Community News Pasadena Marks 2 Weeks Without a COVID-19 Fatality By BRIAN DAY Published on Thursday, October 22, 2020 | 5:19 pm STAFF REPORT Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy Make a comment Name (required) Mail (required) (not be published) Website Top of the News More Cool Stuff Your email address will not be published. Required fields are marked * Thursday marked two weeks without a reported COVID-19-related death in Pasadena.Eight new infections were documented, although four of them were older cases that had been added to the official tally from a state backlog, according to Pasadena spokeswoman Lisa Derderian.The city’s totals stood at 2,721 known infections and 129 fatalities, according to city data. The last death in the city due to the virus was reported on Oct. 8.“We’re very optimistic about our numbers and hope everyone remains vigilant and we enter the holiday season where we see more travel and gatherings,” Derderian said.Huntington Hospital reported treating 25 COVID-19 patients on Thursday.Los Angeles County public health officials announced 3,600 new infections and 18 additional deaths on Thursday, but said the number of cases was inflated by about 2,000 due to a backlog in the data reporting system over the past few days. Backlogged cases were expected to be added to the daily tallies over the coming days, as well.The L.A. County Department of Public Health had recorded a total of 294,065 COVID-19 infections and 6,956 deaths since the onset of the pandemic.Officials reported 777 COVID-19 patients hospitalized throughout the county on Thursday, with 29% of them in intensive care units, county health officials said in a written statement.L.A. County Director of Public Health Barbara Ferrer reminded people that they, or others, may be infected and able to spread the virus without knowing.“When we look at the widespread transmission occurring in L.A. County, we know that many people who become positive for COVID-19 are unaware they were exposed to an infected person. I asked that you keep this in mind when you are out and about,” she said.“There is no certainty that people you’re interacting with or are in close proximity to at a gathering are not infected,” according to Ferrer. “We do know with certainty that when people don’t protect themselves and others — by wearing a face covering, washing hands often, and at least staying six feet from others — this virus can quickly spread with devastating effects.”The California Department of Public Health reported 2,940 new infections and 162 new deaths Thursday, bringing the statewide totals to 880,724 cases of COVID-19 and 17,289 deaths.The average positivity rate over the prior seven days was 2.7%, and the 14-day average was 2.6%, the CDPH said in a written statement.As of Thursday, Los Angeles County represented 33% of California’s COVID-19 infections and 40% of the state’s fatalities. EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS Community News Herbeauty11 Signs Your Perfectionism Has Gotten Out Of ControlHerbeautyHerbeautyHerbeauty12 Signs You Want To Stay With Your Girlfriend ForeverHerbeautyHerbeautyHerbeautyYou Can’t Go Past Our Healthy Quick RecipesHerbeautyHerbeautyHerbeautyCostume That Makes Actresses Beneath Practically UnrecognizableHerbeautyHerbeautyHerbeauty15 Countries Where Men Have Difficulties Finding A WifeHerbeautyHerbeautyHerbeauty9 Gorgeous Looks That Have Been Classic Go-tos For DecadesHerbeautyHerbeauty STAFF REPORT First Heatwave Expected Next Week Subscribe Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena 22 recommended0 commentsShareShareTweetSharePin it Business News Community News faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Donald CommunityPCC- COMMUNITYVirtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyPasadena Public WorksPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes CITY NEWS SERVICE/STAFF REPORT Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m.
Previous Article Next Article Comments are closed. So what is an interim manager?On 17 Oct 2000 in Personnel Today Related posts:No related photos. Definitions of an interim manager are as varied as the rolesthey perform. But one factor is common – they are invaluable for steeringcompanies through periods of change, By Alison Thomas In an ideal world, every organisation would have just the right mix of staffand skills to cope with whatever the business world threw at it. The reality,as we know, is somewhat different. In the unpredictable environment of theglobal marketplace companies need to be lean enough to compete yet agile enoughto respond instantly to changing circumstances, whether that means seizing newopportunities or warding off threats. It is an impossible balancing act unlessyou take a flexible approach towards staffing. This is where interim managementcomes into it’s own. It allows you to expand and contract your executivecapacity at will, cater for peaks and troughs, solve problems and implementsolutions. Interim managers are independent senior executives, hired at short noticeand for limited periods to provide extra management resource or fulfil aspecific assignment. When their task is complete they leave with no fuss – noterminal bonus or generous severance payment. The US calls it head-renting, asopposed to head-hunting. It is a stunningly simple idea yet it is often misunderstood. Interimmanagers go under a bewildering variety of names such as freelance executives,bridging managers, portfolio executives and free agents to name a few. It alsomeans different things to different people. “The term has been used veryliberally, from a £200-a-day finance executive or book-keeper to a £3,000-a-daycompany doctor,” says Martin Wood, a pioneer of interim management in theUK and head of BIE Board-level Interim Executive. “You could argue thatDavid James is fulfilling an interim assignment at the Millennium Dome,although he might not agree. There is so much confusion about exactly what aninterim manager is.” Wood sees the market as falling into two distinct sectors. At one end,interim managers are facilitators who go into a company at or near board levelto implement transition and manage change. Typical situations include companystart-ups, turnarounds and task-oriented projects which need a heavyweight tomake things happen. At the other end it encompasses a much broader church andis more commonly used to ensure continuity or to “keep the seat warm”until a permanent post-holder is recruited. “It is important that clientsunderstand the difference,” he says. “Otherwise they may pick thewrong supplier for their particular need.” It is equally important to grasp the difference between managementconsultants and interim managers. The former diagnose problems, proffer adviceand recommend solutions. Interim managers take full line managerresponsibility. They roll up their sleeves and get on with the job in hand.They also have more gravitas. Where many consultants are able but relativelyyoung, interim managers are usually in their mid-40s to late 50s and their valuelies in the depth and breadth of their experience. The origins of interim management go back about 25 years to the Netherlands,when the effects of recession coupled with stringent employment legislationencouraged the practice of hiring senior executives on a temporary basis. Sincethen it has spread to the US and other parts of Europe and is catching on inother countries too, as far a field as Australia and South Africa. Two recessions have played a significant role in fostering its development.On the one hand, downsizing created a pool of talent; on the other, companieswhich had pared their management resources to the bone needed supplementaryskills at short notice. This produced what would appear to be a perfect balanceof supply and demand. Yet UK companies are only beginning to exploit thetransformational power of a pool of expertise that can be turned on and offlike a tap. The stigma: “If they were any good they would have a realjob” has been slow to disappear. “Interim management is a hugely misunderstood resource,” saysNigel Corby, co-founder of interim provider Global Executives. “The sectoris not peopled by jaded, out-of-work executives – on the contrary. All sorts ofpeople become interim managers and once they discover how their skills andexpertise can make a difference and taste the flexibility that comes with thatworking lifestyle, they do not want to give it up. These are hugelyprofessional people who are very successful. They want to work this way andthey are very good at what they do.” His remarks are borne out by research conducted by the interim recruitmentcompany Interim Marketing and Management. Of 176 interim managers interviewed,74 per cent viewed interim or bridging management as a long-term option andpotential career path in its own right. The most frequently cited reason wasthe desire to take on fresh challenges and widen experience. As a career option it demands a special blend of skills and personalattributes. Most successful interim managers are financially secure and aremotivated by the desire to achieve results rather than the need to earn money.They take on assignments not in the hope of securing a permanent position butbecause they relish new challenges and welcome change. They are highlydedicated, enjoy making decisions and are not afraid of taking calculatedrisks. They are quick to assimilate culture and context, can inspire theworkforce and get things moving almost immediately. It all adds up to anexacting role which relatively few senior managers can fulfil. As a resourcing option, interim management offers several distinctadvantages. One is flexibility. Interims can be deployed by the day or week foranything from a few weeks to a couple of years. Another is speed. It can takemonths to recruit a permanent senior executive; an interim manager can be inthe post within days. It is also an effective means of tackling specific problems outside theroutine skills base of a company. For example, when air and gas handlingequipment manufacturer Howden was acquired by Charter, David Kitchen was placedby BIE in the role of interim HR director. “Howden did not have anyone onhand with enough HR experience to manage change – and why should they?” hesays. “They had not had to undergo such tremendous restructuring beforeand it needed special skills. Very few companies need people like me around ona permanent basis.” Kitchen is one of a small, select band of top-flight executives, muchsought-after for their outstanding expertise and wide-ranging experience.”He has worked in law firms, engineering factories and on internationalassignments,” explains Wood. “He has acquired such a broad range oftransferable skills that he is very useful.” In contrast to BIE, an interim provider catering for the top end of themarket, HRI Human Resources International is a recruitment agency which coversthe full spectrum of HR and training functions, from administrator to director.Some of its interim placements provide continuity in circumstances such asmaternity leave and sickness. Others have more strategic importance. “For example, if a company was introducing a new computer system thathad a big knock-on effect for HR, that would be spot-on for the interimroute,” says general manager Jenny Rollinson. Sometimes even a coversituation requires specialist skills. She recently placed a manager to bridgethe gap between the departure of one post-holder and the arrival of the next.But the organisation is in the process of restructuring and the two jobs arecompletely different. The task of the interim is to pull it all together andmanage the transition before the new appointee arrives. Post-merger restructuring is another classic scenario where interimmanagement comes into its own, according to Frazer Jones’s John Anderson, arecruitment consultant specialising in interim HR management. “The companymight need someone to come in on a specific project – perhaps to look at thenew structure of the organisation or to address the issues surroundingredeployment and redundancy,” he explains. “Sometimes for politicalreasons it can be more effective to bring in an outsider to deal with suchissues.” The range of situations where interims can add real value is as diverse asthe terms used to describe them. They can be used to supplement seniormanagement expertise during periods of significant corporate change such as aprivatisation or the setting up of a new operation. They can also be assignedto lead specific projects where real management experience is needed and there isno time for a learning curve. They can step in to open new markets, especiallyabroad where the company may lack the necessary cultural and linguistic skillsin-house. Preparing a business for sale, turning a loss-maker into profit,launching a new product, handling relocation or expansion – wherever specialistskills are needed at short notice, they can give an organisation the momentumit needs to dig itself out of a hole or climb to new heights. To be successful, an interim manager has to be supremely adaptable andcapable of taking new developments in his or her stride. This was certainly thecase for Paul Barton when he stepped in as interim financial director of theGerman subsidiary of UK-based pharmaceuticals services company Innovex.”The previous financial director had left somewhat unexpectedly and at acritical time,” explains HR director Chris Morley. “Recognising thelength of time it would take to find a suitable permanent replacement, weurgently needed cover. Interim management seemed the most appropriatesolution.” Barton was placed by PA Interim Management (now imPAct executives) for hisinternational business experience, knowledge of UK, European and US tax andaccounting procedures and fluency in German. His task was to maximise financialperformance and provide support and direction to the general manager, helpinghim to establish a productive relationship with the head office in the UK. Two months later, however, Innovex was taken over by US company Quintilesand Barton’s brief was changed. A new financial director was recruited with hishelp and he concentrated his efforts on guiding the German subsidiary throughthe acquisition process. His particular combination of skills proved invaluableand when, some time later, the company needed to set up a self-accounting unitin Mannheim it called him in again. Compared with management consultancy, whose value is estimated at £3bn ayear in the UK, the market for interim management is still tiny. The latestRussam GMS Market Research Report, published in August, puts it at £500m, whileat board level it has barely reached £100m. But all the signs indicate that itis in a rapid growth phase. Estimates range from an annual increase of 10 percent to 30 per cent or even 40 per cent. It all depends on what you include inyour definition of the market. What is beyond dispute is that it is beginningto mature as more companies test the waters, like what they find and come backfor more. Since 1986, interim management has had its own professional body, theAssociation of Temporary & Interim Executive Services (ATIES) andmembership has risen from a handful of specialist providers to 23, which aregrowing not only in number but also in size. “ATIES is looking at a numberof core ways to improve its organisation as a supply body,” explains NigelCorby. “Clients who use ATIES member companies need to be confident ofhigh standards. We are giving ourselves teeth.” Over the past 10 years demand has diversified into virtually all sectors,from manufacturing and retail to financial services and local government. It isalso taking root in the world of HR. Since Frazer Jones branched out intointerim management three years ago it has had to expand its specialist team. “It is one of the faster-growing areas of our business,” commentsJohn Anderson. “It is also maturing quite rapidly. Clients are becomingmore demanding, and rightly so. They expect a higher level of service and ofcourse they are always looking for more rapid results.” He attributes this development to a combination of factors, including thegeneral trend towards more flexible work practices and the drive tooutsourcing, which makes people realise that they do not have to do everythingthemselves. He also sees a link with the development of HR itself, as it movesaway from its traditional administrative and support function to become a keypart of business. Now that interim management is beginning to find its feet, its future lookspromising. “It has caught the mood of the times for its immediacy, flexibility andlifestyle attractions,” says Charles Russam, founder and managing directorof Russam GMS. “I believe the market will continue to grow as businessesof all sizes and in all sectors look for better ways of achieving their goalswhile reducing their overheads.” Nigel Corby agrees. “Even City institutions, those bastions ofconservatism in business, are increasingly turning to interim managers to dealwith the pace of rapid change that is sweeping through loft halls like ahurricane. I think the interim management market will become a much moreexciting way of managing change in the next 10 or 15 years. I am sure it ishere to stay.” How does it work?When selecting an interim manager you may be tempted to rely on the old boynetwork, but it is not to be recommended. “It is difficult to say ‘no’ toa friend or network colleague or fire him if things go wrong,” says NigelCorby. “Even if all goes well, you cannot be sure of getting the bestperson available.” Charles Russam agrees. “If you appoint someone you like who is not agood fit, this can be a recipe for disaster. You are also giving yourself a lotof work.”When time is of the essence, it makes sense to turn to an intermediary, whocan find the best match for your requirements with the minimum delay.So how does the process work? Practice varies but as a rough guideline,quality providers of interim management services proceed as follows.Interim managers start by working closely with the client to define theassignment, its objectives and anticipated duration. These conclusions arerecorded in writing, guaranteeing the client full confidentiality.Using their pool or database of active interims, they select one or twopotential candidates who have appropriate technical expertise and match thechemistry of the organisation. These candidates are introduced to the client,who makes the final decision.Once a contract has been agreed and the assignment has begun, the bestproviders monitor progress closely from beginning to end. This can beparticularly important in the crucial first few weeks.The exit process is equally vital. A good interim manager knows when the timehas come to move on and will provide any coaching or mentoring necessary toensure a smooth handover. A serious provider will audit the assignment tomeasure its success.How intermediaries source their candidates depends on the market sector.Providers at the top end of the market interview all potential candidatesbefore entry into a “bloodbank” of a few hundred high- calibreexecutives.Those catering for a broader range of assignments have databases of severalthousand potential candidates covering everything from director to functionalposts.Interim executives usually operate as limited companies and charge a dailyfee. According to the GMS Market Research Report, this ranges from just under£300 to almost £500. For a top-flight executive operating at or near boardlevel, rates begin at about £600, rising to £2,000 or more.Specialist providers of interim management services charge a percentage ofthe daily fee – usually about 25 per cent to 30 per cent. This buys not onlythe best technical and cultural match available, but speed. You could bemeeting potential candidates within days.Recruitment agencies operate differently. They charge an introduction feeand require the client to negotiate terms with the successful candidate.Interim managers are sometimes taken onto the client’s payroll – a practicewhich is not prevalent in the specialist interim sector – and they do notusually receive the same level of support once they are in the field.Productive asset or expensive liability?In November 1999 a Mori Captains of Industry survey commissioned by BIEBoard-level Interim Executive found that a third of senior managers had used aninterim executive at board level to implement change or manage transition. Themajority, by more than three to one, rated them as more suitable andcost-effective than management consultants.This reflects a growing awareness of the dynamic potential of interimmanagement as a strategic resourcing option.”Interim managers offer a broad range of experience and are a veryeffective resource,” says Nigel Corby. “They have no axe to grind andwon’t play corporate politics. They can also prove invaluable to the chiefexecutive when he wants to discuss internal problems. He can grapple withissues and gain from their experience and wisdom knowing that his confidencewill be respected. This is something he cannot do with a team member who ispermanently employed.”Corby believes that most interim assignments return well in excess of threetimes their cost. Why should this be and what are their advantages overpermanent solutions?Value for money Interim managers come with no hidden costs – nocontract of employment, no pension provision.Flexibility They provide additional resource as and when the needarises for specific projects or at times of peak activity.Speed of appointment They can be in post almost immediately. The costof delay in tackling a crisis or implementing a crucial project can be huge.Focus Unlike their colleagues in the organisation, they are notdistracted by career manoeuvring, their diaries are not filled with conferencesor industry meetings.Objectivity Uncluttered by cultural corporate baggage, they bringfresh eyes to the business. They have no emotional ties to the company and cancarry out unpleasant tasks with detachment.No learning curve They are usually overqualified for the assignment.Their experience allows them to hit the ground running. A special breed They are committed to independence as a careerchoice. They thrive on challenge and derive their job satisfaction fromresolving problems.Single-minded Because they have been hired for a specific purpose,they are deeply committed and focus all their energy on delivering results.This is heightened by the fact that they stand or fall by their reputation. Asone practising interim manager puts it, “You always give over and above 100per cent because you want the client to ask you back, recommend you to someoneelse or provide great references.”The benefits of interim management are not confined to large organisations,as HR recruitment consultant John Anderson explains: “Many smalle-commerce businesses are taking on interim recruitment managers to help themhandle a campaign of expansion from perhaps 10 staff to 100. It is the mostcost-effective approach, as six months from now their needs may change. “The same applies to HR. When it requires initial strategic input, theybring in a heavy hitter to set up the processes, policies and procedures, getthem going in the right direction and establish best practice. Once that isaccomplished, they recruit a more junior successor.”
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York An insulin syringe and pen (Credit: Bruce Blaus)South Nassau Communities Hospital is urging more than 4,200 patients to get blood tests after they may have been exposed to hepatitis B, hepatitis C and HIV at the Oceanside medical facility.Hospital officials are voluntarily notifying a specific group of patients that may have received insulin from an insulin pen reservoir—not the pen’s single-use disposable needle—that may have been used on more than one patient, representatives of the medical center said in a statement.“The risk of infection from this is extremely low, nonetheless, out of an abundance of caution, the hospital is recommending that patients receiving the notification be tested,” the statement read. “While the testing is voluntary, it is recommended.”Damian Becker, a spokesman for the hospital, said the letters were sent out last month after a nurse was overheard saying in January that the insulin pen reservoirs are OK to reuse, at which time the nursing administrative team was notified.The patients who are receiving notifications are being offered free and confidential blood testing services. Affected patients are recommended to schedule a blood test within 60 days of receiving the letter. About 300 patients have contacted the hospital so far.The hospital said it is working with the New York State Department of Health on the issue. It also has banned the use of insulin pens and permitted only single-patient-use vials to administer prescribed insulin treatments to patients.To inquire about testing, patients can call the hospital at 516-208-0029.