”The food we eat, from whatever source, will need to be produced sustainably in a ‘whole system’ approach”The UK awaits the independent review from Henry Dimbleby which will direct the National Food Strategy. The strategy will address food integrity (safety and security) whilst reducing environmental impact.It aims to deliver confidence in a safe, nutritious, sustainable, ethical and resilient food supply chain for the UK, and afford the best farmers and food producers international competitiveness in an environment where the UK stands alone from the EU. Whatever changes the future and the strategy bring, that the UK remains a global food safety leader that provides high quality, safe British products needs to be protected under all circumstances.National food safety sampling plans, both for domestic and imported produce, need to be smart, ensuring that valuable resources spent on protecting the UK are directed as efficiently and effectively as possible. Supply chain and risk management tools can be used to inform these plans, ensuring they are intelligently targeted against the most relevant and current risks to consumer safety and trust.Furthermore, digital early warning system platforms can review global trade to detect anomalies, highlighting events (including fraud) which are likely to impact food safety. These types of systems will ensure the UK is on top of such events and can respond quickly to threats to supply, safety and of criminal activity.Linked to food safety is the need to ensure food authenticity; that the food itself is as described and not manipulated ultimately to the detriment of the consumer. Britain will replace the EU protected name scheme with a domestic scheme to support its trade. The UK scheme could, simultaneously, provide an assurance of authenticity which has always been a weakness of those currently used, whilst representing the quality of British foods and their ethical and sustainable production. Quality, safety and authenticity can be evidenced by compliance to standards that are applicable (and auditable) in the UK and in the exporting countries under this, or equivalent, schemes.Increasing population, changing dietary preferences and exhaustion (conservation) of planetary resources will drive the incorporation of alternative sources of food and feed from those to which we have been accustomed over the last century. Insects as a source of protein for both food and feed is becoming increasingly established worldwide along with other sources of alternative protein, such macro and micro-algae, fungal and other plant and cellular production. The UK food strategy needs to accelerate the development of such products into domestic production at scale in order to bolster national food security and ensure the UK does not lose international competitive edge.The food we eat, from whatever source, will need to be produced sustainably in a ‘whole system’ approach. Sustainable food production relies on complex interactions of factors from soil health, to water and air quality, pollinator health, pest/pathogen control and climatic emissions. Defining our natural capital and ecosystem services will create a framework to manage the environment more sustainably.Deeper understanding of the impact of food production on the natural environment will enable land management to be tailored more closely to the needs of the crop/growing environment at field level or finer. For this, data is required to identify causal links between land management, environmental impact and food production for current practices to be best revised. It follows that the food strategy should facilitate generation of a data handling system to collate and interrogate vast quantities of data to this end.So, we are at a time of great change, not only as the UK exits the EU, but as it seeks to lead globally in the bigger drivers in food production for planetary conservation and animal welfare. Striking the balance for setting the highest standards whilst retaining international competitiveness and affordable, healthy and nutritious diets for the UK consumer is the focus of intense national debate currently. Wherever it goes, there must be no compromise to the world-leading food safety standards which Britain can rightly claim today.
The researchers polled 504 institutional investors, funds of funds, consultants and managers – all of which were hedge fund allocators or investors – a group they said represented $2.1trn (€1.9trn) in hedge fund assets.On the subject of the rise in pension fund allocations to hedge funds, Deutsche Bank said 71% of pension fund respondents now used an investment consultant, compared with just 15% in 2010. “This trend is contributing to a change in pension funds’ portfolio allocation tactics, including a more scientific focus on alpha versus beta and greater demands around operational excellence,” it said.Anita Nemes, global head of capital introduction at Deutsche Bank, said: “Investors are concentrating and redesigning their portfolios in search of less correlated, diversified return streams.”Some 41% of the survey’s respondents are planning to increase their hedge fund allocations during this year, Deutsche Bank said.This compares with 11% aiming to decrease the allocations, and 48% whose allocations are expected to stay the same.According to the survey, hedge fund industry assets are expected to grow by around 5% in 2016, to more than $3trn.The bank said that, even though it had been “a challenging year for global financial markets and for hedge funds,” investors remained committed to their hedge fund programmes.Within hedge fund investment, it said there was more demand for tailored strategies.It said more investors were now aiming to raise allocations to products such as alternative beta and risk premia strategies, liquid alternatives, hybrid private equity and hedge fund vehicles, as well as co-investments. Pension funds around the world have increased their allocations to hedge funds this year to 8% on average from 7% last year, with their growing use of investment consultants having a gradual effect on tactics, according to a survey.Deutsche Bank, in its annual Alternative Investment Survey, also said 48% of investors it polled were likely to increase their allocations to alternatives in 2016, after 47% increased the weighting in 2015.This compares with 7% that are likely to decrease the allocations and 46% that are expected to keep allocations at the same level as now.The survey covers investment in a range of alternative assets including hedge funds, private equity, real assets, commodities and alternative beta but focuses largely on hedge funds, which make up about half of the investor allocations surveyed.
As the Police investigation continues into allegations of the million payment fraud, Deeds Registrar Azeema Baksh has since denied any wrongdoing. This was detailed in a statement issued on her behalf by her lawyer, Attorney-at-Law Nigel Hughes, on Thursday.It was alleged that Baksh unlawfully paid herself a higher salary than was approved by the Judicial Service Commission (JSC). These payments reportedly started in 2014 and continued up to the present, totalling almost $4.5 million.Additionally, it was claimed that the Deeds Registrar also waived some $7 million of revenue owed to the Deeds and Commercial Registries Authority (DCRA). The request was alleged made by an attorney who owed some $8.5 million, but only paid the Authority $1.5 million.Deeds Registrar Azeena Baksh and Legal Affairs Minister Basil Williams back in 2015However, Baksh has refuted both of these allegations. “Ms Baksh strenuously denies the allegations and will continue to provide the Guyana Police Force with all the documentation and other material to confirm her innocence,” the public missive from her lawyer outlined.In fact, Hughes pointed out that on February 13, 2013, the then Cabinet had taken a decision that all staff of the Deeds Registry who opted to transfer to the Deeds and Commercial Registries would be paid severance and would be offered contract gratuity appointments.He continued that pursuant to the issuance of that Cabinet memo, the staff of the Deeds and Commercial Registries were written to by the Permanent Secretary of the Legal Affairs Ministry on May 19, 2014, providing them with two options – either refuse the offer of employment with the Deeds and Commercial Registries and be transferred to another Government Ministry or Department, or accept employment with the Deeds and Commercial Registries and receive severance under the termination and severance act.“Ms Baksh accepted the offer of employment with the Deeds and Commercial Registry and was paid severance in keeping with the offer from the Permanent Secretary of Legal Affairs. The payment of salaries for the staff of the Deeds Registry is prepared by the Human Resources Department and submitted to the Finance Department for disbursement of salaries,” Attorney Hughes pointed out.He went on to underscore that Baksh did not have the authority to direct the Human Resources Department or the Finance Department, to make any payment of salaries. These Departments, he added, report to the Governing Board of the DCRA. The lawyer noted too that his client never authorised the Human Resources Department to place any member of the Deeds and Commercial Registries on the payroll.Nevertheless, Hughes stated that Baksh was invited by the Head of the Fraud Department of the Criminal Investigation Department (CID) on Tuesday for an interview, which she attended and the allegation that she had wrongfully authorised the payment of her own salary on a contract basis – when she was still a member of the permanent establishment – was put to her.The Attorney said the Deeds Registrar denied the allegation and undertook to provide the Police with all the documentations relating to the Cabinet decision, the offer of severance and the payment of her salary.Hughes further stated that the following day, his client returned to the CID Headquarters where she provided the Police with copies of the Cabinet memo, the offer from the PS of the Legal Affairs Ministry and other pertinent documents. However, he noted that on neither of those days, no allegation of any waiver of fees or waiver of any monies due to the Registry or the Government was ever put to Baksh during the interviews with the Police.Meanwhile, also commenting on the issue, former Legal Affairs Minister Anil Nandlall, under whose tenure Baksh was appointed, explained that whatever remuneration package the Deeds Registrar was enjoying came out of consultations with the Guyana Public Service Union (GPSU) prior to her, along with other staff members, transferring to the DCRA.
Nehru’s brainchild: On the verge of bankruptcy”They are cremating Pandit Jawaharlal Nehru for the second time (at National Herald)”. Thus wrote septuagenarian M.C. Chalapati Rau, doyen of the ‘nationalist press’ and editor of the Herald for nearly four decades, in a letter addressed to Mrs Gandhi back in 1978.Four years,Nehru’s brainchild: On the verge of bankruptcy”They are cremating Pandit Jawaharlal Nehru for the second time (at National Herald)”. Thus wrote septuagenarian M.C. Chalapati Rau, doyen of the ‘nationalist press’ and editor of the Herald for nearly four decades, in a letter addressed to Mrs Gandhi back in 1978.Four years after Rau left that huffy note and resigned, the cremation seemed to be still smouldering. Tottering on the verge of bankruptcy and unable to stem the tide of mismanagement and executive corruption, the Congress(I) high command – which holds controlling shares through a trust – was toying with two alternatives last fortnight: to close down most of its publications, or to sack the present board of directors of the company that publishes the Herald chain, Associated Journals Limited (turnover in 1980-81: Rs 2.5 crore).The Chairman and Managing Director of Associated Journals, Yashpal Kapoor, Mrs Gandhi’s potbellied Man Friday, recently got a reprieve when the skeletal three-man directors’ board survived an annual general meeting with most shareholders submissively sending their proxy to Kapoor.Kapoor: Competing for top billingBut the company’s balance sheet, which was surprisingly not circulated at the seemingly well-rehearsed annual general meeting, shows a whopping accumulated loss of Rs 70 lakh against an issued capital base of just Rs 56 lakh. The paper has started skipping editions because newsprint cannot be paid for; payment of wages has become irregular; the journalists, with fingers crossed, are waiting to jump out.To cap it all, the charmed circle around Rajiv Gandhi has begun a discreet enquiry into the affairs of Associated Journals. Unconfirmed reports hint at Kapoor’s eventual succession by Arun Nehru, the MP from Uttar Pradesh.advertisementLiquidity: Talking to India Today, Nehru side-stepped the issue of his possible charge by describing it as “pre mature”. But he admitted having discussed the “sickness’ of National Herald and its sister publications with his friend, Rajiv. Many Herald insiders would welcome Nehru for his “high connection” and the board-room experience he earned as managing director of a multinational paints company.’The National Herald’s only editorial policy is sing bhajans to Indira Gandhi and Yashpal Kapoor; its only business policy is to plunder resources and secure ads by blackmail.’Chalapati Rau, former editorHowever, a mere change of guard may not pull the company back from the financial precipice where it has landed itself. In a bid to expand senselessly and far beyond its means, the company has run into what Kapoor himself recognises as the “gravest liquidity problem” in its 44-year history. Samples:The 496 employees at the New Delhi office were paid their salary for December two weeks after the due date. The chief editor, Hari Jaisingh, got his cheque on January 13.The nearly 400 employees at the Lucknow office got their salary for October, and that too in instalments, in December.The Press Trust of India withdrew its tickers from the Herald offices last fortnight after arrears crossed Rs 3 lakh.The Municipal Corporation of Delhi served final notice on the company last fortnight that the water connection at its offices would be cut because of non-payment of Rs 80,000 of arrear bills.The Lucknow edition dropped a day’s issue in December because it had no cash to buy newsprint. It also can’t make blocks because the management says it is unable to buy an AC/DC converter worth Rs 3,000.A former employee, sacked six years ago, recently got a High Court decree issued against the company for payment of Rs 17,800 to him as compensation. Since the company said its coffers were empty even office equipment – such as cvclostyling machines – had to be seized and sold last fortnight to pay the ex-employee.A cheque for Rs 50, given to a contributor, bounced recently.’We’ve been objective in our reporting and fair in our editorial views, within certain parameters, of course.’Jai Singh, editorThe Herald’s saga of hard luck does not end here. In 1976, its banker, Punjab National Bank, was compelled by the Emergency regime to sanction a fat loan to the company for the purchase of a Soviet-made rotary machine.The loan was never paid back, and the bank went to court to obtain a decree of Rs 12 lakh against the company. It was a tricky situation for the guarantor, Vijaya Bank, which paid the money to Punjab National Bank but has little hope of getting back the instalments and interest. Another litigation is inevitable.Notorious Reputation: The company is notoriously cynical about borrowing and not paying back. A loan of Rs 30 lakh raised by it in 1975-76 for construction of a new building in Lucknow has now become Rs 80 lakh with interest. “We haven’t been able to pay back a copper of that,” said Kapoor with what looked like an oddly satisfied smile.advertisementBehind this shoddy financial profile of the company, and the apparent ineptitude of its managers, lurks a systematic plan to keep it perpetually under the thumb of Mrs Gandhi and her chosen people. The key to it is held by Jan Hit Nidhi Trust, formed by Jawaharlal Nehru’s associates – P.N. Sapru, Umashankar Dixit and Padmaja Naidu – in the late ’50s, which holds Rs 40 lakh of the Associated Journals’ Rs 56 lakh of issued capital.Its three present trustees are: P.A. Narielwala, former Tata employee, Congressman, and secretary to the Jawaharlal Nehru Memorial Fund; Umashankar Dixit, a former Union home minister and Congress(I) veteran; and, Bishambhar Nath Pandey, president of the Uttar Pradesh Congress(I) Committee. Apparently, all three of them repose their trust firmly in Mrs Gandhi.In 1978, when Mrs Gandhi broke away to form her own party, the trustees took shelter behind a clause in the company’s 1938 article of association which said “the policies of the newspapers published by the company will be to support and propagate the policies of the Indian National Congress”. The trustees – predictably – resolved that Mrs Gandhi’s party alone was the true Congress.Individual Shareholders: Besides the Trust, the company’s shares are held by about 300 individuals, only five of whom own shares worth more than Rs 1 lakh. Mrs Gandhi herself owns just Rs 1,000-worth of shares, for which she sent her proxy to Kapoor at the last annual general meeting.The paper, which had a glorious record during the freedom movement, came up in the wake of the first popular ministry in Uttar Pradesh in 1937. Nehru and Rafi Ahmed Kidwai took the initiative, and funds poured in from all corners of the country. But subsequent leaders of the Herald deftly kept the original donors out of the picture.The Tatas, for example, donated a sum of Rs 3 lakh which was in preference shares and was never converted into equities, thus denying the family reputed for its professional ability any say at the shareholders’ meetings.Kapoor was chosen by Mrs Gandhi in 1978 when the previous managing director, Mohammed Yunus, resigned after submitting a strongly-worded report favouring closure of the Delhi edition of the paper. Yunus’ decision was born out of pragmatism: the Delhi edition sold just about 1,000 copies at that time campared with 5,000 for the Lucknow edition.But Mrs Gandhi, pitted against generally hostile media, needed the Herald to continue in the capital, and Kapoor obliged her by continuing to roll out the Delhi edition, throwing overboard all financial considerations.Untraceable Accounts: During the Emergency the company raked in enormous funds through questionable advertisement collections and doubtful and often unaccounted donations. An enquiry by the Company Law Board, the report of which was hushed up soon after the Congress(I)’s return to power, established that sources of an amount of Rs 4.87 crore, shown in the book of accounts, were “untraceable”.advertisementHowever, after Mrs Gandhi’s defeat in 1977, sources of finance ran dry. Kapoor had to fall back on the age-old escape route from financial distress: robbing employees.His management stopped transmitting employees’ insurance premiums; provident fund and health insurance dues were deducted from employees’ salary but not paid to the relevant departments; income tax deducted at source was not deposited; auditors checking the company’s balance sheets were aghast to find that there was no system of internal auditing.This was topped with a paralysing lock-out in all offices of the Herald from March 1979 till the next year. The paper limped back to normalcy only after Mrs Gandhi came back to power in 1980.Meanwhile, journalists and other staff left the paper in droves, some in disgust, others out of sheer necessity. Even Khushwant Singh, who had a brief stint as the chief editor, faltered in his determination to improve Mrs Gandhi’s image when he was unable to make the management pay the staff their salary every month.Promises: Kapoor brought in Hari Jaisingh, a nondescript resident editor of the Ahmedabad edition of Indian Express, as the chief editor. With the happy tiding of 1980 came promises of more donations, more advertisements, more forced sales.Kapoor reconstituted the board of directors, its two other members being Vimal Malhotra, a small-time industrialist who, as a trade union leader, had once headed the National Herald employees’ union, and Mallikarjun, deputy minister for Railways, who held the post in total violation of the convention that no minister should hold a director’s office.In the name of expansion, the board opened up a chapter of unprecedented squandermania. Three editions of the Herald’s sister Urdu publication, Quaumi Awaz, were started from Delhi, Bombay and Patna, apart from its usual Lucknow edition.A parallel unit was begun from New Delhi’s Indian and Eastern Newspapers Society (IENS) building to bring out English and Hindi editions of a little-known publication called Indian Farmers’ Journal. The other plans on the card include three new editions of Herald, and its Hindi co-publication, Navjivan (now brought out from Lucknow alone), from Bombay, Hyderabad and Bhopal.In the process, however, the company’s real interest was diverted from newspapering to construction. Next to its present office at Kaiserbagh on the banks of the Gomti in Lucknow, it began a 12-storeyed building for Rs 4 crore; at Bhopal, it concluded a controversial land deal with the Bhopal Development Authority to start construction of yet another building for Rs 2 crore.Various Queries: From where did the promise of new capital come? And – as many in Herald are asking now – if money was at all available, why wasn’t it used to clear the debts to banks, the Government and the employees? However, Kapoor is not amused.Recently, he stopped deduction of provident fund for all employees drawing over Rs 1,600 a month on the plea that the Provident Fund Act allows him to do so – a contention not corroborated so far by the Fund authorities. Thus, he has escaped statutory obligations in every way on the plea of economy, but has still managed to go ahead with his grandiose ‘expansion plans’.Last fortnight, Kapoor, talking to India Today, admitted that the buildings were to be financed by a “group of businessmen” who would “not charge Herald a rupee”. But he was silent on:whether this transaction would be shown in the company’s books of account and, if so, how;why the concerned businessmen offered to make contributions; and,how business in real estate was consistent with National Herald’s memorandum of association.Brushing these issues aside, Kapoor said: “The main task is to make Associated Journals Limited immune to the Congress Party’s vicissitudes of fortune. We were victims of a systematic witch-hunt during the Janata period, when our advertisement earnings were forcibly lowered, our workers were instigated to go on strike, and the paper was dragged into a tangle of false litigations.The buildings will allow us relative independence even when the Congress is out of power. We want to be free from financial worries for all time to come.”Both Kapoor and Jaisingh claim to have gone a long way in ‘professionalising’ the organisation. “We’ve been objective in our reporting and fair in our editorial views, within certain parameters, of course.” defensively argues a mild-mannered Jaisingh. “We even print Opposition news.” piped in Kapoor more bluntly.However, as a senior journalist in the paper remarked, “Herald projects only two leaders, if you may say so: Mrs Gandhi and Yashpal Kapoor.” In 1981, Kapoor’s statements and photographs were front-paged over 50 times in the paper, variously describing him as “senior Congress leader”, “prominent leader of the Indian National Trade Union Congress”, and “leading social worker”.Quipped the journalist, “For the readers of the Herald – not a large community, I dare say – the race between the prime minister and Kapoor is quite a photo finish, with Rajiv Gandhi coming in as a distant third.”Toeing The Line: On reporting political issues, the paper often toes the Congress(I) line in quite a brazen-faced manner. On the eve of the Opposition-sponsored Bharat Bandh on January 19, its two main front-page headlines read: “Government to be tough on coercing strikers” and “More to ignore bandh”.When the Maharashtra chief minister, A.R. Antulay lost his case at Bombay High Court and resigned, the editorial in National Herald merely sang paeans of praise to Mrs Gandhi for being “democratic” in accepting Antulay’s resignation.However, its closeness to the Congress(I) gives it occasional flashes of insight: it was the only daily to predict the latest round of reshuffles in the Union Cabinet (see cover story) on the morning it took place.It is true that there have been confusing trends once in a while; like the Herald suddenly publishing an article by T.N. Kaul criticising the recent International Monetary Fund (IMF) loan. But insiders promptly put it down to “editorial ignorance” of which way the wind was blowing.A front-page article criticising the Congress(I) chief ministers’ frequent trips to Delhi was explained by them as a subtle attempt to “wangle” state government advertisements.However, to ask the Herald authorities about its circulation – like asking a woman her age – is considered impolite. Though Jaisingh claims a weekday circulation of 20,000-plus in the capital and 30,000-plus in Lucknow, a representative of the National Herald Employees’ Union averred that the combined daily sale was “within 15,000”.On such a slender circulation base, how the paper brings out 10 to 12 supplements – loaded with ads – in a month is a mystery in the newspaper circle. In 1980-81, it netted Rs 1.25 crore from advertisements. As Kapoor fondly mused, “Our ad and circulation boys are simply brilliant.”That again is a mystery. Last year, both the circulation and advertisement managers of the company quit their posts. The new circulation manager, who was catapulted to the office, was once a timekeeper in the Lucknow office, while the new advertisement manager was a clerk in the advertisement department.In fact, examples of such spectacular rises are legion at National Herald: a sub-editor overnight finds himself in the chair of a leader writer, a junior sports sub is suddenly anointed as the sports editor, a lino operator takes over as the chief press supervisor.Chalapati Rau, who had once in disgust burnt copies of the paper at the site of Nehru’s cremation at Shantivana, remarked: “The National Herald’s only editorial policy is to sing bhajans to Indira Gandhi and Yashpal Kapoor; its only business policy is to plunder resources and to secure ads by blackmail.”Firmness: Rau has a right to vituperate. During the Emergency, when he was the chief editor, he did not allow any statement or photograph of Sanjay Gandhi, then all-powerful in the Congress, to appear in the paper. He refused to draw a salary of more than Rs 2,000 a month (Jaisingh gets Rs 8,000, including perks).Even Mrs Gandhi used to fear the sharpness of his tongue and the acid in his pen. In 1978, he was thrown out of office, and, since then, Kapoor has taken care to see that his Rs 1,500 monthly pension is stopped.Even a member of the Jan Hit Nidhi Trust, who refused to be identified, agrees that the paper has little viability unless “we choose between two alternatives: to run it as a purely professional organisation, or to run it as a completely above-board party organ, free from wheeler-dealers’ interference”.He cited the example of Hindustan Times, which started as a mouthpiece of the Gadr Party but later on became a commercial organisation under the Birlas, and survived. At the other end of the gamut, the two communist parties, he said, have been able to continue with their respective party organs without undue reliance on advertising revenue.But the Herald, with its 900 staff, and its management’s all-consuming desire to turn it into a money-spinner, cannot but choose a half-way house from where it has to increasingly lean on non-newspaper profits: in 1980-81, it earned Rs 20 lakh by renting out its premises in Delhi.”No newspaper”, said the sceptic trustee, “has ever been profitable by propagating the views of one political party.” Evidently not impressed by this line of argument, Kapoor counterposed, “If the Congress can be a viable party, why can’t National Herald be a viable paper?” No wonder that the current joke at the Herald office is to whisper aloud: “We want Antulay”.
It was an evening of awareness and fighting the stigma against mental illness, as Vincent Piazza, star of an Emmy and Golden Globe winning series Boardwalk Empire hosted the National Alliance on Mental Illness-NYC Metro’s (NAMI-NYC Metro) annual “Seeds of Hope” gala in New York City.Brandon Marshall at Seeds Of Hope galaApproximately 500 supporters were in attendance which outnumbered the previous years’ events to date and the $300K was the highest ever raised for the many programs of NAMI-NYC Metro including its three psycho-education courses, peer-to-peer support groups and public education events that help thousands of New York City residents each year.Those honored included First Lady of New York City, Chirlane McCray for her outstanding leadership and commitment to ensuring that mental health is treated with the same importance as physical health; New York Jets Wide Receiver Brandon Marshall received the #IWILLLISTEN Catalyst for Change Award for his work to spread awareness and understanding about mental illness and commitment to reduce stigma and lead others by encouraging them to seek care.Also honored at the gala was David Spanier, Esq., The Adele Anshien Volunteer of the Year and General Counsel at the Dextra Baldwin McGonagle Foundation for his years of service as a board member, providing legal guidance to NAMI-NYC Metro and as a Family-to-Family teacher. And lastly, Director of Healthy Minds at American Express, Charles Lattarulo was honored for his leadership in promoting mental health to American Express employees and their families through the #IWillListen global initiative for American Express employees.Marshall gave a heartfelt speech about what he has gone through in dealing with Borderline Personality Disorder, even being hospitalized for three months. His goals are the reduce stigma in not only football players and athletes, but those around the country who are too fearful to seek help.Other notable attendees included: Nathan Romano (Vice President of the Board of Directors), Barbara Ricci (President of the Board of Directors, NAMI-NYC Metro), and Dwight Hollier (NFL Director of Transition and Clinical Service) and Zach Grenier (The Good Wife).
Facebook Twitter Google+LinkedInPinterestWhatsAppTurks and Caicos, March 31, 2017 – Providenciales – It is 100 days of the new PDM Administration and the government is quiet about what has or has not been accomplished in this often telling, just over, first three months in office. Key for the PDM when it addressed media on priorities was crime, national fiscal health, youth engagement, a national tourism plan, infrastructural enhancements and getting to the problems with health care.While there is evidence that the new administration has been under pressure to get a new budget restarted and completed, to spend budget monies before the end of the fiscal year and working with a UK assessment team and the Opposition to crack down on crime; it is unclear whether or not the PDM accomplished as many of the 100 day goals as they would have liked.While the silence from the government’s side is deafening, the lamenting from the Opposition side is loud and clear. Appointed member and PNP National Chairman Royal Robinson says the more things change, the more they stay the same. In a succinct statement, Hon Robinson runs a list of the five top bills not passed by the PDM in the first 100 days.Service Charge bill, Immigration Repeal and replace bill; Pensions and gratuities amendment bill, Youth Empowerment bill and Freedom of Information bill. Robinson also sent a more detailed media release, it is posted at Magnetic Media TV dot com.#MagneticMediaNews#100daysofPDM#PDMfirst3monthinoffice Facebook Twitter Google+LinkedInPinterestWhatsApp Related Items:#100daysofPDM, #magneticmedianews, #PDMfirst3monthinoffice