Senator Portantino Introduces Legislation Giving County Assessor, Caltrans Tools to Help Keep 710 Properties Affordable

first_img Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m. First Heatwave Expected Next Week Community News Business News Herbeauty7 Things A Man Will Do Only If He Really Loves YouHerbeautyHerbeautyHerbeauty10 Of The Most Notorious Female Spies In HistoryHerbeautyHerbeautyHerbeautyIs It Bad To Give Your Boyfriend An Ultimatum?HerbeautyHerbeautyHerbeauty9 Gorgeous Looks That Have Been Classic Go-tos For DecadesHerbeautyHerbeautyHerbeautyThe Real Truth About The Pain Caused By MicrobladingHerbeautyHerbeautyHerbeautyStop Eating Read Meat (Before It’s Too Late)HerbeautyHerbeauty Government Senator Portantino Introduces Legislation Giving County Assessor, Caltrans Tools to Help Keep 710 Properties Affordable Published on Thursday, February 9, 2017 | 11:11 am faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Virtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyPasadena Public WorksPasadena Water and PowerPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS More Cool Stuff Subscribe Top of the News center_img Wednesday, Senator Anthony J. Portantino introduced SB 275 that gives the Los Angeles County Assessor’s Office the ability to assess single-family homes within the 710 corridor appropriately.Keeping properties affordable in the 710 corridor has been the goal and intent of the state legislature since passing the Roberti Bill in 1979.The Roberti Bill planned and outlined the process for the disposition of the 710 properties acquired by Caltrans. The Bill directed the Department of Transportation to sell surplus residential properties along SR 710 in a manner that would preserve, upgrade, and expand the supply of housing available in the region. It also put an emphasis on making those homes and properties affordable. The affordable housing crisis continues to be one of California’s biggest issues and the disposition of the Caltrans homes has finally arrived. Legislation is now needed to help the Los Angeles County Assessor meet the spirit and intent of Roberti.“This legislation will allow many of the residents who live in the SR 710 corridor to purchase property with an assessed valuation that would not price them out of that purchase,” stated Portantino. “As the 710 surface freeway and tunnel’s days are numbered it is imperative that we enact practical legislation to help facilitate the proper disposition of the Caltrans homes and properties. I am very grateful to the Los Angeles County Assessor’s office for working collaboratively on this important fix for the residents in my district,” concluded Portantino.It was always intended that many of the 710 homes and properties would go to existing tenants and be affordable at the time of purchase. As the affordable housing crisis continues to be one of Los Angeles’ biggest issues, this bill has taken on even more importance.“Assisting people who will purchase 710 corridor homes by valuing the properties for affordability is the right thing to do,” said Jeffrey Prang, Los Angeles County Assessor. “I support Senator Portantino’s efforts to resolve the long-standing concern about residential properties in the path of the former 710 Freeway.”Assessor Prang emphasized that the clear direction provided in Senator Portantino’s legislation to assist the residents of the area by making the homes as affordable as possible. Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Community News 4 recommended0 commentsShareShareTweetSharePin it Your email address will not be published. Required fields are marked * Make a comment Name (required)  Mail (required) (not be published)  Website  Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadenalast_img read more

New media mogul

first_imgRelated posts:No related photos. Comments are closed. Head of training at the BBC Nigel Paine will deploy an array of modernonline methods to boost the corporation’s ambitions to be the most creativeorganisation in the world, writes Simon KentAppointed in April this year, Nigel Paine’s enthusiasm for his new post asthe BBC’s head of training is not simply a factor of ‘new kid on the block’.Certainly the size of his new employer – and the training resources available –would be enough to put a smile on any trainer’s face, but Paine has a visionfor training to match the vision of the BBC’s own director-general: “GregDyke wants to shake up the BBC and make it the most creative organisation inthe world,” says Paine. “I want to prove to him that he hasn’t a hopein hell of delivering that vision without strong training and development forall staff.” Describing himself as a ‘learning technology specialist’ rather than a‘generic training specialist’, this is the first time Paine has been in chargeof the training function within a large organisation. Having spent the past 20years working with diverse organisations around the world he admits his newposition will require him to show he can deliver the learning initiatives he’sbeen advising others on: “In some ways I am now putting my money where mymouth is,” he says, “I’ve spent time with big organisations saying youshould do this or that and now I’m giving myself my own advice. It’s a chanceto focus those ideas and make a big impact.” The BBC’s current position within the broadcast industry means that impactcould and should be international as well as national. With licence fee fundingguaranteed until 2006, finance is assured at a time when the organisation iswinning ratings and critical acclaim around the world. The training functionalready performs well, delivering almost 38,000 trainee days across 25,000 peoplefrom within and outside the organisation in the last year alone. Training has been delivered across the world from Bosnia to Afghanistan toparts of Africa – through an arrangement with the World Service Trust – andthis is likely to expand. Last year the learning intranet – learn.gateway –reached 14,000 staff. With four television and seven radio studios dedicated totraining, the BBC is the only training organisation offering cutting edgedigital and new media technology in a dedicated training environment. All thisand a training department with 340 staff, including 90 specialists in theonline environment. MissionPaine’s mission is not only to marshal these resources and activities in a waywhich will power the BBC into the future, but to build on them, boosting thestatus of training itself and delivering a ‘just-in-time, just-for-me’resource. Informed by an approach which gives equal importance to learningcontent, support and management, Paine wants to build a blended learning systemoffering mass customisation (tailored for entire corporation departments) aswell as individual customisation. He wants to see training courses introduced ahead of demand, predictingskill requirements rather than responding to needs. He wants better knowledgemanagement across the corporation, where the expertise of permanent staff and10,000 regular freelance workers is shared through diverse media. A tall order, but not impossible. And certainly, there are points whereaction can be taken immediately to realise this goal: “We should look toour customers,” says Paine. “We haven’t always done that in the past.We need to look at how we cluster training programmes, particularly for internaluse to bring them together in clear learning programmes.” He cites management training as a prime example of this. Currently there arehundreds of courses relevant to management at new, experienced and seniorlevels. Lack of structure, however, means these appear simply as a collectionof courses. By listening to feedback on skills required from BBC staff andlinking with external organisations such as Skillset – the TV and film SectorSkills Council – courses will be restructured in such a way as to offerdiscernible career paths. Paine will be able to ensure there is appropriatetraining for everyone in a management position. “We should put our efforts into aligning ourselves more closely withthe organisation,” Paine continues, “We’re reaching a point now wherewe can just about guarantee that if one course is filled by a certain divisionof the company, we can customise that course for that division.” Whileoffering a closer match of skills for departments, this ‘mass customisation’may also be key to the training function winning additional resources for itsactivities: “I’d like to see customers both inside and outside theorganisation buying their own training and making a clear commitment to theactivity,” says Paine. While this suggests a ‘demand-led’ training supply, Paine also notes thedepartment must be predictive in its provision, anticipating the coursesindividuals and departments require. “I never want anyone to say they hadto tell BBC Training about a new technology for which we need to provide training,”he says. “I want a large number of new programmes to be in development sowe’re ahead of the next wave – we need to be ready to run whenever the traineesare.” Booking courses will be technology-driven, giving customers the power toaccess learning events directly. At the same time, both intranet and internetplatforms will play an important role for training delivery itself. Painebelieves he has the country’s largest dedicated online training department andis determined that it should produce the most exciting and gripping multimedialearning content possible. Online accessOne of his immediate pledges on taking this job was that he would provideaccess to online learning resources outside the BBC rather than keeping thematerial behind the BBC’s firewall, accessible only from organisation machinesas is currently the case. “I can’t stand up in public and say we have to provide access totraining 24-hours a day, seven days a week, if we don’t offer access to our ownresources outside the BBC,” says Paine. “And I’m not prepared to putit out on CD-Rom when there’s a massive infrastructure which can be used to doit.” Part of the reason why it is so important these online resources are madeaccessible is the proliferation of freelance workers across the industry. Whilethe BBC can still develop employees from low to senior roles along conventionalcareer routes, a scan through any programme’s production credits shows actors,writers and other creative workers are working freelance. “I think we havea moral obligation to share information with freelance workers,” saysPaine. The use of technology will not stop at the PC, however, as Paine is keen topioneer training and knowledge resources delivered across PDAs and even mobilephones. He speculates on making safety procedure checklists accessible forworkers in the field or even managerial text messaging. “I want to buildthe five-minute learning experience,” he says. “We’re good at long-and medium-term training, but not at the short-term.” Alongside this groundbreaking activity, Paine also wants greater importanceattached to training evaluation – checking on the impact of learning on anindividual’s skills and work a month or so after the event rather than justtheir immediate reaction. There is limited data in this area at the moment but,says Paine “I need to focus on what we can contribute to the businessbecause, very soon, Greg Dyke is going to ask me exactly that question.” With such unique resources it could be argued that the BBC’s training functionis in an ideal situation to become a separate business entity, creating revenuefor the organisation by supplying top quality courses. But realising this isnot straightforward. “On one hand, the BBC should not necessarily besubsidising Carlton or Granada or anyone else,” says Paine. “But alsoit should not exploit its monopoly position. We are forced to charge a fairmarket rate within the marketplace. At the same time, the BBC’s role in societymeans it should put something back to help the survival of the broadcastindustry as a whole.” Masterclass ‘Putting something back’ is a theme which links back to Paine’s approach toknowledge management at the BBC. He wants to see top level employees from allfunctions taking time out to give advice and skills to those moving through theorganisation. “Michael Parkinson did a masterclass for us aboutinterviewing techniques,” he says. “He did that in front of anaudience and we recorded it and turned it into an interactive module which has nowbeen accessed by thousands of people. He loved doing it but if we offered him afull-time training course it’s unlikely he would accept.” A similar approach is being taken at senior management level and Painereports that the idea of giving a few hours of a manager’s time to provide alearning resource has been viewed favourably. “I’d love young trainees tobe able to learn from the experts,” he says. “It would raise theprofile of training and give it the status it needs – not as a bolt-on, but asan integral part of the business.” Paine’s philosophy is as outward looking as it is inward. He is well awarethat he is a relative newcomer to both the industry and organisation and wantsto use this to facilitate links with external resources and organisations,allowing BBC training to energise the industry and be energised in return. “The broadcasting industry is managing to keep the skills base alivedespite the fact it relies on a large number of freelancers and smallcompanies,” he says. “There’s no longer the sense of ‘we’re not goingto train people because they will be poached’, rather a genuine willingness toshare. I’d like to extend that wherever possible. I’d be happy to do jointcourses with Channel 4 or Carlton in the future because we have nothing to hideand plenty to share. “That way we can meet the Government’s skills agenda and the needs ofthe industry.” CV – Nigel Paine 1980s A variety of research and consultancy work with the OpenUniversity and the Open Tech Programme in the field of Open Learning. Ran amajor research project in Scotland looking at analogues of the Open Universityfor sub-degree education and flexible learning provision through emergingtechnology.1984 Won a Thyne scholarship – spent three months in Australialooking at distance learning programmes and their use of learning technologies.1986 Established the Open Learning Unit in the Scottish Councilfor Educational Technology (SCET).1988 Appointed assistant director learning systems in SCET.1990 Chief executive of SCET, worked with organisations aroundthe world building learning systems. 1993 Member of the Anderson Committee looking at training of FElecturers in Scotland.1994 Appointed board member and then deputy chairman of theboard of Anniesland College in Glasgow1997 Member of the Secretary of State’s Committee establishingthe UFI in Scotland.1998 Appointed a visiting professor in New LearningTechnologies at Napier University in Edinburgh.1999 Chief executive of Technology Colleges Trust, London.Focused on establishing the Specialist Schools Programme and, in particular,helping schools maximise their use of technology in education. This includedbuilding the first broadband network for schools in partnership with ICL andNTL.2001 Director of Science Year. Worked with David Puttnamdeveloping and delivering science and technology resources to young people.Built dedicated website which gained more than 1 million hits a day. Previous Article Next Article New media mogulOn 1 Jul 2002 in Personnel Todaylast_img read more