With spring break quickly approaching, please take a moment to review some reminders.On-campus residentsSpring break starts on Saturday, March 25, and ends on Sunday, April 2. The residence halls will remain open and students may stay in their own room during the break period. Some residence hall services will be limited and dining halls will be closed during the break period.If you are staying during the break:Check in with your community center to let them know that you will be staying through break.Keep your door locked, even when you just run down the hall.Do not prop open outside entrance doors or security doors.Be alert for strangers in the building, and call the police (911) and your community center if you are concerned).Check the duty board to see which RAs will be on-call.Keep your Buff OneCard on you at all times (RAs are instructed to lock unlocked doors).For more information visit the Housing and Dining Services website.If you are leaving for the break:Close and lock windows.Pull drapes or close blinds.Unplug electrical appliances except for refrigerators.Heat is set on low.Pick items up off the floor in case an emergency repair is needed.Turn out the lights.Take out trash/recycling.Lock the door.Parking over spring breakIf you paid for an academic year/spring permit you may still park your vehicle in the lot where your permit is valid. During the break, if you need to drive to campus, you may park your vehicle in the exterior paved lots of the RG Zone. Students parked in lot 406 will need to move their cars before break. Permit holders may park in any other area in the KIT Zone, or in lot 470. For other spring break parking questions, please call 303-735-PARK (7275).Construction reminderWhile the Baseline Road underpass near the Wolf Law building is beginning to take shape, pedestrians are reminded to steer clear of the construction site and cross Baseline either at Broadway or 27th Way until all work is complete and the underpass is opened.Traveling to DIAIf you’re planning to fly (home or vacation) over spring break, remember that your CU Student Bus Pass allows you to ride to and from Denver International Airport (DIA) for free. The skyRide bus (use route AB) departs hourly from CU—no reservations necessary. The closest bus departure point at CU is the 16th Street and Broadway bus stop (southbound side of Broadway). Two important tips to make it to the airport in time:Board the skyRide at least three hours before your DIA flight departure time.Check for potential weather or traffic issues that may delay transit times.Buff BusThe Buff Bus will be running on a limited schedule during break. Please check the Parking & Transportation page or Twitter (@CUBuffBus) for exact times.Libraries, The Rec and UMC open during breakUniversity Libraries, the Recreation Center and University Memorial Center are all open special hours during spring break. Please click through their respective links for details.University OfficesThe campus will be closed on Friday, March 31, for a university holiday.Off-campus residentsAsk a friend or neighbor to watch your property while you are away.If you live in a basement apartment, remember to remove items from the floor before you leave in case of extreme rainfall or potential leaks while you are away.Make sure all windows and doors are locked. Most intruders enter through unlocked doors and windows.Move expensive items like laptops away from windows where they may be visible.Do not post or leave messages that you and your roommates will be away from your house for the week.If you are staying, never tell someone you are home alone.It’s also important to find someone willing to clear snow off your property. Snow must be removed within 24 hours of a snow fall.Ask a friend to collect your mail and pick up newspapers and/or any trash in your yard.Don’t leave pets by themselves. Find someone to take care of them while you are away.If everyone in your unit will be leaving for break, consider putting lights on a timer to provide the appearance of the unit being occupied.Have a safe break!Categories:Deadlines & AnnouncementsCampus Community Share Share via TwitterShare via FacebookShare via LinkedInShare via E-mail Published: March 22, 2017
Bennington College, a private, liberal arts college located insouthwestern Vermont, seeks applications for the new position ofSenior Vice President for Advancement, Communications, andMarketing to join a visionary new president at a pivotal moment inthis great institution’s history, and be highly engaged indeveloping the strategic plan that outlines the next chapter ofBennington’s future as a vibrant, sustainable college and leader inhigher education. [downloadablepdf]About Bennington CollegeBennington College is an innovative and distinguished liberalarts college in Bennington, Vermont that has, since its founding in1932, dedicated itself to cultivating change-makers andculture-shapers. Bennington was the first to include the visual andperforming arts in a liberal arts education, and it is the onlycollege to require that its students spend a term—every year—atwork in the world. Bennington students work intensively withfaculty to forge individualized and hands-on educational pathsaround their driving questions and interests.Situated on 440 breathtaking acres, the College currentlyenrolls nearly 800 undergraduate and graduate students (697undergraduate and 102 graduate) and offers a low student-to-facultyratio. Most of the undergraduate students live on campus.Bennington has 124 faculty (undergraduate and graduate combined)and 195 full-time and 20 part-time staff, an operating budget of$40 million and a current endowment value of $30 million(approximately $60 million counting all unfulfilled pledges andbequests).Bennington’s campus is known for its expansive beauty,distinctive architecture, and rich history. The College was namedone of ten with the best architecture by Architectural Digest. Fromcampus, it is a short drive to MASS MoCA, the Clark, and othercultural offerings of the northern Berkshires in Massachusetts,Albany, New York, and many of Vermont’s top recreational centers.New York City, Boston, and Burlington, Vermont are all within threeand a half hours by car.In addition to the Bachelor of Arts degree, Bennington offers anMFA in Dance, low-residency MFAs in Writing and Public Action, anda Postbaccalaureate Premedical Program. Rooted in an abiding faithin the talent, imagination, and responsibility of the individual,Bennington invites students to pursue and shape their ownintellectual inquiries, and in doing so to discover theinterconnection of things.Since the beginning, Bennington has viewed students asprotagonists in their own education. With the help of a faculty ofteacher-practitioners, each student is required to develop, revise,implement and evaluate an individual academic plan that frames andconstitutes his or her undergraduate trajectory—a process known asThe Plan. The result is a continuously evolving and intentionallyelastic institution that puts a premium on the creation of newwork, personal responsibility and the contribution of theindividual while ensuring that students learn, perhaps above all,how to merge the ideals of personal freedom with those of publicresponsibility.Bennington’s unique innovations in curricula continuouslychallenge yet sustain its students (and faculty) to graduate testedstudents, regardless of chosen field, notably confident in theircapacity to engage and succeed in the world in a manner advancedand distinct among peers.LeadershipLaura R. Walker took office as the 11th president of BenningtonCollege on August 1, 2020. Prior to this appointment, she was thePresident and CEO of New York Public Radio (NYPR), a position thatshe held for 23 years.Ms. Walker is a visionary, mission-oriented and strategic leaderwho spearheaded the transformation of NYPR from two city-ownedlocal stations to the nation’s largest independent non-profitpublic radio station group and a groundbreaking producer that servemore than 26 million people each month. Ms. Walker’s vision offearless journalism that represents the breadth of Americanexperiences helped establish the station’s role as one of theworld’s preeminent podcast producers. During her tenure, NYPR wasawarded ten George Foster Peabody awards and many other honors. Ms.Walker built a pioneering staff of innovative journalists andproducers at NYPR, including the MacArthur genius Jad Abumrad andhis colleagues at Radiolab, the investigative team that uncoveredstop-and-frisk abuses under the Bloomberg administration, the greatminds behind Freakonomics, and the artists-in-residence atWQXR.Behind NYPR’s superlative journalism was a sound and strategiclong-term financial model. With regular reexaminations of the medialandscape, NYPR was able to consistently adapt to shifting trendsand stay ahead of challenges on the horizon. Ms. Walker led threeseparate five-year plan processes at NYPR, translating goals intoexecutable tactics for program production, fundraising andpartnership-building. One measure of that success is theorganization’s extraordinary growth from two city-owned radiostations with an $8 million budget and 1 million monthly listenersto an independent nonprofit with a $100 million annual budget, 26million monthly listeners on 8 radio stations, 20 nationallydistributed programs, and a staff of 500.Ms. Walker began her professional career as a print journalist. Shelater moved to National Public Radio where she worked as aproducer. She has also served as Vice President of Development atSesame Workshop; and at Carnegie Hall, where she launched theaward-winning series, AT&T Presents Carnegie Hall Tonight.Following her time at NYPR, she was an Executive Fellow inResidence at the Yale School of Management and an advisor to mediastartups and nonprofits.Ms. Walker sits on the boards of The Commonwealth Fund, theEagle Picher Trust, Yale University’s Honorary Degree Committee andthe President’s Advisory Council of Wesleyan University.In 2009 and again in 2017, Ms. Walker was named by Crain’s asone of New York City’s 50 Most Powerful Women. She has been honoredwith an Edward R. Murrow Award from the Corporate for PublicBroadcasting and a Distinguished Alumna Award by WesleyanUniversity.. She was recognized in May 2020 with the honorableJacqueline Kennedy Onassis Award by the Municipal Arts Society forher notable contribution to the public media landscape.Ms. Walker holds an MBA from the Yale School of Management and aBA in History, magna cum laude, from Wesleyan University, where shewas an Olin Scholar.Board of TrusteesTwenty-two active members of the Board, including a number oflongstanding and incredibly generous donors, are led by Nicholas A.Stephens, Chairman of the Bennington College Board of Trustees andVice Chairs Barbara U. Deane and James S. Simon. The Board iscommitted to strengthening the College’s unique position in thehigher education landscape and is highly engaged with supportingBennington.History And VisionIn the early 1920s, Bennington College emerged as an idea shared bya group of forward-thinking educators and civic leaders whobelieved that America needed a progressive new college to forge anew direction in higher education. In 1932, with charter and landsecured, the College welcomed its first class of 87 women and thisidea was given life. The College went co-ed in 1969 and is stillflourishing eighty-eight years since its founding.It didn’t take long for Bennington to distinguish itself as avanguard institution among American colleges and universities.Dancers flocked to the College in the 1930s and ’40s to chart thecourse of modern dance. In the 1940s and ’50s, as Bennington wasthe first college to include the visual and performing arts as anequal partner in the liberal arts curriculum, painters andsculptors gathered on its campus to redefine the visual arts canon.Always a fertile ground for writers, the 1980s and ’90s saw aninflux of young talent eager to push the boundaries of contemporaryliterature. Today, Bennington is still a hub for artists, writers,scientists, scholars—innovators in every field—who want to applytheir individual talents to addressing global issues of urgentconcern.Bennington has, in its persistent reinvention of liberaleducation, remained true to its founding virtues. It has gainedstability not from motionlessness but from constant motion, notfrom states of rest but from unrelenting restlessness. Yet theunderlying purpose of Bennington has been clear from the start: toplace students at the helm of their own education; to guide them inthe direction of their greatest potential; and to enlarge, deepen,and transform their lives.Academic ProgramBennington College distinguished itself early as a vanguardinstitution within American higher education. Bennington graduatesare notably confident in their capacity to engage and succeed inthe world because, at Bennington, learning and making—on campus andin the field—are inseparable.Three structures make this possible and set a Bennington educationapart:First, graduate-style academic advising allows students to mapa territory for study and practice that goes beyond the bounds of atraditional major and serves them at Bennington and aftergraduation, a process known as The Plan. Students work closely withan advisory committee of three faculty to guide their progress overfour years and to ensure that their Plan is challenging,academically sound, and significant. By building, articulating, andadvocating for the substance of their education, Benningtonstudents hone their ability to thrive in a world without givens, totolerate ambiguity, and to see clear to a solution even when a pathis not laid out before them.Second, Bennington is the only college in the country torequire an annual internship since its founding. For six weeks eachyear, students work with an organization or institution of theirchoosing, anywhere in the world, to apply what they have learned oncampus and to focus what they study and make at Bennington. In thisway, students join the field that interests them without waitingfor graduation.Third, Bennington is a highly engaged community of activemakers and practitioners, regardless of their field. The facultyand administration are mentors and peers ready to engage withstudents’ work in addition to being subject matterexperts. Bennington has 61 full-time and 63 part-time faculty, includingthe MFA in Writing program’s 20 core faculty. Bennington’steacher-practitioner model is an essential component of theCollege’s mission: scientists, scholars, writers, and artists,active in their fields, develop and share their work with studentsin the classroom. From lab assistance in faculty research toperformance projects as a prelude to professional productions,students encounter faculty members’ professional activities inmultiple ways.Bennington students are expected to study broadly, exploring arange of questions and modes of inquiry and progressing to advancedwork in at least one area of study. Faculty, conversely, engagestudents in their own work, but within the context of awide-ranging liberal arts education. Academic advising,interdisciplinary initiatives, and long-range curricular planning,among other activities, constitute each faculty member’sparticipation in the development of College-wide goals andpolicies. Faculty discipline groups assume many essentialadministrative functions, including oversight of guest speakerseries, production and capital expense budgets, faculty searches,curricular development, and review of graduate applicants, whereappropriate.The student body consists of nearly 700 undergraduate studentsand 102 graduate students, the majority of whom are enrolled inlow-residency MFA programs. Bennington is involved in a campus-wideeffort to improve retention and graduation rates, giving particularattention to advising and academic programs.Campus & CommunityBennington College sits on 440 magnificent acres of land, of which300 are wooded. In 2011, Architectural Digest named it one ofAmerica’s Top 10 Campuses with Best Architecture. After anincredible investment in new buildings, the College’s focus now isin reimagining our historic buildings for today’s students, as wellas tomorrow’s.Communitylife at Bennington, like academic life, aims high. A Benningtoneducation extends from the classroom into the library, dininghalls, recreational spaces, campus organizations, and Vermontoutdoors. Bennington students devote themselves to a number ofcommunity outreach efforts, often tied to the things they arepursuing in their coursework. The Center for the Advancement ofPublic Action provides opportunities for students to engage inthe Bennington community through service, local leadership, andglobal education.Many students take an active role in campus governance,contributing to and helping foster discussions of academic policy,community living, and other aspects of life at Bennington. Throughcommittee work and ongoing conversation, they join with facultymembers and administrators to create a culture informed bytolerance and respect for individual differences, self-discipline,and a commitment to the common good. Students enjoy a variety offitness and recreational activities on and off campus. BenningtonCollege’s fitness center, the Meyer Recreation Barn, has fitnessequipment, a climbing wall, sauna, and aerobics room, wherestudents and faculty lead classes in yoga, tai chi, and otheractivities. Outdoor facilities include three tennis courts, abasketball court, and a soccer field.CrossettLibrary and Jennings Music Library support the creative andcollaborative educational tradition of Bennington College byproviding outstanding library services that support the academicendeavors of the community. The six guiding actions of the libraryare: teaching the knowledge needed to create intentional inquiries;promoting opportunities to experience the joy of serendipitousdiscovery; building collections and services in collaboration withthe community; creating environments for solitary contemplation andgregarious collaboration; facilitating the appreciation andcelebration of books; and engaging technologies that enhanceservices and the collection.The foundation of the library philosophy is to provide highlypersonalized service focused on the individual needs of faculty andstudents. The library offers a variety of instructional services,including individual consultations with librarians, libraryinstruction sessions for a class, librarian visits to classes,library tours, online research guides, and more. The CrossettLibrary and Jennings Music Library collections includeapproximately 290,000 print and electronic books and 50databases.Bennington, VermontBennington is a beautiful Vermont town of 15,000+ people situatedat the foot of the Green Mountains.Williams College is only a shortdrive from Bennington. Bennington is within an hour of some of thebest hiking and skiing in the Northeast. Access to the Long Trail,Vermont’s oldest long-distance hiking trail, is a short walk fromcampus. There is trout fishing on nearby Walloomsac River andcamping and swimming on Lake Paran. Bennington is an hour from theAlbany International Airport and Amtrak station, twenty-fiveminutes from Williamstown and North Adams, home to the Sterling andFrancine Clark Art Institute, the Williamstown Theatre Festival andMASS MoCA. The cultural resources of the Berkshires, includingJacob’s Pillow dance, Tanglewood, and Shakespeare and Company arejust over an hour away. Bennington is a three hour drive from bothNew York City and Boston.Diversity, Equity & InclusionBennington serves a diverse student population – inclusive ofethnic/racial minorities, international and global constituents,sexual minorities, and various social classes, among otheridentities. Our staff and faculty also reflect diverse backgroundsand identities. All employees are expected to be respectful andresponsive to these differences in the service of buildingcommunity that promotes student and employee success. Eachindividual (faculty, staff and students) will be accountable forupholding these values. The College’s approach to pluralism andinclusivity—both as fields of inquiry and practice—is to prioritizeflexible thought, and to invite the examination of access, value,and power through its institutional policies and areas of study. Weencourage applicants from diverse realms of interest, backgrounds,experience, and accomplishment to apply.Bennington has come together in recent months to begin the workof creating forms of teaching and learning that model what a trulyequitable, diverse, and inclusive institution of higher educationcan be. President Walker has established a President’s WorkingGroup to create an anti racist community with staff, students,alumni and board members. The important work of this task forcewill be to create a strategic plan for the future as Benningtoncontinues to inspire more voices, more experiences, and more pointsof view. We are investing in diversifying the faculty, staff andstudent body to include the fullest possible range of experiencesin this community.About Advancement, Marketing and Communications atBenningtonBennington has a long tradition of philanthropic support stretchingback to its founding families: the Booths, McCulloughs, andKilpatricks. The College’s alumni have perpetuated this traditionand have been joined by parents and friends to advance Bennington’smission and reputation. The successful candidate will be joiningefforts with the President and Advancement team to complete a $150million comprehensive campaign that is currently underway. TheWorld Needs More Bennington campaign seeks to significantly expandthe College’s endowment to $100 million (the endowment was $20million at the start of the campaign and now stands at $40 million)and raise another $70 million for people, program, and campusinvestments. To date, $111 million has been given to the campaignsince the silent phase was launched in FY16. Endowment growth is acrucial part of Bennington’s long-term fiscal health and thecampaign has garnered $37 million in irrevocable bequestintentions, pledges, and outright gifts to the endowment.Considering currently unfulfilled commitments, the campaign willbring the value in the endowment to approximately $60 million.Communications at Bennington is an essential role and isthoughtfully woven into the fabric of each and every constituency.To date, it has been largely focused on internal communicationswork for the campus community. With the arrival of a new president,the College will leverage this opportunity to create a strong,shared brand strategy, with a refresh of its design and messagingthat will tell the stories of Bennington. This storytelling willboth reflect and catapult Bennington into the future as a leadingliberal arts college, as a prime player in developing the future ofhigher education, and as an intellectual and creative leader in theUS and beyond.Key ResponsibilitiesAt this pivotal moment, Bennington College seeks an innovative,entrepreneurial, and proven leader to spearhead fundraising andengagement efforts to position Bennington for its second century asa trailblazer in higher education. A critical member of seniorleadership of the college, the Senior Vice President will driverevenue and ensure philanthropic success through the creation of amulti-year fundraising and engagement strategy, and through theprioritization, qualification, cultivation, and solicitation ofprospective donors with an affinity for the mission and programs ofBennington College. In these efforts, the Senior Vice Presidentwill work collaboratively and transparently with the President,Board, senior leadership, faculty, staff, students and alumni. Theywill put in place the systems, teams, and structures foradvancement planning and decision making at all levels, leading anongoing institution-wide conversation about vision, strategy, andgoals for institutional advancement, branding, and communicationsand refining and articulating a unifying case for support.As part of this work, the Senior Vice President will oversee theexecution of an ambitious and comprehensive marketingcommunications plan that supports the strategic positioning of theCollege to a wide variety of internal and external audiences,across a range of media formats. The Senior Vice President mustapproach this work with a consistent and clear focus on theimportance of diversity and inclusion in all aspects of theCollege’s communications. The SVP will be a critical thoughtpartner to the President — a visionary who can collaborate with arange of stakeholders — to develop a communications and marketingplan that advances the College’s national profile, strengthens theintersection of work between communications and the educationalframework of the College and conveys Bennington’s story in a waythat broadens the College’s reach to a more diverse audience.The SVP will be responsible for crafting a robust strategic planto articulate the College’s strengths and ambitions in venues bothfamiliar and new. The SVP oversees all facets of communicationsincluding marketing/branding, public relations, social media,print, design and assessment — keenly focusing on tools that willmeasure the effectiveness of various communications in meeting theCollege’s strategic goals. The Senior Vice President is expected tobe equally nimble navigating long-range planning as well as crisiscommunications. The Senior Vice President will oversee two highlyengaged teams: Institutional Advancement (team of 18) andCommunications (team of 9).The Senior Vice President will also lead the creation of avibrant brand strategy that will tell the stories of the college’sdiverse community, attract prospective students, connectingindividuals not only to Bennington’s history but also to itsambitious future. They will develop compelling and consistentmarketing and communications to all Bennington College audiencesthrough a compelling brand strategy, the redesign of the websiteand materials. They will create the strategy and managetraditional, digital, and social media channels; public relationsand media; design and creative efforts; market analytics; multipletechnology platforms; and staff as well as external agencies andpartners.The SVP will be responsible for developing and implementingstrategies that enhance awareness of the diversity, excellence, andimpact of the College and for executing a plan that increases brandrecognition and elevates the reputation of Bennington.Leadership and VisionThe Senior Vice President serves in a highly visible leadershiprole with overall responsibility for a comprehensive and integratedfundraising and alumni engagement program, brand strategy andmarketing and communications. Working closely with a dynamic newpresident and a highly engaged board, the SVP will be a member ofBennington’s senior management team. They will set the tone forhigh achievement, moving the advancement and communications teamtoward achieving audacious goals that align with Bennington’s ethosof innovation and renewal. The SVP will be a creative, ambitious,and dynamic leader with the ability to attract and animate a strongteam. They will embrace technological and analytical solutions witha keen sense of what is possible and an uncommon level ofexcellence in communication and collaboration skills, together witha demonstrated propensity for weaving advancement intoinstitutional values and aspirations.Management, Strategy, and PlanningThe Senior Vice President will inspire staff through effectivemotivation, mentoring, and team building. They will embracediversity and possess the management acumen to leverage teammembers’ existing capacity while strengthening performance to drivegoal-oriented outcomes.They will instill a heightened level of engagement forprospects, donors, parents, alumni, and other stakeholders withinthe Bennington community, preparing for the next phase of theCollege’s fundraising and alumni engagement expansion.The SVP will have deep experience developing and executing longterm strategic plans as part of the senior leadership team ofnonprofit or educational institutions and the ability to take aninstitution-wide perspective as well as develop achievable plansfor IA, Communications and Marketing and other departments. The SVPwill be a partner to the President in strategic choices. They mustbe analytical, visionary and collaborative, goal oriented and eagerto set and accomplish measures of accountability.Key QualificationsThe successful candidate will be a strategic, creative leader whois visionary about Bennington’s fundraising potential and who canhelp develop and support the President’s entrepreneurialinitiatives to maximize results. The SVP will have a proven trackrecord in building, managing, and mentoring a highly effective,diverse team, as well as demonstrated success with major giftfundraising including seven figure gifts. Experience creating newrevenue streams that leverage Intellectual property and creativeendeavors. They will possess outstanding interpersonalcompetencies, the ability to effectively engage volunteerleadership, and a deep commitment to instilling practices and aculture within advancement that advance an antiracist organizationand reflect Bennington’s values. Individuals with experience in allnon profit sectors and organization types are encouraged toapply.Leadership Competencies and Personal TraitsSelf-starter with a sense of urgency and a clear set ofpriorities who uses an innovative approach to building and guidinga program in a resource-constrained environment.Orientation as a team player and leader with strong managementskills.A metrics-driven, entrepreneurial mindset that informs strategyand work.A partner in our growth towards becoming an anti-racistorganization and an advocate for diversity.Collaborative, and creative with the vision, drive, anddetermination to position Bennington’s communications strategy asone of the best in the country.The ability to succeed in a distinct and dynamic culture.A bachelor’s degree (master’s degree a plus).15+ years of fundraising experience (including principal andmajor gifts solicitation) and proven success in a comprehensivecampaign; experience with communications, brand building and Boardrelations.Very strong verbal and written communication skills,acompelling and creative storyteller.Organizational and analytical skills, and project managementskills.Experience with Board volunteer management and the ability tomaintain a high level of diplomacy.Ability to work independently as well as part of a team.Openness to travel on behalf of the College for donor visits oras the College’s representative.Ability to adapt in a dynamic institutional setting and thepolitical savvy to navigate a complex and highly participatoryacademic community with a shared governance model.Flexibility and a sense of humor.Proficiency in Raiser’s Edge, Microsoft Office, andGmail/Google Docs.Confident and adaptable. The ideal candidate is comfortablewith complexity, able to embrace working in an environment ofambiguity, and is at ease shifting between immediate needs andlonger-term strategic goals.Please apply with a letter of interest and resume inconfidence. To learn more about Bennington, visit us at bennington.edu.
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By RUSSELL BENNETT GIPPSLAND LEAGUE WARRAGUL has clinched its first win of the 2015 season, and its first in over…[To read the rest of this story Subscribe or Login to the Gazette Access Pass] Thanks for reading the Pakenham Berwick Gazette. Subscribe or Login to read the rest of this content with the Gazette Digital Access Pass subscription.
1-4 p.m. Squash Club open house (above the Royal on Baker) Donate a $1 to KidSport Nelson and wear the jersey at the NDCC and be entered into draw for Nelson Leafs jersey.Friday night is set aside for the Community Sport Hero Awards from 6:30-9 p.m. at the Adventure Hotel in Nelson.Ten recipients of the award will be honoured and celebrated for their outstanding volunteer efforts for their chosen sports.Vancouver’s ViaSport representative for Canadian Sport for Life will be giving a key note speech.Saturday, there are many events for the public to try, including an National Coaches Certification Program (NCCP) Coaching course called Fundamental Movement skills workshop.The course is being offered Saturday from 8:30-noon. Registration is $15 and applicants should register through [email protected] Try it day events are planned during the afternoon at: 1-4 p.m. Indoor soccer facility open house – various sports (soccer/bocce/skipping/dryland Nordic) 1-4 p.m. Curling open house 3:30-5:30 p.m. loonie/toonie Shinny/Skate/Swim @ NDCC Come one, come all.Friday is the kick off to Sports Day in Canada with third Jersey Day in downtown Nelson.The Nelson Regional Sports Council is encouraging the public to wear their favourite jersey to work, school or just while shopping.
Sean Walsh and Niall Canavan have been speaking to Galway manager Micheal Donoghue and David Burke.First, Sean spoke to Micheal DonoghueAudio Playerhttps://s3-eu-west-1.amazonaws.com/sports.podcast/MICHAEL+DONOGHUE+PRE+DUBLIN.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume.Niall spoke to David BurkeAudio Playerhttps://s3-eu-west-1.amazonaws.com/sports.podcast/DAVID+BURKE+PRE+DUBLIN.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume. 16 February 2014; Fergal Moore, Galway, in action against Mark Schutte, Dublin. Allianz Hurling League, Division 1A, Round 1, Galway v Dublin, Pearse Stadium, Galway. Picture credit: Ray Ryan / SPORTSFILE Dublin’s last win over Galway in the Championship came in the Leinster Final in 2013. Dublin winning by 2-25 to 2-13Oisin Langan spoke to Cork Manager Ger Cunningham as part of the Bord Gais All-Ireland U21 Championship LaunchAudio Playerhttps://s3-eu-west-1.amazonaws.com/sports.podcast/GER+CUNNINGHAM+PRE+GALWAY.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume.print WhatsApp Facebook Twitter Email Galway and Dublin meet in the Leinster Senior Hurling Quarter Final next Sunday in O’Connor Park in Tullamore (Throw in- 4pm). Both teams have met before with Galway winning the most recent meeting in 2015 by 5-19 to 1-18 in a replay after the first game finished in a draw 1-17 to 0-20.
Senators to proceed with review of VFA Chinese-manned vessel unsettles Bohol town We are young Antetokounmpo buzzer-beater lifts Bucks over Knicks Alyssa Valdez stays positive despite PH loss in volleyball opener PLAY LIST 01:14Alyssa Valdez stays positive despite PH loss in volleyball opener00:50Trending Articles00:50Trending Articles01:31Taiwan minister boards cruise ship turned away by Japan01:33WHO: ‘Global stocks of masks and respirators are now insufficient’01:01WHO: now 31,211 virus cases in China 102:02Vitamin C prevents but doesn’t cure diseases like coronavirus—medic03:07’HINDI PANG-SPORTS LANG!’03:03SILIP SA INTEL FUND Smart’s Siklab Saya: A multi-city approach to esports EDITORS’ PICK St. Benilde Lady Blazers vs San Beda Red Spikers. CONTRIBUTED PHOTOCollege of St. Benilde went back to winning ways at the expense of San Beda, 12-25, 25-17, 25-23, 25-19, in the NCAA Season 92 women’s volleyball tournament Thursday at San Juan Arena.The defending champions took solo second with a 6-1 record as they ride a two-game winning streak going into the final stretch of the eliminations.ADVERTISEMENT SPORTSWe are young“The pressure is on us, we’re the defending champions, and we have to defend that crown.”Rachel Austero led the College of St. Benilde with 13 points while Jeanette Panaga, Arianne Daguil and Ranya Musa each had 11. View comments Smart hosts first 5G-powered esports exhibition match in PH Shanghai officials reveal novel coronavirus transmission modes Where did they go? Millions left Wuhan before quarantine PH among economies most vulnerable to virus Don’t miss out on the latest news and information. Chinese-manned vessel unsettles Bohol town Francesca Raqraquin had a game-high 17 points for the Red Spikers who slipped to a 4-3 record that put them at the fourth spot.Sports Related Videospowered by AdSparcRead Next Ginebra teammates show love for Slaughter MOST READ Lady Blazers head coach Michael Cariño knows his team was in a precarious place with the Final Four picture still undecided with two games left in the elimination round.“I told them during the Christmas break the scenario we’re in, one loss and we’re in a dangerous situation,” said Cariño.FEATURED STORIESSPORTSGinebra teammates show love for SlaughterSPORTSFreddie Roach: Manny Pacquiao is my Muhammad Ali
Banner image: Firefighters extinguish fires in West Kalimantan, Indonesia. Image by Junaidi Hanafiah/Mongabay Indonesia. Article published by Hans Nicholas Jong An El Niño weather system in the early months of 2019 could see forest fires flare up once again in Indonesia.The government rolled out a slate of measures following disastrous fires in 2015, centering on the restoration of degraded peatlands that had been rendered highly combustible by draining for agriculture.While the number and extent of fires since then have declined significantly, activists attribute this more to milder weather in the intervening years, rather than the government’s peatland management and restoration measures.Activists have also questioned figures that suggest the target of restoring 24,000 square kilometers (9,300 square miles) of peatland by the end of 2020 has been almost achieved, saying there’s little transparency about the bulk of the required restoration, being carried out by pulpwood and plantation companies. JAKARTA — Indonesia has restored degraded peatlands the size of a million football fields in the three years since President Joko Widodo launched an ambitious program aimed at preventing a repeat of some of the worst forest fires in the country’s history.But that success may have had more to do with luck than anything else, activists say, as anticipated tinderbox conditions mirroring the 2015 dry season that led to those earlier fires loom over the next few months.The 2015 fires raged across 26,100 square kilometers (10,100 square miles) of land, much of it peat forest that had been drained for agriculture and rendered highly combustible. The resultant haze sickened hundreds of thousands of people, shut down airports, and spread to neighboring countries, inflaming long-running diplomatic spats. The dry conditions that year were exacerbated by an El Niño weather system, which is likely to make an appearance again in the next few months, according to the U.S. National Oceanic and Atmospheric Administration (NOAA).The impact from El Niño “started in November, but the trend is increasing, and it’s going to peak in February or March,” said Ruanda Agung Sugardiman, who oversees climate change policies at the Indonesian environment ministry.NOAA has predicted up to an 80 percent chance of a full-fledged El Niño by February, with a 60 percent chance of it continuing into April.In anticipation of the coming dry season, the government is taking extra measures, Ruanda said, including allocating more funding to local governments for fire prevention.“Before this, most of the budget [for forest fires] was earmarked for the central government, but now we’re allocating 75 percent of our climate change budget to local governments,” he said.The environment minister, Siti Nurbaya Bakar, said the slate of policies rolled out since 2015 had resulted in a significant decline in the number and extent of fires, from 26,100 square kilometers that year to 1,950 square kilometers (750 square miles) in 2018. The number of fire hotspots also dropped during the same period, from nearly 71,000 to just 9,200.But that apparent success may have had less to do with the peat-restoration and fire-prevention measures than with the milder weather conditions in the intervening years, activists say: there hasn’t been a full-on El Niño since 2016.“We attribute the decrease in the intensity of forest fires not to an improvement in [peat and forest] management, but to natural factors,” Khalisah Khalid, a spokeswoman for the Indonesian Forum for the Environment (Walhi), the country’s biggest green NGO, told Mongabay.Activists from Pantau Gambut, a coalition of 23 NGOs that acts as a watchdog for peat protection and restoration efforts, have also questioned the effectiveness of the government’s policies. The coalition’s own spatial analysis shows most of the hotspots detected during the peak of the dry season in August 2018 were inside areas that were either prioritized for peat restoration or supposed to be protected under a moratorium on developing peatland.If those measures were truly effective, there should have been a steep reduction or complete elimination of fires in those particular areas, Pantau Gambut said.“These findings indicate that we need to question [the government’s] claim and the effectiveness of its restoration work,” said Muhammad Teguh Surya, the coalition’s national coordinator.A peat swamp in Sumatra smolders during the 2015 haze crisis. The drainage canals were dug in order to prepare the land for planting with oil palm, but the practice renders the land vulnerable to catching fire. Photo by Rhett A. Butler/Mongabay.‘We can handle this’In the wake of the 2015 fires and haze, President Widodo established the Peatland Restoration Agency (BRG) and charged it with leading nationwide efforts to restore 24,000 square kilometers (9,300 square miles) of peat areas, the size of 4.5 million football fields, by the end of 2020.The rationale was that by restoring degraded peatland, including through blocking drainage canals and rewetting the dried-out peat layers, it would be harder for fires to spread out of control and make it easier for officials to contain them.In 2017, the BRG rewetted just over 2,000 square kilometers (770 square miles) of degraded peatland. In 2018, it restored another 4,600 square kilometers (1,780 square miles), for a total of 6,650 square kilometers (2,570 square miles), or the size of a million football fields.In addition to the restoration policy, in 2016 President Widodo also announced a moratorium on the clearing of carbon-rich peat forests across the country.The BRG chief, Nazir Foead, said he believed that peat fires on the scale of the 2015 disaster would not happen in 2019, citing lessons learned from past mistakes.“We are very convinced … that we can handle this,” Nazir said as quoted by The Straits Times. “We cannot say that there will not be fires, but there will be fewer incidents, and they will be put out much quicker.”Enviroment minister Siti was similarly upbeat, saying at a year-end gathering at her office that “our transboundary haze [policies] have shown results.”Fires engulf a palm oil plantation in Rokan Hilir district, Riau, Indonesia. Image by Zamzami/Mongabay Indonesia.‘A lie and an error’But field investigations by Pantau Gambut throw those claims into question. The coalition found that peat-rewetting and firefighting equipment in some areas weren’t functioning properly. One village in Jambi province on the island of Sumatra was found to have fire hoses that were too large for the available water pressure, and too short to reach fire-prone areas. In another village in Jambi, a water pump installed there wasn’t powerful enough to provide sufficient water to put out fires.“If we’d found this inadequate equipment in the 1990s, maybe we could understand,” Teguh said. “But this happened after the president launched the peat-restoration initiative, so we have to question this. How can areas that had been prioritized for peat restoration have equipment that can’t be used in the event of a fire?”BRG secretary Hartono Prawiraatmadja said those particular facilities had been built by third parties in 2016, before standardized specifications for the equipment needed had been drawn up. He also said the BRG had earmarked at least 20 percent of its funding for the maintenance of equipment.“Last year, we didn’t allocate any budget for maintenance,” Hartono said. “There’s a concern that if there’s no maintenance, then the facilities won’t work properly during fires. That’s why, starting in 2019, we’ve allocated funding for maintenance.”Teguh dismissed the explanation as a cop-out.“There should have been concrete actions [to fix the equipment],” he said. “In my opinion, the excuse of not having funding or standardization is a lie and a serious error. How could such a vital project be carried out without any clear standards [or maintenance]?”Fires smoldering from a peat forest in West Kalimantan. Image by Aseanty Pahlevi/Mongabay Indonesia.Target in sight?There’s another key point where the BRG and NGOs differ. Under the peat-restoration initiative, companies whose concessions include peatlands are responsible for restoring those areas, which amount to 14,000 square kilometers (5,400 square miles) of the total 24,000 square kilometers.The concessions in question include areas of deep peat that contain high biodiversity. Under the president’s signature anti-haze regulation, these areas must be zoned for conservation and rewetted to prevent fires. As of August 2018, 127 pulpwood and plantation companies had submitted their restoration plans to the environment ministry. Three months earlier, the ministry reported that the companies had restored a combined 10,000 square kilometers (3,900 square miles) of degraded peatland since 2015, mostly by blocking the canals initially dug to drain the peat in preparation for planting.That figure has since been updated to 14,000 square kilometers, which, if accurate, means the companies have fulfilled their peat-restoration obligations, the BRG’s Hartono said. He added that this claim on the part of the companies had yet to be verified through on-the-ground inspections.But Pantau Gambut says the government has failed to disclose detailed information on the implementation of the companies’ restoration plans. There also hasn’t been any transparent follow-up to the companies’ submitted plans, despite the fact that the restoration is required to be carried out immediately upon approval of the plans.Ultimately, Teguh said, there’s no independent confirmation that the peatland restoration has been carried out as reported by the companies.“Unfortunately, after they’ve revised their plans, it remains unclear whether the restoration work has been carried out or not,” he said. “The public has never been involved in the process. Without a transparent [process to disclose the] information, the public is left in the dark.”For its part, the government is preparing a regulation to serve as a guideline for the BRG and civil society groups to monitor the companies’ restoration activities, Hartono said. To verify their claim to have restored 14,000 square kilometers of peatland, the BRG needs to have the regulation in place, currently being drafted by the environment ministry.“If the BRG enters [the companies’ concessions] without a clear regulation [permitting it to do so], the companies are worried that it might disrupt [their operations],” Hartono said said.“We haven’t been able to confirm yet that what the companies are doing matches our expectations,” he added. “So we will supervise the companies, both in terms of what they’ve done and what they’re planning to do.”If the companies’ claims are confirmed, then that leaves the BRG with less than 4,000 square kilometers (1,540 square miles) of degraded peat areas to restore before the end of 2020.“We’re optimistic [we can meet that target] if that’s the case,” Hartono said.Teguh cautioned that while this might seem a small number compared to the agency’s achievements in the past two years, the BRG should be diligent about ensuring it met its target in an open and accountable manner.“Considering how there’s only two years left, the BRG has several big tasks pending,” he said. “That includes making its peat restoration agenda more inclusive and accountable, sharing its data and restoration progress in more detail, accepting criticism and recommendations for improvement, and not basing its work only on projects.” Popular in the CommunitySponsoredSponsoredOrangutan found tortured and decapitated prompts Indonesia probeEMGIES17 Jan, 2018We will never know the full extent of what this poor Orangutan went through before he died, the same must be done to this evil perpetrator(s) they don’t deserve the air that they breathe this has truly upset me and I wonder for the future for these wonderful creatures. So called ‘Mankind’ has a lot to answer for we are the only ones ruining this world I prefer animals to humans any day of the week.What makes community ecotourism succeed? In Madagascar, location, location, locationScissors1dOther countries should also learn and try to incorporateWhy you should care about the current wave of mass extinctions (commentary)Processor1 DecAfter all, there is no infinite anything in the whole galaxy!Infinite stupidity, right here on earth.The wildlife trade threatens people and animals alike (commentary)Anchor3dUnfortunately I feel The Chinese have no compassion for any living animal. They are a cruel country that as we knowneatbeverything that moves and do not humanily kill these poor animals and insects. They have no health and safety on their markets and they then contract these diseases. Maybe its karma maybe they should look at the way they live and stop using animals for all there so called remedies. DisgustingConservationists welcome China’s wildlife trade banThobolo27 JanChina has consistently been the worlds worst, “ Face of Evil “ in regards our planets flora and fauna survival. In some ways, this is nature trying to fight back. This ban is great, but the rest of the world just cannot allow it to be temporary, because history has demonstrated that once this coronavirus passes, they will in all likelihood, simply revert to been the planets worst Ecco Terrorists. Let’s simply not allow this to happen! How and why they have been able to degrade this planets iconic species, rape the planets rivers, oceans and forests, with apparent impunity, is just mind boggling! Please no more.Probing rural poachers in Africa: Why do they poach?Carrot3dOne day I feel like animals will be more scarce, and I agree with one of my friends, they said that poaching will take over the world, but I also hope notUpset about Amazon fires last year? Focus on deforestation this year (commentary)Bullhorn4dLies and more leisSponsoredSponsoredCoke is again the biggest culprit behind plastic waste in the PhilippinesGrapes7 NovOnce again the article blames companies for the actions of individuals. It is individuals that buy these products, it is individuals that dispose of them improperly. If we want to change it, we have to change, not just create bad guys to blame.Brazilian response to Bolsonaro policies and Amazon fires growsCar4 SepThank you for this excellent report. I feel overwhelmed by the ecocidal intent of the Bolsonaro government in the name of ‘developing’ their ‘God-given’ resources.U.S. allocates first of $30M in grants for forest conservation in SumatraPlanet4dcarrot hella thick ;)Melting Arctic sea ice may be altering winds, weather at equator: studyleftylarry30 JanThe Arctic sea ice seems to be recovering this winter as per the last 10-12 years, good news.Malaysia has the world’s highest deforestation rate, reveals Google forest mapBone27 Sep, 2018Who you’re trying to fool with selective data revelation?You can’t hide the truth if you show historical deforestation for all countries, especially in Europe from 1800s to this day. WorldBank has a good wholesome data on this.Mass tree planting along India’s Cauvery River has scientists worriedSurendra Nekkanti23 JanHi Mongabay. Good effort trying to be objective in this article. I would like to give a constructive feedback which could help in clearing things up.1. It is mentioned that planting trees in village common lands will have negative affects socially and ecologically. There is no need to even have to agree or disagree with it, because, you also mentioned the fact that Cauvery Calling aims to plant trees only in the private lands of the farmers. So, plantation in the common lands doesn’t come into the picture.2.I don’t see that the ecologists are totally against this project, but just they they have some concerns, mainly in terms of what species of trees will be planted. And because there was no direct communication between the ecologists and Isha Foundation, it was not possible for them to address the concerns. As you seem to have spoken with an Isha spokesperson, if you could connect the concerned parties, it would be great, because I see that the ecologists are genuinely interested in making sure things are done the right way.May we all come together and make things happen.Rare Amazon bush dogs caught on camera in BoliviaCarrot1 Feba very good iniciative to be fallowed by the ranchers all overSponsored Climate Change And Forests, Deforestation, Environment, Fires, forest degradation, Forest Fires, Forests, Haze, Peatlands, Rainforest Deforestation, Rainforests, Southeast Asia Haze, Southeast Asian Haze
There is a cliché that refers to perception morphing into reality. This would have been known and probably tested throughout time and often a source of contention in politics. Some of what transpired during the 2015 elections campaign would have brought it sharply into focus, testing believability almost to the point of confirming it in some instances. One of its unfortunate derivatives is the superimposing of what is supposed to be unreal over what is; in other words, fiction over fact.This obviously has advantages and disadvantages for different sides one way or the other and with any shift in mindsets probably remaining long-lasting. It therefore becomes a monumental challenge for facts to become believable in such circumstances. A cursory look at some aspects of international politics can easily substantiate, as fake news insidiously enters the realm of reality.In every circumstance, it appears to be fast becoming more laborious for believability. In the process, sometimes sensitivities, individually and nationally, can be exacerbated thereby increasing the potential to negatively broadside societal social fabric. The dilemma created in such situations demands an uncompromising and transparent approach to verify and convey facts to mitigate the possible raising of tensions. This becomes even more necessary in a pluralistic society like ours.As discussions over the employment practices at the Guyana Elections Commission (GECOM) continue throughout society, clearly one section can be made to feel aggrieved based upon information within the public domain. Like everything else, there are two sides; however, our multifaceted makeup would demand an urgent ascertaining of the facts. Given the important role GECOM plays, the need for such an intervention is paramount.For many, if not all, the result of an election is pivotal to their advancement in the future. For a nation, it can have tremendous bearing on its stability and by extension the economy, international credibility while impacting confidence. If the citizenry or a section of it develops a lack of confidence in the election machinery, then credibility in the process could become a major issue with its own spin-off effects.The initial controversy at GECOM over its perceived employment practices led to some statistics and charts appearing in the media. While it may have provided a different perspective, it may not have changed the perception given, reportedly, concerns over source and accuracy. What subsequently transpired with regard to the appointment of the Deputy Chief Elections Officer, (DCEO), may have further incensed sentiments over an already sensitive situation.From what was reported, the candidate, who scored the highest and who would have had three years on the job experience, was not appointed. When ethnicity is thrown into the milieu, it further heightens the perception of unfairness. This is not to say that the person appointed is not qualified, however the finality of the appointment process would have provided fodder to those who remain convinced of unfairness.With the general tendency that one thing can lead to another, for those who are fortified in their belief of unfairness, it is not farfetched to posit that they can lose confidence in the electoral process regardless of perception or reality of the current situation. That’s the unfortunate potential the situation can precipitate.When other circumstances, such as alleged reports of mass firing based on ethnicity after the 2015 elections and the seeming unabated imposition of a particular party colour on public buildings and through other means, ethnic and political sensitivities can be offended.Cleary our leaders and civil society cannot be oblivious of this, especially given our history. Therefore, the lack of or delay in a meaningful intervention to ascertain the facts on GECOM employment practices will contribute little or nothing to remove any perception of unfairness. It can also, fairly or unfairly, question commitment of the authorities to so intervene for the national good.To establish the Social Cohesion Ministry, the Administration must have been aware of the compelling reasons to do so, guided by history, perception and reality. One can therefore safely posit that the need to mitigate ethnic sensitivities, more than likely premised on reality, would have been the foremost consideration for the Social Cohesion Ministry and for it to receive taxpayers’ funding to deliver its mandate of promoting national harmony.With that in mind, it would not be unfair to expect a fact-finding intervention into GECOM’s employment practice, which in reality should have already been implemented. This is extremely crucial, not only in the quest to realise social cohesion, but for confidence in the nation’s electoral machinery. If partisanship through alleged political allegiance were to develop in the electoral machinery, the creation of suspicion over questionable elections could be moved from perception to reality.In the interest of national unity, that intervention must be immediate and meaningful and not just for the purpose of mere appeasement. Its absence would not help the social complexities and could unfortunately and undesirably redound to a loss in democratic gains. That could be a result of perception morphing into reality.
The Diski Striker vehicle is doing its bit toraise excitement for the upcoming 2010Fifa World Cup. (Image: Bongani Nkosi)An eye-catching minibus with a difference is currently zipping around Johannesburg to teach the public about the history of the Beautiful Game and build excitement ahead of the 2010 Fifa World Cup, which kicks off in June.The vehicle, which used to belong to the City of Johannesburg’s private fleet, has been kitted out in the colours of the South African flag, with side paneling that resembles a football and a giant black dung beetle on its rooftop. It’s called the Diski Striker – “diski” is the local township slang word for football.The Diski Striker’s football-shaped exterior is inscribed with interesting facts about the history of football across the world and new South African football trends, such as makarapas and vuvuzelas.It explains how the game of football developed and gives information on the various World Cups, starting with the inaugural tournament in 1930 – which Uruguay won – until 2006, when Italy became the champions in the German-hosted Cup.Peter Hall, head of the City of Johannesburg-owned James Hall Transport Museum, came up with the idea of the Diski Striker and developed it in April 2009. “The museum runs a lot of projects around education, and I knew that we had to do something for the World Cup,” he said.Spreading football fever“The vehicle has a means to communicate with the communities,” said Hall. “Children learn a lot from it.”It took Hall and his team at the museum six weeks to transform and revive the minibus, which had been destined for demolition. Their job included painting the vehicle, adding the metal football paneling to the sides and attaching the dung beetle to the roof. The friendly-looking beetle replica is made from steel, wire and fibreglass.Diski Striker was finally unveiled to the public in November last year and has been a familiar site on the city’s roads ever since.It has travelled around Orange Farm in the south of Johannesburg, about 45km from the city centre, and visited other disadvantaged areas in the city like Diepsloot and Alexandra townships. “It will also do a road show through these areas,” said Sue Reddy, a senior specialist at the City of Johannesburg’s Arts, Culture and Heritage department.“Diski Striker is used to educate and engage people on the big picture of the forthcoming 2010 event,” Reddy said. “The project is intended to add to a lasting soccer legacy.”Busy scheduleWith fewer than 150 days left until the World Cup kicks off, the Diski Striker has a busy schedule.Driven by the museum’s David Rikhotso and at times by Hall himself, the minibus stops at shopping malls, schools and other public areas around the city, such as parks. During each trip vuvuzelas and footballs – sponsored by the City of Johannesburg – are handed out to fans along the way.The museum has also launched an educational bus that is circuiting city schools and recreation centres to spread interesting information about the upcoming football spectacular.Hall said they are developing a mobile television bus, which they hope to launch soon. “It will be a moving fan park for children [during the World Cup].”History of transport in JohannesburgThe James Hall Transport Museum, situated in La Rochelle southeast of Johannesburg, details the history of transportation in Johannesburg over the centuries. Developed by the late James Hall, a car enthusiast, and the city council in 1964, the museum exhibits several modes of transport like vintage bicycles, motorbikes, steam locomotives, buses and trams.Peter Hall has built on his father’s passion for historic vehicles and still collects models for the museum. “There are all sort of vehicles dating from 1786 to 1980,” Hall said.“The museum has grown and we have plans to develop it further,” he added. “We would like to have a tram running across the museum.”The Diski Striker will become one of the museum exhibits after the World Cup. “It will definitely be part of the history and heritage of the country,” Hall said.