Howard Lake | 29 November 2000 | News Oxfam’s Web site has been selected by Oxfam’s marketing director in this week’s Revolution magazine.Every week Revolution magazine invites a mover and shaker in new media to pick his or her four favourite Web sites. The sites chosen are almost always company and for-profit Web sites. This week, Catherine Taylor, marketing director at Yahoo! UK & Ireland includes Oxfam’s site in her four.Such publicity is welcome, although the magazine fails to point out that Yahoo! UK & Ireland has a partnership with Oxfam by providing them with an affinity ISP and auction services. Still, the appearance of a charity’s Web site in a list of favourites is a welcome break. Advertisement Oxfam site picked by Yahoo! marketing director About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. 18 total views, 1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis
Thomas Pocklington Trust launches COVID-19 Emergency Fund for sight loss sector Advertisement Charles Colquhoun, the Trust’s CEO, said:“We recognise it is a particularly unsettling time for both the country’s blind and partially sighted population and the sight loss organisations who provide vital services and support to our community.“It is important to us that we are able to support people as widely as possible throughout the UK and we keep the application process as simple as possible for applicants. This is why we are capping grants at £10,000 per organisation and I am pleased to say that we will be working closely with our partners at Visionary and London Vision to ensure we can process requests as effectively and efficiently as possible.”Organisations wishing to submit an application should visit the Emergency Fund web page. 414 total views, 3 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis2 Tagged with: COVID-19 Funding About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. Melanie May | 2 April 2020 | News Thomas Pocklington Trust (TPT) is supporting sight loss organisations providing services to blind and partially sighted people during the COVID-19 pandemic with a new emergency fund.£500,000 of support will be available to sight loss sector organisations to help them continue providing critical services for the physical and emotional wellbeing of blind and partially sighted people.The grants will be for up to £10,000 pounds or the equivalent of two months’ running costs (whichever is less) for use over the next six months. They can be used either to cover the general running costs of the charity in the face of cashflow issues directly caused by the crisis, or to fund a project that will support the blind and partially sighted community through these difficult times.To provide this support, Thomas Pocklington Trust has suspended its normal grant funding activities, postponed the launch of its revised grant programme and will use funds previously allocated to its normal grant programme. 413 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis2
Demanding dignity and “food, a job and a roof over everyone’s head,” hundreds of thousands of people marched on Madrid on March 22.Organizers estimated that 2 million people took part in the protest. The government started off with a ridiculous estimate of 35,000-50,000 and then mumbled a vague retraction.The organizers rented four trains and hundreds of buses to bring people from all over Spain — from Catalonia in the east, Andalusia in the south, Asturias and the Basque Country in the north. Some people walked for weeks, which not only got them to Madrid inexpensively but raised awareness of their struggle in the many towns they passed through.The marchers gathered in eight spots on the outskirts of Madrid the night before, and then the columns converged for a giant rally in the center of the city.The large coalition that called the rally grew out of the “indignant” movement of 2011 and 2012, under the whip of an austerity program that has proclaimed it is going to make 150 billion euros (about $200 billion) in cuts during the next three years.Commenting on the government’s program, Sánchez Gordillo, mayor of Marinaleda and a deputy from the United Left coalition in Andalusia, told French television: “The real rate of unemployment is 37 percent and 42 percent of Spaniards are living under the poverty line. … Without a job, no one has dignity.” (TV5, March 22)Gordillo came to prominence in August 2012 during raids on supermarkets in Sevilla and Cádiz, in which he was among the people who stole food and handed it out to poor families.Spanish youth were a very prominent and angry section of the marchers. Unemployment among those under 25 is at more than 50 percent, in Andalusia it is near 75 percent.The Madrid authorities brought in 1,700 riot police. They attacked the demonstrators when, towards the conclusion of the rally, a large group of protesters attempted to “occupy” the square in front of the parliament. YouTube videos of the scene show cops attacking the protesters to break up the attempted “occupy” while at the same time preventing people from leaving the area.The main struggle between the cops and the protesters came after the rally was concluded and night fell. Crowds of mainly young people, carrying a banner reading “No pasarán” (“They shall not pass”) and iron bars to break up sidewalks and curbs, confronted the cops, who were firing rubber bullets.When a squad of cops ran out of bullets, the youth rushed them. There was a toe-to-toe melee, the youth using their bars and the cops their batons, until the cops retreated. These skirmishes were documented on both French television (TV2 and TV5) as well as YouTube. A police patrol car with cops in it was completely trashed.Figures given by Le Monde on March 22, relying on Agence France Presse, indicate that the cops didn’t have enough forces present to deal with the size and militance of the protesters. Some 102 people were treated by emergency services, 67 of them cops. The movement argues that the cops’ brutality reflects the regime’s growing dictatorial attempts to repress protest.The German finance ministry released a statement at the end of February demanding that the European Union maintain its austerity policies. This is going to be difficult to do in Spain, where the anger of the youth over unemployment and a devastating economic future has reached the boiling point.One reason the French media covered the struggle in Spain intensely is that austerity is also a political issue in France, although it has not yet caused as much pain among the working class.Still, on March 18, tens of thousands of people took to the street throughout France to protest against the latest austerity pact. The program was created by French President François Hollande and ratified by the MEDEF — the association of French businesses — and the CFDT — a major labor confederation connected to Hollande’s “Socialist Party,” which is really a pro-imperialist and anti-worker party.There were 140 demonstrations throughout France, all involving at least partial one-day strikes, with major ones in Marseille, Toulouse and Bordeaux. The union confederations that called and supported these protests — Workers’ Force (FO), Solidaires and the General Confederation of Labor (CGT) — say that these cuts would destroy the public services used by a majority of the people in France.There will be more protests in France and other European countries as the imperialist banks increase their pressure for austerity — for the workers — and as the bosses cut wages to increase profits while the economy stagnates.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Home Energy Oil Industry Spends Millions to Lobby Against Renewable Fuels Previous articleSign-Up Begins for USDA Disaster Assistance ProgramsNext articleFarm Bureau at Odds with EPA Clean Water Rule Comments Gary Truitt SHARE Americans United for Change Executive Director Caren Benjamin made the following statement as Americans face the tax deadline today: “In the last five years, the oil industry has invested $885 million on lobbying and campaign contributions, and been handsomely rewarded with a steady gravy train of tax breaks totaling more than $20 billion since 2009. That’s better than a 2000 percent return on their investment. Unfortunately, most Americans can’t afford to hire a lobbyist, so they are stuck paying more while the oil companies get a free ride. To make matters worse, when companies like Exxon Mobil shelter tens of billions of dollars in profits in offshore tax havens, the average American taxpayer gets stuck with the tab. Facebook Twitter By the numbers: Since 2009, oil companies have spent: · $761,583,498 on lobbying · $123,854,250 on campaign contributions In return, oil companies have reaped: · $20 billion in tax breaks · Almost $500 billion in profits### Oil Industry Spends Millions to Lobby Against Renewable Fuels SHARE By Gary Truitt – Apr 15, 2014 Facebook Twitter U.S. PIRG released a new report today finding that the average American taxpayer in 2013 would have to shoulder an extra $1,259 in state and federal taxes to make up for the revenue lost due to the use of offshore tax havens by wealthy individuals and corporations. Corporations like Exxon Mobil which has booked $47 billion in profits offshore, putting it in the top ten of companies with the most cash offshore. The oil giant maintains subsidiaries in tax havens like the Cayman Islands and Bermuda.
Home / Daily Dose / The End of an Era: Tozer Talks Print This Post The End of an Era: Tozer Talks Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Seven years might not seem all that long a tenure in the corporate world, but in the land of political appointees, Ted Tozer’s near-decade at the helm of Ginnie Mae was a true anomaly.Tozer was appointed President of Ginnie Mae, the HUD agency that brings capital to government-funded lending programs like FHA, VA, and RHA, by President Barack Obama in 2009 and confirmed by the Senate in early 2010. He stepped down from the office in January—nearly seven full years after he assumed the post. In a world where most appointees only last one to two years at most, Tozer’s tenure was certainly a momentous one—both for its timespan and because of the accomplishments it included, domestic and abroad.Not Your Average AppointeeTozer recognizes his tenure was a rarity, as do his colleagues, friends, and pretty much anyone who’s ever come in contact with him—yet they’re not surprised in the least. In fact, Jack Konyk, who worked at Ohio’s National City Bank while Tozer was heading up National City Mortgage Company, calls Tozer an “interesting study in terms of governmental positions.” “It was unusual to see anybody stay that long in that kind of a position, but it made perfect sense for Ted because he was the perfect guy for the role,” said Konyk, now the Executive Director of Government Affairs at Weiner Brodsky Kider PC. “Ted’s the most completely, totally qualified president Ginnie’s ever had, because of his in-depth knowledge of the details of its daily operations.”Garry Cipponeri, who got to know Tozer well decades ago through various industry events and organizations while working for CitiMortgage, says Tozer simply wasn’t what Washington was used to.“They’re used to people coming in for one or two years,” said Cipponeri, the current CEO of Traderoom Capital. “Ted did not fit that mold. He came in, and he actually wanted to change things. He actually wanted to make things better and equip Ginnie Mae for the future.”Coming off 24 years working as the SVP of Capital Markets for National City Mortgage Company—one of the biggest Ginnie Mae issuers at the time—Tozer certainly came into his role with a plan.“I did a lot of work with Ginnie Mae back then,” Tozer said, “and my whole frustration was it always felt that they had a huge inferiority complex.”So when he was nominated and eventually confirmed to head the agency, Tozer made strengthening Ginnie’s place in the market a major focal point.“I really wanted Ginnie Mae staff to get to the point where they realized they couldn’t be bullied—that they really have as much to offer and they have as much a right to be a part of the discussion as anybody else in the housing sector,” Tozer said. “They have as much to offer as what Fannie and Freddie do. They shouldn’t feel like they’re inadequate.”After years of working on the opposite side of the transaction, Tozer knew well the struggles and frustrations issuers faced, so pivoting the agency toward a more customer-centric approach was also on his agenda as president.“It was important for Ginnie Mae to become more customer oriented,” Tozer said. “When I was a Ginnie Mae issuer, dealing with Ginnie Mae was so tough. You’d ask questions, and they’d always refer you back to the manual. Have you read the manual? And the instructions? Just because you’re a government agency doesn’t mean you should treat your customers poorly.”This type of service—or lack thereof—is common among government agencies, Tozer said, but in the private world, you just don’t see that. Realizing this, Tozer set out to transform Ginnie Mae into a more private-like organization. “My goal was for Ginnie to be more like the private sector,” Tozer said. “Think about it. Whether you’re a government agency or not, you’re providing a service, so you should provide that service.”Ultimately, Tozer said, he feels he was successful in making Ginnie more private in its approach. And that’s had an impact on both the agency’s relationships with issuers and with the industry at large.“I think we’ve done a pretty good job of really getting Ginnie Mae to think in terms of their issuers being customers—to think of the Wall Street firms, the investors, their bonds, and the taxpayers as customers,” Tozer said. “By doing that, I think we really changed the dynamic of Ginnie Mae and how it’s looked at in the industry.”“Encyclopedic Knowledge” Though Tozer’s tenure and goals for Ginnie certainly set him apart from other agency heads, it was also his deep, deep knowledge of the industry that really helped him make an impact. Kathy Gibbons, who worked under Tozer at Ginnie Mae, called that knowledge “encyclopedic.”“He’s got an encyclopedic knowledge of operations, products, pricing, and the legal, accounting, and performance elements that go into a good mortgage and a bad mortgage,” said Gibbons, Ginnie’s Senior Policy and Program Development Advisor. “It doesn’t matter whether you’re talking about documents, appraisals, trading eligibility, investor needs, anything. You can’t get micro enough. From the most minute to the largest territory, he knows it extremely well with precision. There isn’t really anybody else I know in the industry who has that degree of knowledge, pure knowledge.” It sounds like embellishment but Gibbons’ sentiments are shared by many of Tozer’s former colleagues. “It’d be fairly difficult—no matter what side you’re on—to challenge Ted on a lot of things, because he has such a large depth of knowledge,” Konyk said.Because of this widespread expertise, Tozer was regularly consulted on larger industry discussions and issues—even ones with other agencies like Fannie Mae and Freddie Mac. “He was brought into a lot of different things in his tenure at Ginnie Mae because he was considered by some to be the expert on mortgages in the administration,” Konyk said. Tozer even had a hand in fine-tuning HARP, the FHFA program designed to provide refinancing options for near-underwater borrowers, and he helped guide many loss mitigation discussions during the housing crisis.“He was able to be of use to folks from the Federal Reserve and Treasury who were trying to put together the early loss mitigation efforts and programs,” Gibbons said. “He could go in and explain to them exactly why something would or would not work from a legal or business standpoint. I think that the people from Treasury and FHFA and organizations like that, they cannot say enough about how Ted kept them from going down rabbit holes that would have been no use.”Leading the ChargeThough Tozer’s breadth of knowledge was wide, his colleagues maintain that he never acted like he had all the answers, nor did he micromanage their every move. In fact, according to Tozer himself, he knew the least of all his team. “I strongly believe that everybody who worked for me in the organization knows more of what’s going on than I do,” Tozer said. “So, to me, my job as a leader is to facilitate staff’s ability to be successful—that’s at Ginnie Mae or anywhere. And so that’s always what I tried to do. I’ve always tried to give my thoughts but also remember the people that are there on a daily basis. They know what’s going on.”Tozer calls this a “bottoms-up” structure, and it’s one his employees took notice of.“He had an ability to be actively involved, know everything, and yet allow his team to do the work,” said Mary Kinney, who served as EVP at Ginnie Mae from 2009 to 2016. Kinney worked with Tozer during her entire career at the agency. “He kept an awareness, but he didn’t micromanage,” she said.This approach, combined with Tozer’s sheer dedication to his job, empowered and motivated all he worked with. “He had a vision that was very aspirational,” Kinney said, “but it was also infectious. We all drank the Ted water, and we realized that we had the opportunity; we had the leadership, and he had our backs.”Even from the outside looking in, Tozer’s approach was obviously effective.“The people at Ginnie loved him, in part because they knew he understood their daily lives,” Konyk said. “He resonated with them. He’s a listener. He’s willing to listen to ideas that seem out of the box and consider whether or not they make any sense.”Though empowering his employees was certainly a goal of his, on a larger scale, Tozer really wanted to expand the agency’s workforce during his tenure. Under Tozer’s leadership, in-house staff at Ginnie Mae more than doubled—a fact that’s likely influenced the agency’s continued growth over the last decade. “He’s managed to get government to understand the critical role that they play and the fact that you can’t outsource everything,” Konyk said. “You really have to build a capable cadre that’s big enough and sophisticated enough to manage what you’re doing.”The Evolution of Ginnie MaeOver the course of seven years, Tozer spearheaded a full-on evolution at Ginnie Mae, increasing its workforce and portfolio, steering it through the years following the housing crisis, bringing its technology into the 21st century, and now, standing strong as a viable option for GSE reform. In Tozer’s time in office, Ginnie Mae’s staff grew from just over 60 employees to upwards of 130, and the agency went from holding about $800 billion in outstanding securities to $1.7 trillion—even exceeding Freddie Mac, according to Kinney. It was a period of long-term growth, and while its budget might not have grown to match, the agency has emerged a stronger, more influential force in the financial services industry, Kinney said.“We didn’t always have the money, but we charged in there and transformed this agency from the sleepy government agency to one of the premier leaders in securitization worldwide,” she said.That transformation was largely due to Tozer’s leadership.“Every once in a while the planets align,” Konyk said, “and they did in that case to everybody’s benefit, for the benefit of Ginnie, to the benefit of the market in general, to the mortgage industry as a result of it.” One of the biggest industry benefits? Ted put Ginnie Mae on the map—at least internationally.“He has been a gigantic cheerleader for Ginnie Mae securities internationally,” Cipponeri said. “I mean, during the crisis, when a lot of the international investors did not want to invest in U.S. mortgage-backed securities, he was tirelessly out there pitching that, saying ‘No, this is fully U.S.-government backed.’ He’s done a lot of really, really good things.”According to Gibbons, it was Tozer’s sheer knowledge and experience that positioned him to do those things.“An American mortgage market was not a place that investors were interested in putting money,” Gibbons said. “You needed somebody who understood how to reassure very nervous people about what was likely to happen, and he had the authority and the background to do that.”It was that same authority and background that helped Tozer right the ship when the waters got rough. Taking the helm at the tail-end of the financial crisis, he had an uphill battle from the beginning. But according to those who were there through it all, he took the challenge in stride—and his leadership provided a much-needed light at the end of the tunnel for American borrowers. “These were dangerous periods of time, and we had significant decisions to make within the context of no history, no precedent that would be comparable,” Gibbons said. “We relied on the ability of Ted to analyze the problems along with us.”Konyk said it was Tozer’s leadership that made Ginnie Mae “a rock in the marketplace” and “one of the brightest spots government had” throughout the crisis. “The industry needed an outlet for their loans and the borrowers in this country needed the ability to get a mortgage,” he said. “Ginnie’s ability to keep the lending faucet open when a lot of the other sources of mortgage credit constricted significantly was vitally important to not just the industry who serve them, but to the borrowers in this country who wanted to buy or refinance their homes.”Like much of his accomplishments, Tozer downplays his role in Ginnie’s near-spotless emergence from the storm.“We only had 10 to 12 issuers go broke,” Tozer said. “It really showed the strength of the Ginnie Mae program.”Forging AheadAs the longest-lasting Ginnie Mae president in history, there’s no doubt Tozer made an impact on the agency—and the industry at large. But just because he’s left his appointment doesn’t mean his job is done. Tozer still has plenty of work to do. Hoping to consult and use his experience and insight for good, Tozer has a number of ideas on how to improve the industry and better serve the American homebuyer.Most of his concerns? They revolve around the ever-increasing costs getting passed on to the consumer. The Dodd-Frank Act, compliance fines and fees from the Consumer Financial Protection Bureau (CFPB), and the ever-rising costs of defaulting borrowers are all driving up lender expenses—and in the end, there doesn’t seem to be a balance between benefit and cost on the consumer side, Tozer said.“There’s not this kind of analysis going on,” Tozer said. “Has the borrower gotten their dollar’s worth? At the end of the day, we should do an analysis. If a regulation is going to cost $100 a loan, will that consumer get $100 worth of benefit? And if they don’t, then you basically shortchange the borrower. I think that’s what’s missing in the Dodd-Frank discussions. It’s this cost-benefit analysis. That’s what it ultimately comes down to.”But regulations aren’t just increasing costs. Because the Department of Justice and CFPB are focusing on enforcement, doling out hefty incompliance fines and penalties, it’s also causing lenders to shrink the credit box.“It’s very difficult to convince capital today to go take a risk on repayment in that sector when they have to risk not only the repayment of their capital, but whether or not the government will spank them for how they deployed it in the first place,” Konyk said.Dodd-Frank, the CFPB, and many of the industry’s recent regulatory changes are well meaning, Tozer said, but the question is simple: “Is the medicine going to be more dangerous than the disease itself?”Cipponeri shared a similar sentiment, saying that even though mortgage rates have been low as of late, they should be much lower—and Dodd-Frank is part of the problem.“I think the intentions were good, but the execution was punitive. Really, really punitive,” he said. “Eighty percent of all the costs and all the pain of Dodd-Frank just gets passed on to the consumer. It’s much harder to get a mortgage, and it’s much more expensive to get a mortgage than it should be because of Dodd-Frank.”Ultimately, Tozer doesn’t think Dodd-Frank or the CFPB should be eliminated—just refocused a bit.“Sometimes you have these unintended consequences and you have to keep re-evaluating when they occur,” he said. “Fine-tune your role to get it to do what you it want to do. I think that’s what we’ve been missing with Dodd-Frank and CFPB.”Tozer also has serious input on the topic of GSE reform—a particularly hot-button issue since President Trump took office in January. Naturally, he favors adopting a more Ginnie Mae-like system over the privatized structures of Fannie Mae and Freddie Mac.“The Ginnie structure allows lenders to expand the credit box,” Tozer said. “On the government lending side, the Ginnie Mae structure has reduced the barriers of entry for new entrants, which allows disruptors to improve the experience for borrowers. In conventional mortgage lending, disruptors have to obtain permission from the middle organizations—Fannie Mae and Freddie Mac—versus in the Ginnie Mae program where there are no middle organizations.”The current structuring of the conventional market is restricting access to credit, Tozer said, as is the overabundance of regulatory fines and fees. These, according to Tozer, are pushing big banks out of the mortgage sector.According to Tozer, getting these banks back on board is crucial.“We are going to have a recession,” Tozer said. “I don’t care what they say. Economics is not up for appeal. We are going to have a recession sometime in the future and it could really test the housing market if the independent mortgage bankers don’t have the banks to back them up.”Ever the dedicated public servant, it’s obvious Tozer isn’t going quietly into the night just yet.“The market is still going through some growing pains,” he said, “so I’d like to give my two cents for whatever it’s worth. I really feel strongly about the strength of that housing market and how important it is to the American society. And I want to continue to support and be part of that.”For the full issue, click here. Share Save Sign up for DS News Daily The Best Markets For Residential Property Investors 2 days ago Tagged with: Fannie Mae Freddie Mac Ginnie Mae GSE Ted Tozer Previous: Sales Could be the Cure for Inventory Shortage Next: Why Are Lenders Loosening Credit Standards? Demand Propels Home Prices Upward 2 days ago About Author: Aly J. Yale Data Provider Black Knight to Acquire Top of Mind 2 days ago Fannie Mae Freddie Mac Ginnie Mae GSE Ted Tozer 2017-06-26 Staff Writer Data Provider Black Knight to Acquire Top of Mind 2 days ago Demand Propels Home Prices Upward 2 days ago The Best Markets For Residential Property Investors 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago The Week Ahead: Nearing the Forbearance Exit 2 days ago in Daily Dose, Featured, Headlines, Print Features Related Articles Governmental Measures Target Expanded Access to Affordable Housing 2 days ago June 26, 2017 6,119 Views Aly J. Yale is a freelance writer and editor based in Fort Worth, Texas. She has worked for various newspapers, magazines, and publications across the nation, including The Dallas Morning News and Addison Magazine. She has also worked with both the Five Star Institute and REO Red Book, as well as various other mortgage industry clients on content strategy, blogging, marketing, and more. Subscribe
News UpdatesDelhi HC Temporarily Suspends Sentence Of A Man Convicted Under POCSO Act, Directs Use of Google’s ‘Drop A Pin’ To Send Live Location To Investigating Officer [Read Order] Karan Tripathi22 April 2020 2:52 AMShare This – xDelhi High Court has granted interim suspension of sentence to a man convicted and sentenced for 10 years of imprisonment for committing sexual assault on a minor. While taking into consideration the medical vulnerability of the convict, the Single Bench of Justice Anup Jairam Bhambhani has temporarily suspended the said sentence for 3 months on multiple conditions. Ms…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginDelhi High Court has granted interim suspension of sentence to a man convicted and sentenced for 10 years of imprisonment for committing sexual assault on a minor. While taking into consideration the medical vulnerability of the convict, the Single Bench of Justice Anup Jairam Bhambhani has temporarily suspended the said sentence for 3 months on multiple conditions. Ms Asha Tiwari, Additional Public Prosecutor who appeared for the state, opposed the application by submitting that the appellant has been convicted under section 6 read with section 5(m) of the POCSO Act and has been sentenced to 10 years in prison. However, she did inform the court that the applicant has paid the fine of Rs. 10,000/- that was imposed on him as part of the sentence. Moreover, the victim has also received 1.25 lacs under the Delhi Victim Compensation Scheme, 2018. Arguing for the suspension, Mr Amit Chauhan had submitted that Discharge Summary dated 13.09.2016 prepared by Max Super Speciality Hospital, Vaishali, which records the course of treatment the appellant had undergone in 2016 relating to various illnesses, such as myasthenia gravis with aspiration pneumonitis, Type-II diabetes mellitus, hypertension and bronchial asthma for which the appellant was hospitalised from 23.08.2016 to 13.09.2016. Mr Chauhan further submitted that the appellant remains under heavy medication and requires regular monitoring and care for him to remain in a stable medical condition. While citing the old age of the convict, which happens to be 72 years, Mr Chauhan argued that the convict’s past medical condition puts him in a vulnerable category, that makes it medically unsafe for him to remain in prison in the present circumstances of the prevalent public health emergency. While taking into consideration all the records presented before the court, it was observed that: ‘Although the record shows that the applicant has only been in prison since 24.02.2020 which was the date the sentencing order was passed ; and that he has been convicted of heinous offences under the POCSO Act, in the unprecedented circumstances of a public health emergency that prevail today and the consequent need to decongest prisons for the overall medical safety of all prisoners, this court is persuaded to grant to the appellant interim suspension of sentence.’ Therefore, an interim suspension of sentence for 3 months have been granted to the convict on following conditions: The appellant shall furnish a personal bond in the sum of Rs.50,000/- to the satisfaction of the Jail Superintendent. Considering the prevailing lockdown, the furnishing of surety as a condition of bail, is dispensed with at this stage The appellant will not leave the State of Delhi without permission of the court and ordinarily reside in his place of residence as per prison records The appellant will make a video-call every Friday between 11 am and 11:30 am to the Investigating Officer, and in case the Investigating Officer is no longer in service or is otherwise unavailable, then to the SHO of the Police Station where the case was registered and also ‘drop-a-pin’ on Google maps, so that the IO/SHO can verify the appellant’s presence and location. Counsel for the appellant has confirmed that the appellant has the wherewithal to comply with this condition The appellant shall furnish to the Jail Superintendent a cellphone number on which the appellant may be contacted and shall ensure that the number is kept active and switched-on at all times If the appellant has a passport, he shall also surrender the same to the Jail Superintendent upon revocation/easing of the prevailing lockdown; The appellant will not indulge in any act or omission that would prejudice the proceedings in the appeal in any manner Upon expiry of the period of interim suspension of sentence, the appellant shall surrender before the concerned Jail Superintendent.Click Here To Download Order[Read Order] Next Story
Related posts:No related photos. The Employment Service and the Public and CommercialServices Trade Union last week signed an agreement on the working arrangementsfor the services’ new network of customer service centres.The agreement will cover the working arrangements of the1,100 staff and includes flexible working, training and conditions.The deal will provide a 24-hour electronic access toJobCentre services for employees and jobseekers. There will be 11 centresopened in the autumn around the UK.Employment minister Tessa Jowell said, “This is a clear demonstrationthat, with consultation, customer service centres can be both good workingenvironments and introduced by agreement between an employer and its staff.”http://www.employmentservice.gov.uk/ Deal improves new services networkOn 20 Feb 2001 in Personnel Today Comments are closed. Previous Article Next Article
Imperial College, London A guide entitled “how to play responsibly with freshers” advocates locking them in a lecture theatre and drenching them with beer using Super Soakers. Other tips include abandoning male freshers on Hampstead Heath wearing gold thongs. Spokesmen for the University declined to comment, but a representative from the Student Union was officially ‘shocked,’ adding that ‘nasty things could happen, especially on Hampstead Heath’. No naked freshers have been seen with Ron Davies.ARCHIVE: 0th Week MT2003
ContactBritish High CommissionIslamabadtel. 0092 51 2012000 Lord Ahmad held meetings with the Foreign Minister Shah Mehmood Qureshi, Federal Minister for Human Rights Shireen Mazari, the Minister of State for the Interior Shehryar Afridi and Senator Sherry Rehman. The Minister of State also took part in wreath-laying ceremony at the Commonwealth War Graves Cemetery in Rawalpindi. He met with a range of civil society and human rights champions at a reception held at the British High Commission.He also took part in a panel discussion held at the Fatimah Jinnah Women University on British Council’s Active Citizens Programme. The British Council is working with the Higher Education Commission across all universities and degree awarding institutions in Pakistan to help young students take action in their local communities, and at a regional and national level. This programme will provide mandatory training on inclusion and tolerance to every undergraduate in Pakistan.Lord Ahmad also welcomed back 2017-18 Chevening and Commonwealth scholars at a reception at the British High Commissioner’s residence in Islamabad. Lord Tariq Ahmad and British High Commissioner Thomas Drew met with a number of the recently returned scholars on the completion of their fully-funded Chevening one year masters’ degree and Commonwealth Masters and PhD programmes in the UK.Congratulating the Chevening and Commonwealth Scholars, Lord Tariq Ahmad said: I am delighted to be back in Pakistan to see and hear about the strength of the UK-Pakistan partnership. Meeting with ministers, students and alumni, I heard about the depth of our connections, the impact of the UK support and the progress Pakistan is making to support education, development and dialogue. I was also pleased to welcome back to Chevening and Commonwealth scholars back to Pakistan, and congratulate them on completing their masters’ degrees and PhD programmes in the UK. Pakistan remains one of the top priority countries for the Commonwealth and for Chevening, and these scholars are a testament to the education links between the UK and Pakistan. Twitter: @UKinPakistan, @ChevPakistan, @tomdrewUK Facebook Instagram More InformationFor updates on the British High Commission and the Chevening Programme, please follow our social media channels:
When Chris LeRoy ’11 got a talking-to from his coach, he listened.“Coach Murphy talked to me in the off-season about becoming a tougher, nastier player on the field, and I applied that as much as I could,” said the center offensive lineman. “The difference between this year and last year is the intensity in which I approach football.”Now LeRoy, who has played football since age 8, is experiencing his first year as a starter with the Crimson. He saw no action on the field as a freshman, but worked his way up, appearing in three games as a sophomore, and nine as a junior.And as a senior, LeRoy’s hard work paid off just in time.“I made a conscious effort to give 110 percent effort. Working hard has always come naturally to me,” the 6-foot-3, 290-pound LeRoy said.Tim Murphy, Thomas Stephenson Family Head Coach for Harvard Football, said LeRoy “has developed into an All-Ivy caliber player.”In the spring, the government concentrator was awarded the Matt Birk Most Improved Offensive Line Award. LeRoy stuck around Harvard over the summer, too, working out and training for the season.“Throughout the preseason, this being my last year, I’ve tried to embrace every opportunity, and tried to be a leader,” he said. “I just really wanted to make my last season a memorable one.”“I come from a football family,” said LeRoy, who grew up in Portland, Maine. His father, a former teacher at Deering High School, played college ball for the University of Maine and was also an assistant football coach for LeRoy, who played during high school. LeRoy’s mother was a swimmer for the University of Maine, and his sister rows for Boston University.“I love the intensity and camaraderie of football,” said LeRoy. “I think it’s a very unique sport in that one person cannot win a game for you. With basketball, if you have a great player, he can take care of things. But in football, you need everybody to do their job correctly in order to be successful.”After football, LeRoy is looking forward to returning to another love: the piano.“Between football and school, my playing has gone way down,” he said.LeRoy began piano lessons when he was 7. “My mom is a big music person,” he revealed. “She really encouraged my sister and myself to get involved with singing and piano.”Football, singing, piano . . . what else? “I also love to dance.”With graduation looming, LeRoy plans to pursue a job in business or law, eventually enrolling in law school.But until then, it’s football all the time, and being a powerhouse isn’t easy. There’s schoolwork and practice to balance, not to mention sleep — and thousands and thousands of calories. For breakfast, LeRoy typically eats “two omelets, another pile of scrambled eggs, home fries, banana, orange juice, yogurt, fruit salad …”Harvard House masters refer to LeRoy and his teammates as “the wall of flesh.”But for LeRoy, it’s all worth it.“When you’re on the field, nothing else really matters.”The Crimson go up against Princeton University on Oct. 23. For a complete schedule, visit GoCrimson.