England governance – CV New Eng http://cvneweng.org/ Tue, 17 May 2022 21:49:55 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://cvneweng.org/wp-content/uploads/2021/10/icon-52-120x120.png England governance – CV New Eng http://cvneweng.org/ 32 32 Government releases plans to reform governance of men’s football in England – Commentary https://cvneweng.org/government-releases-plans-to-reform-governance-of-mens-football-in-england-commentary/ Thu, 12 May 2022 23:03:55 +0000 https://cvneweng.org/government-releases-plans-to-reform-governance-of-mens-football-in-england-commentary/ In a statement to the House of Commons, Sports Minister Nigel Huddleston announced that the government had approved the 10 key policy recommendations set out in its fan-led review of football governance, published by MP Tracey Crouch in November 2021 , to improve finance, sustainability and corporate governance in the national game, and to put […]]]>

In a statement to the House of Commons, Sports Minister Nigel Huddleston announced that the government had approved the 10 key policy recommendations set out in its fan-led review of football governance, published by MP Tracey Crouch in November 2021 , to improve finance, sustainability and corporate governance in the national game, and to put supporters at the heart of decision-making.

The government says the regulator will be backed by primary legislation to give it statutory powers to license and sanction clubs as part of its mission to tackle the most pressing issues in the football pyramid.

The government has also released independent research it commissioned which highlights the widespread culture of clubs practicing unsustainable financial practices, placing the pursuit of success above sound financial management. This includes an over-reliance on owner funding, which can leave clubs dangerously exposed if owners decide to end cash injections. Premier League and Championship clubs now routinely exceed Union of European Football Associations guidelines on spending no more than 70% of club income on wages, resulting in weak balance sheets in the industry that would be unacceptable in any other area.

The regulator will also have powers to exercise financial oversight of clubs, including powers of information gathering, investigation and enforcement. The fan-led review recommended looking at financial distribution, including solidarity payments. The government is of the opinion that this problem should be solved in the first place by the football authorities. Further details on the government’s preferred option, including regulatory support powers, will be set out in the white paper.

The new independent regulator will also be responsible for enforcing an improved test for owners and directors, both before a club is acquired and on an ongoing basis. This will include a new “integrity test” for all owners and managers, and enhanced due diligence, including funding sources, during an acquisition. It will replace the current tests administered by the Premier League and the English Football League.

Following an outpouring of feedback as part of the fan-led review, the government also confirmed its support for the following recommendations:

  • a greater role for supporters in the day-to-day management of clubs – the government will now consider mechanisms including the option of a ‘shadow board’;
  • supporter engagement on club heritage issues should be subject to greater regulatory scrutiny – to ensure supporters have a greater say in changes to stadiums, logo, name and their club’s kit via a “privileged share”; and
  • stronger action to improve equality and diversity on club boards across the football pyramid – this will be linked to the role of the regulator.

A white paper setting out all the details of these measures and an indicative timetable for the legislation is expected to be published in summer 2022.

For more information on this, please contact Paul Maalo from Wiggin by phone (+44 1242 224 114) or email ([email protected]). Wiggin’s website can be accessed at www.wiggin.co.uk.

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Governance and Secretariat Manager job at MANCHESTER METROPOLITAN UNIVERSITY https://cvneweng.org/governance-and-secretariat-manager-job-at-manchester-metropolitan-university/ Fri, 06 May 2022 09:09:59 +0000 https://cvneweng.org/governance-and-secretariat-manager-job-at-manchester-metropolitan-university/ Governance & Secretariat ManagerManchester Metropolitan University North West England Are you an experienced governance professional with in-depth knowledge of higher education governance and regulatory compliance? Are you able to contribute at a strategic level and help shape the future development of our University? If you have significant leadership and management experience gained in a higher […]]]>

Governance & Secretariat Manager
Manchester Metropolitan University
North West England

Are you an experienced governance professional with in-depth knowledge of higher education governance and regulatory compliance? Are you able to contribute at a strategic level and help shape the future development of our University? If you have significant leadership and management experience gained in a higher education setting, excellent leadership and organizational development skills, and the strategic ability to shape and guide planning and decision-making, the Manchester Metropolitan University could be your ideal next career choice.

About Us
Manchester Metropolitan University is a creative, confident, passionate and proud community; attributes that we share with our great hometown. Manchester is one of the most extensive centers of higher education in Europe and the most popular city for students in the UK. Manchester Metropolitan University offers cutting-edge skills to people from 130 countries. We share the ambition to provide an excellent education to transform the lives of our students and to provide excellent research with powerful real-world impacts and benefits. People are at the heart of everything we do and we have a talented and passionate workforce. We are proud of our accomplishments and continue to innovate and invest in the development of the institution. Recent successes include our new Sports Institute and School of Digital Arts, our joint institute with Hubei University in China, a triple-accredited business school and a Queen’s Anniversary Award.

where you will work
Our professional services directorates and departments, which include governance and secretariat, have the critical role of providing the strategies, services, systems, and processes that underpin our academic mission. Supporting a community of 40,000 people within an organization with an annual turnover of over £245 million, the Principals deploy extensive professional expertise to ensure the University’s continued success and well-being of its staff and students.

About the role
You will provide professional leadership for the University’s governance strategy, including policies, procedures and processes. You will be responsible for ensuring that the University operates within its prescribed constitutional and regulatory framework and that the affairs of the Board of Governors and Academic Council are properly conducted, providing relevant and expert advice to the Board of Governors, Vice Chancellor , the chief operating officer and other members of the university’s leadership group. You will be the primary point of contact for the Board of Governors and lead the committee’s service standards across the University. Your impact on the strategic delivery and continued success of the University will be enormous.

About you
You will be able to demonstrate a proven track record of governance and leadership at the senior level and have substantial experience working in a dispersed and complex organizational structure. You will have a high degree of integrity and excellent judgment and will also have a genuine commitment to the mission and ethos of the University. You will be highly organized, self-motivated, with excellent written and verbal communication skills, a good eye for detail and excellent proofreading skills. You will be able to manage your workload under tight and conflicting deadlines while providing first class service and building effective working relationships with colleagues at all levels, including the most senior members of the University and governing body.

To apply for this position, please submit your CV and a cover letter outlining your suitability for the position.

How to register
Applications must consist of a CV accompanied by a cover letter that meets the criteria of the person’s description.

For an informal chat, please contact Liz James at
Email: elizabeth.james@berwickpartners.co.uk
Such. : 0121 654 5924
M: 07715 993 443

Deadline for receipt of applications: Monday, May 30, 2022
Date of interview: Tentatively, Friday, June 24, 2022

Manchester Metropolitan University is committed to supporting the rights, responsibilities, dignity, health and well-being of staff and students through our commitment to equality, diversity and inclusion.

We encourage applications from all sections of the community, regardless of background, creed or identity, recognizing the benefits that a diverse organization can bring. We particularly encourage applications from Black, Asian and minority ethnic candidates, who we recognize are underrepresented in this field.

We recognize the benefits and importance of an environment that supports flexible working and are open to conversations about this throughout the application process.

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UK says action needed to strengthen governance in British Virgin Islands https://cvneweng.org/uk-says-action-needed-to-strengthen-governance-in-british-virgin-islands/ Thu, 05 May 2022 08:17:00 +0000 https://cvneweng.org/uk-says-action-needed-to-strengthen-governance-in-british-virgin-islands/ Rt. Hon. Amanda Milling, Britain’s Overseas Territories Minister, meets community leaders at Road Town Methodist Church as a proposal is considered to place the Overseas Territory of the British Virgin Islands under London rule , after the arrest of the island’s prime minister. in Miami for conspiracy to traffic drugs and money laundering, in Road […]]]>

Rt. Hon. Amanda Milling, Britain’s Overseas Territories Minister, meets community leaders at Road Town Methodist Church as a proposal is considered to place the Overseas Territory of the British Virgin Islands under London rule , after the arrest of the island’s prime minister. in Miami for conspiracy to traffic drugs and money laundering, in Road Town, British Virgin Islands, May 3, 2022. REUTERS/Gabriella N. Baez

Join now for FREE unlimited access to Reuters.com

LONDON, May 5 (Reuters) – Britain said on Thursday action was needed to strengthen the foundations of governance in the British Virgin Islands, following a visit by the overseas territories minister Wed Amanda Milling to discuss the findings of a critical report.

“It’s not a question of whether something should be done, it’s a question of what to do, we must act now to strengthen the foundations of the territory,” Milling said in a Facebook video. .

Last week, a report on governance in the British Overseas Territory said it should have its constitution suspended, its elected government dissolved and effectively be governed from London. Read more

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Reporting by William James; Editing by Kate Holton

Our standards: The Thomson Reuters Trust Principles.

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eDiscovery and Information Governance – Tip of the Month: Adapting Information Governance and eDiscovery to the “New Normal” – Disclosure, eDiscovery and Privilege https://cvneweng.org/ediscovery-and-information-governance-tip-of-the-month-adapting-information-governance-and-ediscovery-to-the-new-normal-disclosure-ediscovery-and-privilege/ Sun, 01 May 2022 21:45:00 +0000 https://cvneweng.org/ediscovery-and-information-governance-tip-of-the-month-adapting-information-governance-and-ediscovery-to-the-new-normal-disclosure-ediscovery-and-privilege/ To print this article, all you need to do is be registered or log in to Mondaq.com. Script A large financial services firm engaged an outside attorney and eDiscovery provider for an internal investigation into trading activities that may result in the need for regulatory disclosures and civil lawsuits. This was the company’s first major […]]]>

To print this article, all you need to do is be registered or log in to Mondaq.com.

Script

A large financial services firm engaged an outside attorney and eDiscovery provider for an internal investigation into trading activities that may result in the need for regulatory disclosures and civil lawsuits. This was the company’s first major investigation since the onset of the COVID-19 pandemic, and it quickly became apparent to the in-house legal team that their information governance and eDiscovery plans were compromised. prior to March 2020 required an update to reflect significantly changed functionality. environment. The policies had to account for nearly two years of remote working for almost all employees and the subsequent hybrid structure of part-work from home (WFH) and part-work in the office. Among the first steps taken were the retention and collection of data from key individuals identified as participants in the relevant trades, followed closely by intensive early case assessment to quickly find the facts and manage the costs. The internal team took care to take a fresh look at each step of the process. The goal was to avoid reverting to the default way things had always been done and to arrive at a process suited to the ‘new normal’.

Governance, Preservation and Information Gathering Today

As we all know, the pandemic has imposed a remote working environment, virtually overnight, on many workplaces, especially those in professional services. Some of the unexpected benefits arising from this imposition were the many examples of increased productivity and efficiency achieved through the use of technologies (both common and newly developed) that previously had limited prevalence in these industries.

Current information governance and eDiscovery plans are updated to address new challenges in managing data sources and identifying data for investigations, litigation and compliance. Additionally, ongoing concerns about data privacy and cybersecurity, including responding to data subject access requests (DSARs), present issues that may require changes to “standard” policies and procedures.

Retention, legal retention, and data collection have undergone significant changes since March 2020, when WFH suddenly moved from Bring Your Own Device (BYOD) to Bring Your Own Office (BYOO). Legal holds notices can now focus more on data and documents stored outside of an organization’s data servers and offices. Pre-pandemic data collection mainly took place on site; however, the pandemic has demonstrated that organizations should consider WFH when considering best practices for retention and collection. New strategies and processes were needed to perform remote data collections, especially from mobile devices, cloud storage, and local storage on devices outside the organization’s network. Remote data collections should be considered when updating your information governance and eDiscovery plans.

Legal teams should also consider data mapping to determine where data is stored, record a description of the data, and assign responsibility for data maintenance. Although data mapping has been around for many years as a standard part of information governance, there has been a revival to update data maps due to the rapidly accelerating expansion of technology applications. deployed before and during the pandemic.

Managing eDiscovery Today

The pandemic has only added to the pressures on internal legal teams. Internal teams are increasingly working directly with an outside attorney and eDiscovery vendor to aggressively manage legal spend. Using advanced software applications, often called artificial intelligence or AI, to perform early case assessments is one method of prioritizing and identifying key people and data sources. The more information gathered from these early assessments, the better able in-house and outside counsel will be able to meet with regulators, negotiate with opposing counsel, and conduct effective and comprehensive investigations.

Along with the expansion of remote data collections, there has been a need to facilitate reviews of contract attorneys managed remotely. Document review is often the most expensive phase of the eDiscovery process. Fortunately, advances in eDiscovery technology and practices can lead to a more efficient process for managing investigation costs. A document review team is usually made up of different levels of legal professionals and lawyers. Before the pandemic, document review teams were made up of the best reviewers that could be recruited from a particular location. However, today review teams are often dispersed with the possibility of nationwide recruitment. To keep these reviewers aligned, a systematic and defensible approach can be considered, including:

  • Identify key gatekeepers, issues, and timelines to present the review team with improved context

  • Prioritizing data for review and production using AI tools

  • Limit issue tagging to improve efficiency

  • Using smart quality control at specific phases to appropriately balance exam accuracy and pace

  • Thoroughly document the process from start to finish for viability and cost management

The pandemic has given organizations an opportunity to examine the people, processes, and technologies they use throughout the information governance and eDiscovery lifecycles. Organizations may find that investing time in regularly updating these plans pays dividends by keeping pace with continuously changing work environments.

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Mayer Brown is a global provider of legal services comprised of law firms that are separate entities (the “Mayer Brown Firms”). The Mayer Brown firms are: Mayer Brown LLP and Mayer Brown Europe – Brussels LLP, two limited liability companies established in Illinois in the United States; Mayer Brown International LLP, a limited company incorporated in England and Wales (authorized and regulated by the Solicitors Regulation Authority and registered in England and Wales under number OC 303359); Mayer Brown, a SELAS based in France; Mayer Brown JSM, a partnership of Hong Kong and its associated entities in Asia; and Tauil & Checker Advogados, a Brazilian legal partnership with which Mayer Brown is associated. “Mayer Brown” and the Mayer Brown logo are registered trademarks of Mayer Brown law firms in their respective jurisdictions.

© Copyright 2020. Mayer Brown Practices. All rights reserved.

This article by Mayer Brown provides information and commentary on interesting legal issues and developments. The foregoing is not a complete treatment of the subject matter covered and is not intended to provide legal advice. Readers should seek specific legal advice before taking any action regarding the matters discussed here.

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Cheshire East Council supports community governance changes https://cvneweng.org/cheshire-east-council-supports-community-governance-changes/ Wed, 27 Apr 2022 15:33:33 +0000 https://cvneweng.org/cheshire-east-council-supports-community-governance-changes/ April 27, 2022 Cheshire East Council supported changes to the governance arrangements of the borough’s town and parish councils. The full council’s decision follows more than three years of complex work and rigorous 12-week consultation on proposals developed as part of a comprehensive review of community governance. The review looked at a range of issues, […]]]>

April 27, 2022

Cheshire East Council supported changes to the governance arrangements of the borough’s town and parish councils.

The full council’s decision follows more than three years of complex work and rigorous 12-week consultation on proposals developed as part of a comprehensive review of community governance.

The review looked at a range of issues, including city and parish boundaries, number of city and parish councillors, grouping of parishes and wards.

By the end of the consultation process, the board had received approximately 5,000 responses.

The views of consulted respondents and stakeholders were taken into account alongside key legislation, central government guidance and terms of reference for the review.

This led Board officers to make revised recommendations, which were approved by the Board’s Multi-Stakeholder Community Governance Review Sub-Committee on April 4 and by the Corporate Policy Committee on April 14, 2022.

The review’s recommendations received final approval by vote at a full board meeting today (April 27).

Councilor Sam Corcoran, leader of Cheshire East Council and chairman of its corporate policy committee, said: ‘This review of community governance, including extensive consultation and engagement with stakeholders, was necessary to ensure that city ​​and parish arrangements respond to local needs and are fit for purpose for the future.

“The adoption of the review recommendations is the culmination of an incredibly complex and important project for the governance of the entire borough.

Customer Sam Corcoran“I would like to take this opportunity to thank the officers and members of the Cross-Party Community Governance Review Sub-Committee for their dedication and hard work – especially during the additional challenges of the Covid pandemic. I would also like to thank the many members of the public who have contributed so much to the success of this process.

“The changes made to the proposals, after consultation, demonstrate that the board listened.”

The borough-wide review was undertaken as Cheshire East is responsible for the governance and electoral arrangements for the borough’s 186 town and parish council wards in 135 town and parish councils.

The aim of the review, which follows guidance from the government and the Local Government Boundary Commission for England, was to ensure that community governance arrangements continue to reflect local identities and facilitate practical and effective local administration.

As communities change over time, government guidelines recommend a review of town and parish governance every 10 to 15 years, to ensure arrangements are fit for purpose. ‘goal. The last was done before Cheshire East Council was established in 2009.

The Preliminary Report on the Community Governance Review made a series of draft proposals for consultation late last year, beginning with parishes where no changes are proposed, to other relatively minor proposals and , finally, to larger area or boundary changes – largely adjoining the borough’s urban parishes – which has a ripple effect on surrounding parishes.

This consultation stage gave people and stakeholders the opportunity to advocate for alternative proposals or approve the draft proposals as they were. A multi-disciplinary team of officers has been working on the review since 2019 and members of all council political groups have been involved in finalizing recommendations for future governance arrangements for the borough’s town and parish councils. The revised proposals have now been approved by the board.

Full details of the changes and maps showing boundary changes can be found here.

Cheshire East Council officers will continue to support town and parish councilors through the process of implementing approved changes to local community governance arrangements.

The community governance review did not include electoral arrangements for borough council or parliamentary seats. These would be the responsibility of Whitehall (the Local Government Boundary Commission and the Boundary Commission for England respectively) and are not currently on offer.

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Inside Housing – News – Merseyside-based landlord achieves top governance rating two years after being non-compliant https://cvneweng.org/inside-housing-news-merseyside-based-landlord-achieves-top-governance-rating-two-years-after-being-non-compliant/ Wed, 27 Apr 2022 12:30:00 +0000 https://cvneweng.org/inside-housing-news-merseyside-based-landlord-achieves-top-governance-rating-two-years-after-being-non-compliant/ A Merseyside-based housing association has been given the highest possible governance rating two years after it was restructured following earlier failures. Livv Housing Group is based in Prescot, Merseyside (Picture: Getty) dividing lines 13,000-home landlord grabs G1 two years after restructuring following earlier failures #UKhousing Today’s regulatory judgment says the regulator is confident that LHG […]]]>

A Merseyside-based housing association has been given the highest possible governance rating two years after it was restructured following earlier failures.

Livv Housing Group is based in Prescot, Merseyside (Picture: Getty)

dividing lines


13,000-home landlord grabs G1 two years after restructuring following earlier failures #UKhousing




Today’s regulatory judgment says the regulator is confident that LHG has ‘strengthened its governance arrangements’, following a thorough assessment.

“He established a new, simplified group structure that aligns with his refocused corporate objectives and implemented a new risk and internal control framework that improved the Board’s oversight and control of key risks. ‘administration’, says the judgment.

Regarding its financial viability, he added: “The supplier has a properly funded business plan, sufficient security in place and is expected to continue to meet its financial commitments under a wide range of adverse scenarios.”

The regulator also today issued an interim regulatory judgment for Peabody, after it took on Catalyst, another G15 owner, as a subsidiary this month to form a 104,000-unit group. As a result, Peabody retained its G1/V2 status.

The providers included in the judgment are: Catalyst Housing Limited, Charlton Triangle Homes Limited, Peabody Developments Limited, Rosebery Housing Association Limited and Town and Country Housing.

Elsewhere, Golden Lane Housing (GLH) retained its G1/V1 status after splitting from its unregistered parent company, the Royal Mencap Society, this month. Manchester-based GLH, which provides supported accommodation for adults with learning disabilities, was set up as an independent registered charity by Mencap in 1998.

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Not just a night watchman: a commentary on the governance of BCCI under CoA https://cvneweng.org/not-just-a-night-watchman-a-commentary-on-the-governance-of-bcci-under-coa/ Wed, 27 Apr 2022 07:00:00 +0000 https://cvneweng.org/not-just-a-night-watchman-a-commentary-on-the-governance-of-bcci-under-coa/ Vinod Rai’sNot just a night watchman: my sleeves in the BCCI’ is a transparent commentary on the functioning of the Board of Control for Cricket in India (BCCI) under the direction of the Committee of Administrators (CoA). It highlights little-known aspects of a most critical phase of Indian cricket when many veteran administrators received cricket […]]]>

Vinod Rai’sNot just a night watchman: my sleeves in the BCCI’ is a transparent commentary on the functioning of the Board of Control for Cricket in India (BCCI) under the direction of the Committee of Administrators (CoA). It highlights little-known aspects of a most critical phase of Indian cricket when many veteran administrators received cricket administration courses in the country.

“There was a lot of misinformation about our work. We were given the mandate to implement the recommendations of the Supreme Court and at the end of our mandate, there were only two of us left on the CoA. We have been clear in our determination to ensure that the Constitution is implemented even if three states disagree. My job was to carry the mandate and order to run the administration. To set a pattern,” Rai said sports star.

Rai devotes a chapter to the Anil Kumble-Virat Kohli episode which left Indian cricket in turmoil. Kumble, who was considered the best man to take India forward, left under very unfortunate circumstances. Known for his dignified demeanor, Kumble chose to leave rather than create an unpleasant atmosphere in the locker room. The CoA had to deal with the coach-captain showdown in both men’s and women’s cricket.

READ: Anil Kumble felt he was treated ‘unfairly’ in 2017, Vinod Rai writes in his book

The most shocking aspect was that Kumble was handed a one-year contract, even though his predecessor, Ravi Shastri, had spent two years in the role. The Indian team was due to participate in the 2017 Champions Trophy and travel to the West Indies right after the tournament. Kumble was widely considered ideal to lead the Indian team, given his stature in international cricket.

Strangely, Kumble was never made aware that Kohli was having issues with his way of functioning. “A deluge of opinions appeared in the media,” Rai wrote. “The CoA had been unanimous in believing that Kumble had a legendary record as a cricketer, as one of the most successful bowlers of all time. He had also guided the team to remarkable victories over the course of the year he was a manager. He was a sensible coach and a brilliant strategist for the team. However, despite his credentials and track record, the CoA was legally and procedurally crippled in allowing an extension by simply making a ruling voiding the clauses. contractual.

Rai also pointed out how he had discussions with Sachin Tendulkar, a cricket advisory board member with VVS Laxman and Sourav Ganguly, and asked him to bring about a rapprochement between the captain and the coach. Tendulkar, according to Rai, said the CAC would talk to Kumble and Kohli and determine the “nature of the dissonance.”

The CAC, in fact, decided to recommend Kumble’s reappointment. But that never happened because Kumble opted out.

On Kumble’s resignation letter, Rai wrote, “It was vintage Kumble – mature, diplomatic and a thoroughbred professional. A legend in its own right. Even though Rai said sports star he did not speak to Kumble at any time about this controversy. He said in the book that the coach made the decision after learning that some team members had doubts about his approach as a coach.

“I haven’t spoken with Kumble. He has a tall stature and I couldn’t have convinced him because he would have turned around and asked me what my position was. Suppose we gave an extension what was the guarantee that the harmony of the team would not have been disturbed. Maybe someone went to court to embarrass us. I couldn’t have lectured him. The CAC could have. But let me tell you, I have tremendous empathy for Kumble. He deserved much, much better. Once the episode was over, I spoke to him and I must say that his injury was justified. But please tell me how it could have been handled better or differently.

“The BCCI”, speaking of his experience, said Rai, “had to change its approach and make the administration centered on the cricketer. We must realize the fact that the BCCI is rich thanks to the cricketers who play cricket well. The players are popular and it is thanks to them that the media is attracted to cricket. BCCI generates huge income and I wanted to see that the players are well taken care of as well as the public who are the most important stakeholders.

READ: Women’s T20 Challenge in Lucknow May 24-28

On player contracts, the book, published by Rupa, details how the CoA reworked it in 2017. “It was shocking that the contracts had not been reviewed since 2011. Our players are very entrenched and I have to Appreciate that Dhoni and Virat tackled this by wanting to encourage Grade B and C players by giving them more money.Also I have to say there is no star culture in this lot despite the huge public adulation for them. I never felt any of the players trying to go overboard. I was however shocked to know that efforts were not made to fix the workload of players – engaged for 272 days a year.

Rai admitted: “A rather unusual step had been taken by BCCI in appointing Dhoni as a mentor towards the end of India’s England tour…..perhaps his presence in team management or in the dressing room would have could be effectively used…. If Dhoni was the epitome of calm on the pitch, Kohli was the image of aggression and passion. This model was ideal for Indian cricket and was to be adopted as a model.

He praised the Indian cricketers for their commitment. “This is a fearless and courageous group who will not accept any foolishness from anyone including cricket administrators. These cricketers are no longer at the mercy of BCCI or any cricket administrator. In the “Together, the objective of the Lodha reforms is to put the administration of cricket in the hands of former cricketers. With all the annoyance displayed by the Court at its last three hearings, the BCCI had still not thought it prudent to step back from its arrogant and aggressive stance and accept the reform package.

He was proud of the introduction of the North Eastern states as well as Uttarakhand, Chandigarh and Pondicherry into the first class system. “I think every state should have the opportunity to compete. We have to provide them with the necessary infrastructure and we have helped them by giving them three guest players. To those who have laughed at their low standards, I would ask if every team promoted by ICC is strong enough to take on the big nations. We were keen to develop Indian cricket by giving everyone a fair platform to play.

READ: Navigating through turbulent times – a timeline of CoA’s bumpy ride

Rai left with regret that the CoA could not do women’s cricket justice. “I think we could have done a lot for women’s cricket. We could also have given players a decent academy than we have in Bangalore. Rai continued his association with the game. “My love for cricket dates back to when Polly Umrigar made the news. I also love the T20 format and marvel at the seamless way our players switch from format to format Our team is second to none and the CoA has helped them set new benchmarks.

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Statement on the supporter review of football governance https://cvneweng.org/statement-on-the-supporter-review-of-football-governance/ Mon, 25 Apr 2022 16:37:38 +0000 https://cvneweng.org/statement-on-the-supporter-review-of-football-governance/ Mr President, with your permission, I would like to make a statement outlining the government’s response to the independent review of football governance conducted by supporters. This follows my written statement issued earlier today. The government’s response was provided in hard copy to the Voting Bureau. I will also place a copy in the libraries […]]]>

Mr President, with your permission, I would like to make a statement outlining the government’s response to the independent review of football governance conducted by supporters. This follows my written statement issued earlier today. The government’s response was provided in hard copy to the Voting Bureau. I will also place a copy in the libraries of both chambers.

First of all, I would like to thank my honorable friend, the Member of Parliament for Chatham and Aylesford, and the whole panel for their diligent work on the review – as well as my colleagues across the House and all the speakers who have debated these issues over a number of years.

Most importantly, Mr President, I would like to thank the dozens of clubs and the thousands of football fans across the country who contributed to the review. They are central to the review and our response to it.

Football is an integral part of our national identity and has been central to British life for over a century.

English football has been extraordinarily successful. Our Premier League has become the most watched sports league in the world.

However, the good governance of our clubs has not kept pace with this expansion and development.

The football pyramid itself has been under threat of late, with clubs at risk of collapsing.

Many fans felt estranged from their own clubs.

It is clear that reform is needed to keep our national sport alive and thriving.

This government has already taken strong measures to support football reform.

This includes financial support to help clubs through the pandemic and changes to competition law to ensure the financial stability of English football.

But, we have also committed to undertake a football governance review in our manifesto, a review led by the fans and for the fans, a review to protect the future of professional football in this country.

At the end of November, the independent study “Fan Led Review of Football Governance” published its report.

Today I am pleased to announce the release of the government’s response to this report.

Our response recognizes the clear case for reform and sets out our approach moving forward. It marks an important step in the protection of our national sport.

Today I confirm that the government will introduce an independent regulator for football, into law, as part of a wider reform plan.

GOVERNMENT RESPONSE

An independent regulator is just one of 10 policy recommendations set out in the report. I am pleased to say that the government will support all of the review’s policy recommendations.

Some of them must be implemented by the government; and some are for football authorities to push forward. And we expect them to act too.

As well as interviewing thousands of fans directly, the review benefited from over 100 hours of engagement involving representatives from over 130 clubs. All of this built a clear picture of the challenges of the game.

The review and our response are for them. For the fans who make our national sport what it is – and without whom, football would be nothing.

To coincide with the response, we are also publishing the findings of a government-commissioned study by academics and football finance experts Kieran Maguire and Christina Philippou.

Their analysis confirms that there is a widespread problem of fragile finances at English football clubs and that measures are needed to ensure the continuity of the game.

The sum total of our plans amounts to significant reform. In our response, we commit to publishing a white paper this summer that will further detail the implementation of this reform.

Through a new financial regulatory regime, the regulator will usher in a new era of financial competence and sustainability for our clubs.

We also recognize that the leadership of our football clubs goes hand in hand with the way they are run.

So the regulator will establish new tests for owners and administrators – replacing the existing three tests – to ensure that only good custodians and qualified administrators can manage these vital community assets.

The enhanced test will include a new integrity test.

Recent events have shown how important it is for us to have confidence in the goalkeepers of our football clubs.

Supporters have a crucial role to play in the future of football in this country, and for this reason we believe that supporters should be duly consulted by their clubs when making key decisions.

And therefore, the regulator will establish a condition of license establishing a minimum level of fan engagement to ensure that clubs meaningfully engage fans.

We also recognize the crucial role that football clubs play in the identity of this country, and especially in the communities that are so intrinsically linked to their home team.

The stadium, the colors and the badge are an integral part of it.

Therefore, we believe they should have additional protections, including a mechanism for fans to provide consent before any changes are made to these key elements.

Mr President, our manifest commitment was prompted by the financial peril into which many clubs were being pushed.

The long-term health of professional football in this country depends on fairer distributions in the football pyramid.

That’s why we agree the Premier League should build support across the football pyramid.

We await further action from the football authorities on this important recommendation – and if they fail to reach an agreement on financial flows through the pyramid, we reserve the right for the regulator to have powers in this domain.

Football must also ensure that there is a clear and favorable path for the players. We therefore agree with the recommendation that the welfare of players leaving the game should be better protected. I have asked the football authorities to act urgently on this.

Taking these recommendations forward and securing the future of football is a key priority for this government.

But it is a priority that goes beyond the government.

The review contains specific actions for the Football Association, Premier League, English Football League and Professional Footballers’ Association, on which we expect to see action – without waiting for government legislation.

WOMEN’S MATCH AND LIST EVENTS

Mr President, the majority of the review has focused on issues related to men’s football.

Women’s football has gone from strength to strength in recent years, with record numbers of tickets sold for this year’s European Women’s Championship taking place here in England.

This government has shown that we are right behind women’s sport in every aspect and so we will be launching a specific review of women’s football in this country.

As well as the Women’s Football Review; I am also pleased to confirm that the FIFA Women’s World Cup and the UEFA European Women’s Championship Finals will be added to the listed events regime.

As a result, tournaments will continue to be available to free-to-air TV broadcasters; hopefully inspiring the next generation of Lucy Bronzes and Ellen Whites.

ABSTRACT

Mr President, the changes we have announced represent a real turning point for football and will have a huge impact on clubs.

It’s crucial that we get it right, to give fans and future investors confidence in the future.

That is why we will give more details on how the reforms will be implemented in a white paper this summer, and we are committed to legislating to make football reform a reality. We will implement the reforms as soon as possible.

We are leading the way to a more sustainable, responsible and accountable future for football; one that ensures fans are at the center of our national sport.

I commend this statement to the House.

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Meet Dr. Nneka Abulokwe, British Nigerian entrepreneur in technology and digital governance https://cvneweng.org/meet-dr-nneka-abulokwe-british-nigerian-entrepreneur-in-technology-and-digital-governance/ Thu, 21 Apr 2022 11:17:24 +0000 https://cvneweng.org/meet-dr-nneka-abulokwe-british-nigerian-entrepreneur-in-technology-and-digital-governance/ Dr Nneka Abulokwe is a technology and digital governance entrepreneur, FTSE Board Director, international speaker, private equity NED and diversity advocate. She is also the CEO and founder of MicroMax Consulting, a company that provides advice to the board on people-centric digital governance, cybersecurity and technology. Early life and education She was born to a […]]]>

Dr Nneka Abulokwe is a technology and digital governance entrepreneur, FTSE Board Director, international speaker, private equity NED and diversity advocate.

She is also the CEO and founder of MicroMax Consulting, a company that provides advice to the board on people-centric digital governance, cybersecurity and technology.

Early life and education

She was born to a Nigerian father and a Jamaican mother in London, England. She was brought back to Nigeria and grew up in the city of Port Harcourt, Rivers State, where she lived until after her first degree at the University of Port Harcourt, earning a Bachelor of Arts in History.

She then went to London where she obtained a master’s degree in Imperial, Commonwealth and International Studies. After her master’s degree in 2001, she entered the Cranfield School of Management where she studied Leadership, Strategy, Change Management, Business Transformation.

In 2008, she received her doctorate from the Cranfield School of Management as a Doctor of Business Administration, Information Technology, Governance, Outsourcing and International Trade.

Corporate career

She obtained a position as a program manager for Compuware in 2001, where she gained work experience in change management, international program delivery and supply chain management.

In 2004 she left Compuware to work at Logica (CGI) where she gained experience in management and leadership, offshore deliveries, P&L responsibility, customer/account management.

In 2008 she left Logica and worked as a Delivery Director for Atos where she worked until 2012, gaining experience in Account Management, IT Strategy, Program Management, Business Transformation , management consulting, business change management, process improvement, P&L accountability, among others.

In 2013, she resumed her duties as Executive Director of Sopria Steria, one of the 10 European leaders in digital transformation, which offers one of the most comprehensive portfolios of end-to-end service offerings on the market.

Crew member

Dr. Nneka, during his career, has been a member of various institutions, such as the Chartered IT Institute, Association for Project Management, APM and Freeman of the Technologists Livery Company, WCIT and the City of London.

She has also been a member of the board of several institutions including;

  • Member of the advisory board of Cranfield School of Management
  • External Member, Audit and Risk Committee, Chairman, Financial Fraud Oversight Committee at the University of Cambridge
  • Advisor, D&I Advisor for Race Steerco at Shell
  • Board of Directors and Non-Executive Director (NED) at Capita
  • Board of Directors and Non-Executive Director (NED) at Davies Group

Entrepreneurial experience

In April 2017, she founded the Micro Max consulting firm specializing in Tech; Digital; Governance, Diversity and Inclusion and internal and executive consulting services in the use of technology, digital and governance to foster organizational cohesion and foster positive digital cultures.

Where she uses her global experience gained at the highest levels to help companies and organizations achieve their goals. By working with leadership teams to encourage cohesion, alignment and clarity of purpose. Translate them into a strategy to deliver an informed, inclusive and productive workforce – through the smart use of technology and governance to foster positive and diverse digital cultures.

Achievements and Recognition

  • She was conferred an Officer of the Order of the British Empire (OBE) on the occasion of Queen Elizabeth II’s birthday 2019 for her services to business
  • Conferred Doctor of Science, Cranfield University, for Business and Industry Services
  • Listed in Diligent’s 2020 Modern Governance Top 100
  • Ranked 4th in the Financial Times Top 100 Most Influential Technology Leaders of 2018
  • Ranked 9th, 2018 EMpower Financial Times Top 100 BAME Executives and Models
  • 2018 Governance Professional of the Year Finalists, The Governance Institute, UK
  • Ranked 4th in the Financial Times Top 100 Most Influential Technology Leaders of 2019
  • Listed in Power’s 2019 list of 100 most influential black leaders, UK.
  • Listed on Power 2020 list of 100 most influential black leaders, UK.
  • RED top 5 women changing the face of tech 2020.
  • Ranked 28th in the Yahoo Finance EMpower 100 Ethnic Minority Executives List 2020.
  • Listed in Power 2021 list of 100 most influential black leaders, UK.
  • Listed in Power 2022 list of 100 most influential black leaders, UK

Charitable commitment and volunteering

She volunteers with the Freeman Worshipful Society of Information Technologists, a charitable organization that raises funds for worthy causes related to the advancement of technology.

She is a business mentor for the Cherie Blair Foundation for Women which helps women entrepreneurs around the world realize their potential.

She is a Senior Advisor to the Board of Do Good Africa, a charity committed to economic empowerment and improving the lives of people in communities across the African continent.

She is a chair member of the ISACA London Chapter Board Nominations Committee, where she guides the Board in fulfilling its corporate governance responsibilities.

Featured Articles

  • Forbes,”Why diversity is too important for CEOs to ignore »
  • Governance and Compliance News, »It’s about people first and governance follows” The Governance Institute, UK.

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Independent Chairman, Governance Review vacancy in London and Home Counties https://cvneweng.org/independent-chairman-governance-review-vacancy-in-london-and-home-counties/ Fri, 08 Apr 2022 10:21:04 +0000 https://cvneweng.org/independent-chairman-governance-review-vacancy-in-london-and-home-counties/ Christ Church is a joint foundation – of a college of the University of Oxford and the Cathedral Church of the Diocese of Oxford – supported by a unique corporate endowment, known as House. It is also a charity, registered with the Charity Commission since 2011, and a constituent college of the University of Oxford. […]]]>

Christ Church is a joint foundation – of a college of the University of Oxford and the Cathedral Church of the Diocese of Oxford – supported by a unique corporate endowment, known as House. It is also a charity, registered with the Charity Commission since 2011, and a constituent college of the University of Oxford. Founded in 1546 and housed in some of Oxford’s most notable buildings, Christ Church is home to over 450 undergraduates and 260 graduate students. The House’s total income in 2020-21 was around £36m, with an overall endowment of £674m.

The Christ Church Board of Trustees has decided to commission a review of its governance. The purpose of the review is to ensure that Christ Church’s bylaws, policies, and governance arrangements meet the needs of the institution in the 21st century. The last comprehensive review of the foundation’s bylaws was conducted in 2011. The review will encompass governance arrangements for all aspects of Christ Church, including the cathedral, college and school.

We are now seeking to appoint an independent chair who, after consultation with the Board, the Chapter and other parties, will prepare a report with recommendations for the Board to consider. The President will demonstrate appropriate knowledge of charitable governance, an understanding of the foundations of collegiate education and, ideally, familiarity with the Church of England. They must have no current or recent connection with Christ Church.

At the end of the review, the Chair will be asked to prepare a report with recommendations for the Governing Body to consider. Christ Church has committed to publishing the Review in its entirety in 2023.

For more information, including details on how to apply, please visit www.odgers.com/85525

The deadline for expression of interest is April 29, 2022

Christ Church is committed to equality and we value the diversity of our staff and students. Applications are especially welcome from black and minority ethnic candidates.

Deadline: April 29, 2022

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