Darren CrissFavorite Replacement (Male): Darren Criss, Hedwig and the Angry Inch Every year since 2000, Broadway.com has asked our readers to pick their favorites of the season in our yearly Broadway.com Audience Choice Awards. Below are this year’s winners of Broadway’s most fan-friendly prize! The 16th annual Broadway.com Audience Choice Awards will be presented at a private cocktail reception on May 19, 2015. Christian BorleFavorite Featured Actor in a Musical: Christian Borle, Something Rotten! Sierra BoggessFavorite Featured Actress in a Musical: Sierra Boggess, It Shoulda Been You Rupert GrintFavorite Featured Actor in a Play: Rupert Grint, It’s Only a PlayFavorite Breakthrough Performance (Male): Rupert Grint, It’s Only a Play Emma StoneFavorite Replacement (Female): Emma Stone, CabaretAWARD COUNT BY SHOWFinding Neverland – 4On the Twentieth Century – 3The Elephant Man – 2It’s Only a Play – 2Wicked – 2The Audience – 1Cabaret – 1The Curious Incident of the Dog in the Night-Time – 1Gigi – 1Hedwig and the Angry Inch – 1It Shoulda Been You – 1The King and I – 1Something Rotten! – 1You Can’t Take It With You – 1 Star Files The King and IFavorite Musical Revival: The King and I Kristin ChenowethFavorite Leading Actress in a Musical: Kristin Chenoweth, On the Twentieth CenturyFavorite Funny Performance: Kristin Chenoweth, On the Twentieth CenturyFavorite Diva Performance: Kristin Chenoweth, On the Twentieth Century Kristin Chenoweth Bradley Cooper(Bruce Glikas for Broadway.com) The Curious Incident of the Dog in the Night-TimeFavorite New Play: The Curious Incident of the Dog in the Night-Time (Written by Simon Stephens) Darren Criss Vanessa HudgensFavorite Breakthrough Performance (Female): Vanessa Hudgens, Gigi The Elephant ManFavorite Play Revival: The Elephant ManFavorite Leading Actor in a Play: Bradley Cooper, The Elephant Man WickedFavorite Long-Running Show: WickedFavorite Tour: Wicked View Comments Helen MirrenFavorite Leading Actress in a Play: Helen Mirren, The Audience Finding NeverlandFavorite New Musical: Finding Neverland (Book by James Graham, Music and lyrics by Gary Barlow and Eliot Kennedy)Favorite Leading Actor in a Musical: Matthew Morrison, Finding NeverlandFavorite Onstage Pair: Laura Michelle Kelly & Matthew Morrison, Finding NeverlandFavorite New Song: “Believe” from Finding Neverland (Music and Lyrics by Gary Barlow and Eliot Kennedy) Annaleigh AshfordFavorite Featured Actress in a Play: Annaleigh Ashford, You Can’t Take It With You
University of Georgia Cooperative Extension recently welcomed eight water educators to the organization. Formerly part of the Georgia Soil and Water Conservation Commission, the positions were transferred to UGA Extension by Georgia Gov. Nathan Deal.“The governor’s plan was to streamline program services so the Environmental Protection Division handles regulatory issues and the Soil and Water Conservation Commission handles sediment and soil erosion and (watershed) dams,” said Associate Dean for Extension Laura Perry Johnson. “We now have more resources in Extension to address water issues, there will be fewer duplications of efforts, and services will be enhanced at the local level. The more I learn about the experience these gentlemen have, the more excited I am about the skills and talents they bring to us.”These new Georgia water educators and their bases of operation include:David Hall, Bleckley County Extension officeAndy Dyar, J. Phil Campbell Sr. Research and Education Center, WatkinsvilleJohn Loughridge, Gordon County Extension officeDustin Rushing, Southeast District Extension office, StatesboroTony Black and Luke Crosson, Hooks-Hanner Environmental Resource Center, Terrell CountyTwo additional positions have been advertised for educators who will be based on the UGA Griffin and UGA Tifton campuses. The UGA-Griffin educator will focus on urban water use, and the UGA-Tifton educator will focus on traditional row crop agriculture water use. The UGA-Tifton educator will also support the UGA Water Resource Team, a group of researchers, Extension specialists, social scientists, economists and program development specialists focused on improving water management in Georgia.On the job in Watkinsville, Georgia, Dyar is making the shift back to working with farmers instead of focusing on dams and flood control. Dyar has worked for the Georgia Soil and Water Conservation Commission since 2006.“It’s good to be back working with farmers on projects,” said Dyar, who, along with the rest of the educators, brings a wealth of water resource knowledge and leadership skills to UGA Extension. At the commission, he was first a grant administrator, then a technician in the watershed dam program, a resource specialist in the regional office in Athens, Georgia, and, of late, was the regional representative in the commission’s Milledgeville, Georgia, office.The UGA Extension water educators will continue to support farmers, green industry representatives and homeowners by performing water audits, duties they bring with them from the commission.“In south Georgia, especially, we provided a mobile irrigation lab and we will continue to do so. We will go to farms that have center pivot irrigation and test to make sure those are performing correctly and uniformly,” Dyar said. “We will also continue to work with those who have a contract with USDA for cost-share funding. As part of the requirement, an irrigation audit must be prepared and, as Extension water educators, we will prepare those.”There is no fee for irrigation audits.In north Georgia, the Extension water educators will focus on other educational opportunities, like assisting farmers with the implementation of natural resource conservation best management practices, teaching Georgians how to maintain drip irrigation, and sharing information about homeowner irrigation systems.The new UGA Extension educators are currently reviewing water education needs across the state and developing programs to deliver.“I have some upcoming meetings where I will talk with garden clubs about ways to conserve water. We will be working on everything from homeowner conservation to on-farm conservation,” Dyar said. “After all, water affects everyone and everybody has the opportunity to save water. It’s just a matter of delivering education to get the message across.”For more information on UGA Extension programs, go to extension.uga.edu.
The 2011 Volunteering in America report lists the Burlington area 8th among 75 comparable cities in the area of volunteerism. The Volunteering In America report is a partnership between the Corporation for National and Community Service, the U.S. Census Bureau, and the Bureau for Labor Statistics to collect volunteering data annually through the Current Population Survey’s (CPS) Supplement on Volunteering. The Volunteering in America research, released by the Corporation for National and Community Service (CNCS), is part of the most comprehensive national study conducted on volunteerism. Nationally, volunteers served nearly 8.1 billion hours in their communities ‘ valued at nearly $173 billion. The report covers 2007-2010 and shows the Burlington area with a Volunteer Rate of 37.7%, compared to 36.5% nationally, and 42 volunteer hours per resident annually, compared to 34.1 hours nationally. Burlington’s volunteerism has been supported in many ways by the City’s VISTA program. This past year, CEDO VISTAs recruited 842 volunteers who performed 10,464 hours of service. Over the 17 years of the city’s VISTA program, members recruited tens of thousands of volunteers statewide. ‘The CEDO AmeriCorps VISTA program has been an incredible asset to the Burlington community. These dedicated members, who are giving a year of their lives to build capacity in local agencies, work 24-7 in order to combat poverty,’ said CEDO’s Laura Hale. ‘Their efforts to build sustainable volunteer programs have created opportunities for tens of thousands of volunteers to serve over the last 18 years.’ ‘Whether cleaning and greening neighborhoods, tutoring schoolchildren, helping local non-profits, participating in restorative justice panels, or doing many, many other things, volunteers have a tremendously positive impact on our community,’ said Burlington Mayor Bob Kiss. ‘Thank you to local volunteers for all of your efforts to make Burlington a better place for everyone.’ Acting CEO of CNCS, Robert Velasco II said, ‘As organizations are struggling to provide more services with fewer resources, volunteers of all ages are stepping up to help fill in the gaps. The commitment, time, and talent of Burlington’s volunteers is admirable, further proving that everyone has a role in making America great.’ CNCS supports Senior Corps, AmeriCorps and other national service programs that drive innovation and problem solving through service.About the Volunteering In America Report:The Volunteering In America report is a partnership between the Corporation for National and Community Service, the U.S. Census Bureau, and the Bureau for Labor Statistics to collect volunteering data annually through the Current Population Survey’s (CPS) Supplement on Volunteering. The CPS is a monthly survey of about 60,000 households (approximately 100,000 adults), conducted by the U.S. Census Bureau for the Bureau of Labor Statistics. Volunteers are defined as individuals ages 16 and over who perform unpaid volunteer activities for or through an organization. The report includes information for all 50 states, Washington, D.C., and 198 cities, including 51 large cities, 75 mid-size cities, and 72 additional cities, based on Metropolitan Statistical Areas. For more information, visit VolunteeringInAmerica.gov, where the complete report can be accessed. About the Corporation for National and Community Service:The Corporation for National and Community Service is a federal agency that engages more than five million Americans in service through its Senior Corps, AmeriCorps, and Learn and Serve America programs, and leads President Obama’s national call to service initiative, United We Serve. For more information, visit NationalService.gov. About Burlington’s We All Belong AmeriCorps*State ProgramVermont is changing and becoming more reflective of a global and national citizenry. The We All Belong Initiative works with service providers in the Greater Burlington area to change how they do business in order to better serve our diversifying community. This includes how and what services are provided, hiring of staff, recruiting volunteers and Board members and how decisions are made. The We All Belong Program’s mission is to provide the tools and resources for organizations to build their cultural and linguistic competence so that they can provide more culturally relevant services, and then truly be more inclusive and welcoming. The goal of the initiative is to increase the cultural competency of schools and organizations to serve low-income and racially/ethnically diverse groups. More information available at www.cedoburlington.org(link is external).
“After we’re done with them, they weigh about 5 tons, so we add on about 5,000 lbs. to the hulls, between kiln-dried plywood and fiberglass overlays, and 5,000 additional lbs. of state-of-the-art communications, propulsion, and navigation equipment, allowing each finished boat to reach speeds of about 35-48 knots at sea,” added Michell. In fact, in early July, both Nicaraguan and U.S. military partners were scheduled to take the three finished boats and others they use specifically for counter narcotics operations to sea, where they will participate in a two-day communications training to facilitate communications between land, sea, and air, and ultimately increase the rate of seizures. He told Diálogo that when the first delivered fast boat was put to the water to be tested, it came upon another such vessel that was transporting drugs, so it’s maiden voyage actually produced a gain for Nicaragua and for the regional fight against drug trafficking. The Nicaraguan Navy is very committed to this collaboration. “The Navy inspects the job we’re doing and has a say in the entire process,” explained Michell. Eduardoño is actually a Colombian shipyard that pioneered the construction of different models of sporty go-fasts in the region, designed for a variety of uses, including fishing, diving, pleasure, and patrols, but the general style of vessel has adopted this name, becoming a genericized trademark. Though there is a current focus on the Northern Triangle countries of Central America ̶ Guatemala, El Salvador, and Honduras ̶ because of the positive results of the cooperation between the Armed Forces and law enforcement agencies in reducing the violence stemming from drug trafficking and gang activity within their borders, their regional neighbors are also doing their part to keep this violence from seeping across their boundaries. “We are professionals,” added Capt. Fornos. “We don’t get into politics, and we have a very successful, positive professional relationship with the United States Military.” The job done on each, which may be 32, 38, or 45 feet long and 8 feet wide at their widest point, is an amazing transformation that begins with stripping the original boats down to the bare hull, and building customized modern naval marvels outfitted with tactical and operational capabilities to find and go after the best-hidden criminals at sea. By Dialogo July 14, 2015 Law for the complete seizure of physical assets and bank accounts for nurseries and rehabilitation centers as well as support for combat forces. The vessels being refurbished were seized by the Nicaraguan Navy during various counter drug operations at sea. So taking them from drug dealers, rebuilding and repowering them, and using them against the drug networks themselves is a success story in and of itself. To reinforce the commitment of cooperation between the United States and Nicaraguan militaries and further strengthen the relationship between the two, SOUTHCOM’s Command Sergeant Major William B. Zaiser not only visited the refurbishing facility, but also met with senior officials from the Nicaraguan Navy to discuss not only the projects that USSOUTHCOM supports, but also the value of a professional non-commissioned officer corps. He explained that depending on how many boats are refurbished, close to seven will be deployed in Pacific waters, while close to a dozen will be deployed in the Caribbean, where there is a higher traffic of drug boats transporting illegal merchandise from south to north. “Drug trafficking is a well-organized enterprise; it’s protected, so if we’re looking to be successful, we must be constant in our fight,” he emphasized. According to U.S. Navy Lieutenant Commander Roberto Colon Cruz, Navy Section Chief at the OSC-N, and responsible for the project’s oversight, “This will increase their operational capabilities, the lifespan of their boats, and their security.” “When [the operators] go out against drug trafficking they are hungry for a capture,” assured Capt. Fornos. “We go out on what we have available, we know the sea and the routes the narcos use. But communicating with the plane to guide us, to give us their position is a key part of it.” “Nicaraguan Navy operators out testing the boat were able to seize a criminal fast-boat and capture 76 kilos of cocaine aboard it,” added Capt. Fornos. “We’ve already seen results with one of the fast-boats,” said Nicaraguan Navy Captain Jeraldo Fornos, commander of the Naval Base in Corinto, located about 155 kilometers northwest of Managua, on the Pacific coast. The collaborative endeavor doesn’t only involve the refurbished boats, however. It is a complete package that also includes operational, logistical, maintenance, and communications training. “It’s a message to the ‘narcos’ themselves: This is your boat, and now we are using it to combat you,” said Alberto Michell, founder and principal designer at Naviego Marine, the Nicaraguan shipyard responsible for the refurbishment project. As he showed the Sergeant Major one of the finished refurbished boats, docked in the base’s pier, Capt. Fornos highlighted the importance of this effort. “The important element in this fight is the ‘containment wall’ we’re building to keep drug trafficking from entering our territory. The three [refurbished] boats have given us positive results so far.” Such is the case of Nicaragua, which has taken a strong stand against drug trafficking in the form of a presidential policy calling for a “containment wall” against this threat, not by building a wall per se, but rather by building their naval capabilities to withstand the threat and capture it at sea so it does not permeate on land. To support the Nicaraguan Navy’s efforts in building such an embankment, U.S. Southern Command (SOUTHCOM), through the Office of Security Cooperation in Managua (OSC-N) has agreed to work jointly with them to refurbish close to 20 Eduardoño-type fast-boats over the next three years. “Our engagements in the region are very important,” said the Sergeant Major. “The Nicaraguan Navy goes out as far as they can to pursue drug boats and execute counter narcotics operations, showing great conviction. We know they’re committed to the fight,” he commented. So far, three boats have been refurbished, and they’re currently undergoing testing on Nicaragua’s waters. “We’ve customized them according to the needs of the end user – the Nicaraguan Navy. This direct involvement changes the dynamics,” he added, as he showed Diálogo what goes into refurbishing each boat or panga, as they are known locally in Nicaragua. “This is the least we can do for our people. It [drug trafficking] is a disease that we have to fight jointly,” concluded Capt. Fornos.
43SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Paul Robert Paul Robert has been helping financial institutions drive their retail growth strategies for over 20 years. Paul is the Chief Executive Officer for FI Strategies, LLC, a private consulting company … Web: fi-strategies.com Details This time of the year, two “seasons” make me think of coaching and leadership: football season and strategic planning season.No other sport has produced as many coaching icons as football. Vince Lombardi, Tom Landry, Bear Bryant, Lou Holtz … google “coaching” topics and your search results will be full of football leaders. There are numerous coaching metaphors derived from football. Why is that you don’t hear nearly as much about baseball managers or hockey coaches being such great leaders?What’s most interesting about the popularity of football coaches is the attention is almost always given to the head coach, even though they don’t do the grunt-work. The head coach doesn’t develop the game plan (that’s usually the coordinator’s job); they don’t teach the execution of plays (that’s the position coach’s job); and they don’t provide the necessary resources (unless we’re talking about inflating the footballs and you’re coaching the New England Patriots).Head football coaches set the focus and direction of the organization. They establish the standards for performance. They create the necessary culture to allow the team to be successful. They orchestrate all the components so it reaches the desired crescendo at the end of the season. They’re leading the charge but very rarely are they involved in the grunt-work.Similarly, strategic planning is the time each year when the leaders of credit unions exert themselves to set the direction of the organization for next year and beyond. Or, unfortunately, in some cases I should say they do not exert themselves. For too many, strategic planning is merely a function mandated by the Board but carries no real long-lasting significance with the leadership team. It was a great Saturday offsite session where everyone got to wear blue jeans and there was great food but nothing of substance was produced to drive the credit union’s performance for very far into the future.Like the head football coach, leadership and coaching should occur every day from each senior exec throughout the business year but, in particular, it should be prominent this time of the year as you strive for that crescendo of meeting end-of-year goals and building plans and momentum for 2016. Strategizing during this season should be the foundation for your leadership efforts for the future.In credit union land today, there seems to be significant gaps in the quality of leadership across the industry. Many credit unions have senior leaders retiring but haven’t done a good job of grooming the next generation. Others have senior leaders who are learning on the job – quite honestly they were underqualified when promoted and are now playing catch-up. And other senior leaders are new and fresh but struggling to overturn tired, old cultures that are resisting the new direction.In each of these cases, extraordinary leadership is required. Following are six characteristics that leaders and senior teams should instill in order to successfully lead your organization into 2016 and beyond:Set crystal clear expectations – at the credit union level and every level below. Every employee in the organization should know specifically what they need to do day-in and day-out to positively contribute to the credit union’s ultimate success. Focus on specific behaviors and train those skills; assign production goals and communicate performance related to those goals on a consistent basis; show how everyone’s production is driving the common good and making the team successful. Too many credit unions function in reactionary mode – they’re like first-grade soccer players chasing the ball wherever it goes. Setting crystal clear expectations will help keep everyone focused on their role, no matter where the soccer ball goes.Once you set expectations, now you’re forced to hold people accountable. Without accountability, your goals next year will be ignored and your vision will never be attained. Let me be clear on one fundamental of this matter: accountability is not just negative – don’t forget about positive accountability! Celebrating successes when they occur is just as important as cracking the whip when it needs to be cracked. The best way to hold your credit union accountable is by consistently communicating performance. Don’t wait until the end of the year to share results – do it monthly, weekly, daily. In most instances, leaders who avoid negative accountability should’ve addressed the issue a long time ago. Open and frequent conversation about performance allows you to deal with singular snowflakes instead of snow balls that lead to avalanches.When you set them, set goals high but attainable. Make goals hard enough that your team will need to go above and beyond what they’ve done in the past in order to reach them. Don’t be satisfied with the same level of planning, effort, and performance. That’s not leadership, that’s managing. Lead your people to higher levels of personal and team production. Get them to strive for more and then give them a reason to feel great about their accomplishments. There’s a “Law of Limited Performance” I learned earlier in my career that says: your staff gravitates to the level of performance their leader expects. If you set the bar low, the staff will gravitate to low performance. If you set it high they will gravitate to higher levels. It doesn’t take a leader to realize low or the same levels of performance – it takes leadership and coaching to get individuals and teams to achieve higher levels of performance.Exude confidence when leading. I used to work for a boss who’d say, “You can’t lead a cavalry charge if you think you look funny sitting on a horse.” It sounds silly but it’s true. Sit tall in the saddle and your troops will follow suit. Your staff will live the vision if you do. They will strive for higher goals if you do. They will step out of their comfort zone if you do. Speaking, acting, and living confidently will go a long way in giving them the confidence that they will be successful, too. You shouldn’t be arrogant, of course, but arrogance and confidence are two different traits. Confidence is rooted in trust and belief; arrogance is based on a perception of self-importance. Displaying unvarnished trust and belief in your team and your strategy and your ability to succeed is exuding leadership confidence.In addition to confidence, display enthusiasm and passion. Enthusiasm about the organization’s future. Passion about the credit union’s mission. These qualities won’t be inherent in your staff (especially new hires) so they’re going to have to be instilled by you. Speak frequently about the credit union and what you’re achieving, even if it’s not always positive. Have open and honest communications about what’s working and not working – town hall meetings oftentimes work great. Take staff members to lunch or conduct small group meetings outside the office. Make it a point to have frequent one-on-one interactions with every employee. Let them see, hear, and feel your passion and enthusiasm so it permeates into their love of performance and motivate them to success.While personal interaction is key you must also know your role and stay at a leadership level. In a previous job, I was part of a study of executives and managers of various retail organizations. At every level of the low performing companies we found that the leaders were performing the jobs of the position 2-3 levels below them in the organization. They weren’t strategizing or goal-setting like they should; they were pushing papers or producing widgets – tasks their staff was hired to do. Get off the battlefield and get up on the hill where you can see if your strategy is working! Your team will value you more as a leader if they see you doing leadership things. Get them the resources they need. Remove the obstacles that frustrate them. Motivate them with the rewards and recognition they desire. You can’t lead if you’re stuck in the weeds … and your staff needs you to lead.Also in that research mentioned above a key finding was that a retail company’s success at a specific location is dependent on one thing: the leadership from the store executives. It didn’t matter which market or who the competition was. It didn’t matter what the pricing or promotion strategy was. It didn’t even matter what sales people were assigned to each store. By far, the number one driver of success was how effective the execs were at leading their teams. You could take a strong leader and transfer them to a weak store, regardless of the circumstances, and, in a reasonable amount of time, the performance would improve significantly and in almost every instance that “weak” store became “strong”.With that research finding as a basis, the time has never been better for credit union execs to maximize their leadership performance. Most of you are experiencing some kind of transformation in executive leadership – it’s already happened or will be happening soon. Most of you have looked at your previous business plans and realized the old way will not suffice in the new world. Use this “season” to assess the quality of your leadership culture and strategize to make it your primary focus for a “strong” 2016. Maximizing the coaching and leadership, especially at the senior level, and incorporating the six characteristics above will position your credit union for maximized performance in the future.If your credit union needs to enhance your coaching and leadership culture, my firm would be happy to help. Please contact me at Probert@fi-strategies.com or 636-578-3280.
CUNA Marketing & Business Development Council has opened submissions for the 2018 Diamond Awards, which recognize exceptional marketing projects, campaigns and initiatives that demonstrate creative excellence and outstanding results.“A Diamond Award is a very prestigious niche for credit unions,” said Becca Kaegi, Marketing Design Specialist, CoVantage Credit Union, Antigo, Wis. “Because this award is very specific to credit unions, it is a great honor to win one among professionals in this field. Diamond Award winners have the knowledge that they are using innovative marketing and promotion to get noticed in the industry.”The Diamond Awards recognize 35 distinct categories of marketing achievement. Five new categories have also been added for 2018: Best Use of Humor, Greatest Impact, Most Sentimental, Brilliant Use of Art and Most Edgy. 12SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading »
Topics : Deaths in Iran from coronavirus have hit 43, the highest number outside China, and the total number of infected people has risen to 593, an Iranian health official said on Saturday.The country is at the epicenter of the outbreak in the region, with several countries in the Middle East reporting cases of the coronavirus stemming from Iran.”Unfortunately nine people died of the virus in the last 24 hours, increasing the death toll to 43,” Health Ministry spokesman Kianush Jahanpur told state TV, calling on people to stay at home. Health Minister Saeed Namaki on Friday warned of “a very difficult week” ahead in Iran, which only announced its first infections and deaths from the coronavirus on Feb. 19 and where the death rate among confirmed cases has been around 10%, compared to around 3% elsewhere.Tehran has ordered the shutting of schools until Tuesday and extended the closure of universities and a ban on concerts and sports events for a week. Authorities have also banned visits to hospitals and nursing homes.Several high-ranking officials, including a vice minister, the deputy health minister and five lawmakers, have tested positive for the virus as the outbreak forced Iran’s clerical rulers to close the parliament and impose internal travel bans.One lawmaker, elected in Iran’s Feb. 21 polls, has died of the coronavirus, Iranian media reported on Saturday. The government spokesman will hold his weekly news conference online due to the outbreak, the semi-official Mehr news agency reported.The foreign ministry advised Iranians to avoid trips to South Korea, which on Saturday reported its largest daily increase in the number of infections yet, with the total number rising by 813 to 3,150. The death toll stood at 17, up four from a day earlier.Saudi Arabia is now the only Gulf Arab state not to have reported any cases of the coronavirus, which has infected about 80,000 people and killed more than 2,800, mostly in China.”This is an international problem and all nations should work together to overcome the coronavirus crisis,” Iranian President Hassan Rouhani told Qatar’s ruler Emir Sheikh Tamim bin Hamad al-Thani on Saturday by telephone, state TV reported.However, Iran has rejected as “ridiculous” a US offer to help with the outbreak.Tensions have been high between Tehran and Washington since 2018, when US President Donald Trump pulled out from a 2015 nuclear deal between Iran and six major powers and reimposed sanctions, which have battered the Islamic Republic’s economy.Iranian authorities said the US sanctions were hampering Tehran’s ability to get medical supplies from other countries, something which Washington has denied.
African Petroleum, an independent oil and gas company, is looking to enter the second renewal period at the Senegal Offshore Sud Profond (SOSP) production sharing contract (PSC). AP, which holds 90% interest in the SOSP, entered into the first renewal period for the PSC in December 2014 and this term is due to end on December 15, 2017.Further to ongoing discussions with the Senegalese authorities, the company said on Monday it has recently lodged an application to enter into the second renewal phase of the SOSP PSC.Concurrently with the application, the company has requested to exchange the outstanding well commitment in the current phase for a 3D seismic acquisition program, and to transfer this revised outstanding commitment to the second renewal phase.Should the Senegalese authorities agree to the company’s proposal then the second renewal phase will be for a term of 2.5 years with a work program commitment of acquiring, processing and interpreting 3D seismic and the drilling of one exploration well.“Although the SOSP PSC continues to generate industry interest, the uncertainty around the status of the PSC has proven to be an obstacle to securing a farm-in partner. It is for this reason that the company has decided to proceed with entry into the second renewal phase of the PSC prior to re-engaging with interested parties,” AP explained.To remind, AP recently allowed for its exclusivity agreement with an unnamed oil and gas company, covering the farm-out of the SOSP license in Senegal and the A1 and A4 licenses in The Gambia, to lapse due to an unresolved issue with its Gambian licenses. This exclusivity agreement was supposed to provide a framework for the incoming third party to secure a 70% operated interest in African Petroleum’s SOSP PSC in Senegal and the A1 and A4 licenses in The Gambia.AP is still working on a solution related to the Gambian licenses A1 and A4 and it has recently started preparing for arbitration proceedings in order to protect its 100% interest.Offshore Energy Today Staff
Topaz Energy and Marine has recently signed a charter deal with an undisclosed offshore contractor for its newbuild subsea vessel, Topaz Tangaroa, The vessel will be utilized for work on renewable energy projects, primarily in support of offshore wind farms in the southern North Sea.The charter contract will take effect from February 2019 for a firm duration of seven months, with options to extend to late 2020.The Topaz Tangaroa, which was ordered in 2015 as part of an ongoing fleet renewal and reinvestment strategy by Topaz, is a sister vessel of Topaz Tiamat, both designed and built by, VARD Norway.Rene Kofod-Olsen, CEO of Topaz Energy and Marine, said:“Having recently signed the Topaz Tangaroa’s sister vessel – the Topaz Tiamat – on a long-term contract to Reach Subsea of Norway, it is particularly rewarding that both vessels are leaving the yard to go straight onto significant contracts with strong counterparties. The contracts reflect the trends we are seeing with both general subsea operators and offshore wind project owners becoming increasingly selective and demanding innovative, safer and more efficient vessels.“This significant contract is a testament to Topaz’s strategic, counter cyclical investment into a growing subsea segment and our ability to deliver the prerequisite technology and safety capabilities our clients increasingly require. This approach has enabled us to forge new long-term partnerships with two new partners, and to strengthen our position in serving clients in both the oil & gas and renewable energy sectors.”
PGS and TGS have announced the Torngat 3D MultiClient project in Offshore East Canada.Torngat 3D will cover approximately 3,287 square kilometers and encompasses sections of the open acreage included in the Labrador South November 2021 bid round.PGS’ Ramform Titan will perform the acquisition, utilizing Geostreamer technology.The project is expected to begin in late July 2019. PGS will process the GeoStreamer data.The Torngat 3D survey sits within Labrador Sea’s southern sedimentary basins where frontier exploration has already successfully identified hydrocarbons, such as in the nearby Hopedale and Snorri discoveries.Torngat 3D will be the first 3D seismic survey to be acquired offshore Labrador.