Monday, May 21, 2012

ECT.coop ? Wellness Week Promotes a Better You

If some NRECA staffers were away from their desks recently, it?s because they were taking breaks to learn about fitness, personal safety and other programs that could lead to lifestyle changes to improve overall health and productivity.

Staffers at NRECA headquarters participate in a fitness boot camp session during Wellness Week. (Photo By: Derrill Holly)

Staffers at NRECA headquarters participate in a fitness boot camp session during Wellness Week. (Photo By: Derrill Holly)

?Sign up for as many activities as you can,? said Peter Baxter, NRECA?s senior vice president for insurance and financial services, during a Wellness Week kick-off event May 14 at the organization?s Arlington, Va., headquarters. ?This is really all about you.?

See photos from NRECA?s Wellness Week

The five-day happening was previously called Health and Fitness Week. Baxter, who served as senior management?s champion for the 2012 program, worked with staff volunteers to broaden the scope of this year?s events to include savings and investing presentations.

We wanted to ?better capture all of the dimensions of both physical and financial well-being that we consider when we talk about whole-person wellness,? Baxter said.

Health screenings and separate wellness luncheons were also held for male and female employees, so staffers could discuss sensitive health issues candidly during sessions led by trained corporate wellness advisors.

Other activities included an early-morning introductory fitness boot camp and a lunchtime Zumba demonstration. A personal self-defense workshop was also a big draw.

The week?s events wrapped up May 18 with a personal investing luncheon, followed by an all-employee walk encouraging NRECA staffers to spend 30 minutes walking together.

?When it comes to wellness programs, it?s clear that one size or one type cannot fit all,? said LaToya Hill, an NRECA senior human resources benefits advisor, and head of the employee group?s wellness committee. ?So we talked to staff and tried to work in events and demonstrations they wanted.?

The Wellness Week activities helped NRECA meet goals designed to help control certain health benefit costs.

?There is a correlation between lifestyle and wellness and the onset of chronic and often debilitating conditions,? said Marty Ahrens, NRECA?s director of health management services.

NRECA and its member co-ops encourage employee participation in many such programs, Ahrens said. ?Those include health fairs, wellness surveys, workshops on fitness and nutrition and other programs offered throughout the year.?

To sign up for the latest Co-op Newsmakers news alerts, click here.

Tags: Local Initiatives

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Sunday, May 20, 2012

Lift sanctions, Iran tells West before nuke talks

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Ecommerce Videos And Online Business Marketing | www ...

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Saturday, May 19, 2012

Echoes of Eurozone crisis at NATO meeting

A Pakistani man cleans an oil tanker, used to transport NATO fuel supplies to Afghanistan, in Karachi, Pakistan, Saturday, May 19, 2012. The United Nations has been urging participants at this weekend's NATO summit to provide "predictable, massive, long-term support" for Afghanistan's security forces to promote stability and ensure that the country is never again a base for international terrorism, the U.N. envoy to Afghanistan said Friday. (AP Photo/Fareed Khan)

A Pakistani man cleans an oil tanker, used to transport NATO fuel supplies to Afghanistan, in Karachi, Pakistan, Saturday, May 19, 2012. The United Nations has been urging participants at this weekend's NATO summit to provide "predictable, massive, long-term support" for Afghanistan's security forces to promote stability and ensure that the country is never again a base for international terrorism, the U.N. envoy to Afghanistan said Friday. (AP Photo/Fareed Khan)

An unidentified protester rips down the NATO sign on the Chicago River bridge at Michigan Ave., during a demonstration Friday, May 18 2012, ahead of this weekends' NATO summit in Chicago. (AP Photo/Charles Rex Arbogast)

WASHINGTON (AP) ? The NATO meeting in Chicago is a chance for alliance leaders to proclaim solidarity and promise success. But the two-day gathering that begins Sunday probably won't resolve the underlying anxiety about sharing the burdens of defense, a concern heightened by Europe's economic crisis and America's growing weariness at carrying the heaviest load.

Drastic budget cuts in some European countries are exasperating tensions over a yawning gap in military capabilities between the United States and other NATO members. From NATO's birth in 1949 at the dawn of the Cold War, the U.S. has provided the bulk of the military might. That arrangement, however, is fraying in an age of austerity and in the absence of a Soviet-like invasion threat to compel more military spending by the Europeans.

"NATO needs a new bargain," says Barry Pavel, director of the international security program at the Atlantic Council, a think tank. "The time when Europeans can expect the U.S. to dominate operations in Europe or nearby without U.S. vital interests are over."

Worry in Europe and the U.S. about fractures in the alliance are nearly as old as NATO itself. In recent years, a more ambitious military agenda, including a formal NATO fighting role in Afghanistan, has created deeper divisions.

For example, the Europeans largely have viewed Afghanistan as a humanitarian, not combat, mission, and that explains why Washington for years had trouble getting Europeans to provide more forces.

Also, the U.S. invasion of Iraq in 2003 caused a deep rift with important European partners, including France and Germany, which publicly opposed the war.

Even as the alliance has expanded its reach outside of Europe, declining defense spending on both sides of the Atlantic, but particularly in Europe, is crimping NATO's capabilities and trying the U.S. willingness to take on every European security issue.

A case in point is Libya. The operation last year to ground Moammar Gadhafi's air force by imposing a "no fly zone" over the country was carried out under a NATO flag. But the mission probably could not have succeeded without the American military, which provided most of the firepower, especially in the riskiest early stages.

Ivo Daalder, the U.S. ambassador to NATO, has said the Libya mission "only accentuated" the growing gap in capabilities between the U.S. and its European partners, who actually ran short of precision-guided munitions at one point.

Daalder said the U.S. provided 75 percent of all intelligence, surveillance, and reconnaissance assets and flew 75 percent of aerial refueling missions in the Libya operation. It also provided the bulk of the officers who coordinated the targeting.

As part of the solution to the Europeans' lack of aerial surveillance capabilities, NATO agreed in February to buy a fleet of five U.S.-made unmanned Global Hawk high-altitude surveillance aircraft for about $1 billion. The U.S. is on the hook for about 40 percent of the tab. The drones are to operate out of an air base in Italy. This deal was a breakthrough for NATO, ending a 19-year debate over how to pay for it.

Throughout the Cold War, a military and political partnership with Western Europe was fundamental to U.S. defense policy. But in the two decades since the demise of the Soviet Union, the security landscape has been reshaped. For a growing number of Americans, NATO is an abstract and obscure relic.

That causes many in Congress to question why the U.S. should continue to pay the lion's share of defense costs. The U.S. defense budget of nearly $700 billion accounts for nearly three-quarters of the total defense spending by NATO members. The combined military spending of all 26 European members is just above $220 billion.

NATO long has set of goal for each of its 28 members to spend at least 2 percent of its gross domestic product on defense, but the only members consistently doing that over the past two decades are the U.S., Britain, France, Turkey and Greece, according to NATO statistics.

The recent economic turmoil in Europe, punctuated by the threat of bank failures, is making the gap worse and leading to more urgent questions about burden sharing. In one tangible example, the Netherlands announced last year that it would eliminate 1 in 6 of its military personnel and liquidate its entire tank arsenal.

The chairman of the House Armed Services Committee, Rep. Howard P. "Buck" McKeon, recently complained that for every dollar the U.S. is spending on homeland missile defense it is spending four times that much on regional missile defenses such as the one being erected in Europe.

"What's more, European missile defense will be a 'national contribution' to NATO, meaning the cost will be borne entirely by the U.S. at a time when most of NATO is failing to meet even the 2 percent of GDP threshold," McKeon, R-Calif., said at a recent hearing.

The Chicago summit is expected to announce that a nascent NATO missile defense system has achieved an "interim," or startup capability, a milestone that in practice means it is mainly an American system. It is unlikely to be fully operational, with substantial European contributions, before the end of the decade.

The widening disconnect across the Atlantic prompted Robert Gates, in his final policy speech as U.S. defense secretary 11 months ago, to say that the alliance faced a "dim if not dismal" future. Speaking in Brussels, the city that hosts NATO headquarters, he said Europeans' penny-pinching and lack of political will could hasten the end of U.S. support for NATO.

A short time later he said he did not expect NATO to shatter but rather to slowly grow apart. "It's a troubled marriage," he told The Associated Press.

Since he took over from Gates last July as Pentagon chief, Leon Panetta has cast the alliance as central to U.S. defense strategy. Yet he also is cutting the number of U.S. Army brigades in Germany from three to one, while keeping one brigade in Italy and promising that rotational training missions in Europe by other Army units will keep the bonds tight.

The impression that the U.S. is losing interest in Europe was reinforced, however when the Obama administration declared last year that in the aftermath of U.S. wars in the Middle East it was "pivoting" to Asia as part of a shifting of strategic priorities. Administration officials are so concerned about this perception that they have started substituting the word "rebalancing" for "pivoting," to avoid the notion of turning away from Europe.

Annette Heuser, executive director of Germany's Bertelsmann Foundation in Washington, which focuses on trans-Atlantic cooperation, said in an interview that Europe is unmistakably anxious about U.S. intentions in Europe.

"NATO is the one and only institutional anchor that Europe has with the United States, and also the only way Europe can magnify its military power," Heuser said. "Without NATO, Europe could not play on the world stage as a security actor."

___

Online:

NATO: http://www.nato.int

___

Follow Robert Burns at http://twitter.com/robertburnsAP

Follow Desmond Butler at http://twitter.com/desmondbutler

Associated Press

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What Does Internet-Enabled Mean To The Average Construction

Expanding your usage of Internet tools, like intranets, will bring your business new opportunities to work smarter, and in certain cases, generate new revenue streams.

Is it something that must be provided for and demanded from software providers?

Not necessarily. Software providers can pre-package solutions only within certain parameters. Three parameters that stand out are value, scope and time.

The first parameter, the perception of value, means if you can get Internet software for free that is developed for the masses, will a vertical market like the AEC (architecture, engineering, and construction) industry be willing to pay for AEC focused Internet tools? This is a tough question for software providers to answer as the perception in the AEC market is that Internet software should remain free, no matter what the added value. Large software vendors like are addressing this issue by integrating Internet technologies within their traditional software offerings. As for fully developed solutions that you can purchase off the shelf, they do not exist yet.

Internet technologies are not just about software. So software providers that claim total solutions are not telling the entire story. The second, and more important element, of integrating Internet technologies within your business is Cultural. The ease of use and low initial cost of implementation make the cultural shift into the Information Age (aka: Internet-enabled) an easier shift than any previous Information Technology phase we have gone through as an industry. But just because its easier, does not mean that its without its difficulties. Getting your business to adopt to performing their traditional jobs electronically can be a daunting task. Add into the issues that the majority of AEC work is performed remotely outside the office, and you have a huge challenge.

Another parameter is scope. The Internet and its associated technologies are best implemented when you combine business goals (ie: communicating more effectively to the field) with the proper level of technology (ie: an Internet connection to the field). This brings a difficult level of detail to the software vendors. If there is no one way that all businesses perform tasks, than how do you write computer code to handle all possible scenarios? The Internet allows you to quickly and easily perform functions of your job without the need for proprietary software. But it does make sense that certain tasks, like CAD production, become Internet-enabled by your existing software.

An additional parameter is time. If Internet technologies change on the average of every 12 weeks, how can an established software vendor react to the changing technologies in a timely manner. Getting AEC-specific Internet products to market is a major hurdle that our existing AEC software manufacturers are struggling with. One solution that is being considered is software distribution over the Internet as a download. The complex issues of traditional software and other software team members will have to be addressed before this means of getting tools to the AEC community can be addressed in earnest.Are there different levels of Internet-enabled that a contractor should look for?

There are three distinct levels of Internet-enabled that a contractor can benchmark themselves to.

One: Computer-Aided Business

Our industry began its integration of Information technology by embracing computers to automate manual tasks. We began to use computers to write letters, compose specifications, electronically draft through Computer Assisted Drafting (CAD) and numerous other tasks that we used to do manually. This period of technology expansion has been known as Computer-Aided Business. While a necessary first period of evolution, the Computer-Aided Business model has limitations. During this period, individuals create digital information available to only themselves on individual computers. This has lead to Islands of Automation within our business environment. In the Internet environment, this can be related to a company putting up a Website that acts as an electronic brochure.

Two: Computer Integrated Business

The next evolutionary step can be called connections. We bring our Islands of Automation together by allowing computers to communicate with each other through computer networks. By connecting our different computer hardware, different software programs, and different locations, we pull together a collective knowledge that we could not have had using traditional methods. We are beginning to see computer integrations infinite power and value by connecting different locations through the Internet. As we, and the technology, mature through time we ask the technology to perform tasks that can not be accomplished manually. Technology brings with it new ideas and thoughts on how we can perform our tasks more productively and efficiently. As we become more comfortable with technology, we allow it to integrate into our businesses. We begin to utilize the potential of technology beyond traditional methods. This period of growth is known as Computer Integrated Business. No longer are we held captive to traditional manual solutions to problems within our business. We begin to expect that the technology will provide a solution.

Three: Information Based Business

The final phase is when technology becomes transparent to the business. During this period, its no longer a strategic competitive advantage to have the latest and greatest computer hardware and software. Its expected as a natural fact. The use of technology and information during this phase becomes as transparent and factual as the four walls that define the office. This final goal is known as the Information Based Business. The simplification of hardware, software and connectivity brings to you and your business the true power of information technology in a cost and time effective way. Applied technologies such as Intranets and Extranets are the forerunners of this concept. Web-enabled Construction Documents are an outgrowth of this concept. The implications of live specifications and drawings by linking information in your computer, on your network and on the Internet are already being utilized by firms worldwide. Implementation of Virtual Private Networks (VPNs), Virtua l Job Trailers and Electronic Plan Rooms are also the results of an Information Based Business.

What industry trends will make the use of Internet-like media critical to the majority of the construction profession?

The integration and coordination of distributed, digital project information is one of the great challenges to our industry. This has been exacerbated by the growing use of the design/build method of project delivery where timely information is critical to the overall success of the project and its team. The Internet brings a cost-effective and powerful solution to every person on the project team, no matter what level of computer-literacy one may have.

Just competition?

Competition is always a driver to adoption of concepts into action. Of course, if your main competition has found a competitive advantage by using Internet technologies, you will adopt these technologies yourself. But a more important driver is Internet usage as a requirement by owners and clients.

Owner/operator involvement?

A remarkable trend that has come to the forefront in the past few years are the announcements from major corporate clients that knowledge of how to use the Internet is now considered a requirement to continue to do business with them.

The only team member that will directly benefit from implementing Internet technologies on a project is the owner. The time saved by using these technologies directly affects the overall production of the building. In other words, the quicker the owner can occupy the building, the more aggressively the solution will be implemented. The different ways you can implement Internet technologies within your own business will be the differentiating factor between you and your competition.

What are the limitations of the Internet today and how will those be resolved in the near future?

Two major limitations are perception of The Internets capabilities and bandwidth.

Too much hype and not enough AEC business adaptation have hurt the image of the Internet. Having a Website doe not guarantee business growth. Only through a carefully planned strategic Internet/Information Technology plan can a business hope to leverage the power of the Internet. It will not be leveraged by Brochure-ware Web sites, but by implementation into the everyday process of each AEC business. This problem is being addressed and led by owner/clients who are requiring these technologies, just to remain doing business with them. Its remarkable how fast a technology will be adopted and cultural issues go away when a client requires a technology.

What are some other ideas regarding the implementation of the Internet?

There are 10 powerful emerging trends on our industry that the Internet is having a direct effect:

1. Client IT Demands/ Project Extranets2. Value Migration3. Construction Information Management (CIM): Systems Integration4. Powerful Remote Devices5. Paper Is Not Going Away6. Virtual Private Networks7. Architectural Information Systems (IS) as Profit Centers8. IP Addressable Objects9. Franchised AEC Service & Information Centers10. Wireless access

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