The case explores motivational factors of a new entrepreneur during the early creative phases of planning and launching her networking and training business. The events documented show how motivation needs pushed and pulled the young woman forward in the development of her business idea, working partnership, and working culture. The case also provides interesting testimonial to motivational factors that are personal, as well as financial.Precipitating Events to New Venture CreationSuddenly in Spring 1996, Melodie Stewart found out from her manager at Atlantic Women, that the magazine was going bankrupt. The creditors arrived, removed all of the physical assets, and locked the doors. "Oh my god," Melodie thought as the reality of the situation became more and more clear, "Now what am I going to do? I just sold all of that advertising to my clients, and now there is no magazine and no job for me. I have a mortgage payment due in two weeks. I just charged many of the magazine's costs to my personal credit card. My last paycheque bounced and I have $12,000 debt! Yikes!!!"After the initial shock subsided, Melodie started calling all of her clients to let them know what had happened. She dreaded this embarrassing task but believed that they had a right to know. In her view, what had just happened to the magazine meant that her clients had been robbed of their money. "I have to tell them the truth," she thought. During these phone calls, many of her clients expressed understanding along with their disappointment and uttered statements like, "these things happen." Interestingly, many of them also offered Melodie a job, but she was reluctant to accept any of the positions offered. The thought of working for someone and making herself vulnerable once again worried her deeply. The experience at Atlantic Women was not the first time Melodie had been stung financially by her employer. In a previous job, she was left $3000 short. Her trust had just been shattered again.Melodie knew that she had to think clearly at that moment. She was thrust into a difficult situation and had to decide what to do next. She asked herself, "Should I accept one of these jobs or not?" The sudden job loss had caused her to worry about how she was going to make her payments. She had been financially independent from her family for a very long time now and, even though she had worked in highly competitive commission jobs, she coped with the stress and managed to do quite well. Now she had to assess her options and sort through her many emotions. As she considered her situation she thought, "I can't rely on my family financially; I'm already emotionally dependent on them. No, that's not the answer. At the same time, how can I go back to a state of dependence on an employer and be at risk of another situation like this one?"Neither question was a quick or easy one for Melodie to answer. "Somehow," she thought, "I have to figure out a way to maintain my economic independence and move forward." As Melodie sat in the centre of her turmoil, she realized that the events that had just taken place put her at a turning point in her life. She knew that she had to puzzle through the issues, the questions, and the emotions associated with her job loss before making her decision. But she also knew that she had to act quickly and decide how to proceed.During the darkest part of Melodie's introspection, she remembered an idea that she had regarding information networking. She did a lot of client "prospecting" while on the road in her previous job selling advertising for Sobeys and the Atlantic Women's magazine, but when faced with new environments, she felt that she had often missed opportunities to do more networking. She recalled that during her advertisement-selling days, she thought that there might be a market niche to provide an organized networking service to help other professionals. Thoughts started to speed up in her mind as she mused over the networking business idea. "Maybe I could explore networking as a possible business opportunity using my existing circle of contacts to begin. It is so important to get out and mix with people," she thought. "People really want to do business with those that they know, like, and trust."As Melodie thought more and more about the possibility of networking, helping others mix into the network, and providing information brokering, her excitement level climbed. It became clear that this type of enterprise would be a natural fit with her personality. Melodie had a natural tendency to collect and record information and then pass it on to her colleagues and friends. "I like people and I often engage in a natural brokering of information" she thought, "why not try and work at it as a business." As she further developed the idea, she became convinced that it would be useful for other professionals to have this ready information on networking events, information on services, market opportunities in different regions, and where to meet others to "schmooze".Melodie was still not 100% comfortable with pursuing the business idea though. She wondered what her family would think and again reviewed the business idea in her mind. She knew that her parents were her "biggest fans" and that if she told them that she intended to become an astronaut next, given her track record, they would likely believe her. But she also knew that they would be concerned with her decision and as a result would pose excellent questions with which she could further clarify her direction. Melodie organized her parents in the living room and went through her pitch. Although there was some sense of concern within the discussion that followed and, in her words, a recognition that "those who love you most are also those most likely to talk you out of things," Melodie's family encouraged her to proceed. In fact, her parents offered her four post-dated bi-weely cheques of $200 each to help her get started.Melodie began to plot her next steps. Once again, she felt the weight of the world on her shoulders. It wasn't that stress was anything new in her life. It was quite familiar to her since all of her previous jobs were paid on commission, but this was different. This new direction was risky in contrast to the safer route of the employment offers she had received. Now she had to take charge and determine how to proceed with her networking idea.The first task on Melodie's mind was to produce a business plan. She immediately went to a friend's office. She explained what had happened, what she had decided to do, and asked to work there over the weekend. Her friend agreed. Once inside, she took a deep breath and started writing down her thoughts. "This is not devastating misfortune," she told herself. "This is an opportunity to start again. The buck stops at me. If I don't generate a cash flow, I don't get paid!" And so Pro-Net was conceived at that moment.Melodie attacked the project with a vengeance. She wanted to create the business plan over the course of the weekend and then on Monday morning, pitch it to gain venture capital. She didn't have the luxury of time to do much research on the idea, or to learn how to run a business plan, or to develop a marketing strategy. "Oh well" she thought, "I'm determined that I can make this work. I will learn and correct as I go along. Nothing is going to stop me now."Melodie asked her friend Kim Doherty to help her with the computer to do her business plan. "Kim will help me over the rough spots," she thought. Melodie began to work through her idea. "How will I start this? What will I write first?" Kim stopped by with lunch for Melodie and herself, and to check how things were going. She found Melodie seated with papers spread out all over the place and operating on very little sleep. Kim decided to stay and help Melodie input the first draft of the business plan into the computer. As Melodie watched Kim, she thought, "Wow. Kim is a great friend and she really seems to be into this idea. It must be a really great concept! But, Kim is always around when I need her, supporting me, anticipating my next move. Maybe I should ask her to be my business partner in this. Hmmm…. It would be a lot more fun and her skill sets would really balance out mine!"At the end of the weekend, Melodie and Kim had produced a working draft of her business plan to use when visiting banks to seek new venture funding. On Monday morning, she was up early and called upon the first bank manager, then the second, and the third. The visits were disappointing. All of the bank managers turned her down.They said that she didn't have a track record, and she didn't have office space, or business cards, or a ready clientele. "Now what?" thought Melodie.This last bank manager that Melodie pitched her idea to said that he would like to help her but couldn't since the business idea was sketchy, novel, and although interesting, untried. For these reasons, he couldn't justify a loan. Just as Melodie started to feel the life drain out of her, this last bank manager added "if you can do something to wow me, I'll lend you some money." At that point, Melodie decided to clear up some of the uncertainty around her plan and prepared to "really wow" this man.Melodie busied herself finding office space and developing a preliminary client list. She contacted many of her ex-customers to tell them what she was pursuing and asked for a letter of support if interested. Melodie told her friend Kim of her activities and once again, Kim came through. Kim said "Melodie, I want to buy the first membership." Kim then handed over a cheque for the membership fee with a little yellow Post-it  note stuck onto it with a happy face and the words "invoice 0001" on it. This was exactly the boost of encouragement that Melodie needed. Armed with the faxed letters of support and a new lease for office space, Melodie returned to the bank. She slapped her package on the bank manager's desk, pitched her idea once again, and ended with the statement, "I can get to work now. All I need to do is get business cards and invoices with the money you lend me!"The bank manager watched Melodie, his mouth agape in amazement. Before him he saw a very young professional woman, polished in her approach that she pitched non-stop. She was committed, excited, and her concept was new and innovative. When she stopped to take a breath, he told her that he had decided to give her a chance with a small overdraft loan of $1,500. Melodie was elated and exhausted. "Now" she thought, "the real work must begin." Later on Pro-Net also obtained $10,000 from the Canadian Youth Business Foundation to pay for their incorporation, trademark, copyright, partnership agreement, and computer training. But the initial $1,500 allowed the concept of Pro-Net to leave the idea stage and become a business reality.The Business PlanMelodie's business idea was to provide a matchmaking service for business, government, and non-profit organizations. In order to accomplish this, Melodie planned to do three things. First, she would produce a newsletter that highlighted local networking events. The newsletter would provide a schedule of the events, the time, date, place, speaker, and cost allowing easy identification of appropriate networking opportunities. Second, she would have each new client fill out a detailed profile outlining their networking needs. These profiles would then be entered into her company computer to a database so that her clients could use the information provided to find services that they needed, to identify other companies to develop partnerships with, or to find new business opportunities. And third, she would provide seminars on effective networking techniques so that busy business people could make the most out of their time. The costs of these services would range from $150 (membership fees for students and non-profit organization members) to $600 per year (fees for government agencies). People from small businesses constitute the largest group in the client base. Their annual membership fee was only $300.Melodie's ultimate goal for Pro-Net was "to be the first company that people think of when they need information." She also wanted to produce a service that would assist people. "It's not just about sales. It is also about building relationships and adding value. Ultimately people want to do business with those that they know, like, and trust. And while I want to make a profit, I want most of all to add value. Really," thought Melodie, "the most advantageous part about owning your own business is the fact that you can really help other people." She became increasingly certain that she made the correct decision as time progressed. "This is really going to be fun."Now with all of the pieces in place, Melodie turned her attention to getting her office set-up so that she could sell her product. As she was getting things organized, she decided to try to convince Kim to join her as her business partner. Kim had to think about theprospect for a while. This decision meant that she would have to give up a lot and she was not altogether comfortable with the ambiguity associated with that decision. Still, Melodie's enthusiasm was infectious; her vision was so clear and she really believed that this business could add a lot of value and make money. After much introspection, Kim decided to take the risk and join Melodie in launching Pro-Net.The first decision made was that Melodie and Kim were to be equal partners. This meant that they would make all decisions in a collaborative manner. They placed their desks across from one another and proceeded to discuss how they would break into existing circles to sell their product. Their first success was a reciprocal agreement with the Halifax area Chamber of Commerce. In return for access to the Chamber's members, Pro-Net would offer their networking seminar free of charge. They thought that this plan of action would give them the desired access they needed to continue. However, this strategy was not without challenge.At one of their early seminars, a cynical member from an "Old Boys" club suggested that perhaps Pro-Net's message was really about "having lunch at the Halifax Club." Melodie would not be put off by this comment. She responded quickly by launching into her pitch about the importance of their product as business needs changed. On another occasion, Kim attended a meeting where she found herself the lone woman in a boardroom full of men. She initially "felt somewhat out of place being the only woman in the room, particularly when the conversation turned to sports," but Kim knew that she could not stay quiet. To sell her product she had to find a way "to deal with the issues and get around them."Melodie and Kim discussed their experience with this sort of treatment. They both agreed that they needed to figure out a way to deal with it effectively. In their minds, they knew that they could not let this kind of resistance, or perception of their ability and product, interfere. They sat across from one another and discussed the situation in earnest. Finally, they decided that neither one of them wanted to spend a lot of time worrying about the gender issues. "Surely," noted Melodie, "even the thickest-skinnedwalrus can see the business world is changing. We can't get bogged down because of how we might be perceived based on our gender or youth. A lot of new entrepreneurs experience this."Melodie and Kim agreed that they would not be cast as "fighting the gender thing." Instead, they decided that their focus should be on the "the opportunities and not the barriers." They agreed that they could see the barriers in retrospect but they "…can't be afraid to ask questions and we must believe in ourselves. If we are going to sell networking and the value of relationship building, we must pursue that as a value and live by it." Once again, the tenacity of Melodie's vision and refusal to wallow in defeat shone through. "Further to this," reflected Melodie, "I don't want to focus on whether or not we will be a long-term success. Maybe that's not practical but I guess in my mind, failure is simply not an option. The woman that I worked for before, my mentor, shut the door and left town. I couldn't do that with other people's money. If something happens and Pro-Net starts to fail, I think we will have to sell shares to raise money, or start a trading company, or break the business apart and sell off the different pieces of it. Each thing we do is really a separate business. So really, failure is simply not an option, and not something that we should dwell on."Moving Toward a Strategic Approach – The Continued Evolution of Pro-NetAs the months passed and the business grew, Melodie and Kim noticed that the demands on their time and logistics of their activities were becoming more and more complex to organize. They discovered at one point that they had taken on a great deal of work. "It is all so exciting," thought Melodie, "I don't like to turn anything down but things are going so fast now. Something is going to break down soon if we don't take stock and keep things under control." Both Kim and Melodie were becoming very tired and stressed trying to keep up with the growing demands of the business. They were both on-edge and began to experience some disagreement regarding the new in-coming work.Melodie and Kim both knew that they had to spend more time discussing their future plans. Things could not continue at this pace or they would both burn out and lose allthat they had built together. So, they decided to take the time and have that discussion. After much deliberation, the first decision made was that from this point forward, they would take the time to discuss every new project or decision in front of them. They worked out a process for dealing with potential future disagreement as well. Both agreed that Melodie would have the last word on decisions surrounding marketing, sales and promotion, and that Kim would have the last word on decisions surrounding logistics and finances. Both women would continue to be "equal in the creative process." Finally, they decided to protect their relationship and to give each other the needed personal space. "It is not that we have issues right now," suggested Kim, "but let's make sure that we take care of things before we do." They also decided that one or the other may need some "time out" at times to recover and how they would handle that.But, Melodie had started to realise first hand, the importance health and well-being. She was experiencing a lot of overload and stress and realised that she couldn't continue in super-human fashion. "Even though I was somewhat prepared for the demands and magnitude of starting a new business, I was not fully prepared, especially for the personal costs," said Melodie. "The impossible schedule, irregular meals, and sleep deprivation was taking its toll on me. We had to start saying no," she stated. "We learned a lot already to get this business off the ground. We needed to adjust to be ready now for the next phases. We've had a wonderful opportunity to do something really important and make money too!"So, Melodie and Kim sat down once again to have a heart-to-heart discussion over this issue. They both agreed that things were becoming more difficult and decided to take steps to regain control. After a lengthy discussion, they concluded that training was their greatest strength. Melodie enjoyed conducting the training seminars very much and Kim pointed out that training was also their greatest source of revenue. With this in mind, they went on to examine all other aspects of how they spent their time to see where they could make some changes. "Let's just put the projects that do not emphasize the core competency on the back burner for now," suggested Kim. "I think we also need toconsider our personal and common business values and goals, and make sure that we shape this business now to satisfy both of us.""OK" thought Melodie. She started her part of the discussion by giving her interpretation of Pro-Net's stage of development. She said, " I see us as adolescent flipping back to infancy on one day, and on another day flipping forward into maturity. For example, one day we are dealing with high-end clients and the next day we are back to stealing toilet paper from the building. This business is still quite unpredictable and I think that we need to move to a more deliberate plan for our next steps." Kim agreed and added, "then let's start with what is most important for success personally and professionally to get things rolling." They had already decided that training was their chief competency and they wanted to keep their business small. So, they asked each other about personal life-long goals. They both listed their goals and values and then compared the lists. Both Melodie and Kim wanted to travel, to work smarter not harder, and to continue to learn. They also wanted to cease over-extending themselves and focus their future efforts around their critical competencies in the future.The first new project selected to pursue their new alignment of personal and organizational values and goals was the "Team Canada" project with Industry Canada. This project was to build a pilot training program to teach potential exporters in Atlantic Canada how to network effectively with those in target countries. This opportunity would move Melodie and Kim forward into the global marketplace and provide then with a chance to travel. The idea came out of work that Melodie did with the Metropolitan Immigrant Settlement Association. Her experience was one of not only teaching networking skills, but also coaching people on how to work successfully in the Canadian business world. "This is where I think we should focus our energy" stated Melodie. "I agree," said Kim, "Let's move forward." And, so they did.Concluding CommentsThe culture of Pro-Net continues to be one reflective of a creative, innovative, and flexible organization. They provide an electronic networking service that keeps pacewith the business needs of today. These two young women demonstrate a true human interest, a strong business ethic, and a passion for the values they hold. They recognize the importance of health and well-being, and balance between work and personal life. They share a relentless belief in their product, their ability, and that no barrier is insurmountable. Melodie and Kim's goal is to provide something useful, needed, and timely, and hold fast to the desire to help their business colleagues' progress within their chosen careers.Upon reflection, Pro-Net is much more than something that "happened by accident." There is hardly anything accidental about Melodie Stewart and her partner, Kim Doherty. Their experiences in establishing Pro-Net, their partnership, and development along the way, provide an excellent testimonial for students, as well as potential and practicing entrepreneurs. The organization and its leadership embody many important values held by the workforce of the 90's. In fact, Pro-Net has recently won the Royal Bank Service Excellence Award and Melodie Stewart was nominated for the Entrepreneur of the Year award.However, the questions remain. Will their new strategy to keep the business small and focus on their key competency of training allow for continued success? Will their approach have to change with time because of changes in the demand for their product or competition from other providers? Will their reluctance to acknowledge gender-based barriers continue? Will their endeavours to break into a global market bring these issues to the fore? Or is this another part of their impression management product? It is really hard to predict at this point but if we asked such questions of Melodie and Kim, their reply would likely be simple– something like "Absolutely, just watch us!" comes to mind.Issues to be Resolved• What motivational factors are evident in this case?• Is Pro-Net likely to continue fulfilling Kim and Melodie's motivational needs?• How have Melodie and Kim avoided typical gender-based barriers in their business development and dealings? Will this continue to be the case?• How have Melodie and Kim used their values around the importance of building relationships to launch their business, continue to develop relationship building as their key competency, and reinforce it into their operating culture?


Congratulations to Euan who will be playing John Travolta's character 'Tony', in the stage show of 'Saturday Night Fever'.
Congratulations to Bobby who will also star in 'Saturday Night Fever' as a lead vocalist. Playing from 27th March at Sydney Lyric Theatre, tickets available here.
Shooting alongside leads Reece Noi & Yiana Pandelis, Todd has commenced filming in Sydney for the new Ian Watson directed film, Unsound.
Scheduled for release late 2019.
Another beautiful Book from Guy Grossi through Penguin Books – he shares our favorite dishes from his Cellar Bar in Bourke Street Melbourne.
The Cellar Bar, a Melbourne institution since the 1950s, has always been synonymous with Italian dining.
Sarah & Lise from the Hit Networks national 5-6am pre-breakfast show, will be stepping up to fill in for the National Breakfast show from 6-9am each weekday from December 10th to 21st.
School of Rock opened in Melbourne on Friday 6th November, to overwhelming reviews, Nadia will be touring with the show nationally & internationally.
Lise is thrilled to be filling in for Abby Coleman whilst she's on maternity leave for a few weeks, sticking around Hit105 Brisbane after her 5-6am shift with Sarah.
Lorinska & Andrew Merrington expecting baby #2!
We're so excited for our lovely Lorinska & her family who are expecting their second child in Autumn of next year.
We're thrilled to announce that Sarah & Lise from Those Two Girls, Austero's HIT Network's #1 National Early Breakfast 5-6am show, will be filling in for breakfast over Nationally over December.
Tobi and his wife Georgia are so excited to release their newest book, 'Super Natural' featuring 100 easy plant-based recipes, and once again, getting the tick of approval from his mate, Jamie Oliver.


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Wash and cut phutka leaves and add to gram flour. Cut ginger and chilli into small pieces and mix thoroughly with the remaining ingredients. Add salt and water as required. Make into small round balls and fry in mustard oil. Serve hot.


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text:
Q: Entity Framework code first with Access database Is there any way I can connect EF with an Access database using code first
so that my POCO classes can create the tables in the Access database and everything will save on that file?

A: I'm afraid you are out of luck, there is no EF provider for MS access (or i never heard of one exists). You could try with ALinq. It's not a EF provider, but it does provide LINQ support for MS access database. Not free a solution and I never tried it, but maybe it will work for you.

redpajama_set_name: RedPajamaStackExchange


Dr. Jacqueline Honda is the new Associate Dean for Student Equity & Academic Success. She began her position Jan. 3.
Honda comes to Miramar College from the University of Hawaii, West Oahu campus where she served as Associate Vice Chancellor for Academic Affairs. During her tenure at UH, she also served as the Acting Vice Chancellor for Academic Affairs and Accreditation Liaison Officer. Other leadership posts include: Associate Vice President for Retention and Inclusive Student Success; Director of Institutional Research; Planning and Assessment at Humboldt State University; and Director of Institutional Research at Rio Hondo College and Santa Monica College. She also served as an assistant professor of Higher Education Administration at the UH, Manoa.
Her resume includes substantial equity and planning related work which are certain to benefit our students and campus. "We have reorganized the Student Equity component of Student Development and the State, as well as our campus, is discussing integration possibilities for Student Equity, SSSP and Basic Skills," said Gerald Ramsey, vice president of Student Services.
Dr. Honda's educational background is as diverse as her professional work experience. She has an Ed.D from the UC Los Angeles, a Master's in Demographics and Social Analysis from the UC Irvine, a Master's in Asian Pacific Liberal Arts from the University of San Francisco, and a BA in Japanese from the State University of New York, New York.
Her office is located in The PLACe.


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p> I felt it was well value the money when compared to leaving a pc up and operating at dwelling 24/7 and paying the electric invoice on that. If you are running a lot of mods, Mod Name Tooltip is a should-have. If you utilize Minecraft portals quite a bit, then the Immersive Portals mod by Qouteall is definitely going to improve your recreation expertise. After which new issues emerge. It's a fun technique to bring the sport to live with stuff you enjoy. Every time it looks as if some firm tries to absorb the Thing Persons are Doing, or The Factor Individuals are Watching, though, people seem to discover a way of doing other things. The pc Emergency Response Group (CERT) for new Zealand, Deutsche Telekom's CERT, and the Greynoise net monitoring service have all warned that attackers are actively in search of servers susceptible to Log4Shell attacks. If you're searching for skin mods, here a few of the curated and finest Minecraft Skins you must spice up the game. Furthermore, there are some with a constructed-in economic system, and a few comprise built-in minigames. Firms with servers confirmed to be vulnerable to Log4Shell attack to date embrace Apple, Amazon, Cloudflare, Twitter, Steam, Baidu, NetEase?, Tencent and Elastic, though there are possible lots of if not 1000's of different organizations affected.

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Last-modified: 2022-04-08 (金) 08:22:39 (297d)

redpajama_set_name: RedPajamaCommonCrawl


There is no reason to do anything if you aren't going to do it well. Right? This holds true for all areas of business—including its promotion through PR efforts—and high growth is the key.
According to the Public Relations Society of America (PRSA), "Public relations is about influencing, engaging, and building a relationship with key stakeholders across a myriad of platforms in order to shape and frame the public perception of an organization." Yet, the age-old question remains: What are the metrics that show success, growth, and that a strategy is on the right track?
Engagement shows how your target market is interacting with your content and your brand. It can be a like, a share, or a comment, or the audience can become part of the sales pipeline by clicking on a call to action. This metric shows whether or not your effort was merely content or if it hit the bull's-eye. In order to start discussions, create interest, or spark a reader to become a potential customer, the content must be fresh— not a rehashed subject. Or, if it is a common subject, take a new spin. Don't be afraid to have an opinion or go out on a limb. After all, the media is neutral (except for bloggers). Therefore, they can report the news without you, but they need you for an opinion.. That is where you can set yourself apart. The takeaway? The more perspective you can share, the more engagement you will create.
Impressions are simply the potential for eyeballs. Therefore, it is common sense that the higher the circulation, the more likely it is that people are seeing your content. However, heed this warning: Don't just go for numbers. Always stay targeted. If your target market is better served in a trade publication with 50,000 in circulation, that is better than a mainstream pub with 2M in potential readership. The reason is if your strategy is not about your audience, you are missing the mark. If your content is published or you have a mention in an outlet with a potential audience of 30,000, we can presume that each of these can be a potential customer. And, you want a potential customer—not just a reader of your content. However, this metric should not be used as a stand-alone. Just because there is a circulation of 30,000 does not mean that number will actually read your article. This metric should be used in coordination with other PR measurement tools. The takeaway? Go for target audience, not numbers.
Mentions measure how many times a brand is talked about. Every organization wants to be part of a discussion that pertains to its area of expertise. Whether simply mentioned or part of a larger feature, the discussion of a brand can elevate a company and deliver information to an audience that may not have been aware of a product or service before. The key for every PR strategy, in regard to mentions, is this: Don't just monitor those that you have outreach with. You may be talked about more than you think. Brandwatch stated that "96 percent of the people that talk about your brand do not follow you." The takeaway? Explore beyond your following.
Reach is an over-time measurement. This component can show where you came from, or where your competitors came from, and where you are after a campaign or after a certain amount of time. If you want growth, you have to go where your audience is. If your audience is on a certain platform but you are not an expert there, train or hire. The best way to grow is to meet your customers where they are. According to the Pew Research Center, "Facebook usage and engagement is on the rise, while adoption of other platforms holds steady." So, you think your customers only use Twitter? Think again. The research stated, "Of total population, 68 percent of all U.S. adults are Facebook users, while 25 percent use LinkedIn and 21 percent use Twitter." Yet, Brandwatch states that only 20 percent of Fortune 500 companies engage with customers on Facebook, while 83 percent have a presence on Twitter. This is an opportunity waiting to happen. The takeaway? Know your audience and where they interact.
Items are simply a count of what content goes digital. The more you get out there—blogs, bylines, expert comments, videos, etc.—the more likely that you are gaining attention and introducing your brand to an audience that may not have come in contact with it before. If writers and editors don't know about your company, weren't introduced to your thought leaders, or didn't know of your content, you have missed the mark. The takeaway? Outreach, outreach, outreach.
PRSA states, "Almost half of PR professionals and more than 60 percent of marketing executives believe that marketing and PR will continue to become more closely aligned." If this is the case, then marketing can't be the only effort that uses consistent measurement. Though PR efforts are more difficult to align with sales, over time a case for growth—through PR efforts—can be made if goals are directly tied to the metrics that are being analyzed. Understand engagement, impressions, mentions, reach, and items. Understand how to boost each metric and you may be on a path for a high-growth PR campaign.
Doreen Clark is the Director of Public Relations for SmartBug Media. She has over a decade of public relations and communications experience helping both B2B and consumer clients gain media exposure. Read more articles by Doreen Clark.


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Glenn E. Goodman Sr.
Glenn E. Goodman Sr., 77, of Champions Gate, FL, passed away on Monday, August 27, 2018 at his residence, surrounded by his loving family. Glenn was born on March 4, 1941 in Kissimmee, Florida to Robert and Francis (Harvey) Goodman. He was a lifelong resident of Champions Gate and worked as an electrician for the Dundee Citrus Grove.
As a young man, Glenn received the Eagle Scout Medal. He was an avid Florida sports fan with a passion for the Florida Gators and the Miami Dolphins. He loved NASCAR, collecting coins and farming. Glenn never met a stranger and never allowed anyone to feel unwelcomed. He will be greatly missed by all but happy to be reunited with his parents, wife and son.
He was preceded in death by his parents; his wife of 59 years, Edna and son, Glenn E. Goodman Jr. He is survived by his daughter, Vickie and husband, Joel Patrick of Champions Gate, FL; sister, Esther Jones of Kissimmee, FL; grandchildren, Selena, Alesha, Joshua and Tyler.
A visitation will be held on Saturday, September 1, 2018 at 10:00 a.m. followed by a funeral service at 11:00 a.m. all at Oak Ridge Funeral Care in Haines City, FL. Final Resting Place will be at Oak Hill Cemetery in Davenport, Florida.
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40 minutes (audio)
Stephanie: Welcome to the ON Parliament Podcast. I'm Stephanie and I'm here with Erin for a very special episode.
Erin: Hey everyone. Here at ON Parliament, we look at the history and function of Ontario's parliament.
Stephanie: But today, we are doing something a little different. We are so excited to bring you some special guest interviews in honour of International Women's Day, which this year, was on March 8th.
Erin: Over the last several weeks, we got to interview three former Members of Provincial Parliament to talk about their experiences as women in politics.
Stephanie: Trust us, you'll want to stick around for those clips. But first, we want to provide a little bit of context about how the role of women in politics and at Queen's Park has evolved over time.
Erin: The first time we see mention of women and politics is with the suffrage movement, which began in Ontario in the 1870s, but it took until April 12th, 1917, for some women to officially gain the right to vote in Ontario's provincial elections.
Stephanie: Two years after that, legislation allowing women to run for provincial office was passed. Although two women ran as candidates in the 1919 provincial election, neither was elected.
Erin: Ontario would actually have to wait another 24 years to see the first woman elected as a Member of Provincial Parliament.
Stephanie: But it wasn't just one. There were actually two women elected—Agnes Macphail and Ray Luckock were both elected in 1943.
Erin: Although Agnes Macphail and Ray Luckock broke down the barrier for women serving as MPPs, the road ahead wasn't easy.
Stephanie: It's true. After Agnes Macphail lost her seat in 1951, Ontario would wait until 1963 for another woman to be sent to Queen's Park. This time only one was elected, Ada Pritchard. The next time more than one woman would become MPPs in the same year was in 1971, when Margaret Birch and Margaret Scrivener were both elected.
Erin: Fun fact: Margaret Birch also became the first woman named to Cabinet in 1972.
Stephanie: Since the first two women MPPs walked the halls of Queen's Park, they have played increasingly important roles in Ontario's parliamentary system; including such roles as Finance Minister, Deputy Premier, Leader of the Official Opposition, and even Premier.
Erin: Today, women make up 39.5% of all of the elected Members in Ontario's legislature.
Stephanie: Women have certainly come a long way since 1917, from our first two being elected in 1943, to today where we've had over 140 women serve in the legislature.
Erin: We wanted to get the inside scoop about what it means to be a woman in parliament and how we can encourage more women to take the leap into politics. So, we spoke with three former MPPs about their experiences at Ontario's legislature.
Stephanie: We had some great conversations and learned so much from all of our guests and we hope you do too.
Erin: First we spoke with Sharon Murdoch. Sharon Murdoch was the MPP for the riding of Sudbury from 1990 to 1995. During this time, she served as the Parliamentary Assistant to the Minister of Labour and introduced many pieces of legislation, including a private member's bill to make the common loon Ontario's official bird and a private bill granting Nipissing University, its charter. Sharon was also instrumental in helping to pass the Pay Equity Act, which enabled women, the legal right to equal pay for equal work. Prior to her time in the legislature, she worked as a teacher and principal and then obtained her law degree. After her time as an MPP, she was the Executive Director for the Sudbury and Manitoulin Workforce Planning Board, focusing on labour market analysis and community building. Thank you for joining us, Sharon.
Sharon: Thank you for having me.
Stephanie: To start us off, what were some of your personal experiences that prompted you to pursue a career in politics?
Sharon: When I went to business school first and then law school, I took courses that were related to legislation. So, it was really interesting. Of course, I got in and I got bitten by the bug. And then finally, I think after, when I chose not to practise law, but to work as a constituency assistant to two MPPs, I did that before I ran myself.
And the, and that really, if I wasn't, if I wasn't bitten by the bug, by then, I certainly was. I got involved in the riding association and that really got me off. And then I went to Toronto for training on how to run an election. When the Party said, you know, with your background, teaching law business, why aren't you running as a candidate? And I said, well I never thought of it. So, and I hadn't, I mean, I always thought I would be working for, to get somebody else elected. So anyways, so I checked with the riding president and, did it, cause I didn't want to step on any toes shall we say? And yeah, so I, and then I ran and I lost in, that was in 87. I ran and then in 90 I won.
Erin: So, during your time as an MPP, are there any pieces of legislation that you got to work on that you're proud of?
Sharon: So, the Avian Emblem Act was definitely one that I really was proud of. And actually, Matthew Conroy, okay, who in grade six, won the award for choosing the loon as the avian emblem. And in fact, the Minister came up to Sudbury and he took Matthew on a helicopter flight. And he gave him a big, beautiful painting done by an Ontario artist of a loon as his prize. And Matthew, when I was elected was 17 years old. And what had happened was the Liberals prorogued the House and … and Matthew's bill didn't not, did not come up. So, he lost. So that was gone. It was gone off the table. Okay. So, one of the Members for the Conservatives brought forward the Avian Emblem Act again, and there was a big discussion about whether it should be the loon, or whether it should be the blue jay. And … and because, it had already been basically decided that Matthew should get the honours. They tried to bring it forward again and it too, prorogued without passing in the Legislature. So poor Matthew every time had to come up, and he's a Sudbury resident. I talked to him and his mother and father, of course. I said, I promised them, I brought them down to Toronto. We did first reading. We did second reading. Matthew was there. We took a picture in front of the legislative doors because we couldn't get inside taking picture. But anyway, and … and we took it and I promised him over lunch that day that it would get passed. Come hell or high water. My caucus House Leader negotiated with the Liberals and the Conservatives to get certain bills passed as you know, how it goes at the end of the session. And my bill was not on the list. So, I was really ticked off. And I just thought: No, you're not doing this again to this poor kid he's 17 years old and I had brought them down again to be there for when they got third reading and so we could cheer, and get all excited. And so, I went around all my caucus members and I said, we have to, so we pounded on the desks. They must have just loved me, but anyway, so it was passed. Third reading was passed. So yes, that bill in particular.
Erin: Huh, even though I talk about how bills become laws all the time, I always forget how long the process can be sometimes. And how challenging too.
Stephanie: Speaking of challenges. Were there times you experienced challenges in politics specifically because you were a woman? And if you did, how did you overcome them?
Sharon: Like I wore, okay. I was one of the first women in the legislature to wear pantsuits.
Stephanie: Oh!
Sharon: Yes, because women didn't wear pantsuits and I always wore pantsuits, so it'd never entered my head that it was an issue until I wore one. And I remember, one of the Members, I mean, you know, look me from, and I'm only five feet tall. Okay? So, he looked me up and down, you know, just so disdainfully and, and said: "it's really quite refreshing," so sarcastic, "it's really quite refreshing to see, how casual attire is being seen in the Legislature."
Erin: Casual attire. Wow.
Sharon: Yes. So, I, I looked at him and I… I … like I was so stunned. I really, I just looked at him and I thought, you know, boy, it's a sad state of affairs when you think pantsuit. And I said, "well, are you comfortable in your pants? So am I." Yeah, actually that was why I didn't really wear, the pantsuits until we did midnight sittings in the first year. And I thought I am not sitting, for 12 hours, I mean, I am sorry guys, but I'm sitting, you know, with a skirt on like, I was not into skirts that much anyway, but yeah. So, yeah, so that was some of the things. I, a couple of times, thought in, when I went out on the road for workers' compensation, I did get some questions as to how much I knew. But that was easily resolved because, I knew a lot and I have a great memory and I read prodigiously. So, I, and I haven't changed. I'm still that way even though I'm 74 now. So, yeah, that's it. Really, I didn't … no one was blatant about it. Let's put it that way.
Stephanie: It kind of gets us thinking, what do you think are some of the barriers that are preventing more women from getting involved in politics?
Sharon: Yes. All right. I have a few thoughts on that.
Stephanie: Excellent.
Sharon: As surprise, surprise. Well, okay. Family is a big barrier for women. So family, especially, yeah. And more, more that than almost anything else. I mean, cause women are workaholics for the most part. And we were, I mean, you know, you looked at some of our women that we did not know the meaning of not work. I, you know, like. The guys would go out and party in the bar and we would sit there and I'm like, we very seldom most of the women didn't. I mean, in all the years, I was there four and a half years. I went to Eaton's once because my sister needed something that she couldn't get in Sudbury, but it was, it was available at the Eaton's store. I went to one ball game. I'd never been to a Blue Jays' game, so I saw them and they won the pennant that year.
Erin: Oh yeah.
Sharon: And yes, they did. And, and I went to one ballet. So, we know we booked it weeks and weeks in advance because that was the thing, you could, you know, like you, you really, there, you were at so many meetings that you just, when you did get a night off, you really, went home and relaxed in a bathtub. You know what I mean? So, yeah. So, in four and a half years, those were my three outings. Yeah, that's really, I would say there's probably other barriers, but that one is the biggest one. More than more than anything else. It's not lack of knowledge or lack of ability or any of that. Those… It may be your self-confidence levels might need to be … because women tend to question themselves more frequently than men do. I don't know.
Erin: What do you hope to see in regards to women's involvement in politics going forward? And are there any things that you think that we can do to get there?
Sharon: Yes, I do.
Erin: Perfect.
Sharon: Surprise! First of all, I think that we should be starting civics classes every year as required from grade 7 to 12. It just, they need to have more of an understanding of how politics is important and, or sorry, how civics is important and how it affects their daily lives. Kids need to know that, like, I don't think they realize, well, no, I don't think that, they don't realize that and adults too, you know, but if we start early enough, we can get them so that when they're adults, which may be long-term thinking, but that's another thing women do really well, that they will know what politics means and why their vote is important. So that's number one. I think too, that women should get involved in their local riding association, which, uh, whatever politics they're of. Because that's how they're going to become part of the group that, you know, and they can start thinking early, about whether or not they want to run. Good idea to run for local institutions, be in school board or, you know, just regular groups. I think that, you know, if it's health or politics or municipal politics or school boards or whatever, that if you get involved or even if it's your kids, a hockey team, I mean, becoming part of, you know knowing what children's sports are all about, you get, become develop some expertise in a certain area and, and then get known by local media. I firmly believe, I was really good at this, whatever you decide, you're going to be the expert on, or have knowledge, good knowledge or be a go-to person for that you make sure that you send a notice to the media of who you are, what you're doing, make sure that they know you're the go-to person for that. And you get known by the media. So, I think that's really, really important. And, um, Yeah.
Stephanie: Wow. What an interesting life and an interesting time as an MPP. We loved chatting with Sharon, but we also had a chance to speak with Janet Ecker. Janet Ecker was the MPP for the riding of Pickering-Ajax-Uxbridge from 1995 to 2003. During this time, she served in many Cabinet roles, including Minister of Finance, Minister of Education, Minister of Community and Social Services, as well as Government House Leader. As Minister of Finance, she was the first woman to present a Budget in Ontario's Legislature. Before entering politics, Janet was the Director of Policy for the College of Physicians and Surgeons of Ontario. After her time as an MPP, she served as President and CEO of the Toronto Financial Services Alliance. She is also one of the founders of Equal Voice, a national, multi-partisan organization working to elect more women. She was made a Member of the Order of Canada in 2016. Thank you so much for joining us, Janet.
Janet: Very pleased to be here.
Stephanie: We are really excited to be doing this special episode in honour of International Women's Day. And we've been really enjoying our time doing these interviews and we want to dive right in. So, what were some of your personal experiences that really prompted you to pursue a career in politics?
Janet: Well, I actually started off my career as a journalist, for a very, very, very brief time. Then I had an opportunity to come and work for the Ontario government, and it seemed to be a kind of an exciting thing to do. So, I really, really enjoyed it. Left government, had done a number of different jobs. And, but was always not too far away from politics. I found I enjoyed it. I, you know, volunteered, worked for a lot of candidates and in my riding or around, and really liked it. So, I never thought I would run. Absolutely never thought I would run. And apparently, I'm the only person who knew that I wasn't going to run. Everybody else was sure I was going to run. And after six months when the riding came to me actually, for the 1990 Election, they approached me and said what I want to be a candidate. And it was not a good time, personally, for me. I had, was relatively new, in, in a particular job, my husband and I had bought a house. We had a big mortgage and all of that. So, um, but I knew they'd come back. Probably. And you know, and they did in '95. So, after six months, of arguing with myself about whether I should, or I shouldn't my husband and I were sitting at our little local, little local pub one Sunday afternoon. And I looked up at him and said, very brightly, you know, "dear, I'm going to run, I'm going to do it." And he sort of looked at me and said, "of course, you are dear." But I'm very glad I made the decision. I also too, was in a position, as a woman, where I could run, many women who maybe want to either don't get the chance or not able to because of personal circumstances. So, I felt that I should, I should do it. But also, too finally, I think a lot of it was just, I wanted to see if I could. To see if I could do it. I mean, having been involved, having given advice to politicians over the years, et cetera, there was a part of me that just wanted to see if I was as, you know, terrific, as I thought I was. As I say, the rest is history.
Stephanie: You spoke about how you spent so much time, in Government, not as an Elected Official, but on the back end. Was it a culture shock to kind of go from being behind the scenes, to then in front of the scenes especially as a Minister in multiple Ministries?
Janet: Yes and no. The good news is that I knew what I didn't know, which is always helpful. No matter what job you go into, you gotta know what you don't know. So, I was a familiar with a lot of it, but it is still very different when you're, if I can put it this way, the focal point, you're the elected official and just as an anecdote. In the campaign, so I, I had, uh, you know, was a candidate and the Party was doing one of those big events with the … the turned out to be the Premier, the Party Leader at the time where, you know, you bring in all the candidates, you know, just to show what a great team you have. And of course, having worked for many politicians, before, you know, when you walked in the room and of course there's all these cameras and everything. So, I immediately started ducking out of camera range, right. Because, Hey, I'm a staffer, you know, you're not supposed to go. And I can remember one of the events guys, the organization guys on the … the event, so laughing and grabbing me by the arm and pulling me into the mainstream, say, Hey, Ecker you can't get out of it now. So, it is a different, a different role, a different perspective. And I think that's one of the things that's really important, not only in politics, but in any new job you take. And as somebody had said to me, luckily, very many years ago, he said, you know, Janet, he said, everything you did before today, got you this job. But after today, it's day one. So, you know, you can't rest on your laurels. It's a new day you need new skills a new way, potentially that you've got to learn. You've got to know what you don't know. So luckily, I knew I needed to adjust and for me it was very good that I didn't get into Cabinet the first year. I mean, while on the one hand, I know I was on the sort of the list as a potential. Um, and while for about 30 seconds, I got phone call from him friend who said, Hey, you know that you're, you're not going to be in Cabinet this time, you know, there's a momentary disappointment, but a little voice in the back of my head said, you know, this is good because I spent that first year, just trying to learn how to be an MPP, a politician, how to establish myself with, you know, my riding, because you need to build the team and your riding. I mean, luckily, I had some great people out here in, in this area. But it, it takes time and you need to learn it. And so, I had that opportunity for that first year to learn how to be an elected official, which was a good grounding. So then when you ended up being an actual Cabinet Minister, hopefully you won't put your foot in your mouth as often as can happen with a rookie Cabinet Minister.
Erin: And I know one of the parts of the bio was about how you were the first woman to introduce the Budget. That must have been a pretty momentous occasion, I would assume just as like on a personal level.
Janet: Yeah, it was actually, and it was funny because we hadn't really thought about it. At the time. I mean, it was just, it was just going to be my first Budget. I had the privilege of, of delivering two Budgets to the Legislature. But, um, and you know, we got into it and something, I don't know, I can't remember who actually sort of figured it out, but, and I had actually, the previous, the first woman to be in the spot, it was in those days, it was Treasurer, was Dr. Bette Stephenson. So, she was actually appointed, but it was a minority government. They only lasted about two or three months. So, she never got to actually do the whole financial cycle. So yeah, so it turned out I was the first woman to actually deliver a Budget in the Legislature. I was also the second Finance Minister from the town I grew up in Exeter, Ontario. Which, uh, so there's not very many small towns in Ontario that can boast two Finance Ministers. And, what I did was I actually quoted, it was Charles McNaughton. So, I actually quoted from Charlie's first Budget that he had delivered in my Budget, when I, then I invited his family to come sit in the gallery as my guest. And so it was, it was kind of a special moment kind of fun. And so, you kind of enjoyed it a little bit.
Erin: You speak so fondly of your time at Queen's Park. So, thinking of other women who may be considering making the leap into politics, what advice would you give them?
Janet: First of all, I'd tell them to do it. But secondly, I'd say think like think through your life plan. I mean, you know, sometimes when people are, you know, 22 and again, we've had some very successful politicians who ended up winning a riding in their early twenties, and you know, and, and did very well. But I think if you, you know, so. We have an opportunity. I mean, you take it, you run with it. But I think if you're thinking about running, I think you need to sort of set yourself up a little bit. And, and think about the career experience you might want to have the skill sets you might want to develop the things you might want to learn. Before, cause you, and again, life experience is helpful in politics. Again, as I said, people have different experiences, different perspectives, but having experience having, you know, done things in your life, and again, it doesn't all have to be, I mean, it used to be, it was mostly lawyers, you know, who ran for office and whatever. Um, you know, you don't have to, it doesn't have to be a cookie cutter. But having a career experience of some kind or a work some resume that you did, some things, before you step into the political arena is a good thing because when you leave politics, unfortunately, there's a lot of individuals out there, employers who don't necessarily appreciate what good experience with elected experience can mean, you know, what is the skill set? They don't necessarily recognize it. So sometimes when you're, and when you're sort of moving back into civilian life, as it were, you need to fall back on some of that previous work experience. So, think through plan it a little bit, and why and why you want to run because the funny thing about it, I more candidates for office candidates to run for leader of a party frequently struggle with being able to articulate why. They like, they want to do it and they're well motivated to do it. But when you ask them that question, okay, so what do you want to run for? You know, or what are the two or three things you're going to do? It's sometimes a challenge for people to answer that question. So yeah. Why do you want to do it? I was very lucky to have actually ended up in Government, in Cabinet, in portfolios where I could actually make a difference and, and like to think I did make a difference. So yeah, it's a great chapter in life and I highly recommend it to, to others of whatever gender or political persuasion they may be.
Erin: Well, what do you hope to see in regards to more women's involvement in politics in the future? Are you sort of hopeful for that?
Janet: Yeah, I, I want to, I want it, I want us to get to the stage where we stop talking about getting, I mean, when I first started working late seventies, early eighties or whatever, it was all about power dressing for women. And how could we go up the corporate ladder? And it was like, you know, and I'm sitting here in 2021, and I'm thinking, when are we going to stop talking about it? When is it just going to be there and done? And in many ways, we are making great progress. I think we can, we, you know, we, we, shouldn't not, you know, we shouldn't ignore that.
Stephanie: Do you think that we'll get to that point where we'll get to a point where we, we don't talk about getting more women involved in politics anymore?
Janet: I hope so. I mean, that'll be that to me, that'll be the definition of success.
Stephanie: Who would've thought that we would get to speak to the first woman Finance Minister to deliver a Budget in Ontario. That is a pretty cool accomplishment to have. Our final interview was with Mary Anne Chambers. Mary Anne Chambers was the MPP for the riding of Scarborough East from 2003 to 2007. She also served as the Minister of Training, Colleges and Universities and Minister of Children and Youth Services, while at Queen's Park. Her other notable roles include Senior Vice-President at Scotiabank, Chair of the Board of the United Way of Canada, Vice Chair of the Governing Council of the University of Toronto, President of the Canadian Club of Toronto, Governor of the Air Cadet League of Canada, to name just a few. She is currently a Governor for Canada's International Development Research Centre, a Senior Fellow at York University's Glendon School of Public and International Affairs and a Member of the External Advisory Board for the University of Guelph's Institute of Development Studies. She has been awarded many prestigious honours, including being named to the Order of Ontario in 2015 and is a recipient of the Governor General of Canada's Meritorious Service Medal. Thank you so much for joining us, Mary Anne.
Mary Anne: Thank you Stephanie, for having me.
Erin: In the bio, we mentioned that you were Minister of Training, Colleges and Universities and Children and Youth Services. Did you have any say in choosing those portfolios?
Mary Anne: Erin, well, that's such a wonderful question. I'll tell you why I think that's such a wonderful question because you know, there have been, more so at the Federal level, incidents that suggest that individuals should be able to choose the portfolios that they have. Well, that would be a little chaotic as far as I'm concerned.
Erin: Maybe.
Mary Anne: So, the answer is no.
Erin: Okay.
Mary Anne: I think I got Training, Colleges and Universities, because of my, my volunteer experience prior to going into Government, you know, with the University of Toronto specifically. I loved the portfolio. I was thrilled when I, when I was, appointed to Cabinet and given that portfolio. It felt like it was made for me. So, when a year and a half later I was called in by the Premier and told that I was being moved to Children and Youth Services, I was devastated. But I smiled. And when I went home and told my husband what the portfolio involved, he said, the Premier knows you better than you think he does. And it took me no time whatsoever to fall in love with Children and Youth Services. So, my, my, you know, my two portfolios were really made for me. And as much as I really didn't like the political side of holding political office, I loved my portfolios and I, and I really still miss the public policy.
Stephanie: So, were there times when you may have experienced challenges in your role as an MPP or as a Minister specifically because you were a woman?
Mary Anne: I can't think of any challenges that I experienced as an MPP that I would attribute to my gender but maybe that has something to do with the fact that, I came from an industry where I had become very, very successful. But in, in, in looking at the context of that industry, 75% of employees in, in banking were female yet when I was a Vice President and subsequently a Senior Vice President, I could count on my 10 fingers, the number of women I knew and, you know, in those positions. I, you know, growing up in that industry, if you like, I had had many experiences where I'd be the only woman in the meeting or when the chair of the, the, the meeting would come in and say, "good morning, gentlemen." And I would say, "Hi!" Or to start with, "how was your weekend, gentlemen?" And I would say "I had a good weekend too," you know, so, you know, between that and all of the other things that could possibly have defined me as different, maybe, maybe I just was a lot more resilient in that regard.
Erin: In your experience, what do you think are some of the benefits of having more women involved in politics or in the political process in general?
Mary Anne: My time in political office taught me the importance of consultation. I've learned that the process can be at least as important as the outcome. It also became very obvious to me that to secure the buy-in, of as many people as possible for decisions that would affect their lives, was critical to the success of any policy. And in fact, was good politics. I really didn't learn the importance of process versus outcome in the world of business. Although, even in the world of business, I knew intuitively that women's opinions just like men's should be valued. Women are stakeholders. As consumers, we have opinions and preferences. We are caregivers and educators. We run households. We juggle family priorities. We make budgets work. Women are well-educated. We hold professional roles. We are decision makers. In the world of politics, women vote. So why shouldn't we also participate in the legislative process and in public policy making?
Stephanie: When you spoke about your time in the Ministry of Children and Youth Services, do you think that having a man in that portfolio or you being a woman in that portfolio changed how you looked at the policy in any way?
Mary Anne: So, do you know, I think maybe you have hit the nail on the head, that in, in a way that, that I would say not, not just the existence of a sensitivity, but a willingness to recognize that it's okay to care about some things. It's I'll give you an example of that. One evening, I had dinner with at an organization and it was with young people who are transitioning out of the child protection system. I went there, they had prepared dinner and we sat there and just chatted. I was scheduled to meet with a group of foster home operators a couple of days later. So, I said to these young people, what do you want me to say to them? And they said, well, we want you to ask them to treat us the same way they treat their biological children. I want you to ask them not to expect us to ask for permission if we want something from the refrigerator. I want to ask them not to impose curfews on us that they wouldn't impose on their biological children. And they went on with a number of these, each one just, you know, broke my heart a little bit more. And then one young woman said, but don't forget to thank them for being there for us. And she said, you know, I don't know what I would have done without my foster parents. And yet I still look forward to meeting my biological mother. And my own mother had passed away just weeks before that. That was a breakdown point for me. I cried. And they were, so these young men and young women who had been through so much that I had never, ever, ever experienced in my life. Came and hugged me and sympathized and wanted me to tell them about my mother. I… I… I might be wrong, but I can't imagine a man breaking down and crying even if that was how he felt inside. I guess in that way, there might be some differences in our expectations of different genders and not necessarily how they feel, but how they're expected to portray themselves.
Erin: Looking forward, what do you hope to see regarding women's involvement in politics?
Mary Anne: Well, I certainly, I certainly hope to see more women being involved in politics. I think we will get there by proactively identifying and encouraging and supporting women who we believe would serve the public good. Serving the public good is how political philosophers define politics. And, and I am also well aware of the importance of advocacy. I learned a lot from people who were involved in politics, but did not hold political office. A lot of those people are women. These are people who helped me to understand the issues they needed Government to care about. I admired and felt privileged to be able to learn from them. And perhaps that is also a source of potential source of people who could serve in political office. When the time in their, in their particular life cycle makes it work for them.
Stephanie: Those were really fun interviews. I'm so glad we got the opportunity to speak with these amazing women. They had such good stories and some fantastic advice.
Erin: We want to sincerely thank Sharon, Janet and Mary Anne for participating in this special podcast episode. It was great to hear directly from women who have experienced parliament firsthand.
Stephanie: Though, I did kind of miss our fun facts.
Erin: I mean, we did manage to squeeze in one, but we'll definitely make up for it next episode, with lots more fun facts.
Stephanie: Absolutely. Join us next time, as we explore the architectural history of Queen's Park from construction to the present day, the legislative building is a fascinating subject for an in-depth architectural exploration.
Erin: I can't wait!
Stephanie: Thanks everyone for listening to ON Parliament where we spread the word on parliament.
Erin: Got to go. I think I hear the bells.
Stephanie: The ON Parliament podcast is produced by Parliamentary Protocol and Public Relations for the Legislative Assembly of Ontario.
Erin: Social media by Parliamentary Protocol and Public Relations for the Legislative Assembly of Ontario.
Stephanie: Additional research provided by the Table Research Office for the Legislative Assembly of Ontario.
Erin: Thanks for listening. If you enjoyed today's episode, please support the podcast by sharing it with others and subscribing.
Stephanie: For more fun facts about Ontario's parliament, follow us on Twitter (external link) and Instagram (external link): @onparleducation. Et en français sur Twitter (external link): @parloneducation.
Erin: Thanks again, and see you next time.


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text:
Mattress Firm to open in front of east-side Academy Sports
The first new tenant for a strip center being built in front of the Academy Sports near K-96 and Greenwich is a familiar one: Mattress Firm.
It will be joining two other Mattress Firms that will open before the end of the year, including one in Derby and one that's opening in the former Pizza Hut space at Kellogg and Greenwich.
They're all joining 10 other Mattress Firms that are already in the Wichita area. One also opened in Hutchinson this summer.
"We're going to continue to aggressively look at real estate," says Matt Lokay, district manager for the Houston-based company.
"We find that the more stores we put in, the better footprint we have in the community," he says.
"I would say we're like a Walgreens or a Starbucks," Lokay says. "Convenience is just so key."
He says people don't like to shop for mattresses, so it's important to make it easy for them.
"It's ranked right above buying tires," Lokay says.
He says almost half our lives are spent in bed, so mattresses are important purchases.
"It's one of those things we have to do, right?"
Last year, the Wichita Mattress Firms converted from franchise stores to corporate-owned ones.
"One big benefit of us being under the corporate model now, we're really encouraged to give back to the community," Lokay says.
For instance, each store is a drop point for the Kansas Food Bank.
"We are looking for other groups that we can help," Lokay says. "I would really encourage them to reach out to us."
The community support will come amid opening another nine or 10 stores in the next 12 to 24 months.
"We're going to kind of work our way out of the city, if that makes sense," Lokay says of growing to outlying areas.
The Derby store will open around Nov. 29. The Kellogg and Greenwich store will open Nov. 6.
And the Mattress Firm by Academy Sports will open Nov. 27.
Christi Royse of J.P. Weigand & Sons represented the landlord in the deal for that space.
She says Mattress Firm will take 4,000 square feet on the west end of the 13,500-square-foot center, which will be perpendicular to Greenwich. That means the store will have Greenwich frontage.
Another 10,000-square-foot building will be on the north side of Academy Sports, and a 28,000-square-foot building will be on its south side.
Royse, who is working on deals for those spaces as well, says the buildings could be divided, but single junior box tenants are preferred.
Reach Carrie Rengers at 316-268-6340 or crengers@wichitaeagle.com. Follow her on Twitter:@CarrieRengers.
Olive Tree Catering to return to Olive Tree Bistro banquet space
Fringe Salon to expand at new Waterfront space


text:
Петко Николов Шаханов е български възрожденски учител, физик.

Биография
Роден е на 8 октомври 1858 година в тракийския български град Ески Заара, тогава в Османската империя. Завършва Физико-математическия факултет в Петербургския университет. Преподава в Старозагорската девическа гимназия, в мъжките и девически гимназии в Пловдив, Русе и във Втора Софийска мъжка гимназия. В 1887/1888 учебна година преподава в Солунската българска мъжка гимназия.

Шаханов въвежда нов дух в образованието по физика, като урежда и оборудва образцови кабинети. През 1909 година е сред основателите на Висшето педагогическо училище в Пловдив и негов пръв директор.

Умира на 21 април 1921 година в Пловдив.

Негова дъщеря е художничката Олга Шаханова-Шишкова.

Бележки

Родени в Стара Загора
Български просветни дейци
Български учители
Учители в Солунската българска мъжка гимназия
Починали в Пловдив
Възпитаници на Санктпетербургския университет

redpajama_set_name: RedPajamaWikipedia


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Home Lifestyle Health & Fitness How tests fail to detect 'hidden hearing loss'
How tests fail to detect 'hidden hearing loss'
Common hearing tests may not detect subtle kinds of hearing loss, particularly those that make hearing in noisy rooms or loud crowds difficult.
This type of "hidden hearing loss" paradoxically presents itself as essentially normal hearing in the clinic, where audiograms—the gold-standard for measuring hearing thresholds—typically take place in a quiet room.
The reason some forms of hearing loss may go unrecognized in the clinic is that hearing involves a complex partnership between the ear and the brain. It turns out that the central auditory system can compensate for significant damage to the inner ear by turning up its volume control, partially overcoming the deficiency, explains Richard Salvi, professor of communicative disorders and sciences at the University at Buffalo, director of the Center for Hearing and Deafness, and the study's lead author.
"You can have tremendous damage to inner hair cells in the ear that transmit information to the brain and still have a normal audiogram," says Salvi. "But people with this type of damage have difficulty hearing in certain situations, like hearing speech in a noisy room. Their thresholds appear normal. So they're sent home."
To understand why a hearing test isn't identifying a hearing problem it's necessary to follow the auditory pathway as sound-evoked neural signals travel from the ear to the brain.
About 95 percent of sound input to the brain comes from the ear's inner hair cells.
"These inner hair cells are like spark plugs in an eight-cylinder engine," says Salvi. "A car won't run well if you remove half of those spark plugs, but people can still present with normal hearing thresholds if they've lost half or even three-quarters of their inner hair cells."
Ear damage reduces the signal that goes to the brain. That results in trouble hearing, but that's not what's happening here, because the brain "has a central gain control, like a radio, the listener can turn up the volume control to better hear a distant station," Salvi says.
Sound is converted to neural activity by the inner hair cells in the auditory part of the ear, called the cochlea.
Sound-evoked neural activity then travels from the cochlea to the auditory nerve and into the central auditory pathway of the brain. Halfway up the auditory pathway the information is relayed into a structure known as the inferior colliculus, before finally arriving at the auditory cortex in the brain, where interpretation of things like speech take place.
For people with inner hair cell loss, sound is less faithfully converted to neural activity in the cochlea. However, this weakened sound-evoked activity is progressively amplified as it travels along the central auditory pathway to the inferior colliculus and onward. By the time it reaches the auditory cortex, things are hyperactive because the brain has recognized a problem.
"Once the signal gets high enough to activate a few neurons it's like your brain has a hearing aid that turns up the volume," says Salvi.
It's not clear how many people might have this type of hearing loss, but Salvi says it is a common complaint to have difficulty hearing in noisy environments as people get older. The perceptual consequences include apparently normal hearing for tests administered in quiet settings, but adding background noise often results in deficits in detecting and recognizing sounds.
"That's why the way we're measuring hearing in the clinic may not be adequate for subtle forms of hearing loss," says one of the study's coauthors, Benjamin Auerbach, a postdoctoral fellow at the Center for Hearing and Deafness.
In addition to informing how hearing tests are conducted, Auerbach suggests that this compensation might be causing or contributing to other auditory perceptual disorders such as tinnitus, often described as a ringing in the ears, or hyperacusis, a condition that causes moderate everyday sounds to be perceived as intolerably loud.
"If you have excessive gain in the central auditory system, it could result in the over-amplification of sound or even make silence sound like noise," says Auerbach.
This text is published here under a Creative Commons License.
Author: Bert Gambini-University at Buffalo
Check here the article's original source with the exact terms of the license to reproduce it in your own website
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September 6, 2018 / 11:11 AM / 10 months ago
UK bids to break Northern Ireland deadlock by cutting deputies' pay
Ian Graham, Costas Pitas
FILE PHOTO: A road sign is seen in front of Parliament Buildings at Stormont in Belfast, Northern Ireland February 12, 2018. REUTERS/Clodagh Kilcoyne/File Photo
BELFAST/LONDON (Reuters) - The British government is to cut the pay of members of Northern Ireland's parliament in its latest attempt to break a political deadlock that has left the region with no government for almost 20 months, the minister for Northern Ireland said on Thursday.
The executive - a central plank of a 1998 peace deal that ended three decades of sectarian violence - has been frozen since Irish nationalists Sinn Fein pulled out in January 2017, saying they were not being treated as equal partners by the pro-British Democratic Unionist Party (DUP).
Repeated attempts to break the deadlock have failed, but Northern Ireland minister Karen Bradley on Thursday told the British parliament that she would make a fresh push to restart talks in the coming weeks.
"As this impasse continues, public services are suffering. Businesses are suffering. The people of Northern Ireland are suffering," Bradley told parliament. "Local decision-making is urgently needed to address this."
Bradley said Britain would cut the pay of Northern Ireland deputies by 7,000 pounds ($9,050) from November and by a further 6,000 pounds from February if no agreement is reached.
At the same time legislation will be introduced to provisions to give "greater clarity and certainty" to the civil service to take decisions in Northern Ireland to ensure the delivery of public services, she said.
The move is the latest step toward re-imposing direct rule of the region, including imposing a budget directly from London. The British government has been reluctant to take direct control for fear of angering Irish nationalists and the Irish government.
Irish Prime Minister Leo Varadkar in July said he planned to try to get the parties together for talks in the autumn.
($1 = 0.7732 pounds)
Reporting by Ian Graham; editing by Stephen Addison and Alison Williams


In 2004, the Board of Trustees established "Stack the Racks" as an alternative way to honor the Lucy Robbins Welles Library 75 years of service to the community.
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Download the Donation Form (PDF) or pick one up at the library. You may also elect to have your donation made in honor or memory of a person, organization or place. Your donation is tax deductible and you will receive acknowledgement of your gift.
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At Daisy Infant care program is called Emerging Daisies program. More than just a day care, the Emerging Daisies at our center starts their learning journey with us. We offer a safe, secure, hygienic, rich and warm environment to facilitate the optimum development of infant minds and bodies. Our Emerging Daisies program is designed in a way that the child's five senses will be engaged in order to promote the natural instincts of curiosity and discovery.
Our facilitators set up the room using a variety of textures and colors that fosters sensory stimulation in infants. Toys and equipment provided to the infants promote physical and sensorial development. The facilitators sing simple action rhymes that encourage the infants to follow simple actions.


April 10, 2019, Barbara Lee Fortunato (ne Fitzpatrick) passed on joining her beloved husband of 40+ years Sal B. Fortunato and her father Raymond F. Fitzpatrick, both of whom predeceased. Barbara is survived by her mother Margaret Fitzpatrick and her two beloved children, Sal brought to her: Ann Marie (& John) Onorato and Steven (& Linda) Fortunato. And grandchildren: Antonette, Frankie and Vincent Onorato and Nicholas, Christopher and Dani Fortunato. Barbara is survived by six siblings: Susan Penney, Stephen & Rosanne Fitzpatrick, John T. Fitzpatrick, Sr., JoAnn Fitzpatrick & John Hall, Raymond Fitzpatrick, James & Katherine Fitzpatrick, and thirteen nieces and nephews. Beloved extended family includes: Toni Marie Onorato, Doreen, Deena & Nichole Galante, and the entire Fortunato family including all of Sal's siblings, their children and so many more people who knew and loved her. Barbara was an original hippy, who never lost her love child vibe. She was kind, patient and the most easy going and accepting person you could hope to meet. Barb proudly recalled her Woodstock experience as she was a product of "the movement". Sal kept her anchored in the real world and they were inseparable for over 47 years until his passing in 2017. Originally a Brooklyn Girl, where she worked at Monarch Wine and met Sal. Barb and Sal moved to Scottsdale, Arizona in the 80's and loved it like natives. Barb worked at the Scottsdale Subaru in the 80's as a title clerk. While we mourn the loss of someone so loved, we take comfort knowing she is with her beloved husband and father.


Sound Engineer from Chile, I have worked in event production as an Audio Visual Technician for over 7 years in Chile, Australia, and now in New Zealand.
I like to build sound machines and modular synthesizers. I have done some works with 3D printers and electronics at the Fablab WA in Perth - Australia, where I developed a binaural microphone.
Nowadays I'm trying to incorporate sound, visuals and lighting in to my experiments and make them interact with each other.