But after parting ways with coach Francisco Ramirez Gamez, Dorados managed to convince 57-year-old Maradona to sign up for a spell in Mexico at the club known as “Big Fish”.“Dorados of Sinaloa is pleased to announce Diego Armando Maradona is the new manager of the ‘Big Fish,’” the club said in a statement.“Considered by many to be the best footballer of all time, Diego was known in his playing career for leading teams with guts and fight to carry them to successes that few believed possible,” it said.The club wants Maradona to stay for the remainder of the 2018 season and all of next season, Dorados president Jorgealberto Hank Inzunza told ESPN.“In my conversations with him he’s been very excited to come coach here. Honestly, it was easier to convince him than I thought,” he said.The club first confirmed rumors of Maradona’s hiring with a brief video posted online.“Diego, welcome to the Big Fish!” said a message accompanying the video.Dorados are currently in 13th place in their 15-team league.– Drug cartel –Located on Mexico’s Pacific coast, Sinaloa is home to several famous beach resorts and the drug cartel of the same name, founded by jailed kingpin Joaquin “El Chapo” Guzman.Maradona himself is no stranger to drugs.He was hit with two doping bans as a player, and has publicly battled with drug addiction, alcoholism and obesity.His erratic behaviour in the stands at the World Cup in Russia led to him needing medical assistance after Argentina’s last-gasp win over Nigeria in Saint Petersburg.Mexico was the scene of Maradona’s greatest triumph: leading Argentina to the 1986 World Cup title.Two moments during that tournament neatly summed up what made him both controversial and great.The first was his infamous “hand of God” goal in Argentina’s quarter-final against England, in which he punched the ball into the net for an ill-gotten goal.The second, four minutes later, was a breathtaking dash in which he single-handedly beat the entire English defense to slot in what would go on to be voted “the goal of the century.”But Maradona has sometimes had a touchy relationship with Mexico.He infuriated Mexicans in June when he said the country did not deserve to host the 2026 World Cup, which it was awarded along with the United States and Canada.0Shares0000(Visited 1 times, 1 visits today) 0Shares0000Diego Maradona is also president of Belarus club Brest © AFP / Sergei GAPONCULICAN, Mexico, Sep 7 – Argentine legend Diego Maradona has been hired to coach Mexican second-division football club Dorados in his latest foray into management, the club announced Thursday.Maradona’s colorful career has included stints coaching the Argentine national team and a series of clubs around the world, and he had just started a job as president of Belarus side Dinamo Brest in July.
GLENTIES COMMUNITY NEWSTwins:Congratulations to Yvonne and Jim Mc Guinness, Kilkenny, Glenties, on the birth recently of their twins, two baby sisters for Toni Marie, Jimmy and Mark Anthony. The Late John Gallagher:The death took place in Letterkenny Hospital on Tuesday 10th September 2013, of John Gallagher (Snr) Meenahalla, Glenties. His Remains were brought to his home later that day and to St. Connell’s Church, Glenties on Friday morning. Fr. Gerard Cunningham, C.C. Fintown celebrated Requiem Mass. Family members did the Readings, Prayers of the Faithful and brought the Gifts to the Altar. .Music and singing were by John F. O’ Donnell. Burial took place afterwards in the New Graveyard. He is survived by sons John and Neilie, daughters Mary and Bernadette, sister, Mary, grandchildren, nieces, nephews, other relatives and friends to whom sincere sympathy is extended. His wife Bridget predeceases him.The Late John Boyle:The death took place in Harbour Lights Nursing Home on Friday 13th September 2013 of John Boyle, Meenalargan, Glenties. His Remains were brought to Meenalargan on Saturday and to St. Connell’s Church, Glenties on Sunday morning. Requiem Mass was celebrated by Fr. Gerard Cunningham. Music was by John F. O’ Donnell. Burial took place in the New Graveyard. John is survived by three brothers, Phil, Eamonn and Gerry and one sister, Mary, nieces, nephews, other relatives and friends to whom sincere sympathy is extended. His brother Paddy predeceased him some years ago. Employment Project:Glenties Care of the Aged Community Employment Project requires participants for its new scheme commencing in October. Application can be made in writing to Day Centre Glenties or by telephone to 087 1539018.Bingo:The winners at the Big Bingo in The Community Centre, Glenties, on Tuesday 10th September 2013 were – € 50 winner – Mary Boyle; €100 winners – Bernadette Mc Devitt, Mrs. Mc Fadden, Mary Gallagher, Nora Gallagher, Sandra Moore, Faye Moore, Catriona Gallagher, Breege Boyle, Breidíin Keeney, Annie Boyle and Kitty McGlynn; .€150 Winners – Fiona Gallagher, Lisa Boyle; € 300 Winners – Mary Gallagher, Mary Gazley, May Kennedy, Dillon Murray, Jenny Sweeney, Vera Breslin, Mary Mc Daid, Anthony Burke and Amanda McConnell; The € 2,000 Jackpot winner was – Rosaleen Boyle.Tai Chi Qigong Health Exercises with Charles Shovlin: Classes starting in Glenties Community Centre from Wednesday 18th September; Time – 8.00 p.m. to 9.30 p.m.; Adults only. For further information contact Charles at 074 9551596 or firstname.lastname@example.orgTidy Towns:A general worker is wanted for a Community Employment Scheme; Fás criteria apply, Please contact 086 120 9524 for further information.DD LOCAL: GLENTIES COMMUNITY NEWS was last modified: September 20th, 2013 by John2Share this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)Tags:DD LOCAL: GLENTIES COMMUNITY NEWS
The Report by Donegal MEP Pat the Cope Gallagher on certain measures in relation to countries allowing non sustainable fishing was formally signed into EU law on the 25th of October last.The signing ceremony took place in the European Parliament in Strasbourg. The author of the report, Pat the Cope Gallagher MEP stated “I had the honour to witness the signature of my report by the President of the European Parliament and the President in Office of the Council when they formally entered into EU legislation the Regulation on certain measures in relation to countries allowing non sustainable fishing.”“The Regulation now gives Commissioner Damanaki the necessary tool to introduce hard hitting sanctions against countries engaged in unsustainable fishing practices, such as Iceland and the Faroe Islands in the case of mackerel in the North East Atlantic.”“The mackerel fishery in the North East Atlantic was expected to be worth in excess of 1 billion euro in 2010 before the outbreak of overfishing by Iceland and the Faroe Islands. In 2008 both Iceland and the Faroe Islands were fishing very modest amounts of mackerel. This is in sharp contrast to the landings in 2011, which reached up to 150,000 tonnes in each case.”“The Commissioner must take urgent action and implement the provisions contained in the Regulation, bearing in mind that talks to resolve the dispute broke down again without an agreement in London last week.” GALLAGHER REPORT ON UNSUSTAINABLE FISHING PRACTICES SIGNED INTO EU LAW was last modified: October 30th, 2012 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)
Charlie McConalogue TD has called on the Education Minister Jan O’Sullivan to listen to concerns of teachers and principals and rethink her decision to press ahead with the Junior Cycle reforms without the agreement of teachers.Charlie McConalogue TDThe Donegal TD said Minister O’Sullivan has botched the implementation of these important measures by attempting to railroad through reforms without listening to concerns of teachers, parents and students themselves. She has also significantly underestimated the resources that are needed for these curriculum and assessment changes.“Instead of postponing the new English curriculum for a year while negotiations continue, the Minister pushed ahead with the new Junior Cycle in the absence of agreement. “Fianna Fáil has always been consistent in promoting the need for junior cycle reform and indeed initiated the process while in Government. The aim is to improve the learning experience for secondary school students and it is vital now that all sides agree on how best to proceed with these changes in best interests of students.”The Inishowen Deputy said Minister O’Sullivan needs to delay the implementation of the English framework, as schools are currently lacking in capacity and resources to properly introduce the new curriculum and assessment.“She also needs to enhance the resources, training as well as teacher and principal supports available to schools to implement the new Science and Literacy and Numeracy Frameworks.“A new teachers’ survey undertaken by the ASTI found that most teachers support the greater emphasis on continuous assessment in the Junior Cycle, however they claim that increased class have impacted on their ability to cover the syllabus and have made it more difficult for them to give pupils the individual attention that is required for the new practical and continuous assessment. “The Minister is attempting to put the cart before the horse. She needs to ensure that adequate resources in place before any major curriculum reforms are implemented. Attempting to introduce reform on a shoe-string is a recipe for failure.”RUSHED JUNIOR CERT REFORM A RECIPE FOR DISASTER – McCONALOGUE was last modified: April 5th, 2015 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window)
The farmer is supported to have ben killed by a bull.BREAKING NEWS: A farmer has been killed in a suspected bull attack.The man, who was in his 60s, was found this morning in a field in Burt.The victim, whose name has not yet been officially released, was well-known in the area. The man’s body was found by his brother after he failed to return to the home they shared.It is understood the second man was also attacked when he arrived at the scene of the incident around 2.30pm.The area was sealed off but it is believed the man had been attacked by a bull while he was inspecting fields.A full investigation has been launched by a number of agencies into the circumstances surrounding the death. Gardai are still at the scene of the incident.FARMER KILLED IN SUSPECTED BULL ATTACK was last modified: September 17th, 2015 by StephenShare this:Click to share on Facebook (Opens in new window)Click to share on Twitter (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Reddit (Opens in new window)Click to share on Pocket (Opens in new window)Click to share on Telegram (Opens in new window)Click to share on WhatsApp (Opens in new window)Click to share on Skype (Opens in new window)Click to print (Opens in new window) Tags:bullBURTGardaikilled
Bamweyana has been in charge of Villa for 21 games. (Agency Photo)NSAMBYA – News reaching PML Daily suggests that SC Villa have fired head coach Douglas Bamweyana.This comes just two days after the record league champions lost 2-1 at home to Tooro United.The loss left Villa 13th on the standings, five points ahead of Ndejje who are yet to play their Match-Day 29 fixture at home to Onduparaka FC.In the aftermath of Wednesday’s loss, fans called for Bamweyana’s head, a cry that was answered immediately.“There was a meeting between the players and Villa’s interim Chairman William Nkemba on Wednesday, revealed a source at Villa Park.“In the meeting, the players advised that Bamweyana should be relieved of his duties, something that Nkemba executed.Bamweyana was only appointed last November but has failed to lift SC Villa to the desired standards.He has been in charge of 21 games, winning only six of them and has seen Villa struggle to fend off relegation fears up until he has left.Before him, Villa was under the guidance of Moses Basena who also suffered the same fate after failing to inspire the 16 time League champions.Assistant Simon Mugerwa conducted Wednesday’s training session and is expected to take charge of the final match against Nyamityobora.Villa requires only a single victory to stay up but even a draw will keep them up provided Ndejje does not score up to 16 goals in their last two games.Comments Tags: Douglas BamweyanaMoses BasenaSC VillaTooro unitedtopWilliam Nkemba
In her State of the Province Address delivered on Friday 20 February, Premier Helen Zille outlined the Western Cape government’s five strategic goals to build a highly skilled, innovation driven, resource efficient, connected and high opportunity society for all. Read the full speech here. The city of Cape Town. (Image: Media Club South Africa) Western Cape Premier Helen ZilleIt is my privilege today to launch the Provincial Strategic Plan (PSP): 2014-2019, as the law requires, setting out our vision and strategic priorities for our second term in office.An honest observer would accept that we made good progress during our first term towards achieving a society in which people are able to use their freedom to improve their lives, despite the many problems we face.We still have a long way to go to achieve our vision 2040 of a highly skilled, innovation driven, resource efficient, connected, and high opportunity society for all.I am not going to spend time telling “good news” stories from our previous term. Most speak for themselves. It is a pity that our opposition is only intent on searching for bad news. Let me assure them, we condemn racism every bit as much as they do. We are working day and night to build an inclusive society that eradicates the legacy of apartheid. They should not try to pretend otherwise.Instead I will focus on the years ahead, till our term ends in 2019: how we plan to create conditions for economic growth, provide better education, and deliver better health, safety and social services to our citizens. Our work is never done and the next administration will have to take up where we left off.Our new Provincial Strategic Plan (PSP) builds on the firm foundations we put in place during our first term in office. Since then our population has grown and our budgets, in real terms, are shrinking.That makes our core philosophy all the more relevant. We call it the “whole-of-society” approach, summarised in our well-known slogan, Better Together. It means that every organisation, institution, community, family and individual, has a responsibility and role to play in development. Of course, a capable state must provide the foundation and create the opportunities for them to do so. But I wish to emphasise that no government can substitute for committed, caring parents, who serve as role models for their children. This is the foundation stone of any functional society.Our PSP sets out our five strategic goals, each backed by a plan to maintain continuous improvement in the lives of citizens. These are:• Strategic goal one: Creating opportunities for growth and jobs;• Strategic goal two: Improving education outcomes and opportunities for youth development;• Strategic goal three: Increasing wellness, safety and tackling social ills;• Strategic goal four: Enabling a resilient, sustainable, quality and inclusive living environment; and• Strategic goal five: Embedding good governance and integrated service delivery through partnerships and spatial alignment.But there is an important additional element to our approach during our second term. Through widespread consultation, we have selected several priority projects, that we call “game changers”, because they have the potential to be catalysts for substantial improvements in people’s lives.We are currently busy with the detailed design of these bold, focused interventions in eight key areas.These are:• Achieving energy security;• Rapid growth in three key economic sectors with the highest potential for new jobs;• Delivery of high-speed broadband across the province;• Testing effective E-Learning models in our schools;• Creating real after-school opportunities for young people to participate in sport, cultural and academic activities;• Tackling alcohol abuse;• Providing water and decent sanitation that exceeds the basic national minimum standard; and• Pioneering an integrated living model that can pave the way for restructuring the apartheid legacy of our cities and towns.Once the detailed action plans are completed — through an intensive process we call design laboratories – we will publicly release them, together with measurable outcomes and defined timelines.Economic growth and jobs remain our number one priority. This is the only way to fight poverty in a sustainable way.The province’s economy grew by 2.3% last year, outpacing national economic growth, during a year of bleak economic prospects.The Western Cape has the lowest broad unemployment rate in the country – 24,5% – which is a full 10.1% below the national broad unemployment rate.It also has the lowest number of discouraged work seekers, at 22 000 people compared to Kwa-Zulu Natal’s 616 000 discouraged work seekers, Limpopo’s 403 000 or Gauteng’s 379 000. The broad unemployment rate (which measures discouraged work-seekers) is the only reliable measure to use. The narrow definition hides the millions of people who have given up looking for work.The number of discouraged work seekers in our province has also gone down by 33% since 2009, despite the fact that the total population in the Western Cape has grown from 5.35 million to 6.1 million over the past five years.However, youth unemployment remains a particular challenge everywhere, including the Western Cape.Until now, the biggest blockage to economic lift-off has been policy uncertainty created by national government, and the countless job-crushing laws and regulations that are described as “red tape”.But even these have now been trumped by our current energy crisis. Simply put, if there is no energy, there is no economy. The disastrous management of electricity generation, transmission and reticulation by Eskom, a state owned enterprise, has left us with a chronically unpredictable electricity supply, which drives away investment and destroys jobs.When load-shedding hits it costs the Western Cape economy hundreds of millions of Rand’s in lost productivity and investment.President Zuma obviously is not serious about solving this crisis when he insists on maintaining Eskom’s monopoly and pursuing the unaffordable Russian nuclear deal that, even if it gets off the ground, cannot deliver any power for the next 15 years. We need viable alternatives now.That is why energy security has to be a game changer. Either we have an economy or we don’t.Last week, we hosted the first design lab to identify the most effective interventions to achieve energy security, involving almost every key strategic thinker on this important topic.Energy security is the platform we need for our second game-changer, called Project Khulisa — achieving significant growth in three economic sectors best placed to create jobs.They are:• Tourism including business and leisure tourism, as well as niche tourist markets;• Agri-processing to add value to a range of agricultural products; and• Servicing the growing oil and gas sector, particularly through mid-stream services such as rig-repair.Project Khulisa also focuses on ensuring that we have the right infrastructure, services and skills to support the growth of these (and other) sectors.We already know that tourism is a major contributor to job creation in the Western Cape, pumping R17 billion into the economy and underpinning 204 000 formal jobs.However, we believe the sector can contribute even more.Benchmarking ourselves against other regions that have undertaken similar, focused initiatives, tourism has the potential to increase its contribution to the economy by another 50%, adding almost 100,000 jobs by 2019.However, it will be impossible to grow our tourism sector at the rate required if our visa regulations chase visitors away. Until recently Home Affairs seemed intent on killing South Africa’s new tourism growth market (particularly China, India and Africa) through onerous visa regulations, seemingly designed to make travellers choose destinations other than South Africa.We are pleased that during his SONA address, President Zuma promised a review of these regulations in order to strike a balance between what he termed “national security “and tourism growth.We must also try to prevent the peaks and troughs in our tourism industry by growing niche markets during the winter months.The design laboratory for our tourism action plan will draw from best international practice. We can learn a lot from Africa. Kenya, for example, through smart policies and good marketing, has grown tourism to almost a quarter of GDP and created a million additional jobs in one year.Jordan is a good example of a country that has increased its number of visitors through cultural and heritage niche markets, resulting in a 30% increase in tourism employment in that country over five years.The second of our Khulisa economic game-changers is agri-processing.Currently, the sector contributes R12 billion in goods and services to our economy and accounts for 79 000 formal jobs in the province.Using regions that have revolutionised their agri-processing sectors, we have concluded it is possible for this sector’s economic contribution to grow over 100% by 2019, adding a further 100 000 jobs. This is essential given the rate of agricultural job losses that followed the violent disruptions in the farming sector two years ago.Again, we are dependent on externalities, like reliable energy and consistent, clean water, and the macro policy climate to attract investment. If the national government would just stick to its own National Development Plan, we would be assured of progress.This requires bringing down barriers to exports and entering into trade agreements with the BRICS and fellow African countries, our natural trading partners.Appropriate skills, and high-level research and development are also critical to the success of this sector.We have identified key opportunities to address these challenges, which we are in the process of evaluating. These include:Developing specialized agri-processing parks that provide world class infrastructure, tax and energy rebates, research and development support, skills development and shared services;Improving water management through new infrastructure development and water use efficiency;andPromoting and supporting of beneficiated agricultural products in both domestic and international markets with a particular focus on products produced by small and medium enterprises.Again, many lessons come from Africa.Morocco, for example, has made great progress in the development of agri-processing clusters called “Agropoles” that are located on sites with good road connections, near ports and airports. The clusters are also served by research and development and training institutions to address specific needs in the sector.Project Khulisa’s third priority arises out of the burgeoning oil and gas sector off the African coastline. The Western Cape is ideally positioned to service both the East-West cargo traffic that is too large for the Suez Canal, and the African offshore oil and gas vessels and rigs that are drilling off the Mozambique and Namibian coasts.That is why we are investing nearly R90 million into the development of the Saldanha Industrial Zone (IDZ) over the next three financial years, in co-operation with the national government.Currently, the oil and gas sector accounts for 35 000 formal jobs in the province. Looking at similar initiatives elsewhere in the world, we estimate that we could more than double this number by 2019 under a high growth scenario where the Saldanha IDZ becomes the key logistics hub of Africa for the Oil and Gas Services Industry.However, in order to achieve this we need to overcome two major challenges.Firstly, the Saldanha Bay IDZ requires additional infrastructure to undertake rig repair at shore. Improved roads around the IDZ as well as increased energy and water provision are essential.Secondly, we lack the skills that the oil and gas sector requires. Currently there are 1700 artisans employed at the port and we will need 18 000 by 2019 to support accelerated growth in this sector.We are committed to doing what we can, within our limited budgets and competencies, to overcome these challenges in partnership with other spheres of government and the private sector.That is why we welcome the national government’s recently launched Operation Phakisa (accelerate). The first phase of the project is focused on unlocking the economic potential of South Africa’s oceans.Last month, as part of this project, the Transnet Ports Authority (TNPA) and Saldanha Bay Industrial Development Zone Licencing Company (SBIDZ) announced that tenders are being prepared for two major infrastructure projects valued at around R10 billion for the Saldanha IDZ.The deadline for the completion of these projects is January 2018. These construction projects will make a major contribution towards establishing a flagship oil and gas services hub at Saldanha Bay in the long term and we plan to working closely with the TNPA to ensure that deadlines are met.We have already introduced a number of interventions to increase rig-repair-specific skills in the province.The provincial department of Economic Development and Tourism has targeted 1000 unemployed youth to participate in an occupational readiness programmes (ORP), to bridge their enrolment into technical and vocational training colleges (TVET) to gain the necessary qualifications.We have funding from the national Department of Trade and Industry’s SEZ fund to place these students as assistants to artisans in the engineering and construction environment.We have also launched a “Recognition of Prior Learning” project in partnership with the South African Oil and Gas Alliance using funding from the Chemical SETA. The project provides training in trade skills such as welding, boiler-making, fitting and electrical skills, which lead to formal certification.Retired artisans are also being trained as trainers, to pass their knowledge and skills to younger artisans.However, we recognise that bolder interventions are required if we want to produce almost 16 000 additional skilled workers in the next five years.This will almost certainly have to include an increase in the number of visas granted to skilled foreign nationals – something that again depends on the national government. If we want our economy to grow, we simply have to create and attract the skills we need.Let’s follow the example of Brazil that increased their work permit approval rate by 30% between 2009 and 2010, attracting 5000 skilled expatriate workers in their oil and gas sector alone, resulting in growth that, in turn, created thousands more jobs for local residents.This is necessary while we build our internal skills base.We will host design laboratories over the next few months with the oil and gas industry and further education institutions to design a “rig repair-skills action plan” with clear targets and timelines that can be implemented over the next five years.It is important to note that the three prongs of Project Khulisa will not displace the many other sectors in our economy that contribute to increasing investment, jobs and growth.For example, the Business Process Outsourcing sector remains key to the province’s economy, employing over 40 000 people, mostly youth. There are still significant opportunities to grow our province’s market share in niche segments of BPO, such as Legal Process Outsourcing. We will continue working in partnership with Business Process Enabling South Africa (BpeSA), to continue their exceptional success in marketing our province as a leader in the global contact centre industry.Establishing the Western Cape as a hub of innovative businesses also remains a top priority.During the current financial year, we have spent just over R45 million through our Entrepreneurship and Enterprise Development programmes to assist new business development, with procurement support and access to finance. R36.3 million has been allocated to this programme for the 2015/16 financial year.Our Red Tape Reduction unit will continue to resolve issues that negatively affect the establishment and growth of business. Since the launch of the red tape hotline in 2012, the unit has received 3 570 complaints with an 80% resolution rate.We have also implemented regulatory impact assessments in all provincial departments and almost every municipality, because we recognise that excessive regulation kills investment and job creation.Affordable broadband connectivity is essential for economic growth. Rapid internet access increases global competitiveness, supports new businesses, grows jobs and achieves social progress.That is why access to high speed broadband to all residents of the Western Cape is also a game-changer and is already well under-way.Our government will be providing broadband connectivity to approximately 2 000 Western Cape Government sites through our partnership with the State Information Technology Agency (SITA) and Neotel.The number of provincial government sites that will be connected include 1,250 schools, 300 health facilities and 220 libraries by July 2016.To date, surveys at 460 sites have been completed.Neotel has also generously committed to installing WIFI hotspots at 384 Western Cape Government sites, across the province that have fibre connectivity.During the next financial year, the first 50 hotspots will go live and people within range will be able to surf the Internet for free up to a limit of 250MB per month. Once the free allocation is exhausted, users will be able to purchase additional data. Government websites will remain free for everyone.Last year, our government also partnered with non-profit organisations to deliver pilot WiFi hotspots in Delft, Robertson, Atlantis and the Garden Route. These pilots have shown an exponential increase in the number of people using them. There is a huge demand for this service, and we are determined to meet it.Fifty two hotspots have already been connected and over 51,000 unique users have been able to connect to the Internet over the past five months, with an average increase in users of 15% per month.We have also made progress in developing a Khayelitsha Bandwidth Barn, an ICT incubator, in partnership with the Cape Information and Technology Initiative. It has already opened at Lookout Hill, with the official launch scheduled for the 18th of March.Finally, the first Interactive Community Access Network (ICAN) centre, is being piloted in Elsie’s River, which will be ready for launch by mid-year. The ICAN will offer a Study Zone for learners to do their homework and research projects, a Play Zone which will offer gaming, a Learn Zone that will provide free and paid-for training, as well as a Create Zone that will allow the community to experiment and hone their creative ICT talents.We are at last making significant strides in our broadband strategy despite a delay of nearly two years due to unnecessary national compliance requirements enforced through the State Information Technology Agency. However I must say that, over the past year, SITA has worked hard to add value to the project.More unnecessary national obstacles lie ahead, however. Every sensible South African was astounded to hear that the national government has awarded Telkom the monopoly for broadband roll-out nationally.This approach, announced by the President in his SONA address, and disguised in weasel words like “lead agency”, contradicts the government’s own strategy called “South Africa Connect”, which advocates open competition in the market of broadband infrastructure providers, so that users can get the most effective service at the best price.Our Constitution also requires that procurement must be done “in accordance with a system which is fair, equitable, transparent, competitive and cost-effective.” To ignore these requirements and to institute a monopoly for a partially state-owned enterprise, is a very serious matter, and one that will cost consumers dearly.It is telling that Telkom tendered for the Western Cape broadband contract, and was beaten in open competition by several other providers. By shielding Telkom from open competition, President Zuma has removed all incentives to produce an effective and affordable service. If Telkom’s management of the ADSL lines is anything to go by (with over a million lines still unutilised), we are in for another Eskom and Sanral experience here. This will be economically disastrous for South Africa, but very lucrative for the ANC and a few connected cadres. If you are looking for an explanation for the inexplicable, just follow the money.If you track the Telkom share price over the past few months, you will notice that its shares have gone from R11.93 in May, 2013 to R76.50 this month which strongly suggests speculation by insiders based on the privileged information that Telkom would be designated as the lead Broadband agency. If this is true, it is both criminal and corrupt. As the revered struggle hero Frank Chikane once said: every project in government is designed to make someone in the ANC rich. We are determined not to let this corruption derail our broadband roll-out.What makes the success of our broadband strategy even more critical is that our fourth game-changer, the piloting of E-Learning in our schools, depends on it.This game-changer falls under Strategic goal two: Improving Education outcomes and opportunities for youth development. I will return to the game-changer once I have outlined the elements of this strategic goal as a whole.Its four main objectives are:Improving language and mathematics in our primary schools (particularly the foundation phase);• Improving the number and quality of passes in the National Senior Certificate (NSC) exams;• Reducing the number of under-performing schools; and• Increasing the learner retention rate in the province – without pursuing the disastrous policy of simply progressing children through the system when they cannot make the grade.The programmes to achieve these objectives are set out in some detail in our strategic plan.Let me focus on the E-learning game changer here, which is designed to make a major contribution towards improving the quality of teaching and learning in the province and entrench the skills people need to participate in our technology-driven economy.We have allocated nearly R730 million over the next three years to establish ICT infrastructure and e-learning in schools.On the spine of the Wide Area Network, the Western Cape Education Department is developing Local Area Networks to connect our schools and classrooms.We aim to install a LAN in 610 schools (including learners with special educational needs) over the next five years.The explosion of educational material and increasingly affordable hardware, is creating a new area of technology-rich smart classrooms, including innovations such as mobile trolleys with laptops, overhead projectors and other devices to assist teaching and learning.3,350 classrooms across 248 schools will benefit from our Smart Classroom Project over the next five financial years. R53 million will be spent during the current financial year, to convert 1,583 classrooms to smart classrooms.500 of our poorest schools will also receive refreshed computer labs over the next five financial years. 126 laboratories will be completed by the end of April.It is also important that schools have access to the latest digital education resources.That is why the provincial department has initiated an E-resources catalogue on its website. Developers of digital education resources have been invited to register their materials or services in the catalogue, which provides a portal to access learning and teaching material that is aligned to the curriculum and is of the required standard.Our E-learning game changer will focus particularly on a limited number of pilot interventions to test the efficacy of resources, in teaching, learning and administration, on a demand-driven basis. This will require the development of partnerships across the education sector, including corporates who devote so much of their resources to education, without necessarily testing their impact on learner outcomes. Far too much money is still spent in education, far too little impact achieved.In order to ensure that teachers can adapt to the changes technology will bring in the classroom, our in-service teacher training will focus primarily on the use of technology and good teaching methods to convey curriculum content. This is essential for Smart Classrooms to succeed.An area, which I believe needs special attention is the foundation phase — grades R to 3. This is where our high drop-out rate begins. An alarming proportion of our children, especially in poor communities, are not learning to read, write or calculate in the foundation phase, and are usually effectively lost to education from that point on.Our systemic literacy and numeracy (LITNUM) tests — which are internationally benchmarked, independently marked and unique to the Western Cape — reveal the severity of the challenge we face. The 2014 LITNUM results saw Grade 3 learners score only 42.4% in the language test, with slightly better Grade 3 mathematics results at 54%. Tragically, the maths results in particular drop precipitately as children move through the school system.It is pleasing to see that it is possible to bring about significant improvements.For example, Wallacedene Primary school drastically improved their LITNUM results between 2013 and 2014. While the school boasted an 11% improvement in their Grade 3 Language results, it is their Grade 6 results which have seen a truly remarkable increase.The school improved its mathematics results from 9.4% in 2013 to 46.4% (about a 35% increase) in 2014 and its language results from 4.4%% to an incredible 61.9%. Minister Schafer is studying this example closely, to draw the correct conclusions from it, to find solutions that are replicable across the system.It is our duty to ensure that every child across the system is able to read fluently, write properly and calculate at the required, internationally benchmarked level at the end of Grade 3. We will be testing our approaches this year with a view to turn this into a fully-fledged game changer from the beginning of 2016. It is a personal and systemic tragedy to progress learners through the system when these basics are not in place.Over the past five years our budgets have been strongly redistributive to poor schools, and when this is accompanied by good management and committed teachers, it starts to show results. Resources on their own make little difference.This progress is most noticeable in the Metro East district, which includes disadvantaged schools in Kuils River, Blue Downs, Mfuleni and Khayelitsha.Since 2009, the district’s pass rate has increased by an impressive 15.1%. The average pass rate in Khayelitsha schools has also gone up from 53.6% to 76.1% over the past five years.We must all congratulate the principals, educators, school governing bodies and education officials who provided the leadership that made this level of improvement possible.Then there are some schools that I would call “outliers” that produce remarkable results in the most unlikely circumstances. It is my pleasure to welcome here today Mrs. Ashra Norton from the Leadership Academy in Manenberg, a school that achieved an impressive 87.5% pass rate, almost double the average of 46.2% for other high schools in the greater Manenberg area. And the learners at the Leadership Academy raked in 30 of the 33 subject distinctions across all seven high schools in Manenberg. It is significant that the Leadership Academy is an independent school that charges no fees at all. It draws its learners from one of the poorest, most violence wracked communities in this province. It has far fewer resources than most of the other schools in the area, yet it produces far, far better results. We have learnt very important lessons from the success of the Leadership Academy and we intend to replicate these lessons through innovative education models that produce better learning outcomes for poor learners.Finally, I have also invited Mrs. Margot Kiewit, principal of De Duine Senior Primary School in Lotus River, to join us today.Mrs Kiewit has shown exceptional leadership in mobilising the community to end vandalism at the school. Last year, the schools received a newly-refurbished building.Mrs. Kiewit rallied the community to prevent vandals damaging the building by organising school watches and hosting night classes for illiterate parents, thus developing the community and deterring the vandals.Mrs Kiewit’s recipe can be applied in communities everywhere, if people take ownership of the facilities the government provides for them, using them and protecting them.Another major investment in young people is proper after-school programmes.Tragically, in schools where children most need to have productive after school activities to keep them off the streets and out of the clutches of the gangs, the fewest opportunities exist.That is why our fifth game-changer focuses on expanding after-school programmes to youth across the province. We call it the Youth-With-Hope game changer and it is our major initiative to increase youth development opportunities under Strategic goal two.We aim to do this by using our Mass Participation Opportunity and Development (MOD) programme to create after-school centres of excellence, building on our partnerships with the City, non-governmental organisations and the private sector in general.We have selected 16 pilot sites across the province, with a particular emphasis on gang hotspot areas.In addition, we are planning a ‘new path’ intervention in Manenberg, where a unique opportunity exists, to transform the large vacant spaces of school land, currently primarily used as a gang war zone, to develop a pioneering and safe “Youth Lifestyle Campus”.A “Youth Lifestyle Campus” is a safe place – incorporating a number of facilities – which together can become a hive of learning, health-care, sports, arts and recreation, where young people have opportunities to do their homework, have fun and improve their lives.Plans for the Lifestyle Campus will be in incorporated in the City’s spatial framework for Manenberg, which will be completed by mid-year, and we will start by calling for proposals for innovative designs. This new “Lifestyle Campus” concept will provide real opportunities in a safe environment for the young people of Manenberg. This is the kind of space capable of producing the likes of a Kenny Solomon, South Africa’s first Chess International Grand Master who we also warmly welcome here today.Our Youth with Hope game changer will be boosted by the excellent youth mentors recruited through our Year Beyond Programme. This week I had the privilege of meeting the first 70 Year Beyond volunteers. All of them matriculants and graduates, who will be tutoring primary and high school learners in MOD centres from the beginning of the second school term.They will also earn a leadership qualification from the Frederik Van Zyl Slabbert Institute for Leadership Development at Stellenbosch University. The Year Beyond programme will be extended to more schools over the next few years.So will our youth cafes. Currently we have two such cafes in Rocklands and Athlone, which provide entrepreneurial skills development opportunities to young people. We will be opening three more this year in Atlantis, George and Nyanga Junction.I am excited to welcome Mr David Ndlovu, who has also joined us today. David is 22 years old and lives in Strandfontein. He is one of the hundreds of young people who have benefitted from our Youth Cafes.After being retrenched in 2013, he began visiting the Rocklands Youth Café, where he worked on a business idea. He subsequently launched his company called CIO Projects, an acronym for change, impact, opportunity, which organises events and provides life-skills training. We hope his business goes from strength to strength.Our third strategic goal is increasing wellness, and safety, and tackling social ills.This includes the provision of health care to 74% of citizens living in the province. This figure continues to grow as a result of in-migration. Our budget allocation through the equitable share formula, has not nearly kept pace, which has forced us to change our approach to meet an ever-growing demand with fewer resources. This has culminated in our Healthcare 2030 strategy, which signals an important shift from treating illness to maintaining wellness. Solely focusing on curative care is not sustainable or desirable. We have to prevent preventable diseases.This requires citizens to take responsibility for their health and wellbeing. It requires safe sex, responsible drinking, healthy eating; regular exercise, and abstaining from smoking and drug abuse.One of the least spoken about scandals in our society is that at least 60% (and that is a very conservative estimate, some put the figure at closer to 80%) of our annual health budget is spent on preventable conditions while so many unpreventable diseases and disabilities remain untreated or neglected because there isn’t enough state funding.It is the health parallel to the unnecessary cost of fixing vandalised infrastructure when we could and should be spending the money on new facilities in areas where none currently exists. Smoking, unsafe sex, unhealthy eating and excessive drinking amount to vandalism of the body. This is not a private matter. It has huge social costs.In tackling our health challenges, public-private partnerships will also remain a top priority. Last year we launched the pilot Wellness Centres project at 16 pharmacies across the province. The Western Cape Department of Health provides free HIV kits to pharmacies in exchange for at least 10% of their operating hours being spent on providing free health screenings such as HIV testing, blood pressure and blood sugar tests, helping to relieve the pressure on state clinics.Our programme to deliver chronic medication to decentralised distribution centres was expanded last year. By the end of March we will have delivered 3.3 million medication parcels to clients, who no longer have to wait all day in clinic queues to get their medicines.We will also continue to spend our R3.3 billion health infrastructure budget on upgrading existing clinics and hospitals over the next five years.Increasing safety in our communities is another key priority under Strategic goal three.While we have no jurisdiction over the police, the provincial department of community safety is doing what it can, within its limited mandate, to improve safety in our communities through innovative partnerships.These interventions include:• Providing resources to the City of Cape Town Metro Police to train and equip 30 school resource officers and 90 Law Enforcement Auxiliary (LEA) officers that will be deployed in communities where there are spikes in gang violence, allowing the police to make arrests, investigate and ensure convictions.• Providing 40 safety kiosks, in addition to the existing 20 that have been deployed across the province. These Kiosks offer a visible node in high risk areas. Supported by crime monitoring technology, they allow for co-operation between private security companies, city improvement districts, local municipalities, Law Enforcement Auxiliaries and Chrysalis graduates, who if necessary, provide rapid escalation to higher order policing.• Formalising our youth safety partnership with Northlink College which has already provided more than 2000 study opportunities, through the college’s bursary programme, to youth at risk.• Expanding the Youth Safety and Religious Organisations Partnership (YSRP) for youth during school holidays. Over 17 000 young people participated in this programme during the December holidays.The provincial department will also continue with its successful “Watching Briefs” programme. It involves a team of legal experts and post-graduate law students, supervised by a senior advocate, who monitor court cases to identify any systemic lapses by the police, which result in failures to secure convictions. So far 71 cases of policing failure have been reported to provincial South African Police Service (SAPS) management, which has resulted in 44% of these cases being reinstated on the court roll. Twenty eight of these cases led to disciplinary action being instituted against police officers who allegedly failed in their duties.Advocate Vusi Pikoli has also begun his work as the Western Cape Police Ombudsman, a South African first, made possible through the Western Cape Community Safety Act.Advocate Pikoli’s office is legally mandated to independently investigate complaints from the public about police inefficiency and/or the breakdown in relationship between the police and the community. I would like to welcome him and wish him well in his new role. It is an exceptionally important one.Finally, we remain committed to working with SAPS to implement the recommendations made by the Khayelitsha Commission of Inquiry. SAPS is responsible for taking the lead when it comes to most of the recommendationsHowever, we are concerned that this implementation has been delayed for many months now, due to inexplicable delays in the national Minister’s office.Improving safety on our roads also remains one of our top priorities. Key to achieving this is behaviour change amongst drivers and pedestrians.Our Safely Home team has used spatial fatalities data to identify communities most in need of intervention. We focused on specific hotspots in Nyanga, Mfuleni, Makhaza and Delft. In the five month period since the launch of the campaign there has been a 41.6% reduction in youth pedestrian fatalities.We have also focused on drunk driving, combining targeted communication campaigns with on the ground 24/7 law enforcement.Alcohol abuse is the biggest single threat to achieving our goal of increasing wellness, safety and reducing social ills in the province. Alcohol abuse fuels violence, injuries and other criminal behaviour.This is why our game changer under strategic goal three is tackling alcohol abuse.Despite the fact that 60% of South Africans abstained from alcohol in the past 12 months, the 40% of drinkers over-compensated. We are classified as one of the top five countries with the riskiest drinking patterns in the world.One of the main reasons for the high levels of alcohol abuse is that alcohol is so easily available. Most households are within a five minute walk of a cheap alcohol outlet, due to the estimated 24 000 illegal liquor outlets operating in the provinceWe believe that a plan to reduce alcohol consumption and risky drinking behaviour must focus on the social and health impact and include the following components:A strategy to address the availability of cheap liquor in communities. We are, for example, investigating alternative uses for cheap wine, such as converting it into biofuel for tractors and generators;We need to involve the liquor industry in moving beyond responsible consumption campaigns to responsible production, distribution and marketing of their products;This must have community buy-in. Communities need to support any local strategies so that they help us combat alcohol abuse including illegal shebeens. We must seek opportunities for illegal shebeen owners to find alternative business opportunities.SAPS also have a crucial role to play because they alone have the legal authority to shut down illegal shebeens. Our alcohol abuse reduction strategy must be area specific to take the local risk profile into account.We will host design laboratories over the next few months to put together a detailed plan to tackle alcohol abuse, which we will pilot in a specific community such as Nyanga where alcohol is the main driver of high levels of inter personal violence and crime.Strategic goal four is enabling a resilient, sustainable, quality and inclusive living environment in the province.We aim to do this by improving our climate change response, managing and maintaining our ecological and agricultural resource-base, creating sustainable and integrated urban and rural settlements; and ensuring better living conditions for low income and poor households.One of our key initiatives is our River Improvement Plan, which is showing substantial success, and involving surrounding communities and farmers.The project has resulted in a number of interventions such as monitoring water quality; clearing alien vegetation; and upgrading waste water treatment to ensure the river water is of acceptable quality and quantity for human consumption, farming and industrial use. If we fail to get this right we will lose our export fruit markets and hundreds of thousands of jobs.We aim to implement this plan around other river systems including the Olifants-Doorn and Breede RiversBuilding integrated sustainable human settlements remains one of our top priorities but also one of our biggest challenges.Which is why we have identified two game-changers under this strategic goal namely water and decent sanitation for all. We are also pioneering an integrated living model as a pilot for restructuring the apartheid legacy of our cities and towns.Budget constraints mean that we do not have the money to provide every person on our housing database with a formal finished house. This would cost an estimated R70 billion, which is almost double the annual budget of the entire Western Cape Government.National Minister of Human Settlements Lindiwe Sisulu has stated that government free housing projects are not sustainable, which is why there has been a national policy shift towards upgrading informal settlements and backyard dwellings through the provision of electricity, water and decent sanitation.Despite the Western Cape having the highest percentage of households with access to water and sanitation in the country, we recognise there is room for improvement, above the basic national norm. This game-changer will focus on achieving this outcome in consultation with communitiesI would like to introduce my last two special guests Mr. Trevor Masiy (Mussie) who is a community leader from the Langrug informal settlement near Franschoek and Mr. Addie Kumar from the Community Organisation Resource Centre (CORC).Langrug is a great example of what is possible when upgrading informal settlements if we work together with a range of relevant role players.This upgrading project was led by the community in collaboration with the Stellenbosch municipality the CORC, the University of Cape Town, Shack Dwellers International and the Western Cape Government.With Masiy leading as community chairperson, residents determined their main needs and proposed solutions to problems. Many have been implemented by residents with assistance from the project partners, including opening access streets, building grey-water channels and upgrading ablution facilities.I would like to congratulate everyone involved in this ground-breaking project. It has demonstrated what can be done if communities organise to take the lead in development and welcome NGOs municipalities and the private sector as partners.Our final game changer is focused on improving spatial integration in Cape Town. Currently too many poorer families live furthest from employment opportunities and amenities. Growing urbanisation and an acute shortage of well-located and affordable housing closer to the central business district (CBD) makes this situation worse.Our game changer here will explore a new residentially-led integrated living model for human settlement. It will include not only affordable housing, but encompass a ‘live, work, play’ philosophy where residents have a range of services and opportunities close to where they live and easy access to public transport. We intend this game-changer will serve as a model to unlock other state property sites for integrated residential projects.Finally, strategic goal five seeks to embed good governance and integrated service delivery through partnerships and spatial alignment. None of our other plans can be realised without a capable state and strong partnerships with all stakeholders in our society. We have established a strong working relationship with the City of Cape Town and many local authorities in the provinces. And our philosophy of partnerships extend to every stakeholder in society.That then is the plan, in broad outline. Drill deeper, and there will be an enormous amount of detail in the plans we are crafting to turn vision into action and outcome.This would be impossible without the magnificent team, led by the Director General and many others who work day and night to make the promise of a better life for all, a lived reality for our people.We are working for the Western Cape to succeed, so that South Africa can succeed.Thank you.
Share Facebook Twitter Google + LinkedIn Pinterest Field Agronomist Alex Johnson revisit’s the Beck’s Practical Farm Research (PFR) Closing Wheel trial and what we have seen over the past three years.
Google looks to be following up the addition of its Google Chart Tools with a neat addition to Google Labs – the Public Data Explorer. The purpose of the new tool, Google says on the new lab’s page, is to make “large datasets easy to explore, visualize and communicate”. Google, with its access to an immense assortment of information, is in the perfect position to help us with ways to display this information.Just as with the Chart Tools, Google’s Public Data Explorer will allow users to directly embed charts and other visual tools onto their websites. The charts will be dynamically created, so if the data updates, so will the chart. Google first got into the public data game about a year ago and has been including this type of data in its search results.Right now, there are 13 datasets available, ranging from something as specific as Education Statistics of California to World Development Indicators from the World Bank. Google has just added five new public data sources: the U.S. Center for Disease Control (think Google’s Flu Trends), the U.S. Bureau of Economic Analysis, Eurostat, the Organization for Economic Co-Operation and Development, and the California Department of Education.There are four choices for visualization styles – bar graph, line graph, map or bubble, and each has its advantage. After choosing a visual style, you can select what data points you would like to see and set variables such as time period.Just as with the chart tools, we look forward to seeing how useful a tool like this can be for all those smaller organizations that don’t have the resources to hire a full-time web design team, but want to visually display data to help visualize trends. This could be a great tool for smaller journalistic organizations to compete with some of the big dogs. 8 Best WordPress Hosting Solutions on the Market mike melanson Tags:#Google#news#web A Web Developer’s New Best Friend is the AI Wai… Top Reasons to Go With Managed WordPress Hosting Why Tech Companies Need Simpler Terms of Servic… Related Posts
By Rachel Dorman, MS & Heidi Radunovich, PhDMilitary members can face a number of challenges when reintegrating back into the family after deployment. Some challenges may include changes in previous roles and responsibilities in their marriage, finding their place among friends and family, and civilian activities that evoke wartime memories. Due to the stressful events, such as exposure to combat during deployment, reintegration can be more difficult for some. Foran, Wright, and Woods (2013) sought to learn more about how combat exposure impacts marital relationships among military members who recently returned from deployment.Martial Adjustment [Flickr, 4th BCT Deployment by Fort Bragg, CC BY-ND 2.0] Retrieved on September 17, 2015The researchers examined how combat exposure, mental health symptoms, and aggression impacted service personnel’s intent to divorce or separate within nine months post-deployment. Participants included 194 married active duty personnel who had returned from a 15-month deployment to Iraq in 2007-2008. Participants took a survey on base four months post-deployment, and again nine months post-deployment. The survey contained measures for combat experiences, depressive symptoms, PTSD symptoms, intent to divorce or separate, relationship psychological aggression, general aggression, and marital distress. The researchers found that at four months post-deployment over one-third (37%) of service members reported marital problems. During the same time period, the researchers also found that over 43% of participants reported psychological aggression against their partner within the last month. Marital distress, relationship aggression, combat exposure, and PTSD symptoms related to re-experiencing events were all associated with higher intent to divorce or separate. Participants who reported high levels of marital distress and also experienced high levels of combat exposure were much more likely to report intent to divorce or separate nine months post-deployment than those who only had high levels of marital distress, or just combat exposure. This held true even when controlling for PTSD symptoms.Martial Adjustment 2 [Flickr, 130922-Z-OU450-266 by North Carolina National Guard, CC BY-ND 2.0] Retrieved on September 17, 2015Practitioners who work with service members and their families should be aware that service members who have experienced high levels of combat are at particularly high risk for divorce or separation if they are already experiencing marital distress. This could be due to symptoms and behaviors that the service member is showing to the spouse, as well as their own challenges in handling stress. Because they are particularly vulnerable, it is recommended that married military service members who have experienced deployment participate in couple-based programs to reduce depressive symptoms and marital distress, and also to focus on education to reduce the stigma of seeking treatment when needed. For more information about military couples cans be found in the below blogs previously published by MFLN Family Development:Military Couples, Infidelity, and Marriage Education ProgramsCouple Separations: Strengthening & ResilienceInfidelity and Military Couples: Risks & EffectsMilitary Couples vs. Civilian CouplesResource Discovery: Military Family Lifestyle Survey ReportRelationship Stability: What Helps and HindersResearch on Military Enrichment Programs References Foran, H., Wright, K., & Wood, M. (2013). Do combat exposure and post-deployment mental health influence intent to divorce? Journal of Social and Clinical Psychology, 32(9), p. 917 – 938. doi: 10.1521/jscp.2013.32.9.917This post was written by Rachel Dorman, M.S. and Heidi Radunovich, PhD, members of the MFLN Family Development (FD) team which aims to support the development of professionals working with military families. Find out more about the Military Families Learning Network FD concentration on our website, on Facebook, on Twitter, YouTube, and on LinkedIn.