Over 300 LiveSky Tethered UAS Sold To The U.S. Government With New Order For 43 Systems
Press Release –
Jun 8, 2022
SANFORD, Fla., June 8, 2022 (Newswire.com)
– Hoverfly Technologies Inc. announced today another order for 43 LiveSky systems for the US Army, now surpassing over 300 LiveSky tethered drones sold to the U.S. government. LiveSky is a turnkey tethered UAS platform with infinite flight time, offering on-demand persistent ISR capabilities and communications relay solutions. National defense, intelligence, and homeland security customers have all benefited from LiveSky solutions as a force multiplier in mission-critical situations.
LiveSky Sentry and LiveSky Defender, often referred to as the Variable Height Antenna (VHA) for network range extension, have been deployed both domestically and internationally in all-weather environments. Hoverfly’s new LiveSky HL Spectre caught the eye of DoD and USG agencies in recent months due to its multi-payload capability. LiveSky HL Spectre can carry up to three payloads, offering both persistent ISR and broadband network communications relay solutions at the press of a button.
All LiveSky platforms are payload agnostic, allowing integration of a variety of third-party payloads. USG customers employ Silvus, Trellisware, Persistent Systems, and other tactical radios on LiveSky platforms for broadband network range extension, giving our troops unparalleled situational awareness on the battlefield. Equipping LiveSky with ISR payloads provides live full-motion video streams that can be viewed locally, by operators using Tactical Awareness Kit (TAK), and over networks anywhere in the world. LiveSky does not operate using any radio frequency (RF) signals, making it impossible for the data within the system to be jammed, hacked, or intercepted. Additional payloads are available for integration, to include 5G, C-UAS, and EW systems that are more effective at 200′.
USG customers have identified the ability to seamlessly integrate into any network as a key differentiator for Hoverfly tethered drone solutions. LiveSky platforms have been an integral part of multiple ground vehicle programs, enhancing both manned and unmanned on-the-move capabilities. Hoverfly President and COO, Steve Walters, explains, “Various surveillance, radio, and network achieve maximum performance at elevation. Hoverfly LiveSky systems continue to prove that seeking the high ground can be achieved in seconds. Hoverfly’s culture is entrepreneurial and encourages innovation and disruption to the legacy methods of achieving payload elevation, and we are proud to provide capability to the U.S. government, first responders, and foreign partners. “
More and more USG procurement requirements are including tethered UAS, and Hoverfly remains the industry leader with hundreds of units deployed to USG customers. More information on the different LiveSky platforms can be found at hoverflytech.com
Retired Army Officer, Former Special Operations Aviation Pilot and Acquisition Officer Promoted
Press Release –
Apr 19, 2022
SANFORD, Fla., April 19, 2022 (Newswire.com)
– Hoverfly Technologies Inc. is pleased to announce Kevin S. Cochie has been promoted to Chief Strategy Officer. Kevin is now responsible for Hoverfly’s internal and external strategy, including fundraising, business development, and marketing priorities. He will provide ongoing support of Hoverfly’s LiveSky product line, the worldwide leader in the tethered drone industry, for a growing number of defense, security, and commercial customers.
“It’s an honor and privilege to join a quickly growing company composed of entrepreneurial teammates sharing a common goal of delivering new technology and capability to the warfighters I once served beside. This company and technology will serve many purposes across the commercial and government landscape,” Cochie said.
Kevin S. Cochie joined Hoverfly in October and is the former VP & GM of FLIR systems’ airborne sensor business. Prior to his tenure at FLIR, Kevin was VP & GM of Erickson Helicopter’s Defense business. Kevin is a retired Army officer, where he served in multiple capacities in Army Special Operations Aviation from platoon leader to acquisition director. He holds a BS and MS in Engineering from the University of Central Florida and an EMBA from the Georgetown McDonough School of Business.
“We are delighted to elevate Kevin to CSO as he has made an immediate and very positive impact in several key areas, since joining in October. He is an integral part of our leadership team and we believe he will continue to propel Hoverfly into a dominant position in our market space in the coming months and years,” said Hoverfly President and COO Steve Walters.
The Challenge kicks off Public Service Recognition Week (#PSRW) and is all about moving—walking, running, biking, swimming and/or rolling — to reach the goal of 36 miles (or more) in 36 days. The event also includes a series of Wellness Wednesday workshops on yoga, improving sleep, increasing movement, healthy cooking, and ergonomics for the office and home.
Proceeds benefit FEEA’s scholarship, disaster relief, and emergency hardship programs for feds in need. FEEA is the national, independent, non-profit 501c3 organization for federal employees and by federal employees.
Given 13,000 no-fee, no-interest hardship loans to help make ends meet during personal tragedies like illness, death of a loved one or house fires;
Given nearly 14,000 families grants for wildfires, hurricanes, and other natural disasters, as well as for groceries, fuel, and diapers during the longest government shutdown in U.S. history; and
Provided over 11,000 merit-based scholarships to federal public servants and their children and spouses.
FULLERTON, Calif., March 16, 2022 (Newswire.com)
– The Fullerton City Council announced its selection of Eric Levitt to serve as the City’s next City Manager. The announcement was made during the regular meeting of the City Council on Tuesday, March 15, 2022.
Levitt, who currently serves as City Manager for the City of Alameda, was selected following an extensive recruitment, application review, and City Council interviews with the most qualified candidates.
Levitt has over 25 years of experience working in local government and more than 20 years of experience as a City Manager. Prior to joining the City of Alameda in April 2019, he served as City Manager in Simi Valley. Levitt has also served as City Manager for Janesville, Wisconsin, and Sedona, Arizona.
Levitt holds a Master’s Degree in Public Administration and a Bachelor of Arts Degree from the University of Kansas.
“I am excited to welcome Mr. Levitt as our next City Manager of Fullerton after an extensive recruitment process,” said Mayor Fred Jung. “Mr. Levitt brings a breadth of experience to the role that is singular. His extensive knowledge of economic development and experience navigating fiscal challenges to maintain organizational stability were important factors in his selection by the City Council. In addition, he has a proven track record in local government and values dialogue with our community members and our City Council.”
Fullerton’s City Manager is appointed by and directly responsible to the Mayor and City Council. The City Manager is the Chief Executive Officer of the City and provides leadership and organizational direction for the operation and management of all City departments. The City Manager implements City Council policies and ordinances, oversees City operations, and appoints most City department heads.
“I want to thank the Mayor and Council for their confidence in providing me this opportunity to serve the people of Fullerton,” said Levitt. “I consider it an honor and a privilege to contribute to making Fullerton a safer and better place to live, work, and play for all residents, businesses, and visitors.”
Mr. Levitt will begin work on May 10, 2022, earning a base salary of $250,000 per year.
WASHINGTON, March 15, 2022 (Newswire.com)
– From learning how to measure masses of low-mass elements to discovering nuclear fusion being possible and technological advances to match, there’s no denying the evolution of fusion power. For many years, the U.S., UK and USSR performed work in secret even though they were convinced that controlled fusion research had no military applications. Despite not having an internationally collaborative approach, energy advancements continued to climb.
Around 1951, the U.S. started its magnetic fusion energy program within the Atomic Energy Commission and was declassified in 1957. Due to declassification, international scientific collaborations and discussions of fusion research were yet again enabled. Plasma confinement conceptual achievements were accomplished through the 1960s, such as the stellarator, tokamak, and more. These successes were especially promising through the 1970s fossil fuel energy crisis, as political interest created the will to invest in large-scale tokamak studies. As the energy crisis waned, funding in fusion energy declined again in the mid-1980s. The fusion energy sciences program was overseen by the Department of Energy, and it encountered difficulties in acquiring funding for the large tokamak projects. The successor to the Tokamak Fusion Test Reactor, the Compact Ignition Torus was subject to significant planning in the late 1980s. Due to lack of funding and political interest, the CIT project was canceled by Congress in the early 1990s.
Since the 1980s, significant investment in fusion technology by the U.S. government has been limited to membership and partial funding of the international collaborative effort in France (ITER). While a valuable source of research and development, by focusing on this international experimental reactor, the U.S. government has not made substantive efforts to pursue American fusion energy projects with the aim of commercial or military applications. Energy shortages, endless cries for clean energy, and more needs of our planet have created the realization that now is the time to act. The federal government only began publicly developing options for a regulatory framework for fusion energy systems in late 2020.
Kronos Fusion Energy’s Partner and Chief Legislative Officer Ethan J. Bond sees the need for legislative framework. “We’ve met perfect timing for the emergence and application of our company’s hard work. Kronos Fusion Energy realizes this is just the exordium of a new era in energy generation for the world. To set us up for success, we must be accompanied and supported by our government and legislation.”
On a global level, years of research, development, and experiments have led up to the White House event: Bold Decadal Vision for Commercial Fusion Energy. The event promises to convene fusion energy leaders to showcase progresses and advancements in fusion strategy. Kronos Fusion Energy is delighted by the recent advancements of the industry so we can do our part in creating a clean, limitless energy future.
Military, Government, and Private Industry Logistics Support Company recognizes 25 years with a new look
Press Release –
updated: Oct 19, 2021
FAYETTEVILLE, N.C., October 19, 2021 (Newswire.com)
– The Logistics Company, Inc. (TLC) has revamped their website to commemorate their 25 years in business. With their marketing partner Martin Communications, TLC created a new brand look and brand message focusing on their industry involvement and many achievements. This updated brand is reflected in TLC’s new website, https://www.tlc-inc.net.
A service-disabled, veteran-owned business, TLC operates principally in the Department of Defense market by providing superior logistics services at an economical value without ever compromising its core values of quality, ethics, and social responsibility. For 25 years, TLC has met client challenges and established a stellar reputation for strategy, development, implementation.
“We understand the importance of telling our story and our 25th anniversary is a wonderful opportunity to remind our team, our clients, and our partners of our mission and our principles,” said TLC CEO Teresa Fletcher. “We know that our new website will do justice to the work we have done in the industry and set us up for continued success.”
TLC’s recently launched website presents updated information on the company’s objectives, services, awards, qualifications, and leadership team. Aesthetically, the site offers enhanced graphics and a modern color palette. Functionality and user experience have been improved and maximized as well as its SEO capabilities.
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About The Logistics Company
The Logistics Company exists to provide high-quality Base Operations and logistics support certified to ISO 9001:2015 standards. Our team of professionals brings technical expertise from both the military and industry, and is globally responsive to our customer requirements. We are a disabled veteran-owned government contractor focused on the health, welfare and safety of our employees, stakeholders, clients and the U.S. military. For over 25 years, we have provided smart, economical solutions for even the toughest projects with quality and integrity that produces mission success.
Martin Communications, located in Raleigh, NC, is an award-winning integrated marketing communications firm providing expert strategy, branding and advertising, social media, public relations and website design and development. Our full-service capabilities also include graphic design, copywriting, idea generation, and more. For over a decade, our unique culture and diverse, deep pool of talent has driven us to successfully deliver measurable results for businesses of all sizes in a broad array of industries. With roots in radio, television and newspaper, we know a thing or two about the importance of powerful messaging. For more information, visit us at thinkmartinfirst.com.
Military, Government, and Private Industry Logistics Support Company celebrates 25 years with a new look
Press Release –
Oct 12, 2021
FAYETTEVILLE, N.C., October 12, 2021 (Newswire.com)
– The Logistics Company, LLC (TLC) has revamped their brand to commemorate their 25 years in business. With their marketing partner Martin Communications, TLC created a new brand look and brand message focusing on their industry involvement and many achievements.
A service-disabled, veteran-owned business, TLC operates principally in the Department of Defense market by providing superior logistics services at an economical value without ever compromising its core values of quality, ethics, and social responsibility. After 25 years of meeting client challenges and establishing a stellar reputation for strategy, development, implementation, and training, TLC decided to enhance their brand with a new logo, new message, and new website.
“As we continue to grow and expand, we felt it was important for our team, our clients, and our partners that we highlight our story and remember the principles we founded this company on 25 years ago,” said TLC CEO Teresa Fletcher. “We are extremely proud of what we have accomplished and are confident that our new logo and coming soon website reflect our achievements as well as a bright and successful future.”
TLC and Martin Communications completed several strategical exercises resulting in their new brand logo. The well-placed arrows show movement and forward progression while the color palette of greens is a nod to their military contracts. Their new website is currently under construction and is expected to launch this fall.
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About The Logistics Company
The Logistics Company exists to provide high quality Base Operations and logistics support certified to ISO 9001:2015 standards. Our team of professionals brings technical expertise from both the military and industry, and is globally responsive to our customer requirements. We are a disabled veteran-owned government contractor focused on the health, welfare and safety of our employees, stakeholders, clients and the U.S. military. For over 25 years, we have provided smart, economical solutions for even the toughest projects with quality and integrity that produces mission success.
About Martin Communications Martin Communications, located in Raleigh, NC, is an award-winning integrated marketing communications firm providing expert strategy, branding and advertising, social media, public relations and website design and development. Our full-service capabilities also include graphic design, copywriting, idea generation, and more. For over a decade, our unique culture and diverse, deep pool of talent has driven us to successfully deliver measurable results for businesses of all sizes in a broad array of industries. With roots in radio, television and newspaper, we know a thing or two about the importance of powerful messaging. For more information, visit us at thinkmartinfirst.com.
This week, we are going back through time to showcase the history of No Kill in Austin and our public-private partnership with the City of Austin.
1998-2001: From the beginning when local attorney Jim Collins created Austin Pets Alive!, it’s mission has been to promote and provide the resources, education and programs needed to eliminate the killing of companion animals in shelters. In order to meet that mission, APA! started as an advocacy organization dedicated to making program and policy changes at the city’s shelter. At this time, the city was euthanizing 85% of the 35,000 animals that entered the shelter on an annual basis. The goal was to make Austin a No Kill City by the year 2000. During this time, the founders coordinated an effective public awareness campaign which led to a doubling of the city shelter’s budget. Additionally, the kill rate was substantially reduced, daily open-adoption hours were introduced, and a volunteer program was created. Despite all of this, No Kill was not reached during this time.
Jim Collins created Austin Pets Alive! article, 1998
2008-2011: Still in line with the mission and reinvigorated with new leadership, APA! shifted its strategy to focus on more direct ways to impact the City of Austin shelter’s euthanasia rate, which by 2007 was at 55% with 25,000 animals entering the shelter on an annual basis. We were still an all volunteer organization with less than $10,000 in the bank and no facility, but that didn’t stop us from thinking big. In 2008, we pulled together as many like-minded people as we possibly could and carved out a business plan that would build the infrastructure to address the needs of the up to 14,000 animals who were dying each year at the city shelter.
2009
One of the first steps in this new strategy was to intervene in the euthanasia process. As is true today, animals came into the city shelter from many different places for various reasons. After pets were taken in, animals surrendered by their owners moved immediately either to the adoption portion of the shelter, to a rescue group (non APA!), or to a euthanasia list. Stray pets were held for three days before the decision was made to euthanize them or attempt to adopt or transfer them to rescue. Long term Austinites might remember when the Town Lake Animal Center (TLAC) shelter was segregated between animals lucky enough to have survived the last 3 days on the left and those who were too big, dark, scarred, sickly or badly behaved and destined to die on the right behind a locked gate. The public was not allowed to even look at the 75% of campus that was the non-adoption side.
2009
Each day, our team received a list of animals, ranging from 20-100 animals long, that were slated for euthanasia. We were given two hours to try to move those animals to safety by 7 p.m. or they would be dead by 11:30 a.m. the next day.
In those two hours, day after day, 365 days a year, our tough-as-nails volunteer team worked at lightning speed. They posted on Facebook and Craigslist, imploring the community to help by fostering for a short period of time. They texted people they knew that liked labs or poodles to try to find a spare bathroom anywhere to house a pet, who might loosely resemble that breed, until they could make it to an adoption event. Every day, they made an impact on that euthanasia list and cut it down by 10% or as much as 100%. Every week, we could add up each day’s progress to figure out the impact we were making. This eventually translated into a yearly impact metric.
As APA!’s strategy was to intervene in the deaths of the animals at the very last minute, the byproduct was the huge increase in public awareness that these very adoptable animals were dying. The awareness led to public outcry and city council action (very similar to what happened in 1999). That turned out to be an incredibly important part of the puzzle, impacting the euthanasia rate beyond even our direct euthanasia list intervention, and led to Austin becoming No Kill.
By the time our original license agreement to operate TLAC came around in 2011, the community had advocated heavily for change at the city of Austin shelter. The city council passed a 2010 No Kill Implementation Plan, recommended to them by the Austin Animal Advisory Commission after an intense year of public input and strategy sessions. That plan included, most importantly:
a mandate for the city shelter to reach a 90% live release rate
a moratorium on killing while any cages were empty (previously this practice left 50 or more kennels open each morning for “possible” intakes)
a directive for the city shelter to grow a foster program and behavior program
a directive to use Town Lake Animal Center (about to be vacated for the new location in East Austin) as an adoption center
an extra $1,000,000 to add to the city shelter budget to help implement these goals
2010
When the city shelter moved from TLAC to east Austin, we had to work tirelessly to gain the ability to use the old shelter. Council Members Martinez and Morrison worked with all parties involved to outline the requirements of that first agreement. Ultimately, APA! agreed to continue taking 3,000 animals from the euthanasia list at the city shelter annually, when the city’s intake was 19,000, the city’s budget was 7 million dollars and they were still euthanizing 2,000 of the pets, even with us pulling 3,000 to safety. The city of Austin and APA! still had a lot of lifesaving work to do to get Austin to No Kill.
March 11, 2010
2011-2019: A lot has changed in the world of animal sheltering and certainly in the City of Austin during the last decade. The city shelter gained an additional 10 million dollars in their budget and today has a budget of 17 million dollars for an average intake of 18,000. Many of those millions were injected into the city shelter’s medical program despite the fact that APA! had been, since 2011, pulling nearly 100% of the medically challenged animals. Even after millions of tax payer dollars went into medical care for city owned animals at Austin Animal Center (AAC), there were still 1,500+ animals with medical needs listed for euthanasia, down from 3,000+, because the medical practices that AAC employed were more like private practice in their expense and less like the triage APA! used to save lives at a low cost.
In fact, at that stage the animals that were still dying (meaning APA! didn’t have capacity to save them after they were listed on euthanasia list) were almost entirely large breed dogs with and without behavioral challenges. However, almost none of the new AAC funding was directed to help increase fostering or adoptions of those dogs. And almost none of the funding was directed to help pet owners keep their big dogs to prevent intake. There was a brief period of AAC leadership, Tawny Hammond, Lee Ann Shenefiel and Kristen Auerbach, that tried to put more resources into large dogs but they were met with resistance. Because of overall inadequate oversight of the very generous new funding directed by council to “make Austin No Kill”, there continued, and continues, to be a euthanasia list with large breed dogs and medical animals, and there continues to be struggles with large breed dog capacity at AAC. APA! continued to take the “leftover” animals who were listed for euthanasia even though no government funding came to APA! for the care of pets from the city shelter. As AAC management tried to overcome overcrowding, they leaned on APA! to take more and more non-euthanasia list large breed dogs.
2012
Even with all of these partnership issues, APA! started a behavior program directed at saving the dogs with challenging histories of trauma to prevent their euthanasia at AAC unless there was a severe, demonstrated public safety risk. As per our mission, we didn’t focus on trying to relieve space issues for AAC but of course tried to help.
2014
When AAC reached a 95% live release rate, and due to the continual turnover of leadership at AAC which left AAC vulnerable to moving backwards to killing, we focused on building institutional sustainability for No Kill in Austin. No Kill is still very much dependent on the city animal services director’s personal philosophy because there is very little throughout city government to institutionalize it.
Thanks to the ongoing work of Council Member Leslie Pool’s office, a new citywide ordinance to preserve a 95% minimum live release rate and an updated animal code went into effect. In addition, we documented memorandums of understanding (MOU)s to preserve internal practices between AAC and APA! that we hoped would cement No Kill practices in Austin. Austin’s No Kill status was further buoyed by the 2017 Economic Impact Study showing No Kill policy had brought $157M into Austin.
2019-2021: Since 2019, the city has maintained a continual live release rate at or above 95%, in accordance with the ordinance. With the largest budget, per capita and per animal, of any government animal shelter in the nation, AAC has received the financial support to achieve this level of lifesaving. Unfortunately, despite all of this progress, policy changes, and historically high budget, the city has shifted its expectation of maintaining capacity for non-euthanasia list animals to achieve No Kill to APA! with no oversight of existing taxpayer fund usage or financial investment in APA!. This is far outside the scope of the original licensing agreement, signed at a time when 2,000+ animals were still dying and the city’s budget was extremely inadequate for lifesaving. We are proud of our role in making Austin No Kill and advocating for appropriate AAC funding but we have no control or oversight of those funds as a completely private entity. Our fear of losing the use of TLAC has exacerbated that inability to advocate for change in the past.
At the beginning of the COVID-19 pandemic, in early 2020, every shelter in the country emptied their shelters, placing the vast majority of pets in foster homes. This gave the animal welfare industry time to think about the purpose and functions of animal shelters to begin with. APA! pivoted, once again, to focus on keeping human animal families together and launched the Human Animal Support Services (HASS) project. We started HASS because we believe that building the infrastructure to serve community pets and people could dramatically lower the number of pets needing to be institutionalized in the shelter. As APA! and our national arm, American Pets Alive!, worked to implement HASS in most major U.S. cities, we were met within our own city of Austin with some interest but no action to undertake truly solving for why so many animals enter Austin Animal Center every year.
Instead, we, at APA!, have been made painfully aware through multiple crises (the 2021 cold crisis when the city shelter shut down and deferred the public to APA! for help or during the first year of the COVID-19 pandemic when the city shelter just stopped all support to community members who needed much more than a website to navigate options during the human crises they faced), that the city expects the public private partnership to continue, for the next 75 years, as simple, quiet overflow for all of the Austin Animal Center problems.
At the same time, the Austin Animal Center is under a high level of scrutiny by the Austin Animal Advisory Commission due to a memo sent by the Austin Animal Center director, claiming that killing of dogs with behavioral histories would need to begin in order to keep capacity at a manageable level, despite a historically low intake of animals. This is unacceptable and we hope the city will use the recommendations from the commission to make lasting change in how the center is managed.
Summer 2021: As of today, the world is rapidly evolving and other cities are passing Austin by as the most progressive for animal welfare. Disheartened by the city’s lack of interest in progressing beyond a No Kill number to build a truly humane community and compounded by the state, and now accepted future, of our facility, we have made the difficult decision to refuse to be the “overflow” for Austin Animal Center any longer or do the rest of the Austin Animal Center’s job for free. We need to go back to a relationship that preserves lifesaving but also drives progress and innovation. Tragically, we are forced to potentially vacate TLAC to gain this but in doing so, we hope Austin will regain its “top” status.
Today: We have let the city know that while we are committed to keeping Austin a No Kill City by taking in animals truly at risk of euthanasia, if there is to be any formal documented agreement with APA! to preserve No Kill status, we will not agree to serve as an overflow facility to animals who are not at risk of euthanasia. And we will not agree to limit the scope of our important and lifesaving work to make the entirety of Texas – and nation – No Kill. It’s still our hope, though now somewhat distant, to have an agreement with the city that allows TLAC to continue as a beacon of hope in this new phase of Austin’s animal history. It is clear that will only happen if the city council directs staff to make it happen.
Soon, we will need your help to advocate for these changes to our contract and to the overall No Kill sustainability plan for Austin. We can’t do this without our supporters now, just as we couldn’t have created this organization without you from the start. I hope this information helps you to understand why so much is happening at once regarding Austin’s No Kill status and why there are no simple decisions for everyone involved.
Thank you,
Ellen Jefferson, DVM President and CEO Austin Pets Alive!/American Pets Alive!
RED DOT nursing teams arrive within a rapid response time to augment a facility’s existing healthcare staff and assist in caring for patients until the emergency is clear and the crisis is over.
Press Release –
updated: Aug 18, 2021
LAS VEGAS, August 18, 2021 (Newswire.com)
– SpectrumACS, the company specializing in medical services for correctional facilities and state and county institutions, provides healthcare solutions in the form of temporary nursing staff, specialty physicians, digital radiology, and their unique rapid response unit. RED DOT, the emergency response team named from an incident where designated medical staff were identified by a red dot on their ID badge and locked down until the emergency cleared, is made up of Temporary Nurses that respond to incidents due to natural disasters, FEMA preparations, and other emergencies.
Today viruses and civil unrest are posing a unique threat to correctional and secured facilities, forcing lock-downs for the safety of staff and inmates. But something that can never be compromised no matter the emergency is an institution’s ongoing medical care. Barry Goldstein, President of SpectrumACS notes, “Our staff are truly on the front lines in every state and facility we serve. The pandemic and civil unrest has changed and increased demand in a number of ways which has given us the opportunity to dispatch teams like RED DOT to respond to any emergency.”
Led by SpectrumACS, a healthcare organization with more than 30 years of experience in this space, the highly specialized RED DOT team provides temporary relief nurses to psychiatric hospitals, correctional institutions, and Public Health Facilities. A RED DOT team arrives within a rapid response time and augments the facility’s existing healthcare staff to assist in caring for patients. SpectrumACS’s experienced Nurses stay inside the institution until the emergency is clear and the crisis is over.
By providing response teams nationwide, including travel nurses to vaccination clinics, SpectrumACS has been managing provider pools of more than 100 nurses in Colorado alone. Willette Stringer, Staffing Manager for SpectrumACS, says she’s grateful for the work that their nurses have been doing to assist Colorado with the vaccine administration. “They all take pride in the fact that they are making a difference in the fight against COVID-19 and other variants by helping to put an end to the pandemic,” Stringer says.
About Spectrum ACS
Under American Correctional Solutions, Inc, SpectrumACS was launched in 2013 with a singular focus on nurse staffing and registry services. Led by a team with decades of experience in healthcare staffing and recruiting, SpectrumACS provides nursing services to vaccination clinics, mental health hospitals, correctional facilities, medical centers, and Public Health Departments across the country, with operations overseen by their corporate headquarters in Las Vegas, Nevada. American Correctional Solutions, Inc. has supplied specialty medical services and staffing to county jails, and state and federal prisons for more than three decades.
The plan was unanimously adopted on June 9 by the Dallas City Council.
Press Release –
updated: Jun 10, 2021
DALLAS, June 10, 2021 (Newswire.com)
– Texas Trees Foundation (TTF) is proud to announce that the first Dallas Urban Forest Master Plan has officially been adopted by the Dallas City Council. This long-term strategic effort is a major milestone for the city and will provide the framework for action steps to maximize the value of our urban forest.
Texas Trees Foundation commends Mayor Eric Johnson and Dallas City Council members Omar Narvaez and Chad West for their leadership and role in developing the UFMP and obtaining unanimous approval from the Dallas City Council.
As the need for strategic management of the tree canopy and urban forest in Dallas came to the forefront, the collaborative work began between the Texas Trees Foundation and the City of Dallas to create the first plan of this type with funding provided by the Lyda Hill Philanthropies® and Oncor.
Dr. Bobby Lyle, Chairman of the Board of Trustees for the Texas Trees Foundation noted, “This collaborative effort represents a major step forward for our city. It emphasizes the strategic importance of our urban forest and provides guidance for our community as the City of Dallas sets the standards and takes the lead in urban forestry management in North Texas.”
This long-term strategic document specifically addresses urban challenges such as pests and disease control, rapid urban development, and inequitable distribution of tree canopy.
“We want to thank all of the stakeholders that contributed to the success of the Dallas Urban Forest Master Plan,” said Janette Monear, President and CEO of the Texas Trees Foundation. “We are dedicated to advancing the 14 recommendations and 56 action items in the plan, and the Texas Trees Foundation looks forward to implementing those solutions. I join my voice with Dr. Lyle, Lyda Hill, and our entire Board of Trustees in commending the Dallas City Council for adopting this important plan.”
When properly managed, trees provide a variety of important benefits to communities, including water-quality improvement, stormwater mitigation, erosion control, heat reduction, air-quality improvement, health and wellness benefits, wildlife habitat, and jobs. Trees add to the vibrancy and overall quality of life whether they exist in residential, recreation or business districts.
For more information about the Dallas Urban Forest Master Plan, please email Joshua Wilbanks at joshua@texastrees.org.
I grew up half Jewish and half Italian-Catholic. I made jokes about how these different identities left me mostly confused. Had Jesus risen again or not? I thought I had to choose one side rather than celebrating all the parts within myself, so I almost erased my Jewish half. I learned how to make risotto, but not matzah ball soup.
Christianity is the dominant culture in the United States and obscures the other religions. People would always say Merry Christmas to me, assuming everyone celebrated it, assuming it was the only holiday. I unconsciously accepted that and embraced my Catholic heritage more. I learned gospel hymns, but never learned the Hebrew blessings sung on Shabbat.
In addition to being stifled by Christianity’s dominant force, I also grew up internalizing sexism, striving to be like the men I deemed superior, by playing jazz and chess, composing music, reading philosophy, being stoic, and working hard.
Weighed down by sexism from without and within, I was unaware of the ways I was also part of oppressive systems. In undergraduate jazz school I was so anxious about playing equally to men that I didn’t wake up to systemic racism. I took a jazz history class, where I learned about the racism Black musicians endured, but that felt like history, miles away. I couldn’t see my white privilege because I only noticed how inferior I felt to my male classmates.
It wasn’t until I was 30 that I realized I had spent most of my life trying to prove I was as good as men, and this had distracted me from other issues. It wasn’t until I was 32, when I made a joke about Jewish people, that my Jewish friend let me know what I said was antisemitic.
“But I’m Jewish!” I said, stunned.
It turns out antisemitism is everywhere.
Even inside me.
In my thirties, when I finally uncovered the side of me that was Jewish and uprooted my internalized antisemitism, I found the joy of being Jewish: dressing up for glittery Purim events in Brooklyn; going to a feminist, antiracist synagogue; and connecting to a community of inspiring Jewish activists. The more I learned about Jewish traditions, the more I realized there was so much of Judaism already flowing through me without me even knowing: my connection to the moon, my eco-spirituality, my humor, my animated hand gestures.
As I became in touch with the Jewish part of me that was lost and erased, I also learned about the Israeli government’s erasure and deliberate killing of a large amount of Palestinian people. US media and Zionist culture declare that Israel and Palestine are in conflict, it’s complicated, and there are two sides. But 5,590 Palestinians were killed from 2008-2020 compared to 251 Israelis killed. Human Rights Watch has declared Israel to be guilty of apartheid and human rights crimes. Israel has the largest army in the Middle East, funded by the US government’s aid of 3.8 billion dollars a year. Hamas, meanwhile, has rocks and rockets that are easily intercepted by Israel’s military system. Israel is the one with the power, and their government uses it to oppress and kill the Palestinian people.
My Grandma had always talked about her love of Israel, and I absorbed that without any questions for too long. The truth of Israel’s aggression was hidden in plain sight.
Just as I first had to embrace Judaism within myself, and then awoke more to the antisemitism around me, so I learned about Zionism and Israel’s mass killings of Palestinians. The uncovering never ends, just like my battle with sexism delayed my awakening to racism. Different oppressions conceal other oppressions. Until they don’t anymore. Until we wake up from our individual struggles and realize how the system wants to keep people separated.
The veil that kept me isolated in my own struggle of sexism and antisemitism also became the path toward connection. Once we know there is a veil, we can then see through it, leading us to pursue solidarity with other causes. We can see how all the struggles overlap — that the Black Lives Matter movement is part of Palestinian liberation, part of queer and trans liberation, part of reproductive rights and feminism — that the intersection of all these injustices is where our community power lies.
When white supremacists stormed the capital on January 6th, some wore shirts that said “6MWE.” My stomach churned when I saw on Facebook what that meant: “6 Million Wasn’t Enough.”
I texted a friend: They’re talking about the Holocaust. They’re talking about me.
Some people hate me, which is sickening, and I am not going to hate or oppress anyone else. I know that it is, in the words of Jewish organization If Not Now, a “false choice between Palestinian freedom and Jewish safety.” The intergenerational trauma from the Holocaust has created an extreme militant Israeli government unable to see they are now harming others. Israel’s government is stuck in a pattern they feel is defensive but is actually violently aggressive. This round of Israeli bombing in May killed at least 256 Palestinians in Gaza, including 67 children, displaced tens of thousands, destroyed hospitals, schools, sewage systems, clean drinking water supplies, and the only COVID testing site. In contrast, thirteen Israelis were killed. That’s not Israel acting in defense — that is aggressive and violent, a series of human rights violations. When you bombard an area densely populated with civilians who are unable to escape, that’s a deliberate and horrific mass killing. That’s a war crime.
The more I dig into the rich and beautiful culture of Judaism, I learn that there is a long history of anti-Zionism within Judaism. The Judaism that I know and love wants basic human rights for all people. If Not Now states, “Palestinian liberation and dismantling antisemitism are intertwined … We will not be pitted against each other … We won’t be distracted from our fight for freedom and safety for all people.” No one is free until everyone is free, and that includes Palestinians oppressed under apartheid; Black, brown, and Indigenous people brutalized and killed by the police in the US; transgender people who are horrifically murdered; Jews experiencing hate crimes; and people in other countries fighting totalitarian and fascist governments. Our liberation is bound up in each other’s.
Still, some people try to link any opposition to Israel’s government as being antisemitic. As Palestinian-American writer and policy analyst Yousef Munayyer writes, “When people turn humanizing Palestinians into antisemitism, they not only enable the continued dehumanization of Palestinians but they also cheapen antisemitism by cynically weaponizing it.”
I, an American Jew, stand with Jews all around the world in protest of Israel’s government, because I know injustice, war crimes, human rights violations, and apartheid when I see them. I will fight for the rights of marginalized people until everyone is free.
[Feature image: Close-up of barbed wire with the golden Dome of the Rock in Jerusalem visible in the distance under a blue sky. Source: @RJA1988 for Pixabay.]
Mare Berger is a singer-songwriter, pianist, teacher, writer, improviser, gardener, and activist living in Brooklyn, NY. In April 2020 Mare released an album “The Moon is Always Full” featuring their original lyrics, songs and orchestration. You can buy Mare’s album here. Follow Mare @maremoonsong. Listen to music and read more of their writings at marielberger.com.
TBINAA is an independent, queer, Black woman run digital media and education organization promoting radical self love as the foundation for a more just, equitable and compassionate world. If you believe in our mission, please contribute to this necessary work at PRESSPATRON.com/TBINAA
We can’t do this work without you!
As a thank you gift, supporters who contribute $10+ (monthly) will receive a copy of our ebook, Shed Every Lie: Black and Brown Femmes on Healing As Liberation. Supporters contributing $20+ (monthly) will receive a copy of founder Sonya Renee Taylor’s book, The Body is Not An Apology: The Power of Radical Self Love delivered to your home.
Agile VTOL UAV is now available for military missions, public safety, energy and emergency response
Press Release –
updated: Mar 30, 2021
PLANO, Texas, March 30, 2021 (Newswire.com)
– Martin UAV, a leading advanced aviation technology manufacturer in the United States, today announced the public release of the latest unmanned aircraft system (UAS), the V-BAT 128, for defense and commercial use, including search and rescue, firefighting, logistic resupply, and energy and oil and gas operations.
Martin UAV previously demonstrated its upgraded version of the V-BAT featuring an increase in power, payloads and endurance at the Army Expeditionary Warrior Experiment (AEWE). Over the course of several weeks, the V-BAT 128 flew numerous missions, showcasing its VTOL capabilities and the versatility of its small footprint; one of the impressive features noted from those involved in the exercise is the aircraft’s ability to transition from take-off to a vertical hover and persistent stare capability while maintaining a sensor line of sight, in spite of difficult terrain.
“Martin UAV continues to push the boundaries of what is possible for unmanned aircraft systems,” said Heath Niemi, chief development officer. “We have listened to the customer and expanded the capabilities and agility of the V-BAT 128, delivering technology that serves a wider range of mission needs. We’re proud to make the V-BAT 128 available to the broader market and to provide more power and payload that can be transported in the bed of a pick-up truck, or, inside a Black Hawk.”
As the interest and adoption of UAV/UAS increases across commercial industries, the company stated a renewed commitment to support these verticals adapting to new technologies. Most recently, the company announced the addition of industry veteran Bill Irby as the Chief Operating Officer, who previously held leadership roles with Textron, L3 Harris and Northrop Grumman. Martin UAV strives to make UAVs more accessible and easier to implement, empowering organizations to streamline operational efficiencies, security and increase the safety measures for its staff.
The V-BAT 128 is designed to make transportation and rapid tactical deployment easier for both defense and commercial applications. It can be assembled by two personnel in less than 30 minutes. The aircraft’s duct fan propulsion design provides for top operational safety by eliminating exposed rotors, which are commonly found in propeller-driven VTOLs.
V-BAT 128 is ideal for takeoff and landing on both stationary and moving platforms, in areas with a footprint of less than 12-feet by 12-feet. The upgraded V-BAT provides significantly enhanced payload capacity of 25 pound and interchangeable payloads to meet mission-specific requirements. Increased endurance of up to 11 hours, and higher thrust were made possible by leveraging a more powerful engine, the Suter TOA 288 model. With a wingspan of 9.7 feet, the V-BAT 128 can reach over 90 knots reaching altitudes of 20,000 feet.
For more information on Martin UAV, its V-BAT and use across industries, visit: martinuav.com.
About Martin UAV:
Martin UAV is a private, advanced technology company based in Plano, TX. The company specializes in building wholly-unique, unmanned aircraft systems and associated flight control software. The company’s systems are commercially developed to fill critical operational needs in tactical & confined operational environments. Its V-BAT series aircraft is the only single-engine ducted fan VTOL that has the ability to launch & recover from a hover, fly up to eleven hours in horizontal flight, and make mid-flight transitions to “hover & stare” at any time throughout a given mission set. For more information visit: martinuav.com.
TAMARAC, Fla., May 14, 2020 (Newswire.com)
– Tamarac Vice Mayor Marlon D. Bolton was honored as one of South Florida’s 50 Most Influential and Powerful Black Professionals for 2020 in Legacy South Florida’sPower Issue. This annual list of leaders is also published in the Sun Sentinel and Miami Herald.
“I am absolutely floored and grateful. To be named among the great men and women honored on this list is a dream come true,” Bolton said.
Vice Mayor Bolton was elected as Tamarac District 1 Commissioner in 2016 and appointed Vice Mayor in 2019. He is also the Lead Pastor of the Praise Experience Church of North Lauderdale and a County Court Mediator, certified by the Florida Supreme Court. He serves on a number of boards, including the Broward County Community Action Agency, the National Black Caucus of Local and Elected Officials and the Fort Lauderdale Executive Airport’s Aviation Advisory Board.
Vice Mayor Bolton has a bachelor’s degree in public safety management and is pursuing a master’s degree in criminal justice at Florida International University.
Legacy South Florida is published by MIA MEDIA GROUP, LLC, one of the nation’s largest Black publishers, with more than one million readers bimonthly. The company also publishes Legacy Miami and MIA Magazine.
ABOUT THE CITY OF TAMARAC
Tamarac covers a 12-square mile area in western Broward County and is home to more than 65,000 residents and approximately 2,000 businesses. Ideally situated, Tamarac provides easy access to highways, railways, airports and waterways, and a wealth of cultural and sports activities. Tamarac’s median age continues to grow younger and the population more diverse, as people recognize the City as a great place to spend their lives. For more information, visit www.Tamarac.org.
TAMARAC, Fla., April 10, 2020 (Newswire.com)
– Commissioner Julie Fishman received a 2020 Home Rule Hero Award from the Florida League of Cities (FLC) for her tireless efforts to represent the City of Tamarac and protect the home rule powers of Florida’s cities during the 2020 legislative session. This is the third year in which she received this honor.
Home rule is the ability of a city to address local problems with minimal state interference. Commissioner Fishman and the other award recipients worked throughout the legislative session to promote local voices making local choices, protect the Home Rule powers of Florida’s municipalities and advance the League’s legislative agenda.
“The dedication and effort of these local officials during the 2020 legislative session was inspirational and should serve as a model for municipal officials statewide,” said FLC Legislative Director Scott Dudley. “These are some of our biggest advocates for municipal issues, and they’re shining examples of local advocacy in action. On behalf of the League and its legislative team, we’re proud to recognize each of them, and we thank them for their service.”
“I was proud to represent my City during the last legislativesession, and I’m always happy to add my voice to those working to protect home rule,” said Commissioner Fishman. “It’s critical that local elected officials retain the ability to make decisions that impact those who elected us into office.”
ABOUT THE CITY OF TAMARAC
Tamarac covers a 12-square-mile area in western Broward County and is home to more than 65,000 residents and approximately 2,000 businesses. Ideally situated, Tamarac provides easy access to highways, railways, airports and waterways, and a wealth of cultural and sports activities. Tamarac’s median age continues to grow younger and the population more diverse, as people recognize the City as a great place to spend their lives. For more information, visit www.Tamarac.org.
Elite Capital has devised a financing program for government that allows BOT and BOO projects to be implemented without burdening the respective country with sovereign debt, which is being launched today
Press Release –
updated: Jan 15, 2020
LONDON, January 15, 2020 (Newswire.com)
– Dr. Faisal Khazaal, Chairman of Elite Capital & Co. Limited, announced today that the company has designed and launched the first one-of-a-kind financial system under the name ‘Government Future Financing 2030’ to provide financial support rather than lending to Governments.
“This is a program of financial injection for BOT and BOO projects through Government which does not involve burdening the country with sovereign debt for Rail, Energy Plants, Oil Refineries, Marine Ships, Hotels, Sea Ports, Agriculture, etc. We cannot undertake construction projects that have no technical content like roads, housing, etc.,” Dr. Faisal Khazaal said.
Elite Capital & Co. Limited is a private limited company that provides project related services including Management, Consultancy and Funding, particularly for large infrastructure and commercial projects.
George Matharu, President and Board Member of Elite Capital & Co. Limited, said “Under the new program, Elite Capital & Co. and its governmental portfolios sign agreements with the respective Government to support the country’s BOT and BOO National Projects, by providing 80% of the financing needs of those National Projects without burdening the Ministry of Finance with sovereign loans. In return the Government announces the projects on a bidding basis by inviting all local companies and international consortia, to bid for the 20% remain funding, construction and project operations, thereby ensuring fairness, equality and transparency according to the rules, regulations and laws applicable in the respective country.”
This program will be devoted exclusively to governments and rated banks, and the private sector will only be allowed to work through them.
Dr. Faisal Khazaal concluded his statement by saying “Government Future Financing 2030 is an exclusive program for Elite Capital & Co. and the most powerful financial program in the finance market which we are glad to launch today.”
Elite Capital & Co. Limited – Contact Details –
Elite Capital & Co. Limited 33 St. James Square London, SW1Y4JS United Kingdom
Dr. Martin Luther King Jr. spoke in his “I Have a Dream” speech of the “tranquilizing drug of gradualism”. He implored Americans to uphold responsibilities to democracy, and to progress with a spirit of the “fierce urgency of now”. City Awake (a program by the Boston Chamber of Commerce) is commencing the 2nd annual Fierce Urgency of Now Festival on Sept. 4-8 with 40 events in the City of Boston to highlight the opportunities and challenges of young persons of color – and to spark equitable action from business, civic, and government leaders.
Press Release –
updated: Aug 26, 2019
BOSTON, August 26, 2019 (Newswire.com)
– City Awake is calling on the city of Boston to wake up…and to wake up now.
In his famous “I Have a Dream” speech, Dr. Martin Luther King addressed a crowd amassed along the National Mall to declare: “We have also come to this hallowed spot to remind America of the fierce urgency of now. There is no time […] to take the tranquilizing drug of gradualism.”
This Sept. 4-8, individuals and organizations from across greater Boston will gather together to remember, renew, and recommit to the mission that the time of fierce urgency is now. For five days, both learners and leaders will build connections and community during the aptly titled Fierce Urgency of Now (F.U.N.) Festival. The second-ever annual event is first of its kind in the nation – a festival meant to highlight the experiences of, challenges, and possibilities for young professionals of color in Boston.
The idea for F.U.N was born out of the results of the 2017 report City of Millennials, a collaboration between Boston Indicators, the Boston Foundation, and City Awake. Results from the report identified a divergent experience for millennials of color living and working in Greater Boston, and demonstrated a disproportionate amount of challenges in issues of affordability, overall economic security, and the continuous narrative of Boston as an unwelcoming city for young professionals of color.
“To address the reputation and realities of Boston as a city that is unwelcoming to people of color, we need to bring people across sectors, backgrounds, and perspectives together for meaningful dialogue that leads to change,” said Justin Kang, executive director of City Awake and vice president of Economic Growth for the Greater Boston Chamber of Commerce (GBCC). “Young professionals of color are critical to this work, and through FUN we are giving a platform to lead in creating a Boston where all can thrive.”
James E. Rooney, president & CEO of the GBCC, shares “For greater Boston to maintain and grow its economic standing, we must ensure that we are addressing the challenges holding us back as a city, particularly challenges that impact our ability to attract and retain a talented workforce. Our region’s population is younger and more diverse than at any time in our history, so it is imperative that we provide connecting opportunities and discuss issues that will make us a better, more welcoming, and more competitive city. FUN is a way to have those important conversations while also having a good time and building stronger connections between the business community and young people of color.”
“At John Hancock, we aim to build a healthier, more equitable Boston, and we are committed to fostering an inclusive work environment that welcomes diverse talent,” said Sofia Teixeira, head of U.S. Diversity & Inclusion at John Hancock. “We are proud to partner with the Chamber on its economic opportunity initiatives and this F.U.N. festival will enable important conversations and connections that can help drive important change to move our city forward.”
“Young people of color have a right to feel like they not only belong and are welcomed but that they are truly valued and supported where they live and work,” said Dani Monroe, Vice President and Chief Diversity, Equity & Inclusion Officer at Partners HealthCare. “As employers, we know how imperative it is that they have opportunities to build their professional skills and presence in the workplace but their ultimate success hinges on much more than we can accomplish within the walls of our organizations. It is vital that we work together as a community to build up this critical segment of Boston’s workforce and Fierce Urgency of Now does just that by providing spaces for people of color to have the opportunity to grow both professionally and socially, and build meaningful connections that will allow them to have a stronger presence in the workforce and in their own personal lives.”
Festival programs will be hosted across the city by various partner organizations. The festivities will kick off on Sept. 4 at the historic Fenway Park with “After 5 @ Fenway,” a pregame party followed by a Red Sox versus Minnesota Twins matchup. On Friday, Sept. 6, City Awake and P&G Gillette will partner to present the festival keynote event – a fireside chat with Tristan Walker, founder & CEO of Walker and Company Brands, a company that strives to make health and beauty simple for people of color. P&G acquired Walker and Company in 2018, and Walker continues to operate as CEO. In a discussion moderated by Boston Globe culture writer, Jenee Osterheldt, Walker will speak about his journey as a young black entrepreneur, the opportunities and challenges that can come from large corporations and startups joining forces, and running a business as a millennial father of two.
Other events include a professional development session hosted by the New England Aquarium and the Boston Public Health Commission focused on how climate change impacts communities of color; a panel discussion led by “Googlers of Color” at the Google office; an inclusive and nostalgic 90’s Night at the Boston Children’s Museum; a showcase for queer artists of color hosted by Citizen Schools; an Afrobeat fit session at Hibernian Hall; and the Bostown Music Festival hosted by Darryl’s Corner Bar & Kitchen, to name just a few. A complete listing of events can be found attached and online.
The 2019 FUN event is made possible by Presenting Sponsors: Arnold Worldwide, John Hancock, Partners HealthCare and Contributing Sponsors: The Boston Red Sox, P&G Gillette, The Boston Foundation, TSNE Mission Works, and Tufts Health Plan.
About City Awake
City Awake is the leading platform for next-generation leaders in the Greater Boston area. A program of the Greater Boston Chamber of Commerce, City Awake empowers next-generation leaders through programming that builds community and fosters dialogue about the most pressing issues facing our region. Through this work, City Awake aims to deepen young professionals’ connections to the broader business and civic communities and recognize their important contributions to our economy. Learn More at CityAwake.org.
About the Greater Boston Chamber
The Greater Boston Chamber of Commerce is the convener, voice, and advocate of our region’s business community, committed to making Greater Boston the best place for businesses and people to thrive. It helps its members and Greater Boston succeed by convening and connecting the business community; researching, developing and advocating for public policies that contribute to our region’s economic success; and providing comprehensive leadership development programs designed to grow strong business and civic leaders. Learn more at BostonChamber.com.
WEST PALM BEACH, Fla., July 25, 2019 (Newswire.com)
– If there was a magical wand that could solve the world’s growing need for more usable real estate while bringing telecommunication carriers together with governing agencies to reach mutual working relationships for 5G/4G LTE deployment, that wand would be kept in a secure box. While there is no magic wand, there is a magic box that has been invented by InfraSite, a Florida-based technology solutions company.
“We have created a new product that can merge into the wireless industry and bring the municipalities and wireless carriers together to create a new 5G experience. It’s a magic box,” said Kevin T. Aycock, founder of InfraSite.
The magic is that the underground box houses internet connectivity and personal and business communications while providing solutions for smart cities and worldwide telecommunication networks.
“Specifically, our product is a fire and flood-proof underground telecommunications equipment shelter. Cars cannot run over the equipment and take it out of commission. Being underground, we give municipalities an aesthetic alternative to unsightly cell towers, give landlords more real estate, and provide network operators the connectivity tools needed to expand 5G, and even some of the current 4G LTE deployments,” added Aycock.
InfraSite’s introduction of the underground equipment shelter comes as telecommunication carriers are racing to secure more broadcast towers, following the Federal Communications Commission’s decision mandating municipalities nationwide must provide space for 5G deployments.
“Our product makes a big difference because it bridges the gap between municipalities and what the wireless carriers want to do, whether with 5G or 4G LTE. It allows us to be able to come to the table and bring a solution that works,” concluded Aycock.
About InfraSite Infrastructure Solutions
InfraSite is a global company on the cutting edge of technology that designs, develops and provides solutions for customers challenged with the need to place equipment in diverse environmental settings.
Compared to old fashioned approaches, such as standard macro towers, rooftop installations and small cells, the “out-of-the-box” InfraSite solution enhances the network by providing equipment protection, incremental revenues, increased safety and preserved site aesthetics and property values.
InfraSite’s innovative infrastructure solutions are designed to support and address wireless deployments from 4G LTE to 5G for wireless carriers, municipalities, property owners, tenants and communities.
My Journey, the new platform, seamlessly integrates data across multiple state agencies, providing a unified user experience.
Press Release –
updated: Jun 28, 2019
DENVER, June 28, 2019 (Newswire.com)
– Denver-based PAIRIN announced the launch of My Journey, a customizable, statewide platform that connects citizens with career, education and support services. My Journey is a new generation platform that allows government agencies to provide a unified user experience to access any state service, along with powerful career and education planning. This platform seamlessly integrates PAIRIN’s career exploration, coaching, curriculum and hiring tools with state-provided resources, applications and services.
The My Journey platform allows for an informed evaluation of career and program options. Users select their desired outcomes, set goals and take the steps needed to achieve their dreams. From military personnel and other adults switching careers to high school students choosing their next adventure, My Journey provides personalized recommendations and support along an individual’s entire education and career exploration journey.
“Government agencies, due to their segmented procurement processes and many legacy systems, struggle with creating a unified, enjoyable, online user experience for those they serve when recommending resources and services,” said Michael Simpson, CEO of PAIRIN. “My Journey ushers in a new era of user-focused government service access by integrating every state service and application into a common user interface without requiring data integration. As data trusts are negotiated between agencies, both the user experience and state reporting capabilities continually improve, dramatically reducing redundancy and costs,” Michael added.
Personalized recommendations are provided for each individual based on their unique needs, desires and stage of life. The platform further personalizes career and education recommendations for the individual to explore and evaluate options. My Journey facilitates direct connections to existing state agency resources, tools and applications for seamless navigation and task management. In addition, this powerful platform allows individuals to securely share their journey with the professionals, parents, counselors, advisors and case managers that can help along their path. Professionals can even recommend next steps and help with the successful completion of key steps.
PAIRIN is a social enterprise software company whose mission is to make education relevant and hiring equitable. PAIRIN’s suite of behavioral science-based products is the world’s first competency-based talent ecosystem that personalizes career exploration, job matching and professional development. Recognized as the 2017 Denver Chamber of Commerce Start-Up of the Year, the 2017 Colorado Technology Association APEX Emerging Tech Company of the Year award, 2017 Colorado Companies to Watch winner, and named as one of Outside’s 50 Best Places to Work in 2018, PAIRIN continues to lead the skills-based talent pipeline evolution for education and industry. Find out more at www.PAIRIN.com.
Treasury Board Secretariat issues Blockcerts–self-verifying, recipient-owned digital credentials–to demonstrate proof of qualifications for public service
Press Release –
updated: Jun 24, 2019
OTTAWA, Ontario, June 24, 2019 (Newswire.com)
– As part of a one-year talent mobility project being conducted by Talent Cloud at the Treasury Board Secretariat of Canada (TBS) in partnership with Learning Machine, Government of Canada ‘Free Agents’ have been issued Blockcerts, blockchain-anchored credentials, as a permanent and self-owned record of the skills they demonstrated to be selected into the program. This is a first-of-its-kind project for skill validation in the Government of Canada.
View and verify an example Blockcert, courtesy of Free Agent Brian Double, here (shared with permission).
To test the concept that digital credentials issued by the Government of Canada may be owned by the recipient, and verified by anyone in the world for free, Free Agents have been issued an official Blockcert credential that captures all of the data and criteria related to their acceptance into the Free Agent program. This includes the date of acceptance, the attributes that were assessed, the names of the Free Agent Talent Managers who accepted them into the program along with other relevant metadata. Free Agents now have a way to easily demonstrate a trusted record of their skills as they move about the federal government doing project-based work.
Trusted digital credentials are a big part of the future of work. Blockcerts are a step towards a global ecosystem for open and dynamic digital credentials. This proof of concept demonstrates that fully portable, trusted digital credentials are not a distant vision, but a reality today.
“Thankfully, proving yourself with paper or checking a database is now in the past. Using Blockcerts with your own digital credentials, you can prove your identity and your qualifications in an independent, secure, privacy-respecting way,” says Alex Benay, Chief Information Officer of Canada.
“Government of Canada’s Free Agents now have Blockcert credentials as official records of their skills in a format that is secure, shareable, and easily verifiable. The Blockcerts pilot program, being led by Talent Cloud, empowers Free Agents by enabling them to own and easily share their official and secure credentials that can be instantaneously verified by anyone, thereby enhancing workforce mobility and marketability,” says Kausar N. Samli, Learning Machine Senior Vice President of Global Services.
About Talent Cloud
Talent Cloud is an experimental staffing platform within the Government of Canada testing the viability of a new model for recognizing and mobilizing talent for the Public Service.
To learn more about the proof-of-concept, please contact:
Valerie.Thomas@tbs-sct.gc.ca
Valerie Thomas / Lead, Talent Mobility Strategy, Talent Cloud
About Learning Machine Technologies, Inc.
Learning Machine provides Enterprise Credentialing Systems that issue verifiable credentials using the Blockcerts open standard. Blockcerts, developed by the MIT Media Lab and Learning Machine, is the leading international open standard for issuing recipient-owned credentials to any blockchain. Learning Machine’s global customer base includes governments, companies, and school systems that need to issue verifiable, portable, and secure credentials at scale. To ensure the longevity and interoperability of these credentials, the company is an active contributor to international standards communities, including the W3C, Blockcerts, DIF, IMS Global, and Rebooting Web of Trust.
SALT LAKE CITY, February 19, 2019 (Newswire.com)
– Today, Blyncsy, Inc. and Panasonic Corporation of North America have announced a strategic alliance, in which Blyncsy will use its technology and integration services to develop ITS and connected vehicle solutions that will run on the CIRRUS by Panasonic® platform. Specifically, Blyncsy will supply Panasonic with connected vehicle applications and technology to assist with safety and efficiency improvements on roadways utilizing connected vehicle technologies. Powered by the CIRRUS by Panasonic® platform, Blyncsy’s applications can provide real-world solutions.
“Panasonic is committed to delivering on the significant potential of connected vehicle technology. However, we feel strongly that no single organization can alone transform transportation. To really ‘move the needle’ we’ll need to build and participate in a rich ecosystem of stakeholders. Our relationship with Blyncsy demonstrates a commitment to this approach, and we are excited to work together to accelerate this inflection moment in transportation and mobility.” said Chris Armstrong, Director of Panasonic’s Smart Mobility team.
“Today’s announcement marks a fundamental shift in how connected vehicle technologies will be delivered in the future. Our goal is to improve our roadways and save lives in the process. The tools that connected vehicle technologies provide are unlike anything experienced by our industry previously. Panasonic and Blyncsy have teamed up to accelerate the deployment of connected vehicle technologies across the country and that acceleration starts today,” said Mark Pittman, Blyncsy CEO.
The first Blyncsy applications are already running in beta on the CIRRUS by Panasonic® platform and scaling up to be available to customers.
About Panasonic
Newark, NJ-based Panasonic Corporation of North America is a leading technology partner and integrator to businesses, government agencies and consumers across the region. The company is the principal North American subsidiary of Osaka, Japan-based Panasonic Corporation and leverages its strengths in Immersive Entertainment, Sustainable Energy, Integrated Supply Chains and Mobility Solutions to provide secure and resilient integrated solutions for B2B customers. Panasonic was highlighted in Forbes Magazine’s Global 2000 ranking as one of the Top Ten Best Regarded Companies for 2017. The ranking is based on outstanding scores for trustworthiness, honesty with the public and superior performance of products and solutions. Learn more about Panasonic’s ideas and innovations at Panasonic.com.
About Blyncsy
Blyncsy is a tech start-up headquartered in downtown Salt Lake City, Utah. Through the power of big data and location analytics, Blyncsy helps its customers understand how connected devices are moving throughout an environment. Blyncsy’s powerful platform assists departments of transportation, cities and other private and public entities to better understand the habits and trends of people to generate insights and improve our roadways. Blyncsy was founded to give DOTs, cities, companies and leaders better decision-making tools to intelligently facilitate the movement of people and goods. Blyncsy is Movement Data Intelligence™ delivered.
