Connecticut Jobs

Looking for an international job?

Looking for an international job?

Here are a few tips:-

It’s, undoubtedly, a good idea to look into getting a job in the gulf if you have you just completed your college or are planning to change your current job or are just looking for a change. Here are a few things to consider before a job change.

Create a vision of the job you plan to pursue: Whether one chooses to work in his / her own country or plans to go abroad, a job vision is a must. Job vision is basically an individual’s professional plans laid down on a whiteboard which depicts their career growth till date, short term goals and long term plans. To commence this, define your expectations clearly in terms of your achievements and growth with respect to a specific period of time.

Select the company / destination: Once you are done with setting a clear job vision, you should list down companies you want to work in or destinations you want to be in. After that, do a research for job profiles in different countries and choose a country that has various jobs matching your work experience/education, etc.

If you have posted your resume on a job site or with job consultancies and are open to considering overseas jobs, you will see that many suggestions for Gulf jobs, USA jobs, UK jobs and many others will come to your mailbox.

The information given below should give you some idea of what to choose among the international job destinations.

•Jobs in the Gulf have been the hottest choice for decades.

•The oil-rich Gulf provides ample international job vacancies because of the wide spectrum of career options

•Around five million skilled Indians are already housed in highly paid Gulf jobs

•Some of the favorite career choices in the Gulf are: oil & gas jobs, construction jobs, banking jobs, finance jobs, IT jobs, hospitality jobs, nursing jobs and medical care jobs.

•For good paying jobs in the Gulf, the states are UAE, Kuwait, Bahrain, Oman Qatar and Saudi Arabia. Pointless to say that these states are enticing the outside talent by providing attractive offers in terms of money and lifestyle.

So, if you believe in splurging a lot, you will love this place.

But if you are one of those who feel proud to say that you work for a Fortune 500 or Fortune 1000 company, USA jobs and

Canada Jobs may be of help to you. These days, there is a lot of advertising in job sites or in magazines for your dream USA job.

•Hospitality jobs, Construction jobs, Media jobs, Entertainment jobs, Manufacturing jobs, Accounting jobs, Logistics jobs, Administration jobs, Service jobs, Sales jobs, Consultancy jobs, Design jobs and retail jobs are some of the areas where one can seek his / her dream job

•When finding jobs in the USA, states to explore are New York, Connecticut, Texas, California, Ohio, Colorado, Washington, Dallas, Los Angeles, Phoenix, Orlando, Arizona, Kansas, Georgia, Alberta, British Columbia, Manitoba, New Brunswick, Nova Scotia and Ontario

•Good growth record can be well depicted by UK jobs

•One can find a large Asian population working in the UK due to varied job streams. There are many UK job sectors that one can consider when looking for a job in England. Scotland, Wales and North Ireland are some of the hot places for UK jobs.

•India, Japan, Korea, Malaysia, Singapore, China, and Indonesia are, definitely, the best places to move to if you plan to take up Asian Jobs.

Steady and rapid economic growth and liberal trade policies in all these regions have provided a favorable environment for job opportunities. Many of these regions are also known as leisure destinations with natural beauty and delicious sea food.

But no matter where you decide to work, once you have zeroed a suitable place you want to take up a career and a position where you can fit in, start preparing for a series of interviews and number of technical rounds for matching the standards.

After selecting the company and destination you want to work in, start thinking about the job profile you desire. There are times when the job profile may vary slightly or more considerably for different companies in different geographies. So, you should be sure about the profile you are getting into.

dodd.senate.gov Following a tour of the Connecticut Center for Advanced Technology, Senator Chris Dodd (D- CT) unveiled his new, comprehensive jobs agenda that will allow businesses to expand and add jobs, access credit, and put Connecticuts unemployed workers back to work. While our national economy shows promising signs of turning around, times are still tough for workers and small businesses in Connecticut. Record-high unemployment, state and local budgets stretched to the breaking point, and a lack of available credit for businesses have all put a squeeze on families across the state, said Dodd. Connecticut needs new jobs now—which means helping businesses expand and add critical jobs that will help put our state back to work. By investing in innovative new technologies, providing resources that allow our small businesses to grow, and making common-sense investments in our communities, my jobs agenda will move Connecticut in the right direction in the coming weeks and months.

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Academy For Human Service Training Held Statewide Graduation

Woodbridge, CT (PRWEB) June 23, 2006

This month, 72 graduation candidates realized a personal milestone as they graduated from the Academy for Human Service Training (AHST), a comprehensive statewide program designed to train unemployed or underemployed youth and adults to work with people with mental retardation and other disabilities. The graduation ceremony and reception was held on Thursday, June 15 at the Knights of Columbus in Hamden, Connecticut.

Now, in its 14th year, the Academy for Human Service Training provides students with a 12-week comprehensive program that prepares individuals to work as independent living counselors, group home or residential staff, employment specialists and job coaches for community or residential based work sites. Currently, there are four AHST centers operating in New Haven, Waterbury, Bridgeport and Danbury.

Upon completion of the program requirements, Academy staff provides intensive job search assistance and follow-up for each graduate. The AHST is a program of Marrakech, Inc., a nonprofit organization headquartered in Woodbridge, Connecticut, that has been providing a wide range of human services to children & adults throughout Connecticut for the past 35 years, which commits to providing half of all Academy graduates with jobs at a Marrakech location.

“Graduation is just the first step for these individuals who are about to embark on a brand new path in their lives,” said Frank McCarthy, Executive Director, Marrakech, Inc., and AHST Commencement Speaker. “ Those who go through the training program come from every walk of life, many of whom have dealt with great adversity and personal struggles. Yet, through dedication and perseverance, each graduate will soon discover that by changing their life in a positive way will not only impact themselves, but also the people they will serve.”

To date, there have been approximately 800 Academy for Human Services Training graduates.

Eligibility requirements for admittance into the Academy for Human Service Training program include being at least 18 years of age and having a high school diploma or GED. Additional requirements include having or being eligible for a Connecticut driver’s license. To be considered for admission, applicants must meet the eligibility requirements of both the Academy for Human Service Training program as well as the appropriate funding source, which varies by region and each individual’s circumstances. AHST staff will help applicants connect to the sources that will determine final eligibility. Interested candidates must attend one of the weekly information sessions at one of the Academy sites to begin the application process. Although the program is primarily recruiting for out of school youth, individuals over 21 are encouraged to apply as well.

The Academy for Human Service Training is in partnership with the Northwest Regional Workforce Investment Board, The WorkPlace, Inc. and Workforce Alliance.

About Marrakech:

Marrakech, Inc. is a nonprofit organization that provides a wide range of human services to children & adults throughout Connecticut. Founded in 1971, Marrakech established the first halfway house in Connecticut for women with mental retardation. They have continued developing programs and services which are located throughout the State of Connecticut encompassing support to people with a wide range of disabilities, families with complex needs, youth who are at risk, and people without disabilities who are economically disadvantaged.

Media Contact:

Debbie Koke

914-536-7557

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Kaiser-battistone Cleans and Inspects Septic Tanks in the Connecticut and New York Areas

Kaiser-battistone Cleans and Inspects Septic Tanks in the Connecticut and New York Areas

Home maintenance is as important for the well being of your house and property as health maintenance is for your well being. This analogy is most true when it comes to the septic system in your home. It is vital to keep things working well. Taking care of your septic system is an important part of keeping your home functioning well.

First of all, you need to understand how the septic system works and how to keep it healthy. Buried in the ground, the septic tank and soil absorption areas hold all household waste that goes down the drain. Solids settle and liquids pass into a leaching system. Bacteria, a natural part of wastes, decompose the solids and grease. But, eventually, inorganic material and solids compact and begin to plug the system. This sludgy plug is inevitable and the reason septic systems need to be cleaned approximately every two years. Otherwise, you will have an overflow of the system causing the system to fail. Cleaning and a balance of bacteria are critical.

One reason bacteria may not be sufficient is if too many antibacterial home care products go down the drain. We’ve known for some time that these non-discriminate bacteria killers are not good for people, and now you see why they are not good for your septic tank as well. People need good bacteria to be healthy and so does your septic system. Just as people are adding food supplements to reintroduce good bacteria into their systems, you need to add good bacteria into your septic system. KB-X-TENDR is one such septic additive, promoting septic system good health. Sweet Air filtering devices filter air connected to the septic system are another healthy choice.

Additionally, it is important to have your system cleaned by a qualified technician. TERRILIFT, a no excavation and no chemical option for septic maintenance, can save you tens of thousands of dollars. RootX, environmentally safe, kills and controls roots in your septic system. Look for a full service plumbing company like Kaiser-Battistone that can do septic inspections, septic system cleaning, and septic system repair as well handle all your plumbing needs. Whether you are doing routine maintenance, inspections for real estate purposes, or if you need a locater or soil testing, you want to know the company you are depending on can do the job well and will stand behind their work.

Kaiser-Battistone – Connecticut Septic Cleaning for all your septic system needs. Kaiser-Battistone – New York Septic Cleaning specializing in TERRILIFT a no dig septic system repair.

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The Farmer’s Cow Announces Winners in Ice Cream Naming Contest

Lebanon, CT (Vocus) April 13, 2010

Eleven Connecticut residents will soon have to go on a diet. The Farmer’s Cow, a group of local Connecticut dairy farms that sell dairy, eggs and other products, has picked eleven winners in their ice cream naming contest and each winner will receive a summer’s supply of The Farmer’s Cow Ice Cream.

“It was a lot of fun to hold the contest and sift through over 3,000 names for our various ice cream flavors,” says Robin Chesmer, managing partner with The Farmer’s Cow. “It was a lot of work judging all of the names, but we’ve narrowed the choices. It was really a tough job because there were so many good names! We blind judged all the entries and had no idea who entered the ice cream names so I’m pleased to see that our winners cover the entire state and ranged in age from high school to their 90s.”

The winning names and their creators are:

    “Hay! Hay! Hay! Vanilla” – Tracy Shortell, Wallingford
    “Cow Barn Chocolate” – Sebastian Tonewo, Franklin
    “Farm Stand Cherry Vanilla” – Karen Provoncha, Storrs
    “Summer Meadow Strawberry” – Kip Kolesinskas, Manchester
    “Up Early Coffee” – Jim Orffitelli, Manchester
    “Heifer Nutter Peanut Butter Cup” – Sam Hinckley, Windsor
    “Fields of Mint Chocolate Chip” – Jennifer Gaskins, Newtown
    “Milking Time Cookies & Cream” – Marc Sanchez, Manchester
    “Black Raspberry Moo Chocolate Chip” – Barbara Hambach, Broad Brook
    “Muddy Boots Chocolate Chocolate Chip” – Zak Nadeau, Moosup

Additionally, one name was picked at random from all of the entrants. That person was Allen Patenaude of Torrington.

“Now our work turns to getting our delicious new ice cream in the stores to help cool Connecticut residents this summer,” says Chesmer. “We anticipate having our first batches of Connecticut farm-fresh ice cream available by Memorial Day.”

About The Farmer’s Cow

The Farmer’s Cow is a group of local Connecticut dairy farms that produces fresh, hormone-free milk, half & half and heavy cream for Southern New England. They also sell Connecticut-sourced, all-natural eggs, apple cider, and seasonal beverages. The Farmer’s Cow works to promote Connecticut agriculture and show that “Local is Fresh!” For more information visit www.TheFarmersCow.com or call (866) 355-COWS.

FOR IMMEDIATE RELEASE

CONTACT: Chris Watts

(860) 838-1808

mchris(at)pmarketingllc(dot)com

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Connecticut middle school prinicipals’ job satisfaction with respect to selected motivators and hygienes

Connecticut middle school prinicipals’ job satisfaction with respect to selected motivators and hygienes

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Share the fiscal misery. (Viewpoint).(Connecticut should consider everyone pay cuts instead of massive job cuts)(Editorial): An article from: Fairfield County Business Journal

This digital document is an article from Fairfield County Business Journal, published by Westfair Communications, Inc. on March 3, 2003. The length of the article is 805 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

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Title: Share the fiscal misery. (Viewpoint).(Connecticut should consider e

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Government Performance Project Releases States Grades: Connecticut Earns C+; Looks to Tighten Contracting Oversight

Washington, DC (PRWEB) January 31, 2005

Connecticut’s government suffers from a lack of managerial oversight, but the new governor, Jodi Rell, is taking steps to impose tighter performance standards.

These conclusions are based on research released today by The Government Performance Project (GPP), the nation’s only comprehensive, independent analysis of how well each state government is managed. The project is funded by The Pew Charitable Trusts.

The state report card, “Grading the States 2005,” said that the resignation of former Governor John Rowland last summer amid charges of corruption in state contracts was rooted in a system that allowed too many fast-track deals done with a minimum of oversight, often without competitive bidding.

Overall, Connecticut earned a C+ grade on a scale of A-F, the same as neighboring Massachusetts and Rhode Island, for its management of Money, People, Infrastructure and Information. All 50 states received grades in the GPP’s report, which can be found at http://results.gpponline.org/Connecticut and in the February issue of Governing magazine.

According to GPP Director Susan Tompkins, the quality of management performance by state governments is often critical to the success of a state’s programs and policies. “The last few years have seen the biggest financial crisis for state governments in 50 years,” said Tompkins. “The way Connecticut has reacted to this crisis managerially has had a big impact on citizens in this state and will for years to come.”

Connecticut, with the highest per-capita income in the country, gets a C for money management, a grade it shares with five other states. Forty-one states are rated higher in this category. Connecticut’s areas of particular weakness are contracting, purchasing and the long-term outlook.

The GPP assigned a B grade to the state’s handling of its workforce, that is, the people component of the report, and highlighted hiring and employee retention as the strongest areas. Managing employee performance, however, was identified as an area of weakness.

On the plus side, the research shows that Connecticut has done a competent job of hiring and retaining employees. It has installed new technology to support human resources that will allow the state to begin work-force planning. The report also praises “intelligent” use of the Internet which has significantly helped the state’s recruiting efforts.

For infrastructure, the state was given a C+ although the GPP report shows that Connecticut, unlike most other states, has done a decent job of maintenance. The report cited the successful efforts to keep roads and bridges in good repair after the collapse of a bridge on I-95 killed three people in 1983. The state earned middling grades for project monitoring and internal coordination, while capital planning was seen as an area of weakness.

The state’s performance in information management – how information is gathered, analyzed, used and shared – was rated a C-; strategic direction, program evaluations and budgeting for performance were seen as being weak while other sub-categories such as managing for performance and electronic government were given mid-level grades.

The GPP report, the result of a year of research by a team of academics and journalists, is designed to allow state leaders to identify strengths and weaknesses, and to compare the performance of their state to others. All citizens are affected by how efficiently their state is governed.

The GPP used data from different sources: (1) an online survey filled out by designated state managers; (2) a systematic analysis of public documents; (3) interviews with legislators and executive officials, independent citizen groups and academics. (Note to journalists: please see methodology below for detailed information on process.)

To view the complete report on Connecticut and to compare its performance to the other 49 states, see http://results.gpponline.org/connecticut. The February issue of Governing magazine also reports on the state grades at governing.com.

The Pew Charitable Trusts (www.pewtrusts.com) serve the public interest by providing information, policy solutions and support for civic life. Based in Philadelphia, with an office in Washington, D.C., the Trusts make investments to provide organizations and citizens with fact-based research and practical solutions for challenging issues. With approximately $ 4.1 billion in dedicated assets, in 2003 the Trusts committed more than $ 143 million to 151 nonprofit organizations.

The Methodology

“Grading the States 2005″ builds on a rich lode of information about performance. The Government Performance Project has collected thousands of pieces of data which, put together, paint a detailed portrait of state government performance. The grading process for GPP 2005 built on the following steps:

·    Grading against criteria. The GPP graded the states against criteria, not against each other. The team’s analysts began by carefully identifying the four management areas – Information, Infrastructure, Money, and People – that are most important in achieving policy goals. In each management area, they then identified the characteristics of effectively managed governments. These criteria, defined by the best research in the field, established the grading standards.

·    Refining the criteria. The GPP’s research team then identified the components (that is, the subcriteria) that make up each criterion. For example, a state that manages its Money well would maintain structural balance by making limited use of one-time revenues; a state that manages its People well would retain a skilled workforce by maintaining productive relations with its employees. These subcriteria defined each of the criteria.

·    Collecting the most important information on the criteria and subcriteria. The GPP’s research team then collected the data that provided the best information about the criteria and subcriteria. Researchers assembled much of the data from existing sources, including information posted on state websites and published in government reports. Some of the information came from an innovative web-based survey, in which state officials completed information requested by the GPP. And some of the information came from interviews conducted by the team of reporters from Governing magazine.

·    Analyzing the information through a collaborative process. The research team of scholars and journalists then jointly analyzed and discussed the data and its implications. They combined their information and jointly assigned the grades.

·    Conducting the process in transparent fashion. From the very beginning, the GPP committed to a process of transparency. The project’s researchers and reporters consulted extensively with state officials before defining the criteria. The GPP published the criteria and subcriteria before launching data collection. Along the way, regular electronic newsletters kept state officials, as well as others interested in the project, on its progress. When the GPP published the grades in Governing, it provided extensive explanation of the grades and of the information used to produce them. In addition to the narratives published in the magazine, the GPP website contains deeper explanation. In the coming months, more and more data and analysis from the project will be made available on the website as well. The result is an unprecedented repository of information about state government management, which will be available without charge to anyone interested in reviewing it.

This is the third time that the Government Performance Project has graded the states. The grades in this version are not comparable with the grades in the previous phases of the project, for several reasons:

·    Number of management categories graded. In the past, the GPP graded five management areas. In this version, the research team redefined all of the criteria and combined some of them. As a result, the five categories graded in previous versions do not match the four in this version.

·    Emphasis on results. Previous versions of the GPP focused on the processes of state government. In this phase, the GPP focused far more on the ability of state governments to produce results. For example, in this version of the GPP, it is not enough for a state to demonstrate that it collects information about the performance of its programs. The GPP grades states on how they use that information to improve results.

Because of these two important changes, grades in this version of the GPP are not comparable with previous grades. Such comparisons should not be made; if they are made, they are certain to be misleading and inaccurate.

The grades assess the capacity of state governments, as a whole, to produce results. The grades do not represent a judgment of any individual within state government, or of any branch of state government. Many things go into the assessments, including state legal and constitutional processes, the structure of state policies and programs, the relationships among elements of the state government, and the relationship between government and its citizens.

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connecticut patios and pool decks

connecticut patios and pool decks

The firsttimeI saw stamped;concreteI honestly didn’tlikeit verymuch. It seemedlikea goodidea,but I didn’treallythinkthatit was worth the extramoney thatit cost.I guess the thingthatI didn’tlikewas thatit was all one colorand didn’treallyhave verymuchdimensionto it…in other words, it looked;fake!

As timeprogressed I noticed thattherewerea few jobsthatlooked;considerably better than the rest thatI had seen.The lookmuchmorerealistic and made me wonder how the lookwas achieved.I researchedthe topic thoroughlyand cameup witha few ideas thatI thoughtwould makeeach job lookamazing.

The firstthingthatI did was write downa set of guidelinesthatI would followto insurethateveryjob has goodcolorvariations, a goodmixture of light and dark colors;and an excellent imprintedimage withfinedetail. After I triedmy process I was honestly amazed and the incredible 3-dimensiona;l;lookthatI had achieved.

From thatpoint I decidedto alwaysfollowmy guidelinesand not compromise themat all…even if it meant thatmy prices needed to be slightlyhigher. I decidedto nevercut cornersbut to deliverthe bestqualitystamped;concreteavailable.

So whatare the guidelinesthatI developed? Well, thereare three basic things;thatI alwaysdo to insurethateveryjob comesout as bestas possible.

1. Everystampmustbe completelypressedintothe concreteto insurethatthe fulldetail of the stampis transferred to the concrete.

This may sound veryobviousbut it is surprisingthatmostcontractorsdon’tactuallydo this! I guess they are in too big of a hurry!There is a verysmallwindowof timethatconcretestamping;is at its best. If you miss thiswindowthe concretewillnot hold the fulldetail of the stamp.

2. The surface of the concretecan not have any freewater.

This basically meansthatthe concretemustbe poured without;using too muchwater.If you use too muchwater you willnot get a sharpimage. Mostcontractorsdo not realize thatconcretehas the potential to replicateeven the finest;details of even the grain of the stone…but onlyif theseguidelinesare followed;precisely.

3. Alwaysselectthe right colorcombination.

Moststamped;concretecontractorswillonlyuse one colorin their mixture. However, if you want to to have a naturalcolorvariationsthatactuallylooks;likestone you need to use a minimum of two contrasting colors;. In my opinionthisis whatmakes;one decorative concretejob standheadand shouldersabove another one.If you lookat naturalstone, marble or granite you willnotice thatit is neverone solid colorbut a mixture of many colors;.

In Conclusion

You mustalwaysrealize thatno stamped;concretejob is ever 100%perfect…but neither is naturalstone.Also, don’tsimply assumethatdecorative concretewillhave the exact samecoloring;and shading of the stone beingreplicated;, howeverthe shapeand texturewillbe exact. Stampedconcretecertainly has its own unique lookand the ultimate idea is to makeit looklikesomethingnaturalinstead of somethingthatis man-made.

Wheneveryou are choosing a stamped;concreteinstallermakesurethatyou lookat pictures from severaljobsas well as view one job in person so you willknow exactlywhatyou are getting.

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Connecticut Telephone Announces Headquarters Move to Hartford

(PRWEB) May 5, 2001

Wallingford, CT, May 3, 2001 – Connecticut Telephone and Communications Systems, Inc., a privately held telecommunications service provider, announced today that it will re-locate its headquarters from Wallingford to a state-of-the-art office facility at One Talcott Plaza in Hartford. The move is directly related to the company’s previously announced acquisition of a statewide broadband network.

David Epstein, Connecticut Telephone’s President and CEO, said that the location was chosen in part to accelerate the company’s broadband network deployment this summer. “Our new facility is situated at the intersection of I-91 and I-84 which means that we have the necessary access to high capacity tier one fiber optic transport facilities from multiple providers. Given our ‘Connecticut-centric’ focus I can’t think of a more appropriate place for us to base our company than the state’s capital.”

Connecticut Telephone worked closely with representatives of the State of Connecticut Department of Economic & Community Development, who were instrumental in identifying appropriate space and community resources which would foster the company’s business plan and facilitate future job growth in Hartford.

In addition, the Hartford Economic Development Commission and the City of Hartford contributed their efforts to facilitate the relocation effort. Responding to today’s announcement Mayor Mike Peters said, “We saw a great opportunity to embrace a cutting-edge broadband provider that is exclusively focused on the needs of Connecticut businesses. We’re proud of the fact that Hartford was able to meet the substantial infrastructure and human resource needs demanded by a company like Connecticut Telephone.”

On April 2, Connecticut Telephone announced the purchase of an end-to-end Cisco network covering approximately 70% of the state’s population. The seventeen-year-old company is now poised to become the only facilities based broadband provider exclusively dedicated to providing service to Connecticut customers.

About Connecticut Telephone

Founded in 1985, Connecticut Telephone is Connecticut’s largest independent telecommunications service provider and its only facility based provider focused solely on the state of Connecticut. It currently provides local phone, long distance, cellular, paging and Internet access services to over 110,000 business and residential customers in Connecticut.

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The New England Laborers’ Training Academy & Hartford Jobs Funnel Expand Partnership Under NIEHS Worker Education & Training Grant

Hartford, CT (PRWEB) December 6, 2006

The Connecticut Laborers’ District Council announced today the development of a new partnership between the New England Laborers’ Training Academy (NELTA) and the Hartford Jobs Funnel. NELTA, a sub-grantee under Laborers’- AGC Education and Training Fund’s National Institute of Environmental Health Sciences (NIEHS) grant project, will expands their program in concert with the Hartford Jobs Funnel to provide employment and life skills training to Hartford residents. At the core of the program is two seven-week, pre-employment sessions conducted at the New England Laborers’ Training Academy in Pomfret, Connecticut.

“We have developed a tremendous training facility in Pomfret, CT that is fully-equipped to provide comprehensive courses in general construction, hazardous waste remediation, lead and asbestos abatement and a number of other building and construction trades disciplines. This grant will offer the opportunity to a number of talented Hartford area individuals to experience classroom and hands-on instruction and to form the roots of a life-long career,” said Charles LeConche, business manager, Connecticut Laborers’ District Council.

The two-seven week comprehensive training programs will include instruction about mason tending, general construction and life skills. The first session is scheduled to begin in February 2007 and the second session in May 2007. Interested participants and employers should contact the Hartford Jobs Funnel at (860) 524-8859.

The Laborers’ – AGC Education and Training Fund is a partnership between the Laborers’ International Union of North America and the Associated General Contractors of America. Since its establishment in 1969, this nonprofit labor/management trust fund has enjoyed a history of success through cooperation. Through the development of standardized education and training programs, the organization has administered grants to support curriculum development and training, technical support and quality professional and technical development opportunities.

The Hartford Jobs Funnel is a program under the administration of Capital Workforce Partners and a service delivery system that assists Hartford residents to prepare to enter the construction field. Since 1999, the Hartford Jobs Funnel has placed over 750 Hartford residents into jobs in construction that include the following job classifications: asbestos workers, bricklayers, carpenters, electricians, ironworkers, laborers, operating engineers, painters, plumbers, roofers, sheet metal workers, sprinklefitters and tapers. Over 300 businesses throughout Connecticut have utilized the Hartford Jobs Funnel resources for a dependable source of labor. Located at 20-28 Sargeant Street, Hartford, CT, phone (860) 524-8859, the Hartford Jobs Funnel is funded by Capital Workforce Partners, CT Light & Power, Hartford Foundation for Public Giving, Making Connections and the Office for Workforce Competitiveness.

The Connecticut Laborers’ District Council represents approximate 6,000 members employed in the construction industry and other building and trade fields throughout the state. The Laborers’ International Union, founded in 1903 largely by immigrant workers, includes more than 800,000 members who work in construction and hazardous materials remediation, as well as in health care, the U.S. Postal Service and other public service sectors of the economy.

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Darien CT Jobs

www.fairfieldcountyjobs.com FairfieldCountyJobs.com offers the most jobs in Darien Connecticut.
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Connecticut is suffering from negative job growth. See what some workers at the Quinnipiac University Poll said about the state of the economy and their own job security.

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