4Sign inorRegisterto rate and replyAlfonso Sexto Lead Tester, Ubisoft Germany3 years ago @Jeff Kleist:”And let’s stop this “Post console”thing. It’s not happening. To achieve performance requires local hardware. There will always be local console stuff. Microsoft will continue to make more and more powerful Xboxes as gateways into their ecosystem, as well as keeping less powerful ones in production. Many paths to spending money.”Beat me to it. Future will be digital for sure, but I don’t see consoles disappearing until smart TV are not as powerful as them. Netflix just needs a small app for the video file decoding, this is not the same for properly streaming games. 1Sign inorRegisterto rate and replyPaul Jace Merchandiser Edited 2 times. Last edit by Paul Jace on 26th January 2018 1:55am 0Sign inorRegisterto rate and replySign in to contributeEmail addressPasswordSign in Need an account? Register now. 3 years ago “Netflix is full of new, original content that you can only get via the service.”I’m pretty sure I tackled this on GIBiz before but I will gladly cover it again. Netflix didn’t start making original content until 2013—16 years after they were founded. Xbox Game Pass has been around for less than a year. I’ll let you do the math but the point is that Microsoft has tons of time to continue to innovate thru their subscription service the same way they did a few days ago by announcing that future first party games would launch on Game Pass as well. And subscription numbers will continue to grow just like Netflix’s did for the decade and a half before they launched House of Cards.”And let’s stop this “Post console”thing. It’s not happening. To achieve performance requires local hardware. There will always be local console stuff. Microsoft will continue to make more and more powerful Xboxes as gateways into their ecosystem, as well as keeping less powerful ones in production. Many paths to spending money.”Seconded…..er, thirded. You are correct Jeff and Alfonso. Microsoft still needs a delivery system for their content and the Xbox is the perfect remedy since not everyone games on their PC’s and tablets. And being able to download Game Pass games directly to your system before playing them is another of their major advantages over the competition.Microsoft has found several ways to make money in the console race without being in first place. I doubt they are planning any post console future considering it brings several streams of revenue to their companies bottom line. 3 years ago Netflix was just catalog titles for several years.The WWE Network is very much a model for this. They were charging $50 a shot for monthly pay per view events, of which a minority of their viewers purchased. Of those who did buy, most bought one or two, very few more than 3-4. Of that $50, the WWE typically kept less than $20 after cable and PPV distribution fees.So they surmised that if they could get a lot more of their customer base to sign up for even just the four major events per year, these people would stand a much better chance of sticking around for some of the minor ones, and they’d be making more money per customer overall. They’re holding steady at about 3 million subscribers, when their biggest event, Wrestlemania would generate a half million buys on averageMillennials have made clear they hold no value to owning non tangible property. They’ll buy a T-shirt, a statue,but they don’t care about having physical media. They don’t care about locking down permanent access. They just want all you can eat .One million copies a few times a year at $35 vs ten million game pas subscribers (a very conceiveable number) at $10 per month plus whatever they drop on microtransactions is a very very good business. It’s the same reason why Netflix is spending $100 million on terrible will Smith moviesAnd let’s stop this “Post console”thing. It’s not happening. To achieve performance requires local hardware. There will always be local console stuff. Microsoft will continue to make more and more powerful Xboxes as gateways into their ecosystem, as well as keeping less powerful ones in production. Many paths to spending money.This is a very affordable, very good way into the ecosystem. And it’s going to move a lot of consoles. For the cost of two games a year, you get your Netflix catalog, plus a half dozen or more brand new day one AAA games.I guarantee Crackdown and Sea of Theives are going to return significantly more money under this plan. Forza maybe not so much, but that’s baiting the hook with the tasty fish. Xbox is preparing for a post-console futureThe latest Game Pass subscription offering is the next step in Microsoft’s hardwareless futureChristopher DringHead of Games B2BTuesday 23rd January 2018Share this article Recommend Tweet ShareMicrosoft, at its heart, is a software and services company.It always has been. It makes operating systems, word processors and offers Cloud services. That is at the core of the company’s identity.By contrast, Sony is a hardware business. It builds Walkmans and TVs and smartphones. Of course, they dabble in each other’s worlds. But this core difference is key to understanding the slightly different approaches both companies have to their gaming divisions.Sony is rightly proud of its 73.6 million PS4 install base. The more PlayStations the company sells, the happier it is.Microsoft wants to sell a load of Xbox Ones, too. Of course it does. But it’s not the No.1 metric that it uses to judge its success. Microsoft – as a software and services business at its heart – wants to have a large audience of people using its software and services. That can be on Xbox One X, or PC, or (whisper it) even a PlayStation console.I often encounter gamers bemused by the fact Xbox One exclusives are launching on PC. They suggest that this will only damage the overall appeal of Xbox One. But Phil Spencer and his team don’t really care. If you’re playing Sea of Thieves on PC, or Minecraft on Nintendo Switch, you are (in effect) a Microsoft customer. Customers are good. That’s why yesterday’s Game Pass news was so significant. When Xbox announced the service, which delivers 100 games to subscribers for a monthly fee, natural comparisons were made to Netflix. But it wasn’t really the same thing. Netflix is full of new, original content that you can only get via the service. Game Pass offered a load of catalogue, backwards compatible and indie games. That limited the audience to either niche gamers, or those that were new to the platform and wanted to dip into past products.”Microsoft’s cloud infrastructure could eventually be used to offer an on-demand gaming service that’s accessible across multiple screens” The news that all first-party Xbox games will be coming to Game Pass, including upcoming games on the day of their release, is a significant move. That’s a big incentive to invest. If you were always going to pick up Sea of Thieves or Crackdown 3, the service already pays for itself for the next six months. The initial challenge for Game Pass is the lack of upcoming first-party content. There are a handful of releases in the first half of 2018 (add State of Decay 2 to the above two games), and Phil Spencer teased new games in the Gears of War, Halo and Forza franchises. But to encourage a large number of people to invest in Game Pass, Xbox needs to deliver more unique software more frequently.Spencer told Bloomberg last year that’s exactly what the company is trying to do. He said that Xbox needs to grow and that he would “look forward to doing that”. And current rumours of a new Fable and Perfect Dark games points to Microsoft investing in growing its first-party slate.Related JobsSenior Game Designer – UE4 – AAA United Kingdom Amiqus GamesProgrammer – REMOTE – work with industry veterans! North West Amiqus GamesJunior Video Editor – GLOBAL publisher United Kingdom Amiqus GamesDiscover more jobs in games These games will take time, and that’s fine. The reality is that Game Pass isn’t going to revolutionise anything right away. For now, it will enhance Microsoft’s value proposition and help differentiate it in its on-going efforts to chip away at PlayStation’s dominance. It is a way for Xbox to put extra focus on its first-party exclusives (both new and old), without having to actually release more games. And it could even help broaden the console’s appeal amongst a more mainstream customer.Yet long term, Xbox is putting the pieces in place for a future without hardware. Microsoft’s cloud infrastructure could eventually be used to offer an on-demand gaming service that’s accessible across multiple screens, much in the way Netflix is today. It has the tools at its disposal to radically change how it distributes its content to gamers.This isn’t Xbox giving up. Far from it. This is just the company doing in games what it does so successfully elsewhere – create a strong platform from which to deliver high quality software.Celebrating employer excellence in the video games industry8th July 2021Submit your company Sign up for The Publishing & Retail newsletter and get the best of GamesIndustry.biz in your inbox. Enter your email addressMore storiesEA leans on Apex Legends and live services in fourth quarterQ4 and full year revenues close to flat and profits take a tumble, but publisher’s bookings still up double-digitsBy Brendan Sinclair 4 hours agoUbisoft posts record sales yet again, delays Skull & Bones yet againPublisher moves away from target of 3-4 premium AAA titles a year, wants to build free-to-play “to be trending toward AAA ambitions over the long term”By Brendan Sinclair 8 hours agoLatest comments (3)Jeff Kleist Writer, Marketing, Licensing
City paramedics were busy Tuesday evening treating dozens of people for heat exhaustion at a concert at Stage AE. Thirty-eight people required treatment during the concert by Austin Mahone and others at the North Shore venue, city Public Safety Department spokeswoman Sonya M. Toler said. Of those, seven adults and a 14-year-old girl required hospital treatment, she said. It was 78 at 8 p.m. at the National Weather Service station in Moon and the dew point remained pretty steady at 65, said meteorologist Rodney Smith. “A dew point of 65 is relatively high but nothing extraordinary,” Smith said. August 28, 2014
As an HR professional, you already know the importance of using the right keywords in a resume. Keywords can make or break job seekers’ attempts to gain an interview, as their resumes are fed into a company’s applicant tracking system or other resume scanning tools. The right keywords will get you noticed, while the absence of targeted keywords will often keep your resume from surfacing when you apply for a new job.However, keywords are a powerful tool beyond just resume writing. They are just as important when:Writing your LinkedIn profile, career bio, personal website and all other career communications.Interviewing (via phone, Skype or in-person) throughout your job search campaign.Writing interview thank-you notes, letters and e-mail communications.Striving for a new job or promotion with your current employer where you can leverage keywords in any documents or proposals you present, and throughout the interviewing process just as you would during a full-fledged job search campaign.Applying for board positions, leadership roles in organizations and other professional yet not work-related activities.The value of keywords is not limited to helping your resume pass an electronic scan. As you can see from the list above, keywords are just as important in your verbal exchanges because they communicate critical information about your skills, qualifications, experiences and achievements.Consider the impact that this small sampling of HR keywords and keyword phrases can have on how a prospective employer or internal hiring manager perceives you and your HR expertise…To continue reading this article, please click here.
Shoplifters’ Destination of ChoiceFrom Aruba to Venezuela, the GUESS?™ brand is ubiquitous. Known globally for its innovative, highly visual design sense…and for launching the careers of super models Claudia Schiffer,Naomi Campbell, and Anna Nicole Smith…hundreds of department stores and exclusive shops through out Europe, Asia, and South America feature GUESS? apparel, accessories, and other products. GUESS? Inc. also directly owns and operates over 271 stores in the United States and Canada. The GUESS? brand is all about adding surprise and sparkle design touches to such common items as jeans, shirts, and sunglasses—transforming the common to suave and sultry.As a high-profile member of the upper echelon specialty segment of the retail industry, GUESS? is a destination of choice for style-conscious shoppers,shop lifters, and, of course, professional thieves. “Organized gangs routinely target us for grab and runs, where they come into the store and just carry out a table full of merchandise,” explains Joe Toth, vice president of loss prevention for GUESS? Inc. “There are also the professional teams that work the store,systematically going after high-value,high-demand leathers or jeans,” That Toth seems rather matter-of-fact about his stores being a prime target for thieves belies the fact that since he became GUESS?’s chief loss prevention and security officer in 2001, shrink at GUESS? has declined by seventy percent, placing GUESS? among the best shrink performers in its retail segment. Not surprisingly, Toth and his small, closely knit loss prevention team are well-known and well-respected within the company. This was certainly not always the case. As Toth admits, “Loss prevention was not always positioned within GUESS? to be successful. We had to re engineer both the loss prevention program and the loss prevention mindset in order to be successful.”The story of the GUESS? loss prevention turn-around and rebuilding is a case study in organizational transformation, bridge-building, and professional expertise at its best.- Sponsor – Disconnections, Barriers…and Scrambling CockroachesJoe Toth joined GUESS? in 1997 a sone of two regional managers of LP reporting to a newly hired loss prevention vice president, who reported to the company president. At that time GUESS? was operating 120 stores in the U.S. and annual shrink was a very serious business issue. The good news, of course,was that GUESS? executive management recognized this and made a visible investment in getting it under control. At first, the retail group was interested in LP because they were looking for any help they could get. The problem was that the LP program was reactive and worked independently of store operations. There was some initial improvement, but as buy-infaded and sales slipped, shrink age crept backup. LP was never able to engage the stores to do what was needed to resolve their problems.In early 2000, Toth was asked to become director of investigations and to handle internal theft cases. Through out that year and with no staff or budget to launch an all-out attack on thefts across the country,Toth took a huge number of admission statements from dishonest employees.“Unfortunately, it had no net affect on the shrinkage,” says Toth, “because we still weren’t addressing the under lying problems. The approach was reactive and there was just no strategic plan to reduce the losses. It was like killing cockroaches in the middle of the night.”However, like the retail industry itself,change was and is relentless at GUESS?.In 2001, as the company added stores, it also reorganized. The company president left and a bit later so did the loss prevention VP. In August 2001, Toth was asked to head up loss prevention.Toth accepted, but insisted he report to the vice president of stores. “This was essential,” says Toth. “To position loss prevention…and myself…to succeed, I needed to be strongly connected to store operations. Field support wascrucial to shrinkage reduction. And by being under this umbrella, it also assured me the store managers would be accountable for the results.”That was then. The actions Toth took to position and strengthen GUESS?’s loss prevention program reflect an essential combination of political savvy, interpersonal skills, and both professional discipline and loss prevention expertise. Today, GUESS?’ soperations and Toth’s responsibilities include GUESS? stores in the U.S. and Canada in six regions, with a loss prevention manager assigned to each region. Shrink levels have never been lower.So what is behind this dramatic turn around.“Our problem with employee theft was huge. Well over half of our shrink was internal,” says Toth. “Even though our store managers knew this, many of them were young and did not ‘get’ loss prevention. So we decided direct intervention was necessary. We conducted a full-scale investigation and training session in every store. We started with the high-shrink stores and slowly fanned out to the entire company.I insisted that district sales managers travel with their regional loss prevention manager to participate in these investigations. This opened their eyes to what was happening in their stores and created immediate buy-in. Our goal was to remove problematic employees proactively and provide a blue print for store managers to reduce their losses.”The fast-start aggressive approach paid off. In the first full year, GUESS? dramatically reduced internal losses and incident sizes. At that point, executiveprepared to move forward aggressively,their shrink situation would never improve,” recalls Toth. “We met with focus groups of store and district managers to hear their concerns and feelings about loss prevention. I then put together a detailed plan of annual goals and initiatives and sold it to both corporate and the field. That meant every one knew what we were going to do and in what order we were going to do it. It is a process I repeat every year.We re-evaluate our strategy, propose new goals and initiatives, and then solicit feedback from the retail group before submitting a new budget. This has truly become a collaborative effort and the retail team has been a great partner.”As Toth won regional and store management buy-in, he and his team launched phase one of the company’s new loss prevention strategy.The Business “Face” of Loss PreventionAccording to Toth, the previous LP program was reactive and “old school” in its approach. It lost operational support because it was content to just go through the motions and to “put out the fires.” There was no strategic planning,no prioritized agenda, and no investment for the future. When shrinkage did not decrease, store management lost faith in the program. It was hopeless after that. “My first priority in the new job was to convince the retail group that unless we were all on the same page and management really bought into the program and supported Toth in every way possible. “Once they saw what I was trying to do and the potential ROI, they approved everything I asked for.”Toth strongly believes a successful LP director must have the ear of executive management. “The VP of stores, Vince Dell’ osa,the president and COO Carlos Alberini, and especially Paul Marciano deserve a lot of the credit because they have been strong supporters and are truly committed to shrinkage reduction,” says Toth. “This is certainly not the case in every company. A lot of executives pay lip service to loss prevention issues, but not at GUESS?.” “Engrained in the Business”—Tightening LP Spend and Changing the MindsetSimultaneously with the attack on internal theft, Toth and his team systematically looked at what each store was doing and spending on loss prevention and security. They found a lot of un coordinated spending and little tracking of results. Toth looked at the existing national and local suppliers of every thing from alarms and merchandise tagging sensors to armored cars and security officers.“We added up everything we were spending and what we were getting and saw a huge opportunity to tighten-up our program,” he says. “We started re negotiating every contract…and got better terms in nearly every case. We found sloppy practices between us and our vendors. Store spending was just out of control.”Some stores had huge stock piles of sensor tags and were getting charged for numerous false alarms because of employee carelessness. Other stores that were spending heavily on security officers still had some of the worst shrink.“So clearly there was room for improving our thinking and our practices at the store level,” Toth explains. “The plan was to get our financial house in order and identify savings that could later be re invested without additional expense. I knew we would have to purchase new technologies and equipment, and we do not spend recklessly. We made a strong case based on expected ROIs and executive management approved nearly all of our budgetary needs. At times, they have been even more aggressive than I have.”At the same time Toth added discipline to GUESS?’s supplier interactions and spending, he addressed the more fundamental issue of getting store managers on the same page about loss prevention. GUESS? was growing fast. Young, hip store managers and merchandise personnel tuned-in to the hot fashion scene were coming on board. Unfortunately, loss prevention was not part of their mind set and was at the bottom of their to-do list.“The most significant, conscious change we made was to develop a new mindset and new vocabulary for loss prevention,” he says. “Most employees thought of LP duties as additional things to do on top of their already hectic job responsibilities. Consequently, they never found enough time to focus on LP issues…and shrink age suffered.“So, we integrated our message into an over all business approach that centered around providing premium customer service. We used business concepts, such as improving profit contribution, to talk about ways to reduce shrink. We talked about making loss prevention a consideration in where and how merchandise is displayed. All of this allowed us to link loss prevention with top-line sales growth. Improving customer service was our approach to getting managers and staff to interact better with shoppers. In turn, this has made it more difficult for shop lifters to grab and conceal merchandise.”All store employees went through training that included spotting the behavioral signs of shoplifters. Processes were put in place that required sales associates to work the front of the store in order to greet new customers and prevent grab-and-run incidents.Finally, the GUESS? hiring process was strengthened to include a personality assessment that included LP questioning and integrity tests along with a comprehensive background check and credit history.Building loss prevention into GUESS?’s management thinking was also a priority. For example, compensation and rewards for store management was a tool Toth championed. At his urging,GUESS? increased its biannual shrink bonus to store managers and expanded it to include assistant managers, visual managers, and others.Also, loss prevention now plays a major role in every district, regional, and global management conference. Toth says these are occasions when he and his team can reinforce LP values, tweak current strategies, and participate in field management succession planning.Upgrading Technology in theLoss Prevention FrameworkWhat about the financial savings Toth achieved by renegotiating supplier contracts and tightening spending processes? “We reduced loss prevention and security spending by 50 percent without cutting services,” he says. “I knew we had a huge challenge a head of us to upgrade our existing technologies,and these savings allowed us to get started without waiting for budgetary approval. For example, we were having a big problem with defeated sensors because we were using an old sensor technology. Tools to break the sensors were readily available. Without a new technology, our entire LP frame work was vulnerable.”GUESS? was growing fast. Young, hip store managers and merchandise personnel tuned-in to the hot fashion scene were coming on board. Unfortunately, loss prevention was not part of their mindset and was at the bottom of their to-do list.Toth and his team went into the sensor market place to investigate alternative solutions to the old technology. After much consideration,the team selected a young and innovative EAS and CCTV company based in North Hollywood, California. “Their product line has a unique design and much larger footprint than the tags we were using.We met some initial resistance from the store managers, but that changed when they saw the new tags were much more difficult to remove. Plus, they also turned out to be significantly cheaper,”Toth says.In late 2001, we conducted a five-store trial during the Christmas shopping season. The results were…and still are…eye catching. Defeated sensor losses dropped dramatically in stores using the tags. Today, almost three-quarters of GUESS? stores have standardized with this equipment, and GUESS? shrink has declined each successive six-month period since.What to Attack? Where to Go?Data-Driven Loss PreventionJoe Toth will tell you that even though the saying, “If you can’t measure it, you can’t manage it” has been around a long time, it nevertheless is a powerful and relevant proposition. As GUESS? has steadily expanded throughout NorthAmerica through the opening of new stores and acquisition of licensee-owned stores, the challenge of managing GUESS?’s shrink number down ward has intensified.“As shrink gets lower, there’s less room for error,” says Toth. “Once you eliminate the big cases and put effective defenses in place…all the obvious things…much more detailed approaches and lots of analysis are required.”Loss prevention at GUESS? is conspicuously data-driven. Toth conducts quarterly LP team strategy summits at which his team looks at progress made on annual loss prevention, security, and safety goals.Setting more specific objectives for the upcoming quarter requires detailed analysis of each store in each region,looking for emerging problem trend lines. These team summits are also invaluable for team-building and comparing situations and solutionsOne approach GUESS? regional sales directors and Toth’s team developed is their “Touch Base” process. “These two groups have to be strong partners to be successful, so we invest a lot in these relationships.” Toth explains that the two groups are required to touch base weekly and schedule additional face timeeach month. They also travel together quarterly and must coordinate their schedules to ensure problem stores are addressed with a unified agenda. Each month, they prepare two lists of problematic stores. One list includes stores whose sales are off plan or that have higher-than-expected turnover. The other lists stores with higher than planned shrink. They pay special attention to stores that overlap—and plan special visits. Toth says this process keeps the two departments on the same page, strengthens their relationship, and applies the expertise and perspective of each party to identify high-risk situations before they get out-of-hand.One approach GUESS? regional sales directors and Toth’s team developed is their “Touch Base” process. “These two groups have to be strong partners to be successful, so we invest a lot in these relationships.” Toth explains that the two groups are required to touch base weekly and schedule additional face time each month. They also travel together quarterly and must coordinate their schedules to ensure problem stores are addressed with a unified agenda. Each month, they prepare two lists of problematic stores. One list includes stores whose sales are off plan or that have higher-than-expected turnover. The other lists stores with higher than planned shrink. They pay special attention to stores that over lap—and plan special visits. Toth says this process keeps the two departments on the same page, strengthens their relationship, and applies the expertise and perspective of each party to identify high-risk situations before they get out-of-hand.GUESS? has also invested in exception-based point-of-service data analytics. Using software from Cleveland based Datavantage, Toth and his team set transaction exception parameters.Problematic transactions are logged and automatic alerts are sent to all levels of field management.“We’ve tiered our alert system so that high exceptions trigger an instant warning and response, while sporadic problematic transactions get looked at on a more systematic basis,” Toth explains. A full-time data analyst develops trend lines for each store and region and those become the basis for proactive measures—from additional employee training to investigations.Global, Connected, CollaborativeGUESS? today is a publicly-owned company whose shares trade on the New York Stock Exchange. However, visiting any GUESS? store in the United States or Canada confirms that GUESS?’s design soul and over all “attitude” is continental… or, more accurately,inter continental.Toth makes an interesting observation. “The retail industry has been changing for decades…especially in going global with product design and merchandising…with everybody borrowing ideas from everybody else.Loss prevention, especially in the United States, has pretty much kept ago-it-alone mentality. Everybody has guarded their own approaches and especially their data. That’s now starting to change…finallyTo the point, Toth and GUESS? are active in the Retail Industry Leaders Association (formerly IMRA) and in the specialty group of the National Retail Federation. They participate in research and bench marking projects related to identifying best practices and tracking important industry trends.Breaking the CodeLoss prevention’s success at GUESS? is all about delivering a quality program with considerable inter personal and political finesse. It’s about the internal selling of good ideas to good operations professionals who “don’t know what they don’t know” about loss prevention.Aligning the loss prevention effort along business lines and talking about it in business terms eliminates the barriers and old mindsets. So it’s probably a given that each year’s aggressive shrinkr eduction goal is explained in terms of what impact it would have on the bottom line of each of the 271 stores in the GUESS? world.MICHAEL STUGRIN is a business writer and consultant based in Long Beach, CA, and can be reached [email protected] TOTH, an 18-year loss prevention professional, is based in New York City, and can be reachedat [email protected] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Real Betis vice-president José Miguel López Catalán angrily denied Dani Ceballos claims that they told lies about himThe 22-year-old midfielder rose through the youth ranks at Betis and went on to make 105 appearances for the first-team until he was sold to Real Madrid in a €18m deal in 2017.However, Ceballos sensationally announced last week that Betis were responsible for his exit.The Spain international then added that the club had stalled on contract talks and then told the fans lies about him.Zidane reveals Sergio Ramos injury concern for Real Madrid Andrew Smyth – September 14, 2019 Zinedine Zidane has put Sergio Ramos’ availability for Real Madrid’s trip to Sevilla next weekend in doubt after withdrawing him against Levante.“His words annoyed me a lot, because they are not true,” said López Catalán, according to Football-Espana.“Dani is telling a story that is far from the reality, and yes Betis may have erred by not signing a deal many months earlier but the player stalled for months.“From my point of view it was clear that he was thinking only of himself and not about Betis, and ultimately it led to an exit that was not pleasant for anyone.”
Categories: Local San Diego News FacebookTwitter Posted: August 6, 2019 Updated: 4:54 PM August 6, 2019 KUSI Newsroom, KUSI Newsroom Del Mar leaders approve plan to save the bluffs from collapsing Big News!!! Del Mar Leaders Approve Plan To Save The Cliffs From Collapsing- Short, Medium And Long Term Solutions. The Biggie? Moving The Train Tracks Off The Coast. KUSI Tonight. pic.twitter.com/uPhtaAE5DB— Dan Plante (@DanPlanteKUSI) August 6, 2019 00:00 00:00 spaceplay / pause qunload | stop ffullscreenshift + ←→slower / faster ↑↓volume mmute ←→seek . seek to previous 12… 6 seek to 10%, 20% … 60% XColor SettingsAaAaAaAaTextBackgroundOpacity SettingsTextOpaqueSemi-TransparentBackgroundSemi-TransparentOpaqueTransparentFont SettingsSize||TypeSerif MonospaceSerifSans Serif MonospaceSans SerifCasualCursiveSmallCapsResetSave SettingsDEL MAR (KUSI) – People who live in Del Mar are looking for answers about a new project that’s supposed to help stabilize the Del Mar bluffs.KUSI’s Dan Plante reports that Del Mar leaders have approved a plan to save the bluffs from collapsing with short, medium, and long-term solutions. But there is a bigger issue, moving the train tracks off the coast.
Dan Cohen AUTHOR ADC members will have an opportunity to vote on four new candidates to the association’s board of directors during the annual business meeting at next month’s National Summit in Washington.The elections will mark the last phase in the expansion of the board, with the number of directors increasing from 14 to 15, including the past president, following June’s elections. The board’s expansion from 13 directors was approved during a special vote of the membership in March 2015.The four new candidates for the board are:Kathleen Ferguson, senior advisor, The Roosevelt GroupSusan Morris, principal, Booz Allen HamiltonKevin Sullivan, executive director, Utah Defense AllianceJohn Walker, specialist leader, DeloitteIf elected, the new directors would serve three-year terms.In addition, the nominations committee has recommended that the terms of the board president and vice president be extended by one year. Michael Cooper, chairman of the Oklahoma Strategic Military Planning Commission, has served as president since 2014. The nominations committee also has recommended his board seat be extended by one year. He was first elected to the board in 2010.William Parry, city manager for Gatesville, Texas, was elected in March to serve as vice president. Parry was first elected to the board in 2014.This year’s board slate reflects the association’s recent effort to overhaul its process for nominating board members and criteria for selecting candidates. Under the new selection criteria, the nominations committee seeks board members that represent a spectrum of roles critical to ADC, including community advocates, experts in installation management or redevelopment, leaders in military-community partnerships and individuals with knowledge of national defense policy issues.The annual membership meeting will take place Wednesday, June 22 from 7:15 to 8 a.m. at the Capital Hilton. Only ADC members are invited to attend.