Caitriona Lucas died during a search for a missing manTHE death of a search and rescue volunteer in Kilkee, Co Clare this Monday has shaken a community and indeed the country as the heroics of Caitriona Lucas and her fellow volunteers members comes to light as her family mourns her loss.A mother of two, Ms Lucas (41) from Ballyvaughan was one of three members onboard a Doolin Coast Guard boat involved in a search for a man missing in the area for a number of days.A tragic reversal of roles unfolded for Caitriona and her co-volunteers Jenny Carway (51) and James Lucey (49) when their Delta RIB flipped over during a search at Kilkee Bay.Sign up for the weekly Limerick Post newsletter Sign Up The trio were thrown from their boat into the pounding seas before Caitriona lost her life and Jenny and James became the focus of a dramatic rescue bid.Both Jenny and James are now recovering in hospital but efforts to revive Caitriona failed after she was plucked from the sea by rescuers onboard the Shannon based Rescue 115 helicopter.RNLI crews from Ballybunion, Aran and Kilrush were also at the scene as their attention turned to their colleagues in peril.Upwards of 400 people had been involved in an initial shoreline search on Sunday for the missing man before it was stood down due to weather conditions.Volunteers, including the water based search units from the RNLI and the Kilkee and Doolin Coast Guard units returned on Monday to continue their search before tragedy struck for one of their members.As many onlookers, villagers and friends were left shaken by the tragedy, a statement from The Irish Coast Guard read that it extended “sincere condolences to the Lucas family and all the volunteer members of the Doolin and Kilkee units. The Coast Guard also wishes to thank all the other organisations that participated in today’s search.”In many tributes paid to the mother of two whose husband Bernard is also a member of the Doolin volunteer unit, Caitriona was described “as a brave and valiant woman”.Limerick Marine Search and Rescue, together with Limerick Fire and Rescue Service and the many other volunteer search and organisations have changed their online social media pictures to display a Irish Coast Guard logo with a black stripe through it, in memory and honour of Caitriona.Ar dheis De go raibh a hanam uasal. Advertisement Predictions on the future of learning discussed at Limerick Lifelong Learning Festival Twitter Facebook TAGSCaitriona LucasIrish Coast Guardlimerick WhatsApp Linkedin NewsBrave heroine Caitriona dies during search for missing manBy Staff Reporter – September 13, 2016 747 Print Email RELATED ARTICLESMORE FROM AUTHOR Limerick’s National Camogie League double header to be streamed live Limerick Ladies National Football League opener to be streamed live WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Limerick Artist ‘Willzee’ releases new Music Video – “A Dream of Peace” Previous articleLimerick emergency department facing big demandsNext article110 new jobs for Limerick as Ortec Inc set up EU base Staff Reporterhttp://www.limerickpost.ie Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash
The battle of the challenger portal platforms continues following today’s announcement by Residential People that it will launch a revolutionary AI service in December that the ‘industry has never seen before’.Portal founder Chris May (left) claims that he will guarantee that any agent who uses the system will dominate their chosen patch within 12 months.Called Nurturing Ai, the new tech has been co-developed with many of its 6,000 agents over the past two years and features machine learning and artificial intelligence capabilities, and is being developed by some of the UK’s leading tech engineers.It aims to empower agents, working in harmony with them to share valuable data that will aid their sales journey, founder Chris May says.“The AI platform has the ability to lead, score, and nurture potential home movers/sellers and landlords, making sure that agents data is utilised to its maximum potential,” he says.“Gone are the days of blind advertising, and although door-to-door mail delivery and boards have their place, we want to take this to its next evolutionary step and give agents a better way of marketing their properties.”Proptech expert Andrew Stanton, who seen under the bonnet of the system, tells The Negotiator that: “it will make each agent a dominant and known brand; the technology is agent-centric plugging them into the consciousness of local clients ‘doing property’.“It’s a smart, powerful tool, that works on auto-pilot at a great price point”Visit Residential People.Read previous stories about the portal.Andrew Stanton proptech residential people chris may October 2, 2020Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Hong Kong remains most expensive city to rent with London in 4th place30th April 2021 Home » News » Challenger portal promises ‘local dominance’ to agents after AI launch previous nextProptechChallenger portal promises ‘local dominance’ to agents after AI launchResidential People says its new artificial intelligence-based service, to be launch in December, will be a game changer.Nigel Lewis2nd October 202001,479 Views
Mayflower offshore wind project in Massachusetts to cost $58/MWh FacebookTwitterLinkedInEmailPrint分享The Herald News:Though the state of Massachusetts removed the requirement that the second contract for offshore wind power generation be more affordable than the first, the price of power from the Mayflower Wind project will still be cheaper than its predecessor Vineyard Wind, according to contracts filed with the state Tuesday.Mayflower Wind had promised that it would deliver to Massachusetts “the lowest cost offshore wind energy ever in the U.S.,” and appears to have lived up to that commitment. Electricity generated by Mayflower Wind will cost 5.8 cents per kilowatt-hour (kWh) and the company estimates its project will provide the state with a total economic benefit of nearly $2.5 billion.A joint venture of Shell and EDPR Offshore North America, Mayflower Wind was picked unanimously by utility executives to build and operate a wind farm approximately 26 nautical miles south of Martha’s Vineyard and 20 nautical miles south of Nantucket. The 804-megawatt project is expected to be operational by December 2025.“I think what’s really noteworthy in this filing is the competitive pricing as well as the exceptional commitment to economic development,” Energy and Environmental Affairs Secretary Kathleen Theoharides said. “At a levelized price, this is 13 percent below the Vineyard Wind price, in terms of the real price today.”Contracts for Vineyard Wind, the 800-megawatt wind development already tapped by the state and utilities for clean power, called for a price of 6.5 cents per kWh. Both prices include the cost of transmission to the grid.Theoharides said Tuesday that the difference in price between the state’s first project and its second shows “the declining cost for offshore wind energy generation for Massachusetts customers.” When taking into consideration Cape Wind, the unsuccessful wind project that was eyed about a decade ago, the decline in price is even more dramatic. When the DPU approved contracts for Cape Wind, the power generated from those turbines was to cost 18.75 cents per kWh with annual increases of 3.5 percent built in. The Cape Wind project faced opposition from lawmakers, fishermen, local officials, residents and environmental groups, and ceased development in late 2017.[Colin Young]More: Price of wind power continues to fall with Mayflower contract
When credit unions begin to look at using member data to improve their marketing, there are a wide variety of options to which they can apply their data. As exciting as this is, it is also a little daunting for credit union leadership who aren’t quite sure how to evaluate the value of their member data when applied to marketing. There are several categories of marketing applications for credit union leadership to consider when they begin using their member data. Each category drives increased revenue (value of the member data) for the credit union; each targeting a different aspect of their members’ relationship with their institution. These applications not only have a unique set of activities to generate revenue but there are expenses associated with each that include technology and marketing. In addition, there are organizational factors that impact leadership’s decision to ultimately use member data that we will address later. For Justin Howard, President of Horizon FCU, an $81 million credit union, investing in the use of their member data is not a tough call. The real decision is how to leverage limited resources to take on a project with this scale and complexity. “Ideally as a smaller credit union, I need to implement my data strategy at a set pace, where we can simplify our systems and expand the sales aspect of our organizational culture.” With this long-term perspective it’s critical to have a strategy; including objectives and success criteria for launching marketing programs using your member data. Having a strategy with interim milestones will make going through the implementation process much easier. Before getting started it’s important to validate the value of your member data relative to the cost of your implementation strategy. This will begin to provide credit union leadership an estimate of the size of the marketing opportunity using member data. This estimate helps provide a set of assumptions for building a realistic member data strategy, with budget and personnel requirements. Generally speaking, the process for accessing the value of your member data comes from the following steps:Determine the marketing options you will initially be using with your member data. Estimate the new accounts that will be generated from these activities. Calculate the incremental revenue generated from these activities. Identify challenges/expenses to implementing member data marketing; including the expenses for collecting/analyzing member data and for implementation of marketing campaigns. Evaluate performance measures for your proposed member data marketing activities. If you are working with a technology/marketing services partner they can provide you with an initial assessment structured like the one above before launching your member data project. The detail can range from a back of the envelope assessment to one where they will download your member file to learn more about the specifics of your member base. Getting started on the process; the first step is to look at the various member data marketing options for your credit union. Member Data Marketing Options Here are some areas where the application of member data can improve your marketing performance and as a consequence grow revenue. Member Cross-Selling Activities. These marketing activities focus on generating additional revenue by increasing the number of accounts per member. Some of the media these cross-selling activities use include; direct mail, email, online messaging, and branch selling by member facing personnel. Many credit unions have a cross-selling program specifically targeting new members, these are called onboarding programs. There are also ongoing behavior based programs that are automatically triggered by individual members’ banking actions. New member acquisition campaigns. The objective of this group of marketing activities is to bring new members to your institution. For the most part these activities use the same media as cross-selling; however, many times a broadcast, print, or location based media (billboards) can be used in conjunction with more targeted media. Targeting can be accomplished using member demographics, profitability or location. Enhancing the Member Experience. These activities focus on increasing the loyalty of your members; with the objective of keeping them in place. This can be accomplished in a proactive manner by providing programs such as loyalty rewards programs or special promotions rewarding member loyalty. It is important that the messaging be consistent across all channels. Being multi-channel provides members with a sense of trust and confidence that your institution is always listening to their feedback. Channel Performance Management. In credit unions that have multiple channels for the distribution of sales and service; each channel’s effectiveness can be measured and strategy adjustments made across multiple dimensions using member data. The parameters that are measured usually include; sales effectiveness, product productivity and the overall profitability of the channel.Marketing Strategy. Your marketing strategy is a section of the business plan. It outlines your overall game plan for how you’ll find, attract and retain members to your credit union. Your marketing strategy focuses on what you want to achieve for your credit union (goals) and the marketing applications. A marketing plan details how you’ll achieve those goals. While this strategy directs the more tactical marketing components above; we included it in this discussion because of the importance member data plays in pulling your marketing strategy together. Incremental accounts generated from your member data. The more details you are able to identify from your member base the more accurately you will be able to estimate new accounts. For example; demographics, account type combinations or length of CU relationship can provide insights into possible future marketing campaigns; increasing the accuracy of your estimated number of accounts. There are several industry averages available that you can use as surrogates for information that is difficult to estimate. If possible you can improve the accuracy of these averages by adjusting them with information that you do know. The incremental revenue generated from your member data. Once you get a total count of all the types of estimated new accounts generated you can apply a calculation to determine the revenue that will be generated from these new accounts. You can look at the opening balances and transactions (if applicable) of current accounts to use with the net operating spread of your institution as input into your revenue calculation. If you are having trouble with this or any other of the five steps please feel free to send me an email ([email protected]) and I can walk you through the calculation. Expenses to implementing member data marketing programs.For each category of member data marketing options there are expenses related to data collecting, analyzing and marketing activities. In addition, there are additional considerations that impact your institutions ability to implement member data marketing that are not as easy to quantify, these include; available personnel resources, resident expertise and culture/organizational barriers. For now let’s just work with the factors we can quantify and look at the others later. Data Collection/Analyzing. These costs include those associated with the identification, collection, formatting, analyzing and finally the development of member data insights and marketing opportunity assessment and ranking. These costs can vary widely depending on the data you capture, how you warehouse the data and the tools you use to analyze your data. Since we are starting with the application of your member data to improve marketing this will limit the scope of the data that needs to be collected and analyzed. This makes it easier to get your project started and you can always expand it at a later time after you’ve successfully launched your member data marketing. There are data marketing services available that will collect, format and provide prebuilt analytics at a reasonable cost (as well as run your marketing campaigns). For example a $250 million asset size credit union can expect to pay $10,000 to $12,000 per year for this type of service. Marketing Campaign Costs. These costs include all your out-of-pocket marketing campaign expenses. These can include expenses for email, snail mail/postcards, outbound calling, individualized online messaging and any other individual member media expense. Since there is a lot of variation between the costs of media and the possible strategy to contact some members more than once during a campaign you can use a “plug” number until you develop specific campaigns. Once you have specifics your ad agency or marketing services company can provide you with some more definitive numbers. Performance measures for your member data marketing activities.This is where we pull the information together from the first four steps and determine if using member data is a cost effective strategy for your institution. To recap; so far we have decided on the types of marketing activities we will initially pursue with our member data; we have also assigned incremental revenue to these activities; and the expected cost to carry out these activities. With this information we can now create a performance measure by which to compare these data marketing activities to other new business activities conducted by your credit union. Traditional performance measures include a return on investment (the additional revenue as a percent of the costs incurred) and breakeven analysis. The breakeven analysis is more of a “reality check.” With this measure we can look at the number of new accounts we will need in order to cover our expenses. Breakeven in 18 months is typically a standard time period to use for this measure. If the number of accounts required to break even relative to the marketing options chosen seems too unrealistic two possibilities exist. First, our assumptions might not be accurate or second, using member data with these applications might not be the right option for your institution. Organizational Challenges to using your member dataThere are instances where the use of member data as detailed above might not be the right strategy for your credit union. The first instance is that your member base is not large enough to absorb the additional cost of implementing member data marketing. Of course, it is not a black and white decision; using your member data can be done in degrees. For example, one possibility is to simply use available member data from your “core” system. While this greatly limits your marketing options it can also significantly reduce your expenses. There are also organization/cultural challenges for credit unions when they begin to use their member data to drive marketing. Any data analytics strategy without broad leadership support will almost always end up stuck in the mud. As Sarah Cooke, Principal at Cooke Consulting Solutions explains “Support means direction from the top down; having a strategy, being able to communicate that strategy to the organization and then identifying the right people to execute the strategy.” It’s critical that project leaders/advocates ensure managers at all levels and in all departments fully understand the payoff, because implementing a marketing analytics strategy is a process that involves both scale and effort.At many credit unions, for member data to become an integral part of their marketing requires a significant shift in their institution’s culture. “This shift is driven by your associates viewing (and using) member data in marketing decision-making and it typically occurs as a slow evolution. I’ve seen credit unions 3 to 4 years into a data analytics strategy and they are still just scratching the surface” says Cooke. This means the credit unions who are currently not using member data will want to develop an implementation strategy that’s big in its long term potential, but one that provides interim milestones based on the reality of their available resources. There is a danger in trying to build it all at once; missed target dates will have many on your team, questioning the validity of the strategy. Understanding these internal factors can help leadership better manage and meet their team’s expectations for building and using this new member data functionality and significantly increase their chances for success. 4SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Frank Koechlein Frank Koechlein is the President at Empower Your Analytics and coauthor of the marketing resource book “The New Marketing Analytics”. Frank has over 40 years of marketing experience in the … Web: empoweryouranalytics.com Details
Finally. For years, I have been wondering why all the stands in almost all cities are the same. Isn’t it logical to create different, innovative, creative… stands that tell a local story. Each stand, ie the city, would have unique and different stands, and again with autochthonous, ie localized motifs and a shape that is associated with the city.At that threshold, the city of Zadar started creating a creative solution for Zadar festival houses. Namely, the Society of Architects of Zadar, in cooperation with the City of Zadar, organized an internal workshop on the design of the Zadar festival house, which was completed two weeks ago, and an exhibition was organized at the Rector’s Palace to present the awarded works.The jury gave the highest marks “Zadar Cube”, the work of young Zadar architects, holders Matija Huzjak, with co-authors Kristina Kedžo, Emil Gulan and Tomo Šarić.”Last year, when the idea of visualizing Zadar houses was born, we said that we would like to entrust this work to young architects, who can make a big contribution to changing the quality of life in the city with small changes. I give the profession the right to choose the best work, and it is up to us to see how to technically realize it to the endSaid the Mayor of the City of Zadar Branko Dukić.Photo: City of ZadarIn addition to economy, the basic criteria in designing and designing the house were functionality, the possibility of transformation throughout the year, depending on needs, storage, usefulness for sales and customer service, presentation and exhibition. Head Ivica Katić explained that with the preparation of project-technical documentation, input parameters and inputs and production costs will be obtained. “This is not a project for one year, but for a longer period, which is why we procure them, we want to use them for Advent, but also for the presentation of other eno-gastronomic events”Said the head of the economy Katic, adding that for now it is planned to purchase 22 houses.The estimated value of the construction of one house is HRK 25.000,00 (excluding VAT), and the estimated value of the Service Agreement for the preparation of project-technical documentation is HRK 20.000,00 (excluding VAT). The first “Zadar houses” should see the light of day around Christmas. Also, we should certainly praise the cooperation of the Society of Architects of Zadar and the city of Zadar on this project, because that is exactly what we lack – synergy and unity in the decision-making process.
Statewide—Students at 67 Indiana schools this academic year will experience the outdoors thanks in part to a grant program that supports field trips to Indiana State Parks.The Discover the Outdoors Field Trip Grant Program is for public, private, parochial, or home-school educators and is administered through the Indiana Natural Resources Foundation (INRF), the supporting non-profit of the DNR.The grants, ranging from $72-$200, fund transportation costs, program fees, and classroom supplies related to preparation or follow-up for the field trips. An estimated 4,921 K-12 students will benefit from the grant program in 2019-20. The program expects to distribute $11,624 through 72 grants.This is the seventh academic year that the grant program has been in effect. Through the current academic year, the program has distributed more than $41,000 in overall funding and helped more than 15,000 students visit an Indiana state park for a guided hike or talk with an interpretive naturalist.The fund was established in memory of Tom Huck, a long-time DNR employee who was an ardent supporter of outdoor experiences for children in parks. Financial assistance also comes periodically from the Indiana Master Naturalist Advisory Council, and its contribution this year allowed the fund to double the number of grants offered, according to Jody Kress, executive director of INRF. DNR staff also contribute to the fund through the State Employees Community Campaign.To donate, visit IndianaNRF.org. Indiana has 24 state parks and eight reservoirs eligible for field trip funding. Field trips to state parks engage students in learning about Indiana’s fish, forest, wildlife, natural habitats, and conservation. Area schools and where they will visit are:St. Mary’s School Aurora 7/8th Grade 19 Versailles State ParkFranklin County Brookville 6th Grade 110 Brookville-Mounds SRAMiddle SchoolSouth Decatur Greensburg 2nd Grade 65 Brown County State ParkSouth Decatur Greensburg 4th Grade 70 Versailles State ParkLiberty Elementary Liberty 2nd Grade 54 Brown County State Park