latest #1 KPCC Chief, Southern California Public Radio Founding President, CEO Bill Davis Steps Down From STAFF REPORTS Published on Wednesday, June 6, 2018 | 6:33 pm Business News Subscribe Get our daily Pasadena newspaper in your email box. Free.Get all the latest Pasadena news, more than 10 fresh stories daily, 7 days a week at 7 a.m. Pasadena’s ‘626 Day’ Aims to Celebrate City, Boost Local Economy Make a comment Pasadena Will Allow Vaccinated People to Go Without Masks in Most Settings Starting on Tuesday Your email address will not be published. Required fields are marked * Herbeauty10 Female Celebs Women Love But Men Find UnattractiveHerbeautyHerbeautyHerbeautyHow To Lose Weight & Burn Fat While You SleepHerbeautyHerbeautyHerbeautyHe Is Totally In Love With You If He Does These 7 ThingsHerbeautyHerbeautyHerbeauty9 Of The Best Family Friendly Dog BreedsHerbeautyHerbeautyHerbeautyThe Most Heartwarming Moments Between Father And DaughterHerbeautyHerbeautyHerbeautyYou Can’t Wear Just Anything If You’re The President’s DaughterHerbeautyHerbeauty First Heatwave Expected Next Week Top of the News Home of the Week: Unique Pasadena Home Located on Madeline Drive, Pasadena EVENTS & ENTERTAINMENT | FOOD & DRINK | THE ARTS | REAL ESTATE | HOME & GARDEN | WELLNESS | SOCIAL SCENE | GETAWAYS | PARENTS & KIDS More Cool Stuff The Board of Trustees of Southern California Public Radio (SCPR) announced today that Bill Davis, President and CEO, has decided to step down and begin the leadership transition process for the organization. Davis, who will continue in his current responsibilities through December 2019 or until his successor is appointed, will work closely with the SCPR Board to identify a new President and CEO for the organization.The SCPR Board also announced that Davis will assume the newly-created role of President Emeritus of SCPR following the transition period.Davis joined SCPR in 2001 as its Founding President and over his nearly 20-year tenure led its transformation from a struggling, underperforming public radio station into a powerful community voice serving a growing and diverse audience across Southern California. Davis significantly expanded SCPR’s audience, membership and financial performance and recruited and developed a top-notch staff at all levels—establishing an ethical and inclusive culture that attracts outstanding journalists and creative talent.“The pride I have in Southern California Public Radio’s success during my tenure as CEO will always pale in comparison with the many accomplishments of our team and the lasting value of my friendships with colleagues on the Board of Trustees and the staff,” said Mr. Davis. “Through the years, SCPR has benefited from an exceptionally engaged Board, which has supported me and our management team every step of the way.”“I am blessed to have the opportunity after 19 years to leave SCPR at its peak, with an outstanding team in place ready to take the organization to new heights,” Davis added. “I begin this transition with a vigorous commitment to ensuring SCPR continues to grow and prosper. I look forward to working with the Board to further refine our strategic path and to identify a leader who will build on SCPR’s excellence and its commitment to serving the diverse and growing Southern California audience.”Ana Valdez, Chair of the SCPR Board of Trustees, said, “Southern California Public Radio is in the best shape in its history thanks to Bill’s initiatives and community-first ethos. With a strong and diverse management team in place, a growing audience and expanding membership base, and the best financial results in its history, SCPR is poised not only for more growth and success, but also to continue its vitally important public service mission.“SCPR will continue to benefit from Bill’s vision and expertise, as we search for the best possible new leader to build on our accomplishments,” Valdez added. “The Board also looks forward to working with Bill on the completion of our strategic planning process during the transition period. Working together, we will further the diverse, inclusive and ethical culture that has thrived at SCPR for nearly two decades of rapid change in the industry and in the communities we serve. We are committed to ensuring a seamless and successful transition for SCPR and its audiences, members, employees, and partners.”A nationally known and respected broadcast professional, Davis led the production of a wide range of local news and public affairs programming and the development of compelling content across a range of broadcast, digital and live event platforms. In addition to its public radio network, SCPR interacts with audiences through its web site, mobile and social media channels and through live events and has become a nationally recognized leader in public service journalism and civic engagement.These initiatives and investments resulted in impressive audience growth and an equally impressive expansion in membership and funding. SCPR’s audience has grown from 200,000 in 2000 to 800,000 in 2018, and it has added a digital audience that now totals 800,000. Current memberships at SCPR are also at an all-time high of 73,196 members. SCPR’s revenues are projected to reach $32.5 million in 2019, also a record. Community News faithfernandez More » ShareTweetShare on Google+Pin on PinterestSend with WhatsApp,Virtual Schools PasadenaHomes Solve Community/Gov/Pub SafetyCitizen Service CenterPASADENA EVENTS & ACTIVITIES CALENDARClick here for Movie Showtimes Name (required) Mail (required) (not be published) Website Community News ShareShareTweetSharePin it
January 1, 2006 Regular News Shankman seeks Bar reinstatement Pursuant to Bar Rule 3-7.10, David S. Shankman of Tampa has petitioned the Supreme Court of Florida for Bar reinstatement.The court suspended Shankman from the practice of law for 91 days in a July 7 order for violating Bar rules relating to conflict of interest, entering into a business transaction with a client; conduct involving dishonesty, fraud, deceit, or misrepresentations; and failing to act with reasonable diligence in representing a client.Any person having knowledge bearing upon Shankman’s fitness or qualifications to resume the practice of law should contact Jodi Anderson Thompson, The Florida Bar, 5521 W. Spruce St., Suite C-49, Tampa 33607-5958, phone (800) 940-4759. Shankman seeks Bar reinstatement
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A 64-year-old woman and her 29-year-old daughter died when their Huntington Station house caught fire late Thursday night, Suffolk County police said.Officers and Huntington Manor firefighters responded the blaze on 4th Avenue, which 29-year-old Joseph Martinez escaped from a basement window at 11:42 p.m., police said.His mother, Reyna Paris, and sister, Rosemarie Martinez, who had Down syndrome, were found in separate bedrooms on the second floor.All three were taken to Huntington Hospital, where Paris and her daughter were pronounced dead. Joseph was treated for minor injuries.Multiple fire departments responded to assist Huntington Manor firefighters in extinguishing the blaze, which was complicated by the fact that the house was extremely cluttered, police said.Homicide and Arson Squad detectives are continuing the investigation, but the cause of the fire has not been determined.Anyone with information about this fire is asked to call the Homicide Squad at 631-852-6392 or anonymously to Crime Stoppers at 1-800-220-TIPS. All calls will remain confidential.
39SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Mike Higgins Mike Higgins is a partner at Mike Higgins & Associates, Inc. who has authored Filene research papers on measuring and managing credit union performance. His firm consults with credit unions … Web: www.mhaplanningforsuccess.com Details Mike Higgins is a performance management consultant to the financial services industry, a Filene Applied Research Advisor, a Pro-Con Board Governance Institute faculty member and founding investor in a top 10% performing community bank. He can be reached at 913.488.4506 or [email protected] Productivity. If you have taken the time to read this far, you are in for a hidden gem. It’s obvious that the more productive the credit union, the more tangible benefit created for members. A credit union with a lower cost of operations, extracts less from its members to cover its expenses, and therefore has more left over to provide better pricing – a tangible economic benefit – and fulfills the member focused strategic priorities of “recognize employees” and “do good.”Unfortunately, productivity is poorly measured. The two most common productivity metrics, expense as a percentage of assets and efficiency ratio, are horribly flawed because they encourage the most inefficient deployment of member net worth and reward extraction of profit from members.The expense to asset ratio encourages asset growth faster than expense growth. What’s the fastest way to grow assets, outside of merging? It’s by offering the highest rate possible on the least desirable funding source (certificates and IRAs). What are the balance sheet items that take the least amount of activity to support? Certificates, IRAs and investments. So, this is no measure of productivity. In fact, this measure penalizes those credit unions that are thinking “outside the box” and looking at alternative sources of revenue that do not require assets. If you have lines of business such as wealth management, insurance, etc. or add-on products such as identify theft protection or GAP then you have expenses associated with those aspects of operations. The expense to asset ratio penalizes the credit union because it recognizes the expense, but ignores the revenue, even when the lines of business or products are highly profitable.The efficiency ratio (non-interest expense as a percentage of net revenue) while extremely important to banks, it not member friendly. It encourages maximization of profit taking from members due to the net interest income and non-interest income components of net revenue. In addition, it is sensitive to fluctuations in interest rates. A credit union today can truly be more productive today than it was three years ago, but because of changes in interest rates, the efficiency ratio would incorrectly indicate otherwise.A better measure of productivity is net operating expense as a percentage of activity balance. Net operating expense is total non-interest expense less non-interest income. By netting out the revenue from the expense incurred to generate the revenue, we have a better picture of the “net” cost of operations. That is the top number in the ratio. The bottom number in the ratio is comprised of the balance sheet categories which require the most activity to support, namely loans, drafts and regular shares. It excludes the limited activity categories such as certificates, IRAs, money markets and investments. The ratio produces a dollar on dollar measure that cannot be “padded” with low activity balances and is insensitive to interest rates.Provision. Loan loss provision expense is a function of two items. Net charge-offs and the size of the self-insurance fund the credit union must hold against losses in future periods (loan loss reserve on the balance sheet). The more effectively the credit union manages these two areas, the lower the provision for loan loss expense. Risk-based lending may result in higher levels of loan loss provision expense, but it should be offset by higher yield on loans. If that is not the case, then you have members subsidizing losses instead of receiving some form of economic benefit (unless higher levels of credit losses is part of your “do good” strategic priorities).Pricing. The ultimate value proposition for any consumer is the economic value proposition. If you don’t believe me, drive by a Wal*Mart at some off hour of the day or night and notice how full the parking lot is. People don’t go to Wal*Mart to window shop. They go there for low prices. The extent to which you succeed at product mix, productivity and provision, determines how much of a value proposition you can deliver in terms of lower loan yields and higher dividend rates on the same products your competitors offer. The other pricing item is surplus funds yield. The rate of return on assets that are not loans and not on a depreciation schedule.A Self-Governance ScorecardIt is easy to develop a scorecard to monitor performance in these areas as they correlate directly with the member value proposition – maintain the appropriate level of member net worth, effective and efficient use of member net worth via product mix, operating in a productive manner, management of provision for loan loss expense, and the ultimate value proposition, pricing.Such a scorecard will resonate with the board of directors, executives, staff and credit union members because it includes a balanced and robust set of measures that drive toward member focused priorities – sustain the entity while creating tangible economic value for members, recognize the role employees play in making success happen, and impact the world outside of the credit union.For each measure, develop a control chart. A control chart is a simple line chart with a minimum and a maximum value. These values can be established using peer percentiles. For example, the minimum level of acceptable productivity may be set at the 50th percentile (perform at average or better) and the maximum at the 85th percentile (to avoid employee burnout). Performance against the standard is plotted on a periodic basis (monthly, bi-monthly or quarterly). If performance falls outside of the minimum or maximum range, the management team should provide a mitigation plan to move the credit union back within the acceptable range, or the minimum and maximum ranges should be reviewed and updated.The key when developing the ranges is to make sure the sum of the minimum acceptable ranges do not result in the credit union producing an unacceptable rate of return. For example, one might set up the ranges, be within tolerance in each area, and find it is making an unacceptable return on assets. In such an instance, it is where the ranges were set that is the problem, not the measures. Fortunately, it is possible to compute the return on assets assuming each measure is at the lowest point of acceptability to make sure this does not happen. Here is a recap of the measures for the scorecard:Net Worth RatioLoan to Asset RatioRelationship Share (draft, regular) to Asset RatioNon-Interest Income to Asset RatioLoan Yield (lower is better for member value)Surplus Funds YieldCost of Funds (higher dividend rates are better for member value)Net Charge-Offs as a Percentage of Loan BalanceLoan Loss Reserve as a Multiple of Net Charge-OffsNet Operating Expense to Activity Balance RatioBy using a little algebra, combining the minimum acceptable range on each of these measures produces a return on assets figure. That minimum return on assets figure, multiplied by the target net worth ratio, will tell you how much asset growth the credit union can support. If your appetite for asset growth is greater than the minimum return on assets, then you need to go back and revise the targets.The problem with most “blue sky” strategy sessions is they fail to recognize the fact that you operate in a capital constrained industry. You don’t have unlimited access to capital to grow an infinite amount. Because of that, you don’t have unlimited resources to go and “get what you want” from the marketplace.The benefit of this set of balanced self-governance measures is that they tell a story. These are not ten independent measures, they are ten interconnected measures, which if managed within tolerance, will produce a result that will sustain the entity and create value for members at the same time. Start with this set of guidelines, and then devise forward strategies to work within each, and you will literally have a roadmap to success. As one of the board chairpersons that I work with said, “It lets me know that everything is going to be OK.” The mission, vision, purpose or (insert your term here) statement at most credit unions includes some verbiage around creating value for members. Read literature about the advantages of credit unions, and you will see the words member-focused or member-owned. Clearly the concepts around value and operating as a cooperative are differentiators. While the spirit of these concepts is well intentioned, the execution and measurement of success is nebulous and difficult.How can a management team prove they are operating in a value-based and cooperative manner?How can the board of directors ensure the credit union is fulfilling its value-based and cooperative beliefs?How do members know if they are getting a “good deal” for what they have invested in the credit union (i.e., member capital and bankrolling the cost of operations)?Traditional and widely used financial metrics emphasize the wrong things (profit) and objectives such as member satisfaction, customer intimacy, member-based solutions and product innovation are easy to say, but harder to prove that any real differentiation exists.Member Focused Strategic PrioritiesA good place to start in terms of measuring the fulfillment of the credit union ethos is by establishing a series of strategic priorities. The term “priorities” is selected carefully and for reason. There needs to be an order of importance established. Here is an example:Sustain the Entity. The credit union must operate in a safe and sound manner. Failing to meet this most basic of priorities means the credit union will cease to exist. Furthermore, if you cannot accomplish this objective, the remaining priorities cannot be fulfilled. This is similar the bottom layer on Maslow’s Hierarchy of Needs. Without food, water, shelter and sleep, it’s hard to move on to the higher order items.Create Value for Members. This sounds vague but can actually be measured. How to measure it will be addressed in the next section.Recognize Employees. Whether it be monetary, psychological, intrinsic or extrinsic, high performing employees are what make a high performing credit union. Regardless of asset size, personnel related expense is about half of all operating cost. The other half is effectively fixed (premise related, operations, regulation and compliance). People are what drive the success of the organization, not the depreciation schedule on a building or piece of equipment.Do Good. The mission statement for many credit unions expands well outside of serving only its members. It might include community outreach, the support of a specific charity or philanthropy, service to others — both domestic and abroad. The degree to which you can execute upon “do good” is based upon how well the first three priorities are performed.Defining, Targeting and Measuring Member ValueFrom the perspective of creating tangible economic value for members — defining, targeting and measuring performance can be summed up as “Net Worth and the Four P’s”. This set of measures provides focus, fulfills the credit union ethos and supports a hierarchy of member focused strategic priorities.Net Worth. Net worth is cumulative profit extracted from members since the inception of the credit union. It should really be referred to as member net worth (always three words instead of two). It’s the cumulative member investment in the credit union necessary to realize the benefits of its products and services, and the manner in which they are delivered. Because it is member net worth, accumulating more than is necessary is not acting in a fiduciary manner. Every credit union should establish a target minimum and maximum net worth ratio. Operating the credit union too far below the minimum may put the priority of “sustain the entity” in jeopardy, while operating too far in excess of the maximum is overcharging members for the products and services provided.Product Mix. Because a minimum amount of net worth must be maintained for regulatory purposes, the credit union should be good stewards of the profit extracted from its members. Focus on asset growth is misguided because it carries a hidden tax. Assuming a target 10% net worth ratio, for every $10 million dollars in asset growth, members pay a 10% tax, or $1 million dollars, to maintain the target net worth ratio. The focus should be on leveraging net worth, not growing assets for the sake of growth.Let’s put this in more personal terms. If you hire an investment advisor, and they take your net worth and invest it and make a below average rate of return, you are not going to be happy. If you have a strategy session with the advisor to discuss ways to increase your return and the advisor says, “If you give me more to invest, I can make you more money” then you should probably fire the advisor. The right discussion to be having is how assets are being deployed into which stocks, bonds and mutual funds – not how to take more money and make the same below average rate of return.Unfortunately, that’s what credit unions do when they fixate on asset growth. They are taking more dollars from members (the net worth tax) and not investing it any differently, thereby making the same poor rate of return. The right discussion to be having is how can we take member net worth and deploy it the most effectively and efficiently. There are three measures that can be used to address this:Loan to Asset Ratio. How much of the balance sheet is earning the higher loan yield instead of the lower investment (or overnight funds) rate of return? All asset growth starts with liability growth. Growing assets only to place those funds in low yield investments is not a good use of member net worth.Relationship Share to Asset Ratio. How much of our funding sources are of the lower cost, longer lived, less interest rate risk sensitive variety? The larger this figure is, the more it helps “sustain the entity.” It is also a widely used indicator of primary financial provider (PFP) status.Non-Interest Income to Asset Ratio. How much of our income comes from capital independent sources? Most non-interest income revenue streams have no regulatory net worth requirement. If the credit union can provide a wide array of non-interest income products and services that members want, everyone wins and you avoid the asset growth tax. It’s the most efficient use of member net worth because it does not require net worth.
After the house has been demolished, Garnar suggests the property could be turned into a community garden, honoring Cheri’s legacy. “Whether you live in Broome County or any other county touching Broome County, everyone remembers what happened,” said Garnar. Garnar says his office is on a timeline to have the house demolished on March 26, the 36th anniversary of Lindsey’s death. BINGHAMTON (WBNG) — 6 1/2 Sturges Street is a property with a troubled past. It’s the home where 12-year-old Cheri Lindsey was raped and murdered in 1984. Now, nearly 36 years later, Broome County Executive Jason Garnar is working with Lindsey’s parents to purchase the property and demolish the home. Broome County has been approved to purchase the property. Valued at $25,000, the county is making steps toward closing a deal and starting the process of finding someone to demolish it. For Dave and Jean Lindsey, tearing down the property will bring them closure, and a hope to move forward. The home sits just two minutes down the road from the Lindsey’s house. They pass it often to check if it’s still for sale, and they say, it needs to go. “We’ve been going by it for awhile now. It brings back a lot memories when we go down by it, and we go down there a lot,” said Cheri’s father, Dave Lindsey. “It will be the most important demolition that has happened in Broome County. It’s never going to change what happened, but it’s going to make [Dave and Jean] feel so much better, and they deserve it,” said Garnar. “There’s a chapter being closed when that house is torn down. A chapter on this crime that was committed there,” said Dave Lindsey.
– Advertisement – – Advertisement – Russell Wilson connects with David Moore for a 55-yard touchdown against the Bills Prior to the season wide receiver Tyler Lockett detailed the unwavering culture across the organisation as a key to the Seahawks’ success under Carroll.“I think the biggest thing is what he [Carroll] brings to the table never changes,” Lockett told Sky Sports on NFL 32 LIVE.“Sometimes it’s just the players that change, but it’s still the same players, they’ve got the same grit, they want to be able to make a difference, and they get a lot of people that come on the team and they don’t want to be about themselves but they want to be about something greater, and for us it’s just really being able to fall behind leadership and that’s what we did.”Sky Sports NFL is your dedicated channel for NFL coverage through the season – featuring a host of NFL Network programming, a new weekly preview show as well as at least five games a week and NFL Redzone, you won’t miss a moment. Don’t forget to follow us on skysports.com/nfl, our Twitter account @SkySportsNFL & Sky Sports – on the go! The Seattle Seahawks have made the playoffs in eight of 10 seasons under Pete Carroll, winning four NFC West titles and lifting the Lombardi Trophy on one of two trips to the Super Bowl. Carroll is also the winningest head coach in franchise history By Cameron HogwoodLast Updated: 09/11/20 11:57am A look back at the action and talking points from Week 9 of the NFL season 0:47 Russell Wilson connects with David Moore for a 55-yard touchdown against the Bills – Advertisement – A look back at the action and talking points from Week 9 of the NFL season The Seattle Seahawks and Pete Carroll have agreed a four-year contract extension set to make him one of the highest-paid head coaches in the NFL.ESPN were first to report the news prior to the Seattle Seahawks’ Week Nine defeat to the Buffalo Bills, with NFL Network’s Ian Rapoport following suit.The new deal ties the 69-year-old down in Seattle through the 2025 season, following on from Carroll’s claim earlier this year that he wished to coach for at least five more years.Seattle have reached the playoffs in eight of 10 seasons since Carroll’s arrival in 2010, winning one of two Super Bowl appearances as well as clinching four NFC West titles.Carroll is the winningest head coach in Seahawks history with a record of 106-60-1, while his 139-91-1 career regular-season record and 150-91-1 record including playoffs both rank 22nd all time in the NFL. – Advertisement – 4:04
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Topics : These institutions are the Extractive Industry Transparency Team (formed under Perpres No. 26/2010), the National Agriculture Coordinating Board (Perpres No. 10/2011), the Committee for the Acceleration and Expansion of Indonesian Economic Development (Perpres No. 32/2011), the Sunda Slate Infrastructure Development Board (Perpres No. 86/2011) and the Drinking Water Advisory Board (Perpres No. 90/2016).The others include the National Mangrove Ecosystem Development Coordinating Team (Perpres No. 73/2012), the National Preparations Committee for ASEAN Economic Community (Presidential Decree (Keppres) No. 37/2014), the National Electronic Commerce Road Map Committee (Perpres No. 74/2017), the Business Acceleration Task Force (Perpres No. 91/2017) and the Water Company Subsidies Supervisory Team (Perpres No. 46/2019).The remaining eight are older state bodies whose formation dates back to the 1990s and mid-2000s.They are the Commercial Overseas Loan Team (established under Keppres No. 39/1991), the National Team for Multilateral Trade (Keppres No. 104/1999), the PLN Restructuration and Rehabilitation Team (Keppres No. 166/1999) and the Financial Policy Committee (Keppres No. 177/1999). The four others are the Interdepartmental Forestry Committee (Keppres No. 80/2000), the Coordinating Team for Exports and Imports (Keppres No. 54/2002), the National Exports and Investment Team (Keppres No. 3/2006), as well as the Urban Public Housing Construction Acceleration Coordinating Team (Keppres No. 22/2006).The list, however, did not include three institutions previously mentioned by Presidential Chief of Staff Moeldoko as among those that would likely be disbanded, namely the National Elderly Commission, the National Sports Standardization and Accreditation Agency (BSANK) and the Peatland Restoration Agency (BRG).The newly issued regulation also entails the formation of a brand-new state body devoted to the mitigation of the ongoing pandemic and the economic downturn resulting from the health crisis.In accordance with the regulation, State-Owned Enterprises (SOEs) Minister Erick Thohir is set to oversee the national economic and COVID-19 recovery team. President Joko “Jokowi” Widodo has officially disbanded 18 state bodies deemed irrelevant as the government shifts its focus to COVID-19 pandemic mitigation and national economic recovery.The move, stipulated in Article 19 of Presidential Regulation (Perpres) No. 82/2020 issued on Monday, is in line with Jokowi’s commitment to dissolve a number of institutions in a bid to simplify bureaucracy and alleviate budget constraints amid the ongoing health emergency.According to the latest regulation, the state bodies that are subject to the disbandment include those that were established within the last 10 years.
He called for an emergency cabinet meeting on Wednesday.Officials did not say what caused the blaze that set off the blast. A security source and local media said it was started by welding work being carried out on a hole in the warehouse.”What we are witnessing is a huge catastrophe,” the head of Lebanon’s Red Cross George Kettani told broadcaster Mayadeen. “There are victims and casualties everywhere.”Hours after the blast, which struck shortly after 6 p.m. (1500 GMT), a fire still blazed in the port district, casting an orange glow across the night sky as helicopters hovered and ambulance sirens sounded across the capital. Lebanese rescue workers dug through the rubble looking for survivors of a powerful warehouse explosion that shook the capital Beirut, killing 78 people and injuring nearly 4,000 in a toll that officials expected to rise.Tuesday’s blast at port warehouses storing highly explosive material was the most powerful in years in Beirut, already reeling from an economic crisis and a surge in coronavirus infections.President Michel Aoun said that 2,750 tons of ammonium nitrate, used in fertilizers and bombs, had been stored for six years at the port without safety measures, and he said that was “unacceptable”. The blast revived memories of a 1975-90 civil war and its aftermath, when Lebanese endured heavy shelling, car bombings and Israeli air raids. Some residents thought an earthquake had struck.Dazed, weeping and injured people walked through streets searching for relatives.“The blast blew me off meters away. I was in a daze and was all covered in blood. It brought back the vision of another explosion I witnessed against the US embassy in 1983,” said Huda Baroudi, a Beirut designer.Prime Minister Hassan Diab promised there would be accountability for the deadly blast at the “dangerous warehouse”, adding “those responsible will pay the price.”The US embassy in Beirut warned residents about reports of toxic gases released by the blast, urging people to stay indoors and wear masks if available.Many missing”There are many people missing. People are asking the emergency department about their loved ones and it is difficult to search at night because there is no electricity,” Health Minister Hamad Hasan told Reuters.Hasan said 78 people were killed and nearly 4,000 injured.Footage of the explosion shared by residents on social media showed a column of smoke rising from the port, followed by an enormous blast, sending a white cloud and a fireball into the sky. Those filming the incident from high buildings 2 km (one mile) from the port were thrown backwards by the shock.Bleeding people were seen running and shouting for help in clouds of smoke and dust in streets littered with damaged buildings, flying debris, and wrecked cars and furniture.The explosion occurred three days before a UN-backed court is due to deliver a verdict in the trial of four suspects from the Shi’ite Muslim group Hezbollah over a 2005 bombing which killed former Prime Minister Rafik al-Hariri and 21 others.Hariri was killed by a huge truck bomb on the same waterfront, about 2 km (about one mile) from the port.Israeli officials said Israel, which has fought several wars with Lebanon, had nothing to do with Tuesday’s blast and said their country was ready to give humanitarian and medical assistance. Shi’ite Iran, the main backer of Hezbollah, also offered support, as did Tehran’s regional rival Saudi Arabia, a leading Sunni power.At a White House briefing, US President Donald Trump indicated that the explosion was a possible attack, but two US officials, speaking on condition of anonymity, said initial information contradicted Trump’s view.Topics :
RelatedPosts Lampard: I still have confidence in Tomori Mane double eases Liverpool to win over 10-man Chelsea EPL: Chelsea, Liverpool in cagey duel Newcastle vs. Chelsea Venue: St. James’ Park Kick off: 6:30PMChelsea make the trip to the North-East to face Newcastle United looking to strengthen their hold of fourth position in the Premier League standings. While Frank Lampard has witnessed his side produce inconsistent performances throughout the first half of the season, the Blues have still remained in the top four, providing the squad with the incentive to improve as the campaign progresses. The Boxing Day setback at home to Southampton would have infuriated Lampard, especially with a below-par performance coming off the back of their most complete display of his tenure at Tottenham Hotspur. However, the Blues have since put together a run of three wins and a draw from their last four games in all competitions, including back-to-back clean sheets at home to Nottingham Forest and Burnley. Lampard has been outspoken about his team’s failure to take their chances in the final third, although keeping shutouts at the opposite end of the pitch is a priority given their struggles during the opening five months of the season. Despite spending much of the campaign as backup to Kurt Zouma, Fikayo Tomori and Antonio Rudiger, the recent clean sheets have coincided with the recall handed to Andreas Christensen, who has been linked with a move away from Stamford Bridge. Whether the Dane will continue to hold down a role in the first XI going forward remains to be seen, but his performances have ended Chelsea’s search for a new centre-back during the January transfer window. Providing that Chelsea can keep things tight in front of Kepa Arrizabalaga, Lampard will feel that things will inevitably improve in the final third of the pitch given the welcome return to form of Callum Hudson-Odoi and Ross Barkley. While the English playmakers still have some way to go to fully win over the club’s supporters, they add an extra dimension to this team, and that can only help their cause during the next four months. Steve Bruce will feel the same about Miguel Almiron, who is finally beginning to justify the then-club-record fee which Newcastle shelled out on his services 12 months ago. The Paraguayan has contributed four goals from his last seven outings, including strikes which have guided the Magpies to four points against Crystal Palace and Wolverhampton Wanderers. The playmaker’s efforts also helped Newcastle get the better of Rochdale in the FA Cup, lifting the mood at St James’ Park after four matches without a win in the Premier League. The results in the top flight have led to Newcastle dropping down to 13th position in the standings, just five points above the relegation zone. That will be a concern for Bruce, especially with the North-East outfit having to make trips to Everton and Arsenal over the next four weeks. However, Newcastle have shown in the past that they are capable of raising their game in front of their own supporters, with four points being recorded against the two Manchester clubs earlier in the season. Bruce will naturally call for the same kind of desire shown in those fixtures, while Newcastle fans will now be behind forward Joelinton after he ended his 20-match streak without a goal. As Almiron has shown, breaking that run could soon result in contrasting fortunes, and the target man will relish the physical battle with Chelsea’s backline this weekend. Newcastle United possible XI: Dubravka, Hayden, Fernandez, Lascelles, Lejeune, Willems, Ritchie, Shelvey, S.Longstaff, Almiron, Joelinton. Chelsea possible XI: Arrizabalaga, James, Rudiger, Zouma, Azpilicueta, Barkley, Jorginho, Kovacic, Willian, Hudson-Odoi, Abraham.Tags: ChelseaFrank LampardNewcastle United