Decades

The Safari Store's Thusk Winter Wear: The Knitwear Project Supporting African Grandmothers

Retrieved on: 
Tuesday, November 5, 2019
In South Africa, KwaZulu-Natal, Natal, South Africa, Natal, Wool, South Africa, Decades, Geography of Africa

LONDON, Nov. 5, 2019 /PRNewswire/ --Home to specialist safari apparel, UK business The Safari Store recently introduced Thusk knitwear to their range as it can get surprisingly cold on safari.

Key Points: 
  • LONDON, Nov. 5, 2019 /PRNewswire/ --Home to specialist safari apparel, UK business The Safari Store recently introduced Thusk knitwear to their range as it can get surprisingly cold on safari.
  • Sustainable Thusk products are made from South African wool, sustainably sourced from special selection of farmers.
  • Community Thusk is a group of African grandmothers based in the rural KwaZulu-Natal Midlands.
  • "A sustainable project, run by my mom, employing Zulu grandmothers to make incredible cold-weather accessories using the finest African wool for an international market.

NHS property services set up to fail

Retrieved on: 
Tuesday, November 5, 2019
National Health Service, NHS England, NHS Scotland, Property management, Decades, Management, Organizations, NHS Sustainable Development Unit, Healthcare in Greater Manchester

Report Summary NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.

Key Points: 

Report Summary

    • NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.
    • However, it has struggled to get its tenants to sign rental agreements for the properties they occupy, and it is unacceptable that 70% of its tenants still do not have rental agreements in place.
    • Without these agreements, it is very difficult to run an effective property management company and provide value for the NHS and taxpayers from the 3.8 billion estate that it was set up to manage.
    • The Department of Health & Social Care (the Department), NHS England and NHS Improvement and NHS Property Services have had six years to get a grip of this problem and have failed miserably.

Chair's comments

    • "It can neither make its own decisions about the future of these public assets but not does it always engage well with local stakeholders.
    • "It lacks the powers to run its 3.8 billion portfolio of properties, effectively.
    • "The Department must take urgent action to fix this system which does not serve the taxpayer or local health bodies well."
    • It is unacceptable that the majority its tenants, including health centres and GP surgeries, have not signed rental agreements.
    • In turn, the lack of rental agreements has led to disputes by NHS organisations and GPs over the accuracy of their bills.
    • Pursuing and resolving these disputes is a waste of NHS resources which would be much better focused on delivering better patient services.

Conclusions and recommendations

  • Recommendation: Within two months the Department should set out a clear timetable for NHS Property Services to agree tenancy details with all tenants by July 2020.  This will require:
    • proper transparency between NHS Property Services and tenants on the basis for all proposed charges;
    • national bodies to ensure that tenants fully engage with the process to agree tenancy arrangements;
    • an agreement from national bodies of any funding arrangements required to meet agreed obligations;
    • an agreed process for making changes to tenancy arrangements and billing.
  • Recommendation: The Department and NHS Property Services should engage local areas as how best to maintain and improve their local estate. As part of this:
    • the Department should consider the benefits of developing a shared incentive plan that guarantees local areas a percentage of the disposal value of any local property disposals by March 2020;
    • NHS Property Services should engage more with local bodies in making decisions about their local estate; and
    • NHS Property Services should review whether its mix of inhouse and outsourced facilities management contracts delivers value for money to both the taxpayer and local tenants.

NHS property services set up to fail

Retrieved on: 
Tuesday, November 5, 2019
National Health Service, NHS England, NHS Scotland, Property management, Decades, Management, Organizations, NHS Sustainable Development Unit, Healthcare in Greater Manchester

Report Summary NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.

Key Points: 

Report Summary

    • NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.
    • However, it has struggled to get its tenants to sign rental agreements for the properties they occupy, and it is unacceptable that 70% of its tenants still do not have rental agreements in place.
    • Without these agreements, it is very difficult to run an effective property management company and provide value for the NHS and taxpayers from the 3.8 billion estate that it was set up to manage.
    • The Department of Health & Social Care (the Department), NHS England and NHS Improvement and NHS Property Services have had six years to get a grip of this problem and have failed miserably.

Chair's comments

    • "It can neither make its own decisions about the future of these public assets but not does it always engage well with local stakeholders.
    • "It lacks the powers to run its 3.8 billion portfolio of properties, effectively.
    • "The Department must take urgent action to fix this system which does not serve the taxpayer or local health bodies well."
    • It is unacceptable that the majority its tenants, including health centres and GP surgeries, have not signed rental agreements.
    • In turn, the lack of rental agreements has led to disputes by NHS organisations and GPs over the accuracy of their bills.
    • Pursuing and resolving these disputes is a waste of NHS resources which would be much better focused on delivering better patient services.

Conclusions and recommendations

  • Recommendation: Within two months the Department should set out a clear timetable for NHS Property Services to agree tenancy details with all tenants by July 2020.  This will require:
    • proper transparency between NHS Property Services and tenants on the basis for all proposed charges;
    • national bodies to ensure that tenants fully engage with the process to agree tenancy arrangements;
    • an agreement from national bodies of any funding arrangements required to meet agreed obligations;
    • an agreed process for making changes to tenancy arrangements and billing.
  • Recommendation: The Department and NHS Property Services should engage local areas as how best to maintain and improve their local estate. As part of this:
    • the Department should consider the benefits of developing a shared incentive plan that guarantees local areas a percentage of the disposal value of any local property disposals by March 2020;
    • NHS Property Services should engage more with local bodies in making decisions about their local estate; and
    • NHS Property Services should review whether its mix of inhouse and outsourced facilities management contracts delivers value for money to both the taxpayer and local tenants.

NHS property services set up to fail

Retrieved on: 
Tuesday, November 5, 2019
National Health Service, NHS England, NHS Scotland, Property management, Decades, Management, Organizations, NHS Sustainable Development Unit, Healthcare in Greater Manchester

Report Summary NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.

Key Points: 

Report Summary

    • NHS Property Services Limited has made progress in tackling some of the issues that it inherited when it was set up.
    • However, it has struggled to get its tenants to sign rental agreements for the properties they occupy, and it is unacceptable that 70% of its tenants still do not have rental agreements in place.
    • Without these agreements, it is very difficult to run an effective property management company and provide value for the NHS and taxpayers from the 3.8 billion estate that it was set up to manage.
    • The Department of Health & Social Care (the Department), NHS England and NHS Improvement and NHS Property Services have had six years to get a grip of this problem and have failed miserably.

Chair's comments

    • "It can neither make its own decisions about the future of these public assets but not does it always engage well with local stakeholders.
    • "It lacks the powers to run its 3.8 billion portfolio of properties, effectively.
    • "The Department must take urgent action to fix this system which does not serve the taxpayer or local health bodies well."
    • It is unacceptable that the majority its tenants, including health centres and GP surgeries, have not signed rental agreements.
    • In turn, the lack of rental agreements has led to disputes by NHS organisations and GPs over the accuracy of their bills.
    • Pursuing and resolving these disputes is a waste of NHS resources which would be much better focused on delivering better patient services.

Conclusions and recommendations

  • Recommendation: Within two months the Department should set out a clear timetable for NHS Property Services to agree tenancy details with all tenants by July 2020.  This will require:
    • proper transparency between NHS Property Services and tenants on the basis for all proposed charges;
    • national bodies to ensure that tenants fully engage with the process to agree tenancy arrangements;
    • an agreement from national bodies of any funding arrangements required to meet agreed obligations;
    • an agreed process for making changes to tenancy arrangements and billing.
  • Recommendation: The Department and NHS Property Services should engage local areas as how best to maintain and improve their local estate. As part of this:
    • the Department should consider the benefits of developing a shared incentive plan that guarantees local areas a percentage of the disposal value of any local property disposals by March 2020;
    • NHS Property Services should engage more with local bodies in making decisions about their local estate; and
    • NHS Property Services should review whether its mix of inhouse and outsourced facilities management contracts delivers value for money to both the taxpayer and local tenants.

Vans Global Ambassadors Design One-Of-A-Kind Auction Items To Raise Funds & Celebrate Checkerboard Day

Retrieved on: 
Monday, November 4, 2019
Fashion, Vans, Sports, Covered goods wagon, Decades

Vans Checkerboard Day expands on Vans' "Off The Wall" ethos and the brand's purpose to enable creative expression through its founding pillars: action sports, art, music and street culture.

Key Points: 
  • Vans Checkerboard Day expands on Vans' "Off The Wall" ethos and the brand's purpose to enable creative expression through its founding pillars: action sports, art, music and street culture.
  • "Vans Checkerboard Day encompasses everything that we as a company stand for," said Steve Van Doren, Vans' vice president of events and promotions.
  • "Vans has always strived to promote out-of-the-box thinking in support of creativity and celebrate what makes each of us unique.
  • For more information about Vans Checkerboard Day, visit Vans.com/checkerboardday and follow Vans to see additional updates as we get closer to celebrating together on November 21.

MERGER ALERT – MFSF, AXE, and CISN: Levi & Korsinsky, LLP Reminds Investors of Investigations Concerning the Sale of these Companies

Retrieved on: 
Monday, November 4, 2019
Companies, Stock market, Finance, Decades, Legal entities, Cision, Corporate finance, Levi Strauss & Co., Limited liability partnership, Shareholder, Stock

NEW YORK, Nov. 04, 2019 (GLOBE NEWSWIRE) -- The following statement is being issued by Levi & Korsinsky, LLP:

Key Points: 
  • NEW YORK, Nov. 04, 2019 (GLOBE NEWSWIRE) -- The following statement is being issued by Levi & Korsinsky, LLP:
    Levi & Korsinsky, LLP announces that investigations have commenced on behalf of shareholders of the following publicly-traded companies.
  • Transaction Details: Under the terms of the deal, shareholders of MutualFirst will be entitled to receive 2.4 shares of Northwest common stock for each common share of MutualFirst they own.
  • To learn more about the CISN investigation and your rights, go to: https://www.zlk.com/mna/cision-ltd
    Levi & Korsinsky is a national firm with offices in New York, Connecticut, California, and Washington D.C.
  • For more information, please feel free to contact any of the attorneys listed below.

MERGER ALERT – RARX, EMPK, and CETV: Levi & Korsinsky, LLP Reminds Investors of Investigations Concerning the Sale of these Companies

Retrieved on: 
Monday, November 4, 2019
Decades, Units of time, Fashion, Levi Strauss & Co., Progressivism in the United States, CETV, Culture

NEW YORK, Nov. 04, 2019 (GLOBE NEWSWIRE) -- The following statement is being issued by Levi & Korsinsky, LLP:

Key Points: 
  • NEW YORK, Nov. 04, 2019 (GLOBE NEWSWIRE) -- The following statement is being issued by Levi & Korsinsky, LLP:
    Levi & Korsinsky, LLP announces that investigations have commenced on behalf of shareholders of the following publicly-traded companies.
  • Transaction Details: Under the terms of the deal Ra Pharma shareholders will receive $48.00 in cash for each Ra Pharma share at closing.
  • To learn more about the CETV investigation and your rights, go to: https://www.zlk.com/mna/central-european-media-enterprises-ltd
    Levi & Korsinsky is a national firm with offices in New York, Connecticut, California, and Washington D.C.
  • For more information, please feel free to contact any of the attorneys listed below.

GEARWENCH to Unveil Heated Apparel at SEMA to Help Pros Perform Their Best in the Worst Conditions

Retrieved on: 
Monday, November 4, 2019
Fashion, Automotive industry, SEMA, Hoodie, Jacket, Polar fleece, Culture, Fads, Decades

That's why GEARWRENCH is launching its new line of heated apparelincluding a jacket, hoodie, fleece, and vest optionat the SEMA Show at the Las Vegas Convention Center.

Key Points: 
  • That's why GEARWRENCH is launching its new line of heated apparelincluding a jacket, hoodie, fleece, and vest optionat the SEMA Show at the Las Vegas Convention Center.
  • "Battling those conditions almost becomes as difficult as doing the work, but this new line of heated apparel will help keep mechanics warm and focused on the task at hand."
  • Each member of the GEARWRENCH Heated Apparel line features three heating zones: left chest, right chest and mid-back.
  • SEMA attendees can get a first look at the new Heated Jackets at the GEARWRENCH booth (#10509) from Nov. 5-8.

Stoneridge to Present at G.Research's 43rd Annual Automotive Aftermarket Symposium 2019

Retrieved on: 
Monday, November 4, 2019
Novi, Michigan, Aftermarket, Fireside chats, 20th century in the United States, The United States, Decades

NOVI, Mich., Nov. 4, 2019 /PRNewswire/ -- Stoneridge, Inc. (NYSE: SRI) today announced that Jon DeGaynor, president and chief executive officer, and Bob Krakowiak, chief financial officer, will participate in G.Research's 43rd Annual Automotive Aftermarket Symposium with a fireside chat at 4:00 p.m. PST on Monday, November 4, in Las Vegas.

Key Points: 
  • NOVI, Mich., Nov. 4, 2019 /PRNewswire/ -- Stoneridge, Inc. (NYSE: SRI) today announced that Jon DeGaynor, president and chief executive officer, and Bob Krakowiak, chief financial officer, will participate in G.Research's 43rd Annual Automotive Aftermarket Symposium with a fireside chat at 4:00 p.m. PST on Monday, November 4, in Las Vegas.
  • Details on how to join the fireside chat via webcast will be posted to the "Investors/Webcasts & Presentations" section of the Company's website ( www.stoneridge.com ) the morning of the presentation.
  • Stoneridge, Inc., headquartered in Novi, Michigan, is an independent designer and manufacturer of highly engineered electrical and electronic components, modules and systems principally for the automotive, commercial vehicle, motorcycle, agricultural and off-highway vehicle markets.
  • Additional information about Stoneridge can be found at Stoneridge.com .

Nike Volleyball Camps Announces New Spring Volleyball Clinics at Warner University

Retrieved on: 
Monday, November 4, 2019
Sports equipment, US Sports Camps, Nike, Inc., Summer camp, Decades, Project Nike, Sports, Nike

She came back from camp at Warner with tons of excitement and was feeling more comfortable on the court.

Key Points: 
  • She came back from camp at Warner with tons of excitement and was feeling more comfortable on the court.
  • In response to the huge success from the past summer, Siera Love, VP of Nike Volleyball Camps, found it important to add two additional sessions for more advanced players.
  • Players, Coaches, and Parents interested in Nike Volleyball Camps for the upcoming summer can visit http://www.ussportscamps.com/volleyball or call 1-800-645-3226.
  • US Sports Camps (USSC), headquartered in San Rafael, California, is America's largest sports camp network and the licensed operator of Nike Sports Camps.