Lamar Advertising is famously litigious, in part because every single aspect of its media requires local zoning approval but also because it has the delusional belief that the only regulation that governs it is the First Amendment right to erect a billboard free speech.But the company has become even more dependent on its scorched earth legal strategy this year as it pursues a policy of refusing to lower prices for its boards. At the same time, Lamar's billboard empire is either in stasis or shrinking as it hordes cash rather than acquire new sites and as municipalities nip away at billboards they don't like.
In response to shrinking revenues and debt related pressure, Lamar announced a spending freeze for 2009 and slashed capital expenditures from roughly $200 million in 2008 to only $35 million in 2009.
So you can see why Lamar's lawyers are litigating in every village and burg across the land. If the incentive zoning application is approved, Palmiere and Reitano plan to hire Lamar Advertising Co. Powered and implemented by Interactive Data Managed Solutions News provided by The Associated Press. Of all the attorney members of the Florida Bar Association, only 1% are Board Certified in Civil Trial Law. Aten Advertising was tapped to develop the new print campaign for the all newly renovated MYTH Bar at Hilton Orlando Bonnet Creek. The campaign would then launch with specific print and web iterations which would extend the tagline (Your Key To Happiness) with messaging specific to each target market. Aten Advertising promotes the new Nashville hockey sales event for Waldorf Astoria Orlando & Hilton Orlando Bonnet Creek with a new email campaign meant to generate interest and attendance for this event. Aten Advertising has developed a new print ad campaign promoting the multi-million dollar renovations at the Novotel New York TImes Square. I agree to Shutterstock's Website Terms, Privacy Policy, Licensing Terms and to receive emails that I can opt out of at any time. All plans come as a Standard license, and can be upgraded to an Enhanced license at any time. There are 1000's of Marketing Consultants, from diverse backgrounds with VERY different talents.
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Information for APS managers and HR Professionals looking to fill vacant positions in the APS.
The APS is transforming the way it does business in order to remain relevant and continue to offer the best policy advice and service.
The APS is committed to employing people with disability and creating inclusive work environments that reflect the diversity of the Australian community. Successive State of the Service reports identified that workforce skill shortages significantly impact on Australian Public Service (APS) capability. To address this planning gap the APS Reform Blueprint recommended the Australian Public Service Commission (the Commission) develop a Human Capital Framework and establish an APS-wide Workforce Planning Framework. Workforce planning is the bedrock of developing organisational capability in a systematic way—meaning the capability of an agency to meet emerging needs and resilience to respond to the unexpected. The key elements of the APS Human Capital Planning Framework are: environmental scanning, strategic workforce planning, human capital response and organisational performance. A prototype of the APS Human Capital Planning Framework was tested and refined through a number of practical activities.
This chapter uses the structure of the APS Human Capital Planning Framework to examine recent environmental scanning activities in the APS, the progress of workforce planning and risk assessment, and the range of people strategies used by agencies with a focus on recruitment. In late 2011, as part of evaluating the progress of IIOP, AEC staff reviewed a range of key human capital data including 2011 State of the Service results and other workforce metrics. AEC senior leadership participated in two half-day workshops and were introduced to the APS Human Capital Planning Framework. The broad range of integrated people strategies identified will build on work already achieved by AEC through the IIOP program. Across the APS there is a well-developed body of environmental or horizon scanning work identifying the trends impacting on Australia, public administration generally and the APS specifically. The Commission invited Executive Level (EL) and Senior Executive Service (SES) employees to participate in workshops to provide input to the development of the APS Human Capital Environmental Scan.3 These workshops identified specific workforce implications for the future leadership and culture of the APS, as well as the design of future work and workplace conditions. In terms of human capital planning these broader environmental forces shape the context within which APS agencies operate.
Defence publishes a quarterly workforce outlook bringing together research and analysis of key external trends. Workforce planning is the methodology used to identify the workforce required to deliver on strategic and operational objectives and manage workforce-related risks. In early 2010, the Commission, in collaboration with the Australian Government Information Management Office, launched a whole-of-government information and communications technology (ICT) strategic workforce plan.
To support the implementation of these products, the Commission, again in partnership with agencies, developed two training programs for HR practitioners and middle and senior managers with workforce planning responsibilities. This work is expected to inform and improve the ability of agencies to undertake workforce planning more broadly. Producing a strategic workforce plan requires assessing future business requirements, the staff needed to deliver business outcomes (the demand) and the supply, internally and externally, of appropriately skilled staff to match the demand. In this year's agency survey, APS agencies that reported they had documented workforce plans were asked to indicate whether they had identified internal and external business drivers that could affect future workforce requirements.


Strategic workforce planning involves identifying and mitigating workforce risks against business delivery. Strategic workforce planning ideally covers a minimum event horizon of three to five years. A strategic workforce plan documents business and workforce analysis undertaken to establish the evidence base and actionable strategies needed to move the workforce from its current to its desired future state and align it with the delivery of strategic priorities. The agency survey asked agencies about their identified workforce risks over the next five years.
To build a more complete set of data to support workforce planning across the APS, the Commission worked in partnership with 58 agencies over the latter half of 2011 to develop a job family (occupational group) model. A job family model, when viewed across the functions of an agency, can provide that agency with a deeper view of its workforce. In the main, shortages reported by agencies are reflected in the broader labour market, where accounting and finance and ICT skills were included on the 2012 Skilled Occupation List9 published for the Department of Immigration and Citizenship (DIAC) by the Australian Workforce and Productivity Agency (AWPA).
Across these occupations submissions by industry bodies support the continuance of skilled migration programs to support domestic supply in the medium-term. Although not included on the Skilled Occupation List, the occupations encompassing APS people (human resources) and strategic policy, research, project and program occupational groupings are expected to experience strong to very strong employment growth to 2016–17. Understanding the labour supply chain and tailored strategies needed to attract and retain these skills over the short to medium-term is critical, knowing that supply may exceed demand in the longer-term. The purpose of strategic workforce planning is for an agency to identify and prioritise the types of strategies it needs to address capacity, capability and human capital issues so it can reposition its workforce to meet its business outcomes now and into the future. In the past year, APS agencies employed a range of people strategies to address the human capital issues they identified.
Recruitment is central to developing and maintaining a capable, diverse, skilled and engaged workforce. Following consultation with APS agencies, the APS Recruitment Guidelines16 were published on 1 July 2012.
The recruitment guidelines incorporated a manager's toolkit to further assist managers through the process. The 2011 Evaluation of Recruitment Advertising17 found APSjobs, an Australian Government job portal, to be effective in recruiting employees and supporting efforts to enhance recruitment through a cost effective form of advertising. A key component of the enhanced portal is the option to post jobs daily rather than weekly. In 2011–12, APS agencies measured performance for non-SES recruitment in various ways. More than 80% of agencies nominated time-to-fill statistics to gauge recruitment performance.
Time-to-fill information for the year was extracted from the APSjobs database and includes the time taken from advertising a vacancy to the formal gazettal of the outcome. Employee perceptions of the recruitment process are an important measure of recruitment performance.
This includes practically halting the rollout of digital billboards, which were expected to offset the maturing of traditional billboards and pave the way for future growth. These specific initiatives target additional vertical leisure segments such as girls getaways and family reunions.
The marketing strategy of this campaign was to create a multi-faceted tagline which maximized consumer retention by utilizing catchy phraseology, all while bolstering the key motivation of clients--which is maximum monetary winnings.
Everyone who signs up gets full access to our entire library, including our curated collections. Our Standard license allows you to use images for anything, except large print runs over 500,000+ or for merchandising.
Once you have downloaded your image, you have life-long rights to use it under the terms of the license purchased. Remember, "Procrastination is the thief of time" and the sooner you start, the sooner you'll reap the benefits! Human capital planning embeds both strategic and operational workforce planning in the context of the agency's environment and, perhaps most importantly, in relation to the objectives to be achieved. These included environmental scanning workshops focused on identifying the most pressing workforce issues facing the APS and serving as a tool to assist planning for a group of agencies experiencing similar workforce issues.2 The most significant test of the prototype was in a comprehensive planning activity with the Australian Electoral Commission (AEC) (see Human Capital Planning case study).
The framework provides the means to consider the contribution of each activity to organisational performance. This comprehensive three-phase plan was based around six elements identified from State of the Service report results and in-depth internal consultation. As a result, and seeking to build on the progress of IIOP, the AEC approached the Commission to work collaboratively on a human capital planning activity. They worked through the framework examining current and possible future issues within the AEC and the implications for its workforce. More broadly, the primary drivers of change were seen to be environmental and resource factors as well as human or social factors. The outlook examines external economic and labour force projections, and internal workforce planning and attitudinal data, to make specific workforce assessments.
At its simplest, workforce planning is positioned as a tactical activity that is the responsibility of the HR function or line manager. This plan (2010–13) required APS agencies to submit their own ICT workforce plans by the end of 2010 and again in April 2012.
This training seeks to build organisational capability in workforce planning and mitigate workforce-related risks to the effective delivery of business outcomes.


This is, in turn, reflected in the improvement in the proportion of agencies with a documented workforce plan in 2011–12. Strategic workforce planning seeks to identify workforce risks and gaps as well as consider how resources are going to be used to meet current and planned business requirements. Of the agencies with workforce plans, 95% had considered internal and external business drivers, and 38% had considered future business scenarios that could impact on future workforce requirements (Table 7.1). To reduce the administrative burden on small agencies, those with fewer than 100 employees completed a shortened version of the agency survey. As Table 7.3 shows, the two greatest challenges to this were resources (time or cost involved in undertaking the task) and changes in funding or staffing. It can also enable enhanced analysis of its workforce and the associated risks to achieving business deliverables. The occupational groupings identified as experiencing the greatest skill shortage (moderate and severe) were in ICT, accounting and finance, people (human resources), and strategic policy, research, project and program.
The three most frequently cited were strategies to improve retention or culture, investment in learning and development of the existing workforce (each cited by two-thirds of responding agencies), and improve attraction or recruitment strategies (cited by just under half of responding agencies).
A number of initiatives undertaken this year aimed to streamline and simplify APS recruitment, as discussed in this section.
Managers were provided with resources such as information sheets, templates, checklists and agency case studies. Figure 7.2 shows that the most common methods were time-to-fill statistics (81%), advertising effectiveness (68%), feedback from line areas and management on the recruitment process (63%) and probation reports on new recruits (59%). Figure 7.3 shows the median number of working days from advertising to gazettal, from 2007 until 2012, for SES and non-SES employees.
In previous years, the time-to-fill data was collected through the agency survey using a slightly different definition (i.e. But Richland County has fought to keep them out, enacting a moratorium in 2001 on putting up more billboards in Richland, including digital signs. No matter what marketing jargon you want to use, this new outdoor campaign aims to differentiate from the sea of sameness from other PI attorneys with the simplicity of messaging and design.
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Human capital planning provides a comprehensive and in-depth understanding of an agency's workforce and workplace. The final version of the APS Human Capital Planning Framework was passed to more than 60 APS agencies for comprehensive testing and feedback.
This gave AEC senior leaders the opportunity to consider the issues impacting on their workforce in greater depth and more comprehensively than had been previously possible. The scans also pointed to a unique Australian perception of the world, including a strong Asia-awareness. For instance, the Department of Defence regularly conducts environmental scanning to inform its workforce planning as detailed in the case study dealing with the quarterly workforce outlook in the Department of Defence. Workforce planning is a key strategic business process and responsibility remains largely with the HR function.
It is a process of shaping and structuring the workforce to ensure sufficient and sustainable capability and capacity to deliver organisational objectives, now and into the future.
The experience led to increased recognition of the real benefits to be gained through APS-wide collaboration on some of the more systemic workforce planning issues.
The three most common were the inability to address capability gaps due to a changing operating environment, underdeveloped management or leadership capability among middle managers and the inability to recruit appropriately skilled employees. Similar to last year, more than one-third of agencies identified difficulties in mapping current capabilities to predicted future requirements.
The portal's enhanced functionality includes greater accessibility from mobile devices and access to additional content on APS job opportunities. It has proven to be a robust framework for understanding the forces affecting an agency's workforce and an effective aid to developing strategies to improve organisational performance. A summary of the key influences on, and challenges for, APS leaders is outlined in Chapter 2. The aim is to identify plausible business scenarios to inform current and future requirements. Strategic workforce planning focuses on managing workforce costs and size and enables agencies to make more informed decisions about the skills7 and capabilities required to deliver business outcomes. There was a 6% increase in the proportion of agencies experiencing difficulties in achieving consensus on the challenges faced or capabilities required. Consequently, the data between the two years are not strictly comparable and it is difficult to interpret the movements between 2011 and 2012 shown in Figure 7.3.
For example, it includes systematic consideration of employee development and movement, with a focus on how human capital can be grown and deployed to improve organisational performance.
The APS Human Capital Planning Framework was developed to help agencies consider the forces that affect the APS workforce and the workplace.



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