Don’t miss out on the latest news and information. We are young Smart’s Siklab Saya: A multi-city approach to esports Shanghai officials reveal novel coronavirus transmission modes Many attributed to luck the Eagles’ defeat of the defending champion Tamaraws almost two months back. Now, pundits say the Blue Eagles can’t be overlooked after tearing apart two of the best teams in the league in succession.“Again, it was a great team win,” said Ateneo pivotman Isaac Go. “FEU is the No. 2 rebounding team, and one way to beat them is through heart and effort. That’s what our team showed today.”FEATURED STORIESSPORTSGinebra teammates show love for SlaughterSPORTSWe are youngSPORTSCone plans to speak with Slaughter, agentFor the second straight game, Go was a pillar of strength for Ateneo, fighting off FEU big men Prince Orizu and Raymar Jose in the shaded area, just as he made life difficult for La Salle’s Ben Mbala.“I guess we just came out to fight,” said Thirdy Ravena, whose knifing layup in the closing minutes energized the Eagles as they held off the Tams’ fightback in the closing minutes. “We knew we’re the underdogs and our game plan was to work hard for every possession.” The Falcons, whose semifinal appearance came in 2011 under coach Leo Austria, moved up to 7-5 and sent the Tigers reeling to their 10th defeat in 13 games.Sports Related Videospowered by AdSparcRead Next PH among economies most vulnerable to virus 30 Filipinos from Wuhan quarantined in Capas Smart hosts first 5G-powered esports exhibition match in PH Chinese-manned vessel unsettles Bohol town Where did they go? Millions left Wuhan before quarantine Go tossed in a floater in the next sequence and Ateneo was safe again with a 13-point lead.With their fourth straight win, the Eagles caught the Tamaraws at second with an 8-4 record but could eventually wrest the No. 2 seeding should both teams end up tied entering the Final Four.Adamson completed the Final Four cast with a 76-61 triumph over the University of Santo Tomas Tigers in the other game.“Nobody expected us to be here in the Final Four,” said Adamson coach Franz Pumaren. “If this is a dream, I hope I don’t wake up.”While La Salle has already sealed the top ranking, Ateneo, FEU and Adamson are still in the race for the No. 2 berth, which offers a twice-to-beat privilege in the Final Four.ADVERTISEMENT MOST READ Taiwan minister boards cruise ship turned away by Japan PLAY LIST 01:31Taiwan minister boards cruise ship turned away by Japan01:33WHO: ‘Global stocks of masks and respirators are now insufficient’01:01WHO: now 31,211 virus cases in China 102:02Vitamin C prevents but doesn’t cure diseases like coronavirus—medic03:07’HINDI PANG-SPORTS LANG!’03:03SILIP SA INTEL FUND Mainland China virus cases exceed 40,000; deaths rise to 908 View comments Pacman still big draw EDITORS’ PICK Ateneo Blue Eagles vs FEU Tamaraws in a UAAP Season 79 game. Photo by Tristan Tamayo/INQUIRER.netBad news for Ateneo’s opponents: The resurgent Blue Eagles are playing with new-found confidence at the most crucial juncture of the season.Five days after their shock upset of the La Salle Green Archers, the Eagles thumped the Far Eastern U Tamaraws anew, 74-59, yesterday in the UAAP Season 79 men’s basketball tournament at Mall of Asia Arena.ADVERTISEMENT As fate of VFA hangs, PH and US forces take to the skies for exercise
February 5, 2019 KUSI Newsroom KUSI Newsroom, Posted: February 5, 2019 Meet the new CEO of The Chicano Federation of San Diego County 00:00 00:00 spaceplay / pause qunload | stop ffullscreenshift + ←→slower / faster ↑↓volume mmute ←→seek . seek to previous 12… 6 seek to 10%, 20% … 60% XColor SettingsAaAaAaAaTextBackgroundOpacity SettingsTextOpaqueSemi-TransparentBackgroundSemi-TransparentOpaqueTransparentFont SettingsSize||TypeSerif MonospaceSerifSans Serif MonospaceSans SerifCasualCursiveSmallCapsResetSave SettingsSAN DIEGO (KUSI) – The Chicano Federation of San Diego County, a nonprofit organization dedicated to providing comprehensive, neighborhood-based services to underserved youth, families and seniors across San Diego County recently announced Nancy Maldonado as its new CEO.Maldonado said he wants to lead the organization in meeting the region’s ever-increasing needs for quality child development programs, affordable housing, and additional comprehensive programs and services.Maldonado joined the Chicano Federation in 2017 and is an active member on several organizational committees and boards, including the California Alternative Payment Program Association Public Policy Committee and the San Diego County Child Care and Development Planning Council, according to the Chicano Federation.For more information about Chicano Federation and how you can help drive the organization’s mission forward through volunteering, donating or supporting the 50th Anniversary Ball. Visit www.chicanofederation.org for more information. Tickets and sponsorships available. Categories: Good Morning San Diego, Local San Diego News FacebookTwitter
Vertical Web Media, publisher of Internet Retailer, relies on telemarketing for subscription renewals and it doesn’t pick up the phone until it’s exhausted all of its other campaigns, from print to the Internet. Publisher Jack Love places priority on print campaigns because they bring in more committed subscribers. Love turns to telemarketing to quickly and efficiently fill in the gap of subscribers before an audit. He estimates that nearly a quarter of its 42,000 subscribers are obtained through telemarketing. It’s also a cheaper alternative, costing about $3 per subscriber to a print campaign’s $10, he says. Still, he’s “amazed at how many publishers rely on telemarketing for too much of their subscription base because it’s so easy.”The Chicago-based publisher uses Ark TeleServices for its telemarketing. “We outsource it because we don’t know how to do it the way they do. We just don’t have the manpower and technical capabilities to do this,” Love says. “I couldn’t imagine doing this in-house.” He ticks off a number of ducks in the telemarketer’s row: the automated dialing system, setting up the recording system, properly recording the qualified for the BPA audit purposes. In addition, there’s the cost of staff, recording software, hiring costs, training, overhead, QA and floor management to consider. “It’s a big job and it requires a lot of capabilities and it requires a specialist. It would be like trying to print the magazine in-house. It’s just much more efficient to do it through a provider,” he says.Not everyone agrees. Golf Inc., which is published by San Diego-based Cypress Magazines, does its telemarketing in-house for requalification of both its print and digital subscribers, new subscribers for its digital magazine, updating past conference attendee lists and as a tool to increase attendance for future conferences, says Jennifer Posey, circulation coordinator for the magazine. The company relies primarily on remote contract employees who work from home, mostly stay-at-home mothers and retirees looking for flexible work, a group called the “Home Team.” The company handles telemarketing in-house because of cost and quality control, she says.“We found it to be substantially cheaper to keep our telemarketing in-house. We do not have the office costs such as space, electricity and office supplies,” Posey says. Another way the publisher keeps costs down is by having the telemarketers make calls through a new and affordable Internet-based phone service named Skype.Do-Not-Call UpdateIn February, both Congress and ultimately President Bush, signed into law new legislation that will basically make registration to the Do-Not-Call Registry permanent. The original law set forth by the Federal Trade Commission in 2003 had a five-year expiration period built into it and consumers would have had to re-register after that. Not so, thanks to the new law. All numbers will remain on the list unless an individual requests the number be removed or if the number becomes invalid.The list currently has about 150 million phone numbers. Certain organizations, like charities, political organizations and businesses which have an established relationship with consumers, are exempt from the legislation.The list has been a sizeable thorn in the side of telemarketers since its inception making it difficult for telemarketers to acquire new subscriptions. Telemarketers can only go back 18 months for dead expires. Previously, that window stretched to up to three years.One bright spot for telemarketers: the new law requires the FTC to periodically check telephone numbers registered on the list to make sure they have not been reassigned or disconnected. Telemarketing has increased nearly 500 percent in the past decade—by more than 17 million subscriptions—to become the largest source of controlled circulation for publishers, according to an article in Folio: sister publication, Circulation Management.The industry, like any component of publishing, still faces some curve balls. The latest one is the BPA’s Telemarketing Recording Rule, which went into effect in January and stipulates that every telemarketing call must be recorded, which means an extra layer of responsibility all around. In-House Vs. OutsourceThese days, telemarketers are taking on a lot more responsibility: controlled circulation projects, outbound calling for requalification and new name acquisition; paid projects; renewals and acquisition/subscription; lead generation to promote trade shows and conferences; welcome calls and client surveys; and inbound customer service.
Privacy 0 Post a comment Tags Tech Industry Internet Internet Services Share your voice Maine’s governor on Thursday signed into law one of the nation’s strictest internet privacy protection bills.The Act to Protect the Privacy of Online Consumer Information will require internet service providers in Maine to get permission from their customers before selling or sharing their data with a third party. The law, which goes into effect July 1, prohibits ISPs from offering customers discounts in exchange for selling their data.”The internet is a powerful tool, and as it becomes increasingly intertwined with our lives, it is appropriate to take steps to protect the personal information and privacy of Maine people,” Gov. Janet Mills said in a statement after signing the bill into law. “With this common-sense law, Maine people can access the internet with the knowledge and comfort that their personal information cannot be bought or sold by their ISPs without their express approval.”The law is similar to FCC rules approved in 2016 that would have required broadband companies to get their customers’ permission before they sell “sensitive” information about their web browsing activity, app usage or whereabouts to marketers. But federal lawmakers repealed the rules in 2017 before they took effect.California approved a similar law in 2018, which at the time had the country’s toughest privacy requirements. But unlike California’s law, Maine’s newly signed law doesn’t require consumers to make a request for companies to stop the collection and sale of their personal data.
India’s smaller generic drugmakers, struggling to cope with a bruised reputation and tougher regulation in the United States, are under pressure to consider branching out to new, less-profitable markets or sell out to larger rivals.Two years after its most high-profile regulatory setback to date in the United States – Ranbaxy’s $500 million U.S. fine for drug safety violations – India’s $15 billion a year generic drug industry is still rebuilding its image in its biggest market.Many of its top firms are facing sanctions at some of their factories, as the U.S. Food and Drug Administration (FDA) tightens checks and its approvals process.Combined with government-mandated price controls on drugs at home, that is piling pressure on smaller players.”If they want to have a presence globally, they have to make investments. If they can’t, then they’ll have to focus on other markets or scale back their ambition outside of India, and that’s probably what will happen,” said Subhanu Saxena, CEO of Cipla, India’s fourth-largest drugmaker by revenue.Ashok Anand, president of Hikal Ltd, a Mumbai-based drugmaker with a market value of $167 million, said some peers were putting themselves on the block.”If they cannot deal with the stricter regulations, they might just prefer to sell out,” he said.Pressure on U.S. sales has been felt across the Indian industry, with all drugmakers hit by delays in FDA approvals as the U.S. safety body overhauls its review process. Growth in U.S. revenue for drugmakers slowed to 14 percent in the year to March 2015, less than half what it was in the year to March 2012, according to brokerage Edelweiss.But for larger players who want to plug gaps or, for the likes of Glenmark and Aurobindo who aim to grow in the United States, this pressure has lowered prices and could pave the way for attractive deals, bankers said.”Now that some of the smaller companies are reeling under intensive regulatory scrutiny and want to cash out on their investments, valuations would be much more realistic,” said the head of India M&A at a large European bank in Mumbai.SPENDING SPREEIndian manufacturers say they have spent millions in high-end testing equipment, improved training and have hired larger teams in quality control since Ranbaxy was fined for manipulating clinical data.Some consultants estimate spending on compliance has more than doubled to reach about 6 to 7 percent of sales for the larger companies.But while the number of U.S. export bans issued to Indian companies fell to eight in 2014 from 21 in 2013, according to FDA data, the agency continues to find manufacturing violations at the plants of some of the biggest drugmakers in the country, an indication of the pervasiveness of the problem.Sun Pharmaceutical Industries, Wockhardt, Dr Reddy’s Laboratories and Cadila Healthcare have all faced FDA rebukes over the past year.Smaller firms Ipca and Aarti Drugs faced FDA bans on their plants this year.These failures – which executives blame on India’s “quick fix” culture and consultants blame on a failure to prioritise compliance – have clouded short-term growth prospects and added to pressure on smaller players, pushing some to look elsewhere.”They can choose to be in lesser-regulated markets, such as Latin America, where there is a lot of demand. But they will have to live with much thinner margins,” said the finance director of a small Indian drugmaker, who did not want to be named. “It’s survival of the fittest.”
A company logo is seen outside the Tata steelworks near Rotherham in Britain, March 30, 2016 [Representational Image].Reuters FileIndia’s Tata Steel and German major Thyssenkrupp AG have signed a memorandum of understanding (MoU) on Wednesday to build Europe’s ssecond largest steel enterprises, Tata Steel said in a filing in Bombay Stock Exchange (BSE).”The proposed joint venture—Thyssenkrupp Tata Steel—would be focused on quality and technology leadership, and the supply of premium and differentiated products to customers, with annual shipments of about 21 million tonnes of flat steel products, ” the companies said in a statement.With this agreement, Tata’s plants in the Netherlands and UK will be combined with Thyssenkrupp’s German assets and would be managed through the entity’s headquarters in Amsterdam.”The joint venture would have a pro forma turnover of about €15 billion per annum (Rs1,15,000 crore). It currently employs about 48,000 people spread across locations and would be headquartered in Amsterdam, the Netherlands,” the release said.Commenting on the deal, Tata Steel chairman N Chandrasekaran said, “The Tata Group and Thyssenkrupp have a strong heritage in the global steel industry and share similar culture and values. The strategic logic of the proposed joint venture in Europe is based on very strong fundamentals and I am confident that Thyssenkrupp Tata Steel will have a great future.” N Chandrasekaran takes home Rs 30 crore in FY 2017Reuters”This business combination creates a strong number 2 and is thus much better positioned to cope with the structural challenges in the European steel industry. With Tata Steel, we have found a partner with a very good strategic and cultural fit. Beyond a clear per performance driven orientation, we also share the same philosophy of corporate responsibility towards employees and society,” said Heinrich Hiesinger chairman, executive board, Thyssenkrupp.The proposed combination of businesses would be formed through a non-cash transaction framework, based on fair valuation where both shareholders would contribute debt and liabilities to achieve an equal shareholding in the venture, Tata Steel said in the release.Thyssenkrupp in a press statement added the negotiating parties will give each other access to confidential business to the extent permissible between competitors. “It is envisaged to sign a contract in early 2018,” the company added.
Rohingya Muslim refugees walk on the Bangladeshi shoreline of the Naf river after crossing the border from Myanmar in Teknaf on 30 September 2017. Photo: AFPOver the last 48 hours, some 4,000 Rohingyas crossed into Bangladesh from Myanmar at the Anjumanpara border crossing point, said the IOM on Friday, according to UNB.Traumatised, hungry, and fearing for their lives, the Rohingyas had camped out in the open in area of no-man’s land between the two countries.They crossed at low tide where they were met by Bangladeshi border guards.Early Thursday morning, the Rohingyas, many of them vulnerable women and children who had been walking for days crossed into Cox’s Bazar assisted by the border authorities. Some 1,400 crossed to a transit area to be registered.The Rohingyas are fleeing the violence, which has convulsed their communities in Northern Rakhine State since late August. They join over 820,000 already living in some safety in Cox’s Bazar, where over 607,320 have arrived since 25 August.Overnight, a further 2,000 fleeing Rohingya reached the crossing point and were assisted by the Bangladeshi authorities.They were being assisted by local authorities and medical services, including vaccinations, were being provided, along with screening by humanitarian organisations for those refugees judged to be extremely vulnerable so that they could receive timely specialised assistance.The UN Migration Agency, IOM runs a reception area at Balukhali in the Bangladeshi city of Cox’s Bazar.Upon entering Balukhali, the Rohingyas received emergency shelter materials, dignity kits, sandbags to support self-settlement and mitigate the impact of heavy rainfall and flash flooding as well as to create retaining walls meant to reduce the risk of landslides.The IOM site development unit had already prepared this zone for the relocation of refugees from high density areas.”Most people I talked to have walked for eight to ten days, getting to the border,” said IOM press officer Olivia Headon, “where they have waited up to four days to cross. They said they had nothing to eat or drink after the first few days.”She added some arrivals expressed their desire to find family members who had already crossed into Bangladesh, where first responders from various humanitarian agencies provided food and water.Several Rohingya explained they had hoped to leave Myanmar sooner, but had to wait to harvest and sell their grain to raise funds for their journey, Headon explained. “One man told me he had to pay someone to carry his elderly mother.”Others continue to arrive in the southern Cox’s Bazar district. On Wednesday a group of 42 traveling by boat – mostly women and children – capsized. Four persons including a minor perished, having been caught by the boat propeller and died from their injuries and drowning.IOM, the UN Refugee Agency (UNHCR) and other responding organizations are actively working with to improve living conditions in existing settlements and advocating for alternative solutions to accommodate the influx of refugees.
A strip of White neighborhoods in Baltimore, wedged in east of Interstate 83 and west of York Road, runs south into and through the city center. At its southwestern limits, South Hanover Street and Interstate 95, the strip flows to the water’s edge ringing the Inner Harbor with communities such as Federal Hill, Fells Point and Canton.This narrow shape, bending east, is called the White L.It was carved out over decades through restrictive covenants, targeted development and targeted demolition among many other practices, many of which are now illegal.Sheila Praono views “Undesign the Redline,” a travelling exhibit detailing the history of redlining in the United States. (AFRO Photo/J.K. Schmid)Another such illegal practice is redlining, the denial or restricting of credit to a prospective homebuyer based on the demographics of the community the applicant wants to buy into.The impact of this practice is on display in “Undesign the Redline,” a travelling exhibit now appearing at The Impact Hub, 10 East North Avenue in Baltimore.An interactive exhibit, “Undesign the Redline” was created by ‘Designing the WE’ in partnership with ‘Enterprise Community Partners’, a nonprofit which seeks to house families safely and affordably. The exhibit creates a composite of archived texts to describe how federal and local governments worked with private enterprises to leave indelible marks on cities long after the abolition of practices such as segregation.“How did we get to where we are?” asked Lawrence Brown, an associate professor at the Morgan State School of Health and Public Policy. “That’s what we have to understand if we’re gonna undesign the redline, we have to see exhibits like this.”Partly in pursuit of jobs, but also to escape lynchings and race riots in the Deep South, an estimated six million Blacks moved their families north after the Civil War. Instead, they only ran into further racially-fueled violence.The Equal Justice Initiative counted almost 4,000 lynchings from 1877 to 1950. Until the 1940’s, race riots were characteristically White riots. This type of violence reached a peak during 1919’s Red Summer, a regional conflict in southern states such as Texas, Arkansas and Virginia, which still managed to spill over into Chicago. Similar riots destroyed Black Wall Street in Tulsa, Okla. in 1921.In 1935, as part of the New Deal, the United States government began subsidizing home loans and restructuring them into long-term, low down payment financial products most borrowers still utilize today.To guide lenders, the Home Owners’ Loan Corporation began issuing maps color-coded to generalize risk by region. The code went from green, to blue, to yellow indicating increasing levels of risk. Red areas, with the oldest structures and largest populations of immigrants, migrants and Black populations, were determined to be the most risky. Appraisers anticipated strife and conflict in these communities based on biases and prejudiced conceptions of race.White appraisers and White property owners at the time described Blacks as invaders and infiltrators.“In essence, White Baltimore was at war with its Black citizens,” said Brown.Lenders denied credit to potential borrowers in these spaces, refusing to risk crossing the red line. Meanwhile, Whites received their subsidized loans.“The divergence that redlining was all about solidifying, between this disinvestment on the one hand and investment on the other, continues and becomes even more exacerbated in our era,” said Braden Crooks, Co-founder of Designing the WE. “Much of what you see right now is continued disinvestment in people who have been historically redlined. Jobs going away, wages stagnant or declining, housing prices and rents continuing to go up and becoming less affordable, is a squeeze getting tighter.”“The flip side of redlining is greenlining,” said Brown. “Redlining is racial oppression, greenlining is racial privileges. And that is the thing that we have hardly ever understood, is that it’s not just Black communities being put down, it’s White communities being lifted up: given social advantage and structural advantage.”Reflecting on the exhibit, Michelle Antoinette Nelson of ‘Brown and Healthy’, a nonprofit which promotes wellness for people of color, said “Wealth is a practice. You have to first have some.”Despite the abundance of vacant homes in Baltimore, many remain unaffordable. The city is fencing off underpasses to disperse the tent cities of the homeless popping up in their cover.“What we’ve done is we’ve commodified a basic human right of housing,” said April De Simone, Co-founder of Designing the WE. “And if you can’t pay, you can’t play. Why is it that something so basic has to be tied to private interests and the market?”David Bowers, vice president of Enterprise and Mid-Atlantic market leaders, wants viewers to “get informed. Get angry. Get empowered.”“I love the historic context of the whole exhibit,” said Sheila Proano, of Baltimore Regional Housing Partnership. “I love seeing from the very beginning, all the way through slavery until now, just the transition of neighborhoods and the impact of government programs and government handling of the neighborhoods in Baltimore.”Proano’s organization created the Baltimore Housing Mobility Program, which combines vouchers and counseling to assist families in making successful moves out of areas of concentrated poverty. “It’s a really inspiring story,” Proano said. “It makes you want to come together, as a community, and just do something to fix these problems. It’s not gonna be that easy though.”