By: Theo Peck-Suzuki | Report for AmericaPosted on: Tuesday, August 30, 2022

ALBANY, Ohio (WOUB/Report for America) Classes. Standardized tests. Driving to school.

Thats what was on the minds of students at Alexander Junior High/High School after the first week of the fall semester.

Its an ordinary list of concerns for what everyone hopes will be a very ordinary school year the first since the start of the COVID-19 pandemic in spring 2020.

Alexander switched to remote learning that spring. Eighth grade math teacher Taylor Rhyan said the change led to massive gaps in student learning.

Kids werent interacting, he said, and you could see that there was this real shift in their development when they came back.

His colleagues Rachel Terry and Katie Holdcroft, who co-teach an English class, expressed similar concerns.

It sounded like it would be easy, Terry recalled. It really did. Like, oh, you just make a video, and you just post this lesson. Its so much more than that.

It was hard for everybody, agreed Holdcroft. There were very, very few who thrived in that scenario. And most of them didnt.

Not every student felt that remote learning set them back. Sophomore Kayleigh Ferraro said not having the usual stressors that come with in-person schooling gave her space for significant personal growth.

Before COVID, I was not very good at schoolwork and being a good student, she said. Now, I am more confident in myself.

She added, It was quite easy to focus on schoolwork. Just pop in an earbud. Easy.

Other students had worse experiences. Senior Carlee Barnhouse said she struggled to focus when learning from home. You kind of want to sit around and do nothing, she said. I had to force myself to do schoolwork.

A recent study from the Brookings Institute found student performance declined nationwide because of the pandemic. Alexander saw a 10-point drop in state test results between 2020 and 2021.

The district returned to in-person classes at the beginning of last year, with several new COVID protocols in place. These included masking, social distancing and other policies, such as wiping down desks after class.

Buses wait for summer students outside of Alexander High School, in Albany, Ohio, on Tuesday, June 15, 2021. [Joseph Scheller | WOUB]Challenges persisted.

The anxiety was high on the kids part, Terry recalled. You had a lot of mental health things happening in the classroom.

Multiple teachers reported that masks made it hard to connect with students and read their emotions. And there were times during the year when contact tracing would take huge groups of students out of school at once, creating additional learning gaps.

The stress took a toll. Terry said she used yoga to help her cope. She and Holdcroft found opportunities to go outside when they could.

You just had to decompress, Terry said. It eats at you more than you would think.

Science teacher Jordan Myles felt similarly. Teachings one of those jobs you dont get to just drop at the door. You take it home with you.

In my personal life, he said, I have my own mentors that I go to to blow some steam off, and thats something I even encourage my students to do [with their mentors].

COVID is still present, but teachers expressed confidence that rolling back restrictions was a good idea, with vaccines and more effective treatment available.

They also voiced excitement about the robust curricula they can finally offer again. For Myles, its the medical detectives class, in which kids will be presented with a disease outbreak which they will trace to its origin while crafting public health notices. Terry and Holdcroft, meanwhile, have revamped their English classes in order to teach to grade-level standards while meeting kids particularly those who have fallen behind at their current reading level.

Things might still change if the school suffers another outbreak. Nevertheless, teachers overall seemed optimistic.

The good things about not having so many mandates definitely outweigh my concerns, said math teacher Rhyan. Versus, if you asked me that question two years ago, wouldve been polar opposite.

Theo Peck-Suzuki is a corps member withReport for America, a national service program that places journalists into local newsrooms. He covers Children and Poverty for WOUB Public Media.

Link:
Alexander aims for its first normal school year since the start of the pandemic - WOUB

There has been a significant increase in anxiety and depression among college students. Recent data from the CDC suggests a disproportionate risk for mental health problems in college-age people; one study reported that nine out of 10 college students believe that colleges have a mental health crisis.

Despite increased awareness about the importance of supporting mental health on college campuses, our conversations too often emphasize averting crises. Instead, we need proactive discussions focused on helping students develop the skills and habits to thrive in a fast-paced and complex world.

We should start by reframing the topic from a problem with our students to a problem with the historical moment in which our students live.There is a lot to be anxious about today.

We need to assure students that mental health challenges are not a personal failing but a reasonable response to a challenging historical moment when they are reading and hearing a lot about climate change, war in Europe, a global pandemic, political polarization, rampant inflation and declining social and political institutions.

And we should recognize that the social isolation and anxiety many of our students are feeling is less about them as individuals and more about how Covid responses negatively impacted their lives during the past few years.

Young peoples prolonged social isolation in the midst of learning to develop healthy social skills and negotiate responsibilities had profound negative impacts on both their physical and mental health.

After acknowledging these stressors, the conversation needs to focus on helping students learn to positively impact their own health. While not all aspects of their mental health are under their control, students have more ownership than they realize.

We should encourage candid conversations about the connection between physical and mental health. If students dont sleep enough (and few do), eat nutritionally and stay active, they wont be physically or mentally healthy. For example, one study found that with every additional night of insufficient sleep, the risk of experiencing mental health symptoms increased by more than 20 percent.

We also need to have candid conversations about the connection between social media and increased levels of bullying, harassment and FOMO (fear of missing out) and how this contributes to poor mental health.

Too many students are using social media to find human connection instead of seeking out the face-to-face interactions that build strong relationships and are critical to well-being and development.

Most importantly, we need to introduce concepts like emotional agility and mindfulness into our campus conversations. Harvard professor Susan David talks about how the way we engage our emotions shapes our mental health. We can help students develop the tools to recognize anxiety and depression as feelings that are real but not fixed.

I love this quote from her: When we show up fully, with awareness and acceptance, even the worst demons usually back down.

We need to help students understand that suffering is deeply human, and that we can learn to accept it, move through it and emerge more substantial and resilient.

Research done by the Mind & Life Institute and other organizations should guide campuswide conversations about how to transform everything from teaching to residential halls to crisis management in ways that foster students development of the skills and habits of well-being.

We also need to set reasonable and realistic expectations for students about the college experience. Tim Bono at Washington University has been rightly critical of our college admissions process that paints an unrealistic picture for incoming students. Colleges need to describe the whole college experience including its challenges and demands.

While there are many fun moments, there are also times of loneliness, struggle and failure.

We need to help students understand that suffering is deeply human, and that we can learn to accept it, move through it and emerge more substantial and resilient.

By design, college delivers profound personal growth, and this happens through overcoming obstacles and developing tools to succeed. We should not be afraid to challenge students out of fear that it will have a detrimental impact on their mental health. The greatest gift we can give young people is a push, because it sends the message that we believe in them and that they can rise to the occasion.

Brandon Slade of Untapped Learning recently said to me, Too often, colleges are all support and no accountability or all accountability and no support. The best colleges understand that students need two parts support to one part accountability.

The experience of recovering from setbacks and hardships is something we need throughout our lives. College campuses are good places for students to learn and practice getting up over and over again to achieve more than they think is possible.

Finally, we need a conversation about medical care on our campuses. We need to clarify what our campuses can and cannot provide, and we need to allow students with existing medical providers to continue to receive care virtually.

The time is right for colleges to explore new partnerships to expand the medical care we offer. We also need to be honest with students about when it might be wise to take a semester off. Sometimes students need to give themselves permission to step away from college, focus on their health and then return when they are healthy and ready to continue.

When I look across our campuses, I see a generation of students who are intent on addressing the issues of their time. Colleges can prepare them to meet those challenges, but we need a better conversation about who we are, what we do and how we help students develop the capacity to thrive in their personal and professional lives.

Originally posted here:
Why we need another national conversation about mental health on campus | President Speeches - Denison University

The university has been chosen for its inclusive campus community for the past eight consecutive years

GREEN BAY The University of Wisconsin-Green Bay has been selected again for Campus Prides Best of the Best list. In order to receive this designation, UW-Green Bay has achieved 5 out of 5 stars on theCampus Pride Index(CPI), the definitive national benchmarking tool measuring LGBTQ-friendly policies, programs, and practices.

The UW-Green Bay community recognizes the positive impact LGBTQIA+ students, employees and their allies have on the personal growth and academic success of all students on each of the four campuses, said Stacie Christian, assistant vice chancellor of inclusive excellence at UW-Green Bay. We are grateful to each of the individuals in our campus communities who work together to create a positive and supportive campus climate.

The Pride Centers mission at UW-Green Bay, and the campuses of Marinette, Sheboygan and Manitowoc, is to identify and respond to the concerns and needs of LGBTQ+ students, faculty, staff and their allies; to provide high-quality support services that contribute to the academic and personal growth of LGBTQ+ students, faculty, staff and allies; and to offer a safe, supportive and welcoming environment for LGBTQ+ people and their allies.

Pride Center director, Nicole Kurth is proud of the work of the UW-Green Bay campus community. We are so excited to have the honor of having our campus named to the Best of the Best list that honors that top 40 campuses in the country, who are striving to make their campuses welcoming and inclusive for all students, said Kurth. It really takes the entire campus community working together at our four locations to make this a welcoming space for all.

Campus Pride, the preeminent resource for LGBTQ+ leadership development, diversity, inclusion and advocacy within higher education, recognized the work of 40 campuses, including UW-Green Bay, in making their communities safer and more welcoming environments for students, faculty, and staff alike.

The Pride Center at UW-Green Bay is located in Room 153 in the University Union, and its hours are 8 a.m. to 7 p.m. Monday through Thursday and 8 a.m. to 4 p.m. Friday. In addition, Pride Center spaces are located at each of the campuses in Marinette, Manitowoc and Sheboygan, along with the Ally Lounge in the Kress Events Center which works specifically with student athletes, staff and coaches. The Pride Center at UW-Green Bay also offers LGBTQ+ resources as well as organizations and social groups on-campus.

Contact the Pride Center at pridecenter@uwgb.edu or by phone at 920-465-2167.

About UW-Green BayEstablished in 1965, UW-Green Bay is a public institution serving 8,970 undergraduate, graduate and doctoral students and 95,000 continuing education learners each year. We educate students from pre- college through retirement and offer 200+ degrees, programs and certificates. UW-Green Bay graduates are resilient, inclusive, sustaining and engaged members of their communities, ready to rise to fearlessly face challenges, solve problems and embrace diverse ideas and people. With four campus locations, the University welcomes students from every corner of the world. In 2020, UW-Green Bay was the fastest-growing UW school in Wisconsin. For more information, visit http://www.uwgb.edu.

50-22

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UW-Green Bay named one of the top schools in the country for LGBTQ+ students - UWGB

Doug Hirsch has a surprisingly simple method for getting the best ideas: setting aside three to four hours of alone time for deep thinking per week.

Hirsch, co-CEO and founder of the prescription drug savings company GoodRx, believes so strongly in the method that he intentionally builds that alone time into his work schedule each week. Finding the time is a challenge he and co-CEO Trevor Bezdek collectively manage more than 700 employees at a company with a $2.43 billion market capitalization, as of Friday evening.

But it helps him succeed, Hirsch says.

"I find it helpful to actually lock in time to think deeply and creatively, to really set that aside each week," he tells CNBC Make It. "It's like quality time with myself. I just step back from everything and really go in deep to think of the best ideas."

For Hirsch, that means sitting completely by himself somewhere, often writing on paper or a whiteboard to build out his thoughts. Those few, uninterrupted hours help him pump out his "very best ideas" for advancing GoodRx.

That usually means brainstorming potential new products and features, studying how consumer behaviors are changing, and thinking about what his competitors are doing and how his company could do it better.

Hirsch isn't the only CEO who believes in blocking out time to think. Ex-AOL CEO Tim Armstrong made his executives dedicate four hours each week to thinking. LinkedIn CEO Jeff Weiner schedules around 90 minutes of daily "buffer time" for himself to think. Billionaire Microsoft co-founder Bill Gates has "think weeks" twice a year, where he goes on solo getaways to reflect one of which led to the creation of Internet Explorer in 1995.

You don't have to be a CEO to do it, too. The time might be useful for thinking about your career goals, considering all the possible solutions to a problem you're facing or generating new ideas that you can pitch to your boss.

Not sure where to start? Follow in Hirsch's footsteps and schedule thinking time on your calendar. Whether you choose a few minutes each day or a large block of time once per week, treat it as ironclad and immovable.

You could even block out time outside of your work day. A survey by the Center for Management & Organization Effectiveness found that some Fortune 500 executives dedicate as little as 30 minutes each day for "personal development" time, usually late in the evening outside of work.

A 2017 Harvard Business Review article also advises coming up with a list of questions that can prompt your thinking: Good ideas will "rarely simply appear to you," so it's helpful to outline what exactly you want to reflect on during your thinking time.

If you want to think deeply about your career, you might ask yourself questions like:

Hirsch has another tip for anyone who wants to start deep thinking: Fully commit to it.

"I think you have to be very disciplined about saying, 'I'm going to set this time aside for myself,' and then actually doing it. It really requires a level of discipline," he says.

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Mike McGovern, vice president of business development with Day & Zimmermann Government Services, recentlyspoke withExecutiveBiz regarding his first year with the company as well as his strategic goals to grow its government business and how his team is diversifying in the highly challenging and competitive federal market during the latestExecutive Spotlight interview.

You can read the full interview withMike McGovern below.

Mike McGovern:The two key reasons I joined Day & Zimmermann were the people and the mission. I quickly saw that we have a team of talented, and incredibly passionate people that are dedicated to serving a noble and critical mission.

I recently completed my one-year anniversary and this continues to hold true. Ive gained a deeper understanding of our business and appreciation for our folks supporting the U.S. National Security Mission around the world.

Our D&Z Purpose Statement really says it well: We put people to work, we protect our freedoms, and we help our customers power and improve the world. This holds true across our integrated security, architectural & engineering, and operations & maintenance business areas serving the U.S. Government and partners.

I remain excited about having an impact on helping us diversify and grow this business.

Mike McGovern:In addition to learning our business and collaborating with the executive leadership team to strengthen our strategy, a key focus has been on the peoplebuilding relationships. This starts with the Business Development team I have the honor of leading.

A major priority has been working with the talented team I joined, as well as bringing in new folks who are aligned with our vision, strategy, culture, and values. We also need to arm them with the right tools to be successful; this includes their personal development.

Weve made training a leading priority this year. Investing in our teams skills and knowledge is something I strongly believe in.

Mike McGovern:Across all of Day & Zimmermann, were focused on four strategic opportunities:

1.) winning the war for talent

2.) building customer intimacy

3.) maintaining the base

4.) diversification

These four pillars extend to our Government Services business and our growth strategy. Beginning with the war for talent, it all begins with our most valuable resourceour people.

As weve navigated through the common industry challenges resulting from the pandemic, were constantly looking for ways to better engage with our teamssafely, seeking diversity and inclusion in our talent, and also the solutions we develop.

For customer intimacy, weve stepped up our account planning and client engagement. Its been refreshing for all of us to get back out and meet face-to-face with our customers and discuss ways we can support their missions; this extends to our key business partners as well. To achieve growth, its critical to first maintain the base and a major way to do that is through superior existing contract performance.

Weve been supporting the Department of Energy for 75 years and are a leader in securing the research and development of Category I Special Nuclear Material that supports the nations nuclear deterrent.

We provide security and emergency services operations solutions 247 for five DoE sites, providing protection of personnel, equipment and facilities. Were proud to have recently received a two-year sole-source extension at one of these critical sites due, in part, to our outstanding performance.

This success has directly led to other opportunities and wins in an adjacent DoE organization for our system integration business. We also won a key re-compete to continue to provide high-threat security services for the Department of State, protecting the U.S. Embassy in Jerusalem and assets throughout the West Bank and Gaza.

Based on more than two decades of terrific support on multiple design projectsand by offering an innovative approach,our Architecture & Engineering business, Mason & Hanger was recently awarded a pair of task orders that will further enhance the FBIs training capability at Redstone Arsenal in Huntsville, Alabama.

From a growth perspective, we have a number of diversification efforts underway, addressing both new accounts and new capabilities.

Mike McGovern:D&Z has been supporting The Intelligence Community for many years providing high-threat security, explosive detection canines, cyber security, cleared staffing services, security design, and architecture and engineering.

Opportunities exist to bring these offerings to new accounts across the IC. Weve brought talent on board with decades of IC experience to help and opened the aperture on the capabilities we can bring to this set of customers.

One such area is our system integration services. Weve enjoyed recent success with a series of contract awards to provide site surveys, system engineering, logistics and installation of security solutions in some very austere overseas environments.

This offering really brings together the strengths of our entire organization, including engineering, physical and cyber security, logistics and supply chain management, life support, and operations and maintenance, while working in high-threat OCONUS regions.

D&Z also is providing integration services for the federal and state corrections/prison market in the area of managed access of illegal cellular devices.

Weve experienced success selling an innovative offering to several corrections locations and have continued investment in building an additional contraband phone detection and location set of offerings through some strong technology partnerships. These capabilities and more are being marketed to the IC.

Were also diversifying through our partner relationships. D&Z is leading a consortium of cyber security companies, bringing together the talent and expertise of complementary companies to meet our collective customers emerging needs.

This includes joint ventures with corporations that complement and strengthen our combined services, with a solid partnership working as one team to support integrated security as well as aviation maintenance, repair and overhaul opportunities and within our A&E portfolio.

Mike McGovern:Actually, yes. Were very well known in the high-threat security and architecture & engineering markets. Our qualifications and reputation are equally strong. What Ive found is that we are less known in several areas where we are actually quite successful, serving as the silent hand supporting the Mission for many decades.

For example, with our system integration expertise and capabilities, and strong talent, we are well-positioned to significantly provide enhanced support for our customers with new solutions against emerging security threatswhich will continue to grow in this area.

Our blend of mission-support capabilities, with security as a common thread, brings tremendous value to our customers seeking a trusted resource to answer their complex challenges when facing these evolving threats.

Another example is that we have been providing global logistics and life support services for nearly two decadesespecially in the more challenging and austere environments.

Weve continuously assessed the risks, built the solutions, and successfully performed to support our customers where many companies choose not to go again, this sets us apart as a reliable resource to deliver safe operations.

Mike McGovern:First of all, we have been supporting the U.S. National Security Mission on thousands of projects, in 165 countries. Our unwavering support of the Mission continues and will not change.

We stand ready to meet developing needs in Ukraine and surrounding European countries coordinating with the U.S. Government, industry partners, and directly with in-country agencies.

We have strong working knowledge in Eastern Europe, having supported and designed a number of U.S. Government Facilities in numerous countries across Europe, including Ukraine.

We believe were well-positioned both now during the conflict and subsequent reconstruction. Weve leaned forward, added resources to execute and are proud to already be supporting requirements.

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Executive Spotlight: Mike McGovern, VP of Business Development With Day & Zimmermann Government Services - ExecutiveBiz

For thousands of years, Phoenixes roamed the Earth in plentiful numbers beautiful, fierce, and vibrant creatures able to soar higher than any others of their time. Living in vast communities on the massive mountain peaks, they nourished, protected, and supported each other through each stage of their life cycle life, death, and rebirth.

Only, none of The Phoenixes ever truly died; when one chapter of their lives came to an end, they sought reliable comfort and protection from those in their communities, where they would then ignite into a beautiful swirling rage of fire. The flames of their burn-out would caress the sky with bright ribbons of red and gold for days, months, or even years. Eventually, the flames dwindled to embers, and from the ashen mess, they would arise to find their fellow Phoenixes ready to help them recover and persist.

Though each of the Phoenixes was powerful individually, their true strength could only be tapped into through the unseen force connecting them to the other members of their communities the more of these unbreakable bonds they formed, the more combined power they could draw upon. However, where there is a great power, theres also something hoping to take that power away.

One by one, The Phoenixes began to disappear, their power weakening as they became further isolated from each other until they all fell into a dreamlike state, suspended in time, waiting. To preserve them through time, each of their bodies crumbled to ash that floated high above the clouds, fusing with human souls by riding the air currents as each brand new breath of life was breathed into our world. They have waited dormant within, building up enough power to emerge and forge a new, absolutely unstoppable community like never before.

We understand that our daily habits determine who we become.

At present, all our attention and resources in NFTs and Web 3 are chaotic. We blindly open social media platforms and attempt to follow everything at once. There is not enough focused effort on what we are most passionate about.

The Phoenixes give you laser focus on your daily activities and routines so you can be successful in your web3 journey. You receive guidance, strategy, and support basically everything you require to succeed.

1. Community.

Were bringing together individuals who are enthusiastic, full of energy and passion to lead significant and meaningful lives.

2. Building real value.

Were growing our startup from zero to eight figures, helping folks change their lives for good. This is our life! Weve got an awesome mobile application ready to launch before Mint.com. Already, Phoenix NFC Token Holders get lifetime access.

3. Gamifying the process.

Its never easy to set goals for yourself. But having an incentivized system designed to help you achieve them is crucial. Learn2Earn is here.

Interoperability: What does it mean?

Were working on making our platform compatible with other NFTs, creating a wellness resource for NFT communities, and helping them reach their goals by providing educational content. You can expect us to use the real infrastructure weve built from the first two waves of blockchain technology and bring it to third wave applications.

Were in an excellent position to expand our business into web 3.0 because weve already established ourselves as a legitimate brand.

Become an expert at developing a top personal development brand for the web 3 era

We will connect to existing NFT communities and help them create new products, tools, and community events.

We gamified learning through a learn2earn function in our mobile app.

As we continue to grow our web3 token holder community, our web3 NTFs will be rewarded.

We want to create a virtuous circle of growth for our community and the company were building together.

We can all help each other out by growing one brand together.

Go here to read the rest:
The Phoenixes NFT Project Overview - NFT Culture

ALMOST 100 schools in Bournemouth, Christchurch and Poole were rated good or outstanding at their last inspection, figures show.

The latest Ofsted data shows that 23 state schools in the area were graded outstanding, and 67 good as of December 31, 90 of the 99 which had received an inspection by this point.

This was up from 88 in December 2019, before the coronavirus pandemic, when 99 were also rated.

Inspectors judge schools on categories including the quality of teaching, personal development and welfare, the effectiveness of the leadership and pupils' achievements.

Schools requiring improvement will be inspected again within 30 months, while those deemed good or outstanding will usually be reviewed again once every four years.

However, the Association of School and College Leaders said that there were problems with the inspection system.

Geoff Barton, general secretary of the ASCL, said: Schools in disadvantaged communities are more likely to receive negative ratings than those in affluent areas because it is often harder in these areas to recruit the range of staff needed to support pupils who may face significant challenges in their own lives."

He said it is a "vicious circle" where negative Ofsted ratings stigmatise schools and make improvement even more difficult.

Dr Mary Bousted, joint general secretary of the National Education Union, said: "Ofsted is a bankrupt idea, long discredited by the profession as any sort of arbiter on schools.

"The inspectors are out of touch and the inspections punitive, giving a narrow view of what a school is achieving with its students.

Of the 90 schools in Bournemouth, Christchurch and Poole rated good or higher, 59 were primary schools, and 21 secondary schools.

There were also eight special schools and two schools offering alternative provision graded good or outstanding.

The Department for Education said inspections provide an independent and rounded assessment of schools, which are helpful to both teachers and parents.

A spokeswoman added additional funding would enable Ofsted to inspect all schools between summer 2021 and summer 2025 to provide a complete picture of post-pandemic education.

Ofsted declined to comment.

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Almost 100 BCP schools rated good or outstanding ahead of new school year - Bournemouth Echo

The Dundas Valley School of Art has marked its busiest summer on record and is on track to expand even further, thanks to a provincial grant.

2,846 people registered for summer programs this year, almost a 20-per cent increase compared to a pre-pandemic high of 2,396 in 2019.

With another round of funding from the Ontario Trillium Foundation (OTF) announced on Tuesday, the schools executive director Claire Loughheed said the financial support has been a game changer.

Its not just what its bought us. Its the way that its created for us a launchpad for something that is completely new and allows us to serve the community in a far more comprehensive way than we ever could before.

The latest OTF grant is for $42,300 and will help the non-profit school conduct in-depth market research and identify business growth opportunities.

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It will also help the school adopt tap to pay technology that will allow people to donate much more easily.

Previous funding from the Trillium Foundation, including a $249,000 grant earlier this year, has helped the school expand its digital platform, upgrade its technology infrastructure and increase its online experiences.

Loughheed said the learning experiences during the pandemic have taught them how valuable it is to have the technology to offer art classes to a wider audience.

We had one woman who was in the Middle East, taking one of our botanical illustration workshops, she said. Shes there with her husband while hes working on a contract. She couldnt take any art classes because of where she was located, and all of a sudden her favourite instructor is teaching online. So you start to see opportunities and ways of working that weve never engaged with before.

Trending Stories

One of the new programs that the school is exploring is Art to Heart, an online art therapy program for front-line health care workers who are struggling with burnout.

The sessions are free for those workers and give them a chance to do hands-on art activities that promote self-reflection, processing experiences, recognition of ones own personal strength and personal growth, developing key resiliency strategies, and moments of joy through creativity.

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The program was piloted in 2021 with funding from the Hamilton Community Foundation (HCF) and was hugely successful with 60 participants, as well as 60 people on the waiting list.

Loughheed said theyre aiming to ensure that everyone who was on that waiting list can take part in the program as it relaunches this fall.

When I was reading initially about how health-care workers were struggling, it almost sounded like people talking about coming out of war zones I knew that the health-care workers werent going to want to stress out their families by talking about some of the things they were seeing and experiencing and how it was affecting them, Loughheed said.

But if they were in a safe environment and among peers, having those conversations was a bit more straightforward because there was a lot of context that was already understood.

Suganya Vadivelu, an education and development clinician at Hamilton Health Sciences, was one of those who took part in the pilot in 2021, and shared her experiences through a story on the hospital systems website at the time.

It was such a positive experience, she told HHS. There was a lot of self-reflection and looking into deeper meanings of the art we created. I really enjoyed it and felt rejuvenated after each class.

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To date, Loughheed said the Dundas Valley School of Art has received nearly half a million dollars through the Trillium Foundation and she said their five-year plan includes looking at equity at the school and what can be done to improve access and inclusion, as well as financial sustainability and ongoing growth.

2022 Global News, a division of Corus Entertainment Inc.

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Dundas Valley School of Art receives provincial grant to expand further after a record summer - Global News

Kirklees Libraries recently issued their annual report, and its a gripping read!

Its been decades since libraries were a place we would visit solely to borrow a book. They have evolved into a place where residents head to for personal development, learn new skills, immerse themselves in history groups, sing songs and music with children, knit and natter for the latest gossip, head for a coffee post walk or work up a sweat with a weekly boxercise session or online provision each of these sessions are about people are interacting, socialising and supporting their mental health and wellbeing.

Listening to and involving residents is vital to the library offer, whether it stems from a general conversation, a consultation session with partners, local businesses, community and voluntary organisations. Some of these conversations have resulted in the delivery of lots of amazing projects:

2021 saw the library service showered with accolades and awards, from individual awards including a BME for Library Development Manager Andy Wright and Kirklees Apprentice of the Year award for Ambreen Aziz, to recognition for their Death Positive Libraries project, winner the award of the Libraries Connect Health and Wellbeing Award.Read the full report and what the library service have in store for 2022 2027.

If you want to become a volunteer with the library service, drop them an email!Volunteer.recruitment@kirklees.gov.uk.

See the article here:
Kirklees Libraries annual report is a 5 star read! - Kirklees Together

He shares his visions and missions for SK magic and he believes that transformation is a perpetual process.

Andy thrives on challenges - the more complex the problem, the more excited he is to grapple with it.

Back in April 2022, SK magic Malaysia identified a new leader, Andy Kim. Kim brings close to 20 years of experience within the rental service business and the broader direct selling industry. Before that, Kim was the pioneer of the first Korean water purifier and air purifier rental service company in Malaysia for close to 9 years since 2016. He has flourished the company which then led to his another achievement in establishing a new corporation of the same business in Indonesia and returned to Malaysia once again after 7 years. His comeback to Malaysia has been raising curiosity and drawing attention to his future moves for SK magic.

SK magic has been a trendsetter in Korea's home appliances industry since its establishment in 1985. As the company expanded, they have chosen Malaysia to be the first Southeast Asian market marking its foray into the region in December 2018. Deeply rooted in its philosophy to continuously innovate with the latest technologies, SK magic is poised to be the leading premium brand and the preferred consumer choice for home appliances in Malaysia. SK magic's signature products are its award-winning JIKSOO tankless water purifiers and its innovative air purifiers; both equipped with cutting-edge smart home technology to deliver a premium quality lifestyle to all Malaysians.

In an exclusive interview, Kim is charming if not a little reserved, although we are putting that down to language - Kim made an accomplishment in handling an interview in a language that isn't his native tongue.

Andy Kim: I was overwhelmed, humbled and honoured. After all, my contribution to the rental service and direct selling industry in Malaysia is purely derived from passion, in the belief that everyone deserves to practise a healthy lifestyle and no one should be marginalized from getting fresh clean air and water. I still remember the day I received the news, I was truly happy because I finally get to be back in Malaysia again after 7 years being in Korea and Indonesia.

I spent 13 years of my 20-year career overseas and 10 years in Malaysia. In 2006, I visited Malaysia and travelled almost every part of the country. Throughout my journey here in Malaysia, I have made countless friends, created a lot of fond memories and not to mention, I have tried many delicious Malaysian food. I am truly delighted to be returning to such a wonderful country where I love to call it as my second-home. As soon as I landed in Malaysia, I had my favourite dish - Nasi Lemak with chilli padi. I am looking forward to more splendid discoveries in this beautiful nation with new people along the way.

I consider the prior company's career and business experiences to be a gift, and I am grateful for them. I also appear to have laboured with enthusiasm to match that. However, one day I asked myself if I was still growing and if I could attain as many personal accomplishments as I wanted in the future. As a result, I decided to challenge my mettle in SK magic Malaysia.

When I returned to Malaysia, several of my friends and colleagues greeted me warmly. Many of them have contacted me to join them in new tasks, which I am really pleased about and have been keeping me extremely busy, making me feel even more responsible than before.

The passionate energy and optimism of our independent sales agents and entrepreneurs. It is truly second to nothing that I have experienced in my prior professional career. I believe this is a unique strength and outcome of the direct selling business model.

The immediate goal to is to prepare our company and sales agents to cope with the upcoming new business expansions and product categories. As we march forward together, our long-term goals are to achieve a monthly increase of 10,000 new customers and the expansion of our service coverage areas. Ultimately, we would be able to reach more Malaysian homes to provide a wholistic living lifestyle.

Business growth to me is a stage where the business reaches the point for expansion and seeks additional options to generate more profit. SK magic Malaysia has reached its fourth-year mark now and it is ready for greater business expansion in the market.

In early 2022, we noticed a drastic expansion in the company as we have introduced over 80 brand kiosks and brand stores all across Malaysia. We started off having just a few outlets in Malaysia and I am glad we have grown this far. Malaysia has always been important market for us as it is the first country outside of South Korea we are aggressively expanding our footprint due to the nature of the market and increasing interest in healthcare and home appliance products.

Magic Growth 2022 literally means, achieving magical growth together. It implies that the company encourages individual growth while bringing all of that growth together to fuel the expansion of the whole. Having worked in the industry for 20 years, I have a wide range of examples of how to develop both the individual and the organisation.

When I first joined the company, I discovered that the SK magic Malaysia team has a strong passion for personal development. The internal management team, together with the operation and service group, also desired to expand, but somehow they have less confidence on where to begin. Thus, this is also the reason why I started the Magic Growth 2022 in hopes to inspire our people in SK magic Malaysia to move forward.

To me, supporting growth in all organisational relationships, whether the vertical or horizontal structure, will become the company's culture rather than sacrificing the others for one side's success. Besides, I believe what we truly seek from our personal growth is a fair income for work and the security of a job. My immediate plan is to maintain the best income structure in this industry for the long term. This would be made possible thanks to the financial stability and not to mention, the pursuing-happiness and employee first culture of SK Group.

Individual happiness is one of the company's core values in SK Group. Additionally, it has a SUPEX culture that seeks to maximise human capabilities in order to promote the progress of organisations and individuals. I was recently encouraged to obtain a 'Social License' while conducting business in Malaysia at a discussion with a senior company executive. In other words, while financial results are critical, SK magic should cultivate a reputation among Malaysian institutions, society, and consumers as a "firm that makes social contributions via business." This transformation is a perpetual process, but it is essential for us to move forward.

In order to better serve our customers, SK magic is redesigning its internal operations, products, and services, as well as experimenting with a number of new exciting ventures. As an initial step of embracing our core values, we have started an EPF program for our sales agent, which is the first in the industry. Furthermore, we are in the midst of planning for a young talent development program in collaboration with the government. We aspire to create happiness and promote personal growth amongst our stakeholders.

I believe SK Group and SK magic's business philosophy and culture clearly demonstrate how global multinational companies should establish themselves and expand in Malaysia. I have no doubt that employees and the company will experience healthy growth if we can help Malaysian customers attain happy lives. Soon, Malaysians will eventually recognize SK Group's honesty and culture of pursuing-happiness.

In my opinion, I think nobody was born as a good leader and a person who wants to be a good leader should always try developing oneself with continuous effort.

For me, having a humble and open communication is the most important thing to start a leadership. When I first joined SK magic, I have conducted '100 biz chat' with numerous sales agent managers to help me better understand about the organization's past, current situation and the future direction as well. It took me almost one hour for every session I had with the respected parties but it was truly worthy for me to be a step closer with our people.

Once we have gathered all the information we needed, I believe the crucial thing a leader should do is to practise 'strong execution'. However, for every leader out there I believe, would agree to the fact that there will never be a perfect decision. For every decision made, the leader will eventually face many obstacles such as inertial resistance to change, conflicts amongst teams, ambiguity of tasks and so on. Regardless of the difficulties faced, I believe that being a leader requires the ability to hold a consistent and clear process to communicate with people, to come out the best solutions together, and to step forward to mitigate the compromised tasks firmly.

By the middle of 2023, I want to increase the service area and the foundational infrastructure, such the sales organisation. Various product categories are now being developed, and they will be released to the market one at a time. In fact, there are still many new category products in SK magic Korea and we set the plan to introduce them to the Malaysian customers in different stages. By procuring items at the highest level of the worldwide market for each product line, SK magic wants to provide customers a rental and management service that is cost-effective. The majority of top-tier premium goods will be SK magic items, but if it's required, they will be offered through a strategic alliance with top-tier businesses. We want distinctiveness along these lines.

In terms of top tier business alliances, a new exciting project will be launched in this September. Through the introduction of advanced SK magic products and strategic alliances, I believe customers will experience a new lifestyle trend, and the SK magic Sales Organizations will expand with all these business plans set in place. Our final goal is that all SK magic people would grow in terms of financial stability and move further in their career path.

We have planned on continuing to engage in infrastructure growth after having already invested over RM 270 million. Over the next three years, I anticipate that the present workforce of roughly 2,000 sales, service, and staff members will grow up to 10,000.

Read more here:
SK magic Malaysia Managing Director Andy Kim on Growth, Transformation and Development - The Edge Markets MY