WPVI(TRENTON, N.J.) — A cellphone video apparently showing a New Jersey Transit Police officer dragging and hitting a semiconscious man outside a train station in Trenton over the weekend has prompted an internal investigation by the agency, officials said.“I can only attest to what I saw and what I saw wasn’t warranted,” the woman who took the video told ABC station WPVI-TV in Philadelphia.The woman, who requested anonymity, said the troubling incident occurred around 10:30 p.m. on Saturday outside the Trenton Transit Center.The woman, of Bucks County, Pennsylvania, said she was waiting for a ride outside the train station when she heard a commotion and then started filming the encounter with a cellphone. She said she first noticed the man sitting against a wall outside the station just before the encounter with the transit officer occurred.“There was no resisting … he wasn’t even speaking,” the woman said of the man who she says appeared to be passed out when the officer showed up.The video captures the officer, whose name has not been released, yelling at the man, who is seen collapsed on the sidewalk outside the entrance doors to the station.“Get up and get out now!” the officer is heard telling the man.When the man didn’t move for about 30 seconds, the officer allegedly grabbed him again by the hood of his sweatshirt and dragged him a few feet toward the curb before throwing him to the ground.The officer is then seen dragging the man a few feet further by his sweatshirt before apparently throwing him face-first onto the pavement and allegedly hitting him in the head, according to the video.Jim Smith, a New Jersey Transit spokesman, said the officer in the video has been identified and placed on administrative suspension, pending the outcome of an investigation.“The matter is currently under investigation with the New Jersey Transit Police Department Internal Affairs,” Smith told ABC News on Monday.It was unclear if the man seen allegedly being roughed up by the officer has been identified.“That’s all part of the investigation,” Smith said.Copyright © 2019, ABC Radio. All rights reserved.
Rule 73 says: “In the event of a conflict over a decision concerning a particular policy or the implementation of a particular policy, or concerning amendments to the Rules or Standing Orders, and the Rules and Standing Orders are otherwise silent, the following shall take precedence in the following order of seniority: In his ruling Frahm announced: “On Friday 1st February, Brendan McGrath, the Librarian, officially requested a Ruling into the validity of the trial ban on electoral pacts from MT18.” Following a request last Friday for a ruling on the validity of the “Trial Slate Ban” introduced in Michaelmas 2018, the Union’s Returning Officer, Liam Frahm, has ruled that the trial ban is invalid. (1) A Poll of Members as under Rule 47(f);(2) A Private Business Motion at a Public Business Meeting to which Rule 67(b)(iv) or Rule 67(b) (v) applies; (3) Other Private Business Motions at a Public Business Meeting or any Special Adjournment Motion, as under Rule 45;(4) A Private Business Motion at a Private Business Meeting;(5) The Returning Officer, for the purposes of their duty only, as defined in Rule 32(e) only; (6) A motion of an Ordinary or Emergency Standing Committee;(7) A motion of a Vacation Standing Committee.” This means that the previous trial slate ban is no longer in place, and the changes made last term (including the provision for a poll of the members on getting rid of slates next term) are rendered invalid. “Therefore, the Motion holds executive seniority of (3) as special attention applied to it. Therefore, the Motion holds executive seniority of (3) as outlined in Rule 73(A).” He continued: “Having consulted the MT18 Standing Committee Minutes and unequivocally knowing that no requisition was posted, this Motion did not have special attention applied to it. “Having investigated the Librarian’s allegations, I can firstly confirm that the MT18 Motion was passed without either Rule 67(b)(iv) or Rule 67(b)(v) being invoked.” “Therefore, as executive seniority is determined by the method by which the Rule is introduced and the HT15 rule was passed with greater seniority than the MT18 rules change, Rule 73 requires that the HT15 rules change take precedence over the MT18 private business motion that introduced rule 33e is ruled invalid.” He therefore concluded that “Having established a conflict in the rules, Rule 73 requires that precedence is granted to the rule with greater executive seniority. The Returning Officer also ruled that changes made to Rule 33 last term are also invalid, and that a number of rulings in response to the trial ban will now need to be reissued by the Returning Officer. The Oxford Union and Liam Frahm were contacted for comment. Ray Williams and Brendan McGrath declined to comment.
Doolittles, the third largest pre-packed sandwich company in Ireland, has gone into liquidation, blaming excessive costs and unsustainable pressure on margins from imported sandwiches.The Donegal-based company, set up in 2001, grew to supply over 200 outlets including Aldi, petrol forecourts and universities. It closed down last month with the loss of 34 jobs. Founder and chief executive director Jenni Timony said: “While some success has been achieved in building the brand and generating new business, the high cost of doing business combined with the downward pressure on selling prices has resulted in an unsustainable tightening of margins. Every effort will be made to minimise the impact on employees, suppliers and customers.” According to documents filed at Companies Office, Doolittles owed creditors e586,000 (£527,882). Its profit and loss account showed a loss of e383,000 (£345,015) in 2008 more than double the losses it was running a year earlier. The failure of the company came despite signing a deal in September 2008 worth £300,000 to supply sandwiches for over 600 Aer Arann flights a week. This was predicted to boost turnover to e2.5-e3m (£2.25-£2.7m).Doolittles supplied 30 different kinds of sandwich, including low fat and low GI products, as well as filled rolls and salads. Fillings were made in-house, with Gallagher’s bakery in Ardara supplying bread and O’Donnell’s bakery in Ballyshannon, supplying rolls and baps. Neither was available for comment.
Around 39 jobs are to go at Brace’s Bakery, after the family-owned firm announced it was to close its site in Crumlin, near Newport.The loss-making factory will close on 4 April. The company is hopeful that staff losses can be made through voluntary redundancies, and a 30-day consultation period has begun.Scott Richardson, chief executive of Brace’s, told British Baker: “After a lot of careful consideration, we have decided to outsource the production of Welsh cakes and fruit bread to a third party, as it is no longer financially viable to continue to produce these in the current way. Unfortunately we have made the tough decision to close the site.”The factory, on the Croespenmaen industrial estate, was formerly the head office site for Brace’s and produced many of the company’s products, but in recent times it has focused on Welsh cakes and fruit bread.He added: “We recognise and value the contributions of our staff at the Croespenmaen site, and will be working with the affected employees to mitigate the impact of the transfer. We hope to avoid compulsory redundancies by offering redeployment into vacant posts and through schemes such as voluntary redundancy and early retirement.“This is a difficult time for everyone and will remain challenging while the changes are implemented. We are committed to maintaining our position as a leading employer in Wales and are working with staff, unions and the Welsh Government to make the transition as smooth as possible.“In making these changes, the company will maintain our 24/7 output of our core, high quality products at the remaining two sites. The unique recipe of our Welsh cakes and fruit bread will continue to be produced, so customers will still be able to enjoy Brace’s Welsh Cakes for many years to come”290 staff across four sitesBrace’s employs more than 290 staff across four sites. Having recently invested in the future of the company with new technology, its Rogerstone and Pen-y-fan sites now operate at 24/7 capacity, producing over one million loaves each week.Last month, Consensus for Action on Salt & Health collected data on white bread brands in the UK, and Brace’s and Linwoods did not meet the 2017 max salt target.
Source: Addo Food GroupPrivate equity firm PAI Partners is positioned to create a chilled foods giant after acquiring Addo Food Group and Winterbotham Darby.The two businesses will be brought together to create a ‘leading UK chilled food platform’, PAI said, but will continue to run separately with the management teams remaining in place.Deborah Bolton will continue to head up Addo as CEO while Steven Higginson will remain CEO of Winterbotham Darby. Paul Monk, who is currently the executive chairman of both businesses, will stay on as executive chairman of the newly created platform.Both companies benefit from high calibre management teams with a strong track record in product innovation, operational excellence, and building long-term customer relationships, PAI said. It added that by bringing them together under one platform, the management teams will benefit from the sharing of best-practices, NPD and supply chain initiatives.Addo’s portfolio includes Pork Farms and Wall’s with recent product innovation including fajita slices and a chicken snacking roll range. It has five locations across the UK – Riverside and Tottle bakeries in Nottingham, Palethorpes bakery in Shropshire, and Poole bakery and Dorset Foods in Dorset.Winterbotham Darby’s brands include plant-based brands Squeaky Bean and Vivera while its bakery range includes brioche, waffles and crepes which are produced in France and Belgium as well as pastel de natas, which are made in Portugal.PAI said both Addo and Winterbotham Darby have experienced strong growth in recent years driven by supplying high quality own label and branded products to UK grocery customers, as well as to the convenience, foodservice and B2B sectors.Colm O’Sullivan, partner at PAI Partners, said: “We are delighted to be investing in these two leading UK chilled food businesses and very excited to start working with the existing management teams to continue to grow their businesses and support them in doing what they do best – delivering innovative, high quality products to consumers.”Paul Monk, executive chairman of the newly formed platform, added: “By bringing Addo and Winterbotham Darby together, there is a genuine opportunity to create the best added value chilled foods company in the UK. That is certainly our ambition and I am delighted to have the support of PAI Partners in pursuing this objective.”The completion of the transaction is subject to customary regulatory approvals.The news comes just a few weeks after private equity firm Endless acquired Hovis for an undisclosed sum.
Read Full Story A device that can instantly identify unknown liquids based on their surface tension has been selected to receive the 2013 R&D 100 Award—known as “the Oscar of Innovation”—from R&D Magazine.Invented in 2011 by a team of materials scientists and applied physicists at the Harvard School of Engineering and Applied Sciences (SEAS) and the Wyss Institute for Biologically Inspired Engineering at Harvard, the “Watermark Ink” (W-INK) device offers a cheap, fast, and portable way to perform quality control tests and detect liquid contaminants.W-INK fits in the palm of a hand and requires no power source. It exploits the chemical and optical properties of precisely nanostructured materials to distinguish liquids by their surface tension.Winners of the R&D 100 Awards are selected by an independent judging panel and by the editors of R&D Magazine, which covers cutting-edge technologies and innovations for research scientists, engineers, and technical experts around the world.
The organization mandated a 15% reduction in the Military contingent maintained by 19 countries in Haiti. The number of police officers will also be reduced. By Dialogo November 15, 2012 On November 4, a total of 130 troops from the Brazilian Navy, Army, and Air Force (FAB) boarded a KC-137 airplane bound for the Haitian capital of Port au Prince, where they will form part of the new Brazilian contingent in the United Nations Stabilization Mission in Haiti (MINUSTAH). These numbers tend to reduce gradually, according to the United Nations Security Council Resolution 2070, adopted on October 12, 2012. The document extended the MINUSTAH activities until October 15, 2013. In order to reinforce the logistic activities of the MINUSTAH, the Brazilian Navy had already deployed the Combat Vehicle Landing Ship “Garcia D’Avila”, the week before. The vessel will transport material from the Squadron and Army Marine Force to supply the contingents of the Brazilian troops in Haiti, and replace material that will be repatriated and requires maintenance. Nine extra flights have been assigned to transport 1,300 Soldiers to the Caribbean nation before the beginning of December. This will be Brazil’s 17th contingent deployment to Haiti. The country has been leading MINUSTAH since the mission was created, in 2004. Brazil is the country with the highest headcount in the Caribbean nation due to its leadership in the mission’s Military component. Currently there are 1,878 Brazilian Blue Berets working in Haiti: 249 from the Navy, 1,599 from the Army, and 30 from the Air Force. The “gradual withdrawal of the troops” from the Caribbean country was a request from Brazilian Defense Minister Celso Amorim. Since taking office approximately 18 months ago, Amorim stated that “there cannot be a permanent stay, nor an irresponsible withdrawal” from Haiti. In his statements and interviews, the Minister has been supporting a favorable exit strategy for both countries. According to Amorim, it is necessary to make the Haitians capable to gradually providing their own security.
11SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Joe Winn What do you get when you mix auto loan programs with a desire to help others? Well, approaches that make a difference, of course. So what do you get when … Web: credituniongeek.com Details This post highlights what I’ve come to call, “The Pizza Place Incident”. In reality, it was nowhere near as exciting as the title implies. Or was it? (Cue dramatic chipmunk)Here’s how it going to work. I’ll share the story first. After each section, we will discuss the key points the restaurant missed and how you can avoid them at your credit union (yes, pizza and credit unions relate).It was a rainy evening in south Florida. Which, for those not from here, means, “between July and November”. My family sought shelter and sustenance at our favorite local pizza shop. Braving the tropical squalls in our trusty four-wheel-drive while SiriusXM played songs of sun and sand, we safely arrived, our only sufferance the delay of a few red lights. Upon sitting at the lone remaining table, we steal a glance at the menu we know so well. Only it’s different. Prices crept higher. Some choices gained a dollar or so, others more. One in particular changed in an odd way. Of course it happened to be my mom’s favorite meal. Instead of just raising the price, the core items were now extras. Like broccoli. On a dish previously called, “Pasta With Broccoli and Garlic”. How much? $4. The same, I should mention, as the cost for shrimp or chicken. Yes, chicken, shrimp, and broccoli all carried the same up-charge. When we asked the owner about it, their response was equally perplexing. “Yeah, that’s the way it is.”Did she end up getting the dish? Yes. With the broccoli. But she was less happy about it. Which brings us to our first lesson break. Make sure to stand up and stretch. It’s important to remain active throughout the day.If you’re going to raise prices, you must add value, perceived or otherwise, that is worth more than the increase. Otherwise, customers get angry and may leave negative reviews or seek out a competitor. In this case, charging the same for broccoli as shrimp made it even more frustrating.This wasn’t the only issue faced that night. Another item we ordered was a large pizza. Theirs happens to reheat especially well, making it great for future meals. After taking far longer than it should, we asked our waitress on the status of the pie. She begins to profusely apologize, as she served it to another table (who, oddly enough, didn’t turn it down). They had ordered a small, and it was just coming out of the oven. We could have it in lieu of waiting for a fresh one to be prepared. Sure, pizza is pizza, despite fewer leftovers. Our waitress, who raced around the restaurant the entire evening, managed to stop running long enough to explain it was her first night. “They just don’t do things the same at this location.” (The owner has a few shops around the area). Ah, ha! Another lesson point to be made. Let your slice cool for a moment while we do some learning!When your processes are unpredictable or nonexistent, you make it challenging for anyone else to create a consistent experience. I watched as the owner micro-managed every action of the kitchen staff, the front register, our waitress, the delivery guy, and the baker. Worse, she gave conflicting instructions depending on when she walked by. It was obvious no processes were in place, and, as a result, mistakes were made.Consistency is essential. There’s a reason every Big Mac, across the planet, comes out identically. And, for those who eat such things, that is part of the appeal. You know what you’re going to get. It doesn’t matter if Jan or Steve is out that day. Anyone can follow the process to prepare the same burger.Despite the issues, we still had a delicious dinner. Even the weather cooperated on the drive home. But it was a night of lessons.Pricing: Your members want to pay less and get more. That’s normal. So brainstorm how you can deliver value throughout their relationship to rationalize any costs. It could be a value-add fee checking account that helps protect members’ identities and more*, or inclusive services paid though outside relationships. Consider what you can do to grow ROA (or return more to members and your community) without imposing NSF or other punitive fees.Processes: Too often, I’ve been interacting with a credit union (client or otherwise) and their reason for a random delay is, “Bob handles that and he’s really the only one who knows how to do it.” Worse is, “Beth ran that, but she transferred to another credit union, and we’re not sure where she left things.”Avoid “The Credit Union Incident” by following this guidance. Beth’s replacement will thank you.*Disclosure: My company offers such a service and produced a white paper to help credit unions determine if it or a similar solution might be a fit for their institution.
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » The House voted Wednesday to pass the Telephone Robocall Abuse Criminal Enforcement and Deterrence (TRACED) Act, legislation designed to combat unwanted robocalls via the Telephone Consumer Protection Act. Specifically, the TRACED Act is a bipartisan effort to pass legislation that addresses illegal robocalls and seeks to improve enforcement of the Telephone Consumer Protection Act, while recognizing the need to provide recourse to those legitimate callers whose calls may be erroneously blocked as a result.CUNA continues to engage Congress, the FCC, and the Courts on the need for additional clarity on the definition of an autodialer under the TCPA so that credit unions will not be placed in legal jeopardy when attempting to legitimately contact members.