Red Mile will lead to rise in tourism in Limerick

first_imgTwitter Predictions on the future of learning discussed at Limerick Lifelong Learning Festival BusinessLimerickNewsRed Mile will lead to rise in tourism in LimerickBy Staff Reporter – December 14, 2017 7250 Limerick Ladies National Football League opener to be streamed live WhatsApp Niall O’Callaghan, Shannon Heritage.Pic Arthur Ellis. Limerick’s National Camogie League double header to be streamed live RELATED ARTICLESMORE FROM AUTHOR Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash Facebook Print Previous articleKilkee presents ‘The Edge of Things’Next articleJP Ferreira named as Munster’s new defence coach Staff Reporterhttp://www.limerickpost.ie WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Limerick Artist ‘Willzee’ releases new Music Video – “A Dream of Peace” TAGSBunratty CastlefeaturedKing John’s CastlelimerickNiall O’CallaghanShannon HeritageThe Red Mile Advertisement Email A LIMERICK tourism trail known as “The Red Mile”, linking the city’s mediaeval quarter with Thomond Park, will benefit from a multi million investment to double visitor numbers in the Mid West by 2020.The money will come on-stream next year when Shannon Heritage will upgrade visitor facilities at both King John’s Castle and Bunratty Castle as part of a wider strategy to enhance its premium tourist attractions.Sign up for the weekly Limerick Post newsletter Sign Up Shannon Heritage managing director Niall O’Callaghan told the Limerick Post that 2018 could be a bumper year for the group that manages seven day visitor attractions and four evening entertainments including the world famous Shannon Castle banquets.And it will all get under way with a spectacular projection show on the walls King John’s Castle this New Year’s eve at a cost of more than €100,000.Mr O’Callaghan, who joined Shannon Heritage after serving as IDA regional development manager, said he is very impressed by Limerick City and County Council’s efforts to create a new tourism strategy which will be “really, really strong for the entire Mid West region”.“The bottom line is that about 800,000 visitors come to the region every year, 100,000 of those visit King John’s Castle. If we work together, there is no reason why that can’t rise to 1.5 million in the next couple of years. All local attractions, and not just those in the Shannon Heritage portfolio can win as a rising tide lifts all boats.He believes that “The Red Mile” concept which directs visitors along a route from the city, through Nicholas Street, over Thomond Bridge and out to Thomond Park, will be of great benefit to enhancing the local tourist offering.Next year’s multi million investment is expected to maximise the space and outdoor events potential at King John’s Castle which has seen the likes of Imelda May, The Coronas and Limerick’s Hermitage Green perform sell-out gigs.The Croagh man said that this will continue in 2018 as part of a wider remit to attract local and Irish visitors to Limerick.“We have recently announced Walking on Cars, Bell X1 and a return of Hermitage Green as the 2018 gigs for the castle“Ireland is extremely successful in terms of tourism promotion but it is very focused on international visitors. Without a shadow of doubt, there is an untapped business that hasn’t been grasped yet,” he said.As part of his vision for 2018, the new Shannon Heritage boss said he is hoping to focus on attracting local visitors to the castle for more than just medieval games and tours.“The economy is back on its feet and now we have to concentrate on persuading those theatre or cinema goers to come to us.The former IDA boss said that King John’s Castle and Bunratty Castle will benefit from an immediate multi million euro investment to maximise their usage as corporate and events space.“Obviously I am very familiar with the amount of multi national companies we have coming in and are already here. We need to tap in to that market.“We need to sweat the assets and have our sites open longer because the longer they are open, the more benefit they are to the community.Events like “Movies at Malahide” can be replicated at King John’s Castle and Bunratty.Further investment is in the offing, according to Mr O’Callaghan who added that year-round activities at the castles will be included in Shannon Heritage’s plans for 2018.“We are also in discussion with Fáilte Ireland to support our investment and enhance both sites from a tourist attraction perspective.”See more Limerick news here  Linkedinlast_img read more

Practical portals

first_img Previous Article Next Article Anemployee portal is the easiest way to access self-service functions that makeemployees and managers more efficient, but there are a number of keyconsiderations for HR. Keith Rodgers presents a guide on how to create asuccessful portalDriven by the need to cut costs, improve internal communications and raiseproductivity, more organisations are looking to capitalise on their internet-basedcommunications infrastructures by building employee portals that addfunctionality to their company intranet. With many early adopters toutingmeasurable returns from their investments, portals are seen as a practicalsolution to the inefficiencies that blight typical HR administrative functions,as well as a strategic platform for improving working practices and employeedevelopment. The evolution of employee portals covers several key areas. While they aretypically viewed from an HR perspective, in practice, portals draw informationfrom across the company, providing a central workplace for employees, one pointof access to applications and personalised information feeds. Within the portalinfrastructure, employee self-service allows individuals to carry out a rangeof administrative tasks, from changing their bank details to enrolling inbenefits and viewing online payslips, and also provides the tools forcollaborative working. Manager self-service devolves responsibility todepartments, allows for improved decision-making in areas such as salaryplanning and enhances performance management. At an organisational level, the portals provide a powerful communicationmechanism for the enterprise, expanding the reach of the company while allowingit to personalise its messages, and building its ‘brand image’ as an employer.At each stage, the benefits are a combination of hard and soft measures As with any HRIT investment, however, users’ experiences have been mixed.Even at a rudimentary level, employee portals change the way that individualsinteract with the organisational structure and throw forward a host ofchallenges, both technical and cultural. Building a successful portal strategy requires the HR function to tacklefour critical issues upfront 1. Planning the initial rollout Although the concept of employee portals and self-service is relatively new,most organisations already have some kind of intranet infrastructure in placeto provide the basis for online HR services. In large organisations, this can be highly complex, with multiple intranetsserving different communities: in smaller companies it may be relatively basic,consisting of online versions of employee handbooks, an internal telephonedirectory or initiation information for new recruits. As Charles Gunn,programme manager for HR software developer Rebus, points out: “It isimportant in building new features that you keep consistent with what’s alreadythere. It must not look like a bolt-on that has been brought in from a thirdparty – by adopting existing web style sheets into the product, it looks likethe existing site and employees recognise it. Also, don’t take away currentfunctionality – keep the existing features.” Vendors and analysts stress that initial perceptions of the portal will becritical, so companies have to get the basics right. The technology platformmust be reliable from day one, so pilot testing is essential – given that thereis likely to be a large amount of employee interest in the rollout in the firstfew days, the IT infrastructure must be scaled to deal with a surge inactivity. Early adopters also favour a gradual rollout of the portal andself-service technology, a step-by-step approach where companies focus ontackling pain points and bringing fast, tangible benefits. “Keep phase onepractical and achievable,” says Gunn. “Keep it to a limited set offeatures – go for six, not 25. Once you have got through phase one, users will comeback and ask for the next set, and that will start to define phase two.”In this kind of phased rollout, the HR department should ensure that it setsexpectation at the outset and keeps them practical: the portal will not changethe working environment overnight, but it should offer a limited number ofmeasurable benefits from day one. 2 Organisational culture Although much of the emphasis in portal implementations falls on thetechnology platform, the experience of early adopters is that culturalchallenges, rather than technical difficulties, are most likely to make orbreak a rollout. These range from resistance at the individual employee ormanager level, to enterprise-wide, organisational issues about HR process. At an organisational level, users should bear in mind from the outset thatthe portal is a key tool in defining and reinforcing the corporate ‘brand’,selling the company’s strengths and its attitude to its employees. Sue Conder,partner in Andersen’s People Strategy Team, points out that organisations tendto put a lot of effort into the design of the portal, from the logo to theoverall look and feel. While these are important – particularly an easy-to-useinterface – “it’s not just the logo, it’s the way it’s structured, what’sin there”, she says. “It’s about recognising that the portal is aparticular communications channel – be clear on what type of messages gothrough the channel and the consistency of messages.” Rebus’ Gunn points out that organisational culture will also impact the wayin which portal processes and workflows are designed. For example, some firmswill insist a managerial approval process is built in when employees enter dataabout their academic qualifications – others acknowledge that they do notcurrently check qualifications, and continue basing the process on trust.”If data affects an employees’ terms and conditions and benefits,including pay, you have got to think about the authorisation process,”says Gunn. Gunn’s experience is that companies’ attitudes vary widely in areas such asdata visibility – some organisations are happy for managers to be able to viewpersonal employee data, such as date of birth or marital status, while othersare concerned about the implications in any future discrimination dispute. Attitudes also vary widely within organisations. Some managers would allowemployees to enter their bank details online, arguing that if they get itwrong, it’s their problem – a payroll manager, charged with resolving theproblems afterwards, would most likely disagree. HR managers may also find that ownership of the portal becomes a politicalissue within their organisation. By taking a lead in developing an employeeportal with self-service capabilities, the HR function can position itself atthe heart of the enterprise. The experience of several US adopters, however, isthat responsibility can become a battleground. As organisations seek to buildcloser relationships with customers, trading partners and suppliers, ownershipand development of the overall corporate portal infrastructure needs to beshared with other groups. 3. Employee and manager buy-in Rolling out an employee portal is a delicate balancing act between catchingthe imagination of end-users and avoiding bombarding them with too muchinformation. Buy-in cannot be taken for granted – a common reaction to theintroduction of self-service is that HR is simply farming out its own work tothe rest of the organisation. Likewise, it’s hard to second-guess whatinformation employees actually want to receive. When it first carried outresearch about rolling out a self-service application, US software and servicessupplier Hewlett-Packard initially assumed that the most popular applicationsamong users would be in areas such as retailing and travel offers. The feedbackit received, however, demonstrated that end-users were looking for integratedbusiness applications and tools to enable collaborative working practices. Mark O’Dowd, head of HR solutions at SAP UK, says employee response isgenerally positive so long as the portal offers more than basic functionalitysuch as requests for leave and timesheet data. “Make sure there’s a mix ofservices,” he says, “including those that benefit the employeeoutside the office.” This could include information about local schools,employee ranking of local removal firms and so forth. These kinds of servicesare particularly helpful for new recruits and, again, help to reinforce theemployer brand. Mark Frear, head of enterprise portals at SAP UK, adds:”You really need to understand how people work – you can’t just push it infront of people and expect them to pick it up.” That means keeping a closeeye on the online processes – replacing a lengthy manual appraisal process witha 10-page online document simply will not work. John Brownhill, who is responsible for HRMS applications at Oracle UK,agrees that balance is important from day one, pointing out that onlinepayslips and benefits features have proved popular in Oracle’s own in-houseportal. He also warns that organisations have to manage user demand carefully.”You do have to control the user base – there’s so much functionality youcould put out there,” he says. Resistance to self-service applications among line managers may be lesspredictable, but there are instances where problems arise. SAP’s O’Dowd says:”There’s a number of occasions where we’ve heard managers have beenresistant to self-service being rolled out – often too many services were beingrolled out too soon.” Sometimes this is a perception problem – managerswill believe that HR is increasing their workload, even though the self-serviceapplication is merely automating work they previously did on paper. Sometimes,however, it is practical. Organisations need to be careful, for example, aboutthe amount of e-mail traffic that is generated through self-serviceapplications in the form of management alerts. But as Oracle’s Brownhill pointsout, if it is managed properly, self-service relieves managers ofadministrative tasks yet still gives them control through inbuilt workflowsthat regulate the data approval process. Early adopters of portal technology are taking a number of creativeapproaches to solving these issues. For example, one large Rebus user gave ademonstration of its portal plans to the head of every division. The reactionwas mixed – some insisted on being involved in every aspect of the projectdevelopment, others were less convinced about its relevance. The company took arepresentative from both ends of the scale and trained them early, hoping toharness the enthusiasm of one and overcome the objections of a potentialnegative influence in the other. 4. Software and infrastructure issues Even where the employee portal becomes an extension of existing corporateintranets, implementation is likely to have an impact on network traffic andfirms need to analyse how well existing infrastructure can cope. Peaks andtroughs in end-user traffic can be anticipated – for example, publication ofonline payslips will lead to a surge in demand – and the timing can becritical. However, SAP says firm should not necessarily assume the worst – atone site, network bandwidth actually decreased when the portal went live. Thekey is the number of clicks – how many pages users are downloading, not howlong they’re spending reading them. The amount of clicks can be reduced ifcontent is personalised (so that users don’t click onto irrelevant pages) andif the site is easy to navigate, so users do not need to pick through numerouspages to find the information they need. SAP’s O’Dowd also points out that users can reduce their infrastructureworkload by indexing and classifying data effectively. With one of itscustomers running 500 departmental intranets, that kind of discipline isessential. Security is also a key issue, and one that has climbed high up the corporateagenda. From a technical perspective, there are numerous encryption and accesssystems that can be deployed to ward off unauthorised access to HR data, bothfrom employees and hackers. The HR function needs to work closely with IT toestablish levels of risk and establish how confidential different data setsare. In terms of the portal application itself, implementation techniques reflectthe need for fast, practical results, and most vendors advise organisations torestrict the amount of customisation they do. While front-end changes are inevitable – users will want to configure theirscreens to suit their own needs – most observers advise against makingdeep-level code changes, particularly because this usually triggers furthercustomisation work whenever the underlying software application is upgraded. Vendors like Oracle now market their software with an ‘out-of-the-box’message – the software should contain sufficient packaged functionality tocover everything from the core infrastructure to key performance indicators. One of the most significant issues is how much bespoke integration workneeds to take place to link existing systems – not just within HR, but fromfinance and many other departments that provide the data employees need tocarry out their roles. Finally, implementation of a portal may prove to be a drain on resources.Rebus’ Gunn points out that there’s an argument in favour of building skillsetsinternally to handle the iterative development of the portal, particularlywhere ongoing customisation is required. False assumptionsPortals offer huge opportunities for improved communicationsand cost savings, but there are other challenges that also need to beconsidered.To begin with, it is often assumedthat by allowing employees to enter their own information and removing the needfor data to be rekeyed by HR, the quality of data should improve. As CharlesGunn of Rebus points out, this is not always the case. The HR function carriesout a natural filtering process, recognising common mistakes: employees,however, may make spelling mistakes, or have numerous different ways ofentering the same information [for example, to explain illness absence]. Whilesome of these issues can be resolved through pull-down menus, errors mayincrease. “You get more up-to-date data, you get more data overall, butthe quality hasn’t necessarily improved,” says Gunn.Ease of access to the portal is also sometimes taken forgranted. While it is reasonable to assume that all employees in a professionalservices organisation will have desktop access to a system, employees workingon the shop floor will not. Kiosk technology, which provides an alternative inthis kind of environment, can be effective, but brings its own cultural issues.Vendors also warn that training needs should be taken intoaccount upfront, and may be more demanding than they first appear. It is notpossible to hold classroom training for 20 employees at a time in anorganisation of 10,000 people, so it is sometimes preferable to take aninformal approach, offering courses in lunch breaks and out of hours.Finally, Andersen’s Sue Conder warns that feedback mechanismsfor portals are often weak. While organisations can create discussion groupsand carry out surveys, these are not foolproof ways of discovering andanticipating problems. Above all, she says, it is important to bear in mindthat the portal is one part of an overall communications system, along withe-mail and face-to-face meetings. Related posts:No related photos. Practical portalsOn 7 May 2002 in Personnel Today Comments are closed. last_img read more

Kenny Stills says he and Stephen Ross ‘agree to disagree’ over Donald Trump fundraiser

first_imgIt looks like Kenny Stills and Dolphins owner Stephen Ross won’t be seeing eye-to-eye anytime soon when it comes to politics.The Miami receiver said he talked with Ross over the phone to discuss Stills’ recent comments about Ross’ hosting a fundraiser for President Donald Trump’s re-election campaign. Kenny Stills gets death threats but stands by criticism of Dolphins owner over President Trump event Stills said he received death threats for his tweet calling out Ross and but added he still plans to continue to kneel during the national anthem this season.”I definitely think from a professional matter, the right thing to do would have been to reach out to him first,” Stills said, “but through conversations that we have and the history that we have, it gets to a point where I’m just a person that is sharing the message, letting other people know what’s happening.”Ross’ fundraiser for Trump raised $12 million, according to the Republican National Committee. Brian Flores wants Dolphins quarterback Josh Rosen ‘to play smarter’ “We agreed to disagree and that was it,” Stills said after practice Tuesday, via The Palm Beach Post. “There’s not much to argue about. He has his feelings about it and he stands firm in that, and I respect that. But I disagree and I told him there’s no hard feelings. There’s no beef and let’s win some games this year.”Stills, who is a known social activist, called out Ross on Twitter last week after it became public that Dolphins owner was hosting the Trump 2020 fundraiser at Ross’ Hamptons home last Friday. Related News Stills tweeted that Ross’ support of Trump contradicts the mission statement of his nonprofit, the Ross Initiative in Sports for Equality (RISE).🤔 You can’t have a non profit with this mission statement then open your doors to Trump. https://t.co/sNBWfEXvLn pic.twitter.com/nNkRf2wJep— Kenny Stills (@KSTiLLS) August 7, 2019The comments caused Ross to release a statement, saying that he and Trump have been friends for more than 40 years and while they agree on some things, “we strongly disagree on many others.”Dolphins coach Brian Flores also addressed the issue, saying he wished Stills had privately addressed his concerns with Ross and not called him out publicly on social media.Last week, Stills said he left RISE because of “everything that’s kind of taken place from the time of the first protest all the way to now.” He joined Colin Kaepernick and other athletes who started taking a knee during the national anthem in 2016 to protest racial and social injustice. Jerry Jones uses a weirdly gruesome analogy to describe Cowboys contract issueslast_img read more

Mets pitcher helps toss disruptive airline passenger

first_imgLATROY HAWKINSby Mike M. Ahlers(CNN) — When flight attendants needed help with a disruptive passenger, Mets pitcher LaTroy Hawkins didn’t balk. The lanky right-hander and fellow passengers pitched in, restraining the passenger while the plane was diverted to a nearby airport.Hawkins, 40, tweeted about the experience, which he said interrupted his American Airlines flight from Dallas-Fort Worth to Santiago, Chile, where the ballplayer planned to go dove hunting.Hawkins said a passenger became upset when a flight attendant told him he couldn’t sit in an open seat in business class. “They started to wrestle and landed in my lap,” Hawkins tweeted.It was the wrong lap to land in apparently. Hawkins is 6 feet 5 inches and weighs 220 pounds.Hawkins and fellow passengers subdued the man, and the plane was diverted to Lima, Peru, where the passenger was removed.American confirmed that Flight 945, carrying 206 passengers, was diverted early Monday because of an unruly passenger.“The plane was met by local law enforcement when it arrived” in Lima, spokesman Matt Miller told CNN. “Other passengers on the flight helped our flight attendants escort the individual off the plane.”The plane was on the ground for about two hours before departing for Santiago.“Long day but we finally made it to our hunting lodge,” Hawkins tweeted.Tweeted one Hawkins fan: “Your new nickname should be air marshal.”last_img read more

M’town Issues Rabies Alert, Plans Rabies Shot Clinics

first_imgMIDDLETOWN – The township health department has received laboratory confirmation of another raccoon testing positive for rabies.The new report brings the total number of wild animals testing positive for rabies this year to six – one bat and five raccoons. The raccoon was tested after it was found in altercations with a dog. The incident happened in the area of Trovillo Court, located in the vicinity of the Locust and Navesink sections of town. Luckily, the dog was up to date on its rabies vaccination and only needed to receive a rabies booster and a 45-day quarantine, according to Health Department Director Rich DeBenedetto.The township will be holding a free rabies vaccination clinic for cats from 9 to 11 a.m. Saturday, Sept. 22, and a similar clinic for dogs from 9 a.m. to noon Saturday, Oct. 13 at the Croydon Hall complex, 900 Leonardville Road, Leonardo.The township is reminding residents about the possibility of wildlife being infected with rabies and to be sure all domestic animals (dogs, cats, and livestock) are currently vaccinated with a rabies shot.If the dog had not been currently vaccinated, the owner would have been ordered to confine the animal for six months in an approved pen or facility, or humanely euthanized to protect the family members from possible exposure to the rabies virus, DeBenedetto said.Residents should not be interacting with wildlife. Those who come across a sick or injured animal should keep their distance and immediately contact animal control at732-615-2094 or 732-615-2097. Notification can also be made to the police department after hours and on weekends.Rabies is a fatal disease. The best course of defense is the vaccination of pets and not handling or interacting with wildlife.Additional information is available by calling animal control at 732-615-2094.last_img read more

Fair Haven Presents Concept Plans for New Municipal Buildings

first_imgBy Vincent Ferrer FAIR HAVEN – Residents got their first look at concept plans for new municipal buildings to replace the existing public works building and police headquarters. A second project would see the construction of a new municipal/police building at River Road and Cedar Avenue, to be completed by spring 2021. The new municipal building’s first floor would be the new home of the borough police department. The second floor would house municipal offices and services, while the third floor would serve as a council meeting room and storage area. “This is not a want, this is a need,” said Mayor Benjamin Lucarelli. Some residents applauded the council’s use of the open forum, but were quick to voice concerns over added traffic, environmental impact and tax implications for residents.  A new public works building will be built on a portion of its present site on Third Street. Image courtesy The Goldstein Partnership The concept plans call for the construction of a new public works building on a portion of its present site on Third Street, featuring a reduced size and more residential aesthetic. According to the borough’s timeline, it will be completed by early 2020.   A concept plan shows a new municipal building with police headquarters at River Road and Cedar Avenue. Image courtesy the Goldstein Partnership There is a third project, to convert the existing municipal library building into a library and community center by the end of 2021. The library would be moved to the downstairs floor, effectively doubling its size, and the top level would be converted into a community center.  The police department, formerly a school building, has decomposing stucco, water damage, improper wiring and several ADA violations. Similar shortcomings and noncompliance were shown for the current community center.   More than 200 residents attended the Borough Council’s Jan. 10 session at the Knollwood School gymnasium. They heard architect Eli Goldstein explain the current state of disrepair of existing municipal facilities.  “I know the council wants to get something approved, but I just don’t remember asking for it,” said one resident.  Theresa Casagrande, the borough administrator, said the project’s estimated price tag is still being determined. “Once we get more detailed plans, we will start to look at costs,” said Casagrande. Uncertainty also remains over how much the borough might receive from the NJ Library Construction Bond Act, which the borough plans to apply for once criteria is announced.  A similar presentation will be made before the Fair Haven Borough Planning Board in the coming weeks. The full special meeting presentation is available on the borough’s website at fairhavennj.org.last_img read more

Shadowbrook To Auction Off Furnishings, Décor, Mirrors and More

first_imgFor information and photos visit theauctioneersgroup.com or call Peter Costanzo at 732.776.7222 for additional details. SHREWSBURY – A portion of the contents of TheShadowbrook will be sold on-site in a public auction on Saturday, Jan. 26 at 10a.m. The auction and preview will be on-site at Shadowbrook at Shrewsbury, 1 Obre Place, Shrewsbury. In 2015, the owners of The Venetian inGarfield and Seasons in Washington Township purchased Shadowbrook. The buildingclosed on January 1 to undergo a multi-million dollar renovation to add anaddition. Shadowbrook at Shrewsbury wasestablished in 1908 as the summer home of Dr. Ernest Fahnestock and remained inhis family until 1942, when the home was sold and transitioned into anestablished restaurant and later well known catering venue that has hostedthousands of weddings and special events throughout its successful tenure. center_img The live auction will begin on Saturday, Jan 26th at 10 a.m. The preview will be available on Friday, Jan 25th from 10 a.m. to 4 p.m. and on Saturday morning from 8-10 a.m. Antique furnishings, classic décor,decorative mirrors, artwork, architectural features, collectibles and lightingfixtures, including a famous gold chandelier with hand carved horses from theBaltimore Hotel from the foyer, will be featured. Also included will be banquetfurniture, supplies, and equipment.last_img read more

SANTA ANITA SELECTS TWO INTERNATIONAL CALLERS TO AUDITION FOR THE VOICE OF THE GREAT RACE PLACE

first_img“It was very difficult to select these two to audition from the many contenders,” Morris continued, “but both Craig and David bring something unique to their craft, in addition to being well regarded and highly recommended. We are looking forward to welcoming them to the Santa Anita Announcer Booth as we finalize this process.” Both will call two full days each and will contend with Michael Wrona and Frank Mirahmadi who have been calling at Santa Anita on a rotational schedule with Golden Gate Fields since the Santa Anita meeting opened on Dec. 26. # # # David Fitzgerald, 31, a Racing UK presenter and commentator since 2010, including the 2014 and 2015 Royal Ascot meetings, will call at Santa Anita over the weekend of Feb. 27 and Feb. 28. “Michael and Frank have both done an excellent job,” said Joe Morris, SVP of West Coast Operations for The Stronach Group. “Even though the feedback for both has been very positive, we owe it to our fans to make sure we have explored every option. The quality of announcer submissions was overwhelming and included many well-known and well-respected announcers currently working at other tracks. We also have heard a few young stars in the making. Craig Evans, 48, the Senior Race Broadcaster for the Singapore Turf Club since 2010, will call at Santa Anita over the weekend of Feb. 20 and Feb. 21. Arcadia, Calif. (Feb. 11, 2016) – After a world-wide search resulted in nearly three dozen applications from nearly every continent, the management of Santa Anita Park has invited two international race callers to join the audition process later this month to become the permanent track announcer at The Great Race Place.last_img read more

Rep Barrett votes for tax relief for Michigan families and seniors

first_img State Rep. Tom Barrett joined his House colleagues in voting to relieve the tax burden on Michigan families and senior citizens.Barrett, of Potterville, said the legislation approved by a bipartisan majority in the House increases personal exemptions for Michigan taxpayers and their dependents and allows additional tax credits for people age 62 and older.“I appreciate the tax relief for Michigan families, and take pride in helping senior citizens keep more of their retirement income,” Barrett said. “I have been a strong advocate of easing the tax hardship on older Michiganders, who were so deeply affected by the pension tax seven years ago, and am very happy they will finally see some of their retirement nest eggs returned to them.”The three-bill package ensures Michigan taxpayers can continue claiming personal exemptions on income taxes after federal tax reforms signed into law last month. The legislation also gradually increases the state personal exemption from the current $4,000 to $4,800 for the 2020 tax year. The legislation ensures taxpayers in Michigan cities with an income tax will continue to be able to claim exemptions in relation to the Michigan income tax, rather than the federal tax code.House Bills 5420-22 now go to the Senate for consideration.#### 25Jan Rep. Barrett votes for tax relief for Michigan families and seniors Categories: Barrett News,Newslast_img read more