Limerick council moves to force sale of strategic sites

first_imgWhatsApp Mortgage payment break for local authority home loan borrowers will be extended by a further three months Advertisement Cllr Joe Leddin (right) with his cousin and Green Party local election candidate Brian Leddin at the former Leddin family home in Catherine Street.Photo: Brendan GleesonLABOUR Party councillor Joe Leddin has welcomed a move by the local authority to begin the formal compulsory purchase of two blocks of buildings on Cecil Street and that of his family’s former home on Catherine Street.Under the Derelict Site Act 1990, the buildings at 43-46 Cecil Street, owned by Hirar Properties Ltd, and the buildings 34-41 Catherine Street, owned by Thanos Securities Ltd, have now been served CPO (Compulsory Purchase Order) notice.Sign up for the weekly Limerick Post newsletter Sign Up One of the buildings — 37 Catherine Street was the former Leddin family home, which was sold many years ago.The City West representative this week welcomed the move by the Council to begin the formal compulsory purchase process.“These buildings are located in the heart of our city centre and it is not acceptable for the owners to leave the buildings remain unoccupied for several years and longer. We cannot create the liveable vibrant city that we all wish to see if owners of multiple properties choose for whatever reason not to develop the buildings for residential or commercial use,” he told the Limerick Post.“There are a range of supports available from the Council to assist owners of old Georgian buildings to help redevelop them with conservation grants and professional expertise available in terms of design and development.”Cllr Leddin takes the view that these buildings offer significant potential for residential use, which would assist those working in the city and looking to secure city centre accommodation.“With the vacant sites levy active since January, there is additional onus on the owners of unused buildings or sites to either develop or sell them.“This decision by the Council to use the powers under the Derelict Site Act sends a clear message to other property owners that the Council is serious about preventing dereliction in an effort to redevelop our city centre,” he said.His cousin Brian Leddin, who is running for the Green Party in Limerick City North in the local elections, also welcomed the news.“Both groups of buildings are in prime city centre locations. The Council should decide quickly on how best to utilise these buildings. I would encourage the Council to see the potential for good quality residential accommodation. The key to creating a thriving city centre is to have people living in it,” he concluded. NewsHousingPoliticsLimerick council moves to force sale of strategic sitesBy Alan Jacques – April 6, 2019 2493 Limerick city house prices rise 4.9% as time to sell falls Thefts of catalytic converters on the rise #crimeprevention Linkedin Email Printcenter_img TAGSHousingLimerick CityNewspolitics Facebook RELATED ARTICLESMORE FROM AUTHOR Limerick on Covid watch list Limerick county house prices to rise 5% in 2021 Twitter Previous articleNew Music: Junior Brother / PowPig four trackerNext articleHello, My Name is Single Alan Jacqueshttp://www.limerickpost.ie Shannon Airport braced for a devastating blowlast_img read more

Add e for evolution

first_img Comments are closed. e-HR has the potential to transform HR if implemented properly, as RonCollard of PricewaterhouseCoopers can testify. He explains how the PeopleSoftprogramme has led to cultural change at the companyMuch has been written about the development of e-HR and it’s potential fortransforming HR. And while many organisations have taken a tentative look atthe new technology, when it comes to the crunch they find it hard to justifythe business case for a roll-out programme. Indeed, for e-HR to work there needsto be a clear strategy, a strong business case and structured implementation. Developing a business case The main business drivers to consider in any business case shoulddemonstrate that e-HR and the associated HR transformation is part of a widerchange programme in line with business strategy. To achieve this the followingneed to be considered: – The brand – shape and focus the brand to match business requirements –ensuring the employment brand visible in the marketplace is in line with the e-businessbrand – Efficiency gains achieved through technology – choose user-friendlyadministration that will allow front-line managers and staff to focus on theirclients – Gaining greater value from HR – what are the main people issues in yourorganisation? – Return on investment – what cost reductions will be made? PricewaterhouseCoopers’ approach to e-HR is based on delivering a globaltechnology platform – PeopleSoft – linked at territory level, with an HRtransformation programme based on full HR shared services. Installed across 14 of its major sites, covering 100,000 people – 60 percent of its workforce – PeopleSoft forms the hub for all people systems andtransactions at the consultancy. It provides the foundation to help managerecruitment, retention and redeployment of staff consistently and costeffectively. The application for Europe, Middle East, Africa (EMEA) countries, includingthe UK, is run from a single data centre, and allows PwC to upgradesimultaneously across all sites. It also means a single maintenance and supportteam can be centrally located, which brings significant savings in operatingand maintenance costs. The business drivers behind PwC’s e-HR programme – Facilitating global HR reporting and data storage standards – Enabling standardisation of HR processes – Cost saving by centralising system support – Providing territory management information (including legally required HRdata) within an overall framework – Replacing legacy systems with limited lifespan functionality Challenges during the implementation of the technology platform included: – Managing a global design with the inevitable demands from individual sitesfor customisation that had to be resisted to manage costs – Larger sites wanting much more sophisticated developments on thePeopleSoft platform than the smaller sites – Controlling scope drift and costs within the timetable – achieved byextensive user involvement supported by the top HR territory leaders – Managing cross-cultural issues where understanding and definitions indifferent countries required much investment in regular dialogue Adding value Once the technology platform was built and implemented, PwC considered howit could derive maximum benefit from the investment and significantly changeand improve the delivery of HR in the UK. The company wanted to transform the way it delivered HR, making full use ofthe relevant technology to develop a shared service approach to administrativetasks. It also wanted to give HR staff the opportunity to concentrate on addingvalue, through business-supporting activities Cultural change The changes that have been implemented have provided a basis for majorcultural change at PwC, including: – Employees being given more responsibility for their personaladministration – A transformed HR function providing a more value added service – State-of-the-art systems providing a better quality service link toe-business strategy – Client-focused professionals adding value to people activities, notadministration PwC has derived maximum benefits from its e-HR programme. It has enhancedthe external brand while achieving a better quality HR service, and has seen areturn on investment in three years. Its experience has shown HR can deliversuccessful employee service technology at global level while ensuring maximumbenefits are gained from local implementation. Ron Collard is a partner in the human resources consulting practiceat PricewaterhouseCoopers. He is responsible for developing HR transformationsolutions for clients and is the project leader both for PwC global PeopleSoftimplementation and the UK HR transformation project.  He will be presenting a Softworld Masterclass: Implementing an HRSystem on a Global Scale. 6 February 10-11am.Softworld HR and Payroll takes place in Hall N8 ExCel, London 6-7 FebruaryContact: Emma HarrisImark Communications 01932 730704 www.softworld.co.uk Related posts:No related photos. Previous Article Next Article Add e for evolutionOn 29 Jan 2002 in Personnel Todaylast_img read more

LSC SECURES USDA GRANT TO FUND NEK BUSINESS “INCUBATOR WITHOUT WALLS”

first_imgLYNDON CENTER, VT.– Lyndon State College has secured a USDA Rural Business Enterprise Grant (RBEG) that will help the Newport-Derby area grow new businesses and respond to the changing economic climate. The RGEG project, dubbed an Incubator without Walls, will help businesses identify the most effective ways to respond to the addition of big box stores in the area and other challenges. The total cost of the project is $322,059. Lyndon State and the collaborative partners will contribute a total of $59,695 towards the project, in addition to the grant.The grant will cover the hiring of a full-time Incubator without Walls director who will coordinate monthly workshops that will be available to over 200 area businesses, provide an “incubator experience” to 20 participating businesses and coordinate Lyndon State faculty and student involvement in the business development activities. The liaison will connect area businesses with faculty mentors at Lyndon State to address the needs of the business while providing students with an opportunity to put theory into practice.LSC President Carol A. Moore says that the IWW is a perfect win-win opportunity for business and LSC. “Our faculty and students look for every situation that will put business and students together, where business can meet a challenge or solve a problem and our students can put theory into practice,” she said.There are a number of area businesses who have already benefited from market studies and new marketing plans created for them by LSC business students, such as Granite Industries of Vermont in Barre and Jed’s Maple Products in Westfield.”Small businesses are the backbone of our rural economy. Their entrepreneurial spirit and commitment to their community creates jobs and brings economic stability to rural communities across our nation,” said Jolinda LaClair, state director of USDA Rural Development. “Providing technical assistance to small businesses in rural areas demands innovative ideas. Incubator without Walls is a creative solution that will benefit the small rural businesses in the area as well as give first-hand experience to the business students of Lyndon State College.”The grant was supported by the Vermont congressional delegation. Senator Bernie Sanders agrees that “small business is the backbone of our Vermont economy, and Lyndon State College once again is demonstrating its strong commitment to serving our community in the Northeast Kingdom by helping with the development needs of small and emerging businesses.”This project builds on a marketing study performed by the University of Vermont Extension Service and is a collaboration among Lyndon State College, the Vermont Small Business Development Center, Northeastern Vermont Development Association, Northern Communities Investment Corporation and the towns of Newport and Derby. For more information, please call Dean of Institutional Advancement Bob Whittaker at 802-626-6427.last_img read more

Businesses ask questions about reopening during Zoom meeting

first_imgBROOME COUNTY (WBNG) — During the first of three Zoom meetings aimed at helping businesses reopen while keeping people safe from coronavirus, Broome County Executive Jason Garnar spoke to more than 200 business owners Tuesday about the reopening plan. The state will also reopen businesses in four phases. Businesses, such as those in construction, manufacturing, and wholesale supply chains, are allowed to reopen in phase one, starting May 15. The state will inform the county when it can move into phase 2 to reopen more businesses. Garnar also urged business leaders to create a gameplan so they can reopen. Businesses are required to submit their plan to the state through a portal before they resume operations. The plan “must be visible and public”, and designed to limit the spread of coronavirus to protest employees and consumers. The county will provide guidance as to when the portal is active. During the meeting, Garnar told the audience he believes hair salons and dental offices fall into phase 2 of the reopening guidelines, while churches are considered in phase 4, unless the state provides more guidance. Speaking for more than an hour, Garnar laid out the county’s role and explained what business owners need to do to prepare for reopening, an issue Governor Andrew Cuomo addressed in his daily news conference, held at Binghamton University Tuesday afternoon. Garnar also informed the businesses the region must also constantly meet the 7 guidelines for reopening. The Southern Tier was one of three regions in New York State that met the criteria. For information on the reopening phases, click here. If the Southern Tier falls below the threshold, businesses could be required to shut back down. Garnar said it’s important businesses and the community work to meet the requirements. In the first half of the meeting, Garnar spoke about the county’s efforts to slow the spread of the virus. He explained how the county addressed multiple challenges, such as filling healthcare requests for personal protective equipment (PPE), and providing masks to the public.last_img read more

VIDEO: IADC Award for Van Oord’s Debris Removal Platform

first_img<span data-mce-type=”bookmark” style=”display: inline-block; width: 0px; overflow: hidden; line-height: 0;” class=”mce_SELRES_start”></span>Van Oord’s Debris Removal Platform, developed in-house, has won the 2018 IADC Safety Award. By changing the existing technique of manually removing debris to an automated system, the risk of personal injury is reduced.During dredging, debris can fill the trailing draghead of a trailing suction hopper dredger (TSHD).When the suction pipe is brought back on board, debris that was trapped in the draghead will then fall onto the deck.To safely remove the debris, Van Oord has developed an automated debris removal system.After taking out the non-recyclables, the Debris Removal Platform – powered by a hydraulically driven bulldozer blade – pushes the debris over the side of a vessel.last_img read more