One of Legacy Development’s renderings of the Bellmont Promenade center.Marketing documents for the Bellmont Promenade development approved for the southwest corner of Shawnee Mission Parkway and Maurer Road in Shawnee show Hobby Lobby and Dick’s Sporting Goods as the two center anchors, with Hobby Lobby taking a 55,000 square foot space and Dick’s a 45,000 square foot space.All of the tenants on the marketing document are labeled “proposed,” suggesting that leases may not have been fully executed. But the document does give a hint at the type of tenant mix Legacy Development has planned for the center.Other tenants listed on the Bellmont Promenade map are:HomeGoods, in a 22,000 square foot spaceRoss, in a 22,000 square foot spaceULTA Beauty, in a 10,000 square foot spaceRack Room Shoes, in a 6,250 square foot spaceFive Below, in an 8,250 square foot space, andPetco, in a 14,000 square foot spaceThe Shawnee City Council last summer approved approximately $20 million in public finance incentives for the project, which broke ground last year and is expected to be complete in 2019. Proposals to develop the land, one of the last green-space lots in that part of the county, have been on the table for several years, but the site’s difficult topography scuttled previous efforts. The council approved Legacy’s incentives request on a 5-3 vote last July, though a number of residents expressed concerns about putting public money toward the effort.The site plan includes seven pad buildings to the south of the main shopping area that are likely to include restaurant tenants, though the marketing documents don’t indicate any specific proposed tenants for those buildings.
Email Their study, published in the American Sociological Review, is among the first to analyze the tension between productive tradition and risky innovation on this massive scale.The study found that a remarkably consistent pattern characterizes contemporary research in biomedicine and chemistry: more than 60 percent of the papers had no new connections, meaning that they primarily built on tradition and eschewed innovation.Drawing on their analysis of scientific rewards, Foster and his colleagues argue that researchers who confine their work to answering established questions are more likely to have the results published, which is a key to career advancement in academia. Conversely, researchers who ask more original questions and seek to forge new links in the web of knowledge are more likely to stumble on the road to publication, which can make them appear unproductive to their colleagues. If published, however, these innovative research projects are more highly rewarded with citations. And scientists who win awards — especially major ones, like a Nobel Prize — have more of these innovative moves in their research portfolio.“Published papers that make a novel connection are rare but more highly rewarded,” said Foster, the study’s lead author. “So what accounts for scientists’ disposition to pursue tradition over innovation? Our evidence points to a simple explanation: Innovative research is a gamble whose payoff, on average, does not justify the risk. It’s not a reliable way to accumulate scientific reward.”Foster added: “When scientists innovate, they may be betting on extraordinary impact. They are playing for posterity.”Foster specializes in the computational study of scientific ideas. The paper’s co-authors were James Evans, a University of Chicago associate professor of sociology, and Andrey Rzhetsky, a professor of medicine and human genetics at Chicago.The authors suggest that universities could encourage more risk-taking in research by decoupling job security from productivity. They note that a similar approach was especially successful at Bell Labs in the mid-20th century; scientists there could work on a project for years before it was evaluated. The study also recommends a model in which research funding goes to individual scientists, rather than specific research projects — a strategy being used by the Howard Hughes Medical Institute and for some National Institutes of Health grants.Institutions and funding organizations could also reduce barriers to innovative research by using funding schemes that make it less risky for researchers to pitch a novel idea — and more likely for that idea to be funded. The Gates Foundation takes this approach in certain research programs, drastically reducing the length of initial applications, funding projects on a trial basis, and structuring review panels so that out-of-the-box ideas can find champions rather than just critics.Foster urged that universities, other research organizations and funding agencies use more large-scale quantitative analysis to inform research policy.“Studying science at a large scale gives us a new perspective on this critical institution. A better understanding of science will lead to better science,” he said. Share on Facebook Pinterest Share on Twitter Share The traditional pressure in academia for faculty to “publish or perish” advances knowledge in established areas. But it also might discourage scientists from asking the innovative questions that are most likely to lead to the biggest breakthroughs, according to a new study spearheaded by a UCLA professor.Researchers have long faced a natural tension and tradeoff when deciding whether to build on accumulated knowledge in a field or pursue a bold new idea that challenges established thinking. UCLA assistant professor of sociology Jacob Foster and his co-authors describe it as a conflict between “productive tradition” and “risky innovation.”To study this tension, Foster and his colleagues assembled a database of more than 6.4 million scholarly publications in the fields of biomedicine and chemistry from 1934 to 2008. They then analyzed whether individual publications built on existing discoveries or created new connections — in effect, creating a map of the growing web of scientific knowledge. Finally, they correlated each of the two broad strategies with two types of reward: citations in subsequent research and more substantial recognition conferred by 137 different scholarly awards. LinkedIn
DeMoulpied comes to LSI from the Private Client Services practice of Ernst & Young where he managed strategy & operations improvement engagements for privately held client businesses. Some of his prior roles include VP of strategic development, director of strategic initiatives, and Lean Six Sigma Master Black Belt at OptumHealth, UnitedHealth Group’s health services business, as well as Lean Six Sigma Black Belt at General Electric, where he applied operations improvement principles to customer service, supply chain and product development. A successful entrepreneur, deMoulpied is also the founder of PrestoFresh, a Cleveland-based e-commerce food/grocery business. With more than 20 years of experience across multiple industries and functional areas, deMoulpied has particular expertise in organizations with complex technical products. Combined, his prior positions have required a spectrum of skills in corporate strategy, operations improvement, product quality, and revenue cycle management. He has an impressive history of utilizing data driven problem solving (Lean Six Sigma) and project management (PMP and CSM) to achieve strategic goals surrounding customer satisfaction, operational efficiency and improved profit. DeMoulpied has a Bachelor of Science degree in Engineering Management from the United States Air Force Academy and a Master of Business Administration degree from the University of Dayton in Marketing and International Business. He served six years with the USAF overseeing the development of technology used on fighter aircraft and the E-3 Surveillance aircraft, finishing his career honorably as Captain. LAKEWOOD, NJ — Frank Pagano, president and CEO of Coni-Seal, Inc., has announced the appointment of Ray Niziolek as director of marketing and customer service. Niziolek will report to Pagano and will head up a consolidation of Coni-Seal’s marketing, sales support and customer service departments to better serve the company’s customers. AdvertisementClick Here to Read MoreAdvertisement Pagano said, “The concentration of leadership in the critical areas of customer service, marketing and sales support services will allow Coni-Seal to build stronger partnerships with existing clients and better serve new customers with solid marketing programs and enhanced customer support.” Niziolek has more than 20 years of marketing services and sales support experience in the consumer packaged goods arena.,Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret brand of performance additives and oils, recently announced the expansion of senior leadership. Steve deMoulpied joins LSI as the company’s chief operating officer (COO). AdvertisementClick Here to Read MoreAdvertisement LSI President Brett Tennar says, “Steve’s success in developing operational strategies that improves the bottom line, builds teamwork, reduces waste and ensures quality product development and distribution checks many of the boxes of what we were looking for in a COO. This, coupled with his career in the Air Force working with highly technical systems and his in-depth understanding of Lean Six Sigma and Business Process Management sealed our offer. As our tagline states, our products are Powered by Science. This data driven approach is one reason why our company has grown exponentially as we employ the most advanced technology to product development. I am confident that Steve is the right person to drive operational strategy for our diverse and growing brands.” Advertisement
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Last week North Sea Systems started carrying out trials of their CableFish® survey platform at EMEC. This is the culmination of the MRCF Project, managed by the Carbon Trust and funded by the Scottish Government. CableFish® will offer a survey capability that enables cable laying operations to be extended in tides up to 6 knots in strength – currents in which it is difficult to operate ROVs.The system consists of a sensor platform that houses cameras, lights, an altimeter, a USBL beacon and a motion sensor. The platform rides down the cable to provide real-time touch-down monitoring and a full record of the installation; this includes visual imaging, positional data and an indication of the cable tension and strumming.A dedicated umbilical management system is used to control the depth of CableFish® and the video and data is integrated into the vessel’s survey spread. The whole system is easily transported by road and mounted on the cable laying vessel. [mappress mapid=”14852″]Press release; Image: northseasystems
As a practising barrister with no party-political affiliation, I have, like all lawyers, had to think long and hard recently about what our reaction should be to the savage cuts to legal aid imposed by ministers who have very adequate incomes, and in some cases substantial private wealth. I am reminded of a long-dead solicitor, Leslie Slade, who practised alone in the small country town of Newent in Gloucestershire. He told me that during the 1920s depression, he and other solicitors at Ross-on-Wye Magistrates’ Court and elsewhere were ready to – and did – defend anyone who could rustle up a few pounds (at most £3). The present situation mirrors that described by Slade, who survived in practice and lived to tell the tale until about 1970. Reflecting on this, I am converted to the view as counsel that, if asked to accept a brief fee of £200 instead of a more usual £500 for a case to be heard within 25 miles of chambers, we should, wherever possible, accept the lower fee on receipt of a fully prepared brief (and subject to seeing a copy of the legal aid offer). The alternative is to allow some poor devil to face the court unrepresented. The idea of having to bow the knee to government unfairness goes against the grain, but in the interests of justice to lay clients it is the only solution. Stanley Best, Barnstaple Chambers Winkleigh, Devon
Daseke’s “operational and cost improvement plan” includes integrating the company’s operations; implementing business improvement plans; and restructuring its corporate management.The latter, according to Daseke, has eliminated several positions within its corporate office, resulting in substantial corporate cost reduction. As a result, R. Scott Wheeler has resigned from his position as president and member of the board of directors as of September 4, 2019.The presidential duties will be assumed by Chris Easter, the company’s interim ceo and coo, as well as other members of the management team.The company’s chief financial officer (cfo), Bharat Mahajan, will also be leaving Daseke. David Bizzaro from Bridgepoint Consulting will assume the role of interim cfo.Daseke will conduct a search for a replacement cfo once it has appointed a permanent ceo.www.daseke.com
An online tracking service for victims of crime will help make the criminal justice system easier to navigate, the Ministry of Justice said today.TrackMyCrime will keep victims updated on the progress of their case and allow them to submit details about stolen or damaged property. Officers and victims will also be able to securely exchange messages any time of the day.The MoJ acquired the service, which was developed by Avon and Somerset Constabulary, last year.Victims in Avon and Somerset, Kent and South Yorkshire are already using the service. Further police forces including Humberside, Lancashire and Lincolnshire plan to go live this year.Bill Waddington, chair of the Criminal Law Solicitors’ Association, said the MoJ was desperately adding sticking plasters to the biggest cracks within the criminal justice system which, he said, the ministry knew was on the verge of collapse.‘Obviously a victim wants to know about the progress of his or her case,’ Waddington said. ‘Frankly there is little or no difference to a victim whether they are being told by letter that their case is delayed because of lack of court time, or because there have been disclosure delays by the CPS, or whether they are being told by some online tracking system.‘The bottom line in this example is that the case is delayed. The proposals just do not address the issues.’The latest government initiative comes the day after home secretary Theresa May (pictured) announced plans for victims to report non-emergency crimes online.The Home Office will be working with Surrey and Sussex police forces to develop a prototype for people to report non-emergency crime that could eventually be made available across the country.It is estimated that online crime reporting could save up to £3.7m and 180,000 officer hours per year if it is adopted by all police forces.The government’s latest efforts come days after a report by the Victims’ Commissioner said victims were being let down by criminal justice agencies.The issue is likely to be a key justice battleground in the run-up to the general election, with Labour having pledged to create a victims’ law to restore confidence in the system and help victims who are required to give evidence in court.
INTRO: The Railtrack board will shortly receive the business case for concentrating operational control of Britain’s 16600 route-km in about nine Network Management Centres. Richard Hope asked Andrew McNaughton to explain the strategyCSX TRANSPORTATION was the first major railway to exploit the almost limitless capacity of modern communications technology by bringing all aspects of train control into a single operations room. The Dufford Centre at Jacksonville went live in April 1988, and today controls some 1400 daily train movements on 29000route-km.Union Pacific was not far behind, opening its Harriman Dispatching Centre at Omaha in June 1989. Subsequent mergers, notably with Southern Pacific in 1996, have expanded UP’s network to 58000 km carrying some 2000 daily trains.Burlington Northern had its Fort Worth control centre up and running by 1995, just as the merger with Santa Fe came along. Fort Worth is currently the biggest rail operations room in the US with around 100 workstations, but CSXT is looking to upgrade or replace Dufford as soon as the division of Conrail routes with Norfolk Southern is confirmed.Impressive as these US control centres are in geographical reach, the dense national networks of Europe are far busier in terms of train movements. In Britain, for example, 25000 trains are scheduled daily on 16600route-km compared to around 2000 for each of the big five US freight railroads.Although many British passenger trains complete a one-way trip in under an hour, whereas US freights take many hours and even days from origin to destination, it is the frequency of interaction of trains at junctions and interlockings which determines the flow of data to be handled at the control centre.Moreover, away from the big cities CTC often does not extend through terminal areas, such as UP’s yards in El Paso where through trains simply slow down and drive on-sight over hand-thrown switches innocent of any interlocking. In Europe, virtually all running lines are signalled, vastly increasing the complexity of software needed.Both DBAG in Germany and Railtrack in Britain have announced plans to bring train control over the whole of their respective networks into fewer than 10 regional centres, although neither has taken the final decision to go ahead. The ultimate objective is to eliminate all existing signalboxes and manned level crossings, though this will take many years and is obviously dependent upon the replacement of manually worked points, signals and crossings on secondary routes.First approval later this yearAndrew McNaughton, Railtrack’s Engineering & Operations Development Director, is charged with preparing the business case for building the first of about nine Network Management Centres covering the 16600route-km national network. He expects to place this before the Railtrack board in midsummer. If it is accepted, construction of the first pilot NMC should be authorised by September; this is likely to be at Ashburys in Manchester.Though by no means the only factor, the order in which NMCs are built and equipped will be governed primarily by the need for resignalling. The North West is favoured for the pilot NMC because the Manchester South area will need a new command system anyway by the time that the first release of software will be available. Immediate resignalling mainly affects lines out of Manchester’s Piccadilly and Victoria stations, but the North West Zone extends from Crewe to Carlisle and Holyhead.McNaughton points out that ’the alternatives to creating an NMC are to install obsolete systems such as panel processing or early software-based Integrated Electronic Control Centres, or to accept for each scheme whatever is offered and end up with a hotch-potch of systems. So the more we resignal, the greater the need for an NMC in that zone.’The position at the end of May was that four groups had submitted bids to develop the software and hardware needed for the first stage of the North West NMC, and indicative bids for the remainder. A contract will be awarded when the Railtrack board accepts the business case for going ahead with NMCs as a network-wide strategy.Whilst Railtrack Chief Executive Gerald Corbett is concerned that the ’headline prices’ are too high (below left), the NMC strategy will be implemented over two decades or more, and the suppliers have had to price their future risk. McNaughton feels the indicative bids have given Railtrack a clearer understanding of the costs and difficulties of the various elements. The NMC project team ’can now see the way to an initial system and future upgrades’ within the overall business case, although there will inevitably be ’plenty of hard negotiation ahead of us to get there.’Year of preparationThe team has spent the last year trying to define what operational processes should be in 5 to 10 years time. This has been matched not only against what the technology will be capable of, but also what the staff will be capable of doing. NMCs are seen as an operational rather than technical development – ’fundamentally, it is about how we manage the network.’State of the art in Railtrack’s current resignalling projects – driven primarily by the need to replace relay interlockings which are becoming unreliable or potentially unsafe because of wiring insulation failure – is the solid-state interlocking commanded from an IECC. These were developed in the early and late 1980s repectively.According to McNaughton, ’there will soon be more computing power in the average Game Boy than in our 10-year-old IECCs. As for the older SSIs, they still run at 1MHz. We urgently need to introduce faster computer-based interlockings which are now available’. So ’it is no longer a case of us specifying the technology we want.’ The appropriate question is: ’what around the world is capable of being introduced into our environment?’He sums up the year’s work as ’understanding what we need to do; determining its value; understanding how fast we should move; and finally, developing a philosophy as to how we should do it.’Role of the NMCMcNaughton says his view of the functions that an NMC should perform was strongly influenced by a visit to UP’s Harriman Dispatching Centre in early 1995. ’The Americans see them as a means of delivering services, not just a big signalbox to keep trains apart … that’s why we are calling them management and not signalling centres.’At the core of the NMC is everything to do with operating and monitoring the network. The plan is to encompass all activities within a 12 week time horizon, because that is when the timetable is frozen so far as disruptive engineering work is concerned. Those engaged in longer-term planning may be in an adjacent room, if convenient, but will not be on the operating floor. In some cases it may be appropriate to co-locate the NMC and zonal headquarters buildings.In addition to signalling and train regulation, the NMC will assume control of traction power switching and isolations, passenger information at stations, and engineering work affecting the running of trains. It will also monitor the condition and status of key equipment such as points, or often-bashed bridges, and perhaps some station plant as well.Another important function to be handled at NMCs will be the analysis and attribution of train delays and incidents, both for the performance regime payment process and to decide and action solutions to avoid repetition.While Railtrack’s NMCs will be bigger than the existing US ones in terms of workload and processing power, they will not be much bigger. BNSF’s dispatching centre at Fort Worth has over 100 workstations, whereas the largest Railtrack is looking at is about 50. However, BNSF is an integrated railway whereas Railtrack is only responsible for infrastructure maintenance and train control.US control centres also handle locomotive and crew rostering, and issue instructions for the delivery and collection of wagons from industrial sidings. Britain’s 30-odd train operating companies will be able to locate staff in the NMCs if they wish, but English Welsh & Scottish Railway, the principal freight operator, is already building its own national control centre at Doncaster to manage its business.To establish the practical limits on the size of an NMC, Railtrack undertook a study of the main networks and hubs, and their interaction. This suggested that nine was a logical number, reflecting the practicality of previous management structures for the British network. The favoured locations for six of the NMCs fall one each in six of Railtrack’s seven zones – which may lead to some adjustment of boundaries in due course. For the Southern Zone, which covers the complex 750 V third-rail commuter network south of London, the plan is to build three NMCs on a ’common campus’. While this is essentially dictated by the volume of data, the risk to performance of a major failure suggests that it would be unacceptable to run the whole third-rail network from one centre.Flexible staffingAnother lesson learned from the Americans is the need to migrate people on and off the operating floor continuously as the workload varies – a good reason for locating all of the production function in the NMC and not leaving part at zonal headquarters. McNaughton cites the Long Island Rail Road’s ’low-tech but very effective control centre where, when it snows heavily, the whole finance team stops paying bills and assists with recording train performance, freeing the specialist staff to concentrate on running the service.’ In the last analysis, though, ’the location of an NMC will be determined by the need to keep our skilled and competent people.’’We want a system where, when there is a major problem, an individual workstation, which might have been supervising 100 km of railway, can zoom in to deal with a particular junction, while other operators reconfigure their control areas to help out. We estimate that we can reduce total delays by 25% to 30% with this flexibility and the faster communication and decision making from having everyone together.’Asked how far multi-skilling is likely to go, allowing operators to move from one function to another as workload dictates, McNaughton is more cautious. ’It is far too early to say – we will have to see whether it is sensible for train operators to work in all areas. We want an orchestra, not a collective of buskers.’The level crossing problemOne particular difficulty which Railtrack faces is level crossings. At March 31 1997 there were still 581 manned crossings on the network with hinged gates or lifting barriers, and a further 321 supervised remotely by CCTV. Every such crossing must be inspected visually once the gates or barriers have closed, before protecting signals are cleared, to ensure that no road vehicle is trapped.CCTV crossings create a major stream of work. If staff have to be retained solely to operate level crossings, as happened when the East Coast main line was resignalled because 200 km/h operation precludes the use of automatic crossings under current rules, the financial benefits of controlling large areas from one location can be undermined.To get around this problem, Railtrack is starting some fundamental research to see whether there are cost-effective ways of achieving even greater safety without viewing the crossing manually. Programs that scan video pictures to detect the presence of a vehicle are a possibility; ultrasonic detectors show promising results in Japan (RG 6.98 p423).Another reason why automatic crossings are not acceptable in specific locations is excessive warning time before a slow train arrives. Speed measurement to permit constant warning time could resolve this difficulty.Control migration strategyPutting up a building containing an operating floor big enough to supervise a large route network is easy. Developing the software and installing the hardware will take much longer, and the cost is substantial. More complicated is the transfer of control from up to 30 power signalboxes and two or three electrical control centres.McNaughton sees the key question about migrating control as the ’rich heritage of technologies and conditions’ to be found around the network. The suppliers’ indicative bids showed relatively high cost for developing interfaces with older relay-based interlockings, where the diversity of equipment precludes a standard ’plug-and-play’ interface. This is likely to have a significant impact on the business case for migration from existing signalboxes.Asked when the last power signalbox will close down, McNaughton says some ’may migrate fairly quickly, certainly by 2005, whereas those in good condition may live on well beyond 2010. There are many factors including synergy of whole route control which we are still analysing.’Oddly enough, and assuming all goes according to plan, he believes ’it is likely to be the remaining mechanical signalboxes which survive longest, though many may disappear through local schemes that offer adequate return on the investment.’ And closure of the very last signalbox on Railtrack’s network? ’Not in my lifetime.’The basic rule governing the pace at which NMCs will be set up and expanded is that each step ’has to demonstrate best value.’ This means that the system upon which NMCs rest has to be inherently flexible, and ’must be capable of several generations of upgrading as the network and business environment develop.’NMCs must not be technology driven, though. ’They must be business driven through operational need, with people who will work in them at the heart of the process, not add-ons. So we will do it at a pace that makes business sense – and on the least busy 10% of the network, NMCs will have virtually no impact at all.’ Above all, McNaughton emphasises, ’NMCs are about integrating all the service delivery functions. There would be no value in simply building ever-larger signalboxes.’ oCAPTION: As Railtrack’s Engineering & Operations Development Director, Andrew McNaughton CEng MICE is responsible for integrating command and control developments including signalling and the DART digital train radio projectCAPTION: Computer technology has advanced so far and so fast that the major problem for Railtrack has been deciding exactly what the scope of a Network Management Centre should bePhoto: AEA TechnologyCAPTION: Workstations offer the flexibility to be configured to monitor almost any aspect of railway operationPhoto: AEA TechnologyBids higher than expectedFour firm bids have been received for equipping the first Network Management Centre in Manchester, along with indicative bids for completing the programme. Our newsletter Rail Business Intelligence reported on May 14 that the bids were not low enough to support the business case. The four bidders are:
AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to LinkedInLinkedInLinkedInPolice Scotland is seeking witnesses to a serious road traffic collision which happened at around 11.55 hours on Tuesday 31 January 2017 on the A75 road at the east junction with the B794 Dalbeattie to Corsock Road, Castle Douglas.Three vehicles were involved, namely a red coloured Nissan van being driven by a 48 year old man from Springholm, a red coloured VW Tiguan car being driven by a 70 year old man from Dalbeattie and a white coloured Daf lorry being driven by a 57 year old man from Stranraer. All three vehicles were damaged in the crash. The drivers of the Nissan van and the VW Tiguan were taken by ambulance to Dumfries and Galloway Royal Infirmary where they are currently being treated for their injuries, deemed serious at this stage.Constable Callum Kingstree at Castle Douglas said “we are keen to hear from anyone who may have witnessed this crash and would ask that they call us at Castle Douglas on the 101 number. The road was blocked for over two hours to allow for the injured to be removed to hospital and the vehicles to be taken away.”