Diocese of Texas releases Spanish resource to help newcomer ministries

first_imgDiocese of Texas releases Spanish resource to help newcomer ministries Rector Collierville, TN AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis New Berrigan Book With Episcopal Roots Cascade Books Featured Events Youth Minister Lorton, VA Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Submit a Job Listing Curate (Associate & Priest-in-Charge) Traverse City, MI Rector Martinsville, VA Associate Rector Columbus, GA Associate Priest for Pastoral Care New York, NY Rector Albany, NY Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Director of Administration & Finance Atlanta, GA Submit a Press Release Rector Tampa, FL Assistant/Associate Rector Morristown, NJ Assistant/Associate Rector Washington, DC Rector Shreveport, LA Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Rector Washington, DC Submit an Event Listing Bishop Diocesan Springfield, IL Rector Bath, NC Course Director Jerusalem, Israel By Paulette E. MartinPosted Jan 31, 2017 Priest-in-Charge Lebanon, OH Missioner for Disaster Resilience Sacramento, CA TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Rector/Priest in Charge (PT) Lisbon, ME Associate Rector for Family Ministries Anchorage, AK Canon for Family Ministry Jackson, MS Rector Pittsburgh, PA Rector Smithfield, NC Rector Hopkinsville, KY Rector (FT or PT) Indian River, MI Director of Music Morristown, NJ The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Family Ministry Coordinator Baton Rouge, LA The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Cathedral Dean Boise, ID Rector Knoxville, TN Featured Jobs & Calls Rector Belleville, IL Priest Associate or Director of Adult Ministries Greenville, SC Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Rector and Chaplain Eugene, OR Assistant/Associate Priest Scottsdale, AZ Curate Diocese of Nebraska Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Press Release Service [Diocese of Texas] The Episcopal Diocese of Texas has announced the release of Juntos en Mision: Invitación, Bienvenida y Conexión, a digital training series for Spanish-speaking congregations. Juntos en Mision was developed to help parishioners learn to invite, welcome and connect visitors and new members as well as strengthen their existing ministries. The five-part video series, redeveloped by the diocese’s Commission on Hispanic Ministry from the popular Invite Welcome Connect program, is available for online viewing or download with accompanying checklists and resource lists at no charge.Juntos en Mision is meant to support newcomer ministries in congregational development, help to build relationships with new and existing parishioners and encourage members to be proactive about including others into their communities in the church’s ministry and life of faith. No training is necessary to facilitate the program.“I am grateful to our Commission on Hispanic Ministry for the work they did in preparing the scripts for this valuable training,” said Texas Bishop Andy Doyle. “We know how important it is to welcome new people in a manner that invites them to return as part of our community of faith, and this training provides the first step in that effort.”Cost of producing the video series was underwritten by the diocese and is available to any Spanish-speaking congregation in the U.S. or abroad. “The series will be online so anyone for whom it might be valuable will be able to access it,” Doyle said.In 2015, the Episcopal Diocese of Texas did a marketing study on ministry to the Spanish-speaking community, gathering data from numerous focus groups. Feedback from Hispanic non-members revealed there was little or no knowledge of the Episcopal Church, although the worship service and ethos of the Episcopal Church appealed to them, once informed. Active church members revealed a need for resources to help them reach into their communities.The Commission developed the line: “God’s love has no boundaries” (Dios no tiene fronteras) as a unified statement to reflect the diocesan efforts to help Spanish-speaking congregations reach their broader communities. The Diocese also built a dozen mobile-friendly websites for Latino congregations, anchored by www.iglesiaepiscopaltx.com, developed informational cards about the Episcopal Church in Spanish and helped to train local parishioners in social media over the last year. Juntos en Mision is the latest resource to be completed. A new digital newsletter to help the Latino congregations connected and share information will launch this spring.For more information on Juntos en Mision: Invitación, Bienvenida y Conexión please contact ­­­Paulette Martin, [email protected] or call 713-520-6444 or visit www.epicenter.org/juntos-en-mision.last_img read more

Speech: Keith Williams at Accelerate Rail 2019

first_imgBut it’s fair to say that passengers have had a rough ride in recent years.Let’s start with some of the well-rehearsed key stats on passenger satisfaction Some key stats on satisfaction:It’s well known that satisfaction is the lowest in a decade. Nevertheless 8 out of 10 people are satisfied with their last journey. Satisfaction rates are lowest among commuters – only 70% of whom are satisfied with their journey – largely because they are using the network at the busiest time, and also because disruption has a greater impact on their home and professional life. Their priorities are reliability and punctuality.Non-commuters are far more positive about rail because they have greater flexibility in when they can travel. Their priorities are cost and the ticketing system, which many find confusing.Perhaps more worrying than satisfaction are levels are levels of trust. Distrust now stands at 37%, 13 percentage points higher than 3 years ago Which?’s consumer insights tracker found only second-hand car dealers are more distrusted by consumers.We have been doing our own passenger perceptions research into the factors that build up or undermine trust in the railway. The headline finding is that passengers do not feel that the current system is customer-centric in any way, shape or form. This is critically undermining trust.Our research found that 2 key criteria explain trust in railways: perceptions about competence and about motivation.The passengers we spoke to felt that not only is the industry not competent to run a quality service, but that it is not motivated to. Put plainly, they feel that those leading the railway do not want to run a quality service, preferring to prioritise making money over the experience and service they give to passengers.Poor communication is another grievance. When things go wrong they feel they are not given information that allows them to make informed choices about their onward travel or the cause of the problem. We live in an information age where people rightly expect communication to be quick and accurate.Let’s be clear – such negative perceptions about the sector and those working in it are sometimes unfair. I know this from my own experience of airlines. When things went wrong and things do go wrong in all modes of transport, dealing with large volumes of customers can quickly lead to meltdown with backlogs of thousands of passengers and journeys delayed, resulting in poor passenger outcomes and negative headlines. I have seen this close at hand in my airline days experiencing anything from repeated systems failures, to weather delays and of course the opening of Terminal 5 at Heathrow.Negative events and perceptions do not reflect the actual experience of many passengers – nor the service provided by many who work on the railway day in day out. It is not borne out in the data. It is certainly not reflected in the meetings I’ve had with many passionate people who are working on the railway. But it is sometimes how passengers feel and must be turned around for the railway to have a bright and successful future.So how do we do that? We asked passengers if changes to industry structure would allay their concerns. Many of those we spoke to, unsurprisingly, said they have little interest in how the industry is structured, other than they would like to see more leadership. We asked passengers if changes to ownership would help. There was no clear consensus that public ownership would solve their concerns, primarily because there is little or no confidence that the system would be any better and, some concern that it would be worse.Fundamentally, what the research tells me is that the only way we can rebuild public trust in the railway is by putting the customer at the centre of reform – that is my mission for this Review.FutureA customer first mind-set means the railway must also be cognisant not just of the customer of today but also the customer of tomorrow. This is a particularly salient subject given we are here at Accelerate. And it is perhaps surprisingly a topic that hasn’t come up as much as I would have thought in conversations I have had so far.I am firmly of the view that short-term performance or commercial issues should not distract us from the opportunities and challenges we have coming towards us. We need a sector which is incentivised and has the right structures and models to think about and prepare for the future.Significant changes in socio-demographics, the economy, clean growth and technology are changing the ways in which we live, work and travel. Although it’s impossible to predict the future with any great certainty, these trends will influence the market for rail both directly and indirectly. While it’s clear that rail is likely to remain a competitive mode for intercity travel and the most efficient mode for Monday-Friday commuter travel into large cities – there is going to be significant changes to demand patterns and passenger expectations.Innovations such as enhanced automation, open data and new transport models could also be serious disrupters in the travel market, further impacting future demand for rail.The sector has so far shown limited ability to adapt to these trends and harness the opportunities they create.While I have no crystal ball, one thing the sector certainly needs to be ready for is the move towards more integrated transport networks, with modes working together to provide a seamless journey.We are already seeing a shift to this – Transport for West Midlands are working in partnership with DfT and local authorities to run the rail services in the area and integrate them with bus, tram, and cycling and walking options. Again, in the Midlands, tech firm Whim is working with local transport providers to offer a service where customers can plan and pay for journeys by a range of transport modes, all through a single subscription service. In London, CityMapper Pass offers users unlimited Underground, Overground, bus, bike and shared cab services through one integrated card and app.The integration of modes could deliver massive benefits to passengers and taxpayers. Doing it successfully will rely on the sector’s ability to innovate and collaborate. Increasing the digitisation of ticketing is an obvious place to start – this would support integration, could deliver major benefits for passengers and costs savings for the industry. But rail is a long way behind.Just look at e-ticketing. My old industry – the airline industry- looked at e-ticketing in 1994 (yes 1994). By 2008 it was mandatory for all two hundred and fifty or so of its member airlines to move to e-ticketing. This covered airlines from Aeroflot to Yemenia airlines. It was part of a programme of simplification which reduced costs to the industry by over 2 billion pounds.But it was not only a cost saver, it also brought in several other customer benefits such as self service check in, self service printing of boarding passes, delivery of boarding passes by SMS or email.At my old airline British Airways we replaced banks and banks of customer service agents firstly with self-service kiosks and then brought in mobile phone check in. I don’t have recent data but when I left the airline a few years ago more than 40% of customers were using mobile check in. It was a win win – easier for them and the cheapest of channels for the airline.I recognise that progress is being made on smart ticketing and acknowledge that it is easier in the airline industry to do this because of better data collection. Equally I know that the byzantine nature of rail fares, already acknowledged by the industry and made clear by the RDG, and the lack of incentive for TOCs to invest heavily in technological change, especially at a system-wide level, make this difficult.But this, to my mind, ignores the reality that at some stage in the future the industry will have to serve its customers almost wholly if not totally in a digital way.The bottom line is that all the evidence is telling us that sector needs to be more adaptable to change, and part of the solution is creating the conditions that enhance its ability to innovate.There are plenty of examples showing excellent and innovative work – for instance HS2 plans to fit trains with real time monitoring equipment that will assess the condition of the rails, signals and overhead power cables as they travel, collecting data that will enable engineers to plan and carry out maintenance before a fault affects service reliability or ride quality.We need much more of this and the review will seek to create conditions that enable the sector to innovate, respond to changing conditions and become pioneers once again.InternationalSomething I have been asked repeatedly over the past 6 months is whether I’m looking at what the UK can learn from other countries and the answer is yes. And you learn some surprising things. Things I’m not sure I’d always recognise them from media coverage.What you can see when you compare the UK to other countries is that since 1997 the UK network has undergone a period of staggering growth, in terms of the number of trains being run and number of passengers using the network.Needless to say, this has resulted in increasing pressure on the UK’s rail system and its performance. The UK has responded by investing even more – we currently invest more than any other EU country in our rail network, with flag ship schemes such as Thameslink, Crossrail and HS2 all requiring vast amounts of investment.Ultimately many of the performance challenges the network is now facing are the results of success – more investment, more trains, more passengers, and expanded and enhanced network.Performance challenges are not unique to the UK, though. In Germany, relatively low levels of historic maintenance and renewals spend over recent years, has resulted in dipping performance levels and led this year to a new ‘Five-point plan for 2019’ to increase capacity and punctuality.The UK’s satisfaction rates are among the highest of the larger European nations. The EU’s Eurobarometer on Europeans’ satisfaction with passenger rail services 2018 (so, with data that predates last year’s timetabling issues) placed the UK in the top quartile along with Austria, Ireland, Luxembourg, Portugal and Slovakia. We also have a world leading safety record.Nevertheless, while we compare relatively well with other railways, there are clear lessons to be learned.Close working between the infrastructure and operations is essential in increasingly busy networks, Japan being the best example of this. Japan’s track and train operations are combined into single railway companies, with an overall profit and loss account for those companies and single responsibility. This means that the company incentives are aligned across the business as a whole and, with single responsibility, decisions can be made more quickly.In many of the cases regional devolution appears to have had a positive effect on the provision of rail services. However, strong coordination between regions is required to ensure the system works as a whole. A strong national body is required to champion this – the role of DB Netze in Germany is a good example where it responsible for the construction of timetables, and the regulation of traffic.All the systems we’ve looked at across the world contain a mixture of public and private involvement.Private sector involvement, bringing a level of competition and expert skills, is widely considered to deliver greater efficiency. There’s not an obvious optimal blend of public / private sector involvement. What is important is that value from private sector input should be maximised for the benefit of passengers and freight to minimise burden on the taxpayer.One thing that is clear – all the systems that we have looked at have had to take tough strategic decisions that set priorities for the type of rail service they will deliver. We will also have to do this as we move forward.Assessment criteriaNow, as I said earlier, we are roughly at half time and there’s still lots to play for, and we’re now at the point where the goal we’re aiming for can be better defined.Any future operating model for the railway will need balance competing objectives.To assist our thinking, today we have published some draft assessment criteria. The review will use these to develop its recommended model for the railway – if you like, they are the first step towards our blueprint for the railway of the future.They describe the outcomes we want to achieve for passengers on performance, value for money, accessibility and trust. For taxpayers on affordability and financial sustainability. For Freight, for the environment, the workforce, and, of course, safety and security.What they absolutely must help us deliver is the following.Improved focus on customers – the railway must adopt a fully customer-centric view as the basis for decision-making at every level.Clearer accountability and leadership – A reformed system must make it clear who is taking the decisions that affect passengers and freight customers, so people understand who is in charge.I want the review to enable more opportunities for collaboration, bringing together skills and resources from across the industry to plan, deliver and improve rail services more effectively, with everyone focused on delivering for the customer.Greater innovation and long-term thinking will be crucial, particularly in the context of a rapidly transforming public expectations about how journeys are planned and made.Finally the, industry must have access to the full range of project management, engineering, train planning and operational skills needed to ensure delivery of major new initiatives on time and to budgetMoving to a customer focused railway won’t be easy and I want to make it absolutely clear that trade-offs will be unavoidable when I come to make my recommendations – for example, between a systems that delivers a national network and is responsive to local interests.For me success is defined by our ability to design a system that can make choices and trade-offs. Moving to this system must involve everybody in this room here today.Thank you. I hope we share a view that to build a successful rail sector we need not only to look to changes for today but also look to create the conditions that build a successful sector into the future. That is precisely what I hope to achieve when I hand the review over for an autumn white paper. Establish a blueprint for the future of rail.In the course of the last 6 months we have met with more than 130 groups and had around 200 submissions; and it is apparent that we have to get on with things and start to make change happen.My sense is that we need to bring forward real change for passengers early. I’m determined that when the review makes its recommendations we identify those changes that can be made quickly, making an important step towards winning back the hearts and minds of rail passengers. As many of the people I’ve spoken with have said, we need to get back to basics before we build for the future.But it is equally apparent from the wide spectrum of opinions we have heard that the review is going to have to make some robust recommendations and accept that there will be difficult trade-offs in order to make the sector fit for the future. And we need to define how success should be judged – not only on short term measures but equally against how well we create the conditions for the long term change.But on this I am realistic. Experience has taught me that business needs certainty to perform, and that change is best when well managed and planned. So, we will be considering recommendations that re-shape the sector more profoundly in the medium and long-term. We must be understanding that we will not achieve revolution in this industry quickly, but we must make early gains and set out a pathway to the future.But I am jumping ahead. As I said, we are half way so I hope you are not expecting us to bring forward those recommendations today (19 March 2019).There is still an awful lot to be played for.Today I can talk to what we have found and heard so far and how we are using this to develop what we believe are the criteria on which we will base our future vision for Britain’s railways.I can also share views on some of the changes that I am considering to achieve this future vision.What we have heardFirstly, a recap on what we have heard.There needs to be a much stronger focus on passengers. This has been common ground from everyone we have spoken with. Passengers must be at the heart of the future of the railway. And not just the passenger of today, but also the passengers of tomorrow, who will look at rail differently than we do today and hopefully, if we do our job right, as part of a more integrated transport network. One of the trade-offs we will need to consider is the balance between running the railway for the passenger of today and developing it for those of tomorrow.Secondly, we need a railway that can work as a total operating system. All the evidence we have seen and heard over the past six months tells me that we have a railway that struggles to plan, invest and work as a system. We need a railway that can operate as a system, and also take account of local needs.Thirdly, as Stephen Glaister highlighted, there is a gap in responsibility and accountability for managing systemic risks for major change programmes which deliver for passengers and freight customers. Despite growth for many years, that has been the envy of other countries, the sector lacks strategic direction and leadership. As a result, it struggles to deliver major projects and is unable to bring through system-wide responses to either strategic issues, like CO2 reduction, or technological change, like smart ticketing and digital connectivity.These problems are well recognised; I’ve been impressed at the level of consensus I’ve found from all parts of the sector in drawing out these issues. But action to tackle them has been slow and hampered by the fact that leaders in the sector can’t make the changes they need to because of the inability to control the levers necessary to make that change happen.The levers to effect change do not come together coherently, and in too many instances only do so in the Department for Transport. A lesson we can learn from other countries is that some decisions are best taken by those closer to the detailed operations. More on this later.It is right that government and ministers set the strategic direction for the railway and decide the overall level of public funding. And they are rightly accountable to Parliament for that. As we know, more of government’s transport spending is on rail than on all other modes added together, and as an industry heavily subsidised by the taxpayer it is only right that these roles sit with government.But the DfT has had to take on roles it never intended to perform, largely because of an absence of clear alternatives, filling a vacuum in the current structure that has not been fundamentally updated since privatisation, whilst the world has changed considerably around it. Did it ever really set out to specify which trains stop at which stations?The Department for Transport’s role and the role of other industry players, will have to change as we begin to realign the sector to focus on its customers. The Transport Secretary, Bernadette Kelly, the department’s Permanent Secretary, and the directors general for rail are all in agreement with this this.Customer focusThe industry has achieved enormous success over the past decades: doubling passenger numbers running more trains than at any time in the railway’s history whilst delivering improvements in safety and seeing more money spent than ever on improving the railwayscenter_img IntroductionWe are now at half time in the Rail Review and making good progress, but as those who follow rugby will know, half time isn’t always a good determinant of where you will end up, so we have no opportunity to sit back.There is nowhere better to speak about the next steps for the review than here at Accelerate Rail 2019 – the future of rail.last_img read more

Communal wardens in Makarska picked up all the towels from the beaches – so easily and efficiently

first_imgEmployees of the Department of Communal and Traffic Police of the City of Makarska and Makarska Komunalac doo this morning carried out an action of removing towels and other beach equipment on the part of the beach that is under the concession of the city utility company. The action covers the area from the peninsula of Sv. Petra to Cvitačka, and a full truck of towels and other beach props was collected with which bathers try to “reserve” their place on the beach.This problem has been present in many Dalmatian municipalities and cities in recent years, so many have decided to introduce bans. The City of Makarska did the same last year, and a few days ago it took a step further by placing signs with the rules of conduct on the beach. ” Actions to remove towels and other beach equipment, and based on our Decision on communal order, we carry out regularly during the tourist season, and recently, in cooperation with police and customs we had an action to combat illegal sales on the beach which is also a big problem. We will continue to carry out such actions as long as necessary, but I hope that over time there will be fewer and fewer such cases. ” said Deputy Mayor Drazen Nemcic.Ploče, on the recommendation of the City of Makarska, was placed at six locations by the concessionaire Makarski komunalac doo It is prohibited according to the city Decision on communal order – disturbing public order and harassment of other users, pollution of the environment and equipment owned by the beach, entry, installation and use of own deck chairs and umbrellas, installation of towels and other beach equipment, swimming outside the fenced area, camping and sleeping, lighting a fire, throwing cigarette butts outside the intended containers, use of shampoo, soap and detergents, and bringing cats and other dogs pets, and the rules are now visible at all times to swimmers on the Makarska beach. ” Although a lot has been written about this problem in the media, I think it is important that we have set up boards with rules of conduct so that every swimmer can see what he is not allowed to do on the beach and what he can be punished for. Bringing order to the beach is not something that can be achieved overnight, but it is one of the highest priorities because the city beach is our main resource ”Concluded Nemčić.So simple and effective, after a couple of such actions, it is certain that the rules of behavior on the beach will be learned and there will be no more problems with “reserving” towels on the beaches. Feel free to copy because the problem did not arise because of the people, but because of us because we are not strategically involved in the development of tourist destinations and because we have allowed them to do so. So let you care and strategically and systematically develop destinations.Related news: TOWELS, DRINKING, NAKEDNESS… EVERYTHING IS SUPER WHILE MONEY FLOWSlast_img read more