News RSF_en Two journalists murdered just days apart in Venezuela A day after President Chávez announced that RCTV’s licence would be rescinded, the communication and information minister said three options were being considered for the commercial broadcaster’s future, including the possibility of turning it into a partly state-owned company. Receive email alerts News New wave of censorship targeting critical media outlets Reporters Without Borders condemns the decision of the Venezuela Supreme Court to rule an appeal by Radio Caracas Televisión (RCTV) against the loss of its licence as “inadmissible”. The appeal, lodged on 9 February 2007, was rejected on 18 May, putting a stop to any further debate. President Hugo Chávez said on 28 December 2006 that he would oppose renewal of the group’s broadcast licence, accusing the channel of having supported the 11 April 2002 coup attempt in which he was briefly overthrown. According to the government the licence expired on 27 May 2007, a date contested by RCTV, which insists its licence is valid until 2022. Without waiting for the 27 May or the Supreme Court’s decision, Hugo Chávez on 11 May awarded RCTV’s canal 2 frequency by decree to a new public service channel, Televisora Venezolana Social (TEVES). ——————————-2.01.07 – Government looking at three options for privately-owned broadcaster News August 25, 2020 Find out more Coronavirus “information heroes” – journalism that saves lives January 13, 2021 Find out more The Venezuelan government is considering three options for the future of the privately-owned broadcaster Radio Caracas Televisión (RCTV), communication and information minister William Lara said on 29 December, a day after President Hugo Chávez announced that RCTV’s licence was to be rescinded.One option, Lara said, would be to entrust the running of RCTV to community media or small production companies. Another possibility would be to create a mixed broadcast frequency for a company that was half public, half privately-owned. The third option, he said, would be for the state to take control of RCTV and for it to become an entertainment channel also available on cable. If the third option was chosen, the state-owned Canal 8 would be turned into a 24-hour news and talk-show channel.Vice-President José Vicente Rangel, who is a former journalist, said the government had no intention of expropriating RCTV. At the same time, foreign minister Nicolás Maduro defended President Chavez’s 28 December announcement, saying it was necessary in order to “democratize the media.”Reporters Without Borders takes note of this evolution in the Venezuelan government’s position on RCTV and says no decision should be taken without the agreement of RCTV’s owners.Founded in 1953, RCTV is Venezuela’s oldest commercial broadcaster. Along with other news media, it supported the April 2002 coup attempt against President Chávez.___________________________________________________________31.12.06 – President Chávez says commercial TV station’s licence will not be renewedReporters Without Borders today condemned the Venezuelan government’s decision, announced by President Hugo Chávez, to withdraw the licence of Radio Caracas Televisión (RCTV), Venezuela’s oldest commercial TV station. The organisation reiterated its appeal to the government to revise its stance on the broadcast media and to create an independent body to assign and renew licences.“There will be no licence renewal for this putschist TV station called Radio Caracas Televisión,” Chávez announced on 28 December. “Here, we will not tolerate any news media that is in the service of those who make coups against the people, against the nation, against national independence and against the dignity of the republic. Venezuela must be respected.”RCTV maintains that it signed a licence contract under the 2000 telecommunication law, a year after it took effect. RCTV president Marcel Granier said he would file a legal appeal in order to hold on to the licence, which expires in 2021, he said. This is disputed by the government, which claims that the assignment of a frequency to RCTV expires on 27 May 2007.When communication and information minister William Lara recently denied that the government planned to hold a referendum on RCTV’s future, he nonetheless indicated that the renewal of its licence was not assured.Granier said: “What is clear is the government’s desire to harass the station to make it change its independent line, which historically has been its distinguishing feature.” He added that other privately-owned media could suffer the same fate as RCTV.___________________________________________________________19.12.06 – Government urged to drop idea of referendum on privately-owned network’s futureReporters Without Borders today voiced concern about the threat hanging over the privately-owned broadcasting group Radio Caracas Televisión (RCTV) that its licence will not be renewed. Communication and information minister William Lara announced after the presidential election on 3 December that the network’s future will be put to a referendum.“If RCTV loses its licence because it is part of the opposition, it would be a clear violation of editorial pluralism,” Reporters Without Borders said. “We are aware of RCTV’s stance during the April 2002 coup attempt, but why threaten to rescind its licence more than four and a half years later? At the same time, does the development of community media require depriving commercial broadcast media of their frequencies? We call on the Venezuelan government to review its position.”When Lara announced on 11 December that the renewal of RCTV’s licence would be put to a referendum, he was partially reflecting a suggestion made during the election campaign by Chávez that a referendum should be held on the concessions held by all four of the leading privately-owned national networks – Globovisión, Venevisión, RCTV and Televen – which all back the opposition and did not conceal their support for the April 2002 coup attempt against Chávez. Created in 1953, RCTV is Venezuela’s old commercial TV station.Lara unveiled his initiative after a meeting with community media at which, he said, they had requested a referendum on RCTV. Two weeks before, the governor of the northern state of Miranda, Diosdado Cabello, said 2,000 independent media were interested in sharing the frequency assigned to RCTV. Carlos Escarrá, the head of the ruling coalition’s parliamentary bloc and the person in charge of proposing constitutional reforms on private property, suggested during the election that RCTV’s frequency should be reassigned to cooperative organisations.Under Venezuelan law as it stands, a broadcast media’s infrastructure, equipment and buildings are private property but broadcast frequencies belong to the state, which assigns them to individual media. Follow the news on Venezuela Help by sharing this information VenezuelaAmericas VenezuelaAmericas Organisation May 21, 2007 – Updated on January 20, 2016 Supreme Court rules RCTV’s appeal against loss of its licence “inadmissible” June 15, 2020 Find out more to go further News
faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Virtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes Business News Make a comment Name (required) Mail (required) (not be published) Website EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS 3 recommended0 commentsShareShareTweetSharePin it HerbeautyGained Back All The Weight You Lost?HerbeautyHerbeautyHerbeautyThe Most Heartwarming Moments Between Father And DaughterHerbeautyHerbeautyHerbeauty11 Signs Your Perfectionism Has Gotten Out Of ControlHerbeautyHerbeautyHerbeauty5 Things To Avoid If You Want To Have Whiter TeethHerbeautyHerbeautyHerbeautyTiger Woods Is ‘Different Man’ 10 Years After ScandalHerbeautyHerbeautyHerbeautyAmazing Sparks Of On-Screen Chemistry From The 90-sHerbeautyHerbeauty Community News More Cool Stuff Top of the News Your email address will not be published. Required fields are marked * Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena 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. Community News Subscribe Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy News Feature Stories MPG Office Trust, Inc. to Sell its Plaza Las Fuentes Office in Pasadena to East West Bank From STAFF REPORTS Published on Wednesday, May 29, 2013 | 6:28 pm First Heatwave Expected Next Week MPG Office Trust, Inc. has entered into an agreement to sell its Plaza Las Fuentes office and retail property located in Pasadena to East West Bank and Downtown Properties Holdings, it was announced today.The purchase price is $75 million, and the buyer has made a non-refundable deposit in the amount of $2.25 million, according to a news statement.The transaction is expected to close on or after June 28, 2013, following the expiration of the tax protection period on the asset, according to the news statement.The sale is subject to approval by the City of Pasadena, in its capacity as air space lessor, as well as other customary closing conditions. Net proceeds from the transaction are estimated to be approximately $30 million (after repayment of debt and closing costs) and will be available for general corporate purposes, according to the statement.MPG Office Trust, Inc. is the largest owner and operator of Class A office properties in the Los Angeles central business district.For more information on MPG Office Trust, go at www.mpgoffice.com.
Twitter RugbyIrelandNewsSportIRFU make €500,000 Available to Clubs Hit By Covid-19 Season CancellationBy Raffaele Rocca – March 25, 2020 74 Advertisement Facebook WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads TAGSCoronaviruscovid19IRFUIrish RugbyKeeping Limerick PostedlimerickLimerick PostRugby Print WhatsApp Previous articleSpeech of An Taoiseach, Leo Varadkar with stricter guidelinesNext articleEvery household in Ireland to receive COVID-19 information booklet Raffaele Rocca RELATED ARTICLESMORE FROM AUTHOR A general view of a rugby ball. Photo by Diarmuid Greene/SportsfileThe Irish Rugby Football Union has said it will make €500,000 available to clubs due to the cancellation of the season following the Covid-19 crisis.After reviewing it’s financial position and agreeing on a way forward, Domestic Games Director Colin McEntee will inform clubs of the application process.Sign up for the weekly Limerick Post newsletter Sign Up The union will also provide clubs with additional guidance and advice in relation to maintaining their clubs during what is very much unchartered waters.Irish Rugby will continually assess the financial implications and damage caused by the crisis across all strands of the game nationally with the duration of the corona crisis being a key factor in any recovery.The IRFU issued the following statement on their website.The 2019/20 domestic season concluded last week with a number of fixtures outstanding. Current government restrictions also prevent clubs from running important fundraising events.We know that this has placed many clubs in a difficult financial situation, particularly with regard to cashflow.The IRFU’s revenue stream has been severely curtailed, however we want to support clubs as much as we can.What are the IRFU doing for clubs?1. We have agreed to funding of €500,000 to be made available to clubs. We will come back to you with further detail as soon as is practicable.2. We will put in place a moratorium on all club loan repayments for four months from April 1st.Loans in excess of €4 million have been made available to clubs by the IRFU under its current Financial Assistance Scheme. A moratorium on all club loan repayments will be put in place for a period of four months, effective from April 1st, 2020. This will benefit the 56 clubs with payments outstanding to a value of over €150,000 during this period.What can clubs do?The IRFU encourages all of its clubs to draw on any government assistance available to them.There are a range of support schemes for organisations impacted financially from coronavirus.The Department of Business, Enterprise and Innovation has outlined a number of Government supports for COVID-19 impacted businesses including:• Credit Guarantee Scheme• Loans for microenterprises• €200m SBCI COVID-19 Working Capital Scheme• €200m Package for Enterprise Supports• Advice for engaging with revenue, checking insurance covert, talking to your bank and taking immediate steps to manage your cashflows.The IRFU are in ongoing contact with Sport Ireland and will provide updates with specific information on how this relates to rugby.Clubs are advised not to contact provincial branches in relation to funding until an update has been provided centrally from the IRFU.The post IRFU make €500,000 Available to Clubs Hit By Covid-19 Season Cancellation appeared first on Sporting Limerick. Linkedin Predictions on the future of learning discussed at Limerick Lifelong Learning Festival Limerick’s National Camogie League double header to be streamed live Limerick Ladies National Football League opener to be streamed live Email Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash Donal Ryan names Limerick Ladies Football team for League opener
Promotingbest training practice across five restaurant brands is no mean feat. LucieCarrington reports on the approach taken by Whitbread’s learning anddevelopment director Alison ClarkeMakingsure that good ideas and methods are not confined to one section of thebusiness is a major preoccupation for most organisations. The restaurantdivision of Whitbread decided to tackle this head on and last year set to workon a massive learning and development strategy to share best practice acrosstheir five different brands.“Weare bringing together many talented people across the brands and creatingsomething unique within the industry,” says Alison Clarke, divisional directorof learning and development.It’sunique because branding is what the business is about. Whitbread owns five mainbrands: Beefeater, Brewers Fare, TGI Friday’s, Costa Café and Pelican, whichconsists of Café Rouge and Bella Pasta. ABeefeater experience is designed to be different from a Café Rouge experience –both for customers and employees. But Clarke and her learning and developmentteam are pulling together common recruitment, induction and management trainingprogrammes, which they believe, can meet individual brand as well as corporateneeds. Theirstrategy has come out of a major company reorganisation. Over the past year,Whitbread has sold its interests in brewing and pubs, and introduced a matrixmanagement structure. Within the restaurant division, brands are no longerentirely independent and many of the senior managers, including Clarke, nowhave two roles – a brand one and a central one. Clarke’s“other job” is as HR director for the largest brand – Brewers Fare. She movedthere at the time of the reorganisation last September, having spent 14 monthsas HR director of the Pelican brand. It was her decision to add training to herbrief.“Ihad a feeling that learning and development was going to be the most strategicpart of HR,” Clarke says. There are, she insists, only occasional conflicts ofinterest between her two roles.CentralteamAsL&D chief, Clarke has pulled together a central team to spearheadcross-brand solutions. Jo-Anne Miller is currently learning and developmentmanager, operations, within the division, but was group training manager forthe Pelican brand. LynnThompson-Lee joined Whitbread 11 years ago. At the time of the restructure shewas training manager for the Beefeater brand, but she now works as a projectmanager on the division’s First 90 Days programme. Her fellow project manageris Grace Coleman, who recently joined Whitbread from Marks & Spencer.Theyare not working in isolation. A team of regional L&D specialists keeps themin touch with local needs, and each brand has a link person on the centralL&D team. Thereare two central planks to the shared development strategy – the First 90 Daysinduction framework and a centralised programme of legislative training. Thislatter programme covers issues such as health and safety, food hygiene andlicensing laws. There were clear economies to be gained from bringing thisunder one umbrella. Every brand has to comply with the same laws. So, the wholelegislative programme has been outsourced to a single provider. TheFirst 90 Days programme is run in house. It is aimed at frontline staff, whomWhitbread calls team members, and unit managers. With up to four in 10 recruitsto the industry leaving within the first three months, getting people throughthat first 90 days is critical. “Wehad tried it before,” points out Miller. “But because of the way the companywas structured and brands acquired, it didn’t work.”InductionprojectFirst90 Days is the working title for an induction project that is still evolving.Most of the work that has been done so far has been aimed at unit managers. Anew leaders’ welcome programme was introduced eight months ago for anyone newto Whitbread management. It is now running across the brands.Itstarts with a two-day programme designed for anyone from any brand. On thefirst day, participants are introduced to Whitbread Restaurants as an employer.New leaders learn about different brands, the jobs they will be doing asmanagers, the people they are responsible for and accountable to. “It’sa very powerful programme because it gives new managers an opportunity to findout what the business expects from them and that job,” Miller says.Thesecond day is devoted to helping managers draw up their personal learningplans. These are based on their own assessment of their strengths anddevelopment needs. They take the initial plan back to their line managers andbetween them agree a final plan and learning processes. These could includecourses, coaching or perhaps secondments.Behindthe welcome exercise the L&D team have put together a managementdevelopment programme of six modules. It’s based on Whitbread’s managementcompetencies, which are grouped into five areas including leadership, workingwith people, and drive for results. New leaders can pick and choose whicheverbits they need. Theaim of First 90 Days is to be as flexible as possible, while recognising thecore skills the division and brands need their managers to have. “At the momentthese are being delivered in a course format. But we are looking at othermedia,” Miller says. However,First 90 Days is not introducing lots of new training tools and techniques.Instead the project team is making a point of using the good things that arealready going on within brands. “It’sabout pulling together existing best practice. Different brands have things inplace that work for them,” says project manager Grace Coleman.Clarketakes up the baton. “In the old way of doing things there was the mostfantastic best practice within brands. For example TGI Friday’s was up fortraining awards. But we were missing out on sharing that,” she says.SteeringgroupThedesire to share good practice stretches beyond the division. Clarke is part ofa corporate learning steering group. Once a month senior learning anddevelopment managers from across the plc meet to exchange news and information.Now that Whitbread has sold its pubs and inns it has become a much smaller, butarguably more focused group, Clarke says.Shecites several reasons why sharing good practice is such a great idea. To startwith there are some economies of scale to be gained – as in the legislativeprogramme. “In the old world there was a huge amount of duplication,” Clarkesays.Butthere are more strategic motives behind the change too. The whole issue ofretention is high on the agenda. The division employs 35,000 people andturnover is high – as in any restaurant business in the UK. But Whitbread wantsto be sure it can hold on to the best. SoFirst 90 Days is about positioning the firm as the employer of choice withinits market. “We know that Generation X is going to decide to join us or notbased on whether we have the capacity to learn and grow,” Clarke says.CompetitiveedgeIt’salso about Whitbread restaurants gaining the competitive edge in its broadestsense. Clarke talks a great deal about renewal and the importance of staff –especially managers – being able to renew their skills. “We have a verycompetitive market, which is at best flat,” Clarke says. “We have to be thebest and be able to create new brands for the market. And if people can’t learnand keep recreating themselves then they won’t be competitive.”However,reaching the nirvana of renewal requires significant cultural change. With1,500 units to reach, managers are Whitbread’s key players here. Recognisingthis, Whitbread has set up what it calls its Enabling Leadership programme –open to all managers who have got beyond First 90 Days.Itseems to be more of a philosophy than a training and development programme. “Weare moving from saying, ‘I’m a manager, let me show you how clever I am’ to‘I’m a leader, let me show you how clever you are’,” Clarke says. Muchof this is delivered on the job through coaching and secondments. But theL&D team is also introducing action learning sets. And a link with theInternational Management Centres Association is designed to provideparticipants in Enabling Leadership some form of accreditation towards acertificate or diploma in management studies, or even an MBA.“Weare not just thinking about the people who will lead today, but also ourleaders of tomorrow,” Clarke says.BranddevelopmentThroughall this, Clarke and her team insist that the brands and their needs remainparamount. This means consulting with brands at every turn, says LynnThompson-Lee, and talking their language – whether its colleghi in Costa Coffeeor the “can do” approach of TGI Friday’s.Thecommonality is the approach, Clarke says. She cites the example of branddevelopment. “So many businesses see refurbishment as a lick of paint and a newsign. We see it as new style, new service quality and new behaviours,” shesays. Withthis in mind, she has introduced a brand development role to the L&D team.Someone with L&D expertise can sweep in, identify potential trainers withinthe brand and eventually hand the learning side of rebranding over to them.Sowho do people work for when they join a Whitbread restaurant: the unit, thebrand, the division or the plc? Clarke and her colleagues have chewed severalpounds of fat over this. “Inthe end we decided that team members must decide for themselves,” Clarke says.“If we are talking about vision, mission and values, then we want that to bebrand-, even restaurant-specific. But, ideally we want people to feel that theybelong to Whitbread too – as I do.”Clarkeserves top tips on best practice at work–Involve brands at every stage– Use best practice – Create brand champions to drive activity– Protect brand integrity– Make learning integral to the way your people work– Think about who owns the learning Comments are closed. Recipes for sharingOn 1 May 2001 in Personnel Today Previous Article Next Article Related posts:No related photos.
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Suffolk County homicide detectives are investigating a 45-year-old Medford woman’s death inside her home as a murder, police said.Bonnie Farrell’s lifeless body was first discovered by her husband inside the bedroom of their Norway Pine Drive home Monday night, police said. Police responded after Farrell’s husband called 911, authorities said.Farrell, who suffered a head injury, according to police, was pronounced dead at the scene.The Suffolk County Medical Examiner’s autopsy is still ongoing, according to Det. Lt. Jack Fitzpatrick, commander of Suffolk police’s homicide squad.Fitzpatrick would not say how Farrell suffered the head injury but said it was “certainly criminal in nature.”There were no signs of forced entry into the home, he said.Fitzpatrick said Farrell and her 47-year-old husband, Eric Connolly, have six teenage children, all of whom live in the house. He noted that Connolly and other family members were in the home for a couple of hours prior to Connolly discovering his wife’s body in the bedroom.Police said the investigation is continuing. Anyone with information regarding the case is asked to call the Homicide Squad at 631-852-6392 or Crime Stoppers at 1-800-220-TIPS.
9SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr I’ve visited hundreds of credit union websites over the years, conducting research for various projects and reviews. Many of them are excellent. In the last few years, the quality has gone through the roof in a good way with compelling graphics, helpful text and vastly improved layouts and navigation.But there’s one section that seems to be lacking on most of these websites: a media or press section for reporters and editors.Why? Well, here you can get a quick history of recent company activity, milestones, new customers/clients, issues and trends or events. It’s a one-stop location for a quick glance at everything your credit union in this case is doing. Editors love this stuff, and I would think your members would, too.The media section is a smorgasbord of content for anybody looking into your organization. It’s all right there. A good media section will include: continue reading »
Shelbyville, IN—A fire that heavily damaged a Shelbyville building Wednesday and left two firemen with minor injuries may have been arson.Lieutenant Michael Turner of the Shelbyville Police Department says detectives have been questioning four juveniles who may have been involved in the fire. And stated that At this time, they are investigating it as a criminal investigation. No arrests have been made.The blaze, on Webster Street, was a challenge for firefighters. Interior floors were collapsing and portions of the roof caved in. The property owner arrived at the scene and said a boat and some vehicles were inside a portion of the building that was not on fire. Those items were removed.