first_imgWASHINGTON – Justin Trudeau will visit the North American capitals next week amid early signs of turbulence in continental trade negotiations that have stoked some concern from NAFTA supporters about the agreement’s long-term prospects.The prime minister will meet U.S. President Donald Trump during a two-day visit to Washington, followed by a meeting with Mexican President Enrique Pena Nieto during a two-day visit to Mexico City.The trip was not specifically designed around NAFTA, say Canadian officials, noting that it was in the works for some time and began with an invitation to a women-in-business summit in Washington, coupled with Trudeau’s long-standing plan to visit Mexico.But trade will come up, they said.Some officials have been unnerved by early sticking points that have emerged even before the negotiations touch the hardest issues: dairy, auto parts, the dispute-resolution system and the U.S. idea of forcing a mandatory review of NAFTA every five years.A rare major file that has already opened involves so-called Buy American rules. And America’s neighbours were dismayed by the U.S. proposal during the last round in Ottawa: that access to U.S. public works be restricted to a one-for-one ratio — a dollar’s worth of U.S. contracts for every dollar of contacts across the border.“Which is ridiculous,” said an official in one of the other NAFTA countries.“Whether they’re just driving a hard bargain (or serious about this idea, we) don’t know.”Canada’s position is that it’s unrealistic to expect perfect reciprocity given massive differences in market size. It has pushed back against some of the numbers cited by fans of Buy American rules, who argue the U.S. offers nearly 100 times more access to government procurement ($198 billion) than it gets from Canada ($2.25 billion at the federal level).The Canadian embassy recently sent Washington lawmakers a letter citing a counter-statistic: that just three per cent of U.S. federal contracts are won by foreign suppliers, while 11 per cent of Canadian federal contracts go to foreign firms.One Washington trade consultant says that’s not the main sign of trouble.Eric Miller says what he finds worrying is that even on comparably simple issues like textiles and fruits and vegetables, the default U.S. position so far tends toward restrictions on trade.He said that’s causing anxiety in boardrooms, given the Trump administration’s stated intention: to get a new deal, or terminate NAFTA. He said he’s aware of more than one Fortune 500 company that has briefed its board on the need to plan for the possibility of a world without NAFTA.”Things are going pretty badly,” said Miller, head of the Rideau Potomac Strategy Group, which has advised different clients on trade issues, including Industry Canada.”There are a number of proposals which have been put on the table by the U.S. that are considered by many in the trade community to be radical — or certainly a radical reorientation based on both what’s in the current agreement and what’s become established practice on international trade.”His advice to Trudeau next week: Learn Trump’s intentions.“Look into the into the eyes of the president and figure out if the U.S. is serious about getting a renegotiated NAFTA,” Miller said.“(Try) to understand to what extent these are hard and fast U.S. proposals, or are they posturing.”It’s also important to speak with Mexico, he said, about how to respond should Trump trigger the NAFTA pullout clause.Should that crisis scenario emerge, Canada and Mexico would have allies in Washington: scores of U.S. lawmakers are strenuously opposed to torpedoing the deal and could argue that the president lacks the constitutional authority to do it alone.Some NAFTA-supporting lawmakers spoke at Canada’s Washington embassy on Tuesday, as it hosted a gathering of Latino legislators, some Democrat, some Republican and all expressing a desire for a quick and mutually beneficial deal.In their speeches, Marco Rubio, Mario Diaz-Balart, Henry Cuellar, and Will Hurd touted the benefits of trade not only on the economy, but on regional stability. Some voiced a sense of urgency in getting a deal before Mexico and the U.S. enter national elections next year.Cuellar, a Texas Democrat, said that if talks run into election season, some lawmakers will be afraid to vote on the deal. Hurd, a Texas Republican, laid out three guiding principles for NAFTA: “Do no harm. Make it better. Do it quickly”Rubio expressed confidence it will get done.“I’m not worried,” the senator told The Canadian Press.“It’s difficult, it’s hard, it’s going to be hard because these are issues of great importance in all three countries. But I’m generally optimistic that not only will they make progress on it, but that it will be done expeditiously.”last_img read more

Press Release Chamber of Commerce

first_imgAfter the Disaster . . . What Should I Do Now?Information to Help Small Business Owners Make Post-Disaster Business DecisionsBy Daniel J. Alesch, James N. Holly, Elliott Mittler, and Robert NagyUniversity of Wisconsin-Green Bay Center for Organizational StudiesPublished by the Public Entity Risk Institute On the Web at: www.riskinstitute.orgPublic Entity Risk InstituteThe Public Entity Risk Institute’s mission is to serve public, private, and nonprofit organizations as a dynamic, forward thinking resource for the practical enhancement of risk management.  PERI pursues its mission by:Facilitating the development and delivery of education and training on all aspects of risk management, particularly for public entities, small nonprofit organizations, and small businesses.Serving as a resource center and clearinghouse for risk management, environmental liability management, and disaster management information.Operating an innovative, forward-looking grant and research program in risk management, environmental liability management, and disaster management.For complete information on PERI’s programs and information services, visit our Web site at www.riskinstitute.org.To access a wealth of risk management intelligence, visit the Risk Management Resource Center, at www.eriskcenter.org, a collaborative Web site operated by PERI, the Public Risk Management Association (PRIMA), and the Nonprofit Risk Management Center (NRMC).Public Entity Risk Institute11350 Random Hills Road, Suite 210Fairfax, VA 22030Phone: (703) 352-1846FAX: (703) 352-6339Gerard J. HoetmerExecutive DirectorThe Public Entity Risk Institute (PERI) provides these materials “as is,” for educational and informational purposes only, and without representation, guarantee or warranty of any kind, express or implied, including any warranty relating to the accuracy, reliability, completeness, currency or usefulness of the content of this material.   Publication and distribution of this material is not an endorsement by PERI, its officers, directors or employees of any opinions, conclusions or recommendations contained herein.   PERI will not be liable for any claims for damages of any kind based upon errors, omissions or other inaccuracies in the information or material contained on these pages.   PERI is not engaged in rendering professional services of any kind, and the information in these materials should not be construed as professional advice. Users bear complete responsibility for any reliance on this material, and should contact a competent professional familiar with their particular factual situation if expert assistance is required.Business Survival is not Assured by Reopening the DoorsDuring a PERI-funded research project, we worked with more than 120 small business owners and managers of not-for-profit organizations all across the country to understand what happens to them following various natural disasters.We’ve talked with some a few months after the disaster, with some as many as seven years after the event, and, with still others, every year for five years after the disaster.We’ve reached several important conclusions that should weigh heavily on any business owner’s decisions about what to do with his or her business in the aftermath of a major disaster:First, we have concluded that disaster events cause problems for businesses unrelated to the amount of direct damage they sustain from the event and from related events, like fire following an earthquake.Second, we found that, unless the business owner makes good decisions about recovery, the largest losses to the business come in the years after disaster and not from the direct damage of the disaster itself.Third, we found that, following any large scale disaster in a community, things never get “back to normal.” The community almost always changes permanently, ______________________This article is a supplement to a research project report — Organizations at Risk: What Happens When Small Businesses and Not-for-Profits Encounter Natural Disasters — written by the same authors and published by the Public Entity Risk Institute (PERI).The research project was supported with a grant from PERI.    The complete report is available at no charge on the PERI Web site, at www.riskinstitute.org. It is located in the Publications, Tools, Resources section of the site, in the list of Disaster Management materials.Printed copies of Organizations at Risk, also available at no charge, can be requested through the Web site, or by contacting PERI at:Public Entity Risk Institute11350 Random Hills Rd., Suite 210Fairfax, VA 22030Phone: (703) 352-1846Fax: (703) 352-6339Creating a new business environment in which doing business the old way often results in operating at a loss for years and, then, when all equity in the business is used up, going out of business.Finally, we found that it is possible, if an owner takes the right steps, to not only survive a major natural disaster, but to achieve real business viability in the postevent environment.Among the factors that significantly contributed to business failures are:The effect the disaster event has on the customer base.The kinds of products or services the business provides.The business’ inability or unwillingness to respond appropriately to the new, post-event environment.The overall financial strength and stability of the business before the event.The owner’s inability or unwillingness to recognize the options available.What to Expect in the Weeks and Months Following the DisasterYour personal life will become stressful and uncertain following the event, even if you did not lose anyone close to you in the disaster.   You are likely to experience considerable ambiguity, particularly if both your home and your business were damaged.   For many business owners, stress will come simply from memories of the experience.   You, or members of your family, may experience difficultly sleeping soundly. Much of the stress will come because your primary source of income is gone, at least temporarily.   Some stress will be passed on to you from stressed employees.   There will be stress around insurance delays, questions about coverage, and settlements.   You may find yourself stressed about things you wish you had done, but there is little to gain in “I wish I woulda . . .” laments.   Finally, all the stress around the business and loss usually leads to increased stress at home.In your business neighborhood, there will almost always be an underlying assumption on the part of business people, property owners, and public officials that “things will get back to normal soon,” but they will not.   We found that there is often social pressure from other business people in the damaged area to get back into business and to make things like they were before.You will receive little information about rebuilding plans from the city or from owners and much of that information will be contradictory or wrong. State and local governments may be slow to respond with needed variances and recovery policies.Many people who lived in the damaged area and either lost their homes or experienced other losses will move away, many of them permanently. Volunteers and others will be there to help clean up, but they, too, will disappear as the physical evidence of the disaster is trucked away.Fundamental changes in the community will already have begun. Neighborhood trends that had started before the event are likely to speed up.   The neighborhood will change forever, even if the buildings are put back just the way they were before the event.   A new set of relationships, new neighbors, and new business patterns will develop.The businesses that survive will be those whose owners and managers understand and adapt to the new business environment.Options to Consider and Questions to Answer Before You Spend a Lot of Money to Reopen Your BusinessPerhaps the most difficult factor for a business owner to deal with is recognizing the available options.   In our research, we found that many owners failed to see that they had alternatives available to them; in so doing, they severely limited themselves and their potential responses to the disaster. Too many business owners simply continued, after a disaster event, to do what they had done before the disaster event.   Their failure to consider the available options made it difficult to respond appropriately to the new, post-event environment.   Most of these businesses fell by the wayside.However, a few entrepreneurs did consider the options available to them.   In doing so, they were able to devise or, in some cases, they just happened upon, recovery strategies that enabled them to avoid almost certain failure.   These strategies frequently led to profitable futures.The suggestions included here for post-disaster business recovery are predicated on your willingness to consider the options available to you as a business owner and your desire to make informed business decisions.We’ve put together, based on our research, a series of things to consider and questions to answer that will help you develop a sensible post-disaster strategy.   That strategy is intended to increase the probability that your firm can become financially viable in the post-event environment. Facebook Twitter Google+LinkedInPinterestWhatsApp#TurksandCaicos, September 15, 2017 – Providenciales – FIRST, REALLY UNDERSTAND YOUR BASIC OPTIONSAfter a major disaster, almost every small business owner says, “Wow, that was quite a bump in the road.   Time to get back to business.”   And then he or she continues doing the same things in the same way, assuming things will get back to normal.Following major disasters such as a strong earthquake, a major hurricane, widespread flooding, rioting and civil disruption, or a devastating terrorist attack, things change forever.   What that means is that your business environment is changed and that what worked well in the past may not work at all now, especially in your current location.When a major disaster affects you, your financial survival depends on how well you make decisions in the new environment.   One of the very first things you should do is identify the basic options that are available to you.   It is not good enough to say, “Well, this business is what I do.   It is the only thing I know.”   You have to consider other things.We think that, initially, you have at least three basic options available to you.Option One – You can reopen your business.Option Two – You can close your business.Option three – You can (try to) sell or transfer the business to someone else.Too often, in the stressful aftermath of disaster, a business owner chooses to reopen his or her business without considering or even knowing about the alternatives available, factors to consider, or the potential consequences of his or her actions.   Some additional information about how to pursue each option, which may influence your choice of options, is provided below.   This additional information should be studied before any decision is made.   (The advantages, disadvantages and other issues to consider when deciding whether or not to reopen your business after a disaster are discussed in the next section of this article.)Option One – Reopen Your BusinessYou can finance your business reopening with company assets, personal saving, low-interest loans, traditional loans, insurance proceeds, investment, family loans, credit cards, and so forth.You can reestablish your business at the same location or you can relocate your business. (Some loans and grants have conditions that prohibit relocation.)You can reopen your business offering the same products and services you provide before the disaster event or you can change, in part or entirely, the products and services you provide.Option Two – Close Your BusinessYou can walk away.You can liquidate the businessYou can start a new business with new product/services or the same product/service you previously provided.You can go to work for someone else.You can retire.Option Three – You Can (Try To) Sell or Transfer the Business to Someone ElseYou can sell or transfer the business to your children. (If they are interested in running a business.)You can sell or transfer the business to a competitor.You can turn over the business to a relative or former employee.These options are not singular or mutually exclusive.   For example, you may walk away from one business and start a new business, in a new location, that provides products and services, which may be the same or different from your previous business.Very likely, you will be able to think of other options. The three basic options we’ve outlined are just for starters – something to get you thinking.SECOND, ANSWER THESE QUESTIONS BEFORE DECIDING WHETHER TO REOPEN YOUR BUSINESSWhat Happened and What Is Happening?Make an effort to understand what happened and what is happening as a consequence of the event.   This is a difficult assignment because everything will be in flux, surrounded in ambiguity, and changing rapidly.   Information will be unreliable.   That means that one quick look around will not be enough.   The problem is that you need accurate, reliable information on which to make sensible decisions about your business in the post-disaster environment.   You will have to be engaged in a continuous effort to know what is going on in your neighborhood, your business community, and your local jurisdiction.What Happened to Your Customers?If you are in manufacturing or wholesaling, it is likely that your customer base is geographically dispersed.   Only a few of them may have suffered losses from the event.   In that case, it is important for you to do what is necessary to ensure that you meet your customers’ continuing needs.If you suffered significant losses and will have to be closed for some time, it is important to learn what your customers are doing during the time it takes you to reopen.   If your customers did not suffer major losses, they may change their buying habits and you may have to fight an uphill battle to win them back.   Do your customers still want or need your product or service? Can they afford it?Whether it makes sense to reopen your business depends mainly on what happened to your customers as a result of the event.    If all or most of your customers suffered large losses as a consequence of the disaster, there is little reason for you to reopen quickly, unless you have something they need desperately.   For example, it usually makes sense for lumberyards and building supply, pharmacies, physicians, furnishings and appliances, construction, dry cleaning and laundry, and grocery stores to reopen quickly.However, if you sell goods and services that come from discretionary money, your customers may not be able to afford what you have to offer as they attempt to pick up the pieces.   We found that people who had big losses put off spending money at the optometrist, at specialty restaurants, for things like recreational gear, and for jewelry and expensive gifts.   Sometimes, your customers may move away. In that case, reopening is like starting over.How Much Did You Lose and Where Will the Money Come From to Reopen?If you suffered losses and were not insured, where will the money come from to reopen? Most business owners we talked with used their life savings, borrowed from relatives, used their credit cards, got a little help from suppliers and/or customers, or got loans through the Small Business Administration or from conventional lenders.   A few got loans or grants from local government. Do not expect any money from FEMA, the Red Cross, or other disaster assistance organizations – small businesses and small business owners usually are not eligible for that kind of assistance.Before you decide to use your life savings or borrow money from organizations that require you to use your home and other personal assets as collateral, it makes sense to take a very serious look at your business prospects in the post-disaster environment.   There is a very good chance that your old business plan is no longer viable, depending on what happened to you and your customers.We talked with dozens of small business owners who used all their savings to reopen a business that went nowhere in the post-disaster environment.   They lost their savings and the business.   Often, reopening after a major disaster is like starting a new business. Banks and the SBA will probably be willing to loan you money to reopen based on your experience before the disaster, but, before you make that commitment, make sure you have a solid business plan for the post-disaster environment.Before you reopen, understand fully that things will never be the way they were before.   Last year’s business plan is dead as a dodo.   It is time to conduct a new feasibility analysis and to rebuild your pro forma and cash flow analysis before committing any cash to the new venture.   If you can reopen without putting any significant amount of money into the venture and you have good reason to expect your customers to be there, then go ahead.   But, unless you have a service or product that people need desperately, expect that your business will not be what it was before the event for a long time.In any event, it makes sense to be cautious.   Be cautious about how you use your insurance proceeds; don’t confuse cash flow with investment.   Be wary of taking loans that require you to use personal assets, like your home, as collateral.   Be wary of taking loans that will be forgiven if you stay in the same business in the same location.   You may be far better off moving to a new location.If you are at or near retirement age, you will want to think particularly carefully about reopening the business.   Many people we interviewed put their savings back into a business that did not survive the next five years.   You may be better off liquidating your business assets and putting your money in safer investments.   Sometimes, even if your alternatives look bleak, it still makes sense to walk away.If you had insurance that covered most of your losses, you are in the minority of small business owners.   Many small firms will have experienced uninsured disaster related losses from damage to their plant or equipment, their inventory, and to the building they rent or own.   Many more lose money from uninsured business interruption in the chaotic period following the disaster.How Strong Was Your Business Before the Event?How Well Is Your Firm Positioned with Regard to the Dominant Trends in Your Industry?   Even if your organization was doing well before the disaster, it is important for you to take a hard look at where your firm is with regard to dominant trends in the area where you do business.   Retail patterns are, of course, changing.   Small town, downtown merchants are having a tough struggle against giant chain retailers located on the outskirts of town.   If your firm is positioned favorably with regard to industry trends, your chances of surviving a disaster are much better than if your firm is in an uphill fight against major trends.Only you will know how strong your business was before the disaster.    If you were losing out to the competition before the disaster, there is no reason to believe you can do better after the disaster.   If your firm was doing well, growing and becoming more profitable each year, chances are you can do well after the disaster, provided you can retain your customers in the unsettled times after the event.Are You Able to Give What It Is Going to Take?It takes a lot of energy and commitment to start a new business.   You know that.   You’ve done it.   Remember that, following a real disaster, it usually takes that same level of commitment and energy to revitalize a business that has suffered a disastrous event.   Ask yourself whether you still have the drive needed to do it again.   If so, good luck with your venture.   If not, it makes a lot of sense to reconsider your options. 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Hydrogen explosion prompts evacuations in El Cajon

first_imgHydrogen explosion prompts evacuations in El Cajon August 29, 2018 Ashlie Rodriguez, KUSI Newsroom, Categories: Local San Diego News, Traffic & Accidents FacebookTwitter Updated: 7:21 PMcenter_img Ashlie Rodriguez, KUSI Newsroom Posted: August 29, 2018 00:00 00:00 spaceplay / pause qunload | stop ffullscreenshift + ←→slower / faster ↑↓volume mmute ←→seek  . seek to previous 12… 6 seek to 10%, 20% … 60% XColor SettingsAaAaAaAaTextBackgroundOpacity SettingsTextOpaqueSemi-TransparentBackgroundSemi-TransparentOpaqueTransparentFont SettingsSize||TypeSerif MonospaceSerifSans Serif MonospaceSans SerifCasualCursiveSmallCapsResetSave SettingsEL CAJON (KUSI) – A hydrogen truck fire and an explosion Wednesday prompted the evacuations of several businesses and schools in El Cajon, officials said.Dispatchers received reports around 8:10 a.m. of an explosion linked to a hydrogen truck fire in the 1100 block of West Bradley Avenue, just south of Gillespie Field, Heartland Fire and Rescue public information officer Mark Casey said.San Diego County Sheriff’s Department officials were evacuating people from businesses and residences in a two-block area stretching from Cuyamaca Street to North Marshall Avenue, Casey said.No injuries were reported.Around 150 students co-located in school programs at Idea Center High School, Chaparral High School and Merit Academy were being evacuated to the gymnasium at Grossmont High School for parent reunification, Grossmont Union High School District spokeswoman Catherine Martin said.A hazmat team was dispatched to the scene.Residents were advised to avoid the area for the next several hours, Casey said.The Sycuan Green Line is rerouting at Arnele Station and the Orange Line is rerouting at El Cajon Transit Center, according to San Diego Metropolitan Systems. last_img read more

first_imgThe recent closing by Condé Nast of Gourmet and three sibling magazines, the shuttering of Country Home by Meredith, and the bankruptcy filing by the owners of Reader’s Digest, were sobering events for anyone in the publishing world. And the list of troubled or failing newspapers has increased dramatically in the past few years, fueled by the continued decline in both circulation and advertising, which is a cause of grave concern for survivors.To be sure, there were systemic problems that none of these failed publications could address in terms of the recession, falling readership, rising costs and the like. One issue that must be confronted by publishers moving forward is the notion that Web distribution should be free (I contend it’s economic suicide).Another issue that gets less attention is automation. Whereas the production folks in typesetting departments and the pressroom have had to accept the impact of technological advances on their respective crafts, art directors, managing editors, ad trafficking managers and other personnel responsible for assembling publications have maintained relatively stable workflows since the adoption of desktop publishing technologies some 15 years ago. As someone who spent more than a decade writing, editing and assembling publications, I grew to love the creative interaction between art director and editor, the iterative process that resulted in a well-designed magazine. However, the stark economics of 21st century publishing have left those fond memories in the dustbin of history. Today, publications have to automate any task that does not require creative input or some sort of judgment. I would contend that automation is increasingly going to be a necessary criteria for success and even survival in print-based publishing.Among the tasks that can be automated are file reception, image preparation, initial page layout, ad trafficking, preflight and insertion, proofing/approval cycles, final file transmission to the printer, and archival. In the interest of full disclosure, I am the director of business development for Enfocus Software, a software company that sells a publishing automation application. However, we are offering just one approach to this issue.There are several approaches that can be used, all of which are viable and which will fit different environments and budgets. Three Ways to GoSo what does automation mean? In broad terms, there are three types of automation for publishing and graphic arts workflows: first is related to standardization of tasks—making people play by the rules. Such an example might be an Apple Script that requires a job ID that is validated (i.e., five digits starting with a ‘3’) which is then entered into a database.Next is what might be called the one-trick pony: a script or action that performs a single task in an application. It might be a utility that converts native design file to PostScript or EPS and drops it into a Watched Folder for Distiller, then moves it to an archive folder.The most complex is process automation in which multiple steps are linked in sequence according to either fixed or dynamic rules. Fixed rules means that every file is processed the same way—i.e. an InDesign file is converted to PDF/X-1a for output compliant with SWOP, preflighted using a particular profile and then sent to a folder for either review or forwarding. Dynamic rules require instructions—most likely in the form of XML—to accompany the data file and outline the sequence of tasks and the specific details performed by each one. Here the instructions might link text and image files to a page layout template, then generate and distribute a low-res PDF for review and revision; if and when it is finalized, the file is then automatically distilled for final output and FTP’d to the printer, and archived to a server or off-line media.Stick to the ScriptsGiven the prevalence of the Macintosh in publishing, Apple Script and its sibling, Apple Automator, are likely to be implemented most. Complementing these are JavaScript, which is platform independent, and Visual Basic for the Wintel platform.  All offer an incredibly inexpensive and flexible way to automate numerous tasks in a publishing workflow for either of the first two categories mentioned above.If your operation is using a database application such as FileMaker Pro along with the Adobe Creative Suite, you can assemble a number of template-driven publications and catalogs. To be sure, there will be “tweaking” required to finalize the layouts, but you can eliminate hours of work importing text and images. Automator is another tool that costs nothing other than time and which can perform plenty of useful tricks. One is archiving final files. Image preparation is an area in which the human need to touch and interact needs to be reined in just a bit. I am not talking about image retouching, but image optimization and preparation. In this case there are several tasks that can help the art director. First is teeing up images: copying originals and making a thumbnail and/or a low-res RGB for layouts and the web. In addition, while there is a strong case to be made for using an RGB workflow all the way to final RIP/output, the vast majority of publications are still using a separated workflow in which the final PDF contains CMYK images. In addition to writing scripts for all of these tasks, users can create Photoshop Actions for many of them which can then be run in batch mode.Ad trafficking lends itself to automation, too. Incoming ads can be routed based on source (e-mail address or FTP site/folder) or naming conventions and then renamed or slugged using scripts. Once an ad has an ID, it can then be automatically inserted into page templates.So what’s the downside to scripts? Maintenance. Since all software is subject to upgrades and revisions the scripts most often need to be revised when new releases come out. Closely related to this is the custom nature of scripting: if the person who wrote the script leaves the organization, so goes the software maintenance, too. In some cases, this might raise intellectual property issues, but the real problem is that the scripts have a bad habit of breaking when the next release is installed, as anyone who has migrated along with the Adobe Creative Suite can attest. Typically this happens because resources get “moved” inside the application.From Start to FinishProcess automation requires the most analysis, planning and investment, but delivers the greatest return on investment. Editorial systems such as K4, Typefi and Woodwing on the editorial side, coupled with digital asset management databases and other tools can automate much of the page layout process while providing high degrees of flexibility with respect to content and delivery format.Closely related to this are systems that address other tasks in the workflow. Among these are DALiM TWiST and Enfocus Switch, both of which fall under the category of rules-based automation systems. While they work in different ways, both enable production managers to build customized workflows that automate file reception and routing, image preparation, page processing, PDF generation, preflighting, proofing, final delivery and archival. With these server-based applications, either a job ticket (XML or a derivative such as XMP or JDF) defines the steps and processes, or a fixed pipeline pushes files from a point of “entry” through to completion.For printers, there are numerous production systems, including ECRM WorkMates, EFI Fiery Central, EskoArtwork Odystar and BackStage, Fujifilm XMF, Kodak Prinergy, Rampage, Xerox FreeFlow ProcessManager, and Xitron Navigator and Sierra. As one would expect, these systems’ capabilities are more focused on the final output requirements, such as imposition, process and spot-color separations, trapping, RIPing and screening.Common to all of these systems is the ability to build notification lists of internal and external personnel to facilitate review/approval cycles or, in the event of an error, to intervene and get the process back up and running again.So, what’s holding you back? Many operations, especially smaller ones, typically say they don’t have enough volume to justify automation. Or they say that the tasks don’t require much time. In some cases, people have built workflows that are intended to save their jobs. However, these arguments will succumb to the almighty dollar, as the operation or position—at least with respect to these tasks—becomes economically unviable. Automating repetitive tasks is absolutely critical for small operations to increase their output without increasing head count (or the workday for employees). And publishers will increasingly be unable to afford the aggregate cost of myriad 30-second to two-minute file manipulations. There are multiple options at a variety of price points available to publishers, ad agencies and printers to automate numerous tasks. No matter which approach you settle on, there’s no time to waste.last_img read more

Soon enjoy helicopter services from Kolkata to Tarapith Purulia

first_imgKolkata: The Mamata Banerjee government is all set to bring Tarapith and Purulia on its helicopter connectivity map soon.Suvendu Adhikari, the state Transport department minister, in the state Assembly on Wednesday said the state government is soon going to introduce helicopter service from Kolkata to Tarapith and Purulia.It may be mentioned that Tarapith is a temple town in Birbhum where thousands of devotees turn up every day and the state government has taken several steps to improve the infrastructure at Tarapith. Also Read – Rain batters Kolkata, cripples normal lifeNecessary infrastructure has been put in place so that people do not face inconvenience while they visit the place to offer Puja to goddess Tara. Roads connecting the place have been strengthened and widened.Now, the initiative has been taken to introduce helicopter service so that people reach Tarapith in far less time.Similarly, Purulia has also become one of the major tourist spots with the development of necessary infrastructure.In the past seven years, the Mamata Banerjee government has taken several steps for the development of Purulia. Now, people visit the place almost round the year except a few months during summer. Also Read – Speeding Jaguar crashes into Mercedes car in Kolkata, 2 pedestrians killedThe tourism sector will receive further impetus with the introduction of this helicopter service.A tender has been floated to engage the operator for the helicopter services from Kolkata to Purulia and Tarapith.Currently, the helicopter service is available from Kolkata to Sagar, Digha, Shantiniketan and Malda.The helicopters, which operate from Kolkata to these four places, are four-seater ones. But helicopters operating from Kolkata to Tarapith and Purulia will have more seating capacity. It is learnt that eight-seater helicopters will operate between these places. It may be mentioned that soon after coming to power Chief Minister Mamata Banerjee had given stress on air-connectivity between all the districts. Initiatives were also taken to construct helipads in almost all districts.The Mamata Banerjee government has ensured flight services in Cooch Behar. The same in Bagdogra and Andal has also improved. The work to improve infrastructure of Malda and Balurghat airports is nearing completion. Moreover, many steps have also been taken to develop the Chharra Airstrip in Purulia.last_img read more

Former Visva Bharati VC Registrar among 3 convicted for cheating and forgery

first_imgKolkata: The Bolpur Court on Wednesday convicted former Vice-Chancellor (V-C) of Visva Bharati Dilip Sinha, former Registrar Dilip Mukherjee and a former faculty member on charges of cheating, forgery and conspiracy.”The quantum of punishment will be announced by the Magistrate Arvind Mishra on Thursday,” said Naba Kumar Ghosh, special public prosecutor for the Criminal Investigation Department (CID). Sinha served as the V-C of Visva Bharati between 1995 and 2001. On January 16, 1997, Mukti Deb, an applicant for the post of Mathematics lecturer, was interviewed. She had furnished certificates of BSc from Calcutta University and MSc and MPhil from Jadavpur University, which were later found to be forged. Also Read – Bose & Gandhi: More similar than apart, says Sugata BoseDuring investigation, it was revealed that Deb had appeared for the Part-1 exam of BSc but failed in it. But during the interview, she had produced photocopies instead of original testimonials and also got the job. The copies of the testimonials were attested by Dilip Sinha. After Deb was recruited as a lecturer in Mathematics, she worked for five years there. After five years, Deb wrote to the university authorities, seeking permission for enrolling in PhD. When she was asked to submit the original documents, instead of furnishing them Deb stated that she is not interested in pursuing PhD. Also Read – Rs 13,000 crore investment to provide 2 lakh jobs: MamataDuring May 2004, Sunil Kumar Sarkar, former Registrar of the university, had lodged a complaint with Bolpur police station. The former state government led by then chief minister Buddahdeb Bhattacharjee had ordered a CID probe. Deb had taught the students of Visva Bharati for seven years before she was sacked in 2004. Sinha was arrested by the CID in June 2004 from his residence. After a year spent in judicial custody, he was granted bail during March 2005. Later, CID submitted the chargesheet against Sinha, Mukherjee and Deb at Bolpur Court, on charges of forgery, cheating and conspiracy.last_img read more