful Division I cross country program, he was also involved in the planning and execution of the Penn Relays and coordinated the Penn Relays Men’s Olympic Development Mile.Boldon also coached at UAB (2009-10) and Iowa State (2005-08), serving as the recruiting and academic coordinator at the latter.As an Iowan and competitive athlete, Boldon is extremely familiar with Drake Stadium and the iconic Blue Oval, where he won the 3A state title in the 1,600 meters in 1998. As a collegian at Missouri State, he won five Missouri Valley Conference titles and a Drake Relays title in the 1,500 meters in 2003. Boldon graduated from Missouri State with a degree in education in 2003 and was named MSU’s Outstanding Male Athlete Award winner in addition to being a first-team CoSIDA Academic All-American.Boldon also competed professionally, returning to the Drake Stadium many times. In 2007, he became just the third Iowan to run a sub 4-minute mile during the indoor season and finished fourth at the USATF Indoor Championships. Later that season he finished second at the Drake Relays to American record holder, Alan Webb, who shattered the Drake Stadium record with a 3:51.71 finish in that classic race. Boldon’s professional career also include four top 10 finishes at USATF Championships.Boldon assumes the role of Franklin P. Johnson Director of the Drake Relays from Brian Brown, who recently completed an 11-year tenure directing the iconic event. In 2016, the Drake Relays presented by Hy-Vee saw more than 40,000 fans witness some of the finest professional, collegiate and high school performances of the year at Drake Stadium.As part of the building excitement for the 2016 Rio Olympics, the Relays staged numerous Olympic Preview events that brought more than 60 Olympians to the Blue Oval. Those athletes would go on to win 20 medals at the 2016 Rio Games, including 10 gold medals. In addition to showcasing that Olympic talent, the 2016 Relays featured a total of 11 Drake Relays presented by Hy-Vee records that were broken or tied and three world-leading marks were established. The 108th Drake Relays presented by Hy-Vee is scheduled for April 26-29, 2017.Print Friendly Version What Others Are Saying
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15 November 2007Many African countries appear to be on a path of faster and steadier economic growth, but more has to be done to diversify exports and create an environment conducive to increased private investment, the World Bank reports in its 2007 Africa Development Indicators.Speaking in Johannesburg at the release of the indicators this week, World Bank country director Ritva Reinikka said African economies’ performance between 1995 and 2005 reversed the collapses between 1975 and 1985 and the stagnations witnessed between 1985 and 1995.“Average growth in sub-Saharan economies was 5.4% in 2005 and 2006. The consensus projection is 5.3% for 2007 and 5.4% for 2008,” she said. “Leading the way are the oil and mineral exporters, thanks to high prices, but 18 non-mineral economies, with more than a third of the sub-Saharan African people, have also been doing well.”In his presentation of the indicators, World Bank Africa region chief economist John Page explained that African economies could be divided into three groups: slow growth economies such as Zambia, Guinea and Zimbabwe; diversified economies with gross domestic product (GDP) growth of about 4% a year such as Mozambique, Rwanda, Uganda and Ghana; and finally oil exporting countries like Nigeria, Angola, Equatorial Guinea, Chad and Sudan.Favourable policies, higher growthWith the development report questioning whether Africa’s steady growth had to be attributed to good policies or plain luck, Page said that in his opinion it seemed to be a bit of both, referring to the Albert Einstein quote: “Fortune favours the prepared mind”.However, he said that countries with the correct policies were more likely to experience stronger economic growth.Page pointed to one of the worrying factors highlighted in the report as the lack of export diversification in many African economies, despite good growth in exports. “Many of these countries’ exports that were important in 1975 are still important today.”In addition, he said that while the actual GDP growth of many African countries had in many cases experienced real growth, the volatility of Africa’s actual growth remained a problem, with growth across the continent barely topping 2% over the last decade.“There have been several episodes of growth acceleration, but acceleration was usually followed by growth collapses,” he said. “Thus the very slow long run growth cycles in which growth and then collapse preceded each other in an almost predictable pattern.”‘Good times for the continent’Since 2005 however, economists have noticed that the frequency between what he referred to as the “good and bad times” had started to shift in favour of the good times for the continent.Explaining the term “good times”, Page said it is when savings and investment are higher, trade is substantially greater, and policies and institutions, including the government, function effectively.He pointed out that despite Africa managing to grow in tandem with many of the world’s developed economies, the fact that the continent was a natural resource hub for the rest of the world made it increasingly vulnerable to outside shocks and changes in commodity prices.It was therefore crucial for countries to improve their investment climate, bolster infrastructure, spur innovation and build the institutional capacity to increase private investment, which is crucial to accelerate growth on the continent.Regarding the cost of doing business on the continent, Page explained that Africa was still a “high cost, high risk place to do business as opposed to East Asia and the Pacific”.He added however, that structural policy changes on the continent were improving growth forecasts, adding that it was good policies that would build the basis on which Africa could grow further.Source: BuaNews
Athenia® 22” inch Clip in Futura Hair Extensions : they are amazing! I was worried they would be very shiny
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GREEN PRODUCT GUIDE Board Insulation“I built a double-stud in 1980 and have never regretted it,” Klingel writes. “New house will be the same, but thicker, and with dense-packed cellulose instead of fiberglass.”“A double stud with a plywood exterior and interior poly and ADA [the Airtight Drywall Approach] will work,” Rooks says.GBA senior editor Martin Holladay doesn’t push the double-stud option, but he does point Olofsson toward a number of GBA articles that have been written on the topic (see the “Related Articles” sidebar). Deciphering Canadian codesMalcolm Taylor writes that the British Columbia building code allows an “airtight drywall air barrier” instead of polyethylene. “Illustrated details covering all aspects of the approach can be found in the Building Envelope Guide for Houses published by the Homeowner Protection Office, which is a Provincial Government department,” he says.But to Holladay, there seems to be some confusion in the codes over the roles that air and vapor barriers play in a wall assembly. “I can’t help but shake my head at the inconsistency in the BC code,” Holladay says. “Do code officials think that polyethylene is a vapor retarder or an air barrier? If they think it is a vapor retarder, then the Airtight Drywall Approach is no substitute. To retard the flow of vapor, you need vapor-retarder paint. The airtightness of the drywall is irrelevant.“If they think it is an air barrier, I wonder whether they require airtight installation details for all installations of poly in the province? For example, do they verify that the poly seams are sealed over framing members with Tremco acoustical sealant? Do they verify that all electrical boxes are airtight boxes? If they do, bless them. However, I doubt that they do. I think it’s far more likely that the building inspectors have no idea whether the poly they insist on is supposed to be a vapor retarder or an air barrier.”Taylor says he can’t speak to how the code is enforced in the province as a whole, but at least on Vancouver Island and the lower mainland, inspectors “insist on meticulously sealed poly.”“All seams, the joint between poly and lower plate and plate and subfloor all must have generous amounts of acoustic sealant,” he says. “Gasketed electrical boxes are also required.”In Ontario, adds Lucas Durand, there’s apparently a little more flexibility. “For the house that I am building for myself,” he says, “I have gone with taped 1/2-in. plywood for both air barrier and vapor retarder (and racking resistance). There was some initial skepticism from my inspector but it didn’t take that long to convince her — I am lucky she has been open-minded.” Creating sensible regulationsSome of the material in the Canadian publication gives Holladay reason to wonder whether government officials really understand the science behind code requirements. “As is often the case,” he writes, “this is an example of government bureaucrats enforcing regulations that are based on an incomplete understanding of the relevant scientific principles.”While that could very well be true, Olofsson’s potential tussle with local officials could have an upside. “The nice thing about your questions is that it is exposing that you can move the envelope quality in your area forward,” Rooks says. “The code seems to allow enough room for well planned modification. Lucas points out a few more methods towards improved assemblies. They are all great when executed correctly.“There is no shortcut to a ‘quality envelope.’ Plan on it being more cost and work. I think it’s the only sensible thing to do.” Erik Olofsson is planning a small house in the Rocky Mountains of British Columbia. Ideally, he’d like to get the walls close to R-40. The question is how.“Seeing that the received opinion around GBA is the tandem of polyethylene sheeting and exterior rigid foam is not ideal, what do the builders on this site recommend?” he asks in a post at the GBA Q&A forum. “Larsen trusses seem fairly labor-intensive and rigid foam is expensive … Is a double-stud wall the answer?”A complication is a local building code that apparently calls for a polyethylene vapor barrier on the warm side of the insulation. Although once a common building technique, it’s no longer universally accepted by building scientists as the best practice in all climates. Many builders have abandoned the use of interior polyethylene, even as some building inspectors continue to insist on it.Olofsson’s quest for high performance at a reasonable cost, while solving the riddle of air and vapor barriers, is the topic of this month’s Q&A Spotlight. Our expert’s opinionHere’s how GBA technical director Peter Yost sees it:The reason Martin Holladay and I nearly always agree on building science questions is that we both have studied under/worked with some of the best: Joe Lstiburek, John Straube, Terry Brennan, Bill Rose, Anton TenWolde.And one of the reasons there is still such confusion on basic heat transfer and moisture flow is that too many building inspectors and code officials have not.Is this silly or what?The highest priority in moisture management is bulk water: how many building inspectors check the connections between the water-resistive barrier and flashings at penetrations for continuity?The next highest priority in moisture management is capillary water: how many building inspectors check for capillary breaks between porous building components?The next priority is air-transported moisture: how many building inspectors require qualitative and quantitative information from blower-door tests?But by gosh, almost every building inspector insists on and inspects the “warm-in-winter-side” vapor retarder, by far the least important wetting mechanism in nearly all buildings and climates.And we should not be worried about the vapor permeability of just that one dedicated layer in terms of wetting, but the vapor permeability of ALL layers in terms of drying. (For more information, see my Vapor Profile blog.)GBA has a series of great resources on vapor retarders and air barriers and their differences. Use your GBA project folders, make one for your building inspector(s), and fill it up with building science reading for them! RELATED ARTICLES Double-stud walls a good optionDouble-stud walls are designed to provide lots of exterior wall volume for insulation while sharply reducing thermal bridging. John Klingel and Albert Rooks are among those who think that building double-stud walls is a good approach. RELATED MULTIMEDIA Or consider 2×6 framingRooks also offers an alternative for Olofsson to consider. “Another good quality wall is a 2×6 standard frame with taped plywood or OSB exterior + WRB [water-resistant barrier] + 4 in. to 6 in. of high-density mineral wool,” he says. “It will eliminate cold sheathing and rim-joist bridging while allowing the use of a service cavity in the stud bays.”A key detail of all of these recommendations is that a polyethylene vapor barrier isn’t necessary. In the case of the wall assembly suggested by Rooks, the OSB or plywood sheathing becomes the “air/vapor control layer.”“Use a rainscreen detail, good air sealing, and ventilation,” Rooks adds. “I’m a fan of mineral wool because it doesn’t settle, doesn’t rot even if continually wetted, is fireproof, won’t support mold or bugs. It’s like a little piece if the Canadian Rockies (since it’s made of Canadian Basalt) covering your house, and near as durable.”Holladay, too, think there are alternatives to the polyethylene required by local codes. “You might want to negotiate with your local building inspector,” he says. “Many inspectors will accept MemBrain or vapor-retarder paint as an alternative to interior poly.” Podcast:Air Barriers vs. Vapor Barriers Double-stud wallsChoosing a High-Performance Wall AssemblyChoosing the Right Wall Assembly (2013)Choosing the Right Wall Assembly (2015) Is Double Stud-Wall Construction the Path to Efficiency on a Budget?Vapor Retarders and Vapor BarriersForget Vapor Diffusion — Stop the Air Leaks! Q&A: Airtight Sheathing and Thermally Isolated Double-Stud WallsSix Proven Ways to Build Energy-Smart Walls
AI is Not the Holy Grail of Sales, at Least Not… Related Posts Steve WoodsCTO, Nudge AI A Web Developer’s New Best Friend is the AI Wai… AI: How it’s Impacting Surveillance Data Storage Steve Woods, CTO at Nudge.ai, is an experienced SaaS leader who is passionate about innovation, cloud computing, software evolution, marketing automation, and sales analytics. Junior Sales Reps reaching out to Senior Prospects could expect an average response rate of 15 percent.Sales Leaders reaching out to their peers could expect an average response rate of 26 percent.Response rate per person by the level of seniority.What’s most interesting about these stats are that they hint at something far more important than volume and seniority levels but relationships. Your sales leaders likely have a broader perspective on the industry as well as a keener ability to map out a person’s challenges — and a potential pre-existing relationship — no matter how small.Ultimately, a sales leader is more likely to respond to outreach from a peer he has a relationship with (or sees value in building a relationship with) rather than a junior rep. The understanding of relationships, then, showcases the compelling reason why the conversation needs to happen right off the bat.People want more than just a generic sales pitch. They require the answers to their problems. The customer wants new insights and valuable connections. If your junior sales reps are reaching out to senior prospects, you’ll need to arm them with the correct tools. Your coaching can teach your reps the value they can bring to their prospects. Your coaching will guide your reps where to tap into a personal brand or unique industry insights. In coaching, you can uncover together where the well connected will pay off. It’s imperative for you, as a sales leader, to ensure that everyone reaching out to prospects have something valuable to offer.What This Means for You and Your TeamAs a sales leader, it’s essential to move past simply tracking raw activity and use the data you have on hand to measure results, success, and pain points. In the modern sales landscape, quality beats quantity more than ever. Understanding how you can value-add to your prospects will get you much farther than persistent outreach will. Remembering that relationships are about adding value and determining which reps are reaching out to which prospects. Think and plan beyond cold outreach to new candidates and consider building and strengthening in-deal relationships. A committee almost always does company purchases.The best thing you can do as a sales leader is coach your reps on how to build and strengthen relationships within that community. If you need a little extra push, Nudge is here to help. Trends Driving the Loyalty Marketing Industry Tags:##HoldTheHustle#AI#B2B#data analysis#Magic Numbers#sales As a B2B sales professional selling to other B2B sales professionals, one of my primary goals during a sales call is figuring out the organization’s pain points. Of course, this varies based on many factors: the role and level of seniority of the person I’m talking to, the size of the company, the number of direct reports, etc.One thing every potential prospect can definitely stand to gain, though, is an objective overview of their sales funnel and more transparency on how they can improve and strengthen their relationships. There is a problem in cementing these business relationships. Every outreach effort comes at a cost: from finding and coaching the right sales reps to reaching out to the right prospects and finding them at the right time and with the right message. With so many issues coming into play, how will you gauge how well your sales team is doing compared to the rest of the industry?Old Motto: It’s All About the HustleAt some point five to ten years ago, “hustle” became the most valuable tool in a salesperson’s arsenal. Persistency was crucial and we all believed the more volume, the better. That is until we started automating our efforts. All of a sudden, buyers began to tune us out, and our efforts grew more and more stagnant.If you think about it, the idea that we should increase our volume of outreach is opposed to two main forces: psychology and technology.Sure, if you were a buyer in 2010, the chances are that an initial follow-up email actually piqued your interest — moving you to give the persistent rep 30 minutes of your time. Fast forward to 2018, and you get that email about 100 times a day. With your plate overflowing with goodies, you’re unlikely to even glance at those emails as you speed-click, “delete.”Secondly, approaching outbound sales as purely a numbers games means going head to head with technology — namely artificial intelligence (AI). Yes, AI can certainly be your friend but think about it: every email platform today is better at identifying spam than ever before. Those countless, generic “just following up” emails? They’re getting re-routed to the spam folder with blinding quickness. These forces also come into play beyond initial outreach. Just because you’ve gotten your foot in the door with a net new prospect, it doesn’t mean the work ends there. Building those relationships makes even more outreach necessary — both to strengthen the overall relationship and to move the deal along. But how do you compete with an increasingly disinterested party and ruthless spam folder?New Motto: #HoldTheHustleThe Nudge AI Manifesto: #HoldTheHustleHow do you move to the new way of doing things while effectively coaching your sales team to do better? There’s a lot of research to support the claim that successful sales coaching programs contribute directly to revenue performance. According to the Corporate Executive Board Company:“Sales reps who receive just three hours of coaching a month exceed their goals by seven percent, boosting revenue by 25 percent and increasing the average close rate by 70 percent.”Unfortunately, too many organizations aren’t dedicating the resources they should to make coaching part of company culture. When Nudge polled 100 sales leaders on their organization’s level of sales coaching maturity — more than half reported that coaching efforts were ad hoc at best. The reality is, many sales leaders are simply tracking metrics, making their team log every call, and hoping for the best. They still view sales as a numbers game and believe that persistence is vital. But what if I told you that that wasn’t true — that there is such a thing as going too far? Several magic numbers can act as a benchmark for better overall sales performance. Manage What You MeasureData is important but simply tracking it isn’t an effective use of your time — you have to manage it. Understanding which industry-standard metrics your sales reps are meeting, exceeding, or coming up short on will help you focus your coaching efforts in the right areas. You’ll want a determination of where you will focus the quality of your outreach. Will your company work toward volume, timing, or maybe titles?Striving to help users do more effective outreach at every level of the sales cycle is where you want to land. Nudge has provided a report that shares quantitative sales benchmark information that answers key sales outreach questions.First is the analyzation data from 3.1 million conversations between 1.4 million salespeople. This measurement gives enough information to achieve statistical significance across eight key roles. You’ll note two levels of seniority, and 20 different industries to find the industry standard and best-in-class sales outreach metrics. There are, of course, several metrics across every stage of the sales cycle and every one of those metrics tell a different story about how you could be approaching your relationships. Let’s focus on 4 key metrics that every sales team should be looking at:The number of emails needed to get a response.Timing between outreach efforts and response.Email response rates.Focusing on these numbers will help you do outreach more effectively. These are the number that tends to be where people mess up the most.1. Outreach VolumeIt takes several minutes to craft a well-researched, personalized email. But when reaching out to a prospect multiple times, you eventually get to the point where there is little use in sending “just another follow-up.” So, what’s the sweet spot after which you should re-focus your efforts on moving on to building relationships with a new prospect (net new or otherwise)?While the answer varies depending on a few factors (role, seniority of both parties, and industry), research has found that to get 90 percent of responses you’ll get — it takes between four to five emails.Ultimately, a high volume of activity doesn’t correlate to more deals, so hiring more Business Development Reps (BDRs) and turning up the number of outbound activities doesn’t necessarily equate to more revenue. Using your new coaching opportunities — if you only measure the number of activities without looking at the quality of those interactions — you might be missing out on opportunities to learn from high-performing reps.2. Response TimelineWhen going after a valuable prospect, trying to get their attention for days or weeks on end may feel like it’s worth it. But just as you’re only likely to get 90 percent of your responses after four emails, there’s also a time cap after which you’re unlikely to ever get an answer. So, when is it time to move on to the next?While the timeline varies based on the seniority of both the sales rep and the prospect, 90 percent of the responses you’re going to get will come within five weeks of your first outreach email.This is based on the knowledge that 90 percent of outreach sequences across roles are up to 13 weeks long, with the average sequence length being just 6.5 weeks long. It’s also interesting to note that, on average, four outbound emails are sent per sequence, with 90 percent of sequences containing seven emails or less.Why does this matter? Most sales reps continue to reach out to prospects well past the five-week period – which is when they’re the most likely to get a response. Additionally, they send up to three more emails in their outreach sequence than the recommended four.Most sales professionals waste 1.5 weeks and three emails per outreach sequence and on prospects that are most likely not going to respond.These numbers are based on communications found at all level of the sales cycle and serve to illustrate a point. Whether you’re dealing with net new prospects or you’re relationship building with current prospects, the struggles aren’t that much different. This makes a good case for quality over quantity. 3. Response RateOther than raw activity (volume), response, open, and clickthrough rates remain the most prevalent success metrics for sales reps. It’s widely accepted that these numbers tend to be quite low — especially when it comes to cold outbound emails. The success of each outreach is affected by a number of factors, ranging from the right subject line, the level of personalized content and the prospect themselves, to the number of emails sent and the length of each outreach sequence. What response rate should you be striving for in your particular role? While reps in different vital roles have response rates that range from 12% – 22% (depending on seniority) and individual email response rates vary between three percent and six percent. Prospects who eventually respond to sales outreach emails do so at an average rate of about 15.5 percent. If this number seems high, it’s likely because you’re only thinking of initial outreach. There won’t be sales reps out there hitting these numbers with cold outreach efforts.How do top sales reps get high response rates? Simple: they expand their outreach beyond the initial prospect and broaden their conversations to other contacts at the company. Rather than focus on relentless cold outreach, they build relationships with existing relationships on top of the committee of others who need to opt-in in order to make that one successful sale. This will mean the concerted efforts of everyone from sales leaders and IT, all the way up to the CEO.When digging further into response rates based on the level of seniority of both the rep and the prospect you’ll get mixed pairings as you go through the sales cycle and as you talk to more and more people.
Mollie Dickerson Appointed Guidance Curriculum Team Leader For Wilmington High Wilmington Middle School
WILMINGTON, MA — Below is a press release from Superintendent Dr. Glenn Brand, announcing the appointment of Ms. Mollie Dickerson as Guidance Curriculum Team Leader:Over the course of the last number of weeks we have launched a search for a permanent Curriculum Team Leader (CTL) for our Guidance Department as we currently have in an interim in the role. Ms. Christine Murray, Coordinator of Behavioral Health and Social Emotional Support coordinated the search with a screening committee that included the following individuals:Jeanette Quirk, Assistant Principal, MSChristopher Phillips, Assistant Principal, HSMaureen O’Mara, HS GuidanceJessica Rugo, HS GuidanceJulie Norton, MS GuidanceMichael Maloney, HS Social Studies TeacherLisa Costantiello, Parent/SEPAC Co‐ChairI want to extend to these individuals my thanks for their time and commitment to this important process.The screening committee reviewed a total of twenty‐two (22) applications from both inside and outside the district and selected a total of five (5) candidates to interview during the week of May 20th. Following the work of the district a total of three (3) candidates were advanced as finalists who then participated in interviews with Ms. Linda Peters, Principal of the Wilmington High School, Mr. Kevin Welch, Interim Principal of the Wilmington Middle School and Ms. Alice Brown‐Legrand, Director of Student Support Services during the week of May 27th.It is with pleasure that I announce the appointment of Ms. Mollie Dickerson as the Guidance Curriculum Team Leader for the Wilmington Public Schools. This position is a key leadership role in leading the school guidance departments and staff in both the middle and high school.Ms. Dickerson was appointed as the Interim Guidance CTL for the 2018‐2019 school year here in WPS. She is credited with several new initiatives in this role such as arranging for Therapy Dog visits, expanding the guidance curriculum to include more workshops for students, serving on the NEASC Steering Committee, and planning and hosting our first Future Teacher Signing Day.Ms. Dickerson completed three years as a guidance counselor at Wilmington High School prior to her appointment this year. Ms. Dickerson is a graduate of Brigham Young University where she received Bachelors of Science in Psychology and English. She received her Masters of Education in Prevention Science and Practice and in Adolescent School Counseling as well as her Certificate of Advanced Studies in School Guidance Counseling from Harvard University.Like Wilmington Apple on Facebook. Follow Wilmington Apple on Twitter. Follow Wilmington Apple on Instagram. Subscribe to Wilmington Apple’s daily email newsletter HERE. Got a comment, question, photo, press release, or news tip? Email firstname.lastname@example.org.Share this:TwitterFacebookLike this:Like Loading… RelatedNAME CHANGE: ‘Guidance Counselors’ Now Referred To As ‘School Counselors’ In WilmingtonIn “Education”NEW ROLES FOR 3 FAMILIAR EDUCATORS: Shelia Burke, Leanne Ebert & Kevin Welch Named To Leadership PositionsIn “Education”50+ PERSONNEL CHANGES: Who Joined & Who Left Wilmington Public Schools Over The Summer?In “Education”
Winter festivities and celebrations are gaining pace in the national Capital, where the stage is set for families to dive into the festive celebrations and to enjoy to their heart’s content.In a bid to boost tourism in the city, Delhi Tourism is organising ‘Winter Carnival’ from December 18-27 at Dilli Haat, INA and ‘X-Mas Carnival’ from December 25-27 at Dilli Haat, Janak Puri. To mark the beginning of the festive season, guests and visitors can look forward to a unique Christmas bazaar at both Dilli Haats, which is the main attraction and in order to build up the excitement, Santa Claus would be moving around the venue distributing candies to charm the little ones. To create a unique atmosphere, Church of Delhi would conduct singing of Christmas carols and cultural programmes every evening in order to light up the mood of the visitors. Dilli Haat Janakpuri will organise various other events like camel rides, joy rides, food delicacies of other states, cakes and chocolate stalls, adventure parks and handloom and handicraft stalls.
JFrog, a leading company in DevOps has acquired Shippable– a cloud-based startup that focuses on Kubernetes-ready continuous integration and delivery (CI/CD), helping developers to ship code and deliver app and microservices updates. This strategic acquisition- JFrog’s fifth- aims at providing customers with a “complete, integrated DevOps pipeline solution”.The collaboration between JFrog and Shippable will allow users to automate their development processes right from the time the code is committed all the way to production. Shlomi Ben Haim, Co-founder, and CEO of JFrog, says in the official press release that “The modern DevOps landscape requires ever-faster delivery with more and more automation. Shippable’s outstanding hybrid and cloud native technologies will incorporate yet another best-of-breed solution into the JFrog platform. Coupled with our commitments to universality and freedom of choice, developers can expect a superior out-of-the-box DevOps platform with the greatest flexibility to meet their DevOps needs.”According to an email sent to Packt Hub, JFrog, will now allow developers to have a completely integrated DevOps pipeline with JFrog, while still retaining the full freedom to choose their own solutions in JFrog’s universal DevOps model. The plan is to release the first technology integrations with JFrog Enterprise+ this coming summer, and a full integration by Q3 of this year. According to JFrog, this acquisition will result in a more automated, complete, open and secure DevOps solution in the market. This is just another victory for JFrog. JFrog has previously announced a $165 million Series D funding. Last year, the company also launched JFrog Xray, a binary analysis tool that performs recursive security scans and dependency analyses on all standard software package and container types. Avi Cavale, founder and CEO of Shippable, says that Shippable users and customers will now “have access to leading security, binary management and other high-powered enterprise tools in the end-to-end JFrog Platform”, and that the combined forces of JFrog and Shippable can make full DevOps automation from code to production a reality. Read Next Spotify acquires Gimlet and Anchor to expand its podcast servicesMicrosoft acquires Citus Data with plans to create a ‘Best Postgres Experience’Adobe Acquires Allegorithmic, a popular 3D editing and authoring company