My youngest son William (as College Captain – St. Aloysius College) had the honour of laying a wreath at the Kingston ANZAC Day Ceremony 25 April, 2014.
Australian and New Zealand forces landed on Gallipoli on 25 April 1915 during WW1, meeting fierce resistance from the Ottoman Turkish defenders. Australians & New Zealanders recognise 25 April (ANZAC Day) as an occasion of national remembrance, which takes two forms.
Commemorative services are held at dawn – the time of the original landing – across the nation.
Later in the day, ex-servicemen and women meet to take part in marches through the major cities and in many smaller centres. Commemorative ceremonies are more formal and are held at war memorials around the country. In these ways, Anzac Day is a time when Australians reflect on the many different meanings of war.
Adamsfield is a locality in Tasmania Australia where osmiridium was discovered in 1925. Alluvial mining resulted in one of the world’s largest sources of osmium and iridium metal. Florentine Post Office opened on 1 November 1925.
Today there is little left of this once booming town. Most of the buildings have been damaged by bushfires or reclaimed by the bush. Despite this, a visit to Adamsfield is well worthwhile.What remains gives a feeling for what once existed here and the surrounding landscape emphasises the remoteness of the settlement.
Old shacks near river. The river has a footbridge crossing or 4WD required to cross to get to Adamsfield.
Original Township is in there somewhere much of the area is overgrown with bracken.
Visitors to Adamsfield do not require a Parks pass.
There are barriers on the Saw Back Range track. Adamsfield track and the Clear Hill Road, all of which are permanently locked. Therefore, all vehicle based visitors to Adamsfield, including those travelling by motorbike, four-wheel bike or mountain bike, require an authority and a key from Mt Field National Park Visitor Centre. A $300 refundable deposit is charged for the key. The maximum number of vehicles in each group is six. To ensure access it is recommended that you book in advance given the limited number allowed in each day.
William Cooper is a student of everything that interests him. Although everything interesting doesn’t always interest him (we think it may be the hormones). He likes warm toast when he has been sick and intends to expand his novel Chasing Pillows with a “somewhat sequel” that explores the protagonist’s universe and may mention the protagonist himself once or twice. When he makes mistakes he almost always tries to spin them into an intended action and does this sometimes with success.
Have you ever lost yourself in another world—so much that you almost begin to forget the real one? Then you may see yourself in the writings of Opaulde. If not, the contents of this novel may simply confuse you and perhaps even appall you. Otherwise, if you are not repelled by the bizarre and chaotic, submerge yourself in Opaude’s world and see if you can answer the question, “Who is Opaulde?”
William Cooper’s book Chasing Pillows is available at Amazon.com (Paperback, Kindle) and at Smashwords.com (eBook formats)
Each business owner has their own style for implementing new initiatives, but there can be no better opportunity for a team effort than in identifying all the elements of the business. Once you have decided to go for your own systems, involve all personnel in this discussion and start with the business goals, breaking these down into a series of procedures and tasks, i.e.:
- Set up a systems ‘office’. This can certainly be a virtual office to save costs, but there is also need for a central office or location.
- List (or set) strategic goals.
- Identify tasks necessary to achieve those goals.
- Develop effective procedures for completing those tasks; that is, write the procedures manual that can be replicated from the prototype.
- Build confidence; it’s important to get a systems design completed early to create momentum and confidence among management, staff and external stakeholders. Get some runs on the board from day one!
- Identify transitional systems. More good luck than good management would get everything to go the systems way simultaneously across the organisation. There will usually need to be a staged transition to allow for slower segments to be implemented and for re-training to occur where necessary.
- Create the desired turnkey environment. What worked in your pre-turnkey era may no longer work; there may be shifts, not only in job descriptions, but also for working hours, flexitime, meeting times, etc.
- Explain this new strategy. All key employees and stakeholders need to be told what is happening and when, especially if they will be affected as above.
This process is about both simplification – finding a better way of doing things – but also creating new roles. This may require a training effort. The ultimate goal of imposing structure and instituting systems and procedures is, of course, predictability. A system is any method or procedure that simplifies or automates part of the business, making it easier for ordinary people to operate it. As one business owner said, “I’ve set systems in place – the policies and procedures – documented down to every task so that staff know exactly what they are to do and how they are to do it, and how they are accountable for doing it well.” She went one step further to ensure the business invested in training, because some tasks would be totally new tasks. “Then we train, and train them all over again.” Continued in Part 4. An extract from the book “The 7 Biggest Costly Mistakes Business Owners Make And How to Survive & Thrive” by Richard C. Cooper (c) 2011.