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20 Years Later: Recalling the US Invasion of Iraq – VFW

The Iraq War began on March 19, 2003, when U.S. planes and warships based in the Persian Gulf hit targets within Iraq with a barrage of Tomahawk missiles. The next day, the ground phase of the war started when the first of some 160,000 U.S. troops entered Iraq.

The invasion was swift and successful. During the first week, Marines encountered heavy resistance near the southern Iraq city of Nasirayah, which the Marines called the wild west. By April 9, after a six-day battle, U.S. forces captured Iraqs capital of Baghdad. By May 1, President George W. Bush declared that the first phase of the war was complete.

The following is a recount of the initial fighting that led to the capture of Baghdad.

Marine Cpl. Edward Chin of 3rd Bn., 4th Marines, covers the face of a statue of Saddam Hussein with a U.S. flflag before toppling the statue on April 9, 2003, in downtown Baghdad. The Marines were helped by jubilant Iraqis, signaling the end of Husseins reign. AP photo by Jerome DelayFIERCE FIGHTINGSome 100 miles north of Kuwait, Nasiriyah was not a priority when U.S. troops began advancing toward Baghdad. The Armys 3rd Infantry Division bypassed the city of 500,000 people, leaving it for U.S. Marines to secure. But Marines encountered unexpected resistance, resulting in days of intense fighting and mounting casualties.

The trouble started March 23, after advance elements of the 3rd Division had passed through Nasiriyah and the 2nd Marine Expeditionary Brigade moved in. Marine Task Force Tarawa began taking fire as it entered the city just after dawn. A six-hour battle ensued, ending after Marines called in air support. Nine Marines were killed, and 40 were wounded.

The fighting was fierce and frustrating, as Iraqi militiamen employed some of the first deception tactics of the war. They would indicate a desire to surrender, sometimes even with a white flag, then open fire on U.S. troops. They dressed in civilian clothing; they jumped out of buses and taxis and fired from behind women and children, preventing Marines from firing back.

When we came here, we were told everybody wants to surrender; nobody wants to fight, said Marine Cpl. Lames Lis. Now [Iraqi civilians] wave at me, and I wave back through my rifle sight.

Army Lt. Gen. John Abizaid underscored Liss comment: We will be much more cautious in the way we treat the battlefield as a result of these incidents.

Nasiriyah was coveted by the U.S. because a pair of bridges helped U.S. forces cross the Euphrates River on their way to Baghdad. The resistance met there was a surprise. According to The Washington Post, U.S. strategy was to move as quickly as possible toward Baghdad, leaving potentially difficult situations in the south for later resolution. But the Iraqi strategy of guerrilla attacks to draw troops into urban combat left Americans facing the enemy in the middle and rear of armored columns, in addition to the front.

AMBUSH ALLEYAlthough Nasiriyah was considered a strategic success early on (hundreds of tanks, armored vehicles, fuel trucks, Humvees and other vehicles were moved through), the battles remained intense for more than a week.

Nasiriyah was supposed to be a six-hour firefight, said Marine Gunnery Sgt. Tracy Hale on March 27. Its already been five days. Five days of 24-hours-a-day, nonstop shooting.

The constant Iraqi fire from all around led Marines to call the southern entrance into the city Ambush Alley. Some days were worse than others: March 27 saw 120 Marines under fire, losing 15 Humvees and seven-ton trucks and suffering some 60 wounded. The firefight was so fierce, the Marines were forced to call in artillery on their own position, jumping over a nearby wall for cover.

As characterized by Col. John Coleman, Its the Wild West. We control what we want to control, but its not a very safe place. That situation soon changed. Nearly 30 American Marines and soldiers including members of the 507th Maintenance Company were killed in fighting in and around Nasiriyah.

From the beginning of the war in Iraq, the battle for the capital city of Baghdad loomed in the distance. As U.S. troops making their way toward the city met limited resistance from Iraqi forces, a fierce confrontation in Baghdad seemed imminent.

The Armys 3rd Infantry Division and the Marines 1st Infantry Division took western and eastern routes, respectively, from Kuwait, converging on the city in early April. While the Republican Guard and Fedayeen did fight back against GIs entering the city, firefights were isolated and Iraqi defenses ineffective.

The long road to Baghdad had come to an end, and the city fell in just a matter of days.

The first American troops to reach Baghdad were members of the 3rd Infantry Division. They set a western course for Baghdad, moving rapidly through the desert to avoid populated areas.

The 30-mile trip took the division 17 days, though its speed pushed troops and equipment to the limit, according to The New York Times, stretching supply lines dangerously thin. Its avoidance of cities also opened it up in the rear to harassment from Iraqi paramilitary groups, such as those that plagued the Marines in Nasiriyah.

But the division completed its historic journey, pushing through the Karbala Gap and occupying Baghdads international airport.

The push through Karbala was the 3rd Divisions first major conflict in its advance into Baghdad, and by March 31, it was assembled outside the city.

The plan was to press on to Baghdad through Karbala Gap, a mile-wide stretch between the Euphrates River and a reservoir. Attack Co., 3rd Bn., 7th Inf. Regt., and two tank companies seized a bridge across the Euphrates near Hindiyah, igniting a seven-hour firefight while the rest of the division poured north through the Karbala Gap.

Elements of the division assaulted the airport on April 3, while others patrolled the outskirts of the city.

The airport fell easily to Army control, and the first American plane, an Air Force C-130, landed there on April 7, opening it to use as an American airfield.

Army troops were poised at Baghdads door, awaiting orders to invade.

WITH THE OLD BREEDThe Marines 1st Divisions trip to Baghdad was perilous, as Iraqi paramilitaries continually nipped at their heels as they passed through cities such as Nasiriyah and Kut. Forces assembled near Baghdad, ready to invade the city when ordered.

The morning of April 7 brought action in many areas of Baghdad. The 7th Marine Regiment encountered isolated firefights as it progressed slowly into the capital from the southeast.

The enemy is seeking to disrupt our movements by controlling key bridge crossings and the like, said Maj. Dan Healey, commander of B Co., 1st Bn. So we are rooting them out now.

The strategy, according to commanders, was to demoralize the scattered Iraqi troops and prevent a prolonged guerrilla campaign.

During their advance, Marines came upon a sprawling industrial complex they suspected was being used as the base of resistance. They spread out among the buildings, engaging in a half-hour firefight that left no U.S. casualties. It did, however, lead to the discovery and destruction of 10 Iraqi anti-aircraft guns.

At the same time, the Armys 3rd Bn., 15th Inf. Regt., 2nd Bde., 3rd Inf. Div., ran into heavy fire while holding on to a cloverleaf in the southern part of Baghdad. The convoy of Bradleys, Humvees and support vehicles began receiving fire from the north as it approached the cloverleaf. Soldiers engaged, and any vehicle that approached from the north was destroyed.

THE HEART OF THE CITYThe battle for the heart of Baghdad began and ended on April 8. U.S. tanks left the presidential compound that morning for the city streets, firing at theInformation Ministry and Iraqi broadcasting headquarters and receiving heavy rocket, machine-gun and mortar fire in return.

Marines on the southeast edge of the city were planning a bridge crossing into the suburbs when they came under artillery fire. An amphibious assault vehicle was hit, killing two Marines and injuring four.

The men pushed across the bridge on foot (partly blown, it was unable to support tanks), expecting resistance on the other side. But all they found were bunkers, as Time magazine reported, empty save for abandoned gear and piles of Iraqi army boots.

They continued on deeper into the city, covered by American snipers on rooftops, but on edge as their enemy remained curiously elusive.

Marines supported by Apache helicopters seized control of the Al Rashid military base southeast of Baghdad.

The New York Times reported that by the end of the day, U.S. forces controlled several of [Saddam Husseins] palaces, at least six ministries, the main Baghdad railway stations, the Al Rashid hotel, the Parliament building, the governments main conference center and the principal government broadcasting headquarters.

By nightfall, Iraqi resistance had died away. By the morning of April 9, it was clear that Husseins rule was over. U.S. tanks drove down the city streets, encountering only Iraqi civilians, many smiling and cheering. Marine and Army units swept through the city, according to CBS News, seizing or destroying buildings that once housed feared Iraqi security forces.

Marines drove into the city center and helped a group of jubilant men pull down a large statue of Hussein. Though the toppling did not indicate an end fighting (some of the heaviest air strikes of the campaign took place later that evening, and sporadic fighting continued for several days), it did signify the end of the Saddam regime.

That day, the city was officially out of Husseins control, and on April 14, the Pentagon declared all major combat had ended.

After three weeks of anticipation, U.S. forces entered Baghdad prepared for the fight of their life. But the 32,000 combat sorties and 20,000 bombs used to pummel Iraqi forces throughout the country essentially did the job for them.

The feared street-by-street urban combat was mostly unnecessary, and by April 20, just one month after the warstarted, U.S. troops began withdrawing from Baghdad.

During the three-week campaign in Iraq, the 3rd Division lost 34 soldiers killed and the 1st Marine Division at least 24 men.

This article is featured in the March 2023 issue of VFW magazine, and was written by the editors of VFW magazine.

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20 Years Later: Recalling the US Invasion of Iraq - VFW

Bombardier Updates 2025 Strategic Objectives to Reflect Strong … – Bombardier

Bombardier (BBD-B.TO) will host its 2023 Investor Day this morning. ric Martel, Bombardiers President and CEO, along with Paul Sislian, Executive Vice President, Aftermarket Services & Strategy, and Bart Demosky, Executive Vice President and Chief Financial Officer, will present an overview of the companys solid progress made and new opportunities for diversified growth.

In 2021, we laid the foundation for a stronger, more resilient and predictable Bombardier by 2025. Halfway down the road, we can say we are delivering on that promise, said Martel. All of Bombardiers strategic priorities are on track or ahead of plan. We are therefore proud to announce today that we are confidently raising the bar. The future is bright for Bombardier. While we are carefully monitoring the current market situation, we know that we have all the ingredients in place to remain a driving force in the industry. Our financial performance allows us to secure our vision for the future, and enable our exceptional, dedicated and passionate teams to lead the way toward more sustainable aviation.

Based on strong business execution and fundamentals, Bombardier will announce today that it is updating its 2025 objectives(1). The company is now targeting more than $9 billion in annual revenue by 2025, with an adjusted EBITDA(2) of more than $1,625 million, and a healthy adjusted EBITDA margin(3) of approximately 18%. Bombardier also expects to generate significant free cash flow(2) in the coming years, to the tune of more than $900 million per year by 2025 and will continue to de-lever its business, now expecting to reach a net leverage ratio(3)(4) in the range of 2.0x to 2.5x.

Between 2020 and 2022, Bombardiers revenues(5) grew 23%, to $6.9 billion. The expanded aftermarket business was an important contributor, with revenues increasing by more than 50% in the same period. The company more than quadrupled its profitability to $930 million in adjusted EBITDA(2), and generated $835million in free cash flow(2) over the last two years.In terms of deleveraging, Bombardier kept up its opportunistic and proactive approach and has reduced its total debt by $4.5 billion, when including this years debt-related transactions, a 45% reduction compared to 2020. This also resulted in credit rating upgrades from both S&P and Moodys in 2022.

Bombardier will continue to focus on strengthening its balance sheet, optimizing its liquidity requirements, and improving its leverage level. The company is revising its net leverage ratio(3)(4) objective to a range of 2.0x - 2.5x by 2025, from the previous approximately 3.0x target, which would be approaching investment grade credit levels.

On the back of improved business fundamentals, Bombardier now expects to generate more than $900million per year in free cash flow(2) by 2025. As its leaders will explain during Investor Day, this gives Bombardier ample flexibility and sets it up for significant capital allocation optionality in the future.

With continued strong demand in the medium and large business jet categories, Bombardier is well positioned with its industry-leading Challenger and Global platforms. Over the past two years, the company introduced the new Global 8000, an evolution of the industry flagship Global 7500 aircraft, further solidifying Bombardiers leadership position in the large jet segment. Bombardier also upgraded its best-selling Challenger300 family with the Challenger 3500, an addition that has maintained Bombardier as the leader of the super mid-size market. Thanks to its outstanding portfolio, Bombardier had the highest number of deliveries among business jet manufacturers for the last two years, as reported by the General Aviation Manufacturers Association (GAMA).

Bombardier maintains its strong focus on sustainability and takes concrete steps to manufacture and service aircraft with the smallest possible environmental impact on the path toward its goal of a 25% reduction in greenhouse gasemissions by 2025, relative to 2019 levels. This has been a clear priority for its research and development teams through programs like the EcoJet research project, unveiled in 2022, and was also behind the companys decision to cover all its flight operations with sustainable aviation fuel (SAF), using the Book and Claim system, from 2023 onwards.

In 2022, Bombardier strategically reinforced its specialized aircraft business by establishing Bombardier Defense in Wichita, KS. Since then, the company has been leveraging its longstanding and well-recognized expertise in specialized aircraft, the unique advantages of its Challenger and Global platforms, as well as its technical capabilities, world-class flight test center, and engineering know-how to increasingly stand out in the Defense market.

Considering that Defense programs are long to operationalize, Bombardier has been preparing its infrastructures to enhance its participation in the segment for the long run. With the demand for right-sized, flexible aircraft solutions on the rise, the company is well positioned to compete and win this market, and anticipates tripling its revenues from defense sales and services to more than $1 billion in the second half of the decade(1).

Bombardier has invested significantly into its aftermarket business since 2020, and it has played an important role in the diversification of its revenues. The companys service footprint has grown by close to one million square feet of new capacity worldwide, and its Aftermarket team has added more than 250 skilled technicians to its ranks. The strategy is working: Bombardier has increased aftermarket revenues more than 50% since 2020, and is on track to meet its goal of $2 billion by 2025, with clear opportunity for growth beyond that point(1). Bombardiers Certified Pre-owned program, launched in 2021, has proven to be a successful addition to the companys aftermarket offering, and will continue to play an important role in revenue growth and further diversification.

Bombardiers 2023 virtual Investor Day will begin at 9 a.m. (ET) on March 23, 2023. After the presentation, the leadership team will be available to answer questions from analysts and institutional investors. The link to the webcast, as well as the Investor Day presentations, are available here.

Bombardier (BBD-B.TO) is a global leader in aviation, focused on designing, manufacturing, and servicing the world's most exceptional business jets. Bombardiers Challenger and Global aircraft families are renowned for their cutting-edge innovation, cabin design, performance, and reliability. Bombardier has a worldwide fleet of approximately 5,000 aircraft in service with a wide variety of multinational corporations, charter and fractional ownership providers, governments, and private individuals. Bombardier aircraft are also trusted around the world in government and military special-mission roles leveraging Bombardier Defenses proven expertise.

Headquartered in Greater Montral, Qubec, Bombardier operates aerostructure, assembly and completion facilities in Canada, the United States and Mexico. The companys robust customer support network services the Learjet, Challenger and Global families of aircraft, and includes facilities in strategic locations in the United States and Canada, as well as in the United Kingdom, Germany, France, Switzerland, Italy, Austria, the UAE, Singapore, China and Australia.

For corporate news and information, including Bombardiers Environmental, Social and Governance report, as well as the companys plans to cover all its flight operations with Sustainable Aviation Fuel (SAF) utilizing the Book and Claim system visit bombardier.com. Learn more about Bombardiers industry-leading products and customer service network at businessaircraft.bombardier.com. Follow us on Twitter @Bombardier.

Bombardier, Learjet, Challenger, Challenger 300, Challenger 3500, Global, Global 7500, and Global 8000 are registered trademarks of Bombardier Inc. or its subsidiaries.

(1) This press release includes a number of forward-looking statements. See the forward-looking statements disclaimer at the end of this press release as well as the Guidance and forward-looking statements section in the Overview section in the managements discussion and analysis (MD&A) of the Corporations financial report for the fiscal year ended December 31, 2022 (2022 Financial Report), available on SEDAR (www.sedar.com) and on the Corporations website at bombardier.com/en/investors/financial-reports, for details regarding the assumptions on which the forward-looking statements are based.

(2) Non-GAAP financial measure. A non-GAAP financial measure is not a standardized financial measure under the financial reporting framework used to prepare our financial statements and might not be comparable to similar financial measures used by other issuers. Refer to the Non-GAAP and other financial measures section in the MD&A of the 2022 Financial Report for definitions of these metrics. This information is included by reference.

(3) Non-GAAP financial ratio. A non-GAAP financial ratio is not a standardized financial measure under the financial reporting framework used to prepare our financial statements and might not be comparable to similar financial measures used by other issuers. Refer to the Non-GAAP and other financial measures section in the MD&A of the 2022 Financial Report for definitions of these metrics. This information is included by reference.

(4) Net leverage ratio defined as adjusted net debt to adjusted EBITDA.

(5) Excludes revenues related to Aerostructure prior to the disposal of the Aerostructure and the Commercial aircraft businesses in 2020.

Francis Richer de La FlcheVice President, Financial Planning and Investor RelationsBombardier+1 514 2409649

Mark MasluchSenior Director, CommunicationsBombardier+1 514 855 7167

FORWARD-LOOKING STATEMENTS

This press release includes forward-looking statements, which may involve, but are not limited to: statements with respect to our objectives, anticipations and outlook or guidance in respect of various financial and global metrics and sources of contribution thereto, targets, goals, priorities, market and strategies, financial position, financial performance, market position, capabilities, competitive strengths, credit ratings, beliefs, prospects, plans, expectations, anticipations, estimates and intentions; general economic and business outlook, prospects and trends of an industry; customer value; expected demand for products and services; growth strategy; product development, including projected design, characteristics, capacity or performance; expected or scheduled entry-into-service of products and services, orders, deliveries, testing, lead times, certifications and execution of orders in general; competitive position; expectations regarding revenue and backlog mix; the expected impact of the legislative and regulatory environment and legal proceedings; strength of capital profile and balance sheet, creditworthiness, available liquidities and capital resources, expected financial requirements, and ongoing review of strategic and financial alternatives; the introduction of, productivity enhancements, operational efficiencies, cost reduction and restructuring initiatives, and anticipated costs, intended benefits and timing thereof; the ability to continue business transition to growth cycle and cash generation; expectations, objectives and strategies regarding debt repayment, refinancing of maturities and interest cost reduction; compliance with restrictive debt covenants; expectations regarding the declaration and payment of dividends on our preferred shares; intentions and objectives for our programs, assets and operations; expectations regarding the availability of government assistance programs; both the repercussions of the COVID-19 pandemic and the impact of the ongoing military conflict between Ukraine and Russia on the foregoing and the effectiveness of plans and measures we have implemented in response thereto; and expectations regarding the strength of the market, inflationary and supply chain pressures, and ongoing economic recovery in the aftermath of the COVID-19 pandemic.

Forward-looking statements can generally be identified by the use of forward-looking terminology such as may, will, shall, can, expect, estimate, intend, anticipate, plan, foresee, believe, continue, maintain or align, the negative of these terms, variations of them or similar terminology. Forward-looking statements are presented for the purpose of assisting investors and others in understanding certain key elements of our current objectives, strategic priorities, expectations, guidance, outlook and plans, and in obtaining a better understanding of our business and anticipated operating environment. Readers are cautioned that such information may not be appropriate for other purposes.

By their nature, forward-looking statements require management to make assumptions and are subject to important known and unknown risks and uncertainties, which may cause our actual results in future periods to differ materially from forecast results set forth in forward-looking statements. While management considers these assumptions to be reasonable and appropriate based on information currently available, there is risk that they may not be accurate. The assumptions underlying the forward-looking statements made in this press release include the following material assumptions: growth of the business aviation market and the Corporations share of such market; proper identification of recurring cost savings and executing on our cost reduction plan; optimization of our real estate portfolio, including through the sale or other transactions in respect of real estate assets on favorable terms; and access to working capital facilities on market terms. For additional information, including with respect to other assumptions underlying the forward-looking statements made in this press release, refer to the Forward-looking statements Assumptions section of the Managements Discussion & Analysis (MD&A) of the Corporations financial report for the fiscal year ended December 31, 2022. Given the impact of the changing circumstances surrounding both the repercussions of the COVID-19 pandemic and the ongoing military conflict between Ukraine and Russia, including because of the emergence of COVID-19 variants and the imposition of financial and economic sanctions and export control limitations, and the related response from the Corporation, governments (federal, provincial and municipal, both domestic, foreign and multinational inter-governmental organizations), regulatory authorities, businesses, suppliers, customers, counterparties and third-party service providers, there is inherently more uncertainty associated with the Corporations assumptions as compared to prior years.

Certain factors that could cause actual results to differ materially from those anticipated in the forward-looking statements include, but are not limited to: risks associated with general economic conditions; operational risks (such as risks related to development of new business; order backlog; deployment and execution of our strategy, including cost reductions and working capital improvements and manufacturing and productivity enhancement initiatives; developing new products and services; the certification of products and services; pressures on cash flows and capital expenditures, including due to seasonality and cyclicality; doing business with partners; product performance warranty and casualty claim losses; environmental, health and safety concerns and regulations; dependence on limited number of contracts, customers and suppliers, including supply chain risks; human resources including the global availability of a skilled workforce; reliance on information systems (including technology vulnerabilities, cybersecurity threats and privacy breaches); reliance on and protection of intellectual property rights; reputation risks; adequacy of insurance coverage; risk management; and tax matters); financing risks (such as risks related to liquidity and access to capital markets; substantial debt and interest payment requirements, including execution of debt management and interest cost reduction strategies; restrictive and financial debt covenants; retirement benefit plan risk; exposure to credit risk; and reliance on government support); risks related to regulatory and legal proceedings; business environment risks (such as risks associated with the financial condition of business aircraft customers; trade policy; increased competition; political instability; financial and economic sanctions and export control limitations; global climate change; and force majeure events); market risks (such as foreign currency fluctuations; changing interest rates; increases in commodity prices; and inflation rate fluctuations); and other unforeseen adverse events. For more details, see the Risks and uncertainties section in Other in the MD&A of the Corporations financial report for the fiscal year ended December 31, 2022. Any one or more of the foregoing factors may be exacerbated by the repercussions of the COVID-19 pandemic and the ongoing military conflict between Ukraine and Russia, and may have a significantly more severe impact on the Corporations business, results of operations and financial condition than in the absence of such events.

Readers are cautioned that the foregoing list of factors that may affect future growth, results and performance is not exhaustive and undue reliance should not be placed on forward-looking statements. Other risks and uncertainties not presently known to us or that we presently believe are not material could also cause actual results or events to differ materially from those expressed or implied in our forward-looking statements. The forward-looking statements set forth herein reflect managements expectations as at the date of this report and are subject to change after such date. Unless otherwise required by applicable securities laws, we expressly disclaim any intention, and assume no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. The forward-looking statements contained in this press release are expressly qualified by this cautionary statement.

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Bombardier Updates 2025 Strategic Objectives to Reflect Strong ... - Bombardier

Why I Study the Management of Arts Nonprofits – Muhlenberg College

Professor of Business Roland Kushner shares how he became interested in his field of research.

By: Roland Kushner, as told to Meghan Kita Tuesday, March 21, 2023 02:07 PM

When I was a kid, there was always music in my home. My father and older brother were violinists; I played guitar and sang (and still do). I had an interest in folk music. While I was dropping in and out of college at Carleton University in Ottawa, I had a show on the campus radio station. I started traveling to folk, bluegrass and old-time music festivals. The organizers were community nonprofits. I started to pay attention to them because thats where the music I was interested in was.

I moved to Bethlehem, my wifes hometown, in 1980, finished my bachelors degree and immediately went on for an MBA at Lehigh University. As a student, I had the opportunity to work with dozens of local businesses through Lehighs Small Business Development Center. Some of those were arts nonprofits Ive stayed involved with to this day.

As I was finishing my MBA, somebody told me, Theres a lawyer in Bethlehem whos trying to start a music festival. That led to me being hired at Musikfest [now the countrys largest free music festival] as its director for the first four years. Then,I felt the call of scholarship. I returned to Lehigh for a Ph.D. part-time while working as director of development for the Bach Choir of Bethlehem.

I focused my doctoral studies on nonprofit arts organizations, specifically on organizational effectiveness. One organization that I knew well did some things really well and some things that were just atrocious. I wondered, How are both of these things happening at once? I identified some characteristics that could be measured and did a deep dive into 19 organizations. The most effective organizations were structured really differently from one another, but the people working in the best organizations believed in the structure.

After earning my Ph.D., I worked in academia and had my own consulting practice. I had a steady relationship with the research office at the nonprofit Americans for the Arts. That led to us creating the National Arts Index, which tracked the performance of the arts alongside the economy over the course of a decade. When I came to Muhlenberg, I was able to get students engaged with that research.

When the pandemic hit, my research pivoted to its impact on the arts. Some effects were transient; some were permanent. For example, the digitization of artistic media: Im a fan of the live performing arts, of the in-person experience. But some of the supply of the arts is being provided digitally, so more people are sitting on their couches instead of out in front of the performers. Now, Im thinking about whats next.

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Why I Study the Management of Arts Nonprofits - Muhlenberg College

Trailblazing devolution deal signed giving Greater Manchester more … – GOV.UK

Levelling Up Minister Dehenna Davison and Greater Manchester Mayor Andy Burnham, along with the ten local council Leaders, have today (21 March) signed a landmark deeper devolution deal for Greater Manchester, marking a seismic shift in power, funding and responsibility from Whitehall to the region.

The deal puts more cash and power in the hands of local leaders to invest in the priorities that local communities truly care about, such as better bus and train services, skills and housing.

A new long-term funding settlement will enable the Mayor and the Combined Authority to plan for the long term, with certainty, and unlock tangible benefits for almost 3 million people living in the area.

Levelling Up Minister Dehenna Davison said:

Im proud to have agreed a historic and trailblazing new devolution deal with the Greater Manchester Combined Authority, providing the Mayor with more powers, money and an even greater say on how this iconic region is run.

This is the very essence of devolution leaders taking decisions and being accountable to the communities they serve.

Covering everything from Bee Network buses to affordable home building, this deal will give leaders the opportunity to deliver economic growth, better services and high quality jobs for people in Greater Manchester.

Greater Manchester Mayor Andy Burnham said:

Im really pleased to welcome Levelling Up Minister Dehenna Davison to Greater Manchester to sign what is the seventh devolution deal for our city-region - but this is by some way the deepest. This Deal takes devolution in the city-region further and faster than ever before, giving us more ability to improve the lives of people who live and work here.

I have always been a passionate believer in the power of devolution, and Ive been in the privileged position of being able to exercise those powers and make a positive difference to peoples lives.

Weve worked hard to secure this Deal and have achieved a significant breakthrough by gaining greater control over post-16 technical education, setting us firmly on the path to become the UKs first technical education city-region; new levers and responsibilities to achieve fully integrated public transport including rail through the Bee Network by 2030; new responsibilities over housing that will allow us to crack down on rogue landlords and control over 150m brownfield funding; and a single block grant that will allow us to go further and faster in growing our economy, reducing inequalities and providing opportunities for all.

With more power comes the need for great accountability and I welcome the strengthened arrangements announced in the Deal.

We will continue to engage with government moving forward on other areas wed like to see more local control over in the future which will help us to continue to improve life for people in Greater Manchester and those visiting. For now, our focus will be on getting ready to take on the new powers and be held to account on the decisions we will be making on behalf of the people of Greater Manchester. The signing of this deal marks a new era for English devolution.

The deal confirmed today deepens existing powers which have already delivered significant wins for the region. New measures include:

Alongside these powers, a new framework will ensure that decision-makers in areas with devolution deals are accountable to their residents and deliver value for money, with a clear ladder of intervention to respond to underperformance.

The milestone comes days after Greater Manchester was announced as one of 12 new Investment Zone areas backed with 80 million over five years including generous tax incentives to drive local growth.

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Trailblazing devolution deal signed giving Greater Manchester more ... - GOV.UK

Abdu Rozik’s team issues a statement on his fight with MC Stan; alleges the rapper’s management of abusin – Indiatimes.com

Bigg Boss 16 contestants and Mandali members Abdu Rozik and MC Stan's fight doesn't seem to end anytime soon. Their rivalry is getting nastier with each passing day. Ever since Abdu shared at events and on social media about his fight with MC Stan, everyone has been curious to know the real reason behind the spat. While. Abdu revealed in the past that MC Stan's changed behaviour has hurt him, the rapper has maintained silence over the matter. However, MC Stan's fans have been very upset with Abdu and they have started to troll, mock and make nasty comments about the singer from Tajikistan. This has not gone down well with Abdu and his team and they have released a statement slamming people who are mocking Abdu and also revealed the entire reason behind the fight between them.In the statement, the agency that has been handling Abdu's work have alleged MC Stan's management of misbehaving with Abdu, abusing him and also breaking his car's panel. The statement read, "First of all we would like to wish everyone Ramadan Mubarak and encourage everyone to be kind and peaceful always but furthermore on the holy month of Ramadan. We felt it was necessary to clear up the matter officially regarding Mc Stan since Abdu is receiving some backlash and hate without the public actually knowing any scenario. On March 20, Sajid Khan visited Abdu and Mc stan was calling Sajid's phone. Abdu was so excited and happy to speak to Stan taking the phone "Salamalaikum mere dil, mere jaan how are you my brother I miss you so much." Stan replied on speaker to Sajid, I will call you later and hung up. Abdu then sent Stan a voice note asking why didn't you reply to my Salam or say you busy and until this day Stan has not responded or addressed why he did that."Left ArrowRight Arrow

MC Stan has been in news after winning the Bigg Boss 16 trophy. Right after the finale, the rapper is back on his musical tour. However, Stan has been surrounded by new controversies, take a look at his life after Bigg Boss 16:

MC Stan has been in news after winning the Bigg Boss 16 trophy. Right after the finale, the rapper is back on his musical tour. However, Stan has been surrounded by new controversies, take a look at his life after Bigg Boss 16:

In the recent episode of The Kapil Sharma Show, MC Stan graced the stage and when Kapil asked him about his locket he shared an interesting tale, he said, "Earlier, when I used to go for cracking deals for my label and I didn't know English. My manager had taught me a few words but that's it so I ended up speaking in Hindi. Now, I want to represent my language and Pune, my PTown worldwide. I don't shy away from speaking in my matra bhasha anymore. That's how I got this locket made."

In the recent episode of The Kapil Sharma Show, MC Stan graced the stage and when Kapil asked him about his locket he shared an interesting tale, he said, "Earlier, when I used to go for cracking deals for my label and I didn't know English. My manager had taught me a few words but that's it so I ended up speaking in Hindi. Now, I want to represent my language and Pune, my PTown worldwide. I don't shy away from speaking in my matra bhasha anymore. That's how I got this locket made."

Abdu Rozik and MC Stan's friendship hit rock bottom after the show. A video from Abdu's recent live interaction has been trending on social media where he got candid about Stan's changed behaviour post the show. He said, "When I call MC Stan he doesn't say hi or Salam, he directly disconnects the call. Everything is coming and asking me about MC Stan. Do you really think I will ever speak badly for MC Stan? Whenever he was sad in the Bigg Boss house I was with him, every time. Now, he is going around saying in the media that I told him to promote my song, why he is doing that. I am having a headache. Since the time I have seen the news in the media I have gotten angry."

Abdu Rozik and MC Stan's friendship hit rock bottom after the show. A video from Abdu's recent live interaction has been trending on social media where he got candid about Stan's changed behaviour post the show. He said, "When I call MC Stan he doesn't say hi or Salam, he directly disconnects the call. Everything is coming and asking me about MC Stan. Do you really think I will ever speak badly for MC Stan? Whenever he was sad in the Bigg Boss house I was with him, every time. Now, he is going around saying in the media that I told him to promote my song, why he is doing that. I am having a headache. Since the time I have seen the news in the media I have gotten angry."

Rapper MC Stan's concert in Indore was called off in the middle after members of the Karni Sena stopped the performance, saying that the artist uses obscene language in his songs. Social media users shared video clips of Karni Sena members on the stage after the rapper had left the podium. The protestors reportedly threatened additional disruption from the stage.

Rapper MC Stan's concert in Indore was called off in the middle after members of the Karni Sena stopped the performance, saying that the artist uses obscene language in his songs. Social media users shared video clips of Karni Sena members on the stage after the rapper had left the podium. The protestors reportedly threatened additional disruption from the stage.

In a recent podcast, MC Stan revealed that at the after-party of Bigg Boss 16, Salman Khan gave him golden advice that he will never forget. He said, "I was surprised to see that Salman sir spoke to me so humbly, he is a person like us. He gave me advice that I will never forget. He told me that now I will see people around me who will keep influencing and boasting to me for their profit and I need to be aware of such people. I did notice after becoming the buzz, I came across such people and started shutting them away."

In a recent podcast, MC Stan revealed that at the after-party of Bigg Boss 16, Salman Khan gave him golden advice that he will never forget. He said, "I was surprised to see that Salman sir spoke to me so humbly, he is a person like us. He gave me advice that I will never forget. He told me that now I will see people around me who will keep influencing and boasting to me for their profit and I need to be aware of such people. I did notice after becoming the buzz, I came across such people and started shutting them away."

MC Stan further shared in the podcast about his habit of maintaining exclusivity. After Bigg Boss 16 he lost that filter and now people have come closer to him. However, this has its pros and cons too. He said, "I want to keep things under wraps because, from the place I come, everything is dangerous and life-threatening. One of the major reasons why I didn't want my family to come to Bigg Boss 16. I didn't want my brothers' normal lives to come into the limelight, neither my mom nor Buba. Now that they are, I am being extra careful."

MC Stan further shared in the podcast about his habit of maintaining exclusivity. After Bigg Boss 16 he lost that filter and now people have come closer to him. However, this has its pros and cons too. He said, "I want to keep things under wraps because, from the place I come, everything is dangerous and life-threatening. One of the major reasons why I didn't want my family to come to Bigg Boss 16. I didn't want my brothers' normal lives to come into the limelight, neither my mom nor Buba. Now that they are, I am being extra careful."

MC Stan revealed that he had witnessed his friend's murder on his birthday. He got candid about the incident on the podcast and said, "We were cutting the cake of his birthday on the street and there were few goons who had come to celebrate the birthday too. They removed talwars and auzars and with the same talwar that my friend cut the cake with, he got stabbed. My other friend and I were shell-shocked. We went home running and I puked remembering the bloodshed. I was disturbed by this incident for a long time. Since then, I wanted to leave the neighbourhood and settle in a safer place."

MC Stan revealed that he had witnessed his friend's murder on his birthday. He got candid about the incident on the podcast and said, "We were cutting the cake of his birthday on the street and there were few goons who had come to celebrate the birthday too. They removed talwars and auzars and with the same talwar that my friend cut the cake with, he got stabbed. My other friend and I were shell-shocked. We went home running and I puked remembering the bloodshed. I was disturbed by this incident for a long time. Since then, I wanted to leave the neighbourhood and settle in a safer place."

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The statement further mentioned how during Stan's Bengaluru show, his management misbehaved with him, "11th March Abdu and Stan were both in Bengaluru. Abdu spoke to Stan's manager saying he wanted to support his brother by attending and not performing to which Abdu got a response from security team and organizers that Stan does not want Abdu in the venue. Abdu then thinking this was a mistake from the stan team, tried to go to the venue as a normal guest with a ticket only to be sworn at very bad words by Stan's management and to be turned away at the normal entrance and have the car damaged and panels broken. (sic)"

Abdu's team also revealed in the statement that few music labels wanted MC Stan and Abdu's collaboration but the rapper's turned them down saying he doesn't want to work with Abdu, "Following these events two record labels have called stating that they wanted collaboration between Abdu and Stan but they were informed by Stan and his team do not wish to work with Abdu. Abdu never asked for these collaborations or requested, these were independent labels who wanted this collab. Abdu was naturally disappointed and saddened due to the response as he believed him and Mc Stan are friends and naturally out of manners and respect discussing these things privately first before public hearing is more respectful."

More here:
Abdu Rozik's team issues a statement on his fight with MC Stan; alleges the rapper's management of abusin - Indiatimes.com