Ed Colodny, long-time member of the Vermont Symphony Orchestra board was recently named honorary chair of the VSO Endowment Campaign. In January, the VSO governing board announced that it has launched a major campaign to raise $3.5 million, and that it had already raised $2.6 million toward that goal. The VSO is so vital to the cultural–and economic–well-being of Vermont, Colodny says. Can you imagine the void if the VSO were not here? I am honored to serve as honorary chair of this effort, and ask all who benefit from the VSO to join in this important campaign.Colodny, a Burlington native, served the Burlington community as interim president and chief executive officer of the Fletcher Allen Health Care, and prior to that, as interim president and chief executive officer of the University of Vermont. He was president and chief executive officer of US Airways before becoming chair of the board of Comsat Corp, leader in global satellite and digital networking services. Colodny has served on numerous boards around the country. Ed Colodny loves this music and believes in this orchestra, says VSO board chair. Ken Squier. We could not have a better leader for this endowment effort. To have someone who has meant so much to all the state in this role is so meaningful and truly an honor for us all.The VSO has brought music to all corners of Vermont for 75 years. It was founded in the fall of 1934, when Vermont s scattered musical forces, including musicians, farmers, bankers, plumbers, and teachers, joined together to become the Vermont Symphony Orchestra. The organization became the first state-supported orchestra in 1939, and over the years as other state orchestras performed from music halls, the VSO continued to bring music to historic and beautiful outdoor locations around the state. Today, under the leadership of Jaime Laredo, the orchestra has become a great professional orchestra.During the 2007/2008 season the Orchestra reached an audience of 61,358 in 161 communities, including 28,198 school children through its popular SymphonyKids outreach program in Vermont schools. Overall the Orchestra produced 339 performances and events statewide 296 of the events were offered free of charge to the audience.For additional information about the VSO Endowment Campaign, please contact the VSO at 2 Church Street, Suite 3B, Burlington, Vermont 05401 or call 800-876-9293, ext. 25. For information about forthcoming concerts, please visit VSO website at www.vso.org(link is external).
During the last week of September, members of the U. S. Marine Corps Forces South (MARFORSOUTH) and Navy and Marine forces from Brazil, Canada (Army), Chile, Colombia, Mexico, Paraguay, and Peru came together in Miami, FL to initiate planning for UNITAS Partnership of the Americas 2014 (UNITAS-POA 2014). UNITAS POA is the Marine Corps amphibious phase to the Naval exercise UNITAS. UNITAS is an annual U.S. Southern Command (SOUTHCOM)-sponsored exercise representing a half-century legacy of naval cooperation in the Western Hemisphere. This was the first time the Partner Nations (PN) sat down together to begin planning for Partnership of the Americas (POA) 2014. For 2014, POA will focus on improving the participants’ proficiency in the following environments: Countering Transnational Organized Crime; Humanitarian Assistance/Disaster Relief; Military Operations other than War; Crisis Management; and Littoral Warfare, among others. POA began in 2006 as a company level multinational exchange engagement leveraging U.S. Navy ships and assets engaged in the exercise. “The exercise is also the perfect venue to improve tactical interoperability among exercise participants in the areas of Command and Control; Common Operational Picture; Rules of Engagement; Doctrine, Logistics, Tactics, Techniques, and Procedures; and others,” said Augustin Bolanio, Director of Exercises, MARFORSOUTH. Recognizing the potential for a reduction in budgetary resources, the planning team has already considered reducing PN participation from one platoon (36-40 personnel) per participating country to one squad (14 people) per country. U.S. participation has been reduced from a regiment headquarters and battalion size unit with air and logistics support, to a company level unit with logistics-deterrence detachment support and battalion level leadership. Canadian and Mexican forces agreed to participate, and the Mexican Navy will conduct feasibility studies in providing a Mexican amphibious ship for the exercise. the concept of participation, and the availability of having a Mexican amphibious ship for the exercise is being considered. “I think it is a very important activity among the exercises that SOUTHCOM does with its partner nations in the region. In this opportunity, Chile has been asked to host this amphibious exercise with a multinational view where partner nations will share amphibious operations experiences and interoperability capabilities in order to be able to provide support to a country that may be affected by a natural disaster,” said Captain Claudio Escalona, Chilean Partner Nation Liaison Officer at SOUTHCOM. By Dialogo October 04, 2013 Brief history UNITAS is normally conducted in two phases: Atlantic and Pacific. The purpose of UNITAS is to conduct interoperability exercises among multinational forces including matters related to training, combat doctrine, logistics, communication and other matters of inter-service interest. The first seeds for UNITAS were planted in 1958, when the U.S. South Atlantic Force established it to counter Soviet naval activities in the South Atlantic. One year later, U.S. and major South American navies agreed to participate in a series of exercises with a visiting U.S. task-force. UNITAS I was developed in 1960, with the participation of Argentina, Brazil, Chile, Colombia, Ecuador, Peru, Uruguay, Venezuela, and the United States. From 1965-75, there was an increased sophistication of South American forces, paving the way for more advanced exercises. But from the end of the 1970s through 1994, multinational scenarios involving amphibious, surface warfare, and maritime search and rescue operations became the standard. North Atlantic Treaty Organization (NATO) forces also began to participate. In 1999-2000 UNITAS split into two large-scale exercises: UNITAS Atlantic and UNITAS Pacific, and began to address new and emerging threats between 2001-2002, when advanced, complex, and relevant training and scenarios were adopted, including simultaneous and advanced air, surface, and sub-surface threats, advanced air defense, small boat threats, and maritime security. Since 2006, POA has been executed in Argentina, Brazil, Chile, Colombia, Peru, Uruguay, Miami, and Camp Blanding in Jacksonville, Florida. Last year’s POA was cancelled due to budgetary constraints but in 2012 the exercise focused on amphibious operations and regimental amphibious staff planning in connection to Peace Keeping Operations.
90SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jill Nowacki Jill Nowacki started her career with credit unions in 2001. She has taken on leadership roles at credit unions and state and national trade associations. Now, she uses her experience … Web: www.humanidei.com Details For some time now, I have wanted to write an article about standing with the middle-aged white man; about understanding the accidental forms of discrimination and subjugation of women: Those men who will not “speak that way in front of a lady,” or who believe certain careers are “no place for women,” are not necessarily bad. Unenlightened? Yes. But not bad. I got close to it with Binders Full of Women, but something kept me from leaning all the way in. It would be a slippery slope to excuse the behavior of the men who just don’t know better. These are the same men—like my father—who teach their daughters that it is the responsibility of the woman not to be in the wrong place at the wrong time; to stay in rather than go out alone; to remain unexposed to the wily ways of the world and the evil that may be lurking. They do not acknowledge the alternative approach of teaching women how to live in this world rather than hide from it. They do not accept responsibility for improving it into a place more suitable for all humans, nor do they hold others accountable when theyobserve them bringing it down. I hope by now you have seen the post by Rachel Pross, recounting her experiences at CUNA’s GAC. Her observations include not only the blatant bad actors, but the many bystanders who dismissed what they saw because… Boys will be boys… Those guys are from a different generation… He had too much to drink… He meant it as a compliment… Insert your own favorite dismissal here.Rachel’s post was courageous. Even after #MeToo (and some might suggest more so), women are afraid to speak up about their experiences. There are consequences to being a woman known for speaking out about sexual harassment, especially in male-dominated fields. Fortunately, Rachel’s post received an outpouring of support that was both encouraging and frustrating: It is great that people thanked her for speaking up; concerning that there is still such a clear need and so many people who acknowledged their own silence on the issue.Since joining the workforce in 2001, I have heard repeatedly how lucky I am that I do not have it as badly as did the mothers or grandmothers of my male colleagues. That may be true. In their generations, they may not have been able to ascend to the ranks that today’s women achieve, and even those who did were often regularly subjected to harassment and discrimination with no platform to address the behaviors like Rachel did. Rachel also points out the reality that the gender balance we boast about in credit union CEO positions is not real balance: Women are significantly underrepresented as CEOs of the largest, highest-paying financial institutions. But, hey! At least these days we get the chance to be the CEO so we can attend conferences like the ones Rachel describes, right? I don’t mean to mock the progress we have achieved in diversity. It’s a beautiful thing. But it is not enough because we are failing miserably in inclusion. Rachel’s post offers proof that diversity without inclusion lacks an impact.How does diversity without inclusion look? I facilitated a planning session last fall where we addressed the topic of Board succession planning and diversity. The Board discussed the challenges they faced when they brought in Board members who were different than the current board. They described people lacking commitment, not having time, not being as loyal to the credit union as previous generations and lamented high turnover in positions when new Board members were added. I asked for more information on how these Board members were treated when they voiced different ideas from the way things had always been done. The Chairman proudly stated that they encouraged and awaited assimilation to the mainstream. Let’s be clear: In his example, mainstream thinking meant thinking like retirement-aged, college-educated, American-born, white men. I was embarrassed for him. He did not know to be ashamed of himself. He attempted to check a box for diversity without understanding the benefit. He did not see the addition of new, diverse viewpoints as critical to advancing his credit union; he just knew that he had heard diversity mattered for succession planning, and he figured they should give it a try. Diversity without inclusion also looks like hiring your first female CEO in your organization’s history, then failing to respect her like you did her male predecessors. She may be tasked with administrative roles her male predecessors were not; Board members may fail to interact with her in the same manner as her male predecessors (either by not including her in the same invitations they previously extended or by misinterpreting invitations she extends); and she may be evaluated more harshly and/or by factors that have little to do with her executive performance. (In other words, her performance review may be influenced by whether she has the traits of a “good woman” over the skills of a “good executive.” And diversity without inclusion looks like women attending a conference in a male-dominated industry, only to be objectified and disrespected in the way outlined in Rachel’s post. It is damaging. It causes newly recruited Board members to walk away because they feel irrelevant. It causes female executives to opt out of a career path they wanted so badly. It doesn’t always blow up in headline-making sexual harassment or discrimination scandals—most people walk away quietly, humiliated that they didn’t handle things better—but it compromises the future of the industry. It limits the possibilities of innovation, critical thinking, and succession planning. And when this happens? Those “mainstream” individuals in the first scenario may feel affirmed rather than responsible. They tried to diversify and all it did was waste time and reinforce the idea that this was a man’s job, after all. What does inclusion look like? It looks like removing qualifiers before the title– not just in speaking, but in thought. It means not having Black CEOs, or Female Executives, or Young Board Members. It means avoiding tokenizing one individual or tasking someone with the responsibility of being the voice of an entire demographic. It means honoring and respecting individuals as executives and viewing them through that lens in professional settings.In Rachel’s post, she calls to the carpet some of the most blatant and visible forms of sexual harassment, misogyny, and gender discrimination that emerge in male-dominated industries. Jim Nussle was swift to act and add his voice to the calls that we can do better. And we definitely can. We definitely must. If our industry has a future, we must listen more carefully to the underrepresented voices in our executive ranks, be thoughtful about how we socialize during conferences, and consider what factors beyond executive performance enter our minds when we evaluate and interact with leadership. My oldest niece turns 13 this week. When she enters the workforce in about another decade, I hope the progress has been so great that it never occurs to her to ask me what it was like to be a female executive in a male-dominated field. I hope she has it so easy—that she is treated like as much of a human as any other executive– that she assumes that is how it has always been. If she has complaints, though, I will be prepared with a better answer for her than, “At least you don’t have to deal with what I did.” I will teach her from the lessons I learned, tell her why courage matters and what difference it makes, and point to examples like Rachel’s post. I will show her that my generation of women had the courage to raise our voices. I will hope her generation has the men who have moved beyond seeking diversity to embracing inclusion.***Jill was a recent guest on The CUInsight Experience podcast: Listen here***
An Indonesian soldier with the United Nations’ peacekeeping mission in Democratic Republic of Congo was killed, and a second was injured, in a militia attack late Monday in the country’s troubled east, the UN said.Their patrol was attacked around 20 kilometers from the city of Beni in North Kivu province, Sy Koumbo, a communications officer with the MONUSCO peacekeeping force, told AFP on Tuesday.”A Blue Helmet died and another is wounded but not seriously. He is in a stable condition,” she said. In a statement, MONUSCO chief Leila Zerrougui condemned the attack, which she said was carried out by “suspected members of the ADF” — the Allied Democratic Forces, a notorious armed group in eastern DRC.The soldier had been taking part in a project to build a bridge in the Hululu area, she said.The ADF is a mainly Muslim movement that originated in neighbouring Uganda in the 1990s, opposed to the rule of Ugandan President Yoweri Museveni.In 1995, it moved into the DRC, which became its base of operations, although it has not carried out attacks inside Uganda for years.According to UN figures, it has killed more than 500 people since the end of October, when the Congolese army launched an offensive against it.The ADF killed 15 UN troops at their base near the Ugandan border in December 2017, and seven in an ambush in December 2018.Topics :
Coach Mario DiBella: The first thing we look at is does the player have a passion to play the game and that’s demonstrated by how he plays on the ice. Do you play the game the right way or do you cut corners? As a defenceman are you a player that leaves the (blue)line early because you’re not confident of your backwards skating or are you the guy that closes the gap and takes that chance to make the right play? We’re looking for players that want to move forward with their hockey careers. They’re not looking at Junior B as the end goal and have a plan to move forward past Junior B and paint their success not just in hockey but also as their life moves forward as a young adult.TND: The Leafs had to cancel the scheduled camp in Calgary. Why does the coaching staff feel it’s necessary to recruit in Alberta?Coach Mario DiBella: Again we see that Alberta market as an up-tapped resource. I know some of the teams in the KI from the East Kootenay recruit heavily in Alberta. There are a lot of great hockey players that come from Alberta as seen in the (WHL) draft this year. Alberta has a great midget program and many of those players want to get into the BC Hockey League and see the KI as way to get into the BCHL.TND: Do you have any players returning from last season?Coach Mario DiBella: At this point, we’re waiting on players. We have a lot of interest from players that played with us last year and wish them all the best at camps this fall. If those players find a fit as a top four D or top six forward position than I suggest they should stay with the team. However, if they’re not sitting in those positions then they should come back and get year, or partial year, to develop to get into the right situation to allow them to move forward with their hockey career.TND: What are your thoughts of having the entire coaching staff — Mario DiBella, Sean Dooley and Isaac Macleod — return from the end of last season?Coach Mario DiBella: I’m really excited about responsibilities we’re assigning each person and we’re going to see a team that not only has success on the ice but we’re going to be more involved with the community and focusing on education and citizenship. We’re all excited about the respective roles each coach will assume in rejuvenating this franchise.TND: After last season’s debacle on and off the ice, what can fans expect?Coach Mario DiBella: We’re all very excited about upcoming season. With the players we want back from last year’s team and the one’s we’ve recruited we’re going to have a dynamic squad with a lot of skill, size and speed and toughness that will make us a real hard team to play against. The Nelson Leafs begin building toward the upcoming Kootenay International Junior Hockey League season by hosting its Annual General Meeting Tuesday at 7 p.m. at the NDCC.However, since the Leafs were ousted from postseason way back in February, the coaching staff has been busy pounding the pavement in search of players to fill the roster for the upcoming campaign.The Nelson Daily Editor Bruce Fuhr spoke with Leaf coach Mario DiBella to get a gauge on the Leafs off season, especially after the Green and White completed a year that saw the club finish the year with a record below .500, fourth in the Neil Murdoch Division and a first round exit from the playoffs.TND: Can you explain how the off-season recruiting program has been progressing?Coach Mario DiBella: We’ve been very active and have got a number of players that will be coming to our camp, some whom we have committed to . . .. I can tell you that the team that you’ll see this year will be distinctly different from the team that finished the season last year. (Coach) Sean (Dooley) and I five have attended camps in Penticton — Academies Championships — West Kelowna, the Midget Provincials in Calgary and BCHL camps in Salmon Arm and Trail. We’ve seen a lot of hockey players last few months.TND: What type of player is the hockey club looking for?
The president of the Liberian Business Association (LIBA), Mr. Dee-Maxwell Kemayah, said once there is no economic peace and security for Liberian business people, especially those engaged in small businesses, the much publicized Vision 2030 and the Agenda for Transformation (AfT) will not achieve their goals.Kemayah said that he was frustrated over the idea that the government continues to speak of Vision 2030 and nothing is being done to empower Liberian owned businesses around the country.According to him, “It is saddening and unfortunate to see owners of small and medium sized enterprises struggling in our emerging economy just to make ‘ends meet’ for their families while government keeps speaking of Vision 2030,” which he said is not been implemented.The president of LIBA made the statement recently when he identifies with over 500 children at his Paynesville resident during the festive seasons.Mr. Kemayah also added that if the Government’s “Vision 2030” must work in this country, the Government must see the need to empower “our Liberian-own businesses.”He stressed that if the government cannot empower Liberian-owned businesses, it go away with the idea of Vision 2030, the year that the Liberian Government thinks that most Liberians would have been in the middle class.LIBA president suggested that the Government needed to look at this vision 2030 very carefully in this country, because the people are suffering.”Mr. Kemayah used the occasion to also call on the Government to look at the Public Procurement and Concession Commission (PPCC) laws, which, according to him, prevents Liberians from getting access to contracts or loans.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)