Canadian army

Change of command ceremony inaugurates new cadet leadership

“These young women and men are our future Canadian leaders,” said the lieutenant-colonel. Shaun O’Leary

A virtual change of command ceremony took place today at Canadian Forces Base Borden with the province’s new chief of cadets at the helm.

The Regional Cadet Support Unit (RCSU-Center), which is responsible for the cadet program in Ontario, welcomed a new commander on Friday, who will assume regional leadership of one of the best youth development programs in Canada. .

Lt.-Col. Shaun O’Leary, a long-time member of the Canadian Forces, who was recently assigned to an adult training role at the Canadian Army Doctrine and Training Center in Kingston, will bring extensive experience to the position, which focuses on the development of leadership, citizenship and community service skills among young Canadians.

“I sincerely believe in the Canadian Cadet Organization and am honored to play a role in this organization focused on developing the qualities of citizenship and leadership in youth, promoting a healthy lifestyle and stimulating an interest in the maritime, military and air activities of the Canadian Armed Forces, ”said Lieutenant-Colonel. O’Leary. “These young women and men are our future Canadian leaders.

O’Leary succeeds Lieutenant Colonel. Barry Leonard, who is leaving after two years to take up a diplomatic post at the Canadian Embassy in Washington, DC

Leonard has held the position for the past 15 months of the COVID-19 pandemic, a very difficult time that has seen the region’s approximately 280 corps and squadrons, including nearly 17,000 cadets, successfully transitioning from what is traditionally an in-person program towards an almost entirely virtually one-to-one program.

Due to current COVID-19 restrictions, this change of command ceremony went virtually.

As RCSU-Central has nearly 20,000 members (adults and youth / cadets) spread across the vast province of Ontario, the virtual adaptation also allowed more audience members to attend than during the ‘a traditionally in-person event.

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International headquarters

Hydroponics giant Hydrofarm plans new headquarters in Northern California after IPO, 3 acquisitions

Becoming a publicly traded company, temporarily moving its headquarters from Petaluma to the east coast, spending $ 343 million to acquire three more companies, preparing to move back to a larger North Bay hub. It’s been a busy seven months for indoor grow equipment manufacturer and distributor Hydrofarm.

On December 14, nearly 10 million shares of Hydrofarm Holding Group began trading on the Nasdaq Global Select Market under the symbol “HYFM”, raising proceeds of $ 182.3 million, according to the annual report of the March, 31st. The company made a follow-up offer of 5.5 million shares that ended on May 3, bringing in an additional $ 309.8 million.

After peaking at $ 92 in mid-February, the stock price was $ 56.96 at the market close on Friday.

Earlier this year, Hydrofarm moved its corporate headquarters to its distribution center in the Philadelphia area. It is one of nine totaling 900,000 square feet that the 4-year-old company operates in the United States, Canada and Spain. Hydrofarm also has offices in China.

This happened because Hydrofarm was preparing a larger location elsewhere in North Bay, which it had been pursuing for a few years.

Hydrofarm had planned to move its headquarters from Petaluma to the 250,000-square-foot warehouse at Victory Station in South Sonoma, but that deal did not materialize amid the rapid cooling of demand for real estate in the New Zealand. legal cannabis industry, according to real estate sources.

Hydrofarm could not be reached for comment on its plans for North Bay.

As cannabis has emerged as a key driver of demand for environmentally controlled agricultural products, Hydrofarm made its debut in Marin County during the catastrophic drought of 1977-1978, the Business Journal reported in 2010. gardeners.

The product line has expanded to include energy efficient grow lights and germination kits. Then Hydrofarm began manufacturing and distributing indoor gardening equipment for professional growers and hobbyists.

Today, the key markets are producers of cannabis, flowers, fruits, plants, vegetables, grains and herbs. The portfolio now includes 26 exclusive brands developed in-house with around 900 product variants under 24 patents and 60 registered trademarks. The company also owns more than 40 exclusive and preferred brands totaling 900 other storage units.

The company’s brands represent around 60% of sales. The total catalog, which contains products from more than 400 suppliers, includes more than 6,000 references.

“Our revenue mix continues to shift towards exclusive brands as we continue to innovate, improving overall margins,” says the annual report. “In addition, our revenue stream is very consistent as, according to our estimate, we believe that approximately two-thirds of our net sales are generated from the sale of recurring consumables, including growing media, nutrients and supplies. . “

Last year’s net sales were $ 342.2 million, up 45.6% from 2019. The company speculated in its annual report that public health home shelter orders in the event of a coronavirus pandemic have contributed to this increase in sales. The net turnover for the previous year only increased by 11.0% compared to 2018.

First quarter net sales were $ 111.4 million, up 66.5% from the previous year. The company attributed this to a 59.6% increase in the volume of products sold and a 6.9% increase in the price and mix of these products.

As a sign of its commitment to stay in North Bay, Hydrofarm was awarded a lease earlier this year for a new 175,000 square foot distribution warehouse at 2225 Huntington Drive in Fairfield. Meanwhile, Hydrofarm founder Stuart Dvorin was preparing to sell the 110,000 square foot Petaluma main facility at 2249 S. McDowell Blvd. Extension, a $ 17.5 million deal struck on June 7.

“We also intend to move our existing distribution operations in Northern California from the existing Petaluma building to a larger distribution center nearby,” the company wrote in its annual report.

Started in Marin County in 1977 as Applied Hydroponics, Hydrofarm moved its headquarters to Petaluma in 1994, employing 65 people at the time. It gradually expanded to 150,000 square feet there with a workforce of over 150 employees in 2010, and then to 195,000 square feet in the city in 2017. The company employed 327 full-time across all sites in at the end of February, he reported.

In 2017, Hydrofarm made a big expansion in Canada with the acquisition of the wholesale of Eddi and Greenstar Plant Products. The deal helped Hydrofarm become one of the leading suppliers of hydroponics equipment in Canada, the company said.

This year, Hydrofarm acquired three other companies. Los Angeles-area high-end nutrient maker Heavy 16 was bought for $ 78.1 million, and Humboldt County’s House & Garden brand portfolio for $ 125 million. A $ 161 million deal was announced this month for Aurora International Inc. and Gotham Properties LLC, manufacturers and suppliers of organic hydroponic products based in Oregon.

“We see mergers and acquisitions as an important driver of potential growth, as the hydroponics industry is fragmented and ready to be consolidated,” Hydrofarm wrote in its annual report.

Hydrofarm has also fertilized its C suite with insight over the past two years. In early 2019, Bill Toler arrived as CEO, bringing with him over 3 decades of senior executive experience at large consumer packaged goods companies, most recently including seven years as CEO and Chairman of Hostess. Brands. B. John Lindeman arrived as CFO in March 2020 with 25 years of experience in agriculture and finance.

Jeff Quackenbush covers wine, construction and real estate. Prior to Business Journal, he wrote for Bay City News Service in San Francisco. He graduated from Walla Walla University. Contact him at [email protected] or 707-521-4256.

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Canadian army

Sajjan’s office drops army reservist suspended by Vancouver police for inappropriate relationship

Defense Minister Harjit Sajjan has separated from an Army reservist who was suspended from the Vancouver Police Department for having an inappropriate relationship with a subordinate.

Major Greg McCullough has been hired at Brigade Headquarters in British Columbia as a Special Ministerial Liaison. He was laid off Thursday and returned to his unit for a new assignment.

“As of June 24, 2021, Major McCullough is no longer employed as military assistant to the Minister of National Defense,” Dan Le Bouthillier, head of media relations at the Department of National Defense, said in a brief statement to media.

“He is currently employed by the Army Reserve in Vancouver for other duties.

A spokesperson for the minister told The Canadian Press earlier this week that neither Sajjan nor his staff were aware of the complaint against McCullough or the disciplinary action taken against him while he was a sergeant in the Vancouver Police Department. .

McCullough was hired in the minister’s office in July 2020.

Sajjan and McCullough share a story. Prior to entering politics, Sajjan commanded the Army Reserve Unit in which McCullough served – the British Columbia Regiment (Duke of Connaught’s Own). They were also both members of the Vancouver Police Department.

Asked about the relationship between the two, Sajjan spokesman Daniel Minden said, “The minister did not work with Major McCullough of the Vancouver Police Department. They had met while they were away. reservists in the British Columbia Regiment “.

Until Thursday, Sajjan had six military assistants, all of whom worked closely with the minister’s office to provide a wide variety of support.

Conservatives say they are not giving up

McCullough had been tasked as a liaison officer and flagman to help establish secure communications whenever the minister was in the area.

Opposition Tories – who first asked questions about McCullough on Wednesday, the last day of the House of Commons spring session – have vowed not to let go, despite the sacking.

“Once again, Minister Sajjan is showing Canadians that he only acts when he is caught doing the wrong thing,” said Conservative defense critic James Bezan.

“Not only has Minister Sajjan turned a blind eye to the allegations of sexual misconduct against General Vance, but he has also done so in his own office. There are still a number of questions regarding the hiring of Major McCullough. “

According to the Department of Defense, McCullough was one of two candidates who applied for the liaison post and was considered the most qualified.

Fifteen-day suspension

It has been widely reported in Vancouver in recent years that McCullough was given a 15-day suspension from the police department after an external investigation found he had not disclosed a relationship with the policeman. Nicole Chan.

British Columbia’s Office of the Police Complaints Commissioner did not name McCullough in its 2018-2019 annual report, but requested a five-day suspension for a police officer who was involved in a personal relationship and intimate with a policeman. who was under his direct supervision and that the relationship was not disclosed to his supervisor.

The OPCC report also noted that the same policeman had formed a relationship with another policeman knowing that this policeman was in a vulnerable state; the watchdog recommended a 10-day suspension, to be served simultaneously.

The commissioner noted that the police officer had cooperated with the investigation and had sought professional help.

According to local media, McCullough retired from the police force in 2018.

Chan also had a relationship with another senior officer who was later fired from the Vancouver Police Department. She committed suicide in January 2019.

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History organization

Town of Lacey chooses new police chief

Proposed by Town of Lacey

Lacey City Manager Scott Spence announced today that Robert “Bob” Almada has accepted the city’s offer to become Lacey’s next Chief of Police. The announcement follows a nationwide search and comprehensive selection process carried out with Public Sector Search & Consulting. Almada will be the eighth chef in the department’s 54-year history and will be a key member of the management team. Almada will report directly to Mr. Spence.

“Over the past year, Bob has easily and successfully overcome a number of challenges while serving as Interim Chief of Police for Lacey,” said Spence. “Additionally, during his career in law enforcement, he has held various positions and gained a diverse knowledge base and skills that will benefit this organization and the community. I am extremely confident that he will be an effective police chief, a member of the community and an integral part of the city. “

Almada will assume the role of Police Chief of Lacey effective July 1, 2021. Almada has served as Acting Chief of Police since Chief Semko retired in April 2020. Almada was originally hired in October 2019 to serve as Chief of Lacey’s Deputy Police. Prior to Lacey, Almada spent 28 years with the Santa Monica Police Department (SMPD). He started in 1991 as a patrol officer and reached the rank of captain in 2017. While in SMPD, Almada oversaw special operations as well as general police operations, and was responsible for the planning, community affairs and emergency services unit.

Almada holds a Bachelor of Science in Business Administration from California State University, Long Beach and a Masters of Public Administration in Public Sector Management from California State University, Northridge. Additionally, Almada was a member of the inaugural class of the Executive Leadership Institute (ELI) presented by the California Police Chiefs Association and has a Graduate Certificate in Leadership from the Drucker School of Management at the University of Claremont.

“I am truly touched and excited to be a part of the future of the Lacey Police Department and the Lacey community,” Almada said. “I look forward to continuing to serve in this new capacity. “

Police Chief Lacey oversees a department of 77 employees, including 61 commissioned officers. In addition, this position is responsible for an annual budget of approximately $ 13,600,000. The Chief of Police is responsible for public safety services and active crime prevention programs for the benefit of residents and businesses of Lacey.

Spence expressed his sincere gratitude to community members who participated in the Police Chiefs selection process by providing questions to the Chief Police Finalists Community Forum and to community members who served on the Community Interview Panel. . “I am grateful that, even with the ongoing pandemic, we were able to actively involve the community in this process,” said Spence.

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International headquarters

USA Luge presents new starting facility on Olympic Day | News, Sports, Jobs

USA Luge’s head office is located on Church Street in Lake Placid. (Corporate photos – Andy Flynn)

LAKE PLACID – Officials from America’s Luge and the International Luge Federation (FIL) made two important announcements Thursday as part of the state’s Olympic Regional Development Authority’s one-day tour of the facilities locations where athletes train for the Olympics.

In order to celebrate Olympic Day, which was Wednesday, stops were also made at the American Olympic and Paralympic Center and the Mount Van Hoevenberg Olympic Sports Complex, where VIPs and media met with athletes, coaches and managers in the sports of luge, bobsleigh, skeleton, biathlon and Nordic skiing.

Showcasing the newly renovated USA Luge headquarters on Church Street, Claire DelNegro, FIL vice president of artificial sports track, announced that Lake Placid will host a World Cup on December 4-5. It will be the first time in two years that the combined track of Mount Van Hoevenberg has hosted a World Cup; Luge and bobsleigh / skeleton competitions were canceled last winter due to the coronavirus pandemic.

“We are happy to see all the improvements happening here” said DelNegro, who competed in luge for Great Britain at the 1984 Winter Olympics in Sarajevo, Yugoslavia. “I would like to invite you all to come and see the toboggan in person on the track. It’s a very exciting sport, and I think you will all become big, big fans.

It was also announced that luge athletes will use Plattsburgh International Airport this winter for the first time. After competing in the World Cup in Whistler, Canada, the entire circuit will travel to Plattsburgh ahead of the Lake Placid World Cup and depart from the same airport as they will head to Europe for the next leg of the tour.

USA Luge Director of Marketing and Sponsorship Gordy Sheer speaks with a host of personalities and media during their Olympic Day visit to USA Luge’s headquarters in Lake Placid on Thursday. (Corporate photos – Andy Flynn)

Thursday’s visit to USA Luge headquarters comes more than a year after an open house was canceled to unveil improvements due to the pandemic. Although it was not an open house, personalities and the media were invited to visit officials such as Jim Leahy, CEO of USA Luge, Gordy Sheer, Director of Marketing and Sponsorship and Mark Grimmette, director of sports programs.

The state’s $ 5 million upgrade reshaped the corporate headquarters. The original 8,400 square foot building was constructed in 1991 and the renovated 15,000 square foot building was completed in 2020. It now includes more office space, a fabrication shop to build sleds inside (instead of under a tent outside the old building), equipment rooms and a state-of-the-art refrigerated start-up facility.

“There is nothing like this installation in the world, and we are extremely proud” said Léahy. “It’s not just for our current athletes, but it’s for athletes for generations to come. Here we have a world class facility with world class work rooms, world class training at the Olympic Training Center. We have added a weight room. So we have all the resources here to ensure the success of our athletes.

The new starting track features two 230-foot ice ramps with four different angles, two down and two up. It is longer than the previous single start ramp, which only allowed athletes to remove the handles and paddle on the ice; that left no room for them to settle into the sled, which is an important part of training. The new ramps are long enough for athletes to get into their sleds. When they finish at the first ramp, they simply head to the second for another descent onto the ice.

Two-time Olympian Summer Britcher said she didn’t realize what she was missing until the new facility opened.

The new departure facility at USA Luge headquarters in Lake Placid has two ramps. (Corporate photos – Andy Flynn)

“This new facility is phenomenal. We are very grateful ”, Britcher said. “The longer ramps we have allow us to get the most out of our paddle training, and the ability to get into the sled is huge. For me personally, I have a very powerful pulling part at the start, but I was a bit weaker on the paddle aspect.

When state funding for USA Luge upgrades was announced in 2016, Empire State Development officials also said they would include $ 1 million for marketing, especially for television. World Cup events in Lake Placid.

“One of the things we need to do is provide a TV signal to host the World Cup races here in the United States”, Sheer said. “And New York State was kind enough to help us fund this … by putting out this signal for the rest of the world to see.”

USA Luge athletes began training for their next Olympic season on their new starting ramps in early May. The team are expected to train in Whistler and Europe in September, return to Lake Placid to train in October, and spend three weeks training on the Olympic track at the Yanqing Sliding Center outside of Beijing in November before the start of the World Cup season in November. 20-21.

The World Cup tour then heads to North America for two stops, Whistler and Lake Placid, before heading to Altenberg, Germany, and Igls, Austria, in December. After the Christmas holidays, the tour continues at four European stops: Königssee, Germany; Sigulda, Latvia; Oberhof, Germany; and St. Moritz, Switzerland.

USA Luge CEO Jim Leahy, right, chats with former Olympic sports complex manager Tony Carlino on Thursday during a tour of the newly renovated USA Luge headquarters in Lake Placid. (Corporate photos – Andy Flynn)

The 2022 Winter Olympics will be held February 4-20 in Beijing, China.

USA Luge CEO Jim Leahy, far right, greets a crowd of VIPs and media on Thursday at the newly renovated USA Luge headquarters in Lake Placid. (Corporate photos – Andy Flynn)

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Canadian army

US Army Corps plans full review of Enbridge Line 5 tunnel plan

The US Army Corps of Engineers said on Wednesday it would conduct a thorough review of Enbridge Energy’s plan to build an oil pipeline tunnel under a Great Lakes channel in Michigan, which could significantly delay the project.

The tunnel would house the replacement of part of Enbridge’s Line 5 that crosses the bottom of the Straits of Mackinac, a waterway of approximately 6.4 kilometers connecting Lake Huron and Lake Michigan.

The Michigan Department of the Environment, Great Lakes and Energy has issued a permit for the $ 500 million tunnel, but Army Corps approval is also required. The federal agency would examine the potential effects on the straits and adjacent wetlands.

The Corps could have contented itself with a tailor-made examination of the tunnel’s needs and objectives before making its decision. But he opted for an environmental impact study, which involves a more complete study, including the examination of reasonable alternatives.

“Most appropriate level of examination”

“I have concluded that an EIA is the most appropriate level of review due to the potential for impacts significantly affecting the quality of the human environment,” said Jaime A. Pinkham, Acting Deputy Secretary of the army for civil engineering work.

Thousands of comments from the public and native tribes warranted further investigation, Pinkham said, adding that navigating the busy shipping channel was also a consideration.

Enbridge had pledged to complete the tunnel by 2024, but “is evaluating the schedule” in light of the government’s decision, which will delay construction, spokesman Ryan Duffy said.

“Placing a pipeline in a new Great Lakes tunnel will provide additional levels of safety and environmental protection and will make what is currently a safe pipeline even safer, while creating jobs in Michigan and securing the energy needed by consumers in Michigan and the region, ”said Enbridge.

The Canadian company, based in Calgary, Alta., Struck a deal in 2018 with former Republican Gov. Rick Snyder to build the tunnel. He intervened under pressure from area tribes, tourism companies and environmental groups to shut down Line 5, which carries petroleum and natural gas liquids between Superior, Wisconsin and Sarnia, Ontario.

Criticisms of the project “encouraged”

Critics argue that the submarine section – two parallel pipes laid in 1953 – is vulnerable to a spill that could pollute hundreds of kilometers of water and shoreline.

Enbridge, backed by industry and labor groups, says it is in good condition and has never leaked.

Democratic Gov. Gretchen Whitmer ordered Line 5’s submarine lines shut down in mid-May, a deadline the company ignored. Legal action is pending in the Federal Court. Canada, which has called the continued operation of the pipeline “non-negotiable,” is pushing the Biden administration to intervene.

The proposed tunnel is a separate regulatory issue. In addition to the Army Corps, Enbridge is also awaiting approval from the Michigan Public Service Commission.

“We are encouraged to see that the Army Corps of Engineers has responded to our call to undertake a more rigorous analysis” of the project, said Whitney Gravelle, president of the Indian community of Bay Mills. The tribe, which has treaty-guaranteed fishing rights in the straits, “is very concerned that the pipeline threatens our way of life,” she said.

Drilling through bedrock and soils under the straits would violate many environmental protection laws, said David Holtz of Oil and Water Don’t Mix, an anti-Line 5 coalition.

“It’s hard to imagine how the Enbridge tunnel project can survive the kind of in-depth, independent assessment that is now possible with today’s Army Corps decision,” Holtz said.

Enbridge said it would continue to work with the Corps on its review of the company’s claim “and toward a successful conclusion of this process.”

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Non profit living

BizWest honors healthcare professionals with Health Care Heroes awards – Greeley Tribune

BizWest on Thursday recognized the contributions of healthcare workers and organizations to the well-being of the Boulder Valley and northern Colorado areas with the 2021 Health Care Heroes Awards.

The following people and groups represent the winners and finalists in the various Health Care Heroes categories:

Public Service

Honors an individual or organization – inside or outside of healthcare – for their leadership focused on a particular healthcare problem or need. The applications were assessed on criteria such as the impact on health care in the community and how they met a need that might not otherwise have been met.

  • Winner: Sunrise Community Health
  • Finalist: H2 Fabrication
  • Finalist: Noëlle Rodriguez

Distinguished service

Honors a healthcare administrator who has demonstrated leadership excellence within their organization during COVID-19. Candidates were assessed on the leadership provided during the pandemic, ensuring worker safety, quality patient care, and immunizations for the community.

  • Winner: Lauren Shimp, Columbine West Health & Rehab Facility
  • Finalist: Fred Pitzl, Good Samaritan Society Fort Collins Village
  • Finalist: SCL Health Good Samaritan Medical Center

COVID-19 frontline nurse

Honors a nurse who has demonstrated excellence, dedication and perseverance in meeting the challenges of the COVID-19 pandemic. Candidates were assessed on their performance during the pandemic, going beyond their usual duties and responsibilities.

  • Winner: Joel Bitler, Columbine Health Systems
  • Finalist: Cheryl Baum, New Mercer Commons ALF / Columbine Health Systems
  • Finalist: Amy Provopulos, UCHealth Mountain Crest

Healthcare innovator / researcher

Honors a person or organization for an innovation in medical technology or research. Priority was given to breakthroughs that contributed to testing, treatment, safety gear or vaccines against COVID-19.

  • Winner: Michael Lindsey, Thermal Strike Ranger
  • Finalist: UCHealth
  • Finalist: Banner Innovation Group

COVID-19 frontline health worker

Honors an individual who has demonstrated excellence, dedication and perseverance in meeting the challenges of the COVID-19 pandemic, including doctors, paramedics, paramedics and emergency service personnel and others. Candidates were assessed on their performance during the pandemic, going beyond their usual duties and responsibilities.

  • Winner: Jennifer Hogestad, UCHealth
  • Finalist: Rebecca Jackson, Columbine Health Systems
  • Finalist: Mo Lyons, Banner Health

Mental Health Provider of the Year

Recognizes a mental health care provider who has positively impacted their organization and / or patients during the COVID-19 pandemic. Candidates were assessed on their performance during the pandemic, going beyond their usual duties and responsibilities.

  • Winner: Alicia Milar, SummitStone Health Partners
  • Finalist: Janina Fariñas, La Cocina
  • Finalist: Adena Kling, Longmont United Hospital Centura

COVID-19 Healthcare Allies Award

Honor someone outside of mainstream health care who excelled during the COVID-19 pandemic, including firefighters, law enforcement, and representatives of civic and non-profit organizations. Applicants were assessed on how well the person went beyond their normal duties to support healthcare workers and the community at large.

  • Winner: Foothills Unitar Church
  • Finalist: AMR
  • Finalist: UCHealth Northern Colorado Foundation

Nursing and Assisted Living Facility of the Year

Recognizes the best nursing and assisted living facility or group in the region. Applicants were assessed based on their response to the COVID-19 pandemic and how they prioritized the physical, mental and emotional well-being of patients.

  • Winner: Good Samaritan Society Fort Collins Village
  • Finalist: Garden Square at Westlake Assisted Living
  • Finalist: Tamara Gebhardt, New Mercer Commons ALF / Columbine Health Systems

COVID-19 support worker

Includes non-physician and non-nurse members of the multidisciplinary team, such as physician assistants, CNAs, respiratory therapists, pharmacists, medical imaging, researchers, technicians, etc. beyond their usual tasks and responsibilities.

  • Winner: Gloria Gonzalez-Engle, Boulder Community Health
  • Finalist: Jeremiah Martinez, Boulder Community Health – Sterile Treatment Service
  • Finalist: Marilyn Schaefer, UCHealth Greeley Hospital

Volunteer Award

Recognizes an unpaid volunteer for service in a health care organization. Applicants were assessed on criteria such as seniority, impact on the organization and how well they met a need that might not have been met otherwise.

  • Winner: Mark Meyer, Boulder Community Health
  • Finalist: Emily Kemme, UCHealth
  • Finalist: Fuerza Latina

BizWest has received over 100 nominations for the Health Care Heroes program. The judges included Gene Haffner, Julie Johnson Haffner, Charlie Harms, George Hayes, Joel Montbriand and Ron Secrist, all veterans of the healthcare or nonprofit sectors.

Health Care Heroes was sponsored by Anthem BC / BS, H2 Manufacturing Solutions and The Weld Trust. A healthcare coalition that included Boulder Community Health, Centura Health Avista Adventist Hospital, Columbine Health Systems, Good Samaritan Society Communities of Northern Colorado, and SCL Health Good Samaritan Medical Center also contributed.

© 2021 BizWest Media LLC

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History organization

The AIDS activism of the past still has lessons for us today

As a gay man who grew up after the worst of the AIDS crisis, I was moved by the volume. It allowed me to connect with my queer ancestors – the dead and the survivors – like never before.

The 700-page tome is a strengthening addition to an area of ​​ongoing research and testimony in the history of AIDS, a fix to previous accounts that have elevated some perspectives over others and only clung to to a handful of numbers.

Based on nearly two decades of interviews with nearly 200 members of the AIDS organization ACT UP (the Coalition Against AIDS to Unlock Power), “Let the Record Show” works as a oral history and a brief. Schulman herself was a grassroots member of ACT UP from 1987 to 1992, during which time, as she puts it, “a despised group of people” came together to “force our country to change against their will. “.

The book is also a plan. In fact, its main goal, writes Schulman, “is not to look back with nostalgia, but rather to help contemporary and future activists learn the lessons of the past so that they can organize themselves more effectively in the past. present ”.

ACT UP was successful in part because it used a variety of creative and mind-blowing direct action efforts – like the legendary Stop the Church demonstration – to demand the attention of a society that let down people with AIDS.

To examine ACT UP’s history and enduring legacy, I spoke with Schulman on the racial and social justice movements that shaped ACT UP, the misrepresentations of the group and the lingering trauma of the AIDS crisis.

The following conversation has been edited slightly for length and clarity.

One thing that “Let the Record Show” does is combat the fact that people tend to have a distorted version of the ACT UP story. What is this distorted version?

Americans are trained to believe in the structure of John Wayne – the heroic white individual – where one guy comes in and saves everyone. But it’s not even good in the movies.

In real life, change comes from community, from forming coalitions, some kind of collectivity of people who decide they need change.

Thus, the story of ACT UP has been limited to a handful of individuals, some of whom have done incredible work and are heroic. But to tell activists today that you can transform a whole paradigm with four or five people would be misleading them.

In this book, I speak of 140 of the hundreds of people who created this movement and dedicated their lives to it.

Could you talk about the racial and social justice movements that many ACT UP members have come from and how these movements have influenced the group at large?

ACT UP was a predominantly white gay organization, but it was not a exclusively Organization of white gay men. And that’s a really significant difference. There were so many kinds of influences from so many different communities and individuals. I can break it down into three parts.

The first is that the women and people of color in ACT UP tended to come from earlier political movements. There were older white gay men who came from the gay liberation movement. But many young white homosexuals had never been politically active before. Thus, people from the feminist movement for women’s health, the women’s peace movement, the reproductive rights movement, the Latin American student movement, CORE (the Congress of Racial Equality) and the Black Panthers have had a huge impact on ACT UP.

The second area of ​​influence was that a lot of ACT UP members were born in the 40’s, 50’s and 60’s. I was born in the 50’s. So as gay kids we had no idea what to do with it. ‘a homosexual community or movement. But we’ve seen Black Resistance on TV and in Life and Jet magazines. We watched footage of blacks standing up to police, sitting at lunch counters, and using creative, non-violent civil disobedience. It had a huge impact on us. I think there was an internalization and identification that took place, because when I was researching the book I came back and reread Martin Luther King’s “Letter from Birmingham Prison” Jr., in which he explains what direct action is. And I realized that was exactly what ACT UP was doing, even though we didn’t realize it at the time.

The third area is that the Monday night meetings at the Lesbian and Gay Center, where there are said to be between 300 and 700 people, were predominantly white and male. Yet many of those in attendance, including many white gay men, were also part of other coalitions with more diverse communities. They worked with homeless people, drug addicts, HIV positive women, HIV positive prisoners, HIV positive mothers, with the Haitian community.

And so, by extension, ACT UP was really part of a huge coalition and served a very wide range of people.

People have often seen the late writer and AIDS activist Larry Kramer as a leader of ACT UP. But part of your book aims to move away from the idea that there was never a single definitive leader of the group.

I interviewed 188 surviving ACT UP members over 18 years, and no one thinks Larry Kramer was the leader of ACT UP. It was a media creation, because he was someone who fit that image of John Wayne, albeit the gay version, and the media at the time was all white and male. The private sector was entirely white and male. The government was all white and male. And the homosexuals who were part of this power apparatus were mostly in the closet.

When these structures watched ACT UP, they tended to see men who looked like them: Ivy League graduates and some type of social background. But there were a lot of other white gay men in ACT UP doing all kinds of work that was never historized. For example, the organization for the housing of the homeless with AIDS, or the people who worked to legalize the exchange of needles in New York.

And then there were a lot of unrecognized women, straight women like Karine Timour, who single-handedly organized this five-year campaign to gain access to insurance for more than 500,000 people living with HIV.

There was an Asian Pacific Islander Caucus, and these members would go to Asian gay bars and do safe sex education using red Chinese New Year lucky paper to wrap condoms for a community that doesn was processed by none of the safes. -sexual programs in the city.

The Latino Caucus was really important. There were four Latino-related committees in ACT UP, and I give the names of about 35 Latino activists in the organization. They went to Puerto Rico and started ACT UP Puerto Rico and were part of everything in the group.

There was Patricia Navarro, who was the only parent of a person with AIDS who joined ACT UP. It was a chicana of the working class of California. Her son was Ray navarro. So there was so much heroism and activity and creativity, and I really wanted people to have access to this information.

What prompted you to structure your book as a plan for activists today?

We are in such a crisis right now in the United States – with the suppression of voters, with the rise of this fanatical right-wing ideological cult in government – and there are many movements of people who are desperate for change. And there are some exciting moves. There is the movement against police violence, the Movement for Black Lives, the very important movement for immigration reform, the movement for solidarity with Palestine, the movement to democratize education.

We are in a time when people really want change, and I think the information that can help you achieve change is crucial. This is why this book is not an act of nostalgia. It’s really about looking to the future, creating a big tent policy for the types of movements that we need right now.

In June 2019, I was in New York for the 50th anniversary of the Stonewall Uprising. I met a gay friend and in my sixties. He spoke of the loss of many friends to AIDS. It made me think about the lingering trauma – how little heed American society about it. How do we start this process?

That’s why I end the book with a conversation with César Carrasco, of the Latino Caucus. He’s a very deep thinker. He’s a social worker in psychiatry. He talks about the myth of resilience. This idea that if you have lived, even if your friends are dead, you are fine, and how false and fragile it is.

Many first generation AIDS survivors had various problems. Many have had lives which, as Caesar says, are meaningless, because they have been abandoned. There is no recognition of what they went through. And I hope trying to tell a bigger story can be part of that recognition.

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International headquarters

UNESCO has always been mired in politics and feuds, but that shouldn’t hurt its work

Australia’s Great Barrier Reef made international headlines this week. This was not good news for the reef, described by David Attenborough as “one of the greatest and most magnificent natural treasures the world possesses”.

A report filed by the UNESCO World Heritage Center recommended adding the reef to the list of 53 other World Heritage sites considered “endangered” – a move the Morrison government suggested was prompted by pressure policies.

The “endangered” classification is important for Australia as the reef is estimated to provide 64,000 jobs and contributes A $ 6.4 billion annually to the economy.

If the World Heritage Committee downgrades the reef as a World Heritage site, it will almost certainly hurt its attractiveness as a tourist destination and therefore Australia’s economic benefits.

But why is such a report from this United Nations agency so important? The reason is that the World Heritage Committee carries considerable weight on the world stage – and politics has indeed been an unfortunate part of its operations since its inception.

The Australian government said it was “blinded” by the UN recommendation to list the Great Barrier Reef as “endangered”.

“Clearly, there was politics behind that”

UNESCO’s mandate to build peace through international cooperation in the fields of education, science, culture and media freedom derives from its founding principles in 1945 after the Second World War. The preamble to its constitution declares,

… Since wars begin in the minds of men, it is in the minds of men that the defenses of peace must be built.

Nations are elected to the UNESCO World Heritage Committee at a biennial conference of the 193 Member States of UNESCO. This committee has significant power – it is authorized to make decisions on behalf of the world. And while UN member states can complain about its decisions, none can challenge the committee’s independence or authority.

The current chair of the World Heritage Committee is China, which adds to the reason why Australia protested so loudly against his recommendation.

Australian Environment Minister Sussan Ley and Foreign Minister Marise Payne immediately phoned UNESCO Director-General Audrey Azoulay in Paris to express their deep concerns. Ley said,

This decision was flawed and there was clearly politics behind it, and it thwarted the proper process.

The head of the UNESCO World Heritage Marine Program, Dr Fanny Douvere, however, pointed out that the report was a rigorous scientific document with contributions from Australia’s Great Barrier Reef Marine Park Authority and official government reports on water quality – assessed and analyzed by a team of experts from the World Heritage Center.

Moreover, she said, work on the report began years ago and the Chinese government was “unaware” of the recommendations made.

We have yet to see how this altercation plays out, possibly at the next World Heritage Committee meeting in China in July.

How UNESCO is structured

Behind the scenes of UNESCO there is a complex interplay of international politics and UN bureaucratic processes and actions which sometimes influence the work of the agency.

I was appointed to a senior level within UNESCO from 1995 to 2005, working both in a field office and at its headquarters in Paris, and I played a central role in the attempts of the organization to reform and decentralize its operations in the early 2000s. So I have a good knowledge of the beast from within.

The first thing to realize is that there is a gap between the headquarters and the field. Almost all the attention is focused on the UNESCO Headquarters. This is where the ambassadors of the Member States have their offices and where all the important committees are based. Consequently, decisions on international conventions and actions are the responsibility of the Parisian administration.

But this is not where the most effective program action takes place – it is the work of more than 50 field offices around the world. And UNESCO’s field offices are making a real difference.

In my own work in Indonesia, as an example, we reformed the entire basic education system in the country from centralized rote learning to decentralized open classroom exploration. We have also helped the country emerge from total media censorship by helping pass legislation to ensure a free press and have built a radio network of 32 independent stations across the country trained in investigative journalism.

Headquarters provided excellent technical assistance, but the field office put on the show and found the funding.

Much of the criticism leveled at UNESCO focuses on its overly bureaucratic structure and low productivity. This criticism is largely fueled by the attention to what is happening at headquarters in Paris, and not in the field offices in places like New Delhi, Jakarta and Maputo.

Read more: The Australian government has been “blinded” by the UN recommendation to place the Great Barrier Reef in danger. But it’s not a big surprise

Member States withdrawing funding

The second thing to understand about UNESCO is that it is a “technical” agency, not a “funding” organization like, for example, the United Nations Development Program.

Because the funding depends on the Member States, this has real consequences. Sensitive political issues can anger member states, causing them to withdraw from the organization – along with their funding.

For example, after Palestine was added as a full member in 2011, the United States and Israel stopped paying their dues. The United States, which accounted for over 20% of UNESCO’s budget, accumulated some $ 600 million in unpaid dues.

The Trump administration then withdrew the United States completely from the organization after the World Heritage Committee designated the Old City of Hebron in the West Bank as a Palestinian World Heritage Site in 2017. The United States Ambassador to the United States to the West Bank UN representative Nikki Haley called the politicization of UNESCO “chronic embarrassment.”

Israel and the United States opposed the decision to designate Hebron as a Palestinian World Heritage site which was also “in danger”.
Bernat Armangue / AP

It was not the first time that the United States had withdrawn. In 1984, the Reagan administration withdrew from UNESCO amid complaints about the way it was run and what one US official, Gregory Newell, called “foreign politicization.” He decried what he perceived as

… An endemic hostility towards the institutions of a free society – especially those that protect a free press, free markets and, most importantly, individual human rights.

Bearing in mind UNESCO’s mandate

UNESCO’s listing of the Great Barrier Reef as “endangered” is at its heart a moral decision concerned with minimizing the effects of climate change and urging Member States to act.

But because it is played out at the headquarters level, there is a whiff of political commitment. It is, after all, that states play the politics of power with their members, their funding and their influence.

Read more: Is UNESCO World Heritage Status for Cultural Sites Killing What He Loves?

But the organization is so much more when you move away from the sparkle of the world’s capitals to the field. Here, the agency’s business is to build trust and connect with communities to make things happen.

This is in line with UNESCO’s mandate, which is important to remember when attention is diverted to self-serving quarrels among its members.

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History organization

Gordon to leave Fox Sports booth for daily role at Hendrick

CHARLOTTE, North Carolina – Jeff Gordon will be leaving the Fox Sports booth to take on a daily role at Hendrick Motorsports as Vice President and Second Line Manager of Majority Owner Rick Hendrick’s team.

Wednesday’s announcement positions the four-time champion and Hall of Famer to one day succeed Hendrick, 71, atop NASCAR’s most successful organization.

Gordon will officially begin the executive leadership role in early 2022.

“Jeff and I have been talking about this for many years and I think it’s a natural evolution for him and our business,” said Hendrick. “He understands our culture, our values ​​and the importance we place on our people and our partnerships. I couldn’t be more excited to work hand in hand with him and cement together the future of Hendrick Motorsports. “

Gordon joined Hendrick Motorsports for the last Cup race of the 1992 season and launched one of the greatest careers in NASCAR history. He won 93 races – third on the all-time list – and four Cup titles before retiring in 2015.

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He joined the Fox Sports booth the following year, but maintained an active role with the team as Hendrick’s only partner in organizing the championship on 13 occasions. Gordon became a shareholder of Hendrick in 1999 and was listed as a part-owner of the No. 48 car when it was created in 2001 for seven-time NASCAR champion Jimmie Johnson.

“I can’t express what Hendrick Motorsports means to me,” Gordon said. “This is my home and the people here are my family. I have never lost my passion for organization, for our sport and for the simple challenge of running and winning at the highest level.

Gordon has also been active in bringing Kyle Larson into the Hendrick organization this year following Larson’s most-season-long NASCAR suspension for uttering a racial slur during a virtual race. Larson has been on the winning streak in four consecutive Cup races and leads the Cup series with four wins on points. The Hendrick drivers have won six consecutive races since the May 16 victory at Dover by Alex Bowman, who took over the No.48 this season after Johnson’s switch to IndyCar.

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“I have always been impressed by his commercial instinct. At some level, he’s been involved in every major decision we’ve made over the past two decades, and his influence has grown steadily since he quit driving, ”said Hendrick, who is also CEO of Hendrick Automotive Group, on Gordon.

As Vice President and Co-Owner, Gordon will work with the team on a daily basis, focusing on the organization’s competition and marketing groups. He will report to Rick Hendrick and will work alongside President Marshall Carlson and Chief Executive Officer Jeff Andrews.

Gordon will also join Hendrick on the NASCAR Team Owners Council and serve as Hendrick Motorsports’ seat on the sanctioning body’s diversity, equity and inclusion committee.

“Being a part of the competition is where I’m happiest and I feel I can make the biggest contribution to the team’s continued and long-term success,” said Gordon. “Rick and I have a common vision, which is based on the values ​​he instilled, the culture he built and our desire to be the best in all categories, on and off the track.

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Hendrick Motorsports becomes the first NASCAR team to share their long-term succession plan. The group of owners of the best teams in the Cup are not young: Roger Penske is 84, Joe Gibbs is 80, Jack Roush is 79 and Richard Childress is 75.

Hendrick will be 72 in July; Gordon will be 50 in August.

“I love to run and compete, and Jeff is the only person I know who hates losing as much as I do,” said Hendrick. “I am feeling great physically and have no plans to go anywhere anytime soon, which is exactly why now is the right time.”

Last month, Hendrick overtook Petty Enterprises as the most successful team in NASCAR history when Larson claimed the 269th Cup victory for HMS. He has since won two more points races to bring the total to 271 wins.

Gordon will continue to work as a Fox broadcaster until the end of the year.


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